NAVAL CONSTRUCTION FORCE MANUAL

NAVFAC P-315

FEBRUARY 1985

DEPARTMENT OF THE NAVY NAVAL FACILITIES ENGINEERING COMMAND WASHINGTON, D. C. 20390

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DIStributlOn

SNDL: (one copy each unless otherwise indicated)

A3 OPNAV (Codes 37.34 only), A4A NAVMAT (Code 044 only). A5 Bureaus (BUMED one copy, BUPERS three copies). A6 CMC (5 copies). 83 Service Schools (two copies each).

21A Fleet CINC. 24F LOGCOM. 24J FMF. 26C Beach Group. 26W CHAPGRU. 27G SUPPFORANTARCTICA. 398 CBLANTlPAC (16 copies each), 39C NCR (20th NCR 15 copres. 30th NCR 6 copies, 31 st NCR 15 copies), 39D NMCB (20 copies each), 39F PHiBCB (15 copies each). 39G UCT (2 copies each). 39H EQPT OFF, 391 CBMU (3 copies). 51A SACLANT.

:,

CAF 6 NAFDET. Souda Bay. FA6 NAS LANT (Bermuda. Brunswick. Cecil Field. Key West. Norfolk. Oceana only). FA7 3 NAVSTALANT (Charleston, Guantanamo Bay. Keflavik. Roosevelt Roads only). FA23 NAVFAC LANT (Antigua. Argentra.

, Barbados. Bermuda, Brawdy. Cape Hatteras. Eleuthera. Lewes. Grand Turk only), FA25 PWC LANT. FA 32 CBU LANT (2 copies each, FB6NAF PAC (Atsugi only). FB7 NAS PAC (Barbers Point. Fallon. Agana. Whidby Is.. Miramar. North Is.. Cubi Pt.. only). FBlO NAVSTA PAC (Adak. Midway. Pearl Harbor only). FB13 SUBBASE (Pearl Harbor only). FB26 SUPPACT Tarpei. FB31 MAG (Subic Bay. Guam only). FB34 FLT ACT (Okinawa only). FB36 NAVFAC PAC (Point Sur. Coos Head. Centerville Beach. Guam. Midway. Pacific Beach. San Nrcolas Is. only). FB41 CBU PAC (2 copies each). FC4 NAFEUR (Srgonella only). FC5 SUPPACT Naples. FC7 NAVSTA Rota. FE1 SECGRU. FE4 SEC GRUACT (Edzell only) FF19 SUPPACT CNO (Brooklyn. Philadelphra only). FF30 NAVMMAC. FF38 USNA (3 copres). FF49 CBU CNO (2 copies) FGl TELCOM. FG2 COMMSTA (Adak. Diego Garcra. Harold E. Holt. Londonderry. Greece, Puerto RICO. Morocco. Japan only). FG3 COMMUNIT (Thurso only). FJ86 CRUITEXHIBCEN.

FKAl SYSCOMHO (NAVFACENGCOM 5 copres. others one copy each). FKNl EFD. FKN2 CBC (Pt. Hueneme 37 copres including 30 cooies for Code 15. 5 coptes for NCEL. Gulfport 10 copies. Davisville 5 copies). FKNB OICC. FKN5 PWC (Yokosuka 2 copres. others one copy each). FKN7 NNPU. FKN8 SUPP UNIT State Dept (2 copies), FKNlO SUPPFAC (2 1 copies). FKPlB WPNSTA fYorktown only). - i

FRl CNAVRES (2 copies). FR3 NAS (Dallas. Glenview. New Orleans. South Weymouth. Willow Groveonly). FR9 REDCOM. FRlO RESCEN (Santa Barbara only). FSl INTCOM. FTl CNET. FT5 CNTT. FT6 NAS (Chase Field, Kingsville. Mendran. Whiting only). FT18 CBU CNET (2 copres each). FT20 NCTC (10 copies each). FT31 NTC. FT37 CECOS (600 copres). FT55 SCSCOL. FT73 PGSCOL (2 copies). FT75 WARCOL (2 copies). FT’78 EDTRAPRODEVCEN. V5 MCAS (Futenma. lwakuni only). V12 MCDEC Quantlco.

Distribution of 400 copies to Reserve Naval Construction Force Unrts and Reserve Facilities Engineering Program Units tobe made by COMRNCF.

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c The ‘Naval Construction Force Manual.” NAVFAC P-315, provides technical guidance from the Chief of Civil Engineers regarding the organization and operation of the Naval Construction Force (NCF). Accordingly, the manual discusses the detailed operations of the individual Seabee unit, its interrelationships within the NCF and the relationship of the NCF to the organization it supports.

The manual has been divided into two distinct parts to facilitate usage. The first part gives an overview of the NCF, including the Reserve NCF, and then is devoted, almost in its entirety. to the organizational structure and functional roles of key members of the Naval Mobile Construction Battalion (NMCB). The second part describes the mission. organizational structure, and concepts of operation for NCF units other than the NMCB, and describes the commands involved with NCF support. The Appendices give timely, detailed information in support of the text. The entire manual. additionally, constitutes a single information source for use by students at the Naval School. Civil Engineer Corps Officers (CECOS). at Port Hueneme. California.

Deployment planning. training planning and execution. and manpower management evaluation are among unit programs or procedures requiring graphic display by chart. schedule or report. Where format is required for these reports submitted to higher authority. the reports are included herein for illustrative purposes. Suggested formats for intra-battalion reports are also presented. but may be tailored to meet the informational needs of the individual command. Reports or records contarnrng personal information are subject to the safeguard procedures of the Privacy Act.

This manual cancels and supersedes the “Naval Construction Force Manual.” NAVFAC P-315 of February 1978. and all changes thereto. Revisions will be systematically issued. Recommended revisions should be addressed to the Commander, Naval Facilities Engineering Command. attention Code 063.

!iihr REAR ADMfRAL. CEC, U.S. NAVY Commander. Naval Facilities Engineering Command and Chief of Civil Engineers

CONTENTS

CHAPTER 1. NAVAL CONSTRUCTION FORCE MISSION AND ORGANIZATION

1. Introduction.. ........................................................................................................................................ l-1 2. Mission .................................................................................................................... l.. ......................... 1-l 3. Units of the Naval Construction Force ................................................................................................... l-2 4. Organizations Supporting the NCF ....................................................................................................... l-4 5. Command Relationships ...................................................................................................................... l-5

CHAPTER 2. THE RESERVE NAVAL CONSTRUCTION FORCE

1. Mission ................................................................................................................................................ 2-1 2. Naval Reserve Terminology and Definitions ......................................................................................... 2-l 3. Organization of the Reserve Naval Construction Force (RNCF) ............................................................ 2-2 4. Training.. ............................................................................................................................................. 2-3 5. Equipment and Outfitting.. .................................................................................................................... 2-3 6. Inspection Program. ............................................................................................................................. 2-3 7. Command and Support Responsibilities.. ............................................................................................. 2-6

CHAPTER 3. ORGANIZATION AND COMMAND OF THE NAVAL MOBILE CONSTRUCTION BATTALION

1. Mission ................................................................................................................................................ 3-l 2. Organization in Support of the Mission .................................................................................................. 3-l 3. Elements of the NMCB Organization.. ................................................................................................... 3-l 4. Responsibrlities.. .................................................................................................................................. 3-3

CHAPTER 4. BAlTALlON ADMINISTRATION

1. Administrative and Personnel Officer (S-l ) ..,............,............,,.................,...,...............,...,...,...........,... 4-l

CHAPTER 5. BATTALION TRAINING

1. The Plans 7raining)lntelligence Officer (S-2) ........................................................................................ 5-l 2. Plans .................................................................................................................................................... 5-2 3. Training ................................................................................................................................................ - 4. General Onentation .............................................................................................................................. 5. Technical Training. ............................................................................................................................... 6. Military Training. ................................................................................................................................... ii! 7. General Training .................................................................................................................................. 56 8. Battalion Training Program ................................................................................................................... 5-6

CHAPTER 6. BATTALION OPERATIONS

1. Introduction .......................................................................................................................................... 6-l 2. The Commanding Officer ..................................................................................................................... 6-l 3. The Operations Officer (S-3) ................................................................................................................. 6-1 4. Organizing for Construction.. ................................................................................................................ 6-l 5. The Role of the Operations Officer in Homeport .................................................................................... 6-3 6. The Role of the Operations Officer While Deployed ............................................................................... 6-14 7. The Operations Department ................................................................................................................. 6-18

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CHAPTER 7. BATTALION LOGISTICS

1. introduction.. ........................................................................................................................................ 7-1 2. The Supply Officer.. .............................................................................................................................. 7-1 3. The Assistant Supply Officer.. ............................................................................................................... 7-1 4. General Supply .................................................................................................................................... 7-1 5. Ships Service ...................................................................................................................................... 7-3 6. Enlisted Dining Facility ......................................................................................................................... 7-3 7. Disbursing.. .......................................................................................................................................... 7-3 8. Material ................................................................................................................................................ 7-3

1. Introduction .......................................................................................................................................... 8-1 2. Organization in Support of the Mission.. ............................................................................................... 8-1 3. Elements of the Company Organization ................................................................................................ 8-1 4. The Headquarters Company.. .............................................................................................................. 8-5 5. Elements of the Headquarters Company .............................................................................................. 8-5 6. The NMCB Equipment Company (ALFA Company). ............................................................................. 8-7 7. Elements of ALFA Company.. ............................................................................................................... 8-7 0. NMCB Ships and Utilitres Company (BRAVO Company). ...................................................................... 8-10 9. Elements of BRAVO Company.. ........................................................................................................... 8-10

10. The NMCB General Constructton Companies (CHARLIE and DELTA Companies). .............................. 8-12 11. Elementsof the CHARLIE and DELTACompanIes ............................................................................... 8-12

1. 2.

1. Mission ................................................................................................................................................ 10-l 2. Organrtatron tn Support of the MIsston .................................................................................................. 10-l 3. Method of Operatton ............................................................................................................................. 10-l 4. Command and Control ......................................................................................................................... 10-2 5. Key Players.. ....................................................................................................................................... 1 O-2

1. Introduction.. ........................................................................................................................................ 1 l-1 2. Naval Beach Group.. ............................................................................................................................ 11-l 3. PHIBCB Mission .................................................................................................................................. 11-l 4. Chain of Command. .............................................................................................................................. 1 l-4 5. PHIBCB Organization .......................................................................................................................... 11-4 6. PHIBCB Operations .................................................................................................... . ........................ 1 l-5

1. Mission and Functions .......................................................................................................................... 12-1 2. Concept of Operations.. ........................................................................................................................ 12-l 3. NMCB-CBMU Comparison .................................................................................................................. 12-2 4. Command Organization ....................................................................................................................... 12-2 5. Mobilization. ......................................................................................................................................... 12-2

CHAPTER 8. THE COMPANY ORGANIZATION

CHAPTER 9. CAMP ADMINISTRATION

Camp Establrshment.. .......................................................................................................................... 9-1 The Battalron Watch ............................................................................................................................. 9-4

CHAPTER 10. THE NAVAL MOBILE CONSTRUCTION BATTALION IN DEFENSIVE OPERATIONS

CHAPTER 11. THE AMPHIBIOUS CONSTRUCTION BAlTALlON (PHIBCB)

CHAPTER 12. THE CONSTRUCTION BAlTALlON MAINTENANCE UNIT (CBMU)

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1. Establishment.. .................................................................................................................................... 13-l 2. Mission ................................................................................................................................................ 13-1 3. Organization ........................................................................................................................................ 13-1 4. Table of Allowance ............................................................................................................................... 13-2 5. Concept of Operations.. ........................................................................................................................ 13-2

CHAPTER 14. THE UNDERWATER CONSTRUCTION TEAM

1. Establishment.. .................................................................................................................................... 14-l 2. Mission and Organization ..................................................................................................................... 14-1 3. Organization and Manpower ................................................................................................................ 14-1 4. Concept of Operations.. ........................................................................................................................ 14-l 5. Outfitting .............................................................................................................................................. 14-1 6. Training ................................................................................................................................................ 14-1

CHAPTER 15. THE SEABEE TEAM

1. Mission ................................................................................................................................................ 15-l 2. Development of the Seabee Team Concept.. ........................................................................................ 15-l 3. Personnel ............................................................................................................................................ 15-l 4. Predeployment Training.. ..................................................................................................................... 15-2 5. Logistics and Fundtng.. ......................................................................................................................... 15-2 6. Medical Services.. ................................................................................................................................ 15-3 7. Operations in Vietnam .......................................................................................................................... 15-3 8. Operations in Thailand ......................................................................................................................... 15-4 9. Operations in Micronesia.. .................................................................................................................... 15-4

10. Future Employment.. ............................................................................................................................ 15-5

CHAPTER 16. THE NAVAL FACILITIES ENGINEERING COMMAND

1. Naval Material Command.. ................................................................................................................... 16-l 2. Mission and Objeclives of NAVFAC ...................................................................................................... 16-l 3. NAVFAC Programs.. ............................................................................................................................ 16-l 4. NAVFACCHCIVENGS Organization for NCF Support ......................................................................... 16-3 5. NAVFAC Material Suppon to the NCF.. ................................................................................................. 16-3

CHAPTER 17. THE CONSTRUCTION BATTALION CENTERS

1. Overview .............................................................................................................................................. 17-1 2. Brief History ......................................................................................................................................... 17-l 3. Chain of Command and Organization of CBCs ...................................................................................... 17-2 4. CBC Facilities ...................................................................................................................................... 17-2 5. CBC Mission (Port Hueneme/Gulfport) ................................................................................................. 17-2 6. Tasks and Functions (Port Hueneme’Gulfport) ..................................................................................... 17-5 7. Construction Equipment Department (CED) and Supply Support .......................................................... 17-6 8. Civil Engineer Supporl Office (CESO). .................................................................................................. 17-6

CHAPTER 18. NAVAL CONSTRUCTION FORCE BUPPORT UNIT (NCFSU)

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Mission ................................................................................................................................................ 18-l NCFSIJ Internal Functions.. .................................................................................................................. 18-l

Bibliography .................................. Bibliography 1 Glossary ........................................... Glossary 1

CHAPTER 13. THE CONSTRUCTlON BATTALION UNIT (CBU)

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A. B. C. D. E. F. G. H. I.

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Seabee History .................................................................................................................................... A-l Seabee Command ............................................................................................................................... B-l Pertinent Articles of Navy Regulations .................................................................................................. C-l Seabee Personnel Management.. ........................................................................................................ D-l The Advance Base Functional Components System.. ........................................................................... E-l Standard Format for Operations Order.. ................................................................................................ F-l Naval Construction Force Tables of Allowance ..................................................................................... G-l Fundmg ................................................................................................................................................ H-l The Junior Officer.. ............................................................................................................................... I-1 Standard NATO Agreement ................................................................................................................. J-l Index.. .............................................................................................................................................. Index 1

FIGURES

Figure Title Page No.

l-l NCF Organization (Wartime) ................................................................................................................ l-6 1-2 NCF Organization (Peacetime) ............................................................................................................ l-7 2-1 Reserve NCF Organization .................................................................................................................. 2-4 2-2 Reserve Naval Conslruction Brigade Organization.. ............................................................................. 2-5 3-l Organizational Structure and Personnel Staffing of the NMCB .............................................................. 3-2 3-2 Structure of the Executive Staff.. ........................................................................................................... 3-4 4-l The Battalion S-l Organization.. ........................................................................................................... 4-l 4-2 NAVPERS 1070 75. Personnel Diary.. ................................................................................................. 4-4 5-l The Battalion S-2 Organization ............................................................................................................. 5-l 5-2 SampleTraining Questionnaire ............................................................................................................ 5-9 5-3 Homeporl Operations Training Schedule ............................................................................................. 5-l 0 5-4 Training Schedule ................................................................................................................................ 5-11 5-5 Training Schedule (Individual Basis). .................................................................................................... 5-12 5-6 Weekly Training Evaluation Feeder Report.. ......................................................................................... 5-13 5-7 FinalTraining Evaluatfon Reporl.. ......................................................................................................... 5-14 5-8 Company Training Feeder Report ........................................................................................................ 5-l 5 5-9 NMCB Consolidated Training Management Report .............................................................................. 5.16 5-10 Instructions for Preparing the Training Management Report .................................................................. 5.17 6-l ‘PrimeSubZonstruction Organization. ................................................................................................ 6-2 6-2 ‘Matrix” Construction Organization. ...................................................................................................... 6-2 6-3 Self-Sufficient Unit Construction Organization ...................................................................................... 6-3 6-4 Typical Homeporl Schedule ................................................................................................................. 6-5 6-5 Homeporl Functional Relationships of the Construction Organization ................................................... 6-5 6-6 Labor Avilability .................................................................................................................................... 6-8 6-7 Personnel Allowance for the NMCB (Peacetime) .................................................................................. 6-10 6-8 Labor Distribution ................................................................................................................................. 6-11 6-9 Personnel Allowance for the NMCB (Wartime) ...................................................................................... 6-12 6-10 NMCB Deployed Schedule (Typical Peacetime). .................................................................................. 6-15 6-l 1 Standard Operations Department Organization.. .................................................................................. 6-19 6-12 Alternate Operations Department Organization. ................................................................................... 6-19 7-l The Battalion Supply Organization ....................................................................................................... 7-2 8-1 Military Structure of the Company Organization .................................................................................... 8-2 8-2 Headquarters Company Organization .................................................................................................. 8-5 8-3 ALFA Company Organization ............................................................................................................... 8.6 8-4 Preventative Maintenance Interval Schedule ........................................................................................ 8-9 8-5 BRAVO Company Organization ........................................................................................................... 8-10 8-6 Typical CHARLIE and DELTA Company Organization .......................................................................... 8-13 8-7 Functional Structure of the Construction Company ............................................................................... 8-14 9-l Advance Base Drawing of a Seabee Camp ........................................................................................... g-2 9-2 Typical Manpower Requirements for Camp Operations.. ...................................................................... 9-3 9-3 Battalion Watch Structure ..................................................................................................................... g-6

10-l Military Organization ............................................................................................................................ IO-2

. . . VIII

IO-2 II-I II-2 II-3 11-4 II-5 11-6 11-7 11-6 12-l 13-l 13-2 14-l 15-I 16-l 17-I 17-2 17-3 18-1 D-l D-2 D-3 D-4 D-5 D-6 D-7 E-l E-2 F-l G-l

Battalion Battle Area ............................................................................................................................. 1 o-3 Typical Invasion Task Force ................................................................................................................. 11.2 Amphibious Forces Chain of Command.. .............................................................................................. 11.3

PHIBCB Organization .......................................................................................................................... II-6 PHIBCB Beach Organization ................................................................................................................ I 1.7 PHIBCB Peacetime Allowances ........................................................................................................... I 1.6 PHIBCB Wartime Allowances ... ........................................................................................................... 11-B

* Stand-Off LSTtoCausewayMoorSystem.. .......................................................................................... 11.16 Abutment LSTlo Causeway Moor System ............................................................................................ I I .I 0

CBMU Organization and Personnel Allowance ..................................................................................... 12.3 Typical CBU Personnel Allowance ....................................................................................................... 13-l CBU Chain of Command ...................................................................................................................... 13.3 UCTOrganization and Personnel Allowance ........................................................................................ 14.2 Cross-Rate Training Requirements for Seabee Team Members ........................................................... 15.2 NAVFAC Organization ......................................................................................................................... 16.4 NCBC, Davisville Organization.. ........................................................................................................... 17-l NCBC. Port Hueneme Organization ..................................................................................................... 17.3 NCBC. Gulfport Organization ............................................................................................................... 17.4 NCFSU Organization ........................................................................................................................... 18.2 Enlisted Occupational Field Classification System.. .............................................................................. D-2 Occupational Field 13 Rating ldentifrcarton ........................................................................................... D-3 Occupatronal Field 13 Career Advancement Patterns.. ......................................................................... D-4 PRCP Skill Update Record ................................................................................................................... D-l I

PRCP Skill Strength Report.. ................................................................................................................ D-I I NEC Strength and Allowance Report .................................................................................................... D-l 2 NEC Attainment Report.. ...................................................................................................................... D-l 5 Evolution of an Advance Base Functional Component ......................................................................... E-2 NCF Unit Personnel and CESE Cornpositron ........................................................................................ E-4 Standard Operations Order Formal ...................................................................................................... F-2 Table of Allowance Contents ................................................................................................................ G-2

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CHAPTER 1 NAVAL CONSTRUCTION FORCE MISSION AND ORGANIZATION

1. INTRODUCTION. Naval Construction Force (NCF) is a generic term applied to that group of deployable naval organita0onal components which have the common characteristics of possessing the capability to conslruc1, maintain, and/or operate shore, inshore, and:or deep ocean facilities in suppon of the U.S. Navy and U.S. Marine Corps and. when directed, other agencies of the United States Government. Most NCF units are in the Fleet administration chain of command. but a few are under the command of shore activities. Operational control of deployed NCF units may be exercised by commands other than those which have administrative control such as unified commanders or their component commanders. Dlrecf support of NCF units is provided by the Naval Facilities Englneering Command (NAVFAC) through its Construction Bat!allon Centers. and other principal suppon organizations.

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2. MISSION. Current concepts of Navy and Marine Corps operation place heavy demands on the mobility of combat organita~ions and on the response capability of the logistic pipeline supporting them. These demands create the requirement for rapid. mobile engineer suppon 10 assure responsive and effective means of establishing and maintaining the flow of men and material to forward areas. Bridging the sea-land interface remains one of the critical steps in establishing the logistic flow to forward combat units. Sustained logistics operations 10 supporl a substantial combat force requires the establishment of terminal facilities as early as possible. Hence. an effective engineer force, maintained in a high state of readiness is required 10 construct or install. operate. and maintain these logistic terminals. In addition. there is a continuing engineering requirement for tactical construction support of combat forces engaged in a forward area.

Facilities resources, besides those utilized for peacetime operations. will be required in a contingency operation to support such missions as antisubmarine warfare, mine warfare, electronic surveillance, search and rescue operations, and logistics support in forward areas. These needed facilities must be provided by an overseas base construction effort.

Hence, a critical requirement exists for a responsive. mobile, modem, versatile engineer force to accomplish diverse tasks ranging from timber bunker cons!ruc!ion in a forward ground combat environment to construdion an&or

f+- operation of an advanced industrial facility in support of Naval Operating Forces and the logistics pipeline. This is !he mission of the Naval Construction Force.

In carrying out this mission, the NCF performs the followmg specific tasks:

(1) Provide responsive military construction suppon to Naval, Fleet Marine, and other Military Forces, including operational, logistics, underwater, and ship-to-shore facilities construction, maintenance, and operation:

(2) Provide military and amphibious assault construction supporl to Naval, Marine, and other forces in military operations: subsequent combat service suppon ashore and defense against overt or clandestine enemy attacks directed toward personnel. camps and facilities under construcGon.

(3) Provide disaster control effort. including furnishing of assistance 10 civilian agencies. under conditions of emergency. disaster or catastrophe caused by enemy action or natural causes: and

(4) Provides forces for civic action employment which complements the military. social. and psychological programs of naval and other government agency missions

Navy Base Construction. The construction of Navy bases may be considered as falling into two areas: those within the country of conflict and those off the shores of the country in which combat is underway.

In-country supporl bases include logistic terminal facilittes: coastal, inshore, and riverine warfare operating bases: communication facilities; ashore fleet air units: and other fleet support facilities in the immediate conflict area. Terminal lacilities will be required whether a conflict occurs in an underdeveloped area or in a highly industrialrzed nation. In the case of an underdeveloped area. no adequate facilities would exist, and in the case of an industrialized nation, such facilities would be immediate and prime targets of enemy forces. They probably would be heavily damaged or destroyed, and thus would require considerable construction force efforts to replace or repair.

Naval Air units ashore, such as search and rescue. antisubmarine warfare, carrier onboard delivery. electronic countermeasures, coastal and riverine patrol. communication. and even tactical squadrons under some circumstances, have significant construction implications. Coastal and riverine patrol ships and service craf! require labor and waterfront suppon resources: communicafions and other electronic service units have special technical needs; and air operations involve housing, ships. and operational facilities in addition to access to airfields.

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Naval offshore bases are required to support such disaster recovery measures in the event of natural disaster missions as antisubmarine warfare. mine warfare. or hostile military action. Disaster control IS the total actton reconaissance, communications, underway taken (other than military action) to Prevent. reduce. or replenishment. and logistic support to forward deployed repair damage from natural disasters or enemy military Naval and Marine Forces. Significant antisubmarine action without employing weapons or initiating offensive warfare effort could be required to protect military or civil action against the enemy. Certain measures of protection convoys en route to conflict areas and to defend Naval or recovery are directly associated with an enemy atlack Operating Forces. Significant mine warlare efforl could be while others are related to acts of natural disaster. required to reqtrict enemy movement and to destroy enemy However, some measures, such as emergency combat and support forces. These missions could require communications, shelters, and advance stockpiling of expansion andfor new construction of offshore bases to critical materials. are directly related to both enemy action prosecute the war effectively in fomrard areas. and natural disaster.

Marine Corps Support. The major combat organization supported is the Marine Amphibious Force (MAF). consisting of a Marine division. a Marine Aircraft Wing. and Service Support Group. After the landing beach is cleared, the first priority is the support of Marine tactical aircrafl ashore. Current Marine Corps tactical air concepts require one Short Airfield forfactical Support (SATS) in the assaull echelon and two SATS in the assault follow-on echelon for each MAF. Subsequent NCF effort is directed toward the construction and maintenance of roads and bridges. helicopter landing pads. and helicopter support facilities. the upgrading and replacement of assault fuel systems and construction of ammunition supply points. water facilities. cantonments. defensive structures. logistic airstrips. and other tactical support facilities.

Each NCF unit is responsible for disaster control measures to protect its own personnel, equipment, campsites and job sites. and may be assigned responsibility for participation in the defense of other activities. In addition. the standard organization of an NCF unit makes it an effective Disaster Control and Recovery Unit. ready lo give direct assistance to any military or civilian installation or community during an emergency. By nature of their missions. equipment. and personnel complements, NCF units inherently have most of the capabilities of a Disaster Control and Recovery Unit. NMCB personnel receive training for operations In a chemical. biological or radiological (CBR) environment

Civic Action. Civic action projects in support of the local populace may be undertaken by units of the NCF as a subsidiary part of their normal operations.

Amphibious Assault Support. The construction suppon of amphibious assault includes the assembly. maintenance. and operation of various ship-to-shore equipment for transfernng men, equipment. and supplies to and over the beach. Pontoon units or other components are assembled for causeway operations. llghlerage and transfer barge operations. and warping tug operations. The support provided includes beach salvage. installation of buoyant and bottom-laid ship-to-shore bulk fuel systems. and limited construction on the beach. The ConstructIon ashore includes the preparation of beach exits. road grading, camp site improvement. Chemical. Biological and Radiological (CBR) recovery operations. and temporary repairs to piers and other harbor or waterfront lacilitles.

Base Maintenance. The tasks of the NCF include the operallon and maintenance of public works and public utilities a1 established bases. Once the bases have been substantially constructed. the NCF provides maintenance and repair of structures. minor construction for alterations and improvements, and maintenance and upgrading of lines of communication. Also included are the operation and maintenance of water purification and distribution systems, power generation and distribution systems, and if the standards of construction so dictate. sewage collection and treatment systems. In addition to maintaining and repairing their own construction, transportation, and materials handling equipment, units of the NCF may also operate and maintain transportation systems and equtpment for customer organizations

Disaster Preparsdness. Naval Construction Force units maintain the capability to provide disaster control and

3. UNITS OF THE NAVAL CONSTRUCTION FORCE. Naval Construction Force units are commanded by offtcers of the Civil Engineer Corps and manned in large pan by enlisted personnel whose ratings constitute the construction (Occupational Field 13) ratings. Units of the NCF may be active units or they may be units of the Naval Reserve as described in Chapter 2. Other units are not maintained in an active or reserve status but are planned for establishment when required in a conttngency. Such units exist on paper in the form 01 detailed. up-lo-date listings of the men. equipment. and supplies needed lo activate the units. The planned units are Advance Base Functional Components (ABFC’s). which are groupings 01 men and materiel. designed to perform a specific function. (See Appendix E). Some units of the NCF acllve. reserve. or planned are established primarily to exercise command

_ and control of the construction units: others provide support to the construction units. Current types of NCF units and their functions are described briefly in the following paragraphs. Subsequent chapters of this manual contain detailed analyses of major units.

