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DEPLOYMENT COMPLETION REPORT - United States Navy...7 MEDICAL 1. GENERAL: During the 2001 Guam...
Transcript of DEPLOYMENT COMPLETION REPORT - United States Navy...7 MEDICAL 1. GENERAL: During the 2001 Guam...
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PACIFIC DEPLOYMENT
FEBRUARY 2001 - SEPTEMBER 2001
CAMP COVINGTON, GUAM
BAHRAIN DIEGO GARCIA FALLON HAWAII LEMOORE PALAU SAN DIEGO BRIGHT STAR ‘01
CARAT ‘01 COBRA GOLD ‘01 KENYA KWAJLEIN SAN NICHOLAS ISLAND TANDEM THRUST ‘01
NMCB ONEDEPLOYMENT COMPLETION REPORT
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CHAPTER PAGE
I Executive Summary……………………………………………………………… 4
II Administrative…………………………………………………………………… 6
III Training/Armory/Communications……………………………………………… 9
IV Operations……………………………………………………………………….. 11
Safety……………………………………………………………………….. 11
Environmental………………………………………………………………. 11
Mainbody…………………………………………………………………….
Labor Distribution……………………………………………………….
CO Discretionary Projects……………………………………………….
Camp Maintenance………………………………………………………
Project Summaries……………………………………………………….
12
12
13
14
15
DFT Diego Garcia……………………………………………………..…….
Labor Distribution………………………………………..……………..
OIC Discretionary Projects………………………………….…………..
Camp Maintenance………………………………………………………
Project Summaries…………………………………………………….…
29
30
30
31
32
Detail Fallon…….……………………..……………………………….……
Labor Distribution……………………………………………………….
OIC Discretionary Projects……………………………………………….
Project Summaries………………………………………………………..
34
35
35
36
Detail Hawaii…….……………………..……………………………….…...
Labor Distribution……………………………………………………….
OIC Discretionary Projects………………………………………………
Camp Maintenance……………………………………………………….
Project Summaries………………………………………………………..
41
42
42
43
44
Detail Lemoore. ….……..….………………………………………………..
Labor Distribution……………………………………………………….
OIC Discretionary Projects………………………………………………
Project Summaries……………………………………………………….
53
54
54
55
Detail San Diego…….……………………………………………………….
Labor Distribution……………………………………………………….
OIC Discretionary Projects………………………………………………
Project Summaries……………………………………………………….
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59
60
61
Detail Southwest Asia .………………………………………………………
Labor Distribution……………………………………………………….
OIC Discretionary Projects………………………………………………
Camp Maintenance ……………………………………………………...
Project Summaries……………………………………………………….
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66
67
67
68
CAT Team Palau…………………………………………………………….
Labor Distribution……………………………………………………….
OIC Discretionary Projects ……………………………………………...
Camp Maintenance. ……………………………………………………..
Project Summaries……………………………………………………….
Medical Civic Action Project…………………………………………….
Community Relations Project…………………………………………….
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73
74
75
83
84
DFT Tandem Thrust ‘01………………………………………………….…
DFT Kwajlein…………………………………………………………….…
DFT CARAT ’01 …………………………………………………………..
DFT Kenya ……………………………………………………………...
DFT San Nicholas……………………………………………………….….
DFT Cobra Gold ‘01………………………………………………….…….
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90
V Supply/Logistics………………….…………………………………………. 91
VI Equipment…………………………………………………………………… 93
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APPENDIX
1 Lessons Learned…………………………………………………………………. 95
2 Commendatory Correspondence…………………………………………………. 101
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U.S. Naval Mobile Construction Battalion ONE completed an exceptional 2001 Pacific
Deployment hallmarked by the mountout of six Details, one Civic Action Team (CAT), five Deployments
For Training (DFT), and three Joint Exercise Support Teams (EST), accomplishing over 34,500 mandays
(MD) of safe, high-quality construction. Deployed to Camp Covington, Guam, the Battalion was tasked
with construction at seven permanent sites: Diego Garcia; Fallon, Nevada; Lemoore, California; San Diego,
California; Southwest Asia; Hawaii; and Palau. NMCB ONE also responded to eight joint exercises
requiring the mount out of five DFTs and three ESTs: DFT Egypt in support of Bright Star 2001; DFT
Southeast Asia in support of Exercise CARAT 2001; DFT Thailand in support of Exercise Cobra Gold
2001; DFT Australia in support of Tandem Thrust 2001; DFT Kwajalein; EST San Nicholas Island; EST
Kenya, Africa; and EST Ulchi Focus Lens at Camp Pendelton, California. The breadth of NMCB ONE’s
command and control spanned four continents and eighteen time zones.
ADMINISTRATIVE / SPECIAL STAFF: The Administrative Department continuously provided
outstanding support, highlighted by the production of 475 awards signed by the Commanding Officer and
the distribution of 129 awards from local commands in appreciation for our Seabees’ volunteer work. As a
command, NMCB ONE re-enlisted over 40 personnel and advanced 110 petty officers, including seven
CPOs. The Personnel Department updated over 600 Page-2s, completed approximately 800 service record
entries, and transferred 218 incoming and outgoing service members. These noteworthy accomplishments
were the result of a dedication to communication between our customer service departments and the Detail
sites spread across the Pacific Theater.
OPERATIONS: Seabee relevancy and interoperability were successfully executed through the
completion of 34,500-MD of direct labor of tasked construction projects, training, camp maintenance,
CO/OIC discretionary projects, and DFTs to six countries. Our Work In Place (WIP) included the
installation of 7,800-feet of CHT line, 6-miles of asphalt pavement, a 6700-squarefoot Navy Exchange
Outlet, a Helicopter Squadron Maintenance Building, and a Tactical Communications Maintenance Shop.
The Battalion maintained command and control of all personnel, notwithstanding mounting-out teams to
Camp Shields, Okinawa on three separate occasions to draw DFT pack-outs. The successful execution of
operations with other U.S. armed services, as well as the armed services of foreign nations, reinforced to
our customers that Seabee ingenuity is not a commodity product and that the Naval Mobile Construction
Battalion is indispensable.
TRAINING/READINESS: Our successful deployment would not have been possible without training
efforts made in the homeport trenches. Skills gained, while setting record attainment levels, were enhanced
during the Homeport Field Exercise (FEX). On deployment, Block Military Training and Operation
“Kennel Bear” FEX served to sharpen vital contingency operation skills such as small unit leadership,
patrol tactics, communications, weapons, and required operational capabilities in Chemical Biological
Radiological (CBR), Disaster Recovery (DRT) and Rapid Runway Repair (RRR). Additionally, the
training department facilitated the qualification of 156 Seabee Combat Warfare Specialists. In preparation
for homeport, PRCP skill interviews were conducted to document skills gained during the Guam
deployment and identify deficiencies for the homeport training cycle.
NMCB ONE aligned to support real-time naval requirements through smart contingency construction and
the “best-ever FEX in eight Battalions,” according to the Third Naval Construction Brigade (3NCB)
Marine Advisor. Coordinated Military Block Training of the 347 mainbody personnel allowed NMCB
ONE to exercise its skills. This included erecting a decontamination station and vehicle wash-down,
administering self and buddy aid, detecting chemical agents, and assuming the different levels of Mission
Oriented Protective Postures.
CAMP MAINTENANCE: The Battalion actively engaged facility owners to execute over 2,300 MD of
Camp Maintenance construction at the mainbody and detail sites, all the while maintaining a focus on
increased equipment and facility quality. Teaming across traditional boundaries with liaison officers, such
as the Camp Czar and Public Works Officers, alliances with our clients were strengthen by shoring-up
maintenance plans and reducing the backlogged maintenance of real property.
EXECUTIVE SUMMARY
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SUPPLY/LOGISTICS: The Supply Department had an exemplary deployment, which was highlighted by
the 3NCB Logistics Management Assessment (LMA). The Battalion conducted a wall-to-wall inventory of
the Auto Repair Parts outlet and overhauled the Central Tool Room, Infantry Gear issue, Training Pack-Up
building, and Shipping/Receiving outlets. After the overhaul was completed, both the Central Tool Room
and Infantry Gear were inventoried at 99% and 100% validity. The Food Service Division added to the
success of the deployment by serving over 186,000 meals and establishing a phased replacement plan for
galley equipment. Disbursing also excelled, accurately processing 4,200 per diem payments worth over
$700,000 for the mainbody, seven Detail sites, five DFTs, and three ESTs.
The Material Liaison Officer set the NCF pace by crafting and executing an intuitive, client–friendly
material tracking system that dovetailed with the Navy Supply system. 3NCB Materials Office cited the
system as one that will be implemented throughout their area of responsibility. As a direct result of NMCB
ONE’s efforts, all outlets and services experienced significant improvements in organization and material
condition.
EQUIPMENT: NMCB ONE increased equipment availability by 32%, resulting in 85% availability at
turnover. The Battalion worked aggressively to upgrade CESE conditions and improve equipment
availability at all three sites, which resulted in 21 units being removed from the deadline list. The highlight
of the deployment was the certification of two 35-ton cranes, a P&H and a Link-Belt crane, which were
deadlined for over two years. NMCB ONE raised the bar in maintaining productive hours at the Orote
Point Crusher-Quarry by keeping “all belts” running. The operations produced over 1,200-tons of asphalt,
crushed in excess of 3100-cubic yards of rock, and batched over 200-cubic yards of concrete. The close of
the deployment saw two successful tests of the pile driving and water well operations. The key to NMCB
ONE’s success is our commitment as good stewards of the Brigade’s Civil Engineer Support Equipment.
CONCLUSION: The NMCB ONE Pacific deployment challenged each Seabee, providing a balance of
daunting operational tasking, critical military training, and community management issues. Balancing a
myriad of deployment drivers, NMCB ONE aligned to meet operational requirements, readiness, safety,
and community management congruently.
EXECUTIVE SUMMARY
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ADMINISTRATION
1. GENERAL: The Administrative Department processed 300 passports for members assigned to DFTs.
Advanced 91 E-6 and below personnel from March 2001 exam cycle
2. STATISTICS:
Mar 01 Cycle
a. Advancements:
E4 E5 E6 E7
Time in Rate Eligible 77 120 58 46
Participated 87 120 59 45
Selected 52 32 7 7
% Selected 78% 23% 14% 15%
Navy-wide % selected 66% 23% 18% 29%
b. Retention:
Deployment to Date (1 Feb 01-1 Aug 01)
ZONE
ELIGIBLE
NOT
ELIGIBLE
REENLIST
GRS
NAVY GOAL
A 0-6 Yrs 18 8 9 34.6% A Zone Goal 38%
B 7-10 Yrs 5 1 4 66.7% B Zone Goal 54%
C 11-14 Yrs 6 0 5 83.3% C Zone Goal 75%
FY01 to Date(1 Oct 00-1 Aug 01)
ZONE
ELIGIBLE
NOT
ELIGIBLE
REENLIST
GRS
NAVY GOAL
A 0-6 Yrs 47 20 22 32.8% A Zone Goal 38%
B 7-10 Yrs 10 1 9 81.8% B Zone Goal 54%
C 11-14 Yrs 15 0 14 93.3% C Zone Goal 75%
ADMINISTRATION/SPECIAL STAFF
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MEDICAL
1. GENERAL: During the 2001 Guam deployment, NMCB ONE’s Medical Department provided
quality medical care at Camp Covington. In addition to the mainbody, medical personnel also
provided care on four DFT’s to Australia, Southeast Asia, Thailand, and Egypt. A medical readiness
status of 93% was achieved through the diligent, hard work of the medical staff. This was aided by the
strong support from Naval Hospital, Guam, which provided medical staff training and specialist
referral for patients. The department Hospital Corpsman trained local clinic staff on use of the SNAP
Automated Medical System patient database.
2. STATISTICS:
a. Camp Covington Clinic:
NMCB ONE’s Pacific Deployment 2001
Total patients seen at Camp Covington 1486
Pharmacy units dispensed 1194
PPDs, HIVs, and DNA tests 358
Immunizations 490
Audiograms 90
Sick In Quarters (SIQ)days 97
Physical Exams 58
Sanitary Inspections 33
b. Specialty Clinic Visits:
NMCB ONE’s Pacific Deployment 2001
Clinic # visits
Radiology 108
Orthopedic 22
Optometry 54
Physical Therapy 28
General Surgery 6
Dermatology 3
Mental Health 9
Dietician 12
Urology 7
OB / GYN 9
Internal Medicine 5
Ear, Nose, Throat 8
Family Practice 12
HM1 Rivers examines EACN Beiser’s foot. HM2 Marshall cleans CMCN Mueller’s arm.
ADMINISTRATION/SPECIAL STAFF
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DENTAL
1. GENERAL: During the 2000-2001 Guam deployment, the Dental Department maintained the
Battalion’s dental readiness at 100%. Overall, 400 patients were treated and over 4,000 dental
procedures were performed. A 100% physical inventory was conducted on the minor property
equipment during turnover. Additionally, the Dental Department ordered new supplies and equipment
that resulted in increased overall operational capability and a higher level of care for the battalion
personnel.
2. SPECIALTY CARE VISITS:
NMCB ONE’s Pacific Deployment 2001
Clinic # visits
Oral Surgery 12
Periodontics 0
Prosthodontics 0
Endontics 0
LT Hollier performs a check-up on a Seabee. DT2 Alanos hard at work cleaning teeth.
ADMINISTRATION/SPECIAL STAFF
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1. GENERAL: During the Guam deployment an extensive training plan permitted the Battalion to
sharpen its technical, Chemical Biological and Radiological (CBR), combat, weapons, and general
military training skills. A Personal Readiness Capability Program skill interview was conducted
during the deployment to document skills gained while deployed to Guam, and identify
deficiencies for the 2001 homeport training cycle. Numerous training evolutions, designed to
maintain and enhance mission readiness, were successfully executed.
a. Technical Training: Skill attainment increased significantly through on-the-job-training (OJT)
at the project sites and in the shops. The wide range of construction activities required to
execute the projects at mainbody, the detail sites, and on eight DFTs and ESTs was ideally
suited to provide significant OJT in all areas of construction. Technical classroom training
was held throughout the deployment at the company level to include all in-rate training, cross-
rate training and various military subjects. The Medical department re-certified 47 personnel
in CPR.
b. Chemical/Biological/Radiological (CBR) Training: 347 personnel were trained in CBR during
Military Block Training (MILBLOCK). Round Robin training consisted of a personnel
decontamination station, vehicle wash-down station, administering of self/buddy aid,
chemical agent detection and Mission Oriented Protective Posture (MOPP) level drills.
c. Embarkation Training: Embark training was held throughout the deployment while mounting
out seven DFTs.
d. Command Post Exercise (CPX): Comprising 20 hours on different dates, the CPX developed
cooperation between the communications platoon and Combat Operations Center (COC)
watch standards. This was instrumental as a hands-on approach to sharpen senior radio
operators and train junior personnel. A complete COC was established with Intel, Fire
Support Coordinator, Reports, and Operations Boards. The communication equipment, radio
and wire, and messenger were set up on various networks and a higher headquarters was
established. The exercise scenarios consisted of multiple CBR attacks, convoys, patrols,
ambushes, enemy aggression, protestors, calls for fire, emergency suppression, beadwindow
and gingerbread procedures, simulate electronic jamming, and preparation of multiple daily
reports. These scenarios developed and trained skills in COC operations and the general flow
of message traffic. Additionally, security patrols and convoys were sent on multiple courses,
in which navigation was difficult. CBR drills presented a full-range of all MOPP levels,
which tested speed and endurance.
e. Combat Skills Training: Personnel improved their skills during MILBLOCK held from 25-29
June 2001. A typical day of instruction was as follows:
0830-1000 1000-1130 1230-1430
BRIEFINGS: SCENERIOS: SCENERIOS: Pyro and Simulators React to Trip Wires Personnel Search Hand/arm Signals
Rules of Engagement React to Sniper Vehicle Search Hostile Civilians
Marking Booby Traps/Mines React to Mine Field Convoy Trip Wire Immediate Action Drills: React to Ambush Media Ambush Mine Fields Civilians Indirect Fire
TRAINING/ARMORY/COMMUNICATIONS
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MILBLOCK Training proved to be very productive. Training was conducted on Camp
Covington, which saved time and money by eliminating the need to travel off camp. The
Battalion was able to enhance personnel skills in convoy tactics, communications, land
navigation, patrols, and perimeter defense. All training that was provided by Marines from
First Battalion / Second Marines was excellent and paid dividends during NMCB-One’s FEX.
f. Weapons Training: Range time to battle zero (BZO) and familiarization fire on the M9 was
completed twice during the deployment (2-4 April, 11-12 July). Qualification ranges were
conducted for the M16 one-month prior to returning to homeport (1-4 August). During the
deployment, 97 personnel qualified with the M9 and 178 personnel qualified with the M16.
Limited Technical Inspections and Pre Fire Inspections were conducted prior to each range
day. The battalion expended the following ammunition:
Type Quantity
50 Cal Blank Link 400
7.62 Blank Link 12,000
7.62 Ball Link 12,000
5.56mm Ball 31,920
5.56mm Blank 37,360
9mm 30,000
12 GA Shotgun 640
Grenades Simulators 10
Smoke Grenades 50
Booby Traps 76
g. General Military Training: The Battalion dedicated six days to General Military Traning
(GMT). The Training Department arranged courses, briefs, workshops and presentations on a
myriad of topics to include: Recreational Safety, UCMJ, Information
Security/Communications, Computers, Responsible Living/Sexual Behavior, Parenting,
Family/Command Responsibility, Suicide Prevention, Navy Benefits, DUI Prevention,
Developing and Building Trust, Off the Job Relationships, Managing Personal Affairs, Long
Term Planning, Achieving Professional Goals, Upholding Core Values, and Voting. We
concluded our training with the Return and Reunion brief conducted by the Fleet and Family
Service Center, Gulfport, MS. Topics discussed were, Finances, Disaster Preparedness,
Drinking and Liberty Responsibilities, and Married and Single Relationships. Voluntary
classes offered during the Reunion Brief were: Car Buying 101, Navy College Program,
Parenting, One-on-One Relationship counseling, Professional Women Brief, and Savings and
Investments.
h. Seabee Combat Warfare (SCW) Training: One of the Training highlights for the Guam
deployment was the SCWS qualifications achieved. Throughout the deployment, a total of
100 classes were held resulting in 156 personnel earning their qualification pins.
i. Physical Training: PT was held three times each week on Monday, Wednesday and Friday.
The semi-annual Physical Fitness Assessment was completed in April with 32 Outstanding (7
Outstanding High), 83 Excellent, 321 Good, and 67 Satisfactory. The Battalion was awarded
the 3NCB PFA Excellence Award by Captain Shear on 22 May.
2. STATISTICS: SCW QUALIFICATION REPORT
Personnel
Assigned
Previously
Qualified
Qualified on
Deployment
Total Qualified
E1-E6 578 143 127 270
E7-E9 43 22 18 40
O1-O5 22 7 11 18
TRAINING/ARMORY/COMMUNICATIONS
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GENERAL: The Operations Department maintained positive command and control while successfully
directing tasking at 15 different deployment sites over the seven month deployment. Responsible for over 34,500
mandays of tasking, NMCB ONE’s mainbody deployed to Camp Covington, Guam on 15 February 2001. At the
beginning of the deployment, the Battalion established detail sites in Fallon, Nevada; Pearl Harbor, Hawaii;
Lemoore, California; San Diego, California; Bahrain; and Palau. While maintaining a combat-ready posture and
completing mainbody project tasking, the Battalion also completed eight Deployment For Training (DFT) exercises
at the following locations: Diego Garcia; Egypt in support of Bright Star 2001; Southeast Asia in support of
Exercise CARAT 2001; Thailand in support of Exercise Cobra gold 2001; Kenya, Africa; the island of Kwajalein;
San Nicolas Island; and Australia in support of Tandem Thrust 2001. Throughout the deployment the Battalion
forged ahead while emphasizing three primary focus areas: safety, quality work, and timely completion.
1. SAFETY: The following safety statistics include both mainbody and deployment sites.
a. SAFETY STASTICS:
TOTAL Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 TOTAL
Fatalities 0 0 0 0 0 0 0 0
# Lost Work Days 0 29 0 3 2 0 1 35
# Lost Day Cases 0 2 0 1 1 0 1 5
# Light Duty Days 29 175 194 31 86 66 53 634
# Light Duty Cases 8 14 9 6 7 10 6 60
# First Aid
Mishaps
8 17 8 9 8 12 3 65
Govt. Vehicle
Mishaps
3 6 1 5 6 3 6 30
Govt. Vehicle
Repair Costs
0 $354.37 0 0 $812.3
3
$110.00 0 $1,276.77
Govt. Vehicle
Miles Driven
11,905 48,778 39,205 30,790 27,495 27,495 0 185,668
ON DUTY Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 TOTAL
Fatalities 0 0 0 0 0 0 0 0
# Lost Work Days 0 1 0 3 2 0 1 7
# Lost Day Cases 0 1 0 1 1 0 1 4
# Light Duty Days 8 23 69 10 26 46 16 198
# Light Duty Cases 3 5 3 3 6 6 4 30
First Aid Mishaps 5 16 6 8 7 12 3 57
OFF DUTY Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 TOTAL
Fatalities 0 0 0 0 0 0 0 0
# Lost Work Days 0 28 0 0 0 0 0 28
# Lost Day Cases 0 1 0 0 0 0 0 1
# Light Duty Days 21 152 125 21 60 20 37 436
# Light Duty Cases 5 9 6 3 1 4 2 30
First Aid Mishaps 3 1 2 1 1 0 0 8
3. ENVIRONMENTAL: NMCB One’s Environmental Department managed the hazardous waste control
program through hazardous waste accumulation sites located at Alpha and Bravo Company. These sites were
established in accordance with Federal and U.S. DOD Environmental Governing Standards. The
OPERATIONS
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Environmental Department assigned from within the Battalion, strictly adhered to all policies set forth from the
Commander, U.S. Naval Forces, Marianas (COMNAVMAR) Guam HAZMIN Center. Tasked with monitoring
the amount of materials stored and purchased throughout Camp Covington, on hand quantities of hazardous
materials were reduced by 15%. Additionally, being that all storage spaces were subject to continuous
monitoring assured that no major deficiencies were noted on the annual MAV. The Battalion implemented a
new SOP and Hazardous Communication Plan for Camp Covington in accordance with COMSECONDNCB/
COMTHIRDNCBINST 5090.1B. The SOP set specific guidelines on the procurement, storage, use, and
disposal of all hazardous material. Furthermore, by utilizing the CHRIMP and HAZMIN Centers, the Battalion
acquired valuable information on local procedures and regulations in case any HAZMAT spills occurred.
