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…….……………………..……………………………….……


OIC Discretionary Projects……………………………………………….

Project Summaries………………………………………………………..

34

35

35

36

Detail Hawaii…….……………………..……………………………….…...


OIC Discretionary Projects………………………………………………

Camp Maintenance……………………………………………………….

Project Summaries………………………………………………………..

41

42

42

43

44

Detail Lemoore. ….……..….………………………………………………..




53

54

54

55

Detail San Diego…….……………………………………………………….




58

59

60

61

Detail Southwest Asia .………………………………………………………



Camp Maintenance ……………………………………………………...


65

66

67

67

68

CAT Team Palau…………………………………………………………….


OIC Discretionary Projects ……………………………………………...

Camp Maintenance. ……………………………………………………..


Medical Civic Action Project…………………………………………….

Community Relations Project…………………………………………….

71

72

73

74

75

83

84

DFT Tandem Thrust ‘01………………………………………………….…

DFT Kwajlein…………………………………………………………….…

DFT CARAT ’01 …………………………………………………………..

DFT Kenya ……………………………………………………………...

DFT San Nicholas……………………………………………………….….

DFT Cobra Gold ‘01………………………………………………….…….

85

86

87

88

89

90

V Supply/Logistics………………….…………………………………………. 91

VI Equipment…………………………………………………………………… 93

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APPENDIX

1 Lessons Learned…………………………………………………………………. 95

2 Commendatory Correspondence…………………………………………………. 101

4

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:


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.


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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:


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.


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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

11

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

12

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

13

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.

14

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

15

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.

16

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




Cumulative: 404





Material Cost: N/A


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.

17

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


Duration: February 2001 – September 2001


Cumulative: 843





Material Cost: $188,804


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


Duration: May 01 – June 01


Cumulative: 99







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


Duration: July 01 – August 01


Cumulative: 182







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




Cumulative: 127







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


Duration: June 01 – August 01


Cumulative: 86





Material Cost: N/A


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



Mandays Expended: NMCB THREE: 712

NMCB ONE: 2476

Cumulative: 3188







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




Cumulative: 1134







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


NMCB ONE: 274

Cumulative: 371







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


Duration: March 2001 – September 2001


NMCB ONE: 1866

Cumulative: 2044







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


Duration: February 01 – May 01


NMCB ONE: 213

Cumulative: 552







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




Cumulative: 135







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




Cumulative: 379







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)


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


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



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




NMCB ONE: 926

Cumulative: 2116




Total Project MD: 13,200



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




Cumulative: 1718

Tasking: WIP at Turnover: 0%

WIP at Completion: 68%





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


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%




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


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


Duration: April 2001 – July 2001


Cumulative: 325







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


Duration: April 2001 – August 2001


Cumulative: 530







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










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


Duration: December 2000 – May 2001


NMCB ONE: 279

Cumulative: 710







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


Duration: October 2000 – April 2001


NMCB ONE: 250

Cumulative: 1030







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.



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%




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

.


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%



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


Duration: July 2000- August 2001

Mandays Expended NMCB THREE: 731

NMCB ONE: 1130

Cumulative to Date: 1861

Tasking WIP at turnover: 47%


MD Tasked to NMCB 800




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


Duration: August 2000- May 2001


NMCB ONE: 408

Cumulative to Date: 750



MD Tasked to NMCB 330

Total project MD: 610



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


Duration: March 2001 – July 2001


NMCB ONE: 636

Cumulative: 636







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


Duration: March 2001 – August 2001


Cumulative: 340







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


Duration: March 2001 – July 2001


NMCB ONE: 199

Cumulative: 199



MD Tasked to NMCB : 200




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


Duration: June 2001 – September 2001


Cumulative: 200







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



Cumulative: 221







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




Cumulative: 163







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




NMCB ONE: 107

Cumulative: 107







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.



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%



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


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


Duration: February 2001 – July 2001


Cumulative: 534







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


Duration: Feburary 2001 – September 2001


Cumulative: 833







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




Cumulative: 728







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.



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%





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


The initial removal of asphalt and the final placement of concrete over the electrical conduit for the NEX gatehouse.


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




Cumulative: 1126







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


Duration: July 2000 – September 2001


NMCB ONE: 1075

Cumulative: 1725







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




Cumulative: 637







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




Cumulative: 461







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.



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%





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


CAMP MAINTENANCE

1. PROJECT LISTING:


TASKED MANDAYS: 50



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


Duration: May 2001 – November 2001


Cumulative: 180





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




NMCB ONE: 596

Cumulative: 756







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




Cumulative: 337







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.



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)


Efficiency Factor = (Actual Direct Labor MDs)/MD Capability (Max)


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



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



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



NMCB ONE: 134

Cumulative: 282







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





NMCB ONE: 531

Cumulative: 531







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





NMCB ONE: 204

Cumulative: 204







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





NMCB ONE: 45

Cumulative: 45





Material Cost: $220


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





NMCB ONE: 38

Cumulative: 38







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





NMCB ONE: 35

Cumulative: 35







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



Duration: August 2001


Cumulative: 24





Material Cost: $233


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.


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.


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.


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.


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


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


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.


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


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.


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


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//


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//


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


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.//

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103


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//





COM THIRD NCB PEARL HARBOR HI//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.//

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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


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

#4958

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107

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


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//


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


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//


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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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//



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//



LANTNAVFACENGCOM NORFOLK VA//00//

LANTNAVFACENGCOM NORFOLK VA//00//



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.


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


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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deployment completion report - united states navy...7 medical 1. general: during the 2001 guam...

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