Commander, Naval Construction Battalions. The Commander. Naval ConstructIon Battalions. U.S. Pacific Fleet (COMCBPAC), and Commander. Naval Construction Battalions, U.S. Atlantic Fleet (COMCBLANT), exercise operational and administrative control of assigned Naval Construction Force components These commanders and their staffs provide directive policy guidance in such areas as leadership and discipline; administration; contingency planning and readiness: military and technical training; unit employment.

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deployment, and scheduling; operational effectiveness; development of operational doctrine and tasking tactics and procedures; equipment management; and logistics support. During wartime operations COMCBPAC and COMCBIANT function as type commanders.

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Naval Construction Brigade. A Naval Construction Brigade (NCB) exercises administrative and operational control of two or more Naval Construction Regiments operating in a specific geographic area. or in support of a specific military operation. The Brigade consists of the Command, the Brigade Staff, and Regiments assigned. The NCB provides initial review of plans, programs, and construction capabilities: assigns priorities and deadlines: and directs distribution of units or materials, and equipment. A brigade organization is not normally maintained in the active force in peacetime because requirements of one geographical area are not large enough to warrant a brigade structure. However, a brigade organization is maintained in the Reserve NCF.

oerforms inventors manaqement of construction materials includrng requisitioning. expediting, receipt. control. issue, delivery, and other supply support functions; maintatns inventory control, operates, and performs maintenance and repair of NCF auxiliary construction and transponation equipment; performs specialized repair and overhaul of equipment components (such as transmissions. electric motors, and fuel injectors) when conditrons warrant a centralized operation; provides the operatron and maintenance capability for plants (such as rock crushers and asphalt and concrete batch plants). large paving machines, longhaul transportation. and like equipment. NCFSU equipment is maintained both in the active force and in the Reserve (PWRMS). In peacetime operations active units are not outfitted with personnel.

Naval Moblle Construction Battalion. A Naval Mobile Construction Battalion (NMCB) provides responsive military construction support to Naval, Marine Corps and other forces in military operations, constructs base facilities. and conducts defensive operations as requtred

operating in support of a specific military operation. A

Naval Construction Regiment. A Naval Construction

Regiment normally consists of the Commander. the

Regiment (NCR) exercises administrative and operational

Regrmental Staff. and Battalions assigned.

control of two or more Naval Mobile Construction Battalrons operating in a specific geographic area or

NMCB and the policies relating thereto are described further in Chapters 3 through 10.

by the circumstances of the deployment situation. In trme of emergency or disaster. NMCBs conduct disaster control and recovery operalions. including emergency publtc works operating functions, as directed. The functions of the

The NCR develops construction executron plans: assigns construction projects to NCF units: monitors progress and assures adherence to quality standards: directs redistribution of units. equipment. and materials: and reviews plans and operations reports to determtne specialized training and equipment requirements.

In a mobilization or contingency situation. the NCR would possess a planning. estimating. and engineering capability over and above that contained in the battalions. This type of NCR is frequently called an operational regiment to dislinguish it from a second type of NCR called the homepon regiment. which is located at a Construction Battalion Center and provides continuity of direction and coordination of non-operational functions such as training. outfitting. and receiving and separating personnel for deployed units. Under the current peacetime project planning concept, the homeport regiments have a planning. estimating and engineering capability over and above that of both the battalions and operational NCR’s Most project planning is initiated or reviewed at the homeport regiment by OCCFLD 13 planners and estimators and regimental civilian engineers. Homepon regiments are normally maintained in the active force both in peacetime and during a contingency Operation. Operational regiments are ordinarily maintained in peacetime both in the active force and the Reserve.

Naval Construction Force Support Unlt. The Naval Construction Force Support Unit (NCFSU) provides operational construction logistic support in the deployment area for an NCR of up to four NMCB’s. The NCFSU

Amphibious Construction Battalion. An Amphibious Construction Battalion (PHIBCB) provides engineenng suppon to the Naval Beach Group during the initial assault and landing phase of amphibious operatrons. including assembly and installation of pontoon causeways: installation and operation of ship-to-shore fuel systems. assembly and operation of self-propelled pontoon barges for lighterage and transfer operations; assembly and operation of warping tugs in conjunction with causeways. fuel systems and salvage work: and the maintenance of construction and automotive equipment assigned to the Naval Beach Group. The PHIBCB is also capable of limlted construction in support of beach improvement

Construction Battalion Maintenance Unit. A Construction Battalion Maintenance Unit (CBMU) operates and maintains public works and publrc utilities at overseas and forward area bases after construction has been completed. It can also accomplish limited construction tasks. CBMUs are not required in the early phases of a contingency operation. Therefore, only one CBMU is maintained in the active force during peacetime. However. since both the skills and equipment required for a CBMU are the same as those contained in other NCF units. CBMUs can be readily established if priorities so dictate.

Construction Battallon Untt. A Construction Battalion Unit (CBU) provides engineering (maintenance. operation. and c.onSlrUCZtiOn) support of a nature that does not fend itself to efficient economical accomplishment by any other type Naval Construction Force component. A CBU may be formed to fulfill a specific requirement at a Specific location. and be disestablished when that requirement has been

1.3

satisfied. Personnel and equipment composition and Marine Corps provides military training support to the NCF. organizational structure are individually determined and Within the Navy, support is provided by both the operating established on the basis of the specific supporl the CBU will forces and the shore establishment. Funds for operations be required to provide. A CBU can be assigned to either the and maintenance are provided through the administrative operating forces or the shore establishment primarily as a chain of command. Naval Sea Systems Command means lo maintain technical skills of individual Seabees (NAVSEA) provides weapons. Naval Supply Systems while on shore duty. and thus provide a source of fully Command (NAVSUP) provides supplies. materials. and trained and ready personnel lo augment Naval material handling equipment. Chief of Naval Education and Construction Force operatmg units during contingency Training (CNET) provides formal technical training through situations. These units are utilized on construction. the Naval Construction Training Center (NCTC). and the alteration. repair. and nonrecurring maintenance projects Naval School. Civil Engineer Corps Officers (CECOS). which clearly enhance the maintenance of individual and Support of the NCF is provided by NAVFAC both by actions unit technical proficiency. at the headquarters and by its field activities.

Seabee Team. A Seabee Team is a small, highly mobile. air transportable component established to provide a construction and construction training capability lo support counterinsurgency. civic action. rural development. and other similar operations. usually in underdeveloped areas of the world.

COMNAVFACENGCOMChlef of Civil Enaineers. The Commander, Naval Facilities Engineering Command (COMNAVFACENGCOM) is the Chief of Civil Engineers (CHCIVENG) of the Navy. The Chief of Civil Engineers IS

the technical advisor to the CNO on all matters relating to the Naval Construction Force, CEC and OCCFLD 13 personnel as well as construction. operation. and maintenance of public works and public utilities for the Navy shore activities. NAVFAC provides initial outftttlng and coordinates material support for the NCF. At NAVFACENGCOMCHCIVENG. as they pertain to the NCF, are exercised in detail through the Deputy Commander for Military Readiness.

Underwater Construction Team. The Underwater Construction Team (UCT) provrdes underwaler engineering. construction. and repair capability to meet the requirements of the Navy. Marine Corps. and other forces as assigned. both in contingency execution and national security operations. These teams are capable of accomplishing complex in-shore and deep ocean underwater construction tasks either as independent units or as augment to NCF or other military organizations.

Naval Support Unit, Stale Department. The Naval Support Unit. State Department. provides constructlon support to the US Department of State. The duty invoives the inspection of foreign contract construction and the accomplishment of minor construction and repairs within secure areas of Foreign Service buildrngs overseas. The activity is commanded by a CEC Lieutenant Commander or Lieutenant. The enlisted personnel are petty officers second-class or higher The Navy IS reimbursed by the Depanment of State for all costs associated with this unit

Naval Energy and EnvIronmenta\ Support Activity. The Naval Energy and Environmental Support Activity is a fourth echelon command which functions as a field unit of NAVFAC. The mission of the activity is lo provide environmental protection and energy conservation support lo Naval commands. provide radiological affairs and occupational safety and health suppon to fleet units and Naval Shore activities, provide field technical and engineering management of Mobile Utilities Support Equipment. and perform related training and personnel management functions and such other tasks as may be assigned by higher authority.

4. ORGANIZATIONS SUPPORTING THE NCF. Many elements of the national defense organization provide support lo the NCF. some directly and some indirectly. The Air Force Military Airlift Command transports NCF personnel. An Army procurement agency purchases automotive transporlation equipment for the NCF. The

Naval Construction Battalion Centers. The three Naval Construction Battalion Centers (CBC) are freld activities of NAVFAC located in Port Hueneme. California: Davisvilje. Rhode Island: and Gulfport. Missrssippi. In addition to certain industrial-type functions and other tasks. the CBCs provide direct support lo the NCF.

Civil Engineer Support Office. The Civil Engineer Support Office (CESO) is a component organizat!on of CBC. Port Hueneme performing decentralized NAVFAC HO management functions. CESO provides services directly related to the NCF in the areas of planning ano analysis, program management, and materlai management: applies operations research systems analysis techniques lo NCF support management problems: provides management system analysis. and performs planning and analysis of the overall support of the NCF system: assists the NCF in determining personnel and training requirements: budgets for NCF equipment and tactical support materials; assists in determintng equipment allowances; provides management guidance in the maintenance and overhaul of NCF equipment. monitors the effectiveness of NCF supply support organizations: and manages the stock of constructlon equipment not being used by the active NCF unrts.

Naval Clvll Engineering Laboratory. The mission of the Naval Civil Engineering Laboratory (NCEL) is to be the principal Navy RDTBE center for shore and fixed surface and subsurface ocean facilities and for the Navy and Marine construction forces; and lo perform such Other tasks and functions as may be directed by higher authority. NCEL provides RDTBE support for methods. materials.

14

.

f”“,

and equipment used by the NCF for contingency construction in support of Naval and Marine Corps operating units. The RDT&E suppon includes conceptual development. design. test and evaluation of new systems. facilities and support equipment. New concepts are developed and evaluated to enhance the effectiveness of the NCF: to demonstrate the feasibility of critical components; and to exercise prototypes of components for the Advance Base Functional Component System. The Laboratory also maintains and provides the technology, skills, and facilities to provide prompt in-service engineering assistance, and to support, modify. and improve equipment in use by the NCF.

5. COMMAND RELATIONSHIPS. The wartime and peacetime command relationships for NCF units are shown in Figures l-l and 1-2. In the wartime structure, shown in Figure l-1, the organization reflects the NCF planning module under JCS operational control for all deployed units. Administrative support of all NCF units. and

direct command and control of units in homeporl. remains under the Navy tnrough COMCBLANT and COMCBPAC. The total number of NCRS. NC% and CBCs depends primarily on the contingency and degree of mobilization The organization and relationships shown in Frgure l-2 reflects the operational and administrative control under CNO for peacetime readiness and training operations. The NCF planning module is not asdefinitive. and the individual units and command structure are configured to efiect efficient peacetime operations within limited resources In this mode, CBC, Davisville, Rhode Island. maintains Prepositioned War Reserve Material Stock (PWRMS) and facilities for contingency (Reserve) NCR and NMCBs. In both wartime and peacetime modes, the Commanding Officers of the CBCs are double-hatted as Commanders of the homeport regiments. Additionally. although the Seabee teams are shown as separate units under the operatronal and administrative control of the NCR, they are formed from NMCB assets.

l-5

I

UNIFIED CWMANDER

HAVAL COMPONENT COMMANDER

AMPHIRloUS TAM FORCECOMMANDER

COMNAVLOCPAC COMNAVFACKHCIVEHGS

(TECH ADVISOR)

COM PHltl GRU

NAVAL

(HOME PORT) (HOMEPORT)

(PLANNING MODULE - 2 NCR’s PER NCB)

Figure l-l NCF Organization (Wartime)

.I .

NAVAL CONSTRUCTION FORCE ORCANlfAflON

(Peacclimc Dpcrslimr)

SEC DEF

L A6CMIPAC~AlTDEPLOVEDlOLAWt : -------------------------------~

ryL.-- ------c -- J ~ - ..- _ _ _ . -.

II

ATLANTIC DP- lo NCR

.

WC0 DLTAlLS HWEPORT NYC@

------------- r - - ittiiLi6Ni-tIi& DEPLOVED TO PAC/lO

PAC DEPLOVED ____m_ ADCDN

--__-- - -. - - - _ . OPCON

Figure 1-2 NCF Organization (Peacetime)

CHAPTER 2 THERESERVENAVALCONSTRUCTIONFORCE

1. MISSION. The Naval Reserve Force is an integral part of the Navy’s total “Force in Readiness’that is required to maintain the necessary defensive posture of the nation. This total force level requirement is derived from contingency and mobilization plans. A detailed examination of appropriate plans and the application of SECDEF strategic guidance results in the development of scenarios which dictate the total wartime force requirement. This requirement is stated in the Joint Contingency Construction Requirements Study (JCCRS) and CINC OPPLANS. Timephasing of the total requirements. based on readiness criteria. risk assessment and many other factors. determines the split between active and reserve forces. Thus. the Reserve Naval Construction Force (RNCF) is, in all respects. an integral part of the total Naval Constructton Force. providing that flexibilrty required to respond immediately to contingency requirements.

,r--

The general mission of the Reserve Naval Construction Force during periods of war, natlonal emergency. or when otherwise authorized by law. like lhal of the active Naval Construction Force. is to construct. maintain. and or operate shore and inshore facilities in support of Navy and Marine Corps forces and 10 perform war damage repalr and disaster recovery operations. Therefore. the RNCF maintains and provides highly trained, fully staffed and organized construcrion units which are immediately ready to perform their assigned mission upon mobilization.

2. NAVAL RESERVE TERMINOLOGY AND DEFINITIONS. To provide a better understandtng of the Naval Reserve organization. programs. and personnel status. the following definitions regarding the Naval Reserve are provided:

Reserve Categories: Within the Naval Reserve each reservist is placed in one of three categories: Ready, Standby. or Retired Reserve.

Ready Reserve. (USNR-R) The Ready Reserve is composed of those persons in the Naval Reserve serving under a statutory military obligation or under an agreement wherein a member voluntarily elects to remain in the Ready Reserve. Ready Reservists are liable for involuntary recall to active duly in time of national emergency.

,y-

Selected Reserve. A subcategory of the Ready Reserve. the Selected Reserve (SELRES) is composed of those Ready Reserve personnel assigned in a drill pay status.

Standby Reserve. The Standby Reserve is composed of those members of the Naval Reserve who have no

obligation under the law to remain in the Ready Reserve and have not voluntarily remained in the Ready Reserve. or have been placed in the Standby Reserve by reason of statutory or regulatory process that relate lo their availability for recall. These personnel are. with lew excep!ions. not involved in or eligible for parllcipation In Naval Reserve training activities. The Standby Reserve IS further subcategorized into Standby Reserve Active (USNR-Sl) and Standby Reserve-Inactive (USNR62).

Retired Reserve. Members of the Naval Reserve who meet certain eligibility requirements may. upon applicailon. be transferred 10 the Retired Reserve without pay. All members of the Refired Reserve are considered in an inactive status and are liable for active duty at time of war or national emergency declared by Congress or when otherwise authorized by law.

Reserve Mobillratlon Requirements. The Reserve Mobilization Requirement is that portion of the tota! mobilization requirement which will be filled from InactIve Naval Reserve resources. This requrrement IS the bass upon which the Naval Reserve trainrng program. tralnlng allowances. and general organization IS predicated

Drill Status. Personnel participating in Naval Reserve training programs are assigned under inactive duty lrainq orders in either pay or non-pay s181us.

(1) Drill Pay Status (DP): Drill Pay Status is the term applied t0 personnel drilling with pay. regardless of the type of participation or duties performed.

(2) Non-Pay Drill Status (NP): Non-pay Drill Status IS the term applied 10 an individual drilling under competen! orders without pay. Those Reservisis in a Non-Pay Dni Status often drill in a Voluntary Training Unit (V’fu).

(3) Drill: A drill is a period of training authorized for Naval Reservists on inactive duty. The minimum duration of a drill is 4 hours. One day’s active duty pay is earned for each drill atiended.

(4) ACDUTRA: Active Duty for Training (ACDUTRA) is a period of 14 days during which a reservist is ordered to active duty for training each fiscal year. The reservist IS automatically reveRed 10 an inactive duty status upon completion of the ACDUTRA.

(5) Training ‘Pay Category: All Selected Reserve Personnel assigned to RNCF units are in Training Pay Category A. All Category A participants are scheduled to

2.1

attend 48 pay drills and complete 14 days of ACDUTRA, per fiscal year.

3. ORGANIZATION OF THE RESERVE NAVAL CONSTRUCTION FORCE (RNCF). The Reserve Naval construction Force is composed of Selected Reservists organized into units which can be categorized into one of three following types of units.

Commissioned Units. In the event of mobilization, these units deliver a complete operational and organized entity to the operating forces. RNCF Commissioned Units consist of the following units, the aggregation of which organizationally comprises the FIRST Reserve Naval Construction Brigade:

identical to a NMCB under mobilization condilions. The allowance of the RNMCB is 24 officers and 738 enlisted men, of which 17 are CEC officers and 619 enllsted are from the Occupational Field (OCCFLD) 13 ratings. The battalion is organized to conform with the active force NMCB organization. In order to meet the mobilzatlon requirements for support of combat forces. the RNMCBs conduct construction and military exercises as required and directed by the Regimental commanders to attain and maintain the military and technical readiness necessary for mobilization and deployment. The Commanding Officer of the RNMCB is responsible for the military. technical. and mobilization readiness of all personnel assigned. Each RNMCB has five active duty personnel assigned to assist the battalion in day-to-day administration and the maintenance of mobilization readiness.

First Reserve Naval Construction Brigade (1 STRNCB). The FIRST Reserve Naval Construction Brigade is the selected Reserve Unit which exercises overall operational control of the Reserve Naval Construction Regiments (RNCRs). Reserve Naval Mobile Construction Battalions (RNMCBs). and other designated units. and is directly responsible to the Commander Naval Surface Reserve Force (COMNAVSURF RESFOR) for organization. training. and readiness of the 1STRNCB. The Commander. Reserve Naval Construction Force acts also as the Commander, FIRST Reserve Naval Construction Brigade. The staff of the COMRNCF functions additionally as the staff of the COMlSTRNCB. This maintains the command and control necessary for peacetime training as well as that which will be exercised in the event of mobilization. The FIRST Reserve Naval ConstructIon Brigade will mobilize as an organizational entity. while the ReinforcIng Sustalnlng Units (RSUs) of the Reserve Naval Construction Force will. for the most part. report to existing active units. Upon mobilization. the billet of Commander. Reserve Naval Construction Force ceases to exist. The double-hatted COMRNCF,COMl STRNCB staff is composed of both active duty and SELRES members. The active duty staff. matntajns day to day operations for lhe Commander. The Brigade SELRES staff allowance IS 16

officers and 57 enlisted. There are 4 active duty CEC officers assigned as COMRNCF Regional Representatives in Philadelphia. PA.. Charleston. SC.. Great Lakes, IL.. and San Diego, CA., who assist in the day to day administration of the program.

Reserve Naval Construction Force Support Unit (RNCFSU). An RNCFSU is a Selected Reserve Unit whose mobilization mission is to provide operational construction logistics support in the deployment area for a Naval Construction Regiment (NCR) of up to four NMCBs. It is custodian of and maintains inventory control over special NCF auxiliary supporl equipment and coordinates the issues and operation of certain items of specialized auxiliary equipment in support of NCF units. It performs organization maintenance on equipment asslgned to NCFSU and the NCR. It also provides engineertng and ADP service to the supported regiment. It has an allowance of 12 officers and 202 enlisted. There is no active duty counterpart to the RNCFSU.

21STRNCR. The TWENTY FIRST Reserve Naval Construction Regiment is a selected reserve unit consisting of the Regimental Commander and staff. The PlSTRNCR would. upon mobilization. assume the responsibility of a homeport training regiment at Davisvllle. RI. The allowance for the 21 STRNCR IS 8 officers and 181 enlisted. There is no active duty counterparl to the 21 STRNCR.

Reinforcing Units. In the event of mobilization. these organized units augment active Navy commissioned units and operational staff with personnel specifically trained to help sustain operations at the highest level of combal readiness. RNCF Units in this category include the following:

Reserve Naval Construction Reglment (RNCR). A RNCR is a selecled Reserve Unit consisting of the Regimental Staff and assigned Reserve Naval Mobile Construction Battalions and Reserve Naval Construction Force Support Units. The allowance of an RNCR IS 12 officers and 51 enlisted. The primary function of the RNCR is to ensure maximum operational and technical readiness of the assigned RNMCBs for mobilization. The RNCR Commander plans. monitors, directs, and coordinates all training for the RNMCBs and has operational control of the RNMCBs.

Construction Battalion Hospital Units (CBHU). A CBHU is a Selected Reserve unit which augments hospital units in the Fleet Hospital Program, to provide erection and public works services. For peacetime administrative purposes. CBHU’s are assigned to regiments under COMIST RNCB. They mobilize to their designated hospital.

Reserve Naval Construction Battalions (LANT and PAC) Staffs. Selected Reserve Units, augmenting COMCBLANT and COMCBPAC staffs, consisting of commanding officers and staffs.

Reserve Naval Mobile Construction Battalion (RNMCB). A RNMCB is a Selected Reserve Unit which is

Reserve Naval Construction Regiment (RNCR) Staffs. Selected Reserve Units, augmenting active Naval

2-2

r-

Construction Regiment staffs, consisting of commanding guidance of COMRNCF. Formal. informal and on-the-job officers and staffs. training is utilized in meeting the training requrrements.

CINCUSNAVEUR Assistant Chief of Staff for Construction Management (ACOS’CM). A Selected Reserve Unit which augments the CINCUSNAVEUR stafl to provide the entire CINCUSNAVEUR (N9) (ACOS’CM) staff organization in the event of a contingency. The ACOSCM effects the CINCUSNAVEUR responsibility as Regional Wartime Construction Manager.

Reserve Division Naval Facilities Engineering Command (RDNAVFAC). Selected Reserve units which augment NAVFAC headquarters engineering field divisions, public works centers. construction battalion centers, and OICC’s are assigned to the Commander Reserve Division Naval Facilities Engineering Command.

Sustalnlng Units. In the event of mobilization. these units provide augmentation to activities which will both experience an immediate surge of activity and are required to sustain the deployed force around the clock as a result of the heightened tempo of operations. The RNCF has one type of unit falling into this category:

Reserve Naval Constructlon Battalion Center (RNCBC) Units. Selected Reserve Units consisting of Commanding Officers and staffs assigned Detachments.

The present organization of the RNCF is shown in Figures

r 2-1 and 2-2.

4. TRAINING. Annual Active Duty for Training (ACDUTRA) is performed by all members of the RNCF. This generally is an annual 12 to 14 day period spent in training with the Reservist’s Unit (RNMCB, RNCR. RNCFSU, etc.). A strategic training plan is published annually by COMRNCF for RNCRs and RNMCBs. This plan is based on a 3-year cycle of training as follows:

Year 1 - Homeport Training Year 2 - Operational Training Year 3 - Military Training

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Normally, the RNCR performs ACDUTRA with its two assigned RNMCBs. ACDUTRA for other RNCF units is scheduled based on needs to acquire training for mobilization.

Units of the RNCF conduct inactive duty training (Weekend drills) at designated battalion Permanent Drill Sites (PDS) or at local detachment Reserve Centers. Most members of the RNCF drill one weekend each month of the year. Each four hour period counts as one “drill”; thus, on a typical weekend, the reservist performs four drills and in the course of a year, performs 48 drills.

Commanding Officers of each battalion exercise full staff operational control during these periods of inactive duty for training and are responsible for attainment of the training goals established by the RNCRs under the general policy

Mobilization readiness through a structured training program is the primary goal of all RNCF units: however. a significant amount of practical knowledge can be derived by undertaking self-help habitability or community service projects. If these projects are properly planned and c coordinated, they Complement the formalized trainrng program and materially aid in the attainment of overall mobilization readiness of Reserve Seabees.

5. EQUIPMENT AND OUTFITTING. In the event of mobilization, RNMCBs are outfitted with the equipment, supplies and materials of the P-25 Advance Base Functional Component (ABFC). which is identical to the allowance of their active (NMCB) counterpart. These allowances are prepositioned at CBCs so that RNMCBs can meet mobilization plans. Portions of the allowance (some of the automotive and construction equipment. 782 gear. tools, and administrative supplres equipment) are being utilized by RNMCB units as a Readiness Support Allowance (RSA) in conducting a training program at the battalion permanent drill sites (PDSs). The majority of the RSA. including all the RSA construction equrpment used by each RNMCB. is configured as an Arr Detachment (AIRDET) allowance. TA-41. A TA-41 is located at each of the 17 RNMCB PDSs located around the country so that each RNMCB can quickly deploy an AIRDET in the event of mobilrzation. Active duty personnel assigned to these units assist in training programs by developing curricula and instructions for battalion personnel in the proper maintenance of equipment and gear, providing security. maintaining the PDS during periods between drills. and providing additional suppon as directed by the RNMCB Commanding Officer.

Reserve Active Duty Support Allowances (RADSAs) of Civil Engineering Support Equipment (CESE) are positioned at Gulfport, Mississippi: Davisville. Rhode Island; and Rota, Spain to enable the reserve battalions to train during their periods of Active Duty for Training.

6. INSPECTION PROGRAM.The overall mobilitatron readiness of the RNCF is evaluated by an inspection program under the direction of the COMRNCF Inspector Genera! who reports directly to the RNCF Commander. This program consists of biennial inspections of the commissioned RNCRs as well as RNCBLANT. RNCBPAC, and RNCBC Davisville. Each RNMCB is evaluated biennially during Unit ACDUTRA by the TWENTIETH Naval Construction Regiment. Additionally each battalion receives periodic equipment evaluations. supply management inspections, and training inspections conducted by members of the RNCF Headquaners Staff. A series of No-Notice Management Assistance Visits (MAVs) are made to RNMCB Headquarters at their Permanent Drill Sites during drill weekends. Similar MAVs are made to RNMCB Company Detachments at the Naval Reserve Centers where they drill.

2-3

COMNAVRCSFOR CNY

i I I RESCENS

L TrhnkJovidno -----------es-- ----- 7 I I r I

I 4 . I

ClWRDNAVFAC CINCLNNAVEUM

ACOWCM CMCIVEW-AVFAC EFW, I WC* ITdl Advhd thdt ILnyt OtCC# CBCI

I

CO RNCIILANT

CO RNCSCAC

+ysq ,+yG!$A I)NCFSU t?l

IGULFMRTI tDAVISVILl.Et IFORT HUENEMCI

Figure 2-1 Reserve NCF Organlratlons

,

x

CON FIRST RNCI

I 1

6TNRNCR 7tNRNCR

Flgure 2-2 Reserve Naval Constructlon Brigade Organization

Annually one RNMCB is chosen by the Chief of Civil Engineers as “Best of Type” and is presented the RADM John Ft. Perry Award. The unit is authorized lo display the Battle ‘E” pennant. COMRNCF presents the “Commander’s Award for Excellence” to the most mobilization ready unit from among the ReinforcingSustaining units.

7. COMMAND AND SUPPORT RESPONSIBILITIES. The Chief of Naval Operations exercises command of the RNCF through the Commander Naval Force. He determines the RNCF requirements and provides policy guidance for the organization. administration, training. and support of the RNCF.

Director of Naval Reserve (OPQSR). The Director of the Naval Reserve is the senior officer in lhe Office of the Chief of Naval Operations who devotes his full attention to the administration, training, and support of the Naval Reserve.

Commander Naval Reserve Force. The Commander Naval Reserve Force commands the entire Naval Reserve Force, including the RNCF. This includes management of all Naval Reserve resources and other functions or tasks as directed by the Chief of Naval Operatrons. Through its Regronal Readiness Commands and subordinate Reserve Centers. it provides recruiting. admrnistrative and personnel support to the RNCF. Under the Commander

Naval Reserve Force, the Commander Naval Surface Reserve Rote exercises command of the RNCF.

Commander, Naval Military Personnel Command. The Commander, Naval Military Personnel Command (COMNMPC) providesthe RNCF with technical assistance on personnel matters, such as recruiting. personnel accounting, administrative procedures. promolions. retirements, discipline, personnel distribution. and organization and planning for personnel mobilization.