4. LABOR DISTRIBUTION SUMMARY:
Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 TOTAL %Total
Direct Labor MDs
Indirect Labor MDs
Readiness/Training
822
870
0
2083
3548
365
1730
2540
387
2181
3191
539
2649
2614
1004
3336
2371
781
4793
4289
857
17594
19423
3933
43%
47%
10% Total 1692 5996 4657 5911 6267 6488 9939 40950 100%
# Personnel
# Direct Labor
# Workdays
307
104
8
336
87
25
362
99
23
371
99
24
383
130
24
400
149
23
406
157
25
366
117
152
% Direct Labor
49% 35% 37% 37% 42% 51% 48% 43%
MD Capability (Max)
936 2447 2562 2673 3510 3855 4416 20217
Efficiency Factor
88% 85% 68% 82% 75% 87% 109% 87%
Note: % DL = (Direct Labor MDs)/(Total MDs)
MD Capability (Max) = # Direct Labor x # Workdays x 1.125
Efficiency Factor = (Actual Direct Labor MDs)/MD Capability (Max)
OPERATIONS
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CO DISCRETIONARY
PROJECT LISTING:
PROJECT MANDAYS
WARDROOM, CAMP COVINGTON 74
FEX ROAD 12
EOD ROAD 9
PLANS FOR HANDI-CAP PARKING 4
P&E CHT LINES PHASE II 28
AM CANCER SOCIETY BOOTHS AND GENERATOR 34
PEB ROOF LEAKS 4
SELF-HELP TARGETS (WELDING) 5
FEX PREFABRICATION 29
GUAM LIBERATION DAY PARADE SUPPORT 63
DEFY CAMP (DRIVERS) 32
WARDROOM WALL AND SIDEWALK 133
ALFA CO. PAD (25’X30’) 46
A.R.G. ASSISTANCE (GRAVEL, TENTS, WATER BULL) 33
CESE/EMBARK DUNAGE, WAREHOUSE 3000 23
BEQ PAINTING 93
ARMORY, M2 TRIPOD RACK 4
NMCB-133 BEQ PREPARATION 59
MSCO PARKING LOT ANCHOR PAD 47
TOTAL MANDAYS: 732
TASKED MANDAYS: 500
OPERATIONS
LT Lafond, NMCB ONE’s S1 works on the
Wardroom Patio Project.
EO3 Klenda scrapes the old asphalt at the EODMU
Road Repair Project.
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CAMP MAINTENANCE
1. GENERAL: Camp Maintenance had a highly successful deployment, completing over 2,152 mandays of
tasked construction. NMCB ONE adopted, and further developed the existing Camp Covington maintenance
plan. The program focused on an overall increase in equipment and facility quality. Significant quality of life
projects completed include Headquarters Company female head renovation, the complete exterior wall
renovation of the Enlisted Club, First Class Lounge, and Wardroom, and the replacement of Camp Covington’s
entire office furniture inventory, vastly improving the work environment of all company spaces.
2. STATISTICS:
a. CAMP MAINTENANCE SUMMARY:
MDs
TASKED
Feb-01
Mar-01
Apr-01
May-01
Jun-01
Jul-01
Aug-01
Total
%Total
ESA's: 0 0 0 0 0 0 0 0 0 0
SJO's: 400 42 29 40 115 44 8 182 460 21%
MCD's: 1600 119 295 280 264 188 248 298 1692 79%
Total 2000 161 324 320 379 232 256 480 2152 100%
b. CAMP MAINTENANCE MCD TASKING:
PROJECT MANDAYS
DRYVIT EXTERIOR OF VARIOUS BUILDINGS 141
REHAB CENTRAL TOOL ROOM CHAINSAW SHOP 34
RENOVATE HEADQUARTERS BUILDING FEMALE HEAD 82
REHAB GALLEY JANITOR CLOSET 20
RETILE ALFA CO. OFFICES SPACE FLOORS 31
FABRICATE PULL UP BARS AT CAMP COVINGTON GYM 22
MOVE OUT AND REPLACE ALL CAMP FURNITURE 80
MOVE HORSE SHOE PITS 33
BUILD ALFA CO. BULLETIN BOARD 7
PAINT BBQ GRILLS 4
REPLACE CEILING TILE IN CHAPEL 4
INSTALL BOLLARDS FOR BRAVO BUILDINGS 454 AND 544 7
PURCHASE AND INSTALL 5 AC UNITS 15
INSTALL CHIEFS MESS PATIO SCREEN AND CEILING FANS 33
CONSTRUCT SHELVES FOR CHIEFS MESS 4
HARD WIRE AIR COMPRESSOR AT OROTE POINT 2
PAINT EXTERIOR OF BUILDING 3059B AT OROTE POINT. 5
INSTALL CHIEF COUNTRY SIGNS AT CPO BARRACKS 8
INSTALL WATER COOLER AT CAMP MAINTENANCE 3
c. TOTAL MANDAYS EXPENDED: 2152
TASKED MANDAYS: 2000
PROJECT SUMMARY: Outlined on the following pages.
OPERATIONS
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MINERAL PRODUCTS OPERATIONS
GM0-405
The Battalion was tasked to crush and wash rock, produce asphalt and concrete, and operate the quarry.
Throughout the course of the deployment, the crusher crushed a total of 860-CY of 4” minus rock and 2280-CY of
¾” minus. The wash plant produced 668-CY sand and 1795-CY of ¾” clear rock. The asphalt plant produced
1200-tons of asphalt, and the concrete plant produced 207-CY of concrete. The quarry had 11 blasts and hauled
9020-CY of blasted rock to the crusher.
Project Data
Personnel: 14 personnel
Duration: February 01 – August 01
Mandays Expended: NMCB ONE: 1412
Cumulative: 1412
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 1400
Total Project MD: 1400
Material Cost: N/A
Cost Savings: $490,000
Specifications: Operate Orote Point quarry, crusher, asphalt plant, concrete batch plant and wash plant.
Above, a D7 dozer and an 844
loader work in the Quarry. Right,
Seabees work on the Rock Crusher
Plant.
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CORROSION CONTROL
GM0-421
Due to Guam’s harsh environment, the plant equipment at Orote Point is highly susceptible to rust. The
Corrosion Control project ensures that there is paint on all exposed metal surfaces to reduce corrosion.
Project Data
Personnel: 3 personnel
Duration: February 01 – August 01
Mandays Expended: NMCB ONE: 404
Cumulative: 404
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 400
Total Project MD: 400
Material Cost: N/A
Cost Savings: $140,000
Specifications: Corrosion control performed in conjunction with current maintenance and repair.
The crew works on preserving
the equipment and painting the
Control House for the Concrete
Batch Plant.
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INSTALL CONSOLIDATE, HOLD, AND TRANSFER LINE
GM0-846
This was COMNAVMAR’s number one project, and was completed ahead of schedule. NMCB ONE was
tasked with the installation of 7,800-feet of 10-inch high-density polyethylene pipe at Echo Pier. The new chemical
handling and transfer line will support aircraft carriers and save COMNAVMAR $70K every port visit. The pipe
was joined together using heat fusion.
Project Data
Personnel: 8 personnel
Duration: February 2001 – September 2001
Mandays Expended: NMCB ONE: 843
Cumulative: 843
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 1250
Total Project MD: 1250
Material Cost: $188,804
Cost Savings: $437,500
Specifications: Install 7800-LF of 10-inch HDPE CHT line, complete with fittings and valves from
Marine Drive to Delta/Echo Pier.
Above, UT3 Daugherty welds
sections of the CHT line
together prior to it being placed
in the trench and backfilled.
18
REPAIR EODMU-5 ROAD
GM0-848
EODMU-5 road had needed repair due to subgrade failure. We built a temporary access road to prevent traffic
interruptions during construction. The intersection was redesigned from a Y-type intersection to T-type intersection
to reduce the potential for accidents caused from vehicles entering the road from two opposite directions.
Project Data
Personnel: 4 personnel
Duration: May 01 – June 01
Mandays Expended: NMCB ONE: 99
Cumulative: 99
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 100
Total Project MD: 100
Material Cost: $25,864
Cost Savings: $35,000
Specifications: Remove existing asphalt and repair roadway from Sumay Drive. Reshape and compact
surface. Place 2-inch asphalt lift. Change intersection from a Y-type to T-type
intersection.
.
Above, EO2 Brown removes asphalt
from EODMU-5 Road. Right, the
completed project.
19
OROTE POINT ROADS
GM0-851
Three roads under the cognizance of COMNAVMAR were in need of repair. NMCB One was tasked with
repairing Bright/2C road between the Navy Exchange and the Auto Port. The NEX personnel were very cooperative
in re-routing traffic to their outlets, enabling us to completely close the road during construction.
Project Data
Personnel: 6 personnel
Duration: July 01 – August 01
Mandays Expended: NMCB ONE: 182
Cumulative: 182
Tasking: WIP at turnover: 0%
WIP at completion: 33%
MD Tasked to NMCB: 150
Total Project MD: 500
Material Cost: $115,758
Cost Savings: $52,500
Specifications: Remove existing asphalt surface from three roads on Naval Station Guam, re-grade and
compact the subgrade, then pave with 3-inch asphalt mat. NMCB ONE tasked with
completing one of the three roads.
Bright / 2C Road before and
after paving repair.
20
NWSU-1 ROAD
GM0-861
Haputo Road from Marine drive to the Orote Point Quarry was in need of repair. We removed the asphalt,
repaired the subgrade and paved with a 2-inch mat. This road was a challenge because of the heavy traffic due to its
proximity to the gym, auto hobby shop, ball field, child development center and a housing area. Sections of the road
were closed and traffic was rerouted during construction, requiring extra crewmembers for safety observers.
Project Data
Personnel: 6 personnel
Duration: July 01 – August 01
Mandays Expended: NMCB ONE: 127
Cumulative: 127
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 120
Total Project MD: 120
Material Cost: $71,465
Cost Savings: $42,000
Specifications: Repave Haputu Road from Marine Drive to the Orote Point Quarry entrance. Remove
existing asphalt surface, repair subgrade where needed, reshape and compact. Pave a
two-inch asphalt mat.
Haputo Road before and After.
21
WATER WELL/PILE DRIVING
GM0-869 The Water Well rig and Pile Driver had not been tested over the past three years, with the exception of
monthly cycling. NMCB One was tasked to drill a 50-ft water well and drive two sheet piles. The water well was
drilled in one day, utilizing war stock materials that needed to be replaced. The well was gravel packed and capped.
The sheet piles were driven after the hammer and extractor were overhauled.
Project Data
Personnel: 4 personnel
Duration: June 01 – August 01
Mandays Expended: NMCB ONE: 86
Cumulative: 86
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 100
Total Project MD: 100
Material Cost: N/A
Cost Savings: $35,000
Specifications: Test the water well rig and pile driver/extractor by drilling a 50-ft water well, and
drive/extract 2 sheet piles.
22
TACTICAL COMMUNICATIONS MAINTENANCE SHOP
GM9-807
Assumed as a turnover project, this facility offered valuable training in concrete overhead form design,
concrete placement, interior finish and steelwork. The 40 x 50 foot concrete and block structure required the
placement of over 120-CY of concrete and 1800-SF of acoustical ceiling and floor tile.
Project Data
Personnel: 18 personnel
Duration: February 01 – September 01
Mandays Expended: NMCB THREE: 712
NMCB ONE: 2476
Cumulative: 3188
Tasking: WIP at turnover: 34%
WIP at completion: 100%
MD Tasked to NMCB: 1420
Total Project MD: 1800
Material Cost: $207,452
Cost Savings: $630,000
Specifications: Construct a 40 x 50 foot single-story concrete building to house tactical communication
equipment. Scope of work includes excavation and site work; forming and placing
concrete foundation, walls, and roof; and utilities for restrooms, A/C, interior storage, and
admin spaces.
Above, the TAC COMM Building
at turnover. Right, the building
nears completion as the crew
applies the final coat of paint.
23
REPAIR VEHICULAR BRIDGES AT ORDNANCE ANNEX
GM9-811
Started by NMCB ONE, this project offered valuable training in concrete placement, steel fabrication,
heavy-timber work and paint and preservation. The multi-faceted project also presented invaluable training to junior
crew leader on running several construction sites simultaneously.
Project Data
Personnel: 18 personnel
Duration: February 2001 – August 2001
Mandays Expended: NMCB ONE: 1134
Cumulative: 1134
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 800
Total Project MD: 800
Material Cost: $60,502
Cost Savings: $280,000
Specifications: Perform repairs to nine bridges located at the Naval Ordnance Annex. Scope of work
includes asphalt patching and repair, cleaning, installing and painting new guardrails,
replacing timber tread-ways, wing wall construction and repair, and clearing and
grubbing.
Repairs to the bridges greatly
improved their utility.
24
REPAVE ROADS ORD ANNEX
GM9-815
NMCB ONE took this project over at 62%. We tackled the hardest of the paving jobs first with
outstanding results.
Project Data
Personnel: 3 personnel (with 14 person paving crew)
Duration: February 01 – May 01
Mandays Expended: NMCB THREE: 97
NMCB ONE: 274
Cumulative: 371
Tasking: WIP at turnover: 62%
WIP at completion: 100%
MD Tasked to NMCB: 210
Total Project MD: 420
Material Cost: $132,148
Cost Savings: $147,000
Specifications: Repair five of nine sections of roads in the Naval Magazine area. Remove existing
surface and replace with a 2-inch asphalt mat.
Paving Areas One and Four.
25
INSTALL CAMP COVINGTON WATERLINE
GM9-826
NMCB ONE was tasked with the completion of the Camp Covington waterline installation. This project
included excavation and installation of new 12-inch and 6-inch piping, and the construction of five concrete valve
boxes. The inside of each valve box received new gate valves, water meters, strainers, by-pass assemblies, and
fittings as required for connection to existing waterlines. All tie-ins required the cutting and removal of asbestos
concrete pipe. An outside contractor performed all asbestos removal and handling. The work also included
earthwork, associated pavement repairs, landscaping, and the replacement of 1,700-LF of sidewalk.
Project Data
Personnel: 15 personnel
Duration: March 2001 – September 2001
Mandays Expended: NMCB THREE: 178
NMCB ONE: 1866
Cumulative: 2044
Tasking: WIP at turnover: 16%
WIP at completion: 100%
MD Tasked to NMCB: 750
Total Project MD: 1100
Material Cost: $150,463
Cost Savings: $385,000
Specifications: Install 1900-LF of 12-inch PVC pipe, 50-LF of 6-inch PVC pipe, 20-LF of 8-inch PVC
pipe, new ductile iron meters, and gate valves with valve boxes.
Crew finishes sidewalk after
installation of 12-inch waterline.
26
DOD SOCCER FIELD
GM9-841
Initially only requiring a few mandays to complete, this project turned into a challenge due to numerous
changes in scope. The level of the entire field was brought up 18-inches in order to promote proper drainage.
Additionally, we erected a 1000-LF chain link fence around the perimeter.
Project Data
Personnel: 3 personnel
Duration: February 01 – May 01
Mandays Expended: NMCB THREE: 339
NMCB ONE: 213
Cumulative: 552
Tasking: WIP at turnover: 71%
WIP at completion: 100%
MD Tasked to NMCB: 140
Total Project MD: 480
Material Cost: $21,182
Cost Savings: $168,000
Specifications: Construct a soccer field at the DOD Elementary School. Level field with a 2% slope and
construct a perimeter fence around soccer field.
Soccer field at turnover, above,
and at completion, right.
27
MSCO PARKING LOT
GM9-849
Military Sealift Command Office had a gravel parking lot that caused a lot of problems during the
rainy season. We removed gravel and paved a 33-stall parking lot.
Project Data
Personnel: 4 personnel
Duration: May 01 – June 01
Mandays Expended: NMCB ONE: 135
Cumulative: 135
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 150
Total Project MD: 150
Material Cost: $47,175
Cost Savings: $52,500
Specifications: Pave parking lot at Military Sealift Command Office. Removed topsoil and gravel,
reshaped, compacted, and placed a 2-inch asphalt lift. Placed parking bumpers for 33 parking stalls.
Additionally, placed an anchor and flagpole in the center of the parking lot.
MSCO Parking Lot before and
after paving.
28
RENOVATE PSD NCTS
GM1-810
The PSD at NCTS was forced to move into temporary office spaces after a fire caused extensive
damage to their original spaces. NMCB ONE was tasked to convert rooms in BQ 131 into new office
spaces for permanent use by PSD personnel.
Project Data
Personnel: 12 personnel
Duration: June 01 – August 01
Mandays Expended: NMCB ONE: 379
Cumulative: 379
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 400
Total Project MD: 400
Material Cost: $22,000
Cost Savings: $140,000
Specifications: Remove three interior walls to create an open space, replace suspended ceiling,
gypsum board walls, flooring, lighting, reroute interior plumbing, and paint
interior.
Above, the crew completes
preparations to the drywall. Right,
BU2(SCW) Watson and
BU1(SCW) Brock cut the ribbon
with the NCTS Commanding
Officer, CDR Bond.
29
U. S. Naval Mobile Construction Battalion ONE deployed a 27-person Deployment for Training (DFT) to
the remote island Diego Garcia. All personnel embarked from Gulfport, Mississippi on 6 February and arrived in
Diego Garcia on 9 February. The DFT consisted of one Officer, one Chief Petty Officer, two First Class Petty
Officers and 23 personnel E-4 or below. Supported by Naval Support Facility (NSF), Diego Garcia the DFT was
able to execute all tasked construction projects with exceptional quality simultaneously providing excellent training
and experience for all personnel.
ADMINISTRATION: The mainbody at Camp Covington, Guam maintained all of the DFT’s service records.
Good communication with the S1 department was paramount in order to maintain good administrative tracking on
all personnel. The Health Services Department of NSF Diego Garcia maintained all medical and dental records and
provided outstanding support throughout the deployment. The Educational Services Office provided excellent
support during the advancement exam cycle while various allotments and ID card renewals were handled by the
Personnel Support Detachment. All remaining administrative duties, including daily mail distribution, were tasked
to the DFT Clerk. Communication between the DFT and mainbody was satisfactory with email used as the primary
means to transfer information. Other means of communication included DSN phone and FAX lines as well as
commercial phone and FAX support provided by the Public Works Department.
OPERATIONS: DFT Diego Garcia was tasked with 3,273 mandays of construction, camp maintenance and
training. Construction involved 2 separate projects and 100 mandays allotted for OIC discretionary work. The two
main projects, one turnover and the other a new start, contained the same scope of work. Seabees received valuable
on-the-job training in the erection of four 20 x 144 ft steel studded buildings with associated gypsum interior finish,
electrical and plumbing. This work provided berthing for 78 contract workers permanently assigned to Diego
Garcia. Camp maintenance time was used to improve MLO and CTR outlets. OIC discretionary mandays were
used to complete four small projects all aimed at improving quality of life for the entire island population and further
challenging the Seabees in their rating.
TRAINING: Formal DFT training was conducted during seven pre-planned training Saturdays. Topics such as
performance evaluations, financial responsibilities, weapon familiarization, and various SCWS information were
among the areas covered. Several senior-enlisted personnel that recently transferred from the 21st NCR in Gulfport,
MS to NSF Diego Garcia graciously offered to assist in several of the training evolutions. SCWS “murder” boards
were conducted in the evenings as were the official oral boards. Nine qualifications and one re-qualification were
successfully earned during this deployment. Physical Training was conducted three times a week on Monday,
Wednesday and Fridays with an emphasis on endurance and calisthenics. The entire group performed extremely
well on the April 2001 Physical Fitness Assessment yielding zero failures and a performance average well above the
Battalion goal. Nine newly selected Third Class Petty Officers attended Petty Officer Indoctrination while on
deployment.
SUPPLY AND LOGISTICS: The DFT was granted a quarterly budget from Public Works Department of $1,000
for office supplies and various consumables. This money was very beneficial to the training programs and general
administration of the DFT. Mainbody Supply Department provided support on minor uniform items and shipping
documents for operational equipment and house hold goods. All items sent from Guam via the military postal
system took an average of 3 weeks to arrive in Diego Garcia
CTR/MLO: The Central Tool Room and the Material Liaison Office are unique in Diego Garcia. The base
contractor, DG-21, procures all construction material from the U.S. and Singapore. All mandays allotted to Camp
Maintenance were used to make much needed improvements to CTR and MLO, both of which were managed by a
Builder Constructionman. His efforts were spent validating and improving the 22 tool kits valued at $57,000 and
accounting for all construction materials valued at $465,000. The 31st Naval Construction Regiment in Port
Hueneme provided tool kit support and various shelf stock items. Outstanding support from the 31st NCR allowed
the CTR custodian to dramatically improve the readiness of each
tool kit. He was key to creating a user friendly electronic databases for MLO and CTR and relocating the two
outlets that were spread between three separate facilities nearly four miles from the project site. Several mandays
were dedicated to relocating all tool kits to the DFT’s administrative spaces where better security, accountability and
a climate-controlled environment could be provided. This resulted in much improved organization and
accountability. Planning was extremely essential when receiving materials from the contractor. Due to space
constraints, all line items for a specific delivery order had to be drawn from the contractor’s storage facilities at the
OPERATIONS – DETAIL DIEGO GARCIA
30
same time. Transportation and material handling equipment must be coordinated several days in advance in order to
move the entire delivery order.
EQUIPMENT: Daily business was conducted using four “B” assigned vehicles. One box truck, one eight-
passenger van and two small pick-up trucks proved adequate for DFT of this size. However, groups with more
personnel and additional construction sites will require additional vehicle support. All assigned vehicles were
available for specific MWR activities as long as chits were properly submitted. The base contractor provided
preventive and interim maintenance and all equipment support for projects and material movements. The DFT was
not assigned any CESE while deployed to Diego Garcia. A dedicated shuttle bus was assigned to the DFT for
transportation to and from the project site, galley and barracks.
LABOR DISTRIBUTION SUMMARY:
Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 Total %Total
Direct Labor MDs
Indirect Labor MDs
DLT
149
62
61
376
134
68
418
117
63
393
130
56
384
160
54
394
107
50
399
117
50
2513
827
402
67%
22%
11%
Total 272 578 598 579 598 551 566 3742 100%
# Personnel
# Direct Labor
# Workdays
27
22
10
27
22
23
26
21
23
26
21
24
25
20
24
24
20
23
23
19
25
25
21
154
% Direct Labor
77% 77% 80% 78% 73% 71% 79% 78%
MD Capability (Max)
223 619 543 567 540 518 556 3565
Efficiency Factor
94% 72% 89% 79% 81% 86% 81% 82%
Note: % DL = (Direct Labor MDs + DLT)/(Total MDs)
MD Capability (Max) = # Direct Labor x # Workdays x 1.125
Efficiency Factor = (Actual Direct Labor MDs + DLT)/MD Capability (Max)
OIC DISCRETIONARY
1. PROJECT LISTING:
501 MWR DRIVING RANGE AWNING 46
502 MWR SWIMMING POOL AERATION 13
503 EXPAT STRUCTURAL SUPPORT REPAIR 10
504 EARTH DAY PARK LANDSCAPING 06
505 PAINT DFT BARRACKS ROOMS 18
506 CPO BEQ GAZEBO CONCRETE PAD EXTENSION 07
TOTAL MANDAYS: 100
TASKED MANDAYS: 100
OPERATIONS – DETAIL DIEGO GARCIA
31
CAMP MAINTENANCE
1. PROJECT LISTING:
CONSTRUCT SHELVING UNITS 20
RELOCATE TOOLS AND MATERIALS 10
ORGANIZE MLO WAREHOUSE 15
EMPTY STORAGE AREAS IN ADMIN SPACES 5
TOTAL MANDAYS EXPENDED: 50
TOTAL TASKED MANDAYS: 50
PROJECT SUMMARY: Outlined on the following pages.
OPERATIONS – DETAIL DIEGO GARCIA
32
BILLETING BUILDINGS
DG8-680
The three 20 by 144 foot Super SEAhuts project offered valuable training in plywood sub-flooring, steel
stud wall framing, wood truss fabrication, sheet metal roof installation, gypsum wall board coverings, interior
wiring, and basic plumbing. The construction was focused on expanding the current living space by 100%.
Project Data
Personnel: 11 personnel
Duration: February 2001 – September 2001
Mandays Expended: NMCB THREE: 1190
NMCB ONE: 926
Cumulative: 2116
Tasking: WIP at turnover: 92%
WIP at completion: 99%
MD Tasked to NMCB: 965
Total Project MD: 13,200
Material Cost: $81,677
Cost Savings: $337,750
Specifications: Rehab one complete 20 x 144 foot Super SEAhut and finish two 20 x 144 foot Super
SEAhuts. Extend building 7015 by 44 feet, deck with new plywood, erect steel studded
walls, fabricate new trusses for extension, cover with sheet metal roofing, finish interior
with gypsum wall board, lay vinyl floor tile, install jalousie type windows, hang prehung
metal doors, install interior wiring, fabricate kitchen cabinets, and connect all plumbing.
Finish interior of buildings 7037 and 7039. PW is coordinating the final stage to remove
asbestos.
Building 7015 at turnover,
above, and at completion.
33
BOSC HOUSING UPGRADE
DG0-815
Started by NMCB ONE, the Four 20 x 144 foot Super SEAhuts project offered valuable training
in plywood sub-flooring, steel studded wall framing, wood truss fabrication, sheet metal roof installation,
gypsum wall board coverings, interior wiring, and basic plumbing. The construction was focused on
expanding the current living space by 100%.
Project Data
Personnel: 11 personnel
Duration: February 2001 – September 2001
Mandays Expended: NMCB ONE: 1718
Cumulative: 1718
Tasking: WIP at Turnover: 0%
WIP at Completion: 68%
MD Tasked to NMCB: 1800
Total Project MD: 2800
Material Cost: $353,260
Cost Savings: $980,000
Specifications: Upgrade two 20 x 144 foot Super SEAhut (7023 and 7027) and turn over SEAhut 7022 at
70% complete. Extend each building 44 feet, deck with new plywood, erect steel studded walls, fabricate
new trusses for extension, cover with sheet metal roofing, finish interior with gypsum wall board, lay vinyl
floor tile, install jalousie type windows, hang pre-hung metal doors, install interior wiring, fabricate kitchen
cabinets, and connect all associated plumbing.
Crew lays out foundation,
above, and completes exterior
finishes, right.
34
U.S. Naval Mobile Construction Battalion ONE, Detail Fallon, deployed a 25 personnel Detail to Naval Air
Station Fallon to execute tasked construction projects in support of local Shore Installation Commander. The
Advance Party departed Gulfport, Mississippi and arrived in Fallon, Nevada on 8 February. The mainbody followed
a week later and arrived on 15 February. The Detail was tasked with 2,269 mandays of construction and deployed
with one Chief Petty Officer and 24 enlisted personnel.
ADMINISTRATION: Battalion Administrative Support Personnel with Detail San Diego, California maintained
Personnel records. Detail disbursing issues remained with NMCB ONE’s mainbody. Medical and Dental records
were kept by Detail AOIC at Detail spaces. To maintain mission readiness, the Detail participated in the NAS
Fallon Urinalysis Program run by the CBU 416/Security Department. To assist in personnel advancement, the NAS
ESO provided outstanding advancement exam administrative support. The remaining administrative duties,
including daily mail distribution, were tasked to the Detail personnel as collateral duties. Communications between
the Detail and Mainbody were satisfactory with email being the primary means to transfer information. Other
means of communication that were used included commercial phone lines, and FAX.
OPERATIONS: Detail Fallon was tasked with 2,269 mandays of vertical construction, involving five tasked
construction projects (two turn over and three new starts) and 150 mandays of OIC Discretionary projects. All five
of the projects were multi-faceted and technically demanding for all the trades. Projects consisted primarily of pre-
engineered building (PEB) construction with steel stud framed interiors, providing exceptional cross-rate training in
the utility rates (UT and CE). The work accomplished in Fallon was key in providing quality of life improvements
and functional work spaces for MWR, Visiting Helicopter Squadrons, NAS Weapons Department and NAS Range
Department. The projects proved to be challenging for each crew due to their complexity and numerous scope
changes, and provided outstanding training for all Seabee ratings.
SUPPLY AND LOGISTICS: Detail supply and logistic issues were managed between the Detail AOIC/OPS,
Public Works Department, and the Prime Vendor. The Detail was responsible for managing $446,000 in
construction material. NMCB ONE mainbody provided CUU support.
CENTRAL TOOL ROOM: The Central Tool Room was managed by CBU 416 with inventories being routed
through Detail Chain of Command.
MATERIAL LIAISON OFFICE: CBU 416 Material Liaison Office managed the receipt, storage, and issue of all
construction materials required for the tasked construction projects. Detail AOIC/OPS coordinated bids for
construction material and services from vendors to PWD Seabee Projects liaison and PWD Comptroller.
TRAINING: Training was conducted over seven scheduled training days, covering a wide range of General
Military Training topics with an emphasis on goal setting and safety training. Seabee Combat Warfare training was
mandatory twice a week for all non-qualified personnel. SCWS “MURDER BOARDS” were conducted in the
evenings and proved to be very successful as 13 Detail personnel received their SCW designation. Physical fitness
training was conducted three times a week. The Detail performed well on the April 2001 Physical Fitness
Assessment (PFA), with 100% of Detail personnel receiving a GOOD or higher. Training aids and training
locations were available for the Detail. Specifically there is only one conference room that could fit 24 personnel
and only one power point projector available for use from CBU 416. Intensive in-rate training was provided in
preparation for Navy Wide Advancement Exams. The detail performed exceptionally well on the March Navy Wide
Rating Exam, advancing two Third Class Petty Officers, two Second Class Petty Officers, and one First Class Petty
Officer.
EQUIPMENT: The Detail received their Civil Engineer Support Equipment from CBU 416 and NAS Public
Works Department with one 12 passenger van and one pickup truck permanently assigned for after hours liberty.
Three Detail Mechanics and one Equipment Operator were assigned to CBU 416 for equipment support and
dispatcher. Equipment availability was low to average due to the age of equipment as well as sharing with CBU-
416 and PWD provided the Detail with CESE support.
OPERATIONS – DETACHMENT FALLON
35
LABOR DISTRIBUTION SUMMARY:
Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug
01
TOTAL %Total
Direct Labor MDs
Indirect Labor MDs
DLT
131
120
13
331
334
47
306
319
39
293
328
41
289
328
41
281
330
25
329
317
80
1960
2076
286
45%
48%
07%
Total 264 712 664 662 658 636 726 4322 100%
# Personnel
# Direct Labor
# Workdays
25
17
10
25
17
25
25
16
23
24
16
24
24
16
24
24
16
23
24
16
25
24
16
154
% Direct Labor
55% 53% 52% 50% 50% 48% 59% 52%
MD Capability (Max)
172 478 414 432 432 414 450 2792
Efficiency Factor
84% 79% 83% 77% 76% 74% 91% 80%
Note: % DL = (Direct Labor MDs + DLT)/(Total MDs)
MD Capability (Max) = # Direct Labor x # Workdays x 1.125
Efficiency Factor = (Actual Direct Labor MDs + DLT)/MD Capability (Max)
OIC DISCRETIONARY
1. PROJECT LISTING:
FA0-505-1 AIMU GEDUNK ROOM 28
FA0-505-2 HANGAR #7 CABANA 47
FA0-505-3 WEAPONS WARRANTY WORK 20
FA0-505-4 CRASH HOUSE WARRANTY WORK 6
FA0-505-5 HELO WARRANTY WORK 20
FA0-505-6 PONY EXPRESS WARRANTY WORK 10
FA0-505-7 CRASH HOUSE GENERATOR HOUSE 28
FA0-505-8 RETILE SEABEE OFFICE SPACES 21
TOTAL MANDAYS: 180
TASKED MANDAYS: 150
PROJECT SUMMARY: Outlined on the following pages.
Hangar #7 Cabana BUCN(SCW) Kershaw and BUCN(SCW)
Johnson construct steel stud partition wall for
AIMU Gedunk.
OPERATIONS – DETACHMENT FALLON
36
RUNNING TRACK LIGHTING
FA0-841
Started and finished by NMCB ONE, this project provided valuable training in concrete construction,
underground power service and steel construction. This project will provide NAS Fallon with much needed lighting
for a running track and football field with an electronic football scoreboard.
Project Data
Personnel: 10 personnel
Duration: April 2001 – July 2001
Mandays Expended: NMCB ONE: 325
Cumulative: 325
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 260
Total Project MD: 260
Material Cost: $110,000
Cost Savings: $91,000
Specifications: Install main service conduit for switchboard and transformer. Install footings and
concrete piers for four 60-FT light poles and scoreboard. Place all conduit, handholes,
pull wire, backfill, compact and install scoreboard. Site work includes excavation of four
14-FT square footers, two 7-FT footers, and 2750-LF of trenching.
Above, EO2(SCW) Yeary
supervises EOCN Lawrence
during excavation of footings.
37
CONSTRUCT RSA 2 OFFICE FACILITY
FA0-849
A start to finish for NMCB ONE, this project offered valuable training in concrete placing, finishing, PEB
erection, rough/finish plumbing and rough/finish electrical. This 32 x 32 foot Butler Manufactured pre-engineered
building will provide field offices and head facilities for NAS Fallon RSA 2 Weapons Department.
Project Data
Personnel: 6 personnel
Duration: April 2001 – August 2001
Mandays Expended: NMCB ONE: 530
Cumulative: 530
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 550
Total Project MD: 550
Material Cost: $58,151
Cost Savings: $192,500
Specifications: Construct a 32 x 32 foot PEB on a concrete slab and foundation. Erect metal frame,
install 2,300-SF of corrugated metal sheeting, insulation, and 64-LF of gutter system with
six downspouts. Install two exterior doors, three windows, interior metal studs, drywall,
drop ceiling and interior doors. Rough and finish electrical includes conduit, wire,
interior lights and service panel. Install two bathrooms to include showers and HVAC
system.
Above, EOCN Lawrence breaks
ground for the 32x32 foot office
facility.
38
CONSTRUCT RANGE EQUIPMENT SHELTER
FA0-848
A start to finish for NMCB ONE, this project offered valuable training in placing and finishing concrete,
PEB erection and interior wiring. The 30x100 foot Butler Manufactured building will provide 3,000-SF of storage
for NAS Fallon Range Department Equipment.
Project Data
Personnel: 7 personnel
Duration: June 2001 – August 2001
Mandays Expended: NMCB ONE: 311
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 500
Total Project MD: 500
Material Cost: $68,113
Cost Savings: $175,000
Specifications: Erect a three-sided, 30 x 100 foot pre-engineered building (PEB) with a shed type roof.
Place approximately 100-CY of reinforced concrete for the foundation and slab. The
electrical work includes 1000-FT of conduit, GFI receptacles, 40 exterior fluorescent
lights, and 12 exterior halogen lights.
Above, Project Supervisor,
BU2(SCW) Hill marks the lay out
for this 30x100 FT pre-engineered
building.
39
CONSTRUCT MWR PONY EXPRESS PEB
FA8-800
This project offered valuable training installing new insulation system for Butler Manufactured Buildings,
CMU block used on retaining wall and steel stud framing. The 40 x 100 foot pre-engineered building added 4,000-
SF of storage and shop area to the Pony Express Outdoor Outfitter Facility.
Project Data
Personnel: 8 personnel
Duration: December 2000 – May 2001
Mandays Expended: NMCB THREE: 431
NMCB ONE: 279
Cumulative: 710
Tasking: WIP at turnover: 66%
WIP at completion: 100%
MD Tasked to NMCB: 250
Total Project MD: 660
Material Cost: $60,062
Cost Savings: $231,000
Specifications: Construct a 40 x 100 foot PEB on a 4,000 SF slab on grade. Erect a steel structure, install
80,000 SF of corrugated metal sheathing, and place 125-CY of concrete. Install 200-LF
of gutter system with 8 downspouts. Rough and finish electrical includes a service panel,
nine high-pressure sodium lights, 50 fluorescent lights, 3,000 FT of conduit, two EVAP
coolers, and two natural gas heaters.
Above, MWR Pony Express PEB
prior to the installation of Butler
Simple Saver Insulation System and
roof sheeting.
40
CONSTRUCT HELICOPTER MAINTENANCE FACILITY
FA9-809
This project offered valuable training in interior finish, finish plumbing and HVAC installation. This
30x160 FT pre-engineered building provides 4,800 SF of much needed shop, office and head facility for visiting
helicopter squadrons.
Project Data
Personnel: 10 personnel
Duration: October 2000 – April 2001
Mandays Expended: NMCB THREE: 780
NMCB ONE: 250
Cumulative: 1030
Tasking: WIP at turnover: 76%
WIP at completion: 100%
MD Tasked to NMCB: 200
Total Project MD: 1030
Material Cost: $150,061
Cost Savings: $360,500
Specifications: Construct a 30’ x 160’ PEB on a concrete slab and foundation. Erect metal frame,
install 15,000 SF of corrugated metal sheeting, insulation, eight exterior double
doors, two single doors, interior metal studs, drywall, and interior doors. Rough and
finish electrical includes conduit, wire, interior lights and service panel. Construct
two bathrooms to include water closets, sinks, urinals and partitions. Install HVAC
system, EVAP coolers, and natural gas heaters.
Above, SW3 Benavides and
UT2(SCW) Barber install duct for
package HVAC unit.
Formatted
41
U. S. Naval Mobile Construction Battalion ONE, Detail Hawaii deployed 53 personnel to Pearl Harbor,
Hawaii and Pacific Missile Range Facility, Kauai to execute construction projects in support of the local Shore
Installation Commanders. The 35 person Advance Party departed Gulfport, Mississippi on 4 February and arrived
in Pearl Harbor on 5 February. The 18 person Mainbody flight arrived in Pearl Harbor on 15 February. The Detail
consisted of one Officer, one Senior Chief Petty officer, two Chief Petty Officers, and 49 enlisted personnel. The
Detail was originally tasked with 4,710 mandays of construction. However, when the tasking decreased by 563
mandays, the Detail was downsized from 53 to 52 personnel.
ADMINISTRATION: One First Class Personnelman serving as Detail Clerk, maintained the service records of all
Detail personnel as well as the Medical and Dental records. To maintain mission readiness, the Detail participated
in the Naval Station Pearl Harbor Urinalysis Program run by the base Security Department. The NSA Educational
Service Officer provided administrative support for advancement exams. The remaining administrative duties,
including daily mail distribution, were tasked to the Detail Clerk. Primary communications between the Detail and
Mainbody were via email and DSN.
OPERATIONS: Detail Hawaii was originally tasked with 4,710 mandays of vertical and horizontal construction,
involving nine construction projects and 300 mandays of OIC Discretionary projects. Six tasked projects were new
starts and proved to be challenging for each crew due to their complexity and numerous scope changes. Three
tasked projects were turnover projects.
TRAINING: Formal Detail training was conducted between seven planned training Saturdays and alternating
Tuesday and Thursday mornings with Seabee Combat Warfare Training. Training topics covered a wide range of
General Military Training Topics as well as an emphasis on safety training. Seabee Combat Warfare Training was
offered two times a week on Tuesday and Thursday mornings. SCWS “murder” boards were conducted in the
evenings. Physical Fitness Training was conducted three times a week on Monday, Wednesday and Friday. The
Detail performed well on the March 2001 PFA with nine scoring excellent /outstanding, 42 scoring sat/good, and no
failures. Six detail personnel attended Petty Officer Indoctrination, and several members attended PREVENT
training and Navy Leadership training.
SUPPLY AND LOGISTICS: All Detail supply and logistic issues were managed in-house between the Detail and
Mainbody. Detail personnel managed CTR and ARP outlets. All purchases were made by Detail Supply. The
following summarizes the accomplishments of the Detail’s key Supply billet personnel.
(1) Detail Storekeeper: A First Class Storekeeper managed all supply and logistical issues. These responsibilities
included controlled equipage management, personal property shipments, procurement of consumables, and
procurement of camp maintenance materials.
(2) Automotive Repair Parts (ARP): A third class construction mechanic served as the ARP Custodian. The
custodian worked closely with the Detail Storekeeper and was responsible for receiving, storing, and issuing all
automotive repair parts. The custodian also reorganized the ARP storeroom in separate MODs for easier
maintenance and worked with Mainbody to correct the Detail’s COSAL. Additionally, he dramatically reduced
the ARP inventory by 166 line items, saving $5,984 and returning the inventory to Port Hueneme for reissue to
other activities. The Custodian oversaw and managed a 2,200 line item inventory.
(3) Central Tool Room (CTR): A Third Class Construction Electrician managed the CTR. Although MLO and
CTR are located in the same warehouse, it was essential to have the billets separated due to the PM cycle for the
CTR tools. The CTR custodian managed a 350 line item inventory of Central Tool Room parts which included
84 kits valued at over $250,000.
(4) Material Liaison Office (MLO): A Third Class Builder managed the procurement, receipt, storage, and issue of
all construction materials required for the tasked construction projects. The MLO Representative was a full
time position and was critical to the success of the deployment. This position managed construction materials
valued in excess of $1.2M and worked closely with the base comptroller to ensure funding was available for
both Brigade and Public Works funded projects. He was also the Detail expediter.
OPERATIONS – DETAIL HAWAII
42
EQUIPMENT: The Detail managed 24 pieces of Civil Engineer Support Equipment (CESE). Through
implementation of an intense PM program, CESE availability improved from 84% to 95% during the deployment
and overall operability and condition of all CESE was enhanced. During the deployment, the Detail transferred
three pieces of CESE to the Public Works Center.
LABOR DISTRIBUTION SUMMARY:
Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 Total %Total
Direct Labor MDs
Indirect Labor MDs
DLT
306
304
22
718
686
102
567
640
117
518
726
107
717
810
116
511
664
98
775
808
80
4112
4638
642
44%
49%
7%
Total 632 1506 1324 1351 1643 1273 1633 9392 100%
# Personnel
# Direct Labor
# Workdays
53
32
08
53
32
25
53
32
23
53
32
24
51
31
24
51
31
23
51
31
25
52
32
154
% Direct Labor
52% 54% 52% 46% 51% 48% 51% 51%
MD Capability (Max)
324 900 828 864 837 802 872 5427
Efficiency Factor
101% 91% 83% 72% 100% 76% 98% 88%
Note: % DL = (Direct Labor MDs + DLT)/(Total MDs)
MD Capability (Max) = # Direct Labor x # Workdays x 1.125
Efficiency Factor = (Actual Direct Labor MDs + DLT)/MD Capability (Max)
OIC DISCRETIONARY
1. PROJECT LISTING:
PROJECT MANDAYS
AQUATIC LIFE RESERVOIR 10
REHAB COMSUBRONONE OFFICE 63
MWR SIDEWALK 20
CONSTRUCT NEW MLO OFFICE 100
CONSTRUCT FENCES FOR SECURITY 03
REMOVE OFFICE PARTITIONS FOR 3RD
NCB 12
SEABEE COTTAGE 21
PAINT TRAFFIC STRIPES IN COMPOUND 02
INSTALL BENCHES 03
CONSTRUCT NEW DECK FOR DISPATCH 18
SEABEE FLAG POLE 06
MOUNT PORTABLE EYE WASH STATION 02
PAINT OFFICE SPACES 40
TOTAL MANDAYS: 300
TASKED MANDAYS: 300
.
OPERATIONS – DETAIL HAWAII
Exterior shot of the CB Cottage. Crew places the Aquatic Life Reservoir.
43
CAMP MAINTENANCE
1. GENERAL: The Detail Hawaii was tasked with 50 mandays of Camp Maintenance. A/C checks,
emergency eyewash stations, temporary power supply checks and hazardous material control are the
only required SJO’s.
2. STATISTICS:
a. CAMP MAINTENANCE SUMMARY:
MDs
TASKED
Feb-01
Mar-01
Apr-01
May-01
Jun-01
Jul-01
Aug-01
Total
%Total
HWO-305 50 4 12 7 7 7 7 6 50 100%
PROJECT SUMMARY: Outlined on the following pages.
OPERATIONS – DETAIL HAWAII
44
MINI-MART GAS STATION AT NCTAMS
HW9-803
NMCB ONE completed this project from 50%. Scope consisted of roofing and sheeting existing
frame, running utilities and electrical, HVAC, heads, barbershop, drop ceiling, doors, windows, and
concrete entrance ramp.
Project Data
Personnel: 9 personnel
Duration: July 2000- August 2001
Mandays Expended NMCB THREE: 731
NMCB ONE: 1130
Cumulative to Date: 1861
Tasking WIP at turnover: 47%
WIP at completion: 100%
MD Tasked to NMCB 800
Total Project MD: 1580
Material Cost: $162,000
Cost Savings: $553,000
Specifications: Construct a 40 x 100 foot PEB with brick veneer and sore front style
vestibule. The work includes concrete foundations, PEB erection, interior
finishing, water, sewer, electrical, curb work, sidewalks, asphalt repairs,
electric doors and HVAC.
Above, frame standing at
turnover. Right, completed
NEX Mini Mart Gas Station
45
Q-1 RADAR BUILDING ON KAUAI
HW9-809
Two Battalions worked to complete the Q-1 Radar Building. Construction of this office space
gave Seabee’s an opportunity to perform bond beam and cantilever fabrication and to polish their skills at
steel stud construction, finishing wallboard and installing acoustical tile ceiling grid.
Project Data
Personnel: 7 personnel
Duration: August 2000- May 2001
Mandays Expended: NMCB THREE: 342
NMCB ONE: 408
Cumulative to Date: 750
Tasking WIP at turnover: 62%
WIP at completion: 100%
MD Tasked to NMCB 330
Total project MD: 610
Material Cost: $125,000
Cost Savings: $213,500
Specifications: Construct a 1,200-SF CMU building. Work includes a concrete foundation
and slab, partition walls with drywall, suspended ceiling, raised floors, head
facility, kitchenette, A/C, water and sewer runs, and site work for asphalt
parking area and sidewalks.
View of Radar Building at
turnover and upon completion.
46
CONSTRUCT SIDEWALK AND DRAINAGE ON VALKENBURG
HW0-815
This high profile project enabled Seabees to further their knowledge of concrete and masonry
construction. Seabees demolished a 51 x 10 foot CMU wall, moved it eight feet from the existing road, and
placed a 1,200-LF sidewalk with wheelchair ramps. The project was located along an extremely busy road,
proving to be a real safety challenge. However, the project was successfully completed without incident.
Project Data
Personnel: 7 personnel
Duration: March 2001 – July 2001
Mandays Expended: NMCB THREE: 0
NMCB ONE: 636
Cumulative: 636
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 700
Total Project MD: 700
Material Cost: $49,197
Cost Savings: $245,000
Specifications: Construct pedestrian sidewalk along the west side of Valkenburg Street
between Fugua and Bougainville. Excavate for concrete walkway,
demolish and reconsturct a CMU wall, and work with contractor to relocate
utility poles.
Above, the areas to be
excavated for sidewalk. Right,
the finished block wall and
sidewalk.
47
RENOVATE CHILD DEVELOPMENT CENTER IROQUOIS POINT
HW0-814
An excellent renovation project. The project required the contracted encapsulation of lead paint
and removal of asbestos so that the Detail could renovate the CDC lanais. The inexperienced crew received
excellent training on wood frame construction, metal siding, metal roof panel installation, hanging and
finishing drywall, and door and window installation.
Project Data
Personnel: 5 personnel
Duration: March 2001 – August 2001
Mandays Expended: NMCB ONE: 340
Cumulative: 340
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 335
Total Project MD: 335
Material Cost: $52,400
Cost Savings: $117,250
Specifications: Enclose the east and west lanais of the Child Development Center.
Demolish two 1,000-SF lanais, place new footings with 4-inch curb, frame
lanais, finish drywall, and install new light fixtures, receptacles and carpet.
Existing screened lanai with
asbestos mastic and lead
paint. Right, the newly
framed and sheeted lanai.
48
BLOCH ARENA PARKING
HW0-853
With an inexperienced crew, EO2 Roberts overcame unforeseen buried asbestos and water lines,
and successfully completed the detail’s only assigned horizontal construction project.
Project Data
Personnel: 4 personnel
Duration: March 2001 – July 2001
Mandays Expended: NMCB THREE: 0
NMCB ONE: 199
Cumulative: 199
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB : 200
Total Project MD: 200
Material Cost: $26,000
Cost Savings: $70,000
Specifications: Repair roadway and parking lot adjacent to and behind Bloch Arena gym.