Commander, Naval Facilities Engineering Command. The Commander, Naval Facilities Engineering Command (COMNAVFACENGCOM) is the program technrcal manager for the RNCF. In this capacity, COMNAVFACENGCOMCHCIVENG programs and budgets for the initial procurement of NAVFAC cognizant equipment. supplies and materials required for RNCF mobilization and training, and ensures that proper programming and budgeting action is taken by other material cognizant managers that support RNCF requirements. In addition, he recommends specrfrc missions, objectives. plans and policies to the CNO for development of the RNCF program and assists all levels of Command in the administration of the program. He monitors the Status. progress and mobilization readrness of the RNCF.

2-6

CHAPTER 3 ORGANIZATION AND COMMAND OF THE NAVAL MOBILE CONSTRUCTION BATTALION

f--‘

*

1. MISSION. The mission of the Naval Mobile Construction Battalron (NMCB), simply stated. may be expressed as one of construction, defense. and drsaster preparedness operations. The Chief of Naval Operations has stated the mission in these terms:

(1) Construction: To maintain a state of operational readiness to provide responsive military construction support to Naval, Marine Corps, and other forces in military operations; to construct base facilities.

(2) Defense: To be prepared to conduct defensive operations when required by the circumstances of the deployed situation.

(3) Disaster preparedness: In time of emergency or disaster, to be prepared to conduct disaster control and recovery operations. including emergency public works functions as directed.

2. ORGANIZATION IN SUPPORT OF THE MISSION. The NMCB is organizationally structured for the dual purposes of construction and military support operations. The NMCB also has the capability for disaster contra! and recovery operations to satisfy the concurrent mission of repair and operation of facilities. and lines of communication during emergency or contingency operations.

The NMCB. when fully outfitted. is a self-sufficient unit requiring replenishment of consumable items only. As a self-sustaining unit, it is capable of self-defense for a limited time, perlorming internal communications, messing and billeting. and providing the necessary administrative. personnel, medical. logistics and chaplain support functions.

Figure 3-l provides a conceptual view of the NMCB organizational structure for accomplishment of the construction and military support missions. This conceptual organization diagram provides an appreciation of the flexibility requirement that is necessaty in the NMCB organization to permit its rapid rransformation from one mission situation to the other. Command channels, with the exception of operational control by the Operations Officer for construction and disaster recovery operations, are the same for both organizations.

f ”

The adaptability of the organizational structure of the NMCB cannot be overemphasized. Not only does the chain of command run from the Commanding Officer through the Executive Officer and on through the Company

Commanders to the small unit leaders, but it also runs through the Executive Officer to the Staff Department Heads in the performance of departmental tasks and functions. The Operations Officer exercises functional authority over the equipment and construction company commanders in construction and disaster preparedness operations. Company Commanders are analogous to division officers as cited in U.S. Navy Regulations and do not have non-judicial punishment authority.

3. ELEMENTS OFTHE NMCB ORGANIZATION. With a clear understandrng of the mission of the NMCB and its classical organizational structure, the elements oi the organization can be analyzed as lo their relationship and functional contribution toward fulfilling the mrssron objective. The basic elements of the organization of a NMCB include:

Commanding Officer

Special Assistants to the Commanding Officer

Command Master Chief (CMC)

Marine Advisor

Ombudsman

Executive Officer

Special Assistants to the Executive Officer

Chief Master-at-Arms

Career Counselor

Substance Abuse Counselor (SAC)

Human Relations Representative

Executive Staff

Administrative!Personnel Officer (Sl)

PlansTraining/lntelligence Officer (S2)

Operations Officer (S3)

Supplyllogistics Officer (S4)

81

t MARINE ADVISOR

EXECUTIVE OFFICER I

1

vm ADMIN/PERS PLANS’TRNG/INTELI

&-A OPERATIONS LOGISTICS

DEPT DEPT

& +-I l&q &A; ~cwLy HDQTRS EWIP SHOPS B GENERAL co~sT~uc’110N

UTILITIES

I

CllAPLAlN

MEDICAL

DENTAL

CDMMUNICATION

DISASTER CONTROL

EMBARKATION

LEGAL

ORDNANCE

PA0

SECURITY

SPEC SERVICES

REMOTE CONSTRUCTION

PERSONNEL

PEACETIME YOBlLlZAflON

6 RNMCB

OFFICER 21 24

ENLISTED 563 738

504 762

Figure 3-l Organketional Structure end Personnel Staffing of the NMCB

82

r--,

f-’ Special Staff

Chaplain

Medical Officer

Dental Officer

Communications Officer

Disasler Preparedness Officer

Embarkation Officer

Legal Officer

Ordnance Officer

Public Affairs Officer

Security Officer

Special Services Officer

Company Commanders

Headquarters Company Commander

ALFA Company Commander

BRAVO Company Commander

CHARLIE Company Commander

DELTA Company Commander

Detail Officers in Charge

4. RESPONSIBILITIES

The Commanding Officer: The Commanding Officer of a NMCB is a commissioned officer of the Civil Engineer Corps. He is responsible for organizing the battalion so that the mission is accomplished in the most efficienl and expeditious manner. As Commanding Officer of an established naval unit, he is responsible lor all aspects of the unit’s performance, and may delegate authority lo his subordinates when not contrary to U.S. Navy Regulations and directives by higher authority. This, however, does not relieve him of the ultimate responsiblitiy for the security, efficiency, and wellbeing of his command. The chain of command passes from the Commanding Officer through the Executive Officer to the Company Commanders, down through the platoon leaders to the small unit leaders. In addition, the Commanding Officer has the battalion staff to assist him in formulating command policy and in making command decisions.

F-‘ It is a command responsibility to expand and supplement the guidance from higher authority to ensure the capability of the command to respond promptly to assigned mission

tBSkS. This includes a continuing evaluation of the commitments of the unit and its assets, the officers and men assigned to the unit, including their skills and level’of training; the equipment and material available; and the initiation of action to eliminate any deficiencies that may exist. General responsibilities of the Commanding Officer are as stated in U.S. Navy Regulations. The most salient of these are reprinted in Appendix C. The Commanding Officer is also governed by Area and Type Commander Regulations, Fleet Regulations, and applicable directives of higher authority.

The Commanding Officer is involved with every facet of the unit’s administration and operation. He may delegate as much authority as he considers reasonable: however. there are certain duties that require command actron. Accordingly, the Commanding Officer is required to:

(1) Organize the unit to perform its construction. combat defense and disaster preparedness missions.

(2) Ensure that officers and men of the unit are well trained lo perform their peacetime and wartime tasks.

(3) Ensure that his command is ready to perform its wartime tasks by conducting inspections and drills.

(4) Report to his appropriate senior any deficiency which lessens effectiveness and readmess of hrs command.

(5) Use all proper means to promote and preserve the morale and spirtual well being of the personnel under his command.

(6) Award punishment under Article 15 of the UCMJ. and convene Courts-Martial and investigations.

(7) Provide opportunity for persons under his command to make requests. reports, or statements to htm.

(8) Ensure that noteworthy performance of personnel receives timely and appropriate recognitron.

(9) Preside over the wardroom mess when the battalion is operating its own mess.

In the event of death, incapacity. or absence of the Commanding Officer, command devolves upon the senior CEC officer present who is regularly assigned to the battalion. This officer shall exercise the full authority of the Commanding Officer. Unless otherwise directed by the Secretary of the Navy, the normal line of succession after the Commanding Officer is the Executive Officer followed by the next senior CEC officer.

The Executive Officer: The Executive Officer is the direct representative of. and principal assistant to, the Commanding Officer. He executes the policies and instructions of the Commanding Officer. He acts for the Commanding Officer in the event of sickness, leave. or other absence.

The Executive Officer is detailed by the Chief of Naval Personnel. and is eligible 10 succeed to command. being the next senior CEC officer in rank to the Commanding Officer. If no officer has been detailed by the Chief of Naval Personnel. or if the officer detailed is absent or incapacitated. the Commanding Officer acts in accordance with Article 0843, U.S. Navy Regulations.

While in the execution of his duties, the Executive Officer takes precedence over all persons under the commend of the Commanding Officer. All orders issued by the Executive Officer have the same force and effect as though issued by the Commanding Officer.

The general responsibilities of the Executwe Officer are stated in Chapter 8, U.S. Navy Regulations. The specific duties and the authority of the Executive Officer are assigned by the Commanding Officer. The Executive Officer is usually required to attend 10 the following matters:

(1) Ensure that good order and discipline are maintained throughout the command

(2) Coordinate and supervise company commanders for admlnistrative and military matters.

(3) Coordrnate and supervise the unit staff.

(4) Supervise training programs.

(5) Execute the policy of the Commanding Officer.

(6) Function as the Chief Staff Officer for all matters pertaining to the internal administration of the battalion

The Executive Officer as Chief Staff Officer and the I Battalion Staff: The Executive Officer must constantly prepare himself to assume command of the battalion. For this reason. he must keep current on everything that the c battalion does. He does much of this while acting in his capacity as Battalion Chief Staff Officer.

The battalion staff has been formed to assist the Commanding Officer in establishing command policy and making command decisions. The staff performs certam work that the Commanding Officer would do for himself if

he had unlimited time. knowledge and capacity. The Commanding Officer and his staff should be considered a single entity, since the Staff acts solely in the name ot the Commanding Officer. All policies, plans, decisions and orders must be authorized or approved by him before fhey are put into effect. The principal assistants to the Commanding Officer in determining policy and assisting the Executive Officer in the execution of programs to carry out this policy are two groupings of staff officers ciose!y parallel to the Staff organization described in the U.S Manne Corps Staff Manual (NAVMC-11 IO-A03F). These groupings are the Executive Staff and the Special Staff

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The Executive Staff consists of the following military stall officers:

AdministratIve and Personnel Officer (S-l)

Mll.ll .ARI‘ S1.ak.F IM’4Rl’~IE\l’ S-l s-z s-3 s-4

Figure 3-2 Structure of the Executive Stafl

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Plans, Training and intelligence Officer (S-2)

Operations Dfficer (S-3)

Supply and Logistics Dfficer (S-4)

.

Because of the complexity of interfaces between functional responsibilities of these executive staff officers and the assignment of separate officers, or senior enlisted personnel, to perform the functions, Figure 3-2 should be studied to understand fully the organizational relationships.

The Administrative and Penonnel Officer (S-l): The Administrative and Personnel Officer, called the S-1, is responsible for preparation, routing and filing of reports, correspondence and directives; transfer and receipt of personnel; preparation of the personnel diaries; and maintenance of service records.

The Plans Training and Intelligence Otficer (S-2): The Plans Training and Intelligence Officer, called the S-2. is responsible for contigency planning, intelligence collection, and the scheduling and monitoring of technical and military training in the NMCB.

The Operations Dfficer (S-3): The Operations Dfficer, called the S-3, is responsible for the planning, scheduling and managing of battalion construction, combat and disaster prepredness operations. He is also responsible for construction quality and safety, and for providing

Y-- engineering supporl to the Company Commanders.

The Logistics Officer (S-4): The Logistics Officer, called the S-4, is responsible for procuring. receiving. storing, issuing and accounting for all equipage, repair parts and construction materials. He disburses government funds for battalion purchases and military pay, and he operates the enlisted dining facility, laundry, barbershop, Central Tool Room (CTR), and Central Store Room (CM).

The Special SW: The Special Staff consists of a narrower grouping of staff specialists. Some are assigned to the staff functions on a full-time basis, such as the Medical Officer. while Others serve in Staff capacity on a collateral or pad-time duty, such as the Embarkation Officer. The Chaplain, Medical Officer and Dental Dfficer are special staff billets which are filled by officers holding 4100, 2100 and 2200 designaton, respectively. Other 6p8cial staff functions of the battalion may be performed by Civil Engineer Corps Dfficers.

A battalion officer may serve in several of theS8 staff billets simuttaneously. Because of the similarity between 6ome staff duties and primary billets, or special qualifications of certain officers, some combinations of assignments are usuatly made. For example, the Medical Officer is best qualified to function as Sanitation Officer; the physical grouping of the Administrative, PerSOnn8l and Postal 68ctiOnS make is expedient for one Officer to be designated to supervise all three of thO6e functions. The assignment of staff duties is at the discretion of the Commanding Officer,

who may al60 decide that Some of these functions can be performed better by 8aCh Company Commander as he instructs and counsels hi6 men.

Senior officers are assigned to certain posts in keeping with the authority their rank and Naval Regulations or as customs demand. Medical and Dental Officers or Chaplains and other specialists are not given duties incompatible with their non-combatant status. Senior officers and specialist should not be burdened with excessive duties which will interfere with their primary responsibilities. However, staff duty assignments for junior officers gives them an opportunity to acquire a full range of experience. Many of these duties alS0 require the assistance of qualified enlisted personnel.

A policy implemented personally by CNO in 1970 stressed that officer collateral duties should, when practical. be performed by qualified commissioned warrant, chief petty officers, or in many cases, petty officers who are properly motivated. CNO also emphasized that previously labeled “collateral duties” should be made functinal responsibilllies of existing (or new) billets within an organizational structure. These actions are particularly applicable in a NMCB with its limited number of officers.

Each staff member. in carrying out his assignment. performs the following duties as standard procedure:

(1) Keeps informed on directives and policies issued by the Commanding Officer, and advises him on the effectiveness of directives, and on situations under the cognizance of the staff officer.

(2) Drafts directives and correspondence for the approval an&or signature of the commanding officer.

(3) Maintain6 liaison with staffs of other commands.

The Executive Dfficer must coordinate the programs of all stafl officers and departments, and resolve conflicts as to resource allocation. He must balance training requirements with project requirements and overhead requirements, and recommend courses of action to the Commanding Officer. The result of the staff work should be issuance of instructions, notice6 and operation orders signed by the Commanding Dfficer. Through these and other documents, the policy of the Commanding Officer is set forth and explained to every member of the command. The Executive Officer is the channel through which this information flows. The Executive Dfficer may also use informal means of COmmUniCating with members of the battelion, such as articles in the battalion newspaper. information pamphlets oonceming depolyment areas or dependent6 benefits, meetings with hi6 officers, notices in the Pi6n-of-the-Day or announcement6 made at morning quarters.

The Special Staff is comprised of the following Stafi Officers:

Chaplain. An officer of the Chaplain Corps, responsible for the perlormance of all duties relating to religious activities, is normally assigned to each NMCB. in the PHIBCB there is no Chaplain billet. In addition to general religious and moral guidance, the Chaplain performs the following functions:

(1) Conducts divine services and forms voluntary classes for religious instruction as directed by the Commanding Officer.

(2) ViSitS the sick and, in Combat. attends the wounded.

(3) Visits the homes of the men of the battalion residing in the vicinity in cases of sickness and for religious guidance.

(4) Visits confined men.

(5) Maintains liaison with the American Red Cross and the Navy Relief Society in solicitation of services for battalion personnel.

(6) Investigates requests for emergency leave. humanitarian shore duty and hardship discharge. 6nd advises the Commanding Officer in regard to them.

(7) Pursues a vigorous civic action program in conjunction with the Civic Ac!ion Officer. A detailed list of duties performed by the Chaplain is contained in the Chaplain’s Manual, NAVPERS 15664.

Under Ar!icle 9 of the Geneva Convention, Chaplains are accorded the status of noncombalants. He may not be assigned collateral staff functions nor may he be made custodian of any funds except the Chapel Fund. This fund may be established by the Commanding Officer lo accept funds voluntarily offered by individuals and civilian activities for the use of the Chaplain upon the approval 01 the Commanding Officer.

As far as possible. the Navy attempts to provide all the welfare needs of its personnel. Nevertheless. when a situation arises in which an outside agency can provide valuable service to naval personnel. the Navy cooperates in every way possible to bring about assistance. Because of his professional training and wide experience with personal prObl8mS. the Chaplain frequently serves as an advisor to battalion men with trOUbl8S of a persona! nature. Domestic and economic prObl8mS are the most common types. Men who go to the Chaplain receive his counsel and 6Ugg86tiOnS. He k88pS in close contact with public and private wetfare agencies, such as the Navy Relief Society and the American Red Cross. and gives advice on what 68rvfc8s are available and how they can be utilized.

The Navy Relief Society is 6 private organization set up to aid naval personnel in times of urgent need. Although it is not an official organization, the Society works closely with the Navy.

The principal service provided by the Navy Relief Society is financial assistance to navy personnel and their dependents. This assistance is in the form Of a loan without interest, an outright grant, or a combination Of the two. In general, a grant is made to dependents who are lef! In dire straits after a Navy man dies. It is BUPERS policy to inform the Society when naval personnel die. A representative of the Society then visits the dependents to determine what assistance is necessary. Such assistance might be loans made to meet immediate financial needs. Loans may be made to naval personnel who need funds to provide bunal for a member of the family. for transportation of dependents in case of death or critical illness, for living expenses during periods when approval of dependent allowance is pending and for similar cases. BUPERS issues periodic instructions on the procedure to be followed in contacting the Navy Relief Society for assistance. The Chaplain and Company Commanders should be familiar with th8Se instructions.

The American Red Cross is a voluntary organization with a guasi-governmental position (See 0738, U.S. Navy Regulations). Its funds are derived from contributions, Normally a member of the American Red Cross is assigned to most shore activities. The principle function of these personnel is to serve as a link between the Navy and the homes and families of naval personnel. The Red Cross. on request, will obtain facts concerning dependents and forward the information to the appropriate Commanding Officer. The information may determine the advisability of granting emergency leave, approving a request for transfer, or recommending a hardship discharge.

Most battalion Commanding Officers have a policy of requiring the Red Cross to verify that a serviceman is needed at home before granting emergency leave from overseas locations. Red Cross investigative repons are held in strictest confidence. and are no! shown to the individual concerned. Consultation service regarding family problems also is available through Red Cross. In emergencies, the Red Cross may provide dependents of naval personnel with both counsel and financial assistance. The Chaplain generally maintains close liaison with Red Cross representatives. All personnel in the banalion should Understand what services are provided by the Red Cross and how its members can be contacted.

Medic61 Officer. The Battalion Medical Officer is responsible for maintaining the health of the personnel of the command. He is an officer of the Medical Corps. head of the battalion medical department and a member of the banalion staff. He provides medical care and treatment of personnel and, when directed by the Commanding Cfficer or 8UthOriz8d by naval law and regulations, or the Manual of the Medical Department, to other people in the Armed Forces, dependents and civilians as necessary. In addition, he is responsible for:

(1) Conducting physical examinations, diagnosing ailments, caring forthe 6iCk and wounded, and advising the Commanding Officer regarding the physical fitness of the battalion.

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(2) Maintaining and inspecting the health standards of the command in matters having a direct bearing on health such as campsites, mess halls, galleys, berthing facilities, heat and ventilation, working conditions, insect and pest control, water supply and waste disposal. and advising the Commanding Officer on these matters.

(3) Collaborating with the Safety Officer in discovering and countering safety hazards, and devising standards in this regard.

. (4) Providing continuing educational programs for all battalion personnel in first aid, hygiene, sanitation and venereal disease.

c (5) issuing instructions to prepare the men for environmental changes, special health measures, and safety hazards.

(6) Maintaining health records of personnel, preparing required reports. drafting battalion directives on medical and health matters, and medical provisions of the Disaster Control Plan.

(7) Procuring, inspecting, storing. issuing. transferring and accounting for medical stores and equipment (except dental supplies). and assuring that the Medical Department is at all times prepared to meet emergency situations.

(1) Preventing and controlling dental diseases and deficiencies. supervising dental hygiene within the battalion, and advising the Commanding Other on all related matters.

f”“-- (8) Operating the Battalion Aid Station in combat.

and training litter bearers from each company.

(2) Conducting dental examinations and provldtng dental care and treatment to battalion personnel and. when directed by the Commanding Oftcer. to other persons In the U.S. Military Service.

(9) Performing other duties prescribed by U.S. Navy Regulations, The Bureau of Medicine and Surgery instructions, as well as collateral dutiies assigned by the Commanding Officer.

(3) Furnishing other dental services as authorized by law, Navy Regulatrons. BUMED Instructions. and other pertinent directives.

(10) Assisting local health authorities in quarantine inspections, advising the Commanding Officer regarding the medical aspects of all pertinent quarantine regulattons. and reporting any condition within the command or community which may endanger health.

(4) Procuring. inspecting, storing. transferring issuing and accounting for dental stores and equipmen:

(5) Cooperating with local authorities in regard to inspecting and controlling any condihon within the command or community which may impair oral health

(11) Identifying and administering to deceased (6) Drafting battalion directives on dental matters members. and carrying out assigned collateral duties.

(12) Supporting the battalion civic action program by performing medical civic action services.

When operating alone, a construction battalion will maintain sufficient medical equipment and facilities to treat its personnel. Sick call is held at hours prescribed by the Commanding Officer. If facilities are lacking to treat a patient who is seriously ill, the Medical Officer arranges to have him evacuated to an area where facilities are available. When operating at a base with complete hospital facilities, serious cases are dispatched there for treatment. Morning sick calls are normally held in the battalion area. Hems of reference include the Guide for Naval Medical Department officers (NAVMED P5049), the Handbook of

the Hospital Corps (NAVMED P5004). the Manual of Naval Preventive Medicine (NAVMED P5010) and the BUMED instructions in the 6820.4 series which list other authorized reference books.

The Battalion Medical Officer usually performs sanitatton functions. He assumes the initiative in maintaining health standards in fields under the cognizance of other departments, such as food handling. food preparation. lighting, heating, ventilation, housing. control of insects. pests and rodents water supply waste disposal and clothing - all of which have a direct bearing on the health of battalion personnel. In addition to BUMED Instructions. U.S. Army Field Manuals are helpful, particularly FM 21-10. Military Sanitation.

Dental Officer. An officer of the Dental Corps is assigned to the battalion as a member of the staff and head of the Battalion Dental Department. In combat and disaster control situations. the Dental Officer and members of hts staff assist the Medical Officer. Responsibilities of the Dental Officer are:

(7) Supporting the battalion civic action program by performing dental civic action services.

When a construction battalion is operating alone. the Dental Department is fully equipped to care for the needs 01 the personnel (with the exception of prosthetic treatment) When the battalion is near an established base. the Denta’ Officer and members of the Dental Department may be assigned to temporary duty at the base Dental Department. Personnel then receive treatment at the base facilitres.

Communlcatlons Officer. The Communications Othcer 1s responsible for the plainning and operation of all battalion communications. wire and radio, internal and external to

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the battalion: for operation of the battalion message center in combat situations; for liaison with local communications facilities: and for providing emergency communications capabilities. In peacetime, the telephone system is normally the responsibility of the Communications Officer and the Bravo Company Commander jointly and the Administrative Officer is responsible for naval mesage traffic.

Disaster Preparedness Ollicer. It is the responsibility of the Disaster Preparedness Officer to be informed of the most current disaster control and recovery techniques and the principles’applications for utilization of protective equipmentclothing during construction operations in an CBR environment, and to function as technical advisor in these areas. Additionally, he should maintain liaison with local and regional commands and be constantly aware of the specific role the battalion will take during general or specific disaster situations. In general, he shall perform the following tasks:

(1) Draft battalion disaster control plans and. with the cooperation of other staff officers. coordinate these plans with other watch and training plans.

(2) Conduct inspections, formulate and conduct disaster control and recovery drills.

(3) Initiate procurement of all special equipment and materials.

(4) Act as advisor for personnel training.

(5) Suggest precautionary design measures for incorporation in the layout of job sites and installations in contingency situations.

(6) Advise on the protection for battalion personnel, facilities. and equipage from natural andor man-made disas!ers.

The battalion Operations Officer is normally assigned as the Disaster Preparedness Officer in a collateral duty capacity.

Embarkation Dtficer. The battalion Embarkation Officer is responsible to the Commanding Office for the orderly and efficient embarkation of the entire NMCB or any portion thereof. When not acutally engaged in the embarking process. the battalion Embarkation Officer is responsible for the following:

(1) Knowing the location of all supplies, equipment and vehicles assigned to his battalion and the general condition of each.

(2) Keeping current the Mount-Out Control Center (MOCC) files relative to ail embarkation data.

(3) Training sufficient personnel outside of the embarkation staff to perform embarkation functions during an actual mount-out.

(4) Insuring that adequate files are maintained so that in the event he is incapacitated or absent during an embarkation his assistant may readily assume hrs duties with a minimum of lost effort.

(5) Conducting training for the embarkation staff to increase their proficiency in embarkation.

(6) Preparing and maintaining a template file of all pieces of equipment attached to the battalion.

Due to the nature of the Embarkation Officer’s responsibilities, officers who have primary duties requiring the performance of specific functions during mount-out. including advance construction planning should not be designated as the NMCB Embarkation Officer. Rather. the duty should be assigned an officer whose primary function can easily be absorbed by others, such as departmental assistants, with a minimum of lost effort.

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Embarkation provides a junior officer an opportunity to learn the entire operation of a battalion. For a CEC officer. this is a good assignment which teaches him the principles of equipment operation and maintenance. equipment capabilities and limitations. battalion organization and allowance, communication procedures and principles of planning. Therefore, it is the policy of COMCBLANTCOMCBPAC that CEC officers shall be assigned duty as the battalion embarkation oficer and as assistant embarkation officers.

The embarkation staff shall consist of a nucleus of trained experienced personnel assigned to embarkation as a primary duty, augmented by company and departmental representatives serving on a collateral duty basis. During an exercise or actual contingency mount-out. the full embarkation staff reports to the Battalion Embarkation Officer and assumes full-time responsibility for embarkation within their assigned area of responsibility. in the case of an actual mount-out, the embarkation staff members continue to function on a full-time basis until the landing of the troops, supplies, and equipment has been completed. The Embarkation Staff primary duties are:

(1) Maintain embarkation files and records.

(2) Maintain a complete P-25 equipment template file.

(3) Keep contingency load plans current.

(4) Maintain an up-to-date cargo file,

(5) Maintain lesson plans for training and indoctrination of battalion personnel in embarkation.

(6) Prepare load plans and diagrams for exercises and mount-outs.

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(7) Accomplish such other embarkation duties as may be assigned.

Embarkation staff personnel assignments normally consist of:

(1) Embarkation Chief: two chief petty officers, one of whom shall nomally be an EOC, with the primary duty of Embarkation Chief. The other CPO assigned as a collateral duty.

(2) E5E6: three, at least one of whom should be an EO.

. (3) Company and Departmental representatives

shall be assigned if this staff is utilized for peacetime embarkation.

Legal Officer. The Legal Officer functions as an advisor and staff assistant to the Commanding Officer and the Executive Officer concerning the interpretation and application of the Uniform Code of Military Justice. the Manual for CouRs-Martial (JAG 5800.8). and other military laws and regulations in the maintenance of discipline and the administratin of justice within the command. Specific duties include:

(1) Drafting of courts-martial convening orders and appointing orders of officers assigned to conduct JAG Manual investigations.

P (2) Ensuring that officers and enlisted personnel assigned to courts-martial. investigations and other legal duties are well versed in the legal aspects of their duties,

(3) Collaborating with the Administrative. Personnel. and Training Officers to ensure that all officers and enlisted personnel are fully acquainted with their rights and obligations under the Uniform Code of Military Justice.

(4) Supervising the technical and clerical preparation of charges.

(5) Participating. as required, in the proper processing of cases involving nonjudicial punishments and recommending that appropriate cases be referred to trial by courls-maniai.

(6) Reviewing records of courts-martial for legality of procedure, findings, and sentences.

(7) Reviewing for legal sufficiency investigative reports prepared in accordance with the JAG Manual.

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(8) If he is a member of the Judge Advocate General’s Corps, rendering personal legal assistance in connection with such matters as wills, deeds, contracts. powers of attorney, and domestic relations. If not a judge advocate, referring personnel to service Legal Assistance Officers or cooperating volunteer civilian lawyers as appropriate.

Ordnrftce Officer. The Battalion Ordnance Officer is generally responsible for maintenance, issue. and control of weapons, ammunition, and related infantry equipment. Detailed information as to specific responsibilities concerning this duty is contained in NAVMATINST 8300 series.

Public Allslrr Officer. In administering the publrc information program for the battalion, this officer keeps informed on all policies and directives both at the battalion level and navy-wide. He makes and maintains contacts with press representatives, prepares or reviews releases to be published outside the battalion in service newspapers. military periodicals, or the local press. On occasions of promotions, awards, reporting for duty, or other appropriate times. the Public Affairs Officer prepares the letters to next-of-kin and articles to the Fleet Home Town News Center. In addition. he suggests topics for release and assists in their preparation. He formulates plans lor handling any major news item, requests photographs as required, and keeps a scrapbook on battalion acttvltles. He is also responsible for the preparation and publicatton of the battalion familygram and deployment cruise book.