Work includes removal of existing asphalt, cutting, filling, compacting, and
preparing for asphalt. Striping completed by contract.
Above, BU3 Rathert and BU3
Clark removing existing
concrete and fill. Right, EO2
Roberts compacts the final
lift.
49
RENOVATE POOL FACILITIES
HW0-816
The Detail completed 48% of this project. This project exposed the Seabees to all aspects of
construction. The crew had the opportunity to lay ceramic tile, excavate for footings, fabricate and place
footing forms and reinforcing steel, place concrete, and lay CMU block.
Project Data
Personnel: 7 personnel
Duration: June 2001 – September 2001
Mandays Expended: NMCB ONE: 200
Cumulative: 200
Tasking WIP at turnover: 0%
WIP at completion: 60%
MD Tasked to NMCB: 400
Total Project MD: 400
Material Cost: $81,800
Cost Savings: $140,000
Specifications: Demo existing office spaces and construct new office facilities consisting of
CMU walls, gypsum board, wood framed roof structure with asphalt
shingles, plumbing fixtures and ceramic floor tile. Demo interior of head
facilities and install new floor tile, plumbing fixtures and wall tile.
Old pool office prior to project
start. Right, the new office
footings ready to be place.
50
C-26 ELECTRICAL SHOP ADDITION
HW0-825
One of three projects completed by the crew in Kauai. The crew did an excellent job coordinating
their construction with work done by contractors. A diversified collection of ratings did an outstanding job
completing a CMU structure with steel beam roof framing, hanging and finishing drywall and electrical tie
ins for the addition.
Project Data
Personnel 4 personnel
Duration: June 2001 – August 2001
Mandays Expended: NMCB ONE: 221
Cumulative: 221
Tasking WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 200
Total Project MD: 200
Material Cost: $126,500
Cost Savings: $70,000
Specifications: Construct a 650-SF CMU building with metal roof beams. Interior finish
includes suspended ceiling, fire sprinkler system, electrical outlets, and
lights.
Above, excavating for footings.
Right, the addition ready for the
roof installation.
51
CONSTRUCT GALLEY DECK
HW0-823
Excellent training project for concrete, masonry and wood frame construction. Will dramatically
improve the aesthetics of the galley by giving its patrons a place to dine outside, thereby significantly
improving their quality of life.
Project Data
Personnel: 3 personnel
Duration: June 2001 – August 2001
Mandays Expended: NMCB ONE: 163
Cumulative: 163
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 200
Total Project MD: 200
Material Cost: $20,100
Cost Savings: $70,000
Specifications: Construct a 20 x 40 foot open air, CMU block covered deck area on a 4-
inch concrete slab. Remove existing sidewalk and relocate underground
irrigation system.
Above, outdoor dining area
during construction. Right, the
completed product.
52
LYNCHFIELD HEAD
HW8-891
While this project was originally tasked to NMCB 28, it was re-tasked as a Detail Hawaii project
at the 45-Day Review. This project provided excellent training on concrete masonry construction and
various building finishes. This was a much-needed facility and will dramatically improve the quality of life
for Sailors and their family members.
Project Data
Personnel: 3 personnel
Duration: February 2001 – August 2001
Mandays Expended: NMCB THREE: 250
NMCB ONE: 107
Cumulative: 107
Tasking: WIP at turnover: 63%
WIP at completion: 100%
MD Tasked to NMCB: 150
Total Project MD: 400
Material Cost: $90,000
Cost Savings: $140,000
Specifications: Construct a 21 x 25 foot head facility. Work includes CMU split faced
blocks, four inch concrete slab with thickened edge, metal roof frame,
urinals, four sinks, one deep sink, and a drinking fountain.
Above, head facility shortly
after turnover. At right, the
facility as it nears completion.
53
U. S. Naval Mobile Construction Battalion ONE, Detail Lemoore deployed a 28 person Detail to Naval Air
Station, Lemoore, CA to execute tasked construction projects in support of the local Air Station Commander. The 8
person Advance Fliers departed Gulfport, Mississippi on 5 February and arrived in Lemoore, CA on 5 February.
The 10 Advance Party drivers departed on 5 February and arrived in Lemoore, CA on 9 February. The turnover
ceremony occurred on 14 February and the 10 person mainbody drivers departed on 10 February and arrived 14
February. The Detail was tasked with 2760 mandays of construction tasking and was manned with a maximum of
one Master Chief Petty Officer, and 27 enlisted personnel.
ADMINISTRATION: All Detail service records were maintained in San Diego, CA by the Detail personnel
department, which consisted of one First Class Yeoman. All Medical records were maintained by NAS Lemoore
Medical Clinic and Dental records were maintained by the AOIC. To maintain mission readiness, the Detail
participated in the NAS Lemoore Urinalysis Program run by the Security Department. To assist in personnel
advancement, the NAS ESO provided outstanding advancement, exam and administrative support. The remaining
administrative duties, including daily mail distribution, were tasked to the Detail Clerk. Communications between
the Detail and Mainbody were satisfactory with email being the primary means to transfer information. Other
means of communication that were used included DSN phone lines, commercial phone lines, and FAX. The NAS
Administrative Department was used to send any outgoing message traffic.
OPERATIONS: Detail Lemoore was tasked with 2,760 mandays of vertical and horizontal construction, involving
three tasked construction projects and 100 mandays of OIC Discretionary projects. The Detail was not tasked with
any turnover projects, and had three new starts. All three of the projects were multi-faceted and technically
demanding for all the trades. Two projects’ primary construction activity involved placing hundreds of yards of
concrete, rebar and formwork, one project provided exceptional cross-rate training. The work accomplished in
Lemoore was key in providing quality of life improvements and functional workspaces for Fire department and
future Seabees. All the projects proved to be challenging for each crew due to their complexity and numerous scope
changes, and provided outstanding training for all Seabee ratings. Of particular note were extreme heat conditions,
asbestos discoveries, and material procurement processes.
SUPPLY AND LOGISTICS: All Detail supply and logistic issues were managed between the Detail, Public
Works Department, and the Prime Vendor, Greybar. The Detail was responsible for managing $811,000 in
construction material at MLO. Both CTR and ARP outlets were managed by CBU 406.
Detail Storekeeper: The Detail Storekeeper managed all supply and logistical issues. These responsibilities included
controlled equipage management, personal property shipments, procurement of consumables, and OPTAR log
maintenance. A Third Class Petty Officer was assigned to manage these issues.
CENTRAL TOOL ROOM: The Central Tool Room was managed by CBU 406.
MATERIAL LIAISON OFFICE: The Material Liaison Petty Officer managed the procurement, receipt, storage,
and issue of all construction materials required for the tasked Naval Air Station Lemoore construction projects. The
MLO Representative was a full time position, due to the amount of materials required and the procurement process.
This position managed numerous line items of materials valued in excess of $811,000 and worked closely with the
base comptroller to ensure funding was available for both Brigade and Public Works funded projects. The Detail
expeditor was a key position who expended vast amounts of time to get quotes and find required materials.
TRAINING: Formal Detail training was conducted between seven pre-planned training Saturdays and Monday,
Wednesday, and Friday mornings in conjunction with Seabee Combat Warfare Training every evening Monday thru
Thursday. Training topics covered a wide range of General Military Training Topics as well as an emphasis on
safety training. Seabee Combat Warfare Training was offered four times after normal working hours. SCWS
“murder” boards were conducted in the evenings. Limited training aids and training locations were available for the
Detail. Specifically there are only two conference rooms that could fit 28 personnel and only one power point
projector available for use from CBU 406. Physical Fitness Training was conducted three times a week on Monday,
Wednesday and Fridays with an emphasis on endurance and improvement by conducting an intensive
abdominal/push-up workout and a standard two-mile run on PT days. Wednesday PT sessions were done at the
squad leader level to allow for leadership development. Mock PFA’s were conducted monthly to gauge Detail
improvement. The Detail performed exceptionally well on the March 2001 Physical Readiness Test by increasing
OPERATIONS – DETAIL LEMOORE
54
the number of outstanding scores from zero to nine including raising two previous failures to an outstanding score.
Overall, 70% of Detail personnel scored Outstanding or Excellent. Three Detail personnel attended Petty Officer
Indoctrination, three personnel attended 2nd
Class NAVLEAD Continuum and several members attended PREVENT
training on a bi-monthly basis.
EQUIPMENT: The Detail received their Civil Engineer Support Equipment from CBU 406 and the NAS Public
Works Department with one 12 passenger van and one pickup truck permanently assigned for after hours liberty use
due to the local threat condition. Three Detail Mechanics and one Equipment Operator were assigned to CBU 406
for equipment support and dispatcher. Equipment availability was low due to the age of equipment as well as
sharing with two other base units.
LABOR DISTRIBUTION SUMMARY:
Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 Total %Total
Direct Labor MDs
Indirect Labor MDs
DLT
97
81
64
307
456
61
336
295
42
475
341
42
340
316
40
452
350
36
399
243
31
2406
2082
316
50%
43%
7%
Total 242 824 673 858 696 838 613 4804 100%
# Personnel
# Direct Labor
# Workdays
28
18
9
28
18
24
27
18
23
27
18
24
27
18
24
26
17
24
26
17
25
27
18
153
% Direct Labor
67% 45% 56% 60% 55% 58% 64% 57%
MD Capability (Max)
182 506 466 486 486 409 478 3044
Efficiency Factor
88% 73% 81% 106% 78% 111% 90% 89%
Note: % DL = (Direct Labor MDs + DLT)/(Total MDs)
MD Capability (Max) = # Direct Labor x # Workdays x 1.125
Efficiency Factor (Actual) = (Actual Direct Labor MDs + DLT)/MD Capability (Max)
OIC DISCRETIONARY
1. PROJECT LISTING:
501 CPO LAUNDRY ROOM 11
502 NAS AIRSHOW 22
503 VOLKSLAUF MUD RUN 6
TOTAL MANDAYS: 39
TASKED MANDAYS: 100
PROJECT SUMMARY: Outlined on the following pages.
OPERATIONS – DETAIL LEMOORE
55
SEABEE CORNER SIDEWALK/PARKING LOT
LA9-815
Started by NMCB ONE, this project offered valuable training in placing and finishing concrete, fabricating
and erecting form work, and excavating and compacting ground work for asphalt placement.
Project Data
Personnel: 2 personnel
Duration: February 2001 – July 2001
Mandays Expended: NMCB ONE: 534
Cumulative: 534
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 600
Total Project MD: 600
Material Cost: $176,000
Cost Savings: $210,000
Specifications: Grade and compact an 8,000-SY area for asphalt to be place by contractor. Place and
broom finish over 150-CY of fiber concrete to form sidewalks around the Admin, Alfa
and MLO buildings and a grinder area. Construct two headwalls and install new culvert
pipe.
Above, Prior to start of
construction. Right, complete
waiting for asphalt to arrive.
56
SEABEE CORNER HARDSTAND/PARKING
LA9-816
Started by NMCB ONE, this project offered valuable training in excavating and grading, placing and
finishing concrete, constructing form work and reinforcement bar matting.
Project Data
Personnel: 11 personnel
Duration: Feburary 2001 – September 2001
Mandays Expended: NMCB ONE: 833
Cumulative: 833
Tasking: WIP at turnover: 0%
WIP at completion: 69%
MD Tasked to NMCB: 1166
Total Project MD: 1690
Material Cost: $591,500
Cost Savings: $551,950
Specifications: Excavate and grade a 16,000-SY area. Place and compact 18-inches of select fill to
finish grade for new 6-inch concrete pad. Also, place and compact a 3-inch asphalt
parking area at MLO. Placed over 2400-CY of 4000-psi concrete pads and v-gutters,
with a 18 x 18 inch #4 reinforcing bar mats for the Hardstand.
Above view of the northeast
side of the Alfa building prior
the start of construction. Right
as it nears completion.
57
RENOVATION OF FIREHOUSE
LA9-818
Started by NMCB ONE, this project offered valuable training in CMU, HVAC, rough and finish
mechanical and electrical, framework, ceramic and vinyl tiling.
Project Data
Personnel: 7 personnel
Duration: March 2001 – September 2001
Mandays Expended: NMCB ONE: 728
Cumulative: 728
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 900
Total Project MD: 900
Material Cost: $160,000
Cost Savings: $315,000
Specifications: Renovate existing 3,132-SF firehouse building to include kitchen expansion,
additional bathroom/shower, HVAC upgrade, and renovation of berthing area.
Above, crew works on renovation
of the kitchen area of the firehouse.
Right, Kitchen area at completion.
58
U. S. Naval Mobile Construction Battalion ONE, Detail San Diego deployed 41 personnel to Naval Station
San Diego to execute construction projects in support of Commander, Navy Region Southwest. The five person fly-
in Advance Party departed Gulfport, MS and arrived in San Diego, California on 4 February. 22 advance party
personnel departed Gulfport, MS in POVs on 5 February and arrived in San Diego on 10 February. The 14 person
main body departed Gulfport, MS in POVs on 10 February and arrived in San Diego on 15 February. The turnover
of all detail spaces, equipment, and projects was completed on 13 February. The Detail consisted of one Officer, a
Master Chief Petty Officer, a Chief Petty Officer, and 38 enlisted personnel, tasked with 3,704 mandays of
construction.
ADMINISTRATION: One Yeoman First Class, serving as Detail Clerk, maintained the service, medical, and
dental records of all Detail personnel. To maintain mission readiness, the Detail participated in the Naval Station
San Diego’s Urinalysis Program run by the base Security Department. The NAVSTA Educational Service Officer
provided administrative support for advancement exams. The remaining administrative duties, including daily mail
distribution, were tasked to the Detail Clerk. Primary communications between the Detail and Mainbody were via
email and DSN. Other means of communication that were used included commercial phone lines and FAX. The
Naval Base Administrative Department processed all outgoing message traffic. The Detail Clerk also provided
administrative and personnel support to the other two stateside details.
OPERATIONS: Detail San Diego was tasked with 3,704 mandays of vertical and horizontal construction,
involving four construction projects, 200 mandays of OIC Discretionary projects, and 367 mandays of training.
Three of the four tasked projects were new starts. All four proved to be outstanding construction projects,
encompassing every Seabee rate and area of knowledge. The largest OIC Discretionary project was the electrical
renovation to the NEX gatehouse. The completion of the project corrected a previous design oversight, and allowed
the base to meet its force protection requirements outside its Navy Lodge and Exchange facilities. Additionally the
detail was tasked with sending four personnel to Camp Pendleton to provide technical support during exercise Ulchi
Focus Lens.
TRAINING: Formal Detail training was conducted between seven planned training Saturdays. Training topics
covered a wide range of General Military Training Topics as well as an emphasis on safety training. Seabee Combat
Warfare Training was offered every Tuesday and Thursday morning. SCWS “murder” boards were conducted on an
as need basis. 19 of the 41 Detail personnel who deployed in February were not SCWS qualified. All 19 Detail
members completed their qualification process and were pinned during the deployment. Physical Fitness Training
was conducted three times a week on Monday, Wednesday and Friday. Friday PT sessions were conducted at the
squad leader level to allow leadership development of the young Seabees. Mock PFAs were held on the last
scheduled PT day of each month to allow tracking of the Detail’s physical fitness progress. The Detail performed
well on the April 2001 PFA, increasing the Detail’s average in all three categories over the previous PFA. Four
detail personnel attended Petty Officer Indoctrination on base.
SUPPLY AND LOGISTICS: All Detail supply and logistic issues were supported by CBU 427, subsequently the
Detail was not responsible for managing an OPTAR. The Detail provided personnel to support the CBU in the
following supply and logistics functional areas:
(1) Detail Storekeeper: The Detail Storekeeper managed all supply and logistical issues. These responsibilities
included controlled equipage management, personal property shipments, procurement of consumables and
assisting the CBU Storekeeper with overall supply management issues. The Battalion supplied one Storekeeper
First Class to support this position.
(2) Central Tool Room (CTR): The Central Tool Room was managed by a Second Class Builder from CBU 427
and supported by a Second Class Construction Electrician from the NMCB Detail. The current assignment of
one Second Class Petty Officer is more than adequate for the job responsibility while the in rate knowledge of
an electrician proved beneficial for checking and repairing hand tools and handling tag outs. The San Diego
area also has many commands in which additional construction tools and resources can be located.
MATERIAL LIAISON OFFICE: The Material Liaison Petty Officer managed the procurement, receipt, storage,
and issue of all construction materials required for the tasked projects. Materials were ordered through Prime
Vendor or PWC San Diego and received by the MLO at the NMCB Detail offices. Materials were then issued to
OPERATIONS – DETAIL SAN DIEGO
59
each project through the project’s MLO expeditor. The MLO position was a collateral duty covered by the Detail
Storekeeper and was critical to the success of the deployment. He managed numerous line items valued in excess of
$590,000 and worked closely with the CBU material Liaison support staff to meet Detail material requirements.
EQUIPMENT: The Detail provided CESE Management Support to CBU 427 by providing personnel to assist in
the area of Equipment Management. The Detail provided support via the following manning:
(1) Dispatch: The Battalion provided an Equipment Operator Second Class to serve as the Dispatcher.
This position was responsible for the daily assignment of CESE to the CBU and our Detail personnel
in support of project tasking.
(2) Floor Mechanic/Field Crew: The Battalion provided three Construction Mechanics to aid in CESE
management and maintenance. These personnel were used as floor mechanics and field crews to
support CESE in the field. The Detail mechanics worked within the CBU Alfa Company organization
and fully supported the requirements established by the CBU A6.
LABOR DISTRIBUTION SUMMARY:
Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 TOTAL %Total
Direct Labor MDs
Indirect Labor MDs
DLT
178
217
34
609
589
49
505
486
46
622
555
50
601
500
95
533
500
63
658
479
46
3706
3326
383
50%
45%
5%
Total 429 1247 1037 1227 1196 1096 1183 7415 100%
# Personnel
# Direct Labor
# Workdays
40
27
9
40
27
25
40
27
23
40
27
24
40
27
24
40
27
23
40
27
26
40
27
154
% Direct Labor
49% 53% 53% 55% 58% 54% 60% 55%
MD Capability (Max)
273 759 699 729 729 699 790 4678
Efficiency Factor (Act)
78% 87% 79% 92% 95% 85% 89% 87%
Note: % DL = (Direct Labor MDs + DLT)/(Total MDs)
MD Capability (Max) = # Direct Labor x # Workdays x 1.125
Efficiency Factor = (Actual Direct Labor MDs + DLT)/MD Capability (Max)
OPERATIONS – DETAIL SAN DIEGO
60
OIC DISCRETIONARY
1. PROJECT LISTING:
PROJECT MANDAYS
NEX GATEHOUSE ELECTRICAL 90
CDU ROOF REPAIR 25
CDU SHOWER INSTALLATION 25
GATEHOUSE 9 ELECTRICAL ADDITION 10
CDU WARRANTY WORK 50
AMPHITHEATER SEATS 47
ULCHI FOCUS LENSE EXERCISE SUPPORT 48
TOTAL MANDAYS: 295
TASKED MANDAYS: 200
PROJECT SUMMARY: Outlined on the following pages.
The initial removal of asphalt and the final placement of concrete over the electrical conduit for the NEX gatehouse.
OPERATIONS – DETAIL SAN DIEGO
61
62
CONSTRUCT AMPHITHEATER
SD9-801
Started and completed by NMCB ONE, this project is the cornerstone for Naval Station San Diego’s
extensive quality of life project, The Mariner’s Park. The five nine-tier seating sections and 32-foot diameter stage
provided outstanding formwork and concrete training. The stage structure is comprised of 4 x 4 inch tubular steel
and was welded together in place. Over 600-TN of select fill was placed and compacted as foundation for the 240
CY of concrete.
Project Data
Personnel: 8 personnel
Duration: February 2001 – August 2001
Mandays Expended: NMCB ONE: 1126
Cumulative: 1126
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 730
Total Project MD: 730
Material Cost: $150,000
Cost Savings: $255,500
Specifications: Construct a 100 x 80 inch concrete stepped seating area, 20 x 35 inch masonry and wood
stage, 20 x 20 inch masonry storage building. Additional scope includes demo of two
existing buildings, earthwork, bench seating, supporting electrical fixtures, 150-LF
decorative knee wall, landscaping and irrigation.
Above, EO2(SCW) Amador-
Sanchez and UT2(SCW) Suitt place
select fill to build site up to its
proper height. Right, a view of the
stage and seating area as it nears
completion.
63
NEX MINI MART
SD0-822
Started by NMCB THREE, this project provided valuable CMU and electrical training. The 7,000-SF
building is comprised of over 7,000 CMU blocks and is built to meet the strict California seismic requirements.
Project Data
Personnel: 12 personnel
Duration: July 2000 – September 2001
Mandays Expended: NMCB THREE: 650
NMCB ONE: 1075
Cumulative: 1725
Tasking: WIP at turnover: 38%
WIP at completion: 94%
MD Tasked to NMCB: 1200
Total Project MD: 1850
Material Cost: $430,000
Cost Savings: $647,500
Specifications: Construct a 64 x 97 foot Navy Exchange mini-mart facility. Demo existing facility and
slab, site work, steel frame with steel roof joist structure, multi type CMU walls, built up
roof system, male and female heads, office and janitor spaces, drop ceiling, concrete
ramp and sidewalks. Subcontracted work includes installation of HVAC, refrigeration
units, fire alarm, and storefront door and window system.
Above, UT2(SCW) Ferris brings
the entrance steps and ramp site to
the proper compaction. Right, a
view of the front of the mini-mart
as it nears completion.
64
RECYCLE CENTER
SD0-823
Started and completed by NMCB ONE, this project utilized an existing PEB for use as a storage facility for
the Recycling Center’s valuable recyclable materials. By reusing the frame and replacing the skin, this 40-year-old
building’s useful life was significantly extended.
Project Data
Personnel: 5 personnel
Duration: February 2001 – July 2001
Mandays Expended: NMCB ONE: 637
Cumulative: 637
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 600
Total Project MD: 600
Material Cost: $70,000
Cost Savings: $210,000
Specifications: Disassemble existing PEB and relocate to new site using new sheathing and roof panels.
Scope includes earthwork, concrete slab, erection of PEB, relocation of an existing steel
shelter, construction of concrete loading dock and 300-LF of sidewalk and demo of 6000-
SF of concrete.
Above, SWCN(SCW) Lynch
works on prepping the site for the
placement of the columns and pad.
Right, a view of the completed
PEB with the loading dock in the
background.
65
GATEHOUSE 6 & 9
SD0-849
Started and completed by NMCB ONE, this project required exceptional attention to detail for the finish
CMU and concrete cap work. The innovative approach of offsite prefabrication minimized the impact to the flow of
traffic for the Naval Station’s main gate. It also shortened the amount of time required to complete the project,
allowing the base to meet its force protection requirements earlier than anticipated.
Project Data
Personnel: 4 personnel
Duration: February 2001 – July 2001
Mandays Expended: NMCB ONE: 461
Cumulative: 461
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 600
Total Project MD: 600
Material Cost: $52,000
Cost Savings: $210,000
Specifications: Construct two gatehouses approximately 75-SF each. Demo existing guard shacks,
excavation for foundation and utility runs, CMU walls with bullet proof door and
windows, clay tile roof and concrete planters.
Above, the partially demolished pad
at Naval Station San Diego’s main
entrance, gate 6. Right, a view of
the completed gatehouse 6.
66
U. S. Naval Mobile Construction Battalion ONE, Detail South West Asia deployed a 20 person Detail to
Naval Support Activity, Bahrain, to execute tasked construction projects in support of the local Shore Installation
Commander. The 10 person Advance Party departed Gulfport, Mississippi on 5 February and arrived in Bahrain on
6 February. Shortly after the turnover ceremony, the 10 person mainbody flight followed and arrived in Bahrain on
16 February. The Detail was tasked with 1437 mandays of construction tasking and was manned with one Warrant
Officer, one Chief Petty Officer, and 18 enlisted personnel.
ADMINISTRATION: All Detail service records were maintained at the Battalion main body Personnel
Department. All Medical and Dental records were maintained by the NSA Bahrain Branch Medical/Dental Clinics.
They both provided excellent service to the detail, ensuring all records and dental readiness was up to standards. To
maintain mission readiness, the Detail participated in the NSA Bahrain Urinalysis Program run by the base Master at
Arms. To assist in personnel advancement, the NSA ESO provided advancement exam administrative support. The
remaining administrative duties, including daily mail distribution, were tasked to the Detail Supply Clerk.
Communications between the Detail and main body were satisfactory with email being the primary means to
transfer information. Other means of communication that were used included DSN phone lines, commercial phone
lines, and FAX. No outgoing message traffic was utilized, however NAS Admin Department was willing to assist if
needed.
OPERATIONS: Detail South West Asia was tasked with 1437 mandays of vertical and horizontal construction,
involving three tasked construction projects and over 50 mandays of OIC Discretionary projects. The Detail was
tasked with one turnover project and two new start project. All of the projects were multi-faceted and technically
demanding for all the trades. The primary construction activities involved placing concrete, bending/tying rebar,
laying block, and installing concrete formwork. The projects provided outstanding training for all Seabee ratings.
Of particular note was the 10-person detachment from the Detail that deployed to Alexandria, Egypt to perform
exercise related construction in support of Operation Bright Star. They were tasked with the construction of a 30 x
30 foot CMU restroom facility to support units participating in the exercise. This evolution provided valuable in
rate training and much needed support for Operation Bright Star 2001. All materials for this project were purchased
through a local husbanding agent arranged through NAVCENT N-4 and the Naval Regional Contracting Center
(NRCC).
TRAINING: Formal Detail training was conducted between seven planned training Saturdays, and alternating
Tuesday and Thursday mornings with Seabee Combat Warfare Training. Training topics covered a wide range of
General Military Training Topics as well as an emphasis on safety training. Seabee Combat Warfare Training was
offered three times a week on Tuesday, Thursday and work Saturday mornings. SCWS “murder” boards were
conducted in the evenings. Physical Fitness Training was conducted three times a week on Monday, Wednesday
and Fridays. Friday PT sessions were conducted at the squad leader level to allow leadership development of the
young Seabees. The Detail performed well on the March 2000 Physical Readiness Test by 74% of personnel
scoring Outstanding. Five detail personnel attended Petty Officer Indoctrination on base, and several members
attended PREVENT training on a bi-monthly basis.
SUPPLY AND LOGISTICS: All Detail supply and logistic issues were managed in house between the Detail and
Main Body. The Detail was responsible for managing a $500 CSR / camp maintenance OPTAR, a $20,000 vehicle
maintenance OPTAR in addition to over $400,000 in construction material purchased on the local economy. Both,
CTR and ARP outlets were managed by Detail personnel with purchases made via Main Body supply and from local
vendors. The Detail Storekeeper was provided a Government-wide Commercial Purchase card that made the process
of making local purchases easier. Replacement tools for CTR was coordinated between the Detail and 3rd
NCB.
Coordination between the Detail and Main Body Supply Department was essential to ensure all outlets were
maintained accurately. Detail personnel filled the following key billets:
(1) Detail Storekeeper: The Detail Storekeeper managed all supply and logistical issues. These responsibilities
included controlled equipage management, personal property shipments, procurement of consumables, OPTAR
log maintenance, procurement of project materials and camp maintenance materials. A Second Class Petty
Officer was assigned to manage this area.
(2) Automotive Repair Parts (ARP): A Second Class Construction Mechanic served as the ARP Custodian. The
custodian worked very closely with the Detail Storekeeper and was responsible for receiving, storing, and
OPERATIONS – DETAIL SOUTHWEST ASIA
67
issuing all automotive repair parts. The Detail Storekeeper reorganized the ARP storeroom into separate MODs
for easier maintenance and worked closely with main body to correct the Detail’s COSAL. The position
oversaw and managed a 1,800 line item inventory. The Detail Storekeeper also implemented the new MOD 96
and 98 for the detail site.
(3) Central Tool Room (CTR): The Central Tool Room was under the cognizance of the Detail storekeeper with the
assistance of other detail personnel of different ratings for specialized tool identification. The CTR custodian
managed a 120 line item inventory of Central Tool Room which included 22 kits valued at over $110,000.
(4) Material Liaison Office (MLO): The Material Liaison Petty Officer managed the procurement, receipt, storage,
and issue of all construction materials required for the tasked COMUSNAVCENT and Naval Support Activity
South West Asia construction projects. All materials were purchased local through NRCC and through the use
of the detail Government-wide Commercial Purchace card. Construction materials purchased were valued in
excess of $250,000. Having limited storage space on the detail, materials had to be delivered upon request. The
detail Storekeeper worked closely with the base comptroller to ensure funding was available for both
COMNAVCENT and Public Works funded projects.
EQUIPMENT: The Detail managed 53 pieces of Civil Engineer Support Equipment that was maintained in live
storage. Due to the outstanding performance of the Detail’s maintenance personnel, an 88% average was
maintained throughout the duration of the deployment, though there were times when the availability exceeded this
percentage. The Detail implemented an intense PM program, which maintained CESE availability between 84% to a
high of 95% at one point of the deployment, and enhanced the overall operability and condition of all CESE. The
detail was required to perform painting and preservation for six pieces of CESE equipment. The painting was
contracted through a local contractor and completed in a timely and professional fashion.
LABOR DISTRIBUTION SUMMARY:
Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 TOTAL %Total
Direct Labor MDs
Indirect Labor MDs
DLT
66
149
0
244
278
23
209
312
0
214
370
48
221
323
0
189
362
0
241
355
0
1384
2149
71
38%
60%
2%
Total 215 545 521 632 544 551 596 3604 100%
# Personnel
# Direct Labor
# Workdays
20
12
9
20
12
23
19
11
22
19
9
25
20
10
23
20
10
22
20
10
22
20
11
146
% Direct Labor
31% 49% 40% 41% 41% 34% 40% 40%
MD Capability (Max)
122 311 272 253 259 248 248 1756
Efficiency Factor
54% 86% 77% 104% 85% 76% 97% 85%
Note: % DL = (Direct Labor MDs + DLT)/(Total MDs)
MD Capability (Max) = # Direct Labor x # Workdays x 1.125
Efficiency Factor = (Actual Direct Labor MDs + DLT)/MD Capability (Max)
OPERATIONS – DETAIL SOUTHWEST ASIA
68
OIC DISCRETIONARY
2. PROJECT LISTING:
501 CONSTRUCT PICNIC PAVILION 22
502 SECURITY SIDEWALK 08
503 CONSTRUCT NEW ARP SHELVES 12
504 CONSTRUCT SUPPLY STORAGE CAGES 08
TASKED MANDAYS: 50
TOTAL MANDAYS EXPENDED: 50
CAMP MAINTENANCE
1. PROJECT LISTING:
TOTAL MANDAYS EXPENDED: 50
TASKED MANDAYS: 50
PROJECT SUMMARY: Outlined on the following pages.
OPERATIONS – DETAIL SOUTHWEST ASIA
69
CONSTRUCT FLEET PARK
SW0-815
Started by NMCB ONE, this project offered valuable training in concrete forming, placement and finish.
Despite delays in the material procurement process, the detail worked through it to complete their tasking.
Project Data
Personnel: 3 personnel
Duration: May 2001 – November 2001
Mandays Expended: NMCB ONE: 180
Cumulative: 180
Tasking: WIP at turnover: 0%
WIP at completion: 66%
MD Tasked to NMCB: 200
Total Project MD: 300
Material Cost: $ 135,000
Cost Savings: $ 105,000
Specifications: Install two horseshoe pits, a cabana, a barbecue pit, and two 30 x 80 foot PEB’s. Work
includes placement of 82-CY of concrete.
The Fleet Park was to be constructed
in the lot adjacent to the new
concession. This was a new start
project.
70
PARK CONCESSION STAND AND HEAD
SW0-808 This project was turned over to NMCB ONE with the slab on grade. All underslab utilities, rebar stub ups,
and in slab electrical was installed by NMCB THREE. This project was constructed of over 1800 CMU blocks,
concrete, and stucco. There was an abundance of good training gained from this project which helped prepare the
detail for a future block project in Egypt.
Project Data
Personnel: 10 personnel
Duration: February 2001 – August 2001
Mandays Expended: NMCB THREE: 160
NMCB ONE: 596
Cumulative: 756
Tasking: WIP at turnover: 21%
WIP at completion: 97%
MD Tasked to NMCB: 600
Total Project MD: 760
Material Cost: $114,411
Cost Savings: $266,000
Specifications: Construct a CMU block building for use as a male and female restroom, a storage room,
and a concession stand. Construct a retention pond.
Above, view after placement of
the foundation. Right, exterior
view upon completion of the
concession stand.
71
CONSTRUCT HEAD/SHOWER FACILITY IN SUPPORT OF
DFT BRIGHTSTAR ‘01
SW0-817
This project was completed by a DFT launched from Bahrain to Egypt in support of Operation
Bright Star 2001. The crew gained experience in CMU construction on Project SW0-808, Park Concession
Stand and Head, which enabled them to complete this project ahead of schedule.
Project Data
Personnel: 10 personnel
Duration: July 2001 – August 2001
Mandays Expended: NMCB ONE: 337
Cumulative: 337
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 400
Total Project MD: 400
Material Cost: $90,000
Cost Savings: $140,000
Specifications: Construct an 60 x 20 foot CMU block building for use as a male/female
restroom for use during Operation Bright Star. Project consists of one female
shower and restroom, and two male facilities. Scope includes sitework,
placement of foundation, floor slab, underground utilities, CMU walls,
corrugated tin roof, and finish electrical and plumbing.
DFT Egypt personnel started this
project in the middle of a parking
lot near the base headquarters
building.
71
U. S. Naval Mobile Construction Battalion ONE, Civic Action Team 01-23 deployed 13 personnel to Camp
Katuu, Airai, Republic of Palau to execute construction projects in support of COMNAVMAR Detachment Civic
Action Teams. The 13 person Advance Party departed Gulfport, Mississippi on 5 February and arrived in Camp
Covington, Guam on 6 February. After a three-day indoctrination, the team continued on to Palau and arrived on 8
February. The camp turnover ceremony was held on 12 February with a welcome party to meet local contacts. The
team consisted of one Officer, one Chief Petty Officer, and 11 enlisted personnel.
ADMINISTRATION: Medical and Dental records were maintained by the Independent Duty Corpsman. Naval
Mobile Construction Battalion One’s administrative department provided support for advancement exams. The
remaining administrative duties, including daily mail distribution, were tasked to the Team’s Administrative Clerk.
Primary communications between the Team and Main body were via email and commercial phone lines. The U.S.
Embassy in Koror, Palau processed all official outgoing message traffic.
OPERATIONS: Civic Action Team 01-23 was originally tasked with six-community project totaling 1,230
mandays of vertical and horizontal construction. One of the four tasked projects was a turnover project that was
completed two weeks ahead of schedule and significantly under budget. The surplus funds allowed the customer to
increase the scope of work and added increased mandays to our tasking. Four tasked projects were new starts and
proved to be challenging for each crew due to multiple Palauan organizations generating numerous scope changes.
Major changes to the original tasking took place after Tropical Storm Utor devastated the island with torrential rain
and high wind gusts. The team responded to the disaster by assisting in the reestablishment of international
communications, coordinating/assisting in the dewatering of the temporary K-B bridge, restoring road access to
broken water mains and downed power lines to return public utilities back to normal. The team continued assisting
the Republic of Palau after the storm had passed with hauling and placing over 1,300 cubic yards of fill material in
five days, to help restore vehicle access to remote outlining villages. Despite the fluctuations in project tasking, the
team was able to focus their efforts and achieved the highest efficiency factor for four months straight. The team
was rated against the other four multi-service CAT sites in the Detachment CAT AOR.
TRAINING: Team training consisted of safety classes every Wednesday, and apprentice testing at the end of every
month. The tests were written and administered by every CAT member and covered the apprentice’s on the job
training for the month. Seabee Combat Warfare Training was conducted after hours on an as needed basis for two
team members needing qualification. Physical Fitness Training was conducted three times a week on Monday,
Wednesday and Fridays at 0600. The Team performed well on the April 2001 Physical Readiness Test by achieving
a 100% pass rate and contributing over 867 pushups, 1,041 sit-ups, toward the Battalion’s effort in winning the
Brigade Fitness Award.
SUPPLY AND LOGISTICS: All Team supply and logistic issues were managed in-house between the Team and
Detachment CAT Guam. The Team was responsible for managing a $19,000 Table of Allowance, $420,000 minor
property inventory, 15 pieces of CESE, $300,000 in construction materials, and $7,000 in local OPTAR. Team
personnel managed both CTR and ARP outlets with purchases made locally by team members or in Guam by
Detachment CAT personnel. The following summarizes the accomplishments of the Team’s key Logistics
personnel.
(1) Team Resupply Coordinator: Our Engineering Aid Third Class managed all supply and logistical issues. These
responsibilities included controlled equipage management, Table of Allowance procurement, and procurement
of camp maintenance materials. Processed over 2,000 line items worth $54,000 on five different resupply
flights.
(2) Automotive Repair Parts (ARP): A First Class Construction Mechanic served as the ARP Custodian and
worked closely with the Detachment CAT CESE manager and was responsible for receiving, storing, and
issuing all automotive repair parts. The custodian also reorganized the ARP storeroom in separate MODs for
easier maintenance and worked with Detachment CAT to correct the Detail’s NSN numbering system.
(3) Central Tool Room (CTR): A Second Class Builder managed the CTR. The CTR custodian managed a 500 line
item inventory of Central Tool Room parts, which made up the $220,000 CAT Table of Allowance.
OPERATIONS – CIVIC ACTION TEAM (01-23) PALAU
72
EQUIPMENT: The Detachment managed 15 pieces of Civil Engineering Support Equipment. Through
implementation of an intense PM program, CESE availability was maintained at an average 94%, and obtaining the
highest availability out of four CAT sites five out of seven months. During the first three months of deployment, the
Team eliminated a five-year backlog of DRMO equipment back shipments to Guam, and facilitated the sale of one
piece locally resulting in a cost savings of $4,591.
LABOR DISTRIBUTION SUMMARY:
Feb 01 Mar 01 Apr 00 May 01 Jun 01 Jul 00 Aug 01 TOTAL %Total
Active Direct Labor MDs
Appr. Direct Labor MDs
Active Indirect Labor MDs
Appr. Indirect Labor MDs
52
45
24
16
127
80
64
61
156
126
36
49
202
137
27
31
159
112
35
28
168
99
38
54
175
143
43
67
1039
742
267
306
44
11
32
13 Total 137 332 367 397 334 359 428 2354 100%
# Active Personnel
# Appr. Personnel
# Active Workdays
# Appr. Workdays
10
5
9.5
9
10
5
22
21
10
5
21
21
10
5
22
22
10
5
20.5
20
10
5
20.5
20
10
5
23
23
10
5
139
136
% Active Direct Labor
% Appr. Direct Labor
68%
74%
66%
57%
81%
72%
88%
82%
82%
80%
82%
65%
80
68
80
71
Active MD Capability (Max)
Appr. MD Capability (Max)
83
56
193
118
184
118
193
124
179
113
179
113
201
129
1212
952
Active Efficiency Factor
Appr. Efficiency Factor
63%
80%
66%
68%
85%
107%
105%
111%
89%
100%
94%
88%
87%
111%
86
97
Note: % DL = (Direct Labor MDs)/(Total MDs)
MD Capability (Max) = # Direct Labor x # Workdays x 1.125
Efficiency Factor = (Actual Direct Labor MDs)/MD Capability (Max)
OPERATIONS – CIVIC ACTION TEAM (01-23) PALAU
73
OIC DISCRETIONARY / TECH ASSISTS
MONTHY LISTING:
MONTH NUMBER
FEBRUARY 1
(PMA farm)
MARCH 15
(A/C repairs, automotive repairs, PMA farm, Autocad assistance)
APRIL 8
(Dengue Fever task force, Angar hospital septic tank, Belau hospital windows)
MAY 15
(Automotive repairs, U.S. Embassy A/C work, NEMO survey work)
JUNE 13
(Move fuel tank, PMA farm, repair Airai state access road)
JULY 15
(Local church septic tank, survey for high school, automotive repairs)
AUGUST 6
(Septic tank, PMA farm, U.S. Embassy electrical work)
TOTAL : 73
OPERATIONS – CIVIC ACTION TEAM (01-23) PALAU
OPERATIONS – CIVIC ACTION TEAM (01-23) PALAU
74
CAMP MAINTENANCE
1. GENERAL: The Team Camp Maintenance program had a highly successful deployment, completing 471
mandays of construction. Significant projects included the completion of renovations to the camp lounge, load
balancing the camp power distribution, and reducing operational costs by an average $400.00 a month.
2. STATISTICS:
a. CAMP MAINTENANCE TASKING:
PROJECT MANDAYS
WATER PROOF POTABLE WATER STORAGE TANKS 30
RENOVATE ADMIN BUILDING 25
DIESEL FUEL STORAGE BUILDING 80
ROOF SYSTEM 75
3000D 10
CAMP LIGHTING 75
DRAINAGE P&E 10
FENCE P&E 15
CAMP MAINTENANCE 140
TASKED MANDAYS: 460
TOTAL MANDAYS EXPENDED: 471
PROJECT SUMMARY: Outlined on the following pages.
75
KOROR ELEMENTARY SCHOOL COVERED WALKWAY
ROR 00-09
A turnover project, this effort consisted of constructing a 650-LF covered walkway between school
buildings.
Project Data
Personnel: 2 Active duty personnel
3 Palau civilian apprentices
Duration: February 2001 – July 2001
Mandays Expended: NMCB THREE: 148
NMCB ONE: 134
Cumulative: 282
Tasking: WIP at turnover: 54%
WIP at completion: 100%
MD Tasked to NMCB: 160
Total Project MD: 308
Material Cost: $20,500
Cost Savings: $107,800
Specifications: Construct wood-framed covered walkway over existing concrete sidewalks on Koror
Elementary School campus. Approximately 650-LF of covered walkway will
interconnect facilities on the campus providing students and staff protection from
frequent rain showers.
Above, BU Apprentice.
JefferyBonny and BU1 Tagert
prepare holes for posts. Right, a
view of the completed walkway as
it nears completion.
76
PALAU MISSION ACADEMY ROAD
ROR 00-13
The entire project consists of upgrading 2,250-LF unimproved dirt access road, and constructing two
concrete parking lots.
Project Data
Personnel: 5 Active duty personnel
5 Palau civilian apprentices
Duration: March 2001 – September 2001
Mandays Expended: NMCB THREE: 0
NMCB ONE: 531
Cumulative: 531
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 500
Total Project MD: 500
Material Cost: $99,000
Cost Savings: $122,500
Specifications: Upgrade 2,250-LF unimproved dirt access road to the PMA High School and construct
two concrete parking lots for school buses. Repair and compact subgrade. Place and
compact 6-inch thick base and a 6-inch thick cap. Form and place a 50 x 91 foot concrete
parking lot and a 65 x 84 foot concrete parking lot.
Above, EO Apprentice Sylvester.
Skang performs dozer operations
under the watchful eye of EO2
Worley. Right, a view of the road
from parking area #2parking area #2,
and the completed road.
77
MINISTRY OF EDUCATION GABLE ROOF STORAGE FACILITY
ROR 00-17
Project consisted of constructing a wood truss gable roof over five 20 x 8 foot storage containers.
Project Data
Personnel: 3 Active duty personnel
2 Palau civilian apprentices
Duration: February 2001 – July 2001
Mandays Expended: NMCB THREE: 0
NMCB ONE: 204
Cumulative: 204
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 187
Total Project MD: 187
Material Cost: $12,000
Cost Savings: $64,500
Specifications: Construct wood truss gable roof over five 20 x 8 foot storage containers for storage of
computer and administrative supplies behind the Ministry of Education Building in
Koror. Containers to be set on concrete footings with a concrete apron extending to the
existing road. Roofline to be extended over new 16 x 20 foot attached wood-frame
structure with double-leaf bard door, personnel door and windows.
Above, area where storage facility
is to be built. Right, a view of the
completed facility.
78
PELELIU WAR MEMORIALS
Project consisted of restoring and maintaining five World War II Memorials on the island of Peleliu.
Additionally, the team organized and performed the first Memorial Day celebration ever conducted on Peleliu.
Project Data
Personnel: 10 Active duty personnel
2 Palau civilian apprentices
Duration: February 2001 – August 2001
Mandays Expended: NMCB THREE: 0
NMCB ONE: 45
Cumulative: 45
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 30
Total Project MD: 30
Material Cost: $220
Cost Savings: $10,500
Specifications: Perform repairs and maintenance on the US Army 81st Infantry Division “Orange Beach”
Memorial, 323rd
US Army Infantry “Bloody Nose Ridge” Memorial, 1st Marine Division
“Medal of Honor” Monument, 310 US Army Tank Battalion “Sherman Tank” Memorial,
and the 321st and 323 US Army Regiment Memorial.
Above, Orange Beach Memorial
before restorations. Right, a view
of CAT 01-23 performing a
Memorial Day service at the
Orange Beach Memorial.
79
.
PEACE CORPS PARTITION WALL
ROR 01-07
Project consisted of placing a partition wall in the main room to increase office space, and build a small
outdoor shed for supply storage.
Project Data
Personnel: 1 Active duty personnel
1 Palau civilian apprentices
Duration: May 2001 – June 2001
Mandays Expended: NMCB THREE: 0
NMCB ONE: 38
Cumulative: 38
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 40
Total Project MD: 40
Material Cost: $3,500
Cost Savings: $14,000
Specifications: Construct a 20-foot long by 10-foot high partition wall with a solid core door, with
surfaces and paint matching the existing walls. Reposition one recessed light to match
center space of existing light fixtures. Install a widow A/C unit through the exterior
concrete wall. Construct a high storage shed under Peace Corps building.
.
Above, SW1 Allen and SWCA
Appr. Billy place dry wall
screws. Right, a view of the
completed partition wall during
ribbon cutting ceremony.
80
.
MEYUNS SOFTBALL FIELD FENCE
ROR 00-12
Started and completed by NMCB ONE CAT 01-23, this project consisted of relocating the outfield fence
outward and raising the height to 8-feet.
Project Data
Personnel: 2 Active duty personnel
2 Palau civilian apprentices
Duration: July 2001 – August 2001
Mandays Expended: NMCB THREE: 0
NMCB ONE: 35
Cumulative: 35
Tasking: WIP at turnover: 0%
WIP at completion: 30%
MD Tasked to NMCB: 110
Total Project MD: 110
Material Cost: $10,500
Cost Savings: $38,500
Specifications: Remove old outfield fence and perform earth wok activities to re-grade the existing
natural earth drainage swale outside new fence location. Construct a new 12-foot fence
with a maximum 15-feet outward from existing fence location.
.
Above, EO1 DeSarro grades a
new swale for the outfield. Right,
a view of team members playing
softball against the Palau National
Emergency Management Office
on the newly expanded field.
81
BELAU HOSPITAL DECOMPRESSION CHAMBER
ROR 01-10
Repaired sheetrock damage caused by water and mildew, and repainted entire room.