Security Officer. The Security Officer assists the Commanding Officer in determining the adequacy of physical security in the command and in identifying those areas in which improved physical security is required A positive command program to prevent malicious damage and the theft of government and personal property IS

required. Physical security is defined as the protection of a material entity from disruption of its safe or secure state The Security Officer will:

(1) Determine adequacy of physical security of the unit and provide recommendations to the Commanding Officer for improving this area within the command.

(2) Prepare a command physical security plan In order to identify which material, spaces, and equipment should be protected: identify specific resources (men. systems, funds); recognize constraints in resource application: and make valid assumptions about unknown future or external factors.

(3) Coordinate and instruct watches to carry out the above procedure.

Special Services OWicer. The Special Services Ofkcer administers the Battalion’s Special Services Program. The Commanding Officer may designate other officers to assist him in specific areas such as fund administration on a collateral duty basis. The Special Services Officer often. in turn, enlists the help of officers and petty officers to manage or coach various athletic teams. As a staff assistant to the Commanding Offiir, the Special Services Officer:

(1) Arranges a well-rounded program of athletics, entertainment. motion pictures, theater. music. hobby crafts, and other entetiainment and social activities to appeal to all hands.

(2) Organizes and supervises the operation of the Special Services Library, and Battalion cruise book sales.

(3) Perlorms liaison on matters related to Special Services with higher command, and with local military and community organizations.

(4) Serves as custodian of the Recreation Fund.

6) Serves as a member of the Recreation Council.

(6) Attends meetings of the Enlisted Recreation Committee.

(7) Represents the Battalion on the Base Recreational Council.

(8) Obtains and maintains Special Services gear.

(9) Controls the Recreation Gear Locker and provides for the issue and return of Special Services gear.

Members of the Special Services Department assist the Special Services Officer in the performance of his duties. namely, in the planning. developing. organizing. dlrectlng. producing. publicizing and supervising of entertainments. picnics, dances, parlies. concerts. dramatics, game rooms. libraries, arts and crafts, tournaments and other Special Services acltvities. They help to select. distribute, and maintain recreation equipment and facilities. They keep Special Services records and accounts and operate the Recreation Gear Locker. PeacetIme personnel limitations frequently prevent the inclusion of trained specialists to assist the Special Services Officer in carrying out Special Services programs. Thus, he must be alert to spot and tratn volunteer help.

A standard program is neither possible nor desirable. The program must be adapted to the needs of the personnel. and to the facilities available. The success of the program is proportlonate to the interest of the Commanding Officer. the Special Services Officer. the Recreation Council. the Enlisted RecreatIonal Committee, and others who assist in the program. The ideal program should be establlshed with one thought in mind - to care for all wholesome desires insofar as practical. A variety of activity to meet varied tastes and situations is essential.

Motion pictures are a most important recreation facility in a battalion. As part of its allowance equipment, every battalion is assigned 16-mm projectors. A qualified operator must be available to run the projector before films may be shown. Fillms are distributed to ships and activities within a specified schedule. A record of exhibition, transfer, and inventory is prepared each month for the signature of the Commanding Officer. The Special Services Officer instructs and supervises motion picture operators, arranges for pick-up, delivery, stowage and transportation of films, plans for repair of equipment, arranges for publicity for the movie schedule, and strives to obtain good screening, good sound, and comfortable seating.

The Hobby Craft Program is intended to provide facilities for the pursuit of hobbies during leisure time. Leathemrorking, painting. sculpture. photography.. and woodworking are a few of the hobbies that may be carried 1 on in the Hobby Shop. In most cases, a qualified enlisted man is assigned to the shop on a part-time, or service watch basis. An inventory of consumable supplies such as model kits, leather, lumber and lacquer may be carried in - stock for resale to users of the Hobby Shop. Items normally obtainable through the Navy Exchange may not be carried as part of the Hobby Shop’s supplies. The Hobby Crafl Program must necessarily vary according to the funds and space available, the location of the battalion, and the interest of personnel.

An Athletic Program Assistant helps the Special Services Officer with the battalion athletic and physical fitness programs. He is generally assisted by other officers or petty officers in the management of various teams and leagues. The battalion athletic program consists primarily of competitive sports with both team and individual sports being offered. Basketball, softball, volleyball. swimmlng. fishing, horseshoes and table tennis are typical spans activities.

Intramural activities are the heart of the athletic program. But in addition to intramural spotis. teams may be formed to represent the battalion. Leagues or other forms of organized competition often exist in the area where a battalion is operating. Under the Navy sports program. every effort is made to stimulte interest in athletic competition by conducting play-offs with leadtng service teams in a specified area. A team of championshlp caliber that successfully survives elimination tournaments In service competition is permitted to participate in All-Eastern or All-Western Navy Championships. A team representing a naval activity, such as a battalton. may not have more than 50 percent officer personnel participating in athletic events conducted within the battalion. Officers are also prohibited from participating in competitive boxing and wrestling events.

Most athletic equipment is purchased with money from the composite recreation fund. There are two IimitatIons on the expenditure of funds for the purchase of such equipment:

(1) Disbursement may not be made for equipment that is available from appropriated funds or is a pan oi the battalion’s allowance.

(2) Expenditures may not be made for equipment. or upkeep of equipment for the sole benefit of individuals or wow

Athletic and other recreation equipment (such as fishtng rods, checker sets and darts) is kept in a special gear locker. One man is designated as official custodian of equipment. A custody card is prepared for every man in the battalion to record the issue and return of recreation gear Racquets, bats, golf clubs, boxing gloves and similar gear are stored in the locker when not in use.

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Special Assistants and Advisors to the Co&a&ing Officer and Executive Officer:

Command Master Chief (WC). The CMC not only provides the Commanding Officer with a senior enlisted assistant, but, most important, provides a direct channel of communications between the enlisted personnel and the command on problems or questions that cannot be resolved through normal command channels. The CMC is the Commanding Officer’s principal advisor concerning the morale of the enlisted members of the command, an element vital to the successful achievement of the unit’s mission. The presence of the CMC is not to relieve the battalion leadership of their responsibilities. but to provide a communication link to permit more effective leadership. Normally, the senior OCCFLD 13 enlisted man will be designated as the CMC. He may act on the following matters:

(1) Dissemination of information to enlisted personnel regarding polrcies of the Commanding Officer and the command.

(2) Reporting to the Commanding Officer the status of all matters pertaining to the efficiency of the command.

(3) Counselling subordinate petty officers to improve their general effectiveness.

(4) Counselling enllsted personnel on professional or personal matters which may affect the efficiency of Ihe

f- unit.

(5) Providng senior enlisted representation at Captain’s Mast. Request Mast. and Meritorious Mast. if desired by Command.

Marine Advisor. A Marine Gunnery Sergeant. Infantry Specialist. is assigned to each NMCB to provide the battalion with a source of advice and expertise in the areas of military training. small arms, defensive tactics and liaison with tactical units. The presence of this Marine NC0 is not to relieve battallon personnel of their responsibilities in these areas. He will normally be assigned the following specific duties and responsibilities:

(1) Act as the technical assistant to the battalion’s training Officer, Security Officer and Ordnance Officer.

(2) Act as an advisor to the Commanding Officer in troop handling, military subjects. tactics and ordnance.

(3) Assist the battalion adjutant as necessary.

(4) Act in an on-site liaison capacity between the NMCB and the tactical units in the deployment area, including those supported by the battalion for contingency operation or military training.

(5) Act as an instructor in specifically assigned military subjects in areas where there are no qualified

311

batialion instructor personnel available for such assigments.

Certain situations may warrant, at the direction of the Commanding Officer, the Marine Advisor’s assignment in controllcommand of a specific military function such as Security Officer.

Chief Master-at-Arms. The Chief Master-at-arms (CMAA) assists the executive Officer in maintaining good order and discipline. The Chief Master-at-Arms reports directly to the Executive Officer. The MAA force consists of a CMAA and subordinates as required. Battalion MAAs. usually boatswain’s mates, are assigned on a full-time basis. Members of the Master-at-Arms force perform the following functions:

(1) Assist the Executive Officer in maintaining good order and discipline.

(2) Maintain a listing of bunk and locker assignments.

(3) Instruct personnel in the performance of shore patrol duties.

(4) Take inventory of personal effects of deserters. absentees. and deceased personnel. and make disposition according to regulations.

(5) Notify all persons concerned of the time and place of Captain’s Mast. and assist in arrangements for courts-martial.

(6) Take charge of muster. and escort prisoners and restricted men.

(7) Direct prisoners in cleaning. maintenance and other work outside the detention area. and in the performance of extra duty and hard labor.

(8) Raise and lower the colors at prescribed times. and sound prescribed calls via the public address system.

(9) Organize and supervise the battalion watch organization.

Some of the functions listed above are accomplished withtn the company organization when conditions are favorable. It is readily seen that supervision and inspection of berthtng areas might most favorably be conducted intra-company to strengthen the existing chain of command.

Career Counselor. The readiness of the Navy depends upon the retention of well trained and highly qualified men who will reenlist for career service. The loss of trained manpower, with concomitant undermanning in critical ratings and senior rates, causes a serious and adverse effect on fleet readiness. as well as on individual units. In order to achieve success and retain quality enlisted

personnel, an organizational entity exists at command level in the career counselor. The full time enlisted career counseling billet has been established in the NMCB and is staffed by an NC (Navy Counselor), or by personnel who hold the Career Counselor’s NEC 9589, and are assigned to that billet by BUPERS. In addition, four or more trained enlisted counselors who hold NEC 9589 may serve as assistants to the Career Counselor on a collateral duty basis and are primarily assigned to the line companies within the NMCB.

Career counselors must be carefully selected from career personnel who are outstanding with respect to their milrtary behavior, leadership capabilities, appearance, professional performance, and ability to communicate with their contemporaries. BUPERS selected career counselors are detailed to the NMCB, via the BUPERS career information and counseling schools.

Career counsleing and reenlistment interviews are conducted at specific times throughout a members active duty career. A reporting interview is conducted when individual reports to a NMCB. For first term personnel. this will be the first interview received after completion of class ‘A” School. It is an excellent opportunity to familiarize the reportee with his new environment and guide him in the attainment of his career goals. Interviews with personnel in their second or subsequent enlistment stress recent development in career opportunities. as Well as ensure that personnel receive benefits which may have accrued in prAlious enlistments. Cooperation with the Educational Serrices Officer is necessary to ensure complete coverage of topics affecting the Navy career. Additional intervrews are conducted throughout the members’ active duty service. Consult the Rentention Team Manual NAVPERS 15878 for scope and content of such internews.

;! ,

CHAPTER 4 BATTALION ADMINISTRATION

1. ADMINISTRATiVE AND PERSONNEL OFFICER (B-l). The Battalion Administrative and Personnel Officer (S-l) is the senior assistant to the Executive Officer for administrative details and personnel administration. See Figure 4-1. If the S-1 duties are performed by two separate officers, the Administrative Officer will nom-rally be the senior of the two and will act as S-1. The junior officer will act as Personnel Officer. The billets are normally filled by line officers assigned to the battalion. It is the duty of the s-1 to:

(1) Prepare administrative reports and maintain a tickler file on all special and recurring reports to be submitted by the battalion.

(2) Maintain the battalion library of directives and other official publications, making all required changes, and routing cf these publlications to the officers concerned. The S-1 drafts, reproduces, and distributes internal battalion directives such as the Plan-of-the-Day (POD).

(3) Control the custody, periodic verification. upkeep and authentication of all service records, including all entries pertinent to personnel administration.

(4) Perform personnel accounting. including preparation and distribution of the Personnel Diary (NAVPERS 1070/75), consolidate muster reports, substantiate PERMIC (Personnel Management Information Center) Reports, and submit PERSMAR (Pre-deployment Personnel Manning Assistant Reports (CINCPACFLTINST 1366.12 series).

(5) Operate the mail system within the battalron. including guard mail service, as well as internal routtng

(6) Prepare other miscellaneous papers concerning leave and liberty. flight manifests. TAD and PCS orders, meal passes, and rotation data cards.

(7) Supervise the checkincheck-out procedures for battalion personnel.

ADMINISTRATIVE SECTION

-REPORTS

- DIRECTIVES

-MAlL

- CLASSIFIED MATERIAL

- CLERICAL POOL

- LEGAL -OFFICER RECORDS

COMMANDING OFFICER

I

EXECUTIVE OFFICER

I

3 -1 1 I

PERSONNEL SECTION

- ENLISTED SERVICE RECORDS

- PERSONNEL ACCOUNTING

- CHECK IN/OUT

Figure 4-l The Battnlion S-l Organization

4-l

(8) Maintain custody and control of classified material and registered publications.

(9) Maintain a Legal Office.

(10) Provide a clerical pool for all battalion offices.

(11) Obtain and issue Navy Training Courses and examination manuals and arrange for personnel to take enlisted Correspondence Courses.

(12) Serve on the Examination Board for Advancement in Rating and provide other testing services as required.

Repoti. Reports inform those in authority of progress or problems, and enable them to take action or to coordinate activities among several units. A consolidated list of periodic situation and feeder reports required by the commands and offices of the Navy Department is publrshed in OPNAV Instructions of the 5213.3 series. Recurring reports required by activities in the chain of command are listed in the directives issued by each command. The battalion also lists the reports it must submit in directives of the 5213 series.

Typical of the reports required are periodic SITREPS (Situatron Reports), OPSTATS (Operations Status Reports). UNITREPS (Unit Reports), Daily Personnel Diary (NAVPERS 1070 75). and the Annual Budget Submissions. The preparation of the reports may be accomplished by various departments companies. However. overall control is in S-l responsibility.

Directives. The S-l maintains up-to-date files on all Battalion, COMCBPACCOMCBLANT. CNO (OPNAV). SECNAV. DOD. CBC and supporting authority directives. such as NAVCOMPT and NAVEXOS. In addition, basic Navy instructions and notices are kept available for reference publications, such as:

(1) U.S. Navy Regulations

(2) Standard Organization and Regulations of the U.S. Navy

(3) NAVPERS 15665, Uniform Regulations

(4) NAVPERS 15560, NAVMILPERS Manual

(5) JAG 5800.7 Manual of the Judge Advocate General

(6) SECNAV Instruction 1650.1. U.S. Navy and Marine Corps Awards Manual

(7) JAG 5800.6, Manual for Courts-Martial

(8) NAVSO P-3056, Navy Pay and Personnel Procedures Manual

(9) NAVPERS 15909, Enlisted Transfer Manual

(10) NAVPERS 18066. Manual of Navy Enlisted Manpower and Personnel Classifications and Occupation Standards

(11) OPNAV P34-03, The Landing Party Manual

(12) NAVMC 2691. Marine Corps Drill and Ceremonies Manual

Some battalions issue a Battalion Organization Manual. Such an organization manual may be merely a compilation of effective battalion instructions, or it may contain a complete discussion of battalion command control. regulations, daily routine, discipline, watch bills, and inspection procedures. An organization manual is intended to clarify battalion policies and procedures. and to supplement publications of higher authority.

Service Records. A service record is the official history of a persons career in the Navy. It is the property of the government. and its custody and upkeep is one of the more important tasks of the S-l. All informalron in the service record is classified for official use only. It may not be divulged except to persons properly authorized and directly concerned. A man is allowed to examine his record. but may not remove it from the Personnel Office. Unauthorized alteration. or removal of any portion of the record IS prohibited by law.

The pages are standard forms available through normal supply sources, and are filled out to show pertinent information about a man and his enlistment. The specified series of pages are filled out in accordance with Sections 5030200 to 5030443 of the NMPC Manual. Instructions are very specific because these entries can effect pay. allowances, retirements, and veterans’ benefits. Only a person designated by the Commanding Officer may make service record entries. When a man checks into the battalion. his service record is verified. This process IS

repeated yearly and, finally, when a man checks out of the battalion.

Pcraonnel Accounting. Since personnel accounting must be accurate in order to match current skills and numbers with future requirements, an integrated Navy-wide Manpower Information System was established under the over-all administration of BUPERS. It consists of a Data Processing Center at NMPC, several Electronic Accounting Machine Units located to provide information on recruits, and the major field activity called Enlisted Personnel Management Center (EPMAC), which record and store information on billets and personnel assigned to the Atlantic, Pacific, and Continental United States areas. This high speed computer-otiented system is tied together with a data transmission system fed by reports from fleet commands and shore activities.

In the battalion, the S-1, acting in his capacity as Personnel 0fflce.r. is responsible for accurate and timely input of

information concerning officers and enlised men of the command. Input has been made standard through the use of the NAVPERS 107Off5 form called the Personnel Diary (See Figure 4-2). Details concerning format, types of entries and distribution of copies are contained in the Pay and Personnel Procedure Manual (PAYPERS). The NAVPERS 107075 is submitted daily as changes occur. This procedure allows the PERMIC to maintain current information on all personnel. Each month the PERMIC sends out to all commands the Dfficer Distribution Control Report (ODCR, NAVPERS 130115) and the Enlisted Distribution and Verifcation Report (EDVR NAVPERS 1080-l ). These documents bring together all the significant factors relating to the distribution of personnel. They show the battalion allowance, on board strength, changes expected in the next six months, and current and expected manning levels. Information is furnished on those personnel currently in each billet, and for those expected to arrive on board in the near future. Every month the information on these reports is verified and corrections made via the personnel diary when necessary. Without these reports, personnel planning would be extremely difficult.

Mail System. Each battalion maintains its own Post Office. staffed by a senror Postal Clerk, acting as Postmaster. and two junior PC’s as non-rated personnel. Although the billet of Postal Officer may be staffed as a collateral duty by an officer other than the S-1. the personnel in the Post Office are generally accountable to the S-l militarily and administratively and function as part of his depanment. The Postmaster is responsible for the following:

(1) Computing classificatons. rates. and proper markings for all classes of mail.

(2) Procurement, sales and accountability of stamps and money orders.

(3) Preparing all classes of US. Mail for dispatch.

(4) Receiving and distributing all classes of U.S. Mail.

(5) Preparing and maintaining Postal Claims and Inquiries on all classes of U.S. Mail.

(6) Maintaining the Postal Directory Service.

(7) Preparing and submitting reports on postal operations.

Each officer in the battalion who prepares correspondence is responsible for its correctness in both content and form. If security information is involved, he is also responsible for assigning the lowest classification and automatic time-phased downgrading consistent with proper safeguarding of infonation.

Custody of Clasalfied Materlals. It is normally the S-l’s responsibility to maintain custody of classified materials. although he may work in conjunction with the Plans and Training Officer (S-2) in this capacity. Instructions. correspondence, messages. or reports may contam classified information which requires protection in the interest of national defense. The Department of the Navy Information Security Program Regulation, OPNAV Instruction 5510.1 series contains instructions pertaining to the receipt. stowage, issue control, preparation, transmission and destruction of classified correspondence. Procedues for classification and automatic time-phased downgrading are contained in DOD Instruction 5200.1 series.

All official correspondence must comply with Chapter 10. Standard Organization and Regulations of the U.S. Navy.

Legal Office. Normally a Legal Assistant will have had specialized legal training at one of the Navy Schools for

Preparation is governed by SECNAV Instruction 5216.5. Navy Correspondence Manual. Also Useful Is the NAVPERS 10009, Writing Guide for Naval Officers. Incoming correspondence is carefully controlled in order to ensure that prompt action is taken by the proper batlakon officer. All official mail to the battalion is addressed to the Commanding Officer. It is opened by the mail yeoman r indicating the date received and a tickler date set on which action must be completed or a reply prepared. It is then routed to the companies and departments concerned.

Naval messages are used when it is determined tha! letters and speedletters will not relay information fast enough. They are prepared for release in accordance with NTP-3 and local Naval Telecommunication Center instructions for release by the Commanding Officer or delegated representative. Normally each battalion uses the nearest naval facility for sending and receiving messages. The message center, also operated by the S-1, handles intra-battalion communication and the routing of incoming messages.

Check-In/Check-out Procedures. Each battalron develops a check-in procedure for incoming personnel. This procedure assures prompt completron of the administrative details. Men reporting aboard should be able to accomplish the following at a single check point:

(1) Be assigned temporary billetmg:

(2) Have service record verified;

(3) Receive orientation to battalion facilities and projects;

(4) Be issued special clothing and equipment: and

(5) Deliver pay and health records.

A similar procedure is used to check a man out of the battalion; in this case, the intent is to ensure that the man has the proper records to be carried to his next station, and that he has turned in all the equipment assigned to him while he was a member of the battalion.

4-3

. rLaSDNWE1 DIARY UWtRS lO70/75 (Rev. P-71) “’ n’ob-O”*O”

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Figure 4-2 NAVPERS 1070 75, Personnel Diary

r

military justice. The administration of legal matters, however, is under the purview of the S-l. Issues arising out of violations of the Uniform Code of Military Justice (UCMJ) are processed by the Legal Assistant and his staff. His responsibility is basically confined to military matters but extends to certain civilian issues. The Legal Assistant prepares correspondence and documents for the proper prosecution of legal issues. He also serves as the executive staff advisor to the Commanding Officer on legal matters.

Clerical Pool. When the work load of company administration becomes excessive, the S-l will supply necessary assistance from its administrative personnel to assist the various offices in the completion of their administrative work loads.

Miscellaneous Actions. The S-l prepares papers documenting and ordering personnel to fulfill requirements

of U.S. Navy Regulations, the Battalion’s Operations Order (OPORD) and instructions from higher authority.

For example, leave is earned by an individual in accordance with the NAVMILPERS Manual (NAVPERS 15560), and preparation of papers certifying the authorization of this type of absence is a responsibilrty of the S-1, Orders to a new duty station (Permanent Change of Station, PCS) or orders to a detached locatron (Temporary Additional Duty, TAD) are also a responsibility of the S-l. These orders are usually in response to a directive from BUPERS concerning the permanent transfer of an individual, or in response to a need of the battalion In the implementation of its OPORD. Other internal authroizations are handled from the S-l office such as the preparation of meal passes, and flight manifests.

CHAPTER 5 BATTALION TRAINING

1. THE PLANS TRAININGINTELLIGENCE OFFICER the staff of the commander exercising operational control (S-2). Battalion training depends upon many factors, of the situation because of his detailed knowledge of among them, the location and operational commitments of capabilities of the battalion. The S-2 works with the the battalion, directives from higher authority, the homeport regimental training officer to develop a homepon experience and previous training of personnel, and training schedule.

. available training facilities.

Article 0803 of U.S. Navy Regulations requires the Executive Officer to supervise and coordinale the work, exercises. training. and education of personnel of the command. His principal assistant for this purpose is the Pians and Training Offtcer (S-2).

The S-2 is primarily concerned with the formulation and administration of the formal military and technical training programs. Specific aspects of technical tratning and general training programs are administered by each company. but should correspond to general guidelrnes established by a deployment planning team. The duties of the S-2 are to:

The S-2 is head of the Training Department and is also the Battalion fntelligence Officer responsible for war and contingency plans required to be maintined by the NMCB (see Figure 5-l). He may be designated Top Secret Material Control Officer. In combat supporf and disaster

(1) Maintain the battalion library of contrngency plans. intelligence information. maps and olher publrcatrons related to possible wartime tasks.

(2) Coordinate the preparation of suppomno plans control operations, he may be designated liaison officer to for combat support and disaster control operatron;

COMMANDING OFFICER

EXECUTIVE OFFICER

I

I s-2

1

I 1

I

I

PLAUS I,

I -CONTINGENCY PLANS 1 - READINESS REQUIREMENTS

-ON YTE SECURITY

L COMMUNlCATIONS -OFFICERS - WEAPONS -GMT

- FORMAL XHOOLS - TACTICS - P.O.

_ ADVANCEMENT INDOCTRINATION

IN RATE - LEAOERSHIP - HUMAN RESORCES

- PROJECT TRAlNlNC - PHYSICAL CONDITIONING CREW TRAINING )- SAFETY TRAINING

W~R~~~Vl~EEVASION. RESISTANCE

ADVANCE BASE CONSTRUCTION

DISASTER CONTROL

Figure 51 the Battalion S-2 Organization

51

(3) Prepare Operation Orders for field problems and exercises.

(4) As a member of the deployment planning team, gather information from training policies and directives of higher authority. and present studies of the types of technical training most needed by battalion personnel for present and future projects and wartime operations,

(5) Prepare battalion-wide military and technical training programs, provide guidance to Company Commanders, observe training progress and recommend action to correct trainrng defidencies.

(6) Keep informed on the availability of training quotas. training manuals. training atds, training films and training facilities and request quotas as directed.

(7) Set up orientation programs for officers and men reporting to the battalion.

(8) Conduct training for battalion instructors. and assist in the preparalron of lesson plans and training aids.

(9) Reserve classrooms. firing ranges. and spaces needed for scheduled training.

(10) Disseminate pertinent training information

(11) Obtain and issue Navy training films. and other trarning aids.

(12) Keep necessary lralnlng records and submit trarntng reports

(13) Prepare lralnlng programs for homeport development.

(14) Manage and operate the battalion armory

(15) Manage and mamtain the battalion tactical communeat~on equlpmen!

2. PLANS. Planning is based on mission-oriented directrves issued by higher authority. followed by supporting operatronal plans prepared by the lower echelon commanders

Operational Plans (OPLANS). In reviewing the OPLANS from hrgher authority, the deployment planning team must constantly try to extract engineering requirements and evaluate them with regard to the state of preparedness of the battalron. The deployment planning team is a composite organization composed of members from all operational units within the battalton. The S-2 serves on the team as the authority on training facilities and procedures. Requirements for training and pre-deployment preparation are formalrzed within the team horn analyses of the current OPORDER. battalron requirements, and personnel situation. Engineering and skill requirements are closely reviewed by S-3 personnel; mount-out procedures are

formalized by the embarkation Staff; material handling and acquisition are summarized by the ML0 contingent. With overall 0perational:engineering commitments properly documented, the S-2 will organize. prepare. and execute a training program to fulfill construction, as well as military and general training requirements for the pendrng deployment. In many cases. normal training does not prepare the battalion for all the tasks to be expected In wartime. It is here that the S-2, and deployment planning team must ensure that the battalion has a training program to offset inexperience. Although concrete block for construction projects is provided through normal supply channels during peacetime, the battalion may be required to make block in wartime. Without maintaining the attitude of preparing for emergency or Wartime deployments, the battalion might overlook the fact that some personnel should be trained in block plant operations.

The S-2 has the responsibility to inform the Commanding Officer of the training requirements generated by varrous OPLANS and also to point out any diffrcullies imposed upon the battalion by the plans of higher headquarters

The S-2 should prepare written briefs of current operational planning. keeping this information in his planning library along with facts concerning the organizatron and equipment of other units included in OPLANS that require Seabee participation. This library should also contain Navy. Marine and Army publications on:

(1) Construction in the Combat Zone: i.e.. Engineer Field Data (FM 534) and Field Fonifrcatron (FM S-15).

(2) Advance Base Construction Facilities Plannrng Guide (NAVFAC P-437) and Army Engineer FunctIonal Component Table and Drawings (TM 5-301 TM 5303).

(3) Embarkation data: i.e.. Ships Loadrng Characteristics Pamphlets for various class vessels and Embarkation (FMFM 4-2).

A through documentation of the battalion allowance. including how it is packaged. moved. and loaded. IS also essential for a complete planning library. With these tools. the deployment planning team and S-2 may Stan their plannrng and layout of the battalion training programs

Readiness Requirements. The goals of planning and training in the battalion are full development of the teamwork and skills needed to maintain a stale oi operational rediness to provide rapid and effective construction supporl to Naval, Marine Corps and other forces. as directed; to be prepared to conduct defense operations when required; and. to be prepared to conduct disaster control and recovery operations. Therefore. the S-2 is concerned with operational and material readmess. He must ensure that the battalion is trained in military and construction skills, as well as embarkation procedures. This includes the proper assignment of tasks to be performed by battalion personnel under each OPLAN and the familiarity of all hands with what these tasks entail. He

62

,r”- must ensure that designated personnel have a working knowledge of all tools, equipment and supplies required for each OPLAN, and that they understand the effort required to move the battalion equipage from one location to another. To gain this working knowledge of allowance items, each Company Commander and Staff Officer should maintain a detailed cargo analysis of equipment assigned to his custody.