Project Data
Personnel: 1 Active duty personnel
1 Palau civilian apprentices
Duration: August 2001
Mandays Expended: NMCB ONE: 24
Cumulative: 24
Tasking: WIP at turnover: 0%
WIP at completion: 100%
MD Tasked to NMCB: 35
Total Project MD: 35
Material Cost: $233
Cost Savings: $8,750
Specifications: Inspect and replace all damaged sheetrock within the Decompression room located at
Belau Hospital. Mask, tape and paint surface to match existing texture.
.
Above, water and mildew damage
in the Decompression room at the
hospital. Right, a view of the
completed repairs done by UT1
O’Dell.
82
CAMP MAINTENANCE PHOTOS
Water proof potable water tank before UT1 O’Dell applies Second coat of sealant
WATER PROOF POTABLE WATER STORAGE TANKS
Diesel fuel storage shed initial wall View of completed building
DIESEL FUEL STORAGE BUILDING
Initial form work Completed containment wall
3000D CONTAINMENT
83
MEDICAL CIVIC ACTION PROGRAM
1. GENERAL: The Medical Civic Action (MEDCAP) Program has provided quality health care support to
the community in conjunction with the local health care system and the Minister of Health. During the past
year, over 1,300 local patients have received treatment from the CAT Independent Duty Corpsman (IDC).
Many of these patients were seen on Outreach Programs to six different states around Palau. Also, at the
request of governmental and private agencies, numerous health classes on topics such as CPR, hygiene,
First Aid, smoking cessation, and infant care have been given.
2. PATIENTS TREATED:
Feb-01
Mar-01
Apr-01
May-01
Jun-01
Jul-01
Aug-01
Total
Active Duty: 4 22 8 9 13 12 12 80
Camp Clinic: 25 49 83 124 87 127 112 607
MEDCAP: 40 119 146 174 97 142 119 837
Total 69 190 237 307 197 281 243 1524
HM1 sees a patient on a MEDCAP in Ameliik Suturing a patient in Camp Katuu’s Clinic
MEDCAP – CIVIC ACTION TEAM (01-23) PALAU
84
COMMUNITY RELATIONS
1. GENERAL: A number of activities involving the local community were conducted during the deployment
as part of the Community Relations (COMREL) Program. Some of these activities included reviving the
movie program to include remote villages, hosting the first AFE concerts held in Palau, Easter egg hunt for
local children, assisting local churches, island clean-ups, and helping the Palau National Olympic Games.
Experiencing a new culture and sharing the American culture with others made this one of the most
rewarding aspects of the CAT program.
2. STATISTICS:
Feb-01
Mar-01
Apr-01
May-01
Jun-01
Jul-01
Aug-01
Total
Team events 2 3 2 2 4 4 1 18
Movies shown: 18 13 14 15 10 6 10 86
Total hours: 61 268 218 307 341 330 300 1825
Softball field clean-up at local church Earth Day at Palau aquarium Easter Egg Hunt on Camp Katuu
Memorial Day at Peleliu war memorial AFE concert “Moe Laughran” Debris remove at local high
school
COMREL – CIVIC ACTION TEAM (01-23) PALAU
85
TANDEM THRUST 2001
U.S. Naval Mobile Construction Battalion ONE sent a 50 person Deployment for Training (DFT) to
Rockhampton, Queensland, Australia on 5 April to complete Exercise Related Construction (ERC) in support of
Exercise TANDEM THRUST ‘01. Conducted in the Shoalwater Bay Training Area (SWBTA), the combined U.S.
and Australian exercise incorporated more than 27,000 personnel, including U.S. Navy, Marine Corps, Air Force
and Army units from the U.S. Pacific Command, units of the Australian Defence Force, and elements of the
Canadian Navy and Air Force.
The DFT’s mobilization began when tool kits and limited Civil Engineer Support Equipment (CESE) from
Camp Shields, Okinawa were loaded aboard the Military Sealift Command vessel, Cape Isabel and transported to
the port in Gladstone, Australia. The DFT Officer In Charge arrived to Rockhampton, Australia on 29 March to
coordinate messing, berthing, transportation requirements, and delivery of construction materials. On 5 April, the
main body arrived and began construction of the ERC projects
Project tasking began immediately upon arrival to Rockhampton. The DFT was tasked to construct a
1,900-person tent camp in Rockhampton, then relocate to the SWBTA to complete ERC projects, provide
construction support for the opposing forces, and complete damage control tasking throughout the course of the
exercise. ERC tasking included repairing a 65-feet timber bridge, relocating a 20-ton capacity pre-engineered steel
ramp, and completing various main supply route improvements. Upon relocation to the SWBTA, the DFT fell
under the control of the Australian Army’s 21 Construction Squadron (CS). During that period, the DFT became
integrated with the 21 CS’s organization and a strong working relationship was established. Combining all
engineering assets for the exercise increased effectiveness, simplified command and control, and was lauded by the
OPFOR Commander, Australian Major General Andrew Molan, Commander, Deployable Joint Force Headquarters.
Upon completion of the exercise, the DFT made preparations to return to Guam. The DFT completed all
construction tasking on 20 May, and began the retrograde of equipment and personnel from the SWBTA to the port
at Gladstone via Rockhampton. A total of 1,433 mandays were expended, total material costs were $39,605 and
support costs were $13,905. The DFT departed Rockhampton, Australia and returned to Camp Covington, Guam on
27 May.
Crew bolts down decking timber on Elanora Bridge. Seabees complete installation of the stairs on the Vehicle
Service Ramp.
OPERATIONS – DEPLOYMENT FOR TRAINING
86
KWAJALEIN
U.S. Naval Mobile Construction Battalion ONE deployed a two-person DFT to Kwajalein Atoll on 2 April.
The mission tasking was to provide technical support to U.S. Army Kwajalein Atoll/Kwajalein Missile Range.
The DFT deployed from Camp Covington, Guam on 2 April with two Seabees on commercial air to U. S.
Army Kwajalein Atoll, Republic of the Marshall Island. Throughout the one-month deployment, the Detachment
members conducted sieve analysis on the dry mix asphalt and in-place density (IPD) tests using the nuclear
moisture/density gauge. DFT personal ensured that the asphalt mixture was within specifications. DFT identified
that only 60% of the asphalt placed met IPD requirements. Asphalt was placed for 1.5 miles of road , launch pad
and parking apron, all of which equated to 3,600 tons of asphalt. All labor was indirect labor for this DFT. The
tasked assignments were completed on time and the DFT received outstanding praise from the U.S. Army. On 1
May the DFT returned to Camp Covington, Guam on 1 May.
OPERATIONS – DEPLOYMENT FOR TRAINING
Two River Bed Asphalt trucks are transported
by LCU to Meck Island twice a day carrying
approximately 80- tons per trip.
Asphalt crew laid approximately 3,600-
tons. Formatted
Formatted
87
CARAT 2001
U.S. Naval Mobile Construction Battalion ONE sent a twenty-four person DFT to Southeast Asia in
support of the 7th
annual Cooperation Afloat Readiness and Training (CARAT) Exercise 2001. CARAT is a series
of bilateral exercises that takes place in Southeast Asia every summer. It promotes interoperability and an
understanding of host nation Navies and the United States Navy-Marine Corps interdependence. The DFT was sent
to Dabo, Singkep, Indonesia; San Antonio, Zambalas, Republic of the Philippines; and finally, Sattahip, Thailand.
The DFT’s participation in CARAT 01 spanned from 29 April to 28 June during which time personnel completed
Engineering Civic Action Program (ENCAP) projects in each country.
Prior to the start of the exercise, the DFT Mainbody traveled to Camp Shields, Okinawa, Japan on 21 April
to accomplish the pack up of project tools, support equipment, and medical supplies into TRICONS, and their
subsequent loading on board the USS Rushmore (LSD 47).
The DFT boarded USS Rushmore and left White Beach port in Okinawa on 29 April, bound for Dabo,
Singkep, Indonesia. The DFT arrived to Singkep Island, teamed up with twenty Indonesian Combat Marines, and
began construction on 9 May. Tasking included the construction of a heavy timber bridge, a concrete bridge, and
repairs to four existing bridges. Construction was completed and the DFT departed on 25 May. On 26 May, a
Delayed Party (DP) of four personnel left Guam bound for Thailand to meet with 25 Royal Thai Navy Engineers to
begin construction of a multi-purpose school building. The DFT Mainbody arrived to Subic Bay, Philippines on 31
May, joined forces with twenty Philippine Seabees, and began the renovation of a four-classroom building located at
the West Dirita Elementary School. Renovation consisted of the replacement of rusted sheet metal roofing,
dilapidated windows, doors, doorframes, and the painting of the entire facility. The renovation was completed
within ten days, and the DFT departed on the final leg of their journey to the Sattahip district of Thailand. The USS
Rushmore arrived at Sattahip on the afternoon of 16 June. There the DFT Mainbody joined forces with the DP and
25 Royal Thai Navy Engineers to complete the multi-purpose school building and several OIC discretionary
projects. All construction was completed by 27 June. The DFT totaled $75,050 in materials and support costs.
Total mandays expended during the exercises was 965.
On 28 June 22 members of the DFT departed for Guam via commercial aircraft. Two personnel remained
in Thailand until 30 June to back load the TRICONS onto the USS Rushmore and close out support contracts. The
TRICONS remained on board the USS Rushmore until the completion of Exercise CARAT 2001, and were returned
to Okinawa in early August.
View of vehicles offloaded form the PFC
Obergocompleted heavy timber bridge in Indonesian.
OPERATIONS – DEPLOYMENT FOR TRAINING
View of vehicles offloaded form the PFC ObergonUT2
Alarcon and BU3 Hoffman install exterior drop ceiling
panels on the school building in the Philippines.
View of vehicles offloaded form the PFC
ObergonUT3 Madewell and a Thai Engineer
jitter-bug .the carport concrete pad.
88
KENYA
U.S. Naval Mobile Construction Battalion ONE deployed a two person DFT to Nairobi, Kenya on 5 April
in support of the African Crisis Response Initiative (ACRI) Exercise Noble Piper 2001. ACRI was a joint U.S. and
Kenyan special operations exercise sponsored by the Department of State.
ACRI was conducted in Nanyuki and Isiolo, Kenya, East Africa. It provided an opportunity to improve
U.S./Kenyan combat readiness and relations. It also demonstrated U.S. resolve to support security and humanitarian
interests in the region. A command post was located in Nanyuki with U.S. Marines and U.S. Army Special Forces
scattered throughout the area on separate training missions.
The DFT provided construction support to the U.S. Army 5th
Special Forces Group. The DFT was tasked
with supervising a 65-person Kenyan Army Engineering Platoon constructing two projects in Isiolo school district.
Construction included building four restroom facilities at Uhuru Primary School and renovating four classrooms at
Waso Primary School.
On 16 April, the Kenyan Army Engineering Platoon with the assistance of the DFT began construction.
All tasked projects were completed on time and the DFT received outstanding praise from the local community and
officials. On 22 May the DFT departed Nairobi, Kenya and returned safely to Camp Covington, Guam on 24 May.
OPERATIONS – DEPLOYMENT FOR TRAINING
One of the four restroom projects at the Uhuru
Primary School.
Exterior shot of the renovation porject at the
Waso Primary School.
89
SAN NICOLAS ISLAND
U.S. Naval Mobile Construction Battalion ONE deployed a 20 person DFT to San Nicolas Island. The
entire detachment departed from Gulfport, MS and arrived at Naval Air Weapons Station (NAWS) Point Mugu,
California on 4 Feb, via Military Air. The DFT departed Point Mugu on a charter plane and arrived on San Nicolas
Island 5 Feb.
San Nicolas Island is located 65 miles south of the NAWS Point Mugu, California and 85 miles southwest
of Los Angeles. It is approximately 9 miles long and 3.6 miles wide and contains 13.4 acres of land owned by the
Navy. Much of the island is used as a Navy Range Instrumentation test site
The DFT was tasked to construct two projects totaling 600 mandays. One project required demolition of
existing quarters and construction of a 35 x 20 LF loft for the fire station. The work consisted of concrete footings,
wood columns, wood deck, stud walls with drywall, two stairways, new doors and windows, drop ceiling, interior
finish, and electrical work. The second project was the installation of PVC conduit for telecommunications. The
work required the placement of 3,700-LF of two 6-inch rigid PVC, two 4-inch multi-grade raceways and seven
handholes. Both projects started 6 Feb and finished on 22 Mar. Due to adverse weather, essential materials were
delayed one month. However, the Seabees overcame the delay and finished on schedule. The DFT did various OIC
Discretionary jobs around the island to keep busy during the material delay. They carpeted and installed a drop
ceiling at the air terminal, installed partitions, lights, and drywall for Public Works offices.
CDR Sasscer, Officer in Charge of San Nicolas Island, commended the Seabees for their efforts and
expressed great interest in acquiring Seabee support in the future.
Seabees set wood frame for fire house loft. Seabees work on excavation of the trench
for communication ductwork.
OPERATIONS – DEPLOYMENT FOR TRAINING
Formatted
Formatted
90
COBRA GOLD
U.S. Naval Mobile Construction Battalion ONE deployed a 19 person DFT from Camp Covington, Guam
to Rayong Province, Thailand with seven pieces of Civil Engineer Support Equipment (CESE) and three containers
of materials and supplies. The DFT was deployed from 29 April to 31 May to provide humanitarian and civic
assistance in support of the annual U.S.-Thai Joint Task Force (JTF) Exercise COBRA GOLD 2001.
While deployed to Rayong, the DFT fell under the operational control of the U.S. Army Task Force 864th Engineer
Battalion (864th E/B), which was headquartered at Phitsanulok, Thailand six hours north of NMCB ONE’s site. The
DFT constructed a multi-purpose, 24 x 80 foot schoolhouse building in 29 days, and completed 200 mandays of OIC
discretionary work.
On 28 March, the CESE, repair parts, and construction tools from the Camp Shields Table of Allowance (TOA)
departed Okinawa for Satahip Port, Thailand. The CESE and TOA arrived in Thailand on 11 April. On 16 April,
NMCB ONE sent a Navy Liaison Officer (LNO), the DFT AOIC, to Thailand to coordinate messing, CESE,
construction material delivery, and to receive the Advance Party (AP) personnel. On 28 April, four AP personnel
departed Guam via commercial flight for Okinawa, then boarded a military flight bound for Thailand. They arrived
in Rayong, Thailand on 30 April. The DFT OIC arrived with the Main Body (MB) departed Guam on 5 May, via
contracted commercial carrier from Andersen Air Force Base to Utapao Air Base, Thailand.
Construction of the 8m x 20m building began on 30 April. The work consisted of leveling existing ground,
excavating footings, installing concrete columns, footings, slabs, and roof. The building has a clay roof supported
by concrete columns with a floating slab. An enclosed 12 x 20 foot CMU room was constructed at the end of the
building. The DFT completed all tasking on 27 May and the dedication ceremony was held on 28 May.
On 30 May, all CESE and TOA were packed up and transported to the port of Chucksemet and loaded aboard the
Merchant Vessel, the Maersk Constellation. The DFT personnel departed Thailand on 31 May aboard a commercial
carrier to Andersen Air Force Base, Guam.
SUPPLY/LOGISTICS
OPERATIONS – DEPLOYMENT FOR TRAINING
BUC Coffee supervises finish work on the newly
placed building slab with a Thai constructionman.
Crew completes the Completed installation of
the steel trusses truss roof systemand purlins. Formatted
91
1. GENERAL: “NMCB ONE has set the benchmark for future battalions to be measured to” were the words of
the Third Brigade inspectors during their recent Logistics Management Assessment (LMA).
The Supply Department had an extremely successful deployment. New levels were being set at an outstanding
pace. Several areas in need of improvement were identified, plans were made, work was taken on, and
improvements listed below were accomplished.
The stock control office and all six-outlet offices were completely renovated with new paint, carpet and
furniture in less then two weeks.
A wall to wall inventory of Auto Repair Parts (ARP) outlet consisting of 7,500 line items was completed. This
effort took several weeks with inventory crews working day and night to count, recount, adjust, and update
stock record cards. At the same time, two unit loads U/Ls were processed, removing over 2,000 line items from
the shelves. This required the identification of the part, packing it, labeling the individual package, and
returning the part to the stock system (L3 account). This effort proved to be a great success as evidenced by the
inventory results obtained during the LMA. The inventories conducted by inspectors resulted in an impressive
record of 100% MOD 98 Organic, 99% MOD 98 Augment, and a 98.5% MOD 97 inventory validity. Also
during ARP’s “operation upgrade, personnel revamped the ARP storeroom, the tire shop and the bulk
storeroom.
Central Tool Room (CTR) and 782 gear outlet spaces were exchanged. Over 300 tool kits were shifted to the
front of the warehouse where CTR is centrally located, thus consolidating all tools in the front of the building.
At the same time all 782 gear and containers were moved to the back of the building where they are now
located together. This has made both tool and gear issue more efficient. Once these moves were completed a
wall to wall inventory was conducted in both outlets. During the LMA, the inspectors reported validities of
100% in CTR, 100% in radiacs and 99% in 782 gear.
A complete overhaul of the training pack up (bldg. 3000) was completed. A lot of “house work”, inventory and
reconfiguring of assemblies was completed. Again, super comments from the LMA team.
The shipping and receiving section (CSR), was also revamped, painted and reorganized to maximize cubic
space. It turned out to be a well-planned project.
During deployment, the barbershop provided service to battalion personnel with evening hours four days a week
to allow off-site project personnel time to get in without interrupting work hours. This was greatly appreciated.
Over 3,000 haircuts were provided this deployment.
The Supply Office (the nerve center) continually demonstrated the ability to keep up with the battalion’s
demanding schedule. Communication was the key to success. An intense Material Obligation Validation
(MOV) program was put in place and aggressively approached each month recovering over $10,000. The
Material Outstanding File (MOF) was driven down from 1,250 outstanding requisitions to 520 by implementing
a thorough file review and follow-up program.
Mission orientation was the focus for the office crew. While day to day customer service was being provided,
eight Deployment for Training (DFTs) were being monitored. Over 2,000 requisitions and over 4,000 open
purchases transactions were processed. The office staff meticulously maintained a budget of $1.3M in
consumable, camp maintenance and Civil Engineer Support Equipment (CESE) funds. Over $350K of the
OPTAR was spent using the Government wide Commercial Purchase Card. In addition, the office crew’s
expertise was evident in managing the battalion’s $1.2M travel budget.
Nearly 500 Not Operationally Ready-Supply and Anticipated Not Operationally Ready-Supply
(NORS/ANORS) requisitions were expedited for main body and detail South West Asia in Bahrain during the
deployment. The attention to detail and aggressive tracking of these requisitions kept the average delivery time
to less than 21 days.
SUPPLY/LOGISTICS
92
The Food Service division used over $1.4M worth of food to serve 186,000 plus meals to our young Seabees.
While doing this inventory was measured at 100% during three separate inspections. They established the
preventive maintenance plan with the contract office to ensure equipment maintenance is accomplished in a
timely manner. They also developed and submitted to the Camp Czar a phased replacement plan for all Galley
equipment. This plan, if followed, will greatly enhance the material readiness of the galley at Camp Covington.
Disbursing despite being manned at 50% the entire deployment processed 4,200 per diem payments totaling
$800,000. They also kept up with all the travel claims and personal financial issues encountered by a battalion
with eight separate DFTs and seven Details.
Three of five enlisted barracks had phased work done in them requiring 448 personnel to move at least once
during this deployment to allow work crews access to the rooms. This work was coordinated by the Camp Czar
and barracks Petty Officer, was completed ahead of schedule. The 315 outstanding barracks trouble calls were
pushed until only 6 remain outstanding at the time of this report. A future barracks renovation project initiated
by NMCB ONE is to have an actual front desk area constructed by COMNAVMAR in building 580. This area
will have a sliding glass door entrance, awning, and sitting area. It should greatly enhance the professional
appearance of the barracks. Also, all barracks lounges were upgraded with new carpeting and replacement
furniture.
The Wardroom’s support equipment was updated. A new stereo, cabinet, and patio were installed during this
deployment.
The Supply Department of NMCB ONE can truly say that we have left Camp Covington in better shape then
when we got here. Pride of ownership is alive and well.
EQUIPMENT
93
1. GENERAL: NMCB ONE’s Alfa Company deployed to Camp Covington, Guam with over 100 personnel.
Original tasking included the maintenance and operations of 312 units of Civil Engineer Support Equipment
(CESE), and support operations for all Battalion projects and Camp Maintenance. The Battalion worked
aggressively to upgrade CESE condition, reduce the number of units on deadline and improve equipment
availability. During the deployment a total of 6 units of CESE were received, seven units were returned to
3NCB, one was shipped to Detachment CAT and one to Okinawa. Additionally, the two cranes that had been
on deadline for over two years were repaired and certified. They were the 35-ton Link Belt crane and the 35-
ton P&H crane.
2. STATISTICS:
a. Equipment Population:
MAINBODY
Beep Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01
Active 194 193 193 193 203 199 199 199
Deadline 16 20 16 16 22 19 19 19
Storage 118 118 118 116 106 106 106 106
Total 312 311 311 309 309 305 305 305
b. PM & Interim Repair ERO Summary:
MAINBODY
Repairs Type A Type B Type C Total PM:INT Ratio
Feb01 77 12 2 38 129 1:1
Mar01 52 50 20 50 172 2:1
Apr01 37 49 18 46 150 3:1
May01 37 65 12 43 157 3:1
Jun01 18 53 12 32 115 5:1
Jul01 48 24 8 40 120 2:1
Aug01 25 85 9 0 110 4:1
94
c. Equipment Availability Status:
MAINBODY
Beep Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01
On Deadline
Auto 3 1 0 2 5 3 3 3
Construction 16 16 15 13 16 15 13 13
MHE 4 2 1 1 1 1 3 3
Total Deadline 23 19 16 16 22 19 19 19
Total EQ
In Service
312 311 311 309 309 305 305 305
Availability 64% 78% 77% 77% 80% 84% 86% 87%
EQUIPMENT
A loader at work on the NEX Road Project. Equipment parade at the Alfa Company Yard.
Crane crew works on certifying the 35-ton Line
Belt crane. Grader operations on the NEX Road project.
95
MAINBODY – CAMP COVINGTON
ADMINISTRATION
Problem/Item: Passports
Discussion: All personnel participating in DFTs must have government passports prior to leaving the Mainbody.
Personnel were selected for all known DFTs prior to deploying from Gulfport, MS and began the process of
obtaining their passports early.
Recommendation: Battalions should continue the practice of submitting passport applications while in homeport.
The process takes three to four months to complete, and if left until the beginning of deployment, would not have
been done by the time each DFT departed.
TRAINING
Problem/Item: Key billet personnel
Discussion: Continuity of key billet personnel is critical for a successful deployment.
Recommendation: Key billets should be reserved for personnel who are completing the entire deployment.
Additionally, extra personnel should be trained in key billets as a back up.
Problem/Item: SCWS Boards
Discussion: A majority of the personnel who earned Seabee Combat Warfare pins during deployment had their
qualification boards during the final month of deployment. As a result, boards were typically compiled by the same
members, whom were frequently pulled away from their operational commitments during the end of deployment.
Recommendation: Prior to deploying, the training department should make a schedule outlining when qualification
boards will be held. This schedule should break up the boards throughout the deployment, and great effort to keep
to the schedule should be made.
OPERATIONS
Problem/Item: DFT Planing
Discussion: During the planning phase of an exercise, the OIC and AOIC of each DFT must be involved in the
process. Load and Back-load plans should be coordinated with the operational commander to ensure there is enough
room for required materials. During one DFT execution, the OIC was not present at the planing conference, thus
resulting in miscommunication between the NCF representative and the Battalion’s OIC. The result was a lack of
deck-space for required CESE.