When this information is available to the Commanding Officer, he can envision any emergency situation and direct his unit to respond. Exercises provide the optimum in training, because they put classroom knowledge to work, and test the theories and assumptions of the planners. By furnishing other battalions a copy of the “lessons learned.” one NMCB can make a significant contribution to overall Seabee readiness.

Pians are prepared for air and surface mount-out involving the movement of batalion personnel. equipment and supplies to a forward area. Since actual embarkation depends upon many factors such as shipping availability. type of debarkation, scheduling. and amount of overland movement, the battalion must be responsive to changes that occur upon execution of the OPLAN. Firm shipping data cannot be provided in many cases.

,f--

Upon receipt of the OPORDER. which normally contarns the task assignment. the period of time the battalion is to be self-sustaining and the shipping space allotted. battalion officers can plan the movement in detail. The normal peacetime deployment schedule permits several weeks for movement planninq. but under emergency conditions. only several days or perhaps hours are available. Therefore, much of this work can be completed prior to the emergency, leaving only the details of a particular operation to complete the entire picture.

Battalions have written standard embarkation plans for hypothetical conditions. and have developed the concept of a Mount-Out Control Center (MOCC) to reduce the possibility of overlooking any details. The MOCC is designed to provide the Commanding Offtcer with up-to-date information on his unit’s preparedness to mount-out and accomplish a contingency task.

3. TRAINING.

Program Formulation. The training program of each battalion is fomrulated to provide the personnel on board with the skills needed for the accomplishment of the battalion’s current and contingency missions. The program is drafted by the S-2 and the deployment planning team in accordance with the pattern and priorities established by the Commanding Officer, The program covers many phases, from orientation to special technical courses. It depends upon such factors as operational commitments. policies and directives from higher authority. experience and previous training of the personnel, and the training facilities available. Although much of the construction training is provided by the Class A and C schools.

additional skill and experience must ba acquired in the battalion. Therefore. it is essential that officers and petty officers be equipped to assume the responsibilrty ‘of training the men on-the-job. The training program is built around the on-the-job COnStrUCtiOn effort, supervrsed and organized by the S-3. supplemented by battalion generated courses of instruction, and backed up by various Special Construction Battalion Training (SCBT) courses and CNTT schools. The training program emphasrzes the supervised development of construction and military skills through orientation of newly assigned officers and men. operational readiness exercises, daily planned work assignments, and special technical courses. The program also includes daily military formations and observances, periodic military and disaster preparedness exercises. and regularly scheduled inspections.

-

On-the-job training plays a major role in the development of highly skilled Seabees. Insofar as practical. the battalion should attempt to rotate personnel among various common work items involved in normal construction operatrons to provide battalion personnel with the opponunity to broaden their individual capabilities. Scheduled technrcal trarnrng should. preferably. be given in field demonstratrons of applied construction theory. Training of this type should be aimed at improving individual and crew profictency. thereby obtaining higher quality workmanship.

Training programs become the primary missron in homeport. The NMCB is expected to spend sufficient time in training to correct all its skill level deficiencies. About 35% of the man-days available in a seven-month homepon period will be required to meet this objecttve. Thts percentage includes formal and special training. crew and on-the-job training and all phases of military trarnrng including field exercises. In addition. the planning and estimating accomplished on projects for the next deployment may be considered as on-the-job trarnrng Thus. after the initial leave period. the NMCB will be devoting up to 70% of its available man-days in attarnrng and maintaining the skills required forthe next deployment

Shortly before the NMCB returns to homeport. it sends an advance party to the homeporl regiment to prepare for the arrival of the main body. Primarily. the advance party ensures that the training program is “on track” and that instructors, school quotas and material support are ready for the return of the NMCB. All personnel will ba trained in the areas of technical. military and general topics However, the program may be tailored to meet the specialized mission of a proposed detail. For example. a group of Builders scheduled to be part of a detail placing concrete on a coral atoll may be trained in the use of coral aggregate in lieu of standard aggregate.

Program Dlssemlnstion. Much of the training program information is passed via the chain of command. However. most units also have an Educational Services Office to provide information directly to individuals in the unit. This readily available contact point permits rapid response to needs concerning educational opportunities.

B-3

advancement courses, and the acquisition of training aids and materials.

4. GENERAL ORIENTATION. Each batalion develops a comprehensive orientation program for new officers and men. Such orientation is usually part of, or a continuation of, the check-in procedure Carefully planned orientation enables new officers and men to become effective members of the battalion with the least delay.

Deployment orientation is given to the entire battalion occuring the last week before embarkation when training has been completed, special details are secured, and no one is on leave.

5. TECHNICAL TRAINING.

Officer Training. Officer enroute or assigned to a battalion are frequently scheduled to attend regular or short courses at Navy Schools. The Naval School, Civil Engineer Corps Officers (CECOS). Port Hueneme, California. conducts a two-week course in Construction Battalion Operations designed specifically to acquaint company officers with Seabee functions. Other courses in Military Justice. Construction Management, Embarkation, Basic Indoctrination in Chemical and Brological Warfare and Mlitary Training are designed to aid officers in their assignments and prepare them for specralized staff duties. While in the battalion. all officers may actively participate in a correspondence course program to broaden therr professional background.

Formal Schooling. During a career every Seabee has ample opportunity to attend formal classes of instructron. The requirements to keep trained personnel available for many different task assignments means that the battalion must rely heavily on formal schooling. Company Commanders nominate personnel to fill quotas obtained by the S-2. Nomination must be based upon the capability and interest of the individual. and ability to use the knowledge gained for the good of the battalion and the Navy. School quotas should be granted to those who have worked hard to improve themselves, considering the benefit expected to return with the battalion on its next deployment.

The Naval construction Training Centers (NCTCs) at Port Hueneme, California and Gulfport, Mississippi, are the principle schools for technical training in construction.

Other schools available to Navy personnel are those of another service. or those of industry. The Army School, located at the Army Signal Corps Laboratory. Fort Gordon, Georgia is an example of a service school where Navy construction electricians and other personnel who work with telephone equipment may receive valuable training. The Infantry Training Regiments at Camp Lejuene. North Carolina, and at Camp Pendleton, California, provide advanced infantry training and weapns training for all battalion personnel. In addition, several manufacturers run specialized training courses on the operation and maintenance of their equipment. These schools are often

made available to the government. See NAVFAC Instruction 1510.1 series.

Advancement Training. All enlisted personnel in the battalion are in training for advancement in rate. consisting of Personal Advancement Requirements (PAR). Navy Training Courses, and “on-the-job training” experiences.

Project Training. An analysis of labor requirements for a forth-coming deployment might reveal that the battalion IS short on some needed skills. For example, a large airfield may involve much earthmoving. Thus, the S-2 may set up a program to train extra personnel in equipmenl and vehrcle operation. In such cases. it may be necessary to tram Builders or others for temporary service as dump truck drivers.

Whenever an uncommon work item of sufficient magnitude is encountered during a deployment. it should be accomplished in a manner which will allow the majority of career personnel of the appropriate rating to gain experience and training in the operation.

Safety Training. The technical training program should vigorously stress safety, and provide personnel with a solid background in practical safety techniques. an awareness of the inherent dangers of construction work. and the proper procedures to avoid these dangers

War Damage and Advance Base Construction. The construction projects assigned to the battalion In peacetime are usually of permanent and semi-permanent type construction. While this provides excellent on-the-job training for the battalion personnel, certain tasks related only to the construction of temporary facilities are not included. Thus, a program to supplement the on-the-job training has to be conducted in the battalion to bridge the gap between peacetime construction tasks and emergency or wartime construction Tasks. Each battalion must train to maintain the capability to:

(1) Tactically load amphibious ships and cargo aircraft

(2) Effect expedient repairs to war damaged facilltres including repairs to:

(a) Bomb damaged runways and arrcraft support facilities.

(b) POL storage and distribution systems

(c) Utilities distribution systems.

(d) Buildings and other structures

(3) Install and maintain the Short Airfield for Tactical Support (SATS) complex.

(4) Construct timber bridges.

(5) Repair and expand waterfront structures.

(6) Perform reconnaissance missions

(7) Perform steel tank erection.

Additionally, personnel must be trained to assemble. operate and maintain:

f--

f”““‘”

(1) Portable well drilling rig.

(2) Portable rock crushing machinery.

(3) Portable sawmills.

(4) Camp component items.

(5) Functional components

This training is directed toward developing a hard core of career petty officers knowledgable in advance base constructron, materials and technrques.

The development of advance base functional component crew training courses is the responsibility of the S-2. This includes curriculum development. location of materials and presentation of the course. At the present time this training is not available at the NCTC.

Disaster Preparedness. Included within the mission of the construction battalions is the task of assisting in control of the effects of natural disasters. and of the effects of chemical. biological and radiological (CBR) warfare actions, To provide personnel with the training necessary to permit accomplishment of this mission. Disaster Preparedness Training is conducted at the NCTCs.

Special Construction Battalion Training Courses (SCBT). Personnel Readiness Capability Program (PRCP) skills have companion SCBT courses identified by the same number. These courses are available for the purpose of maintaining the technical readiness capabilrty required by Commander Construction Battalions Pacific Fleet. Atlantic Fleet and First Reserve Naval Constructron Brigade Instruction 1500.20 series. The training is utilized to supplement on-the-job training by providing advanced or specialized training in courses of short duration, usually of one to four weeks in length. These courses have proved invaluable in assisting unit commanders in developing a readiness posture which will provide for successful employment of their forces when deployed throughout the world.

SCBT courses are listed and outlined in a Joint Naval Construction Training Center, Port Hueneme and GuWort schoo! catalog. The using NMCB provides augment personnel to the NCTC to assist in fhe instruction for the courses scheduled. The facilities and equipment of the NCTCs are used at no cost but the cost of consumables is charged to the using command.

6. MiLtTARY TRAINING. The NMCB must be capable of defending itself while carrying out the primary construction support mission, either as a unit, or in combination with other forces. It must also be capable of integrating with other forces for the defense of advance bases. Military training programs for the NMCB are aimed at maintaining the necessary ability to perform this mission.

Battalion programs are supplemented with military training conducted at the homeport by the military training groups of the respective homeport regiments. This training includes.

(1) individual combat training

(2) individual weapons training

(3) Crew sewed weapons training

(4) Advanced combat skills training

(5) Field communications operations

(6) Command post exercise

Additionally each battalion conducts a mobilrralion exercise while in homeporl in conjunction with the deployment of the entire battalion to a remote site for a combat field exercise. This exercise gives the battalion the opportunity to live fire all TOA weaons and gain expenence operating in a tactical mode. Deployment sites are selected to ensure a battalion experiences a variety of operatmg environments over a period of time.

Various types of fOm?al, informal, and on-the-job tralnrng are alS0 available to certain members of the batlakon during homeport. Functions such as weapons repam. communication gear repair. and military instructor orientation are addressed in this area.

Weapons Trslning. Weapons training is given to all battalion personnel to enable the individual to be completely confident in his ability to use his assgned weapon.

Tactics Training. Instruction in basic tactics and survrval in combat should be given to all, stressing defensive lacttcs to enable units, up to and including those of battalron sate. to defend specific areas.

LeadershlpTraining.The training program stresses small unit tactics (company and below). as well as military staff functions. Squad leaders and fire team leaders must be trained to exercise command and control on the battlefleld not normally delegated to them.

Physlcai Conditioning. Physical conditioning programs may be conducted in conjunction with regular training by having specified periods of calisthenics, obstacle course training, and organized athletics for all personnel.

56

Survival, Evasion, Resistance and Escape trainlng (SERE). Normally, only special detachments are given intensive training in Survival, Evasion Resistence to Interrogation and Escape. Ht?wever, all battalion personnel are given orientation training in SERE to acquaint them with the problems, and to assist them to understand the principles contained in the Code of Conduct.

7. GENERAL TRAINING. There are in effect within the Navy numerous programs which have as a common objective the preparing of naval personnel 10 fulfill the objectives of their oath of naval service, and the providing of guidance and information in matters which affect naval personnel as individual citizens, and as members of a military organization in the service of their country. These programs have been gathered under the title “General Military Training,” and are listed in OPNAVINST 1500.22 series.

The core of the Navy’s voluntary education is a management system known as Navy Campus for Achievement (NCFA). The system includes a network of qualified professional educational advisors who assist the individual by providing guidance counseling 10 establish educational goals: assisting in determining realistic educational alternatives; recommending methods of achieving these predetermined goals: providing institutional arrangements if a Navy Campus for Achievement degree program is selected; and maintaining close liaison with the Educational Services Officer and Career Counselor to provide technical guidance 10 them concenng off -duty educatIonal matters.

Two funct\ons critical to the success and efficiency of voluntary education programs, namely. credit by examination and a catalog of independent study programs and courses have been assigned to Defense Activity for Non-Traditional Education Suppon (DANTES). DANTES is physically located at Pensacola. Florida. and receives its fiscal and admtnistrative support from the Chief of Naval Education and Training (CNET).

To provide credit-by-examination services. DANTES negotiates a contract with the College Entrance Examination Board 10 offer College Level Examination Program (CLEP) General and Subject Examinations. the Subject Standardized Tests and. a1 selected overseas locations only. the GED tests. Under provisions of this contract. administration of the GED tests is conducted by the GED testing service of the American Council on Education (ACE) while administration of the CLEP examinations and subject stnadardized tests are conducted by the Educational Testing Service of Princeton, New Jersey.

8. BAITALION TRAINING PROGRAM.The training of a battalion 10 perform its assigned mission is a most important pan of operational preparedness. The goal of the NMCB training program is full development of the team work and skills required to provide responsive military construction suppon to Naval, Marine Corps. and other

forces in military operations and secondly. to provide continued professional developmenl of NMCB personnel. With a carefully planned and coordinated day-to-day training program. where individual and unit tratning are adapted to current and long range needs. the NMCB WIII achieve these goals and achieve the posture of an effective constructioncombat force. Careful planning is a primary consideration. What are training objecttves? How will they be carried out? What areas of training should be given priority?

General Planning. Planning is a never ending part of the S-2‘sdaily routine. but the S-2 must recognize that it cannot be accomplished alone. Planning KtqUireS teamwork at all levels. Meetings should be held on a regular basis and should as a general rule include as members the Company Commanders and Battalion Staff personnel as needs dictate. During these meetings. the team can, for example:

(1) Discuss the present state of training of the battalion as observed in the daily routine;

(2) Review results of completed projects and or projects in progress for training deficiencies:

(3) Review crew performance in combat or under simulated combat conditions:

(4) Discuss the present operational schedule for immediate or projected training requirements:

(5) Review projected personnel losses with corresponding skill losses; and

(6) Examine the OPORD and directives from higher echelon for new, increased. or more sophisticated operational and hence. training requirements.

To satisfy the training policies and requirements of higher authority. the requirements of the battalion and the individual. the S-2 must initiate the planning stage of the training program in a timely manner. Planning for the overseas deployment training program should begin while the battalion is at homepon aqnd conversely for the homepon training program while the battalion is deployed a1 its oversea site.

Plannlng for the Overseas Deployment Training Program. OPORDS issued to battalions require that training be conducted during overseas deployment. Consequently, the S-2 must plan and prepare a training program that can be rapidly and effectively utilized during times Of OpPOftUnity such as inclement weather and material delays, as well as on a scheduled basis. The S-2 muSt ensure that qualified instructors are assigned to ClaSSeS, that properly prepared lesson plans are on-hand. and that a schedule is prepared for classes 1o be conducted.

Effective instruction requires considerable preparation on the ParI of the instructor and it is recommended that

specific training schedules and assignments of instructors GMT is divided into eight units EbS fOllOwS:

F- be promulgated as far in advance as practical. If possible, the schedule should be published during the homepon deployment to allow assigned instructors lo make use of the resources available in the preparation of lesson plans.

(1) Unique role of the Navy in American history, including its contributions to peace-keeping.

The overseas deployment training program should consist of technical. military and general military training subjects which will be discussed in the following paragraphs.

(2) Benefits. rewards and responsibilities of a professional career in the Navy.

(3) Fundamental principles of American government and the forces which threaten its security.

During peacetime deployments a goal of between 12 and 15 percent of the total deployment mandays is usually established for training. By the definitions used, this 12 to 15 percent includes time for unit moves, embarkation exercises, disaster preparedness exercises as well as military and technical training.

(4) Rights and obligations of citizenship and means to improve human relations at home and overseas.

(5) Principles, practices and techniques of Navy leadership.

(1) Technical Tralning. Initial emphasis should be placed on developing individual and crew skills required for projects at hand. When these skills have been sufficiently mastered. emphasis should shift to training in those skills which. though not immediately required. will be beneficial in future projects for career improvement and for advancement in rate. Training for non-OCCFLD-13 personnel should also be included. Technical training ror junior and senior officers should concentrate on increasing

* leadership. management. and administrative skills necessary for positions of increased responsibility.

(6) Navy policy and personal responsibility in the conduct of personal affairs.

(7) Medical, legal and social aspects of drug. nicotine and alcohol abuse. and physical inactlvity.

(8) Physical fitness training.

(2) Military Training. The conduct of military training while overseas is largely dependent on the availability of training facilifies. both firing ranges and tactics areas. Since all members of the battalion undergo extensive military training prior to deploying. the training on deployment should be aimed a1 maintaining the capabilities attained in homeport. This can best be accomplished by scheduling small groups. company size or less. for weapons firing on a rotating cycle such that all hands fire two or three times during a deployment. In addition, practice with the communications gear is required to retain good communications discipline and effectiveness.

Through this program, personnel learn more about their own country and its relationship to other countries of the free world. Additionally. men get a broad picture of the part played by Armed Forces in backing up United States policy. Cultural relations aspects of the program brtng personnel up to date on the fine art of overseasmanshlp helping them to get most out of their visits in other lands as one of the Navy’s “Ambassadors in White Hats.”

Other training requirements which fall info thus area include Petty Officer Indoctrination. Command Training Teams. Overseas Diplomacy, and various substance abuse counsellor and awareness programs.

To be effective the military training must include active participation of the unit command structure including Commanding Officer. Company Commanders and Chief Petty Officers. In addition to providing valuable leadership experience for the officer, this active participation has a positive effect on the interest and motivation of the enlisted personnel.

Planning for the Homeport Training Program. Dunng the last two or three months of the overseas deployment. planning for the homepon training program should be accelerated. At this time, the deficiencies in the battalion‘s overall skill levels relative to the next overseas deployment must be determined by comparing on-board and projected assets to requirements.

(3) General Military Training. The general military training (GMT) program should not be confused with the combat military training program. The GMT progrm which is covered in OPNAVINST 1500.22 series is defined as the initial orientation and follow-up on-board training In non-technical areas such as preparing naVal personnel to fulfill the objectives of their oath of naval services; and providing guidance and information 10 naval personnel in maffers that affect their welfare both as individual Citizens and as members of a military organization in the service of their country.

Training requirements are obtained from three primary sources. The first of these is the COMCBPACCOMCBLANT Instruction 1500.20 series. This instruction establishes the skill level requirements for all battalions and is designed to ensure that a battalion IS

capable of executing any task within their mission statement as described in OPNAVINST 5450.46 series and OPNAVINST 3501 .115 series. Secondly. a review of the OPORD for the upcoming overseas deployment will indicate skill type and quantity requirements for the future deployment period. Integrating the requirements of these three source documents will enable the S-2 to establish a program of battalion. crew, and individual training to meet the objectives of both long range and short range mission and tasks.

(1) Sklll RWpiremGntS.

(a) Battalion Skill Requirements. Listed are special skills required of the battalion. the minimum number of personnel who must be trained in the skill and the level of training required (i.e., each battalion is required to have a minimum of one Career Counselor who is a graduate of Career Information and Counseling Class).

(b) Crew Skill Requirements. Listed are the particular crew skills. and the size and number of crews required (i.e.. each battalion is required to have a minimum of ten men trained as a working crew in Asphalt Paving Operations).

(c) lndivldual Skill Requirements. Listed are the individual skills within each rate and the minimum number of personnel of that rate who must be trained or qualified at a particular skill level (i.e., each battalion is required to have qualifled in heavy constructlon. seventy-five builders al skill level 1 and or 2. and four builders at skill level 3).

Deficiencies in the above areas may be pmpointed by utiltzing Personnel Readiness Capability Program (PRCP) reports. PRCP repofls utilized by the S-2 for planning indicate assets as of a projected date (I.e.. new deployment date plus three months) rather than current status in order to exclude personnel who will not redeploy due to EAOS or transfer. Further discussion of the PRCP is contained In Appendix D.

After deflclencies have been pinpointed. the S-2 must determine what schools are available to correct them. He will be greally asslsled in school selection by utilizing the Special Seabee Training and Formal Schools Catalogs Training Course catalogs are published by the Commanding Officer. Naval Construction Trainmg Center. Gulfport, fvllssisslppi. and the Commanding Officer. Naval ConstructIon Training Center. Pan Hueneme. California. as a joint instruclion n the 1500.1 series. These catalogs contain descriptions of both formal and Special Seabee Training Courses conducted, their length, training level achieved upon completion and instructional or rate prerequisites.

For training not oft ered by local commands, the S-2 should consult Catalog of Navy Training Courses (NAVEDTRA 10500). This catalog describes Officer Professional Courses which are designed for general professional development nol peculiar to particular skills. such as Advance Command. Staff, and Postgraduate Courses: Officer Skill Courses which are designed to train an officer in a skill or enhance an officer’s skills in a specialty such as Naval Construction Battalion Operations and Military Justice Courses; and Enlisted Skill Courses. Also contained in this catalog is infomation regarding class convening dates, seasonal uniform changes, quarters and messing availability. and other pertinent information relative to schools operated by the Navy.

The S-2 should contact the Regimental Training Officer for speciaked training requirements not obtainable at local commands or through formal Naval schools. This type training may be obtained from industry or through courses offered by other branches of the Armed Forces.

After areas of deficiency have been categorized and school requirements established, the S-2 will be ready to start scheduling the training program.

(2) Scheduling. The scheduling of battalion training is an area which requires a maXimUm of coordination. cooperation and attention to detail. A well scheduled training program considering individual needs and desires. as well as company and battalion requirements will generally facilitate maximum UtillZatiOn of personnel and facilities available. A simple method of determining individual desires is to ask them to rank the type of training in the order of most desirable to least desirable (See Figure 5-2). This method will not only increase morale. but will ald the company training petty officers in their scheduling effort.

Formal school quotas are held by MNPC and granted at the request of the battalion following validation by the homeport regiment. Approximately 45 days prior to class convening (CLCVN) date unused. C school quotas at the NOTCS are assigned to the respective homeport Reglmenl for redistribution to the battalions under lhelr OPCON. Advance identification of training requlrements IS mandatory to insure availability of critical quotas.

Company Commanders should select well rounded senior personnel to accompany the S-2 on the advance pany. These personnel will be designated as Company Training Petty Officers and will assist the S-2 primarily In the establishment of a training schedule on the company level prior to the return of the main body. If practical companies should designate one petty officer for each rating involved to give more personalized and specialized attention to their particular rating and to reduce the workload assigned to any one man.

Transcript masters and related equipment should accompany the advance party. The transcript master will be valuable to the Company Training Petty Officer in thew formulation of the company training schedule. The Battllon S-2 should contact the Administrative’Personnel Officer. R-l, at the Regiment after arrival at homepon to obtain the names. rates and skill deficiencies of personnel awaiting assignment to the battalion. Ideally. these personnel should have been interviewed and skill capabilities and deficiencies recorded and a vigorous training program will be in progress. It is anticipated that the Regimental Training Officer will have taken advantage of unused qUOtaS Of Other battalions undergoing training and that on-the-job training (OJT) projects and crew training will be utilized to the fullest extent to correct any deficiencies noted.

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c

Frvm: CE2 John J. JONES, 000 00 00, LiSS To: B Company Commander

Subj: Courses of Instruction 1 desirr IO attend

1. 1 have ranked the courses of instruction listed in order from moat IO least desirable.

a. Inlerior Wiring

b. Power Distrubution, InstaUation and Jlaintenancr

c. Cable Splicing

d. Telephone Exchange, Installation and .Uaintrnance

e. Pouer Plant Operation and Maintrnarnc

f. Rewind Motors and Generators

6 Basic Electronics

h. Control Systems Instalkrtion and Xlaintwancc

i. Intercom and Public Address Systems

j. k.

I.

NOTE: Listed on these forms might be those area* in which ~hr battalion ir deficicwt for each rating ((ZE.L’T. .‘;\\. VII .) and blanhs left for the individual to write in special schools IN* ~ottid like.

Figure 5-2 Sample Tralnlng Questionnaire

f’-

The S-2 whould then contact the Regrmental Trarning Officer. who will coordinate and arrange training meetings with local commands involved in the homepon training of battalions. The initial schedule will have been prepared by the Regimental Training Officer who is tasked with scheduling training for all battalions at homeport on a long range basis and will usually be forwarded to the Battalion Commanding Officer in the homeport OPORD. The schedule is normally in the form of a bar chart (see Figure 5-3) outlining scheduled dates of evolutions such as leave. technical training and disaster preparedness training which will take place during the battalion’s homeportdeployment. The battalion S-2 and the Regimental Training Officer will refine this schedule, with various local commands involved, and will arrive at a workable schedule for the type training offered by the command (see Figure 5-4). This battalion schedule will list the courses of instruction to be undertaken, convening dates. and quotas as well as rates required to fill these quotas. it is during this initial scheduling of the battalion for training that the S-2 must ensure that the battalion is not overscheduled. He should not allow himself to be influenced by the fact that his battalion requires an abundance of training in a certain skill and consequently request more quotas on a particular date in that skill than he can reasonably expect to fill. A well planned training schedule will preclude filling of quotas with ‘warm bodies” or requesting that courses be rescheduled or canceled for lack of personnel to fill the quotas. After a

firm schedule has been established for the battalion. the S-2 will disseminate the portions pertaining to each company plus any special requirements common to all companies such as Disaster Preparedness Training and Military Training to the Company Trarning Petty Officer. The Company Training Petty Officer will then establish a company oriented schedule on an individual basrs (see Ftgure 5-5). This schedule will list all company personnel by name and rate and the courses and dates they are scheduled to attend.

Coordination between company training petty officers who have rates common to more than one company is essential. For example, if the battalion training schedule calls for ten quotas for steelworkers in the Special Weldrng and Brazing Course. coordination between Company Training Petty Officers of BRAVO. CHARLIE and DELTA Companies is required in order to ensure that all quotas are utilized and that steelworkers who are lacking in that skill are trained. With scheduling completed, effort is devoted to program implementation and control.

(3) Controlling the Training Program. Once the training program is implemented, it is necessary to have a means of checking to ensure that the program is progressing in a smooth and desired manner. and that results derived are satisfactory. The S-2 has two basic approaches to control. He controls by inspection and by exception.

c

OFFICIAL USE ONLY 19 - 19- .

FEB I MARCH APRIL MAY 1 JUNE

28 5

NOTE: Training is not necessarily blocked by the homeport regiment with rerpc~l IO time. The regiment mry offer rcverrl types simuluneously.

Figure 5-3 Homeport Operations Training Schedule

(a) Control by Inspection. “One picture IS worth a thousand words’ is true enough. and this holds also for the visual pictures we get by personnaly observing what is being done. Here. the S-2 is primarily concerned with the quality of the training received as well as whether it IS up-to-date and whether it satisfies the requirements of the battalion and or the individual. The Training CPO and selected senior personnel from companies undergoing training should evaluate the training on site and submit suggestions to the S-2 for improvements. This on-site inspection should embrace all areas of the trainmg program to include on-site evaluations of training in progress. AdditIonally. they should interview selected recent graduates for comments regarding the tratning received.

(b) Control by Exceptlon. Control by exception requires the S-2 lo determine in advance how many mandays he intends to devote to particular types of training. and how much of the battalion on-board strength will be devoted to training. These *goals” or performance standards will allow him to measure his actual performance against that planned. As long as the program proceeds according to plan. he devotes little personal attention to it. However, if the operation falls behind in any respect. he is alerted by his control system and can immediately investigate the variance.

Reports form the basis for control by exception in the training program. Reports provide the facts needed by the

S-2 to pinpoint the areas of deftciency in manpower distribution and utilization and to make decisions as to the proper corrective action to be taken. However. reports are not only required at the battalion level. but by the Regiment as well. to evaluate the eflectiveness of each battalion’s training effort. Figures 5-6 and 5-7 are typical reports utilized by training commands to evaluate NMCBs: it is suggested that the battalion S-2 attempt to secure copies for evaluation. Figure 5-6 is a feeder report submitted weekly to the S-2 by Company Commanders. Figure 5-9 IS

a suggested “Consolidated Training Management Reporl” to be utilized by the S-2. Commanding Officer. and the Regimental Training Officers for evaluation. This report should be completed and submitted to the Regimental Training Officer via Ihe Commanding Officer and disseminated to other interested personnel on a weekly basis. The “Feeder Repon” and “Training Management Report” are considered the minimum necessary to adequately manage the training effort. Figure S-10 provides instructions for the preparation of the Tratning Management Report. As a supplement to these reports. the S-2 is encouraged to develop and maintain trend charts and/or other reports which may ba required to meet the specific needs of the training staff. Of paramount inportance is the use of reports. It is emphasized that reports are tools and are lo be used to indicate the requirement for action. Each report should survive the careful scrutiny of questioning that’s needed.

610

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Figure 5-4 Training Schedule

MURRAY, J. J. SWGN

Figure 5-5 Training Schedule (Individual Basis)

. _. , ,, , .“. _ _

.

.

SCHOOL: COURSE NO. TITLE:

COURSE STARTING DATE: COURSE COMPLETION DATE:

1. ACADEMIC/FIELD

a. Of rtudents completing entire course, what percentage passed satis- factorily? Convert percent to points, (O-100) multiply by weight factor of 0.85 for total academic credit of

2. SUPPORTING FACTORS

a. Of Quotas requested, what percentage were filed? % Change percent to points, multiply by 0.2 (O-20 points)

b. Assignment of students with regard to prerequisites and previous training (O-20 points)

C. Attendance and pulling student/support personnel back to parent unit (O-20 points)

d. Student Intcrcst/Participation/Appcarancc. (O-20 points)

c. Performance of support personnel. (O-20 points)

Total Points

Multiplied by Weigh: Factor of 0.15

Total Credit

3. SCQPE

a. Grand Total Credit (Add Items 1 and 2)

b. Converted Score (0 - 4.0 basis)

---------------------------------------------------------------------

Rema&: Explain exceptionally high or low marks and any other items considered pertinent.

(“‘““. Figure 5-6 Weekly Training Evaluation Feeder Report

613

CATEGORY OF TRAINING GRADE (0 - 4.0 Basis)

A.

B.

C.

D.

Technical Training: Accomplishment and Participation

1. Strengths

2. Wealincsses

3. Suggestions and Recommendations

Military Training: Accomplishment and Participation

1. Strenglhs

2. B’eahnesws

3. Sugg~st~uns and Recommrndation~

Other Training:

1. DRT . Acrr~mplishmen~ and ParficiPation

2. Ixadrrship _ Accompkhmcnt and Participation

3. Safrt! . .4rcomplishmrnt and Participation

4. Embarhalion - Accomylishmrut and Parlicipation

5. Strengths

6. Weakne~wr

7 ,. Sun;:r&ms and Rrcommrndalione

(herall Training:

RCllWkt;

Figure S-7 Final Training Evaluation Report

514

t

DATE

ttO~E?0Rl WEEK NO.

CONTROLELEMENT

TOTAL OVEMEJD/LOSS

1 COMPAN~GRWDTOTAL

MOTE 1: M~nd~yt will k dJtaminJd on J fiiJ dry workmrk.

NOTE 2: Thii will r*lt indude OJ’T/uJw tnininp crow Iwdrr. This item induda JI officas Jd CPO’a not rnwJd in trJininq.

NOTE 3: lhii ium in&da dministrrtivr pJfwnnl, I@. apUn’s yranun. Jomprny ckrks Jd CrJining prrronrel.

WfE 4: bUktd~~ time wt aside fOf thJ bJttdiOn bdly OM dry pr wrk) CO Ukr JJrJ Of kUpJJtiJn. pJnOMi

UWttJtt JtJ.

NOTE 6: This in&&s rll mm&~ys lost in t?Jining by p~fronnel due (0 ~oufs~ fJiiurJs. reefdin& PJrlonnt pulied as drop@ from coursm for my rr5on irrapt mrgmq had. nd pmonnd mot whduld for 8Jining.

Figure S-8 Company Training Feeder Report

815

-

I DATE HOMEPORT WORK ND.

TO DATE - PERCENTOF

ACE o+E BATTALION 'LANNEO ACTUAL $y, $5: YANDAYS

JAMDAYS MANDAYS gia 5;: ACCEPTBLE a&g &Lo,

," . CLASS A

- . 1 ITEM l*BJ I/

I

r Y I I

E =u 5 DJT

II

I

m

I I ’

ENBARK

- IT01 OTHER ITEM

/ I I

I I a9 114+1iw16M7*11 / /!

I 65-15". TOTAL TRAlNlffi I/ I/

I TOTAL OVERME*EyLOSSES I 25.3% I

t

I/ I

GRAND TOTAL I

wb I

Figun 5-9 NMCB Consolidated Training Management Report

b16

A. This ueekl! report prwidc\ JX;I on wh;lt \V;IN planrld. ;~ctu;~I rc*uh\. ;tnJ \.;Iri;inL,ck from the pl;~nncd 11 I. designed to prwidc:

I

B. The report uill he compiled in ta’o time ph;wN: Pl;mncd ;mJ Actwl

1. Planned. Thi> phse is thr pl;lnn<tl tl\itgC of men ;mtl rn;md;l!~ tar the current wwk ;mtl 10 CI;IIC ,I\ detcrmincd from Ihr \l;t4ter B;ltt;lln~n’I r;linmg Schcdulc ;md the C‘ompitn> I-cc&r Kcpcvt. (itxn~i tot;11 number of men should eqwl the h;ltt;llion cm-ho;& vwyth I lo\ ‘I’AI) 11, lint Item\ I through .I) and the pnd tlrtiil m;mdu!\ shouhl equ;~l the on-lxwd l lrcngth times lhc ;ictu;il niimh~r ol \sorhtl;~bk a\ ;lilahk in the urek (uw;III> .S. ). ‘I‘hc plilnnCll pww~t of b.ttt;llicw nr;m&! * i* 3~11 c\pl;ln;ltl,r>. 1.h~ planned percent cornpletc 111 d;Irc \\ill he iI norm c~tilhli\hctt h! the S-2 h;wxl OII the pcrccnt L’K~C~CILII t(l hcl cc~mplctcd. (c._c.. ;I*W~C th;lt h! h,wiqxwt \rccL 4. it I* pl.mn~~l tbt I~LYC itill hc 3hll m;tnd.t\\ ot formal tr;tining complctr’4 ot the .’ ‘. 131 111;111d.1\. fllilllllcd. llw pl.lrlllclt pclccllr r~4vllplctc~I \\OlIILl I\c

uprc~uini;itel~ I I .i’ f I.

Figure 5.10 Instructions for Preparing the Training Management Report

617

CHAPTER 6 BATTALION OPERATIONS

.

1. INTRODUCTION. The overall mission of the NCF unit has been defined as one of construction, defense and disaster preparedness. Before we can properly analyze the Operations Department, it is essential to review the organization for the missions of construction and disaster preparedness. The construction and disaster preparedness organizations of the battalion consist of those personnel whose duties are directly associated with the accomplishment of the unit’s construction and disaster preparedness mission. This organization is comprised of the Commanding Officer, the Operations Officer, the line Company Commanders, Project Managers Resource Manager. or Detail OICs.

2. THE COMMANDING OFFICER. The Commanding Officer is directly responsible for the timely preparedness and successful completion of all construction projects and disaster recovery operations assigned to the NCF unit by higher authority.

contractor by the Operations Officer. The pnme contractor will then assume responsibility for all phases of the project, beginning with development of a job accomplishment plan for approval by the Operations Officer. and ending only when the customer has accepted the facility and all required reports have been submitted. The prime contractor coordinates and supervises the efforts of the assigned subcontractor companies on the project, turning to the Operations Officer for assistance when conflicts arise which he cannot successfully resolve. The Operations Officer deals generally with the prime contractor concerning a particular project. limrtlng hrs involvement with the subcontractor to problems of unusual nature such as conflicts of resource.employment or scheduling. The Company Commander may assign a platoon commander as the Project Manager on the job: however, the Company Commander. as the Pnme Contractor, remains responsible to the Operations Officer for the Successful completion of the job.

3. THE OPERATIONS OFFICER (S-3). The Operations Officer is responsible to the Commandrng Officer to manage the construction and disaster preparedness programs. In keeping with the responsibility. he is granted direct supervisory authority over the utilizatron of the battalions construction resources: personnel, equipment and materials.

4. ORGANIZING FOR CONSTRUCTION. Construction operations can be and are conducted under a number of different organizational concepts. Dependent upon the particular objectives of each deployment, as defined by the OPORD. the Commanding Ofticer and the Operations Officer should determine the organization which will most effectively allow for the execution of those objectives while maintaining readiness integrity. Realizing that there are likely to be many variations in the construction organization. this section will briefly describe only the three concepts which are most often utilized in the NCF.

Prime Contractor Concept. Most construction operations are conducted under the “prime contractor” concept. synonomous with the term “lead company”. In this organization, the line Company Commanders are directly responsible to the Operations Officer for the timely and successful completion of construction projects assigned to them by the Operations Officer, and for the efficient utilization of their men, materials, tools and equipment in the performance of the construction or disaster control operations. The organizational structure is shown in Figure

Project Resource Manager Concept. Under this concept. each construction project is assigned directly to a project manager normally outside the company organization (see Figure 6-2). The project managers are then responsible directly to the Operations Officer for the complete conduct of the project including planning. scheduling of resources, direct project supervision. and reporting. The entire battalion labor force is reorganized into resource “pools”, either by rate or by type of work to be accomplished (such as block crews. concrete crews. flnrsh crews, and wiring crews). with a Resource Manager in charge of each pool. It becomes the responsibilrty of the Resource Managers to assure effective utilization of their men. tools and equipment. without regard to project assignment, and to provide the administrative support required by the military organization. There is no limit to either the number or the size of the resource pools or to the number of projects assigned to a particular project manager and his supervisory staff. Each must be determined based upon the workload involved. The Operations Officer deals primarily with the project managers concerning any particular project. limiting his involvement with the resource managers to the areas of conflicts of resource employment, crew sizing and effectiveness. This method of organization is normally used only for major complex projects and may be used in conjunction with the prime contractor and self-sufficient unit concepts. When utilized, major consideration should be given to the impact on the chain of command.

6-1. Utilizing this organizational scheme, one of the line Self-Sufficient Unlt Concept. The organizational concept Company Commanders will be assigned as prime of self-sufficient units is nothing new to the NCF. For years.

61

I COMMANDtNC OFFICER I

OPERATIONS OFFICER

ALFA BRAVO CHARLIE DELTA COMPAHY COMPANY COMPANY COMPANY

1 I

4 CAMP MAINTENANCE I

EQUIPMENT HORIZONTAL SHOPS I CONSl~CllON UTILITIES , GENERAL CONSTRUCTION

is--, CONSTRUCTION I r

--- r ------- 1

Figure 6-l “Prime ,Sub”Construction Organization

COMMANDING OFFICER

RESOURCE MANAGERS

OPERATIONS OFFICER -

PROJECT WAGERS

RMS r-l LICHT/INT.

I

Figure 62 “Matrix” Construction Organization

62

P

.

peacetime deployments have required the battalions to It is emphasized that, regardless of the constructron establish details to accomplish specific tasks at locations organization decided upon for any Particular deployment, remote from the main body site. These details have been the entire organization must function as a team.. Thrs organized and staffed with ait resources required to chapter will define the detailed duties and responsibilities accomplish the specific assigned mission. Hence, the of the Operations Officer and the Operations Department. seff-sufficient unit. and its impact on, and contribution to. the team eflon.

This same principle is readily adaptable on a full battalion scale. Graphically, the organization does not differ considerably from that of the Prime Contractor concept, Under this concept, the construction projects are grouped. most logically by geographical area. Each group of projects is then assigned to a line Company Commander, who is responsible to the Operations Officer for the successful and timely execution of the entire group of projects assigned, from planning through physical completion. The major difference between the self-sufficient unit and prime contractor concepts lies in the staffing of the company units. Whereas in the prime contractor organization, the company units are normally staffed by particular rating in each company. (such as CE and UT rates in BRAVO Company). the self-sufficient units are staffed with all direct labor rates and ratings required to accomplish the assigned mission. This then gives the line Company Commander the total responsibility for both the execution of the project(s) and the most effective utilization of manpower resources. The number of interfaces between companies required under the prime contractor concept are then greatly reduced. The organization chart in Figure 6-3 reflects a typical Self-Sufficient Unit organization.

This chapter describes construction planning performed under the ‘ideal” situation where workload and environmental considerations are known seven months priorto required execution. It mUSt be understood that while the NMCB is responding to the requirements of a contingency environment, the planning cycle often is compressed into days or hours. The critical path scheduling program (CM) available on the NCF minicomputer can be a useful tool in the performance of this construction planning.

5. THE ROLE OF THE OPERATIONS OFFICER IN HOMEPORT. The primary objective of the homepon deployment isto become prepared, in all aspects. to deploy the unit to a specific site with specific capabilities to perform a specific workload. The specifics should be contained In the applicable OPORD. Everything that is undertaken In homeporl should be structured to attain the objective. In all cases of base development. whether it IS a srngle project with only one structure involved. or the constructron of a complete facility such as an advanced base. planning IS

essential to the success of the final project.

COMMANDING OFFICER

OPERATIONS OFFICER

c

I

ALFA CO.

EQUIPMENT POOL

6RAVO CD. CAMP

MAINTENANCE AND SUOPS

* 7 CHARLIE CO. DELTA CO.

LO, CEjlUT, BU, EO, CE, UT, BU. SW

GENERAL CONSTRUCTION

Figure 6-3 Self-Sufficient Unit Construction Organketion

63

The Operations Officer has the overall responsibility for deployment planning, or, as the term applies, planning the construction program for the forthcoming deployment. This planning should begin prior to the unit’s return to the homepon. and continue through the homeport period until the unit redeploys to the next site.

The planning must be systematic and absolute. It must consider many factors and criteria, and become a team effort on the part of all members of the construction organization. Deployment project planning is accomplished through the chain of command al the company level by the individual crews assigned the projects. Details of the operations officer role in deployment planning are discussed in COMCBLANTCOMCBPACINST 5200.2. Operations Officer Handbook.

Almost every evolution of the unit while in the homeport isa result of the deployment planning process. For example. the training requirements are based on the anticipated workload and readiness requirements. Embarkation and resource control are both generated by the requirements for construction. The homeport period. then. becomes a function of deployment planning and preparation.

A typical homeporl schedule is deprcted in Figure 6-4

The planning process becomes one of joinmg requirements and assets into a balanced plan for execution. It can be seen that. if the resultant constructron plan is to be the best effort possible. the members of the entire construction organization. and the entire unrt. must contribute to the plan. and cooperate to the maximum in Its formulatron.

Pnor to looking af the deployment planning process In detail and the functional relatronshrps of the construction organization in the planning process. it is. perhaps. best to establrsh phases of deployment planning This can be accomplished by breaking the process down into three areas as tollows:

Level I - General overall picture of the entire deployment. Also called the “Execution Plan” or “Macro Plan”.

Level II - General plan for each project. Also called Master Activity Network.

Level Ill - Detailed plan for each project. Also called Micro Activity Network.

The deployment planning process includes the determination of:

Authorization and Requirements

Resource Availability

Scheduling or Balancing of Resources and Requirements.

Figure 6.5 is provided as guidance in envisioning the functional relationships of the construction organization during the various phases of planning.

Authorization and Requirements. Although the NCF unit normally reports to the Naval Construction Regiment for operational control, overall battalion construction priorities are generally established by COMCBPAC and COMCBLANT. based upon input from the Fleet Commanders, and project sponsors. Project accomplishment plans are established by COMCBPAC and COMCBLANT, based upon project priorities. weather, and resources available. The authority and requirements for the construction program are provided to the battalion or the unit selected to accomplish the construction in the form of an OPORDER issued by COMCBLANT or COMCBPAC. for each unit for every deployment. COMCBPAC has delegated OPCON for Project Tasking’Accompfishment to the 30THNCR. The OPORDTasking Message tells the battalion when and to where it will deploy, what is required in resources, and what local and augment resources are available. The “How” of the construction accompltshment is left entirely to the discretion of the Commanding Officer of the unit selected to accomplish the construction assignment.

The OPORD contains annexes on command relalionshrps. intelligence, training. logistics. projects. and other information required for properly planning the units deployment and the construction program. The OPORD is the culmination of all of the planning effort of the COMCBLANT staff for the units deployment. and should contain all of the information needed by the unit to plan and carry out the assigned tasks. The standard format for the five paragraph operations order is outlined and explarned in Appendix F.

Upon receipt of the OPORD Tasking Message plannrng by the battalion may commence. Agarn. the taskmg will provide the authorization and requirements for construction. An on-site visit to the construction locatron is desirable to gather engineering intelligence and supplementary information required for planntng the construction operation, beyond that provided by the tasking. Normally. the Commanding Officer. the Operations Officer, the Supply;Logistics Officer. and the ALFA Company Commander will be among those makrng the predeployment visit. Each member of the predeployment team has a major bearing on the design, predeployment planning, logistic support and selection of construction methods. They will inspect proposed project sites to supplement the information available in the plans and specifications accompanying the tasking. determinlng potential problems and specialized training to be conducted in homepon to ensure that the skills necessary for the construction assignment are available.

Once the tasking is received, the Operations Officer is able to begin assembling all of the information available regarding the resource requirements for the assigned construction task, and to prepare his analysis of the

b

P

ADVPARTYREDEPLOY

STAND DOWN

FORMAL/FACTORY SCHOOLS

BATTALION WEEK

SCBl/DRT

LOGlStlCS TRAINING

EDUIPMENT TRAINING

COMBAT SKILl.S/WEAPDN DUALIFICATION

CREW SERVE WEAPONS/CDMM

MOBILIZATION EXERCISE

RANGE COACH

HWEPDRTPROJECTS

PROJECT PLANNING

PLANNING EXERCISE

ADV PARTY DEPLOY

Figure 6-4 Typlcal Homeporl Schedule

COMMANDING OFFCER

I

S-2 ------------ s-3 ------- ---- m-B-. S.4

ovrR*Ll OUALITY CONTROL - PROJECT DEPLOYMENT TRAINING

MANAGEMENT OCCFLD -13 PERSONNEL. ASSIGNMENT

1

YRAIHIN~ suPPoRT

I

I

L-- 1

I I

TRAINING ~tovs

r ----a I

CJATTALION CONSTRUCTION

I ORGANIZATION

I

LEVEL I

I

I

7 COMPANY CONSTRUCTION

ORCANlZAflONS

I

I

ALFACOMPANY O.J.T. REQTS - COHSTRUCTION

MASTER PLANS

LEVEL II

PROJECT LOGISTICS SUPPORT

INPUT RECEIVED FROM I TASKING AGENCY ANO COMPANIES L-,

I

I

I 9 I

I

I OUALITY CONTROL

ClRAV3COMPANY CHARLIE/DELTA I

SAFETY I

I

INPUT FROM CONSTRUCTION I PLAT~oNS~CREW

I

DETAILED ML0 -------------------- PROJECT PLANS

LEVEL Ill

I INPUT FROM CREWS

DETAILED CONSfRUCflON PLANS

LEVEL IV

v

INPUT FROM CREWS

Figure 6-5 Homeport Functional Relationships of the Construction Organization

I”*-“.

construction workload. The workload analysis is initially made by the Planning and Estimating Division of the Operations Department. They study the plans and specifications accompanying the tasking and any available supplemental information. They then prepare personnel requirements estimates to indicate the number of people in each OF-13 rating and paygrade required to accomplish the tasked work. This information is used lo prepare a battalion construction organization. and lo assign personnel to the organization. Once the construction organization is established, the tasked projects are assigned to the individual companies and project planning shifts 10 the company. At the company level crews are established and they prepare man-day estimates for each assigned project and project activity, material estimates. and tool and equipment estimates. A rough estimate is made of the number of hours required for each of the basic project activities, such as the erection of forms, placing reinforcing bar, placing and curing of concrete, etc. An estimate is made of the number of equipment hours necessary to support this work. The resultant workload is then expressed in man-day estimates for each ratrng. and machine day estimates for each type of equipment. These estimates are summarized by rating for each project. and then for all projects assigned to the company. The estimated man-days or machine days are based upon handbook standards. which are adjusted for job and management factors. Job factors include weather. specification tolerance. size of the work crew and skill level of the individual. Management factors including the morale of the men. the amount of care and state of repair of the equipment. and the sequence and timing of the schedule. In additron. consideration must be made of factors which will reduce the availability of personnel to perform direct labor. Such a consrderation is depicted graphically in Figure 6-6.

.

,f-

The ‘Seabee Planners and Estimators Handbook,” NAVFAC P-405. will assist the planning team in its analysis of the workload. This manual contains basic man-hour and malerial tables, and a brief description of the precedence diagramming. Normally. precedence diagramming or some form of network planning will be employed on all projects involving large expenditures of man-days and material. Conventional methods, as set forth in the first pan of P-405. will be employed for small jobs which can be estimated quickly and accurately by using the Handbook.

It is also necessary at this time to decide on construction methods and techniques and logistic support. Items that must be considered and decided include the location and productivity of quarries, and sand pits, rock crushers, batch plants. the project tasks that can be prefabricated. the number of shifts to be used, and the staffing and phasing of the jobs. This all starts when each job is broken down into its basic work elements in the workload analysis of the initial planning phases. Overall technical training requirements to support the deployment workload must be finalized at this point and given to the Training Cfficer for implementation.

From the efforts of the Planning and Estimating Drvrsion. the Operations Officer is able to determine the requirements for direct labor. or those personnel that must be utilized to perform construction labor. The S-3 usually knows the length of the deployment, or the time allocated to each project. Assuming a 7-month deployment. or approximately 210 days. the S-3 can then determine the daily requirements for direct labor. Subtracting Saturdays, Sundays and holidays, 5 days on either side of the deployment for mobilization and demobilization. and other time consuming non-direct labor effects. we find that there are approximately 135 working days on the deployment.

Assuming a battalion was tasked with an estimated 25.000 man-days of work during a 7 month deployment. the following calculations would be made to determine the number of people to assign to direct labor:

Estimated Man-days Tasked: 25.000 M D Number of Deployed Days: 210 Days

Minus: Holidays -6 Sundays -31 Turnover -10 Mid Deployment FEX -6 Mount Out Exercise -7 Equivalent Days Trng. -15 Not avail. for direct labor (e.g. every other Saturday) -

Number of Days Available for Project work:

135 Days

From Figure 6-6. labor availability factor is .62

For a nine hour work day the equivalent man-days would be: 9.‘8 or 1.125

Assuming an efficiency factor. due to morale. crew skill level. etc., of 834. or .83.

The the required number of people to assign to direct labor would be:

25.000 man-days +135 days +(Labor Availability) .62 *(Efficiency) .83 +(Man-Day Equivalent) 1.125 =

320 People Required for Direct Labor

A simiiar calculation mUS1 be made for equipment The analysis is not complete, however, until it is broken down by rating, type of equipment, and the job sequence.

Resource Avsllsbllity. The NCF unit represents an enormous investment in human and material resources. However, not all of the strength of a unit is available for construction. The unit is self-sufficient, and therefore must be capable of:

(1) Operating as an independent unit.

(2) Feeding all its own personnel.

67

TYPICAL LABOR AVAILABILITY

Reveille Breakfast Quarters

Commence Work Da! 07.10

Equivalent

Typical Overhead and Lost Time Items

Late Watch Sleep-In - 1 HRMO Extended Quarters - 2 HRS .’ MO Transportation - 2 HRS ; h10 Tool Issue - Ill hlII\’ DA)’ Sickcall (hlcdical b: Dental) - 1 HR h10 Personal Administrative Time - 2 HRS \\\‘K Discipline Administrative - 1 HR h10 Breaks (Ah1 and Phi) - IS hlI!iEA Paydays - 4 HRS ’ MO Safety Lectures - 3 HRS ’ h10 h‘oon hleal - 1 HRDAI’ Leave and Lihcrt! - 11 DA~‘SDEPLO~‘hlEI\‘T Tool Job Site Clean-UpTurn-ln Tool lcit Inventory - 30 hllNIf’lG Assume Watch Duties - I HR,hlO Formal Training - 1 HRhlO On Joh Training - 30 MII’iDAI

TOTALS 206 38

KNOCK-OFF \VORkDA\‘ - 1730

Lahor availability 1 .W - 38 = .62

i.e. Direct labor is available for construction 61% of the time assigned as direct labor.

Daily Aver. (Minutes)

3 6 6

10 3

71

Equivalent Dail! % (Percent 1

.6 1.1 1.1 1.x .h

4.0 .h

- - 3 . > ?‘) -.- 1.8 m-m K.3 1.8

.Y

.h

.h - - > . s

540

Figure 6-6 Labor AvaIlability

f -- (3) Providing on and off-the-job training.

(4) Participating in combat support and disaster control exercises.

(5) Operating and maintaining its own camp.

(6) Providing its own administration.

. (7) Providing its own religious services. medical and

dental services. and other personnel services

(6) Engaging in other military activities not related to construction.

Thus. a sizable part of the manpower resources assigned to NCF units specialize in work not directly related to construction, such as the Postal Clerks. the Gunners Males. the Personnelmen and the Yeomen. Even personnel within the OCCFLD 13 Constructron Ratings must perform many nonconstructlon dultes. such as camp and equipment maintenance.

Figure 6-7 provrdes an example of the NMCB peacetime allowance of 563 personnel typlcally drstributed into the various companies. Thts table serves as a means of rapidly determinrng the strength of the line companies which are part of the constructton organizatton. as well as the overhead staffing of headquarters company. which serves as support to the construction organizatron. It may be immediately determined that the Operations Officer does not have a full complement of 563 to be assigned to the producttve effort. but. In actualrty. has only a few in excess of 400. Actual utilrzatron of manpower. or labor drstrrbutron. will vary with unif assignment to different geographrcal areas under different worktng conditions. An example of likely labor distribution based on past experience is provided below in Figure 6-6. The wartime allowance for an NMCB IS shown in Frgure 6-9.

From these figures. the Operations Officer makes the initial evaluation of the man-day availabilrty For a peacetrme training deployment. the S-3 would apply the 30% fordirect labor to the battalion on-board strength. and using the 563.member battalfon for our example, would find that only 169 of his personnel are available for direct labor, or construction. This is far less than the 320 calculated to be needed to accomplish the 25.000 man-days of work on the seven-month project used in the example. Therefore, some modifications must be made to the construction plan. This analysis must be done for each rating. Calculatrng the percentage of available BU. SW, EO. CE and SW man-days, the S-3 must compare these figures with the estimated workload for each rating.

There are several alternatives open to the Operations Cfficer in this case. A recommendation can be made to the Commanding Officer that the personnel assigned to the battalion in the overhead and indirect labor categories be minimized, in order that the direct labor available will increase, or that the unit work a longer workday than the

nine-hour day used in the initial estimate. or that they work a longer workweek than the five and a half day week Whateverthe recommendation. it is the responsibilrty of the Operations Officer to achreve the maxlmum balance of actual strength to eflective construction strength in order to accomplish the assigned constructron task In the most efficient manner. r

In addition to determining manpower requirements. the Planning and Estimating Division should be alerl to any unusual design or method of construction requiring the use of special equipment or tools not in the allowance. or not assigned to the battalion. When design changes can be instituted to permit the unit to use a standard procedure. or when equipment or tools may be available in the deployment area from other units assigned to the ares, from the COMCBLANT and COMCBPAC augment equipment pools, or from PrepositIoned War Reserve Material Stock (PWRMS) or a NCFSU. they should be requested. Special training may also be necessary because of new materials or unique work methods. In addition to the need for procurement of new tools or equipment. Given the requtrements. the Tralntng Officer

must arrange for this training to ensure that the manpower iS fully trained to ensure that the manpower IS fully trained to perform the construction assignments

Scheduling. After all of the InformatIon from the plans. specifications. OPORDER Taskrng Message have been analyzed. the workload defined. and the resources available determined. the Operations Officer. through the Company Commanders can begin the process of scheduling the work. Scheduling also becomes a balance between requirements and the resources available for accompkshrng the construction assignment.