Recommendation: The Battalion’s OIC and AOIC must be personally involved in DFT planning to ensure all
aspects of the teams requirements are considered in the planing phase.
Problem/Item: Communication with Commander Forces Marianas (COMNAVMAR)
Discussion: Frequent and open communication was maintained with COMNAVMAR so that the Battalion
understood their requirements This often lead to quick resolutions of issues, the avoidance of potential problems,
and expedited funding requests.
Recommendation: Weekly scheduled phone calls should be maintained with HHQs to ensure information is being
coordinated.
APPENDIX 1 LESSONS LEARNED
96
SUPPLY
Problem/Item: OPTAR
Discussion: We received conflicting guidance from DFAS concerning credit card certification and methods of bulk
funding, thus we experienced great difficulty in managing SNAP OPTAR balance and payment of Credit Card bill.
Recommendation: Pre-deployment training must be mandatory for at least two SKs in each battalion on the proper
payment and accounting for bulk funded credit card accounts.
Problem/Item: Vehicle allocation
Discussion: Building 558, which has 25 personnel working in it, is allocated only two vehicles, one for MLO and
one for Supply. Due to large off site activity of these two divisions, these two vehicles are seldom available
throughout the day for use as shuttle vehicles. On numerous occasions this deployment personnel were required to
walk the 1.3 miles to the galley for chow, medical, or to attend meetings.
Recommendation: With N8’s concurrence a van was rented to provide a third vehicle. This needs to become a
permanent budget item until a third vehicle is available for use. This issue was discussed with the 3NCB Equipment
Officer.
EQUIPMENT
Problem/Item: CESE licenses
Discussion: Alfa Company was tasked to provide a driver and heavy equipment support on most project sites, as the
line companies did not have sufficient CESE licenses within the companies for every project.
Recommendation: Recommend that more line company personnel obtain CESE licenses during homeport. This
would free up more Alfa Company assets to be used elsewhere.
CAMP MAINTENANCE
Problem/Item: Material on hand.
Discussion: The contractor, Raytheon, performs all maintenance within the camp. As a result, the Battalion
Maintenance Platoon does not maintain a material inventory of low cost items for routine repairs and building
upkeep.
Recommendation: Funds should be kept for materials to perform low cost repairs and self-help operations. These
include stock items such as light bulbs, plumbing fixture parts, faucet repair kits and all consumable painting
material.
Problem/Item: Work Requests.
Discussion: Time spent on creating MCD packages can be utilized more efficiently, since not all work requests will
be approved. Routing all Work Requests through the CZAR before effort is put into planning and estimating can
avoid lost time.
Recommendation: When Work Requests are received, they should first be seen and approved by the CZAR before
any time is spent on planning & estimating.
DIEGO GARCIA
ADMINISTRATIVE/SPECIAL STAFF
Problem/Item: Service Records
Discussion: The Main Body maintained possession of all service records. Sending and receiving information
pertinent to the member’s service record was challenging because mail took an average of three weeks to arrive on
island.
Recommendation: This DFT should receive priority as warranted, involving administration issues. Additionally,
both the DFT and Mainbody require planning and foresight to ensure administrative requirements are upkept. Each
should look four weeks ahead of schedule (at minimum), and the OIC should deploy with as much information as
possible in each member’s Division Officer Record.
Problem/Item: Limited Treatment
APPENDIX 1 LESSONS LEARNED
97
Discussion: Several doctors are present on the island. However, facility restrictions only allow minimum medical
and dental procedures. Medical evacuations off the island are frequent for even minor cases, and should be
considered likely when manning the DFT. Additional TAD costs must also be considered.
Recommendation: Perform a thorough health screening prior to sending any member to Diego Garcia. Ensure all
routine eye exams are conducted, dental screenings are performed, and zero physical impairment exists with each
member. Finally, advise all members to obtain prescription sunglasses, if needed, before arriving.
TRAINING
Problem/Item: Training Aides
Discussion: The DFT has limited training aides available for SCWS presentations and professional development.
Recommendation: Bring as many training aides as possible with organizational gear.
OPERATIONS:
Problem/Item: Blue Prints
Discussion: A complete, up-to-date, set of prints and specifications was not available until after the DFT arrived on
site. During turnover, three newer versions of the same prints were passed down to the DFT revealing several errors
from previous ones. As a result, the incorrect dimensions on the prints required the project staff to rework much of
the planning
Recommendation: The homeport Battalion and the on-site Battalion need to work closely with each other and the
ROICC. Many questions and problems can be solved if good communication exists between all parties.
Problem/Item: Project Materials
Discussion: Due to the lack of equipment, transporting materials to the job site is challenging. Materials that arrive
must be used properly and sparingly. Add on BM’s, typically will not be filled during a Battalion’s tenure, since
materials take an average of 4-6 months to arrive. Air shipped materials take an average of 2-3 weeks for arrival
from Singapore.
Recommendation: Proper planning and management of each project is essential to avoid backlog or material
delivery delays. Stay ahead of the “power curve” when scheduling transportation support with the contractor. Also,
ensure each crewmember is aware of the material situation on island.
Problem/Item: Project Supervision
Discussion: Due to the lack of crew trucks, there must be a liaison to schedule and receive services and materials
from the local BOSC, DG 21. The water on island is non-potable so ice must be picked at a local plant and delivered
to the crews. Frequent contract support issues require constant contact. Heat is a factor, as is rain.
Recommendation: Have the Operations or the Project Supervisor consider this. Ensuring that projects operate
efficiently requires planning for logistical, weather, site area, and equipment delays.
Problem/Item: Contractor Support
Discussion: DG21 is required to provide all equipment, metal fabrication, painting, site work, utilities, and power
taps. Seabee Support is a tasked project for DG 21, so the DFT can be assured of their continued and superb
assistance. Memos are required and must be submitted for most of DG21’s services.
Recommendation: During the planning phase of a project, use the contractor services list that has been provided as a
guide of what will be accomplished by DG21. Plan for these activities to be completed by the DFT early. Close
personal interaction with contract personnel is recommended, as it helps expedite requests when necessary.
SUPPLY:
Problem/Item: Tools
Discussion: The DFT has minimal assets outside the basic tool kits provided by the 31st NCR. Any special tools
must be obtained from self-help. Extra effort was taken to maintain and account for all borrowed tools.
Recommendation: Look several days out when considering any special tool requirements. The self-help tool room is
only opens upon request or for a short time during the workday.
APPENDIX 1 LESSONS LEARNED
98
EQUIPMENT:
Problem/Item: Project Transportation
Discussion: The DFT currently has four “B” assigned vehicle for official use during the workday. All other
transportation requirements are provided by DG21, including a shuttle bus for the crew, material transportation and
CESE requirements for the jobsite.
Recommendation: Planning is essential to avoid costly delays. MHE should be requested at least 24 hours in
advance and all shuttle bus requirements should be confirmed each week. Also crews should read and follow the
revised vehicle instruction for Diego Garcia that outlines when and where “B” assigned vehicles are to be used.
DETAIL FALLON
OPERATIONS:
Problem/Item: Site Approval
Discussion: Any work that requires breaking ground requires an excavation request and approval from the
Environmental Protection Agency (EPA). If a site is designated to have historical significance, the State Historical
Preservation Officer (SHPO) will have to approve the site. This process takes at least six weeks.
Recommendation: Ensure all Battalion tasked projects and OIC Discretionary projects have been reviewed by
NEPA to determine if SHPO involvement is necessary.
Problem/Item: Project Transportation
Discussion: Due to safety requirements, use of CUCV’s as troop carriers is unauthorized unless in a contingency
situation.
Recommendation: In addition to the CUCVs on-site, the Detail has a requirement for an 8-passenger van to be used
as a project crew transport.
EQUIPMENT:
Problem/item: Equipment Requests
Discussion: The Detail and CBU 416 share CESE.
Recommendation: Ensure project crew leaders and supervisors submit Equipment Requests well in advance to
prevent conflicts with CBU 416 projects.
DETAIL LEMOORE
ADMINISTRATION:
Problem/Item: Service Records
Discussion: Detail service records were maintained in San Diego, CA. This allowed personnel easy access to their
records and allowed the YN1 at Detail San Diego to provided individual attention to each member. Additionally, it
made processing evaluations and awards much easier than having to retrieve the information from main body.
Recommendation: All Stateside Details should have their records maintained by a stateside PN or YN.
OPERATIONS:
Problem/Item: Project Funding
Discussion: All materials are provided through the prime vendor who marks up each purchase by 17%.
Recommendation: Ensure all bills of materials and project fund requests reflect the 17% mark up.
Problem/Item: Project Expediting
Discussion: All materials are expedited through the prime vendor, Greybar. Material requests were placed with
Public Works who then sent them to Greybar. If there was a question, Greybar contacted PW, and PW contacted
NMCB ONE. This process takes 3-4 days to pass information. The detail was able to put into place a method that
allowed the MLO Petty Officer to contact Greybar directly via fax or phone. The MLO would request a quote for a
particular item. By this method, the MLO was able to address prime vendor questions directly. Once the list was
APPENDIX 1 LESSONS LEARNED
99
drafted, it would be passed to PW for validation and ordering. This expedited the procurement process and
maintianed a separation of functions required by contracting.
Recommendation: The MLO Petty Officer should maintain this process for future Details.
EQUIPMENT:
Problem/item: CESE Support
Discussion: All CESE is borrowed from CBU 406 or Public Works, and is very limited.
Recommendation: Ensure money is allocated to rent needed equipment to complete the mission.
DETAIL SOUTH WEST ASIA
ADMINISTRATION:
Problem/Item: Mail Delays
Discussion: Mail addressed to personnel on detail Bahrain was sometimes delayed up to three months because the
mail would go to other detail sites, or to the Battalion and then re-routed. As a result, some personnel had to call
financial institutions, insurance companies, etc in order to settle late and outstanding pay issues.
Recommendation: The detail established a local P.O. Box for its personnel. Recommend future details do the same.
OPERATIONS:
Problem/Item: ERC Project Planning
Discussion: The detail was tasked with constructing a head facility in Support of Operation Bright Star, but did not
receive final plans and drawings for the project until three weeks prior to deploying. This made it very difficult for
the detail to properly plan and estimate the project. All logistical support was not finalized until approximately one
week prior to deploying.
Recommendation: When the Detail is tasked with ERC projects, suggest providing them with a complete package to
assist them in their planning and execution of the tasking.
Problem/Item: Project Funding
Discussion: For one of the tasked projects the detail did not receive funds from the PWD until two months into the
deployment. This caused delays in the material procurement process, which ultimately caused delays on the project.
Recommendation: Work with the PWD to encourage them to provide all project funds prior to beginning a project.
Problem/Item: Threat conditions
Discussion: During three-quarters of the deployment, the base was in threat condition Charlie or Delta. In both
conditions, stringent inspection procedures were implemented at the gates entering the base. In condition Delta,
civilian contractors were not allowed on the base, nor were they allowed to deliver materials. As a result of this,
certain phases of the projects that were contracted out were delayed.
Recommendation: When planning and estimating for projects in this AOR, this needs to be taken into account in the
event the base goes into these high threat conditions.
TRAINING:
Problem/Item: GMT training materials.
Discussion: The Detail was limited on training materials for GMT training topics. We were able to obtain some of
the material (i.e. rate manuals, course books etc.) from the base but they also had a very limited amount of material.
Recommendation: Prior to deploying, ensure the Detail is stocked with sufficient training material for the
deployment.
APPENDIX 1 LESSONS LEARNED
100
SUPPLY:
Problem/Item: Project Materials Procurement
Discussion: All project materials were purchased through NRCC or by use of credit card. NRCC procurement
posed a problem because of the bidding process that took a tremendous amount of time. This factor caused several
project delays.
Recommendation: Classify all materials for these projects as long lead items and order them far in advance.
Problem/Item: Government-wide Commercial Purchase Card Holder
Discussion: The detail SK was the only individual authorized to hold an Government-wide Commercial Purchase
card. This presented a problem since the SK had to go out in town in order to make purchases. This ultimately took a
time away from his other assigned duties.
Recommendation: If there is only one SK assigned to the Detail, provide the required training to the detail expeditor
and provide him with a card. This would free the SK, and the expeditor would be more knowledgeable of
construction materials.
EQUIPMENT:
Problem/item: Maintenance and Operations Support System (MOSS)
Discussion: Homeport is an advantageous place to train CMs and EOs on the MOSS program. This means that
EVERYONE needs to get formal training, as well as hands on use in a shop setting such as R-46.
Recommendation: Ensure that all personnel have the capability and the time allotted to them during homeport to
learn the MOSS program.
Problem/item: Shop equipment is inadequate.
Discussion: The shop equipment currently on-site requires safety items such as a tire inflation cage, tire mounting
machine, etc. It is not suitable for the mechanics assigned to the CESE Maintenance Warehouse.
Recommendation: A list of all needed shop equipment and tools have been submitted to 3NCB for approval and
procurement. We ensured that this was part of the turnover, and is followed up on by the relieving battalion.
Problem/item: Automotive Repair Parts (ARP) inventory requires a Mod 97.
Discussion: The current allotment of repair parts for the CESE on-site does not include a Mod 97. In this
Mod are many items that are used frequently in the maintenance and upkeep of equipment. Over the course of
NMCB ONE’s deployment, we have attempted to show justification of these most commonly needed parts.
Recommendation: Follow-on battalions need to continue justifying the need for a Mod 97.
APPENDIX 2: COMMENDATORY CORRESPONDENCE
APPENDIX 1 LESSONS LEARNED
101
ADMINISTRATIVE MESSAGE
ROUTINE
R 271016Z AUG 01 ZYB PSN 231799Q31
FM COM THIRD NCB PEARL HARBOR HI//N00//
TO NMCB ONE//CO//
INFO CNO WASHINGTON DC//N4/N44//
CNO WASHINGTON DC//N4/N44//
USCINCPAC HONOLULU HI//J00/J01/J4//
CINCPACFLT PEARL HARBOR HI//N00/N01/N3/N5/N46//
CINCPACFLT PEARL HARBOR HI//N00/N01/N3/N5/N46//
COMNAVFACENGCOM WASHINGTON DC//00/09/OPS/CEG//
COMNAVFACENGCOM WASHINGTON DC//00/09/OPS/CEG//
COM THREE ONE NCR PORT HUENEME CA//R00/R01/R30//
COM THREE ONE NCR PORT HUENEME CA//R00/R01/R30//
COMNAVMARIANAS GU//N00/N4//
COMNAVREG PEARL HARBOR HI//N00/N46//
COMUSNAVCENT//N00/N44//
COMUSNAVCENT//N00/N44//
COMNAVREG SW SAN DIEGO CA//N00/N44//
NAVSTA PEARL HARBOR HI//CO/21//
CG I MEF CAMP PENDLETON CA
PACMISRANFAC HAWAREA BARKING SANDS HI//CO/PWO//
NAVSUPPFAC BAHRAIN//CO/PWO//
NAVSTA SAN DIEGO CA//CO/PWO//
NAS FALLON NV//CO/PWO//
NAS LEMOORE CA//CO/PWO//
NAS NORTH ISLAND CA//CO/PWO//
NAVSUPPFAC DIEGO GARCIA//CO/PWO//
NAVSUPPFAC DIEGO GARCIA//CO/PWO//
COM SECOND NCB LITTLE CREEK VA//N02//
COM THIRD NCB PEARL HARBOR HI//N02/N3/N30/N30A/N303//
COM THIRD NCB PEARL HARBOR HI//N02/N3/N30/N30A/N303//
NAF EL CENTRO CA//CO/PWO//
MCB CAMP PENDLETON//CO/FMO//
UNCLAS //N05000//
MSGID/GENADMIN//
SUBJ/PACIFIC DEPLOYMENT BRAVO ZULU//
RMKS/1. CONGRATULATIONS TO THE SEABEES OF NMCB ONE UPON COMPLETION
OF YOUR SUCCESSFUL PACIFIC DEPLOYMENT. YOUR AREA OF RESPONSIBILITY
FOR THIS DEPLOYMENT WAS VAST AND YOUR ACCOMPLISHMENTS WERE MANY. YOU
IMPROVED WORKING CONDITIONS AND QUALITY OF LIFE FOR MILITARY MEMBERS
AND THEIR FAMILIES IN GUAM, HAWAII, NEVADA, CALIFORNIA, DIEGO GARCIA,
AND BAHRAIN. YOU ALSO SUPPORTED FORWARD NAVAL PRESENCE WITH FIVE
HIGHLY SUCCESSFUL DEPLOYMENTS FOR TRAINING TO AUSTRALIA FOR EXERCISE
TANDEM THRUST, THAILAND FOR EXERCISE COBRA GOLD, KENYA FOR AFRICAN
CRISIS REFIEF INITIATIVE (ACRI), EGYPT FOR EXERCISE BRIGHT STAR AND
INDONESIA, PHILIPPINES, AND THAILAND FOR EXERCISE COOPERATION AFLOAT
READINESS AND TRAINING (CARAT), AS WELL AS A CIVIC ACTION TEAM TO
APPENDIX 2: COMMENDATORY CORRESPONDENCE
102
PALAU. THE SUCCESS OF ALL FIVE DEPLOYMENTS FOR TRAINING IMPROVED THE
RELATIONSHIP BETWEEN THE UNITED STATES AND EACH OF THESE COUNTRIES,
AND ONCE MORE SHOWED THE COMPASSION THAT SEABEES PROVIDE.
2. YOUR QUALITY CONSTRUCTION REMAINS A TESTAMENT TO SEVEN MONTHS OF
HARD WORK. GUAM WILL BENEFIT FROM THE NEW CHT LINE, 7,800 FEET OF
SEWER PIPE TO SUPPORT AIRCRAFT CARRIER VISITS, AND USE OF THE
TACTICAL COMMUNICATIONS SHOP THAT PROVIDES ADDED STORAGE AND SHOP
CAPABILITY FOR FUTURE DEPLOYING BATTALIONS. PACIFIC MISSILE RANGE
FACILITY HAWAII HAS A NEW ADDITION TO THEIR HANGAR FOR INCREASED
MAINTENANCE SPACE. NEX CAN MOVE IN AND SET UP OPERATIONS FOR A NEW
AND MUCH NEEDED MINI MART AT NCTAMS HAWAII. FALLON HAS NEW OFFICE
SPACES AT THE FLIGHT LINE. LEMOORE HAS A NEWLY RENOVATED FIRE
STATION. FORCE PROTECTION FOR SAN DIEGO HAS IMPROVED WITH THE
CONSTRUCTION OF TWO NEW GUARDHOUSES, AS WELL AS A NEW AMPHITHEATER
FOR MARINERS PARK. ON DIEGO GARCIA TWO MORE BILLETING BUILDINGS HAVE
BEEN COMPLETELY RENOVATED, SIGNIFICANTLY IMPROVING THE QUALITY OF
LIFE OF THE RESIDENTS. THE SAILORS ON BAHRAIN WILL BE BETTER ABLE TO
RELAX AND ENJOY THEIR OFF DUTY TIME WITH THE ADDITION OF A NEW
CONCESSION STAND AND HEAD FACILITY AT THE BASE SOFTBALL FIELD.
3. ACROSS THE GLOBE IN FOURTEEN TIME ZONES, THE "FIRST AND THE
FINEST" HAS ONCE AGAIN PROVED THE ABILITY OF SEABEES TO PERFORM
QUALITY, TIMELY CONSTRUCTION WHILE ALSO GOING IN HARMS WAY TO PROVIDE
FORWARD NAVAL ENGAGEMENT. AS YOU RETURN HOME TO FAMILY AND FRIENDS,
TAKE PRIDE IN YOUR ACCOMPLISHMENTS AND THE LASTING IMPRESSIONS YOU
MADE DURING THE PAST SEVEN MONTHS. ONCE AGAIN, LEGENDARY SEABEE "CAN
DO" SPIRIT WAS DISPLAYED DAY IN AND DAY OUT DURING YOUR OUTSTANDING
DEPLOYMENT. THANKS FOR YOUR DEDICATED SERVICE, AND THANKS FOR BEING
SEABEES. 4. RADM KUBIC SENDS.//
BT
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ADMINISTRATIVE MESSAGE
ROUTINE
R 211600Z SEP 01 ZYB PSN 931153E22
FM COMNAVMARIANAS GU//N00//
TO NMCB ONE
INFO CNO WASHINGTON DC//N4/N44//
CNO WASHINGTON DC//N4/N44//
USCINCPAC HONOLULU HI//J00/J01/J4//
CINCPACFLT PEARL HARBOR HI//N00/N01/N3/N5/N46//
CINCPACFLT PEARL HARBOR HI//N00/N01/N3/N5/N46//
COMNAVFACENGCOM WASHINGTON DC//00/09/OPS/CEG//
COMNAVFACENGCOM WASHINGTON DC//00/09/OPS/CEG//
COM THIRD NCB PEARL HARBOR HI//00//
COM THIRD NCB PEARL HARBOR HI//00//
COM THREE ONE NCR PORT HUENEME CA//00//
COM THREE ONE NCR PORT HUENEME CA//00//
ALL NAVACTS GUAM
COMSECOND NCB LITTLE CREEK VA//
COMNAVMARIANAS GU//N1//
UNCLAS //N01650//
MSGID/GENADMIN/COMNAVMARIANAS GU//
SUBJ/BRAVO ZULU//
RMKS/1. I TAKE GREAT PLEASURE IN EXPRESSING OUR APPRECIATION TO
NAVAL MOBILE CONSTRUCTION BATTALION ONE (NMCB-1) FOR THE
OUTSTANDING SUPPORT DURING THEIR DEPLOYMENT FROM FEBRUARY 2001 TO
SEPTEMBER 2001.
2. YOUR ACCOMPLISHMENTS DURING THE PAST SEVEN MONTHS GREATLY
IMPROVED THE QUALITY OF LIFE FOR OUR SAILORS AND FAMILIES ON GUAM. I
THANK YOU ALL FOR THE TIMELY COMPLETION OF THE NEW CHT LINES FOR ECHO
WHARF, WATERLINE IN CAMP COVINGTON, NCTS CSD OFFICE RENOVATION, THE
PAVING OF SEVERAL ROADS, AND NUMEROUS OTHER PROJECTS THAT WILL SERVE
OUR MILITARY ON GUAM.
3. THE PROFESSIONALISM, DEDICATION TO DUTY, AND SUPERLATIVE
ACCOMPLISHMENTS EXHIBITED DURING YOUR DEPLOYMENT REFLECT GREAT CREDIT
UPON THE COMMAND AND ARE IN KEEPING WITH THE NAVY SEABEE'S "CAN DO"
TRADITION. WELL DONE.
4. RADM FELLIN SENDS.//
BT
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104
NMCB ONE
KENNEL BEAR 03-01
FEX
Seabees of NMCB ONE have reinforced their “First and Finest “ tradition again. NMCB
ONE conducted a successful field training exercise (FTX), Kennel Bear, at Andersen Air Force
Base, GUAM from 29 June until 3 July 2001. Marine instructors from the 1st Battalion 2
nd
Marines conducted a four-day block training prior to the FTX. During the FTX, the marines also
assisted in all aspects of the exercise. The exercise was designed to train and evaluate the
Seabees proficiency and effectiveness in a sustained tactical environment, by exercising the
battalion’s contingency mission in the areas of mobility, construction,
command/control/communication, and fleet support operations. The marines professional
leadership and teamwork proved to be invaluable during the training in small unit leadership,
command and control, defensive operations, fire support coordination, CBR defense, patrols, and
mass casualty procedures. NMCB ONE received numerous laudatory comments from the on-
site 3NCB personnel and the marines for their leadership, teamwork, and motivation.