Although standard industrial procedures used by contractors are the basrs for Seabee schedules. modifications must be made for those charactenstrcs that are unrque to battalions. First. the NMCB has a flxed number of personnel that must be productrvely employed at all times. A contractor can htre for peak periods. and lay off when the work reaches a bottleneck. Second. the NMCB has essentially a fixed amount of equipment. and has little chance to vary the numbers or types after it has deployed. Finally. for peacetime projects the deployment is of a fixed length. So. the major problem of the S-3 IS to schedule for a balanced workload. ensuring that enough personnel and equipment are available for each work element, and that alternate proposals are available if material shortages develop.

There are certain obvious rules for scheduling that are basic to scheduling any project:

(1) Scheduled tasks must follow th sequence of work required for the particular job in question.

(2) Scheduled operations cannot exceed the capability of the Unit to accomplish the work.

RATE ALLOWASCE HQ A B C D RATE ALLO\VASCE HQ A B C 1)

CUCM 1 1 - - - - UTCS ] --I--

EQCM 1 -I--- UTC 1 --I--

UTCM 1 --I-- UT1 6 l- .z - 1.

Total 3 1 1 1 0 0 UT? 11 - - II - - UT.1 )J - - 14 - -

BUCS ] ---I- VTCN 13 - - 13 - -

BUC 8 3 - 1 2 2 BUl

Total 46 I u 4s 0 (I 19 - - 1 Y 9

BV’ 39 - - 5 17 17 Total BU; 46 - - 4 21 21 OCCFLD-13 463 22 1.19 116 88 88 BUCN 43 - - 1 21 21 BM 3 3 - - - -

Total 156 3 0 12 71 10 GM 3 3 - - - -

YN 1’ 1-l - - - _ SWCS 1 ----I WC 3 1 - - 1 1

PN 8 fi - - - -

SW1 7 1 - 1 2 2 PC 2 2 - - - -

SW2 SH 4

7 --133 J - - - -

S\h’3 SK 16

13 - - s 4 .t 15 I - - -

SWCN Dfi .I

1s - - 1 7 7 J - - - -

MS 20 2-J - - - -

Toral 46 2 0 Y 17 1s NC 1 1 - - - - H\l R

EACS I) - - - - - 8 - - - -

EAC 1 DT 2 - - - - 2 1 - - - - PH 1

EAl 1 1 - - - - 1 - - - -

EAZ HT

-I 2 J - - - -

2 - - -

E.43 MR

1 2 4 - - - -

2 - - -

EACS ET

4 2 1 - - - -

2 - - - - JO 1 1 - - - -

Total 14 1-t 0 (I (1 0 MA 1 1 - - - - SA 7 7 - - - -

EOCS 1 -I--- EOC 3 -33-- Total Non- EOI 15 - 15 - - - OCCFLD-13 99 94 5 0 o (1 EO’ 18 - 1p - - - E03

GY SGT. 3 - 28 a - -

EOCS 26 (USMC) 1 26 - - * 1 0 0 II I)

-

Total Tom1 SMCB

01 ,563

u 91 u 0 0 117 154 116 88 88

CWCS 1 -I--- NOTE

ChlC 3 -J--- ftl The OCCFLD-I3 pcrsonncl normall! arsqncd 10 HO C,>mp.m\

CA11 ? - 7 - - - mcfudc.

c-31’ 15 - 1s - - - Mar~cr Chwf - ; @matmnr Chzf C%l3 17 - 17 - - - BLT ML0 SupcrMor

CMCS 1-I - 11 - - - SWC 1 Wet> Chlcf BCC 1 OCW&E Supervisor

Total 57 0 57 0 0 0 SW1 1 OOP&E CEI I OC’PLE

CECS L--r1 1 --I-- 1 OC’PBE EAl 1 QC/PBE

CEC 2 --2-- BUC 1 Trarmnp Chlcf

CEI 6 1 - .s - - EAC I Enemecnnp Chief

CEZ EA.5

1’ 1’ - - I2 Operrt~ons’Enpnccnng - - OCCFLD-I3 :

CE3 8 MLO/CTR

1; - - 1.; - -

CECN 1.t - - 11 - - In addition. other OF13 may be assigned 10 HO Cornpan\ from the Lmc

Total su Cofvnler for rhon pemds of time 10 perform such funn& as mesrmen. 1 0 49 - - apcoal semres. MAA. sewit). etc.

(2) The bmali~ Nwy Msnnrng Plan (NMP) must be consukd ICI dewmmc prowned manning Icvels. as compared IO aflouancc. to’ obun the bw pic~urt of anaciparcd mandq at nmc of deploymcnc Depcndme on availabiliry of personnel in each rsringpalgradc. Gpificrnl differences ma! eaw between allowance and NStP

Figure 6-7 Personnel Allowance for the NMCB (Pescatim)

610

Training Operational Deploymenl Deployment

Direct labor, or that labor expended on a project which contributes to the end product. 305 4v-i

Indirect labor. or that which is required to support a project. but does not contribute to the end product. 7sc 255

Other Productive Labor Military Readiness Training. Disaster Recover! Ops.

Overhead

IS?? 105

305 I!sr(

FIGURE 6-8 Labor Distribution

(3) The schedule must provide continuity of effort for each project.

They are listed here because they are often overlooked, especially during emergencies. in an eflorl to get the project started. A schedule is a management tool of the command. and may take many different forms. from a simple bar chart to a sophisticated computer program. as long as it serves the purpose of providing a means to organize and direct the work.

Chapter 5. NAVFAC P-405. contains instructions for the preparation of schedules which will result in the most efficient use of manpower, equipment and materials on simple construction projects. Precedence diagramming is used when a project is more complex and the usual type of scheduling does not provide the control or clarity requtred. for example, in many cases, jobs or deliveries which might otherwise be overlooked. are found to be, in fact. critical to the overall time to completion, while others. which might be thought critical. are not and can be scheduled at alternate periods. This will provide flexibility in a schedule. This method. which can be used effectively for Seabee construction. is also described in Chapter 5. NAVFAC P-405. Precedence diagramming can be used either manually or by the use of computers. When available. computer solutions are advisable because of the savings in time, and the ability to handle complex relationships.

It is also convenient to discuss schedules in 4 Levels. which directly parallel the 3 Levels of planning previously mentioned.

I”“‘ Level I. This is a general. overall picture of the entire deployment. It lists all of the projects assigned with 8 broad

schedule for each, and an indicated planned rate of accomplishment for the entire deployment. It is normally used for reporting progress lo higher authority.

Level II. This is a general schedule for each project prepared for the Operations Officer by the company. It contains a general schedule for each project. and contains all of the major work elements and a schedule for each element. The Operations Officer assigns each project to a prime contractor or project manager based upon major work elements. The prime contractor or project manager is given a dale when the work may start. and when it must be completed.

Level Ill. This is a detailed schedule for each project. developed by the companies selected as prime contractc’. and assisted by the company or companies selected as his subcontractors and platoon commanders designated as the project officers within the company. The Level III schedule not only serves as a tool by which the prime contractor and subcontractor manage their projects. but it provides imponant data enabling the Operattons Officer to redistribute or reschedule his assignments and to arrange for extra perSOf’Inel. equipment. or specia! training required for the task assignment. Level III shows such details as crew sizes. material delivery dates, and the periods where special tools or equipment are needed on the project.

Another reading on skill requirements vs. assets should be made at this point lo assure that the companies possess the required skills.

Level IV. This is an informal. perhaps even unwritten. schedule presented to the Company Commander by his project petty officers. which provides for the day to day adjustments in the Level Ill schedule.

It can be readily seen that. unless care and judgment go into the Level I. and II schedules there is a continuing requirement for change lo the Level III schedule.

There is no magic method for scheduling: however. scheduling is usually simplified. if these basic rules are followed:

(1) List all the projects assigned by the OPORDTasking Message for the entire deployment.

(2) Taking each project individually, break it down into the major work elements.

(3) Determine optimum crew sizes.

(4) Estimate the crew-days (by rating). tools and equipment needed lo do each work element.

(5) Atler a Plan has been developed for each project. begin lo fit these plans together to obtain a battalion organization and form a schedule for the entire deployment.

(611

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(6) Total man-days by ratings. equipment and tools by type. etc. for each day and compare these totals to the men and equipment available.

(7) Employing crew level technicians, adjust the work elements of the various projects so that peak demands are reduced to availability levels and idle time is minimized.

(6) Restructure the schedules for the individual projects, making sure that the logical sequence of work has not been destroyed.

This process may have to be repeated several times to obtain the best workable solution. It is essential that the Company Commander and his Project Petty Officer do most of this detailed planning. The functions of the Operations Officer is to make cerlain that the schedules of the individual projects are compatible wilh the overall battalion construction program. When a long-range imbalance in the workload occurs, uncommitted crews are scheduled for prefabricating, service work, fill-in tisignments, or additional training. Every effort is made 10 maintain the integrity and individuality of each contruction

Figure 6-g Personnel Allowance for the NMCB (Wartime) (Concluded)

platoon. Therefore, the Operations Officer must balance his estimated workload against the battalion resources of skill and equipment and prepare a construction plan for approval by his Commanding Officer and others in the chain of command. When the schedule is completed. it IS

submitted to the Commanding Officer for approval

The schedule must be a working document easily adjusted to accomodate change. Some factors which mighl upset the schedule are:

(1) On-site conditions varying from those estimated. i.e., weather, soil, availability of utilities.

(2) InCOrfeCt estimates made of man-days required

(3) Project material not arriving on schedule.

(4) Skill, experience or morale of men is not as anticipated.

(5) Equipment not available because of breakdown

813

(6) Delays underestimated.

(7) Plans or specifications changed.

(8) Additional work assigned.

We have, of course, portrayed the ideal, or almost utopian, situation. It is envisioned while the NMCB maintains a peacetime posture as opposed to a wartime operational posture this ideal will become the rule. rather than the exception.

The conditions of the wartime environment are opposite to those of the peacetime environment. Long range planning for a forthcoming deployment is not always possible. For example. during the Vietnam involvement. the Seabee commitment did not have ideal training. balanced workload, and optimium resources. Plans and specifications. as such. did no1 exist in many cases. and the Seabee units not only planned and accomplished a constructlon assignment. they often designed it too. This. of course. gave units operational training thaf would not normally be possible under a peacetime posture. Priorities of projects constantly changed. and the construction organizatron became seasoned in coping with the changes.

In conclusion. it must be rembered that the NMCB represents an enormous investment in human and material resources. Full reponsibility for the management of this investment rests with the Officers and Chief Petty Officers of the battalions. While the Officers and Chief Petty Officers of the NMCB have little direct control over assignmenl of funds from htgher command. each of them has it in his power to increase the output and reduce the cost 01 his operation. The ineffective Seabee requires as much housing. as much food, as much shlpping space. and more administrative and logistic support as the effective Seabee. By making profitable use of every hour. 01 every step. of every piece 01 equipment. 01 every communication. of all supplies. the individual Seabee can increase the real strength and cut the real costs 01 battalion operations. The key factor in effectivenss is what each member of the battalion actually accomplishes each working hour. Reliable data on the ratios of man-day input to construction output is an essential tool in selecting peacetime projects, estimating manpower. training, and material requirements. and scheduling prime and subcontract work.

6. THE ROLE OF THE OPERATIONS OFFICER WHILE DEPLOYED. We have portrayed the Operations Officer‘s role during homeport in deployment and construction planning. We will now analyze this role as the manager of the construction program, with specific emphasis on the functional responsibilities of quality control, resource management and inspection and testing as management programs. A typical deployed schedule is depicted in Figure 6-10.

Quality Control, Inspection and Testing. The Quality Control Program is perhaps the fYiOSt imporfan: program within the purview of the Operations Officer and the Operations Department, and within the entire construction organization, from the Commanding Officer down to the Seabee on the job. It is incumbent upon each NMCB to ensure that quality construction. Consistent with good engineering practices. is exercised on all projects assigned to the unit. whether they are for operational or training purposes.

In order to ensure an aggressive and active quaflty control

program, each unit is required to have formal program

procedures. in writing. in the form 01 a general Ouality COntrOl Plan. These procedures are normally established by the Operations Officer for the Commandtng Officer’s

approval. The Ouality COIItrOl Plan should address, at a minimum, the following critical aspects:

(1) Policy Statement

(2) Personnel requirements and qualiflcatlons

(3) Documentation requirements

(4) Testing Plan

(5) Inspection Plan

(6) Submittal Plan

Once the program has been establlshed. It IS the responsibility 01 each member of the Construction organization to abide by its contenls The Company Commanders as prime subcontractors. and the platoon commander as project officers withln the company must instruct their crew leaders and projecl members on the continuing need for quality workmanshlp. and the necessity to follow the general quality control program. and the specific Quality Control Plan for each project. The Operations Officer. the Operations Chief Petty Officer and the Engineering Olficer must keep constant vigilance on the program in the field through on-the-job inspection Deficiencies in construction quality should be brought to the attention 01 the prime contractor immediately. and. if severe enough in nature to affect the safety and integrity of the final product. to the attention of the Operations Officer for immediate correction. The project officers and crew leaders should make quality assurance of their projects a continuous function as they carry out their routine duties tn directing the construction effort.

In support 01 the Ouality Control Program. in addition to an aggressive inspection program, it is necessary to Provide testing services for the companies. The Engineering Olficer must establish and maintain a materials testing laboratory. The materials testing branch 01 the englneenng division should maintain and operate the lab. and perform field testing and inspection. Tests should be provided for all portland cement concrete. mineral aggregate products.

614

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DEPLOYMENT ADVANCEPARTY

BATTALION TURNDVER

MOUNT-OUT EXERCISE

MlLlTARY TRAINING STANDDOWN

OPERATIONAL READINESS INSPECTION

PROJECT ACCOMPLISHMENT

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REDEPLOYMENTADVANCEPARTY

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ADV PARTY

Flgure (i-10 NMCB Deployed Schedule (Typical Peacetime)

,

soils, and asphalt products. A log or other permanent record should be kept of all slump tests, cylinders tested. and soil samples taken on the construction projects. Deficiencies should be reported to the Operations Ofkcer immediately.

In both of the areas of inspection and testing. it is agarn the responsibility of the entire constructron organization to abide by established polrcies. But, more important. it is up lo the line field supervisors to request the inspection and testing services of the Operations Department before proceeding beyond a critical Inspection or test pornt. Constant vigilance and cooperation will ensure quality and a professional finished product.

Resource Management. The spectrum of the Operations Officer’s responsibilrty as a resource manager is greater than in any other area of his responsibility. As a resource manager, the Operations Officer is dealing with the primary resources of manpower. materials. equipment and tools. The S-3 maintains direct supervision and authority over the battalion’s construction resources. and is directly responsible to the Commanding Officer. who. as head of the construction organization. is responsrble for the timely preparation and successful completron of all construction projects assigned to the unit.

The manpower resource is of primary importance. as we have seen in the planning phase. As a resource mananger and manager of the construction eflon. it iS necessary to

monitor the progress, and evaluate construction effectiveness as it was originally scheduled. or. stated in other terms. “how effective was the origlnal planning. Scheduling and estrmatlng of the resources?” To accomplish this evaluation. there are several management tools available to the Operations Officer and staff. The Constructron Management program available on the NCF minicomputer is one such tool. Reports, records and physlcal inspection provide the Operations Officer with a barometer of the effectiveness of planning. and the operation of construction program. There are many yardsticks which the Operations Officer may use in hts evaluation. some of which are listed below:

(1) Comparing actual work in place and the scheduled work in place at any given point tn ttme.

(2) Measuring the labor expended per unit of work in place and comparing to credible book standards as adjusted for actual conditions.

(3) Comparing estimated time for completion with the actual.

(4) Plotting the percentage of productive work versus the percentage of overhead work.

Many or all of these yardsticks are utilized in the field today by Operations Officers and Commanding Officers in

evaluating the effectiveness of their program.

One of the most complete means of evaluating the construction program is the Monthly and Mid-Monthly

Situation Repor&, which. in many respects. is a rePoR of the total activities of the unit. and not just the COnStrU,ChOn effort The reports are established by both COMCBPAC and COMCBLANT. requiring the NCF units under their operational control to prepare an evaluation of unit performance in the form Of a SitUatlOn Report. Requirements of these reports are contained in the COMCBPAC and COMCBLANT instructions of the 5213.1 Series, They require the units to provide rePOrllng data on the follwoing items:

(1) Battalion labor distribution by deployment site and labor categories.

(2) Project summaries including man-days expended. percent complete, man-days remaining and discussion of work accomplished in the reporting period.

(3) Summary of significant events occurring in the reporting period.

In the final analysis. the performance of a unit IS measured by the amount of field work SuCCeSSfUlly compleled per unit of time. Because projects and conditions vary so much it IS

not always practical lo gage performance by comparison. or by completed projects. Any evaluation figure IS relative rather than absolute. and. because of thus. many factors are consrdered in accessing performance. Although any one method serves as a guide. the above comparisons give the Operations Officer an opportunity lo aetermine whether the resource utilrtation is out of balance and perhaps indicate what corrective actron is possible It also serves as a check on the effectiveness of the unrt’s planning.

Timekeeping and Labor Analysis. The matter of timekeeping and reporting is of primary srgnifrcance in helping the Operations Officer to analyze the utittzatlon of manpower resources. In order lo record and measure the number of man-hours the unit spends on various functrons. a labor accounting System is mandatory. This system must permit the day-by-day accumulation of labor utillzatron data in sufficient detail and in a manner that allows ready Compilation of information required by the Operations Officer in the management of the manpower resources. and in the preparation of the various reports prevrousty discussed.

While the system may vary slightly between units. they are So Similar that the one described In this manual should suffice as being typical for all units.

COMCBPAC and COMCBLANT require that the unit BCCOUnt for atl labor expended in carrying auf assigned tasks and functions. This accounting must include work performed by civilian labor, including indigenous, and the military personnel of other activities. Labor expenditures must be accumulated under a number of reporting categories. This degree of reporting detail is required to provide the management data necessary to determine labor expenditures on project work for calculatron of

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statistical labor costs, and comparison of actual construction performance with estimating standards. It also serves to determine the effectiveness of labor utilization in performing administrative and support functions, both for internal unit management. and for development of planning standards by higher command.

.

COMCBPAC and COMCBLANT consider total labor to be either in one of two categories, i.e., productive or overhead, Productive labor includes all labor that directly or indirectly contributes to accomplishment of the unit’s mission, including construction operations, military operations, disaster recovery operations, and training. Project labor is accounted for in two categories: direct and indlrecf labor.

.

construction project, which immediately provides a breakdown by man-hours of the activities in the various labor codes for each member of the crew for any given day on any given project. It should be reviewed at the company level by the Platoon Commander. the Assistant Company Commander. and the Company Commander. and should be initialed by the Company Commander before being forwarded to the Operations @epartment. It will be tabulated by the Operations DepaRmenl, along with all Ihe daily labor distribution reports received from each company and depanment in the unit. II is the means by which the Operations Officer analyzes the labor distribution of his total manpower resources for any given day. and as feeder information for the preparation of the Monthly/Mid-Monthly Situation Reports. and any other resource reports required of the unit.

Direct Labor. Direct labor includes all labor expended directly on assigned construction tasks, either in the field. or in the shop, and that which contributes directly 10 the completion of the end product. Direct labor must be reported separately for each assigned construction activity.

II is emphazied, once again, that this information must be accurate and timely, and that each level in the company organization should review it for an analysis of its own internal construction management and performance, as well as having it serve merely as a feeder repot-l lo the Operations Officer.

indirect Labor. Indirect labor comprises labor required to support construction operations, but which does not produce an end product itself.

Overhead Labor. Overhead labor is not considered lo be productive labor in that it does nol contribute directly or indirectly to the end product. It includes all labor that must be perlormed regardless of the assigned mission.

COMCBPAC and COMCBPLANT. as previously noted. have established goals 10 be attained. Simply stated. all units strive to maximize productive labor. and mmimae overhead, and during deployments demanding maximum construction productivity, the direct labor objective should be between 25 and 35% of the total labor.

The exact format and detailed procedures for labor distribution reporting is covered in detail In COMCBPACCOMCBLANT lnstrucfion 5200.2 series. ‘NMCB Operations Officer Handbook”.

In computing the percentages of labor in the various categories, only labor performed by the unit. or by personnel attached 10 the unit TAD from other commands. should be included. Consequently, battalion reports should not include labor performed by detached units from the battalion who will be reported separately. such as Seabee Teams or personnel asslgned OPCON to another unit. It should be a report only of the personnel directly under the control of the Commanding Officer of the reporting unit.

Material and Tool Control. The matter of material and tool control is also of primary importance to the OperalIons Officer as resource manager and manager of the construction program. The Operations Officer is responsible for the proper utilization of project materials and the tools contained in the battalion allowance. in addition to the responsibility for project funds given lo the battalion to purchase local material and construction consumables. The Operations Officer and the Supply Officer must maintain close liaison. The Supply Officer is responsible for the procuremenl. stowage and issue of these project materials and consumables. Decisions as to allocation. however. must rest with the Operations Office:

The Operations organization. and specifically the Company Commander. as part of this organization. IS

responsible for several major items of material and tool resource control. These include, but are not limited to.

All labor should be recorded lo the nearest man-hour. Man-days are computed on the basis of an &hour workday regardless of the length of the scheduled workday. The reported man-days, therefore, are equal to the total hours worked by an individual, divided by 8. As an example, if a person worked 10 hours on a given day, 1.25 man-days would ba reporled; if the individual worked 12 hours, 1.5 man-days of labor expended would be reported.

(1) Proper utilization of the materials and tools to eliminate waste or unauthorized use.

(2) Maintaining complete cognizance of all materials required for the job, whether on-hand or on-order.

(3) Drawing materials in accordance with procedures established by the Operations Officer and the Supply Officer.

f- The primary input for the battalion timekeeping and labor (4) Initiating requests for materials nol ordered on analysis effon is a daily labor distribution report prepared at the Bill of Materials, but essential to the successful the company level by the crew leader for each phase of the completion of the project.

817

Chapter 7 portrays the responsibilities and duties of Supply Officer and further elaborates on the functions of the Material Liaison Officer. Briefly, material control bridge between the Supply Officer. the Operations Department and the companies is the Material Liaison Officer (MLO). As a direct representative of the Supply Officer tar construction material and consumables, the ML0 must receive, store and issue all construction material for the construction organization. Upon receipt of a job order from the Operations Department, it is the responsibility of the prime contractor and subcontractor to check the bills of materials for accuracy, and then check with the Material Liaison Officer as to the status oi the procurment of the construction material required for that project. To request additional materials the Company Commander must identify the required material and obtain concurrence from the Operations Officer for the additional material before it can be ordered for the project.

The Material Liaison Officer must advise the Operations Officer and Company Commander of any anticipated delays or other foreseeable logistic problems. On-the-job supply and material crises are inevitable. unless each Officer and Petty Officer in the construction organizalton gives immediate and close attention to all pertinent delatls of the operation. including priorities. drawings. specifications. shop drawings. and material take offs.

In addition to the responsibility for construction matenals. the Supply Officer maintains and operates the Central Tool Room, which serves as a maintenance and issue point for all construction tools. with the exceptlon of the tools utilized tot equipment maintenance. The unit’s allowance provides for hand tools in designated tool kits, ready packed for any mount out. as well as additional tool items which are maintained as augment tools and issued for the particular project by the Central Tool Room. The tool kits contain all of the craft hand tools required by one four-member construction crew or fire team of a given rating to pursue their trade. The kits may be augmented with additional items as dictated by the crew assignment. However. kits should not be reduced in type of item. and should be maintained at 100% kit assembly allowance. The crew leader is authorized to draw the tools required by the crew. In so doing. the crew leader is responsible for:

(1) Maintaining complete tool kit at all times.

(2) Assignment of tools within the crew.

(3) Proper use and care of assigned tools by the crew.

(4) Preservation of tools not in use.

(5) Security of the assigned tools.

To ensure that the tools are maintained in the proper state of readiness, the Supply Otficer. in conjunction with the Operations Officer. will establish a formal tool kit inventory and inspectlon program. A preventive maintenance

inspection of all power tools by qualified personnel must be established as part of the formal tool inspection program to ensure that they do not present a Safety hazard.

The CTR, as the cognizant custodian, is responsible for the general custody and upkeep of all tools. and the maintenance of proper inventory levels. Damaged and worn tools are returned to the CTA for replacement in kind. Tools requiring routine maintenance, such as saws. are turned in to the CTR for repair and reissue. As in all of the resource programs, full cooperation is required at all levels of supervision and management to ensure an effective and efficient program. The management of tools as a resource is further delineated in COMCBPACCOMCBLANT Instructions.

7. THE OPERATIONS DEPARTMENT. We have seen that the specific functions 01 the Operations Department In support of the construction organization include planning and estimating, engineering. safety. quality control. resource control, inspection and testing

Figure 6-11 shows an organization of an Operations Depanment. Many variations of this basic organizational structure are found in the Naval Construction Forces Vanatlons are due primarily to the scope of the mission task. the area or areas in which the unit will operate. and. as in other battalion functional areas. special capabilities of people. Another variation of Operations Department organization is illustrated in Figure 6-12.

We have analyzed the various programs supervised by the Operations Officer and the Operations Department. It IS

now advantageous to discuss the elements of the Operations Department. and the functional responsibilities of each of these elements.

The Operations Officer. The Operations Officer is normally the third senior Civil Engineer Corps Officer assigned to the NMCB. H is his specific responsibility to manage the construction program and disaster control operations for the Commanding Officer. For purposes of brevity, this responsibility has been referred to throughout this Chapter as construction management. The duties and functional responsibilities defined lor lhe Operations Deparlment are the direct responsibility of the Operations Officer, assisted by the Operations staff. As the manager of the construction program, the Operations Officer is normally concerned personally with the following items in support of the unit’s mission:

(1) Maintains close liaison with the command exercising operational control over the unit and the customer command. and assists in the planning of present and future task assignments.

(2) Analyzes each OPORD and Project Tasking issued to the unit and determines the unit’s resource capability for timely and efficient execution of the’ task assignment.

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FILES DEPLOYMENT COMPLETION RESOURCES REPRODUCTION REPORT REWREMENTS

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Figure 6-l 1 Standard Operations Department Orgsniration

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619

(3) Assigns each project to a prime contractor or It must be emphasized again, that the Operations Officer project manager for execution after analyzing the must rely upon the prime constractors Or Project managers estimates of workload in each company and requirements for the task assignment to manage their assigned projects for resources to accomplish the task assignment. efficiently and effectively.

(4) Assigns subcontractors to each project as necessary for the task assignment.

(5) Establishes priorities and construction schedules and reassigns tasks, and adjusts completion schedules only if there is no alternative, keeping the Commanding Officer informed of these actions.

Changes to the plans and specifications mUS1 be cleared with the Operations Officer by the prime contractor. and change orders issued for the project eXeCUtiOn. including the issuance of changes to the subcontractor companies. as they occur. The Operations Officer must stay complelely abreast of all aspects of the project COntinuOUSly.

(6) Determines the requirements for drawings, specifications. engineering studies, and surveys, and directs their preparation for accomplishment of the task assignment.

(7) Determines the requirements for camp facilities and logistic support for the battalion. and arranges for accomodalion ot the banalion when detailed to a remote area.

The Operations Chief Petty Officer. The Operations Chief Petty Officer is normally a senior enlisted rating who serves in an advisory capacity to the Operations Officer. The Operations Chief Petty Officer is responsible for many areas of field operations and certain areas of the Operations Department administration. Normal responsibilities assigned to the Operations Chief Petty Officer are:

(8) Prepares the OPORDERS’Projec! Tasking Assignments for detached units, and instructs the Officer-in-Charge on prionlles and intelligence informallon to be oblatned.

(1) Keeping abreast of all assigned projects from the inillal planning phase until the project’s completion. and required reporting af!er customer acceptance

(2) Maintaining constant liaison with the Material Liaison Officer on project priorities to assure control of project materials.

(9) Analyzes the Labor Distribution Reports submitted by the companies. and makes the d!slnbution of the manpower resources within the unit.

(3) Coordinating equipment assignment among various projects with ALFA Company as priorities dictate.

(10) Makes assignments and reassignments of OCCFLD 13 personnel as required.

(4) Approving field changes within the scope established by the Operations Officer.

(11) Requests additIonal resources in manpower and equipment when necessary for timely and efftclen! execution of the task assignment.

(5) Conducting customer and command liaison by project as prescribed by the Operalions Officer

(12) Supervises the compilation of resource reports. monthly. mid-monthly and weekly construction reports required by higher authority, for approval of the Commanding Oftcer.

(6) Insuring the safety responsibilities as established by the command are carried out.