Marine Corp, 2nd
Lt. Edmond provided outstanding evaluation and positive feedback to the
battalion. Including the following commendatory comments. Corporal Ryan, assigned to assist
Charlie Company during the FTX. His comments included, “High degree of professionalism
among chiefs and petty officers “, “Fighting positions set in and camouflaged quickly”, and
“Triple strand concertina employed quickly on the first day”.
Additional comments collected from 2nd
Lt. Edmonds’ include positive comments in the areas
of CBR, inter-locking and fields of fire, and logistics. His men have provided the following
comments. “Proficient use of CBR equipment”, and “Good reaction to CBR attack”. Also
positive, “Machine guns employed with interlocking fields of fire”; “Good rotation for relief of
troops on the line”; and “Good logistics for chow and other resupply”.
The proficient leadership combined with the highly motivated Seabees of NMCB ONE
proves to be a combat team that can successfully complete it’s assigned mission. Adding to
NMCB ONES’ tradition of being “The First and The Finest”.
FROM FIRST BATTAION SECOND MARINES
APPENDIX 2: COMMENDATORY CORRESPONDENCE
105
RATUZYUW RUNGSAA3282 2480030-UUUU—RUNGSAA.
ZNR UUUU ZUI RHHMMCB1088 2500449
R 050030Z SEP 01 PSN 606084P24
FM NAVCOMTELSTA GUAM GU//N1//
TO RUHEMCS/COM THIRD NCB PEARL HARBOR HI//N02/3/30/30A/303//
RUWFPCF/COM THIRD NCB PEARL HARBOR HI//N02/3/30/30A/303//
RUNGCAV/NMCB ONE//00/S3
INFO RHMFIUU/NAVCOMTELSTA GUAM GU//N1//
RUNGSAA/NAVCOMTELSTA GUAM GU//N1//
RUCOHAG/COM SECOND NCB LITTLE CREEK VA//N02//
RUNGFAA/COMNAVMARIANAS GU//N00/N4//
RUHEMCS/COM THREE ONE NCR PORT HUENEME CA//R00/R01/R30//
RUWFPFC/COM THREE ONE NCR PORT HUENEME CA//R00/R01/R30//
RUCCBII/COM TWO ZERO NCR GULFPORT MS//R00/R01/R30//
BT
UNCLAS
MSGID/GENADMIN/NCTS GUAM//
SUBJ/NCTS CSD RENOVATION BRAVO ZULU//
RMKS/1. AS NMCB ONE COMPLETES ITS GUAM 01 DEPLOYMENT, I WOULD LIKE TO
EXPRESS MY SINCERE GRATITUDE FOR THE EXCEPTIONAL JOB COMPLETED BY NMCB ONE
SEABEES RENOVATING OUR CSD OFFICE ONBOARD NCTS GUAM. YOUR SEABEES’
PROFESSIONALISM AND TECHNICAL COMPETENCY WERE EVIDENCED BY THE HIGH QUALITY
WORKMANSHIP PROVIDED TO OUR CSD SPACES. THEIR EFFORTS GREATLY IMPROVED THE
WORKING CONDITIONS AND HAVE HELPED TO CLEAR THE WAY FOR A MAJOR BARRACKS
RENOVATION THAT WILL SIGNIFICANTLY IMPROVE QUALITY OF LIFE FOR OUR JUNIOR
SAILORS.
2. A COST SAVINGS OF $279K WAS REALIZED THROUGH THE USE OF THE SEABEES TO
COMPLETE THIS PROJECT. THE RENOVATION WAS COMPLETED IN LESS THAN FOUR MONTHS
WITHOUT DISRUPTION OF CSD SERVICES, A TESTAMENT TO NMCB ONE’S FORESIGHTED
PLANNING AND METICULOUS EXECUTION.
3. AGAIN CONGRATULATIONS ON A JOB WELL DONE. TO NMCB ONE: I WISH “THE
FIRST AND THE FINEST” FAIR WINDS AND FOLLOWING SEAS IN ALL OF YOUR FUTURE
PROFESSIONALISM AND PERSONAL ENDEAVORS. IT WAS AN HONOR AND PRIVILEGE TO
WORK WITH YOU DURING YOUR GUAM 2001 DEPLOYMENT. WARM REGARDS, COMMANDER BOND
SENDS.//
BT
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106
RAAUZYUW RUHHMFC4958 2531027-UUUU--RUVNSAO.
ZNR UUUUU ZUI RUHHMCA1240 2531028
R 100732Z SEP 01 PSN 690398Y35
FM NAVSUPPFAC DIEGO GARCIA
TO RUVNSAO/NAVSUPPFAC DIEGO GARCIA
BT
UNCLAS
SUBJ: R 040223Z SEP 01 /DEPLOYMENT BRAVO ZULU
MSGID/GENADMIN/NAVSUPPFAC DIEGO GARCIA/SEP01//
RMKS/1. CONGRATULATIONS TO THE SEABEES OF NMCB ONE FOR AN
OUTSTANDING PERFORMANCE WHILE DEPLOYED TO U.S. NAVY SUPPORT FACILITY
DIEGO GARCIA FROM FEBRUARY TO SEPTEMBER 2001. YOUR HARD WORK AND
DEDICATION CONTRIBUTED TO SIGNIFICANT IMPROVEMENTS IN THE MORALE,
WELFARE AND RECREATION OF ALL PERSONNEL LIVING AND WORKING ON DIEGO
GARCIA. YOU REHABILITATED FOUR SUPER SEAHUTS THAT NOW PROVIDE
SUITABLE LIVING CONDITIONS FOR 96 BASE OPERATING SUPPORT CONTRACT
EMPLOYEES. LIVING UP TO YOUR BATTALION'S MOTTO, "THE FIRST AND THE
FINEST", THE FACILITIES YOU CONSTRUCTED WERE ROUTINELY TURNED OVER
WITH THE HIGHEST POSSIBLE QUALITY. YOUR DETACHMENT MADE A POSITIVE
IMPACT THROUGH NUMEROUS SMALLER BUT EQUALLY IMPORTANT
ACCOMPLISHMENTS. THE CONSTRUCTION OF SEVEN SHADED TEE-BOXES AT THE
PAGE 02 RUHHMFC4958 UNCLAS
MWR DRIVING RANGE INCREASED FACILITY USAGE AND WAS A PERFECT
ADDITION TO THE ONGOING GOLF COURSE EXPANSION PROJECT. THE
IDENTIFICATION OF A SEVERELY CORRODED SUPPORT SYSTEM AT THE EXPAT
CLUB DURING AN IMPROVEMENT PROJECT PREVENTED A FUTURE MISHAP MOST
LIKELY VERY SERIOUS. THE PLACEMENT OF A CONCRETE PAD AT THE CPO
BARRACKS AND THE INSTALLATION OF AN AREATION SYSTEM AT THE BASE
SWIMMING POOL PROVIDED AN IMPROVED QUALITY OF LIFE FOR MILITARY AND
CIVILIAN PERSONNEL ALIKE. ADDITIONALLY, YOUR ENTHUSIASTIC
PARTICIPATION IN THE NAVY/MARINE CORPS RELIEF SOCIETY FUND-RAISER,
THE EARTH DAY TREE PLANTING, PHILIPPINE INDEPENDENCE DAY CELEBRATION
AND NUMEROUS FULL MOON PLATOON FUN RUNS DEMONSTRATED OUTSTANDING
TEAMWORK AND WAS A MODEL FOR COMMANDS OF ANY SIZE, NAVY WIDE.
VITALLY IMPORTANT TO OUR REMOTE LOCATION, YOU ACTED AS DIEGO
GARCIA'S INSURANCE POLICY UNDER EXIGENT CIRCUMSTANCES WHERE NO OTHER
OPTIONS ARE AVAILABLE IN THE EVENT OF AN ISLAND WIDE EMERGENCY.
FINALLY, YOUR CONDUCT'S RAPPORT WITH "TEAM DIEGO GARCIA" UNDER THE
LEADERSHIP OF LTJG DAN OLIVER (OIC) AND BUC JIM SMITH HAS BEEN
BEYOND REPROACH THE ENTIRE DEPLOYMENT.
2. ONCE AGAIN, THE LEGENDARY SEABEE "CAN DO" SPIRIT WAS WITNESSED
HERE
PAGE 03 RUHHMFC4958 UNCLAS
ON DIEGO GARCIA. THANK YOU TO THE SEABEES OF NMCB ONE, JOB WELL
DONE. CAPTAIN MIKE LUCARELLI SENDS.//
BT
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RATUAAA1 RUWFAEB2548 2551600–UUUU—RUCCBIR.
ZNR UUUUU ZUI RHHMMCA0962 2602209
R 121600Z SEP 01 ZYB PSN 053249J23
FM NAS FALLON NV//N00F//
TO RUCCBIR/NMCB ONE//JJJ//
RUHEMCS/COM THIRD NCB PEARL HARBOR HI//JJJ//
RUWFPCF/COM THIRD NCB PEARL HARBOR HI//JJJ//
RUCOHAG/COM SECOND NCB LITTLE CREEK VA//JJJ//
RHHMHAA/CINCPACFLT PEARL HARBOR HI//JJJ//
RHHMHBA/CINCPACFLT PEARL HARBOR HI//JJJ//
RUWDHLP/COMNAVREG SW SAN DIEGO CA//JJJ//
BT
UNCLASS//NO5000
MSGID/GENADMIN/NAS FALLON//
SUBJ/BRAVO ZULU//
RMKS//
1. BRAVO ZULU TO THE MEN AND WOMEN OF NAVAL MOBILE CONSTRUCTION BATTALION
ONE, DETAIL FALLON ON THEIR RECENT DEPLOYMENT TO THE BIGGEST, LITTLE AIR
STATION IN THE WORLD. THE DETAIL, LED BY SWC(SCW) SHARP PERFORMED SUPERBLY
AND PROVIDED MUCH NEEDED CONSTRUCTION ABOARD THE BASE. THE SEABEES’ WORK
HERE HAS AND WILL CONTINUE TO BENEFIT THE PAGE 02 RUWFAEB2548
UNCLASS//NO5000//
OPERATIONAL SUPPORT AND QUALITY OF LIFE OF THE NAVAL AIR STATION COMMUNITY
FOR YEARS TO COME.
2. NMCB ONE DETAIL FALLON PROVIDED OVER 2,200 MAN-DAYS OF DIRECT LABOR,
COMPLETING FIVE PROJECTS. THEY ASSUMED TWO PROJECTS ALREADY IN PROGRESS
THROUGH COMPLETION AND SUCCESSFULLY COMPLETED THREE OTHERS. THESE PROJECTS
INCLUDED A READY SERVICE AREA (FOR WEAPONS DEPT), A HELICOPTER MAINTENANCE
BUILDING, RANGE EQUIPMENT SHELTER, PONY EXPRESS OUTFITTERS STORAGE BUILDING,
BALL FIELD LIGHTING AND SCOREBOARD.
3. THE SEABEES OF NMCB ONE DET FALLON HAVE STRENGTHENED THE SEABEE
REPUTATION AND THEIR “CAN DO” MOTTO FOR THE WORK THEY HAVE ACCOMPLISHED HERE.
THEY ARE TO BE COMMENDED FOR THEIR PRIDE AND PROFESSIONALISM AS MODEL SAILORS
ON AND OFF DUTY.
4. BRAVO ZULU FOR A JOB WELL DONE! FALLON ONE SENDS.//
BT
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108
ADMINISTRATIVE MESSAGE
ROUTINE
R 012229Z OCT 01 ZYB PSN 240167J20
FM NAS LEMOORE CA//N00L//
TO NMCB ONE//00/S3//
COM THIRD NCB PEARL HARBOR HI//00/N3//
COM THIRD NCB PEARL HARBOR HI//00/N3//
COM SECOND NCB LITTLE CREEK VA//00/N3//
CINCPACFLT PEARL HARBOR HI//N46/N462//
CINCPACFLT PEARL HARBOR HI//N46/N462//
COMNAVREG SW SAN DIEGO CA//N46//
UNCLAS //N05000//
MSGID/GENADMIN/NAS LEMOORE//
SUBJ/BRAVO ZULU//
RMKS/1. BRAVO ZULU TO THE MEN AND WOMEN OF NAVAL MOBILE
CONSTRUCTION BATTALION ONE, DETAIL LEMOORE. LED BY EQCM(SCW/AW)
CRAWFORD, THE DETAIL COMPLETED OVER 2400 MAN-DAYS OF CONSTRUCTION
AND RENOVATION PROJECTS FOR NAVAL AIR STATION LEMOORE.
2. DET LEMOORE'S ACCOMPLISHMENTS INCLUDE RENOVATING THE AIR STATIONS
STRUCTURAL FIREHOUSE, SUBSTANTIALLY IMPROVING QUALITY OF LIFE AND
MISSION CAPABILITY FOR STATION FIREFIGHTERS, AND COMPLETING OVER
HALF OF THE HARDSTAND, SIDEWALKS, AND PARKING LOTS FOR THE SEABEE
CORNER, THE FUTURE HOME OF ALL LEMOORE SEABEES.
3. NMCB ONE, DET LEMOORE, HAS DEMONSTRATED THEIR "CAN DO" ATTITUDE
AND ONCE AGAIN UPHELD THE REPUTATION OF MISSISSIPPI'S "FIRST AND
FINEST." THE AIR STATION OFFERS OUR SINCERE THANKS AND
CONGRATULATIONS FOR THE SUPERB ACCOMPLISHMENTS OF YOUR RECENT
DEPLOYMENT.
4. BRAVO ZULU FOR A JOB WELL DONE! CAPTAIN J. STIVERS SENDS.///
BT
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109
ADMINISTRATIVE MESSAGE
ROUTINE
R 142000Z SEP 01 ZYB
FM NAVSTA SAN DIEGO CA
TO NMCB ONE//CO/S3//
INFO COMNAVREG SW SAN DIEGO CA//N01//
COM THIRD NCB PEARL HARBOR HI//N3/N30/N30A/N303//
COM SECOND NCB LITTLE CREEK VA//N3/N30/N30A/N303//
CINCPACFLT PEARL HARBOR HI//N44/N464//
SOUTHWESTNAVFACENGCOM SAN DIEGO CA//00//
PWC SAN DIEGO CA//00//
NMCB ONE THREE THREE
UNCLAS
MSGID/GENADMIN/NAVSTA SAN DIEGO CA/00/53//
SUBJ/ BRAVO ZULU TO NMCB ONE DETAIL SAN DIEGO//
RMKS/1. CONGRATULATIONS TO THE FIRST AND FINEST, NMCB ONE, DETAIL
SAN DIEGO ON A JOB WELL DONE FROM FEB-SEP 2001. THEIR OUTSTANDING
SUPPORT OF THE FLEET CONTINUED THE SEABEE LEGACY OF SUPERB QUALITY AT
A LOW COST.
2. THE DETAIL PROVIDED OVER 2000 MANDAYS OF CONSTRUCTION EFFORT IN
SUPPORT OF NAVSTA SD. THEY DEMONSTRATED GREAT PERSERVERANCE IN
DELIVERING THREE, HIGH VISIBILITY, NEW START PROJECTS TO FULL
COMPLETION. GATE 6 AND 9 GUARD HOUSES WERE CONSTRUCTED OUTSIDE
NORMAL WORKING HOURS, MINIMIZING TRAFFIC FLOW PROBLEMS AND WERE
FINISHED AHEAD OF SCHEDULE. THE DETAIL RELOCATED AND REFURBISHED A
PEB TO NAVSTA'S RECYCLE CENTER, PROVIDING A HIGH QUALITY FINISHED
PRODUCT TO AN IMPORTANT FUNCTIONAL CUSTOMER.
3. THE DETAIL'S MOST CHALLENGING TASKING WAS THE CONSTRUCTION OF THE
ASIATIC FLEET MEMORIAL AMPHITHEATER. THE ENTIRE DETAIL TOOK GREAT
PRIDE IN CONTRIBUTING TO THE SUCCESSFUL COMPLETION OF THE PROJECT.
AS A RESULT OF THE SEABEES CAN DO ATTITUDE, THIS MARQUEE NAVSTA
FACILITY WILL PROVIDE OUTSTANDING CEREMONIAL AND EVENT SUPPORT TO THE
PACIFIC FLEET FOR MANY DECADES TO COME.
4. CONGRATULATIONS ON A SUCCESSFUL AND PRODUCTIVE DEPLOYMENT. THANK
YOU FOR THE DEDICATION AND HARD WORK.
5. CO SENDS.//
BT
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APPENDIX 2: COMMENDATORY CORRESPONDENCE
110
PRIORITY
P 241400Z SEP 01 PSN 940455E27
FM COMUSNAVCENT
TO NMCB ONE
INFO USCINCCENT MACDILL AFB FL//CCCC//
CINCPACFLT PEARL HARBOR HI//N44//
CINCPACFLT PEARL HARBOR HI//N44//
COM THIRD NCB PEARL HARBOR HI//00//
COM THIRD NCB PEARL HARBOR HI//00//
COMNAVFACENGCOM WASHINGTOM DC//00//
COMNAVFACENGCOMHQ ALEXANDRIA VA//00/12//
COM SECOND NCB LITTLE CREEK VA//00//
COM TWO TWO NCR LITTLE CREEK VA//00//
COM TWO ZERO NCR GULFPORT MS//00//
COM THREE ONE NCR PORT HUENEME CA//00//
COM THREE ONE NCR PORT HUENEME CA//00//
LANTNAVFACENGCOM NORFOLK VA//00//
LANTNAVFACENGCOM NORFOLK VA//00//
COMUSNAVCENT//N4/N44//
COMUSNAVCENT//N4/N44//
UNCLAS //N05720//
MSGID/GENADMIN/COMUSNAVCENT/SEP//
SUBJ/BRAVO ZULU//
RMKS/1. BRAVO ZULU TO NMCB ONE FOR YOUR DETACHMENT'S IMPRESSIVE
EXECUTION OF NAVAL CONSTRUCTION TASKS WHILE ASSIGNED TO NAVAL SUPPORT
ACTIVITY, BAHRAIN. I TAKE GREAT PLEASURE IN EXTENDING MY SINCEREST
APPRECIATION FOR THE CONTRIBUTIONS NMCB ONE HAS MADE IN THE
NAVCENT/FIFTHFLT AOR.
2. AFTER ARRIVING IN FEBRUARY 2001, NMCB ONE IMMEDIATLEY BEGAN TO
LIVE UP TO THEIR COMMAND'S REPUTATION AS THE "FIRST AND THE FINEST."
YOUR DETACHMENT'S SUSTAINED EXCELLENCE THROUGHOUT THE DURATION OF THE
DEPLOYMENT PROVED TO BE NOTHING SHORT OF REMARKABLE. NSA BAHRAIN
WILL
BENEFIT GREATLY FROM YOUR EFFORTS IN THE EXECUTION OF SUCH PROJECTS
AS
THE FLEET PARK, CONCESSON STAND, AND THE RESTROOM FACILITIES. THE
DEDICATED EFFORTS OF THE MEN AND WOMEN OF YOUR DETAIL RESULTED IN A
QUARTER MILLION DOLLAR COST AVOIDANCE TO NSA BAHRAIN WHILE PROVIDING
A HIGH QUALITY FACILITY TO BE ENJOYED BY ALL.
APPENDIX 2: COMMENDATORY CORRESPONDENCE
111
3. EXEMPLIFYING THE SEABEES' ABILITY TO SERVE GLOBALLY, YOUR
DETACHMENT SUCCESSFULLY RE-DEPLOYED TO EGYPT IN SUPPORT OF OPERATION
BRIGHT STAR 2001. THE ELEVEN-PERSON DEPLOYMENT FOR TRAINING (DFT)
TEAM, UNDER ARDUOUS CONDITIONS, SUCCESFULLY COMPLETED THE
CONSTRUCTION OF RESTROOMS AND SHOWER FACILITIES FOR UNITS
PARTICIPATING IN THE EXERCISE WELL AHEAD OF SCHEDULE. YOUR
DETACHMENT NOT ONLY DEMONSTRATED THE SEABEES' "CAN DO" SPIRIT, BUT
PROVIDED A SHINING EXAMPLE OF MISSION ACCOMPLISHMENT.
4. IT HAS BEEN AN HONOR AND A PLEASURE SERVING BESIDE THE
PROFESSIONALS OF NMCB ONE. AS YOU RETURN TO A WELL-DESERVED REUNION
WITH FAMILY AND FRIENDS, PLEASE TAKE WITH YOU OUR BEST WISHES AND
SINCERE THANKS FOR A JOB EXCEPTIONALLY WELL DONE. VADM MOORE
SENDS.//
BT
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112
ADMINISTRATIVE MESSAGE
PRIORITY
P 310133Z JUL 01 PSN 086033E20
FM CTG 712.0
TO NMCB ONE
INFO COM THIRD NCB PEARL HARBOR HI//JJJ//
COM THIRD NCB PEARL HARBOR HI//JJJ//
NMCB ONE//CO/S3//
COMDESRON ONE
COMDESRON ONE
UNCLAS //N01000//
MSGID/GENADMIN/CTG 712.0//
SUBJ/CARAT 2001 BRAVO ZULU//
RMKS/1. AS THE CARAT 2001 DEPLOYMENT COMES TO A CLOSE, I WOULD LIKE
TO EXPRESS MY SINCERE GRATITUDE AND HEARTY CONGRATULATIONS FOR THE
SUPERB PERFORMANCE OF THE NCB PERSONNEL WHO PARTICIPATED DURING THE
CARAT 2001 EXERCISE. THE PROFESSIONALISM AND TECHNICAL COMPETENCY OF
ASSIGNED PERSONNEL WAS TRULY IMPRESSIVE. DURING THE INDONESIA,
PHILIPPINE AND THAILAND PHASES, ALL NCB ENGINEERING CIVIL ACTION
PROJECTS (ENCAP) WERE COMPLETED ON OR AHEAD OF SCHEDULE. THE NCB'S
STRONG PERFORMANCE FULLY SUPPORTED AND DIRECTLY CONTRIBUTED TO THE
UNIFIED COMMANDER'S THEATRE ENGAGEMENT POLICY (TEP) WHICH INCLUDED,
AMONG OTHER THINGS, THE PROMOTION OF MUTUAL UNDERSTANDING,
ENHANCEMENT OF INTEROPERABILITY, AND COOPERATIVE ENGAGEMENT DURING
BILATERAL EXERCISES WITH PARTICIPATING SOUTHEAST ASIAN COUNTRIES.
2. THE PERFORMANCE OF EVERY SINGLE SEABEE AND THEIR PROFESSIONAL AND
PERSONAL INTERACTIONS WITH OUR SOUTHEAST ASIAN COUNTERPARTS WAS
PARTICULARLY NOTEWORTHY. THERE WERE NO LIBERTY INCIDENTS AND,
COLLECTIVELY, ASSIGNED NCB PERSONNEL SERVED AS EXEMPLARY AMBASSADORS
FOR THE UNITED STATES WHICH, OF COURSE, SUPPORTED ONE OF THE MAJOR
ENGAGEMENT OBJECTIVES DURING EACH OF THE CARAT PHASES.
3. AGAIN, CONGRATULATIONS ON A JOB WELL DONE. THANK YOU FOR YOUR
CONTRIBUTIONS TO THE SUCCESS OF CARAT 2001. I WISH YOU FAIR WINDS
AND FOLLOWING SEAS AND GODSPEED IN ALL OF YOUR FUTURE PROFESSIONAL
AND PERSONAL ENDEAVORS. IT WAS AN HONOR AND PRIVILEGE TO WORK WITH
YOU DURING THE CARAT 2001 EXERCISE. GOOD LUCK AND BE SAFE.
WARM REGARDS, COMMODORE ERICKSON.//
BT
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