(7) Insuring the ConstrUction quality control program responsibilities are carried out.

(13) Determines the skill requirements for the construction workload and actively participates in the development of the training program based upon skill deficiencies. project task assignment, and immedrale operations requirements.

(6) Coordinating portland cement concrete. asphaltic concrete and mineral products requirements and schedules with the companies.

(14) Maintains constant supervision and liaison with the line Company Commanders or project managers regarding all facets of the construction program. with particular emphasis on safety, quality control, efficient Utilization 01 resources. and adequate support from the Operations Department.

(9) tnterviewing new personnel and recommending company aSSignf?Ient for the Operations Officer’s approval.

The Operations Chief Pet!y Officer may also function as the SuwWor of the Project Coordinabon Division depending Upon the particular staffing level and circumstances of the individual operations department.

(15) Maintains liaison with the other executive and special staff members in order to ensure adequate suppor! for the construction program.

me Safety Chief Petty Officer. The Safety CPO is under the direct supervision and control of the Operations Officer. WhO is assigned the functional responsibility for the safety

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program. The safety program is of primary importance to the unit’s mission. and is a lull time responsibility. The Safety Officer. normally the Operations Officer is assisted in these duties by the Safety CPO. The Safety CPO should be one of the top Chief Petty Otficers in the unit. and one who will vigorously administer and supervise the unit’s safety program.

In particular, the Safety CPO is responsible for the following functions:

c (1) Conducting a continuing and aggressive accident prevention program, both on and off the job.

(2) Formulating, maintaining, and administering a safety training program in coordination with the Training Officer.

(3) Maintaining cognizance of the procurement and maintenance procedures for required safety equipment.

(4) Conducting job site inspections to ensure that proper safety precautions are being observed.

(5) Analyzing all accidents so that measures can be taken to prevent their recurrence.

(6) Compiling reports concerning accidents which occur on the job site.

P The Safety Officer has the authority to stop work involving an unsafe condition or a safety hazard and should dlrecl an investigation of the hazardous situation and not permtt work to resume until it is safe to do so.

The Safety CPO has the authority to direct immediate correction of unsafe practices or conditions in the camp or on the job site when a safety hazard or violation is involved. The Safety CPO too. has the authority to stop work due to unsafe practices or conditrons. and should inform the Operations Ofircer and pnme contractors of the sttuation. Specific details of the NCF Safety Program are promulgated in COMCBPAC~COMCBLANT Instructron 5100.1 series. referred to as the ‘NCF Safety Manual.”

The Management Division. The Management Division collects, compiles and analyzes all information relating to the construction operatrons. This information is used in the preparation of all construction operations reports. includrng the Deployment Completion Report and Monthly and Mid-Monthly Situation Reports. The Management Division is normally headed by the Assistant Operations Officer.

The Management Division Head has the responsibility for the performance of the following functions:

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(1) Supervision of all personnel within the Division.

(2) Coordination and preparation of the Monthly and Mid-Monthly Sttuatron Reports required by COMCBPAC end COMCBLANT Instructions of the 5213.1 series.

(3) Coordination and preparation of all Resource Status Reports required by higher aulhonty.

(4) Maintaining a complete status folder On-each project.

(5) Maintaining complete and accurate timekeeping records and labor analysis reports.

(6) Maintaining and updating Visual Status boards required for effective construction management including: (i) company personnel strength: (ii) project status; (iii) labor analysis, and (iv) project schedules.

(7) Preparing project completion letters in accordance with applicable instructions from higher authority.

(8) Maintaining constant liaison with the Material Liaison Officer.

The Management Division must maintain constant coordination and must work closely with the Planning and Estimating Division. Depending upon the organization structure. the Planning and Esttmating Divrson may be under the Engineering Officer. the Assistant Operalions Officer or the Operatrons Chief Petty Officer. Regardless of the organization. the Management Drvlsion must be In constant contact with the Planning and Estrmatlng Dlvlston on the technical aspects of the project. progress reports and master scheduling.

The Engineering Division. The Engineering Division IS

under the direction of the Engineering Offcer. who IS normally a Civil Engineer Corps officer in his first battalion assignment. The Engineering Officer and staff are responsrble for providing all engineering services and design necessary lor the successful conduct of the construction program. Their specific responsibilities are as follows:

(1) Providing guidance and suppon to the Company Deployment Plannmg Teams,

(2) Reviewing all plans for sound engineering practices and practicality of planning and construclion

(3) Resolving field problems relative to errors or revisions in design.

(4) Briefing Company Commanders on engmeenng aspects of new projects.

(5) Liaison with the customer concerning engineering and design.

The Engineering Division is also responsible for. and renders technical support in. the following areas:

(1) Providing technical engineering constructlon inspection by the Engineering Officer on behalf of the

.

621

Operations Officer to ensure that projects are built in accordance with the plans and specifications, and that quality workmanship prevails at all times.

(2) Providing survey services for the companies as required.

(3) Providing up to date drawings and specifications for projects in progress.

(4) Providing soils and materials testing and evaluation services.

(5) Maintaining as-built drawings and providing copies, as appropriate, to customer commands.

The Planning and Estimating Division. The Planning and Estimating Division functions solely to provide planning and estimating capability of the resources required for the construction program. The Planners and Estimators assigned to the organization will normally be under the supervtsion of a Chief Petty Officer. The Planners and Estimators are taken from each of the service ratings. with the exception of the construction mechanics. The planning and estimating function is to provide an estimate of the resources required. as follows:

(1) Preparing material rake-offs”. or bills of material. required for the task assignment.

(2) Assisting in estimating tool and equipment requirements necessary to perform the task assignment.

(3) Assisting in preparing and updating Level I networks and progress schedules for management of the construction program.

(4) Preparing manpower estimates for the task assignment.

(5) Receiving and checking shop drawings

(6) Coordinating material requirements between the Matenal Liaison Officer and the Construction Companies

In peacetime operations the Ouality Control Division doubles as the Planning and Estimating Division and performs the above listed tasks for any field generated changes to construction or field generated designs: In a major contingency response situation a separate Planning and Estimating Division may have to be established.

Project Coordination Division. The Project Coordination Division is responsible for insuring that all elements of the construction program are properly coordinated and the available resources are scheduled’assigned to achteve maximum unit capability in line with assigned priorities Resources include: personnel, equipment. concrete. asphalt, mineral products and tools. In addition the dwislon is responsible for construction quality control and planningtestimating functions.

The Dlrarter Preparedness Officer. Disaster Preparedness is a functional responsibility of the Operations Department normally assigned to the Engineering Ofiicer. The Disaster Preparedness Officer IS responsible to the Operations Officer for the followtng functions:

(1) Maintaining and implementing the unit’s disaster control plan.

(2) Maintaining an up to date Disaster Preparedness Organization by function and name of individuals assigned

(3) In conjunction with the Training Offtcer. planning and executing training programs required to maintam the Battalion Disaster Preparedness Organization at maximum level of readiness.

(4) Serving as the principal advisor to the Operations Officer dunng Disaster Control and Recovery Operattons.

Custody and readiness ot the Disaster Control equipment and protective clothing is maintained by the battalion S-4 However. the Disaster Preparedness officer must insure all elements are in a readiness state.

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CHAPTER 7 BAl?ALlON LOGISTICS

1. INTRODUCTION. Logistics is the term used 10 cover the broad field of routine supply support including material, fiscal, disbursing. mess and personal services management: the tactical deployment of stores. provisions. and munitions: and the movement of men and materials in combat or other extraordinary situations. The responsibility for these tasks is that of the battalion Supply’Logistics Officer (S-4). and the Supply Department staff. This chapter discusses the general functions of battalion logistics and the organization of the Supply Department to support these functions. More specific and in-depth analysis of the entire spectrum of logistics as related 10 the NCF is contained in the Civil Engineer Support Office (CESO) publication, “NCF Logistics Manual”.

2. THE SUPPLY OFFICER. The senior officer of the Supply Corps assigned to the battalion is the S-4 of the executive staff and is head*of the battalion Supply Department. The S-4 is detailed to the billet by the Chief of Naval Personnel. The S-4’s responsibilities are to procure. recewe. store, issue. ship, transfer and account for supply items, equlpage. repair parts and construction material. Operation 01 the Enlisted Dtning Facility (EFD) and disbursement and accounting for funds for battalion purchases and military pay are also functions of the S-4. In the NMCB. the Supply Officer IS expected 10 perform many of the duties usually associated with the broader concept of logistics. See Figure 7-l.

The function of the S-4 and the organization of the department vary considerably. depending upon where the battalion is operating. that is, in homeporl or at the deployment’constructlon site. Supply responsibilities and other logisbc arrangements are published in the OPORD. On a joint operation, a major share of the logistic support may be furnished by the force supported. The general duties of the S-4 are to:

(1) Advise the Commanding Officer regarding supply and logistics related matters.

(2) Maintain liaison with COMCBPAC/ COMCBLANT Logistics officers and supply officers on CBC, regimental brigade, division and advanced base slaffs, as well as other supply activities.

(3) Obtain, issue and account for all materials contained in the NMCB Table of Allowance.

(4) Arrange for the supply of consumables such as construction materials, project support items, and Petroleum and Lubricants (POL).

7-1

(5) Manage budget preparations and administer Operations and Maintenance (O&M) and certain prolect funds.

(6) Supervise the movement of battalion matenat. the collection of prepositioned SuppIles. and the documentation of the movement.

(7) Disburse government funds for military pay, travel claims. local purchase. and rentals. as required

(8) Operate an Enlisted Dining Facility and Wardroom Mess (where required).

(9) Operate a laundry. barber shop. and when authorized. a Ship’s Store.

3. THE ASSISTANT SUPPLY OFFICER. The junior officer of the Supply Corps assigned to the battalion is the S-4A of the Executive Staff. The primary duty of the S-4Ais that of Disbursing Officer with other duties as assigned by the Commanding Officer. As Disbursing Offcer. the S-4A maintains direct accountability of government funds and hence. performs those tasks listed in paragraph 2. directly related 10 disbursement and accountability of monies. The S-4A is. in addition. generally assigned as the Food Services and Ship’s Services Officer.

4. GENERAL SUPPLV.

Requisitions and Records. The S-4 offlce maintatns the supply publications. including those sections of the Federal and Navy Stock Catalogs frequently used by the battalion. and prepares letters. reports. and requests for equipment to supply sources. It also prepares. logs. process and monitors requisitions and posts receiving documents against these requisitions. In addition, the S-4 maintains a check on all stock levels, particularly of consumables and repairparts under its jurisdiction, and keeps proper Custody and inventory control of battalion equipage.

Long lead-times and long-distance shipment require careful advance planning and action for procurement as soon as the requirements are established. Because of the long lead-time. needs must be anticipated and acted upon as quickly as possible under the operational

circumstances. The iniliative for this logistic suppoti lies with staff planners who have at their disposal information which cannot easily be made available to field activities.

To the extent that the situation permits, each NMCB officer must know what arrangements have bean made to supporl

s4

v

(L~/LcDR) UC. (ENs/L~JC)

LEADING CPO DEPT TRAINING

DEPt EMIIARK P.O. DEPt SAFETY P.O.

I I I , (WOIENS’LTJG)

I I SERVICES DIV (ENS’LTJC)

GREENS ISSUE S/R

EQUIPACE VR

CESE SUPPORT S/R

L REON/OPtAR

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Figure 7-1 The Battalion Supply Orgrnizetion

the operation. and take action to provide for any unusual development.

Accounting. Both COMCBPAC and COMCBLANT receive allocations of Operations and Maintenance, Navy (O&MN) funds from their respective Fleet Commander in the form of an Expense Operating Budget (EOB). This EOB is received on a quarterly basis via the Resource Allocation Form (NAVCOMPT 2168). The principles and procedures for budget submission and allocation from the COMCBPAC and COMCBVBLANT levels through DOD. Congress and the President are discussed in detail in Appendix H. A portion of this EOB is then passed to the individual NMCB’s as quarterly operating targets

(OPTARS). The Commanding Officer of the battalion IS then responsible for administering these funds tn accordance with the regulations governing the receipt. expenditure and accounting for public monies and stores Memorandum records of funds available and exr?nded are kept by the S-4. The procedures for accountrng for OPTARS are set forth in NAVSO publication P-3013. “Financial Management of Resources”, and P-3073. “Afloat OPTAR Record Keepers Guide”.

The NMCB uses the following cost category groups for funds accounting:

01 Operations

i

1-2

02 Equipment Operations and Maintenance

03 Camp Maintenance

04 Deployment Travel and Per Diem

05 Unit Moves (SAAM)

07 Civilian Personnel

. 08 Administrative Travel

.

The manner in which the unit’s OPTAR is apportioned internally and whether or not departmental budget reports are required is the prerogative of the Commanding Officer. If unit departmental budget reports are required. the Supply Officer will be responsible for the maintenance of such records as are appropriate. Details concerning the types of budget reports are contained in the ‘Afloat Supply Procedures”. NAVSUP P-485.

,F--

Battalion Allowance Stock Levels. The effectiveness of deployed battalions is directly related to the proper provisioning. completeness and technical adequacy of the battalion Table of Allwance (TOA). The maintenance of the NMCB TOA is the responsibility of the S-4. and is carned out in accordance with COMCBPAC and COMCBLANT instructions. Items are ordered to maintain the TOA in a continuing state of material readiness. Experience has demonstrated that full material availability, maintained in a ready-for-issue (RFI) condition. is absolutely essential. Otherwise. the ability of the NMCB to perform its mission is downgraded. Additionally, TOA’s and portions of their allowance have been prepositioned at CBC’s and selected advance bases to assure a rapid mount out capability. Further drscussion of the NMCB TOA is contained in Appendix G.

Disposition. A survey is required by U.S. Navy Regulations when certain Navy property must be condemned as a result of damage. obsolecence. deterioration. or be acknowledged as non-existent as a result of theft or loss. These actions necessitate expenditure of the accountable material from the records of the holding activity.

Central Store Room (CSR). The responsibility of the S-4 for the general stores of the battalion includes maintaining allowance levels and controlling the issue of administrative supplies and equipment. Administrative supplies and equipment consist of typewriters, adding machines. duplicating machines, and standard office supplies. such as paper, ink. tape, and staples. Since most of the offrce supplies are consumables, the S-4 must reorder sufficient quantities to maintain stock levels, taking into account the anticipated lead times.

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5. SHIP’S SERVICE. At most locations. the facilities of a Navy Exchange are available to battalion personnel. Even though these facilities may include such personal services facilities as laundry. barber shop, tailor shop, etc.. each

battalion will normally operate, under the functronal control of the S-4, a barber shop and laundry as a minimum. Each battalion is assigned personnel of the Ship’s Serviceman rating in order to provide these services. Unlike the Navy exchange, the battalion provides these services free of charge. In addition, at remote locations where services of the Navy Exchange are not available. the battalion may be authorized to operate other personal services facilities for the convenience of its personnel such as a Ship’s Store, fountain and vending machines. Upon establishment of a Ship’s Store. reponing and operating requirements of NAVSUP Publication 485 will be followed.

6. ENLISTED DINING FACILITY. NumerIcally. the largest section under the S-4 is the section which administers all phases of the battalion messing. includmg food storage, food preparation, food services. and administration of records and returns. This section includes a bulk provisions storeroom. issue room. refrigeratron spaces. bake shop. galley. vegetable preparation room. and scullery. Assignments among the Mess Management Specialists (MS) are based on rate. expenence. tramrng. and ability. In addition to the MS personnel. mess hall Master-at-Arms and messmen are temporarily detailed from the other departments and companies to assist In the EDF. When deployed CPO and Officer Messes are operated from the EDF.

7. DISBURSING. When the battalion is operating at lull complement. the junior Supply Corps Officer serves as Drsbursing Officer; otherwise, the disbursing functions are done by the S-4. When deployed to an establrshed base the disbursing facilities of the base may be used. Battalron disbursing clerks would then be assigned on a TAD basis to the base. Normally when deployed. the battalion operates a disbursing office. Disbursing clerks assist the S-4 in maintaining pay records, paying bills charged to the battalion for IOCally purchased material. tools. or labor. paying travel claims and per diem. and accountmg for disbursement of government funds. includrng military pay The Disbursing Officer. however. will not be charged wtth the handling. custody. or accountability for other than public funds.

6. MATERIAL.

Materials-Receipt Control. The S-4 is responsible for the receipt, checking. identification, and distribution of all incoming stores (except ammunition), and for processrng the receipt papers. Company Commanders normally designate perSOnnel to Sign for receipt of material for their companies.

Project Materials. When the Supply Officer is responsrble for project material receipt, stowage and issue. the Operations Officer. as noted in Chapter 6. has a vital interest in the flow of project material to the job site. Hence. most unit Commanding Officers will assign an officer with basic knowledge of the nature and nomenclature of construction material, normally a CEC officer. to assist the S-4 as Material Liaison Officer. In adddition, a small staff of

qualified OCCFLD 13 petty officers will be assigned to the matenal section to complement, with technical knowledge in the construction area. the storekeepers who are familiar with the supply procedures. This group then acts as the liaison between the Operations and Supply Depaflments. The material section is responsible for:

(1) Preparation, recording. and follow-up of requisitions for material based on approved bills of materials.

(2) Receipt of construction materials and record keeping against requisitions and bills of materials.

(3) Operation and security of warehouses, compounds. and yards for building materials.

(4) Controlled issue of materials to authorized personnel in authorized amounts.

(5) Prompt notification to the Operations Officer of anticipated shortages or delays.

Members of the ML0 section may be designated to assist the planning and estimating section when the battalion is responsible for preparing Bills of Material (BMs) prior to deployment. If the battalion is drawing its building material directly from a base. regimental. brigade. or other supply

departments, members of this section may be placed on Temporary Additional Duty (TAD) with the supply aaWes.

Repair Parts. The Repair Parts section provides ready issue of repair parts to the mechanics of the Equipment Repair Platoons. The repair parts issue room is located In or near the equipment maintenance shops. but is controlled by the S-4. The repair parts section carries assemblies of parts peculiar and parts common for automotive, construction, weight-handling. materials-handling. and service equipment based upon the Coordinated Seabee Allowance Listings (COSALs). which are predicated upon a 90 day initial outfitling supply. Ordnance and electronics repair parts are usually located at or near the work area, but under the technical custody of the S-4.

Central Tool Room (CTR). The Central Tool Room performs the issue and maintenance of all construclion tools and equipment. except those assigned lo the Equipment (‘A’) Company. The CTR provides a central place where all construction tools can be gathered. inspected. maintained. repaired. packed for shipment, unpacked. and issued under an approved custody control system. Repairs beyond the scope of the CTR operation are assigned to various specialty shops within the battalion.

CHAPTER 8 THE COMPANY ORGANIZATION

f - -‘.

1. INTRODUCTION. As previously stated. the broad mission of the NMCB is one of construction, defense and disaster preparedness. The Company Organization serves as the element in the overall NMCB organization by which the units mission is accomplished. There are, however. two categories of company organizations in the NMCB. There are the construction or line companies. designated as ALFA, BRAVO, CHARLIE and DELTA companies, with the capability to perform construction. defense and disaster recovery operations. These companies are part of the construction organization. There is also a Headquarters Company which serves as a military and administrative organization for the personnel assigned to the executive and special staffs. and. therefore. has as its mission the defense lunction only.

2. ORGANIZATION IN SUPPORT OF THE MISSION. For the purpose of analyzing the organizational structure of the company element, we will consider both the Headquarters Company and the Line Companies as an entity. The company element of the NMCB. like the unit itsell. is most often organizationally structured for the dual purpose of constructron (construction support in the case of the Headquarters Company) and military support operations. Figure 8-l shows tne company military organization structure. This organrzation diagram should provide an immediate appreciation of the flexibility requirement which is inherent in the company organization in providing the capability of rapidly transforming from one mission situation to the other. Command channels are the same for both organizations, with the exceptron of Headquaners Company.

3. ELEMENTS OF THE COMPANY ORGANIZATION. With a clear understanding of the mission of the company. and of the basic organizational structure of the company. we can now analyze the elements of the organization as to their relationship and function contribution to fulfilling the command mission. The basic elements of the company include:

The Company Commander

The Assistant Company Commander

The Company Chief Petty Officer

The Platoon Commanders

The Squad Leaders

The Fireteam Leaders

The Company Commander. The Company Commander is not a Commanding Officer in the sense of the Manual for Courts Martial. His authority and responsibilities are more nearly analogous to those of Division Officers as discussed in Chapter 10, U.S. Navy Regulations. Company Commanders are assigned to their billets by the Commanding Officer. Each Company Commander performs the following functions:

(1) Exercises command through his Assistant Company Commander. Company CPO. and Platoon Leaders.

(2) Organizes and trains his company for construction (or c0nstructl0n support). combat and for disaster preparedness.

(3) Executes all task assignments gtven by hrgher authority.

(4) Maintains his company in a state of readiness to redeploy to meet emergency situations.

(5) Functions as the Prime Contractor or Subcontractor for construction projects assigned to hrs company.

The Company Commander is responsible for the administration of the company. In thrs context. he IS

responsible for the following’

(1) Morale and welfare of the men assigned to his company.

(2) Training and readiness of his company

(3) Economical use of materials and funds

(4) Safety.

(5) Recreation.

(6) Discipline of the men within his company

(7) Directives, correspondence and reporting

These responsibilities are executed by the Company Commander through the company chain of command. Actual accomplishment is at the CPO and Petty Officer level. However, Overall responsibility rests with the Company Commander.

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ASSISTANT LTJGI COUPANY CDR ENS

CaYPAHY CHEIF CDMPANYCLERK

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Figure 8-l Military Structure of the Company Organization

‘. : i1

The role of the Company Commander as a leader will be discussed at length in Appendix 1 due 10 its extreme importance as the catalyst for accomplishing the mission through people.

.

The Llne or Construction Company Commander’s Rcsponsibillty for Constructton Operations. The operation of the battalion and other NCF units is based primarily on the prime contractor-subcontractor principle noted in Chapter 6. This arrangement concentrates highly specialized supervision and serves to clarify relationships, fix technical responsibilities, simplify planning and scheduling, pool equipment. and utilize trades to their best advantage.

The Operations Officer, on the basis of workload. job priority and type of construction assigns individual projects to each line company commander, designating prime and subcontractor repsonsibility. As a prime contractor, the Company Commander assigns projects managers and superintendents for each project. Depending upon the size and type of project. and company manning and organization. the rank or rate of the project managers and superintendents may vary from a junior officer to a petty officer first class (experienced senior petty officer). As a

a subcontractor. the company commander must support the work of the prime contractor through the assignment of speciality crews.

The successful completion of tasked projects requires that

F‘ Company Commanders ensure proper homepotl planning and deployment execution are performed. Each Company Commander, with the assistance of his company staff, must make a thorough analysis of each assigned project by reviewing each set of project plans and specifications. together with available reconnaissance reports. topographic maps, hydrographic surveys, and area studies. The Company Commander must look at his job in relation to other facilities which are existing or proposed and determine the requirements for: construction plant at Ihe job site for both prime and subcontract work. communications facilities, access roads. personnel support facilities such as messing. heads. etc., water supplies. fuel supplies and facilities needed to supply power. The requirements for job site defense and security of equipment, tools and materials must be reviewed and integrated with the requirements for base and camp security. A plan for emergency evacuation of the job site caused by mount-out, or by disaster recovery requirements for the base or camp must be provided. Factors which affect the efficiency, and, thus, the productivity of men and equipment, such as proposed phasing of the work. hauling distances, weather, length of the proposed work day, specification requirements, and lost time due to travel lo and from work and meals must be evaluated. The Safety measures required and special training needed by members of the crew in preparation for the tasks must be determined.

In addition to the general overall project planning. the Company Commander must ensure that detailed planning

bS. ! i ! ,

for each project is performed by the project managers, superintendents, foreman/crew leaders. Specific detajled planning items include material take-offs. verification of bills of material, construction activity summary sheets, master and detailed logic networks, quality control and safety plans and manday and equipment estimates. c Once the battalion deploys, the attention of the line company commander is directed towards project execution through the coordination of subcontractors and monitoring overall project progress. As a subcontractor. the line company commander must be knowledgeable lo the prime’s work schedules by maintaining proper liaison and coordinating the assignment of speciality crews to ensure his phases of the project are completed on schedule.

Extreme care must be emphasized in structuring the company construction organization 10 provide a chain of command that is clear and concise, and without excesstve links in the chain. For this reason. it may be necessary to alter the construction from the military organization to provide as direct a line between the company Commander and the project officer as possible. This could also be effectively utilized in the other line companies that form the construction organization. As a ftnal caution. it should be emphasized that it is often necessary to remove the strlcf parallel crew and squad organization due to the nature of the construction assignment. and the composition of the squad. Normally. effort shall be made to maintain organizational integrity. However, this is not always possible.

In support of the construction and military responsibilltles of the company. the Company Commander must develop and execute. in conjunction with the S-2 and through hts company chain of command. a strong training program in order to insure the readiness capabillties of the battalion are met and maintained. Training of personnel in military and construction skills in order to achfeve a high state of readiness is the primary purpose of peacetime battalion operations. (The Company Training Program will require the close attention of the Company Commander to insure its successful operation.)

The Assistant Company Commander. The Assistant Company Commander may be a junior CEC officer or a senior enlisted man. Utilization of the Senior Chief Petty Officer assigned to the company as the Company Chief Petty Officer is a standard and accepted practice. The Company Chief Petty Officer’s primary assignment in the company could be as an Assistant Company Commander in the areas of constructlon. construction support and personnel administration. The Company Chief Petty Officer as the Assistant Company Commander should normally be placed in a position of line authority .and responsibility between the Company Commander and the Platoon Commanders. The Assistant Company Commander should be given the responsibility of supervising the Platoon Commanders and ensuring that the administrative and operational functions of the

company are accomplished with maximum efficiency. The Assistant Company Commander should concern himself with administration, including correspondence and personnel administration, and the company organization, including the assignment of personnel to the platoons, and ensunng the most efficient work and military organizations, As a resource manager within the commpany. he must concern himself with the following aspects of administration and operations:

(1) Executing and enforcing the policies of the Company Commander and the Commanding Officer.

(2) Supervising the administration of the company.

(3) Supervision and technical support of the platoon commanders for crew assignments. matenal take-ofls. project planning and scheduling. safety. and training.

(4) Timely and proper timekeeping within the platoons by the platoon commanders.

The Company Chief. The Company Chief is normally the senior enksted man in the company. As an assistant to the Company Commander his dutres and responsibilities include:

(1) Executing and enforcing the pokcies of the Company Commander.

(2) Supervising the administratron of the company.

(3) Supervising the operatrons functrons.

(4) Studying and maktng recommendations to the Company Commander regardrng the optrmum utilizatron of assigned vehicles and equipment. training requrrements and safely practices required to perform the company’s defensive. constructron. disaster recovery and mobiktatton mtsston.

(5) InSPecl company berthing and work spaces and job sites to ensure proper physical security. good order annd discipline. cleanlrness and physical condrlion.

(6) Keep informed of the capabilities and needs of each of the men assigned to the company and to take such action as may be necessary for the efficiency of the company and the health, welfare and morale of the men assigned.

(7) Ensure company personnel are properly trained to perform their assigned duties and encourage them to qualify for advancement to improve their education.

(6) Promote and instruct as required ail applicable safely precautions through the company safety petty officer.

(9) Pass on the orders and directions of the Company Commander to the Platoon Commanders.

(I 0) Assign personnel to watches and duties ensuring watches are fairly and equally distributed and that each man is qualified to stand the watch.

(11) Supervise the company training Program through the company training petty officer to schedule and conduct required training and ensure PRCPINEC skills are properly recorded and periodically reviewed.

I

(12) Ensure enlisted performance evaluations are initiated early enough to allow the company chain of command input prior to submission to the Company Commander.

(13) Be responsible for all forms, instructions. reports and correspondence originated or maintained by the company.

(14) Establish and maintain a company organzatlon manual and any other directives necessary for the administration of the company.

(15) Provide guidance and counsel to company personnel.

(16) Aid in formulating and implementing company policy and procedures.

(17) Aid in the administration of discipline within lhe company by maintainrng a drsciplrne log and ensunng Offense investigations are prOmptly. properly and thoroughly performed.

(16) Make recommendations for personnel transfers. detail assignments and changes in company manning to the Company Commander.

i I

(19) Ensure special requests for leave. liberty or special Privileges are promptly forwarded up the company chain of command to the Company Commander.

(20) Coordinate the work of the company through cooperation and contact with other companies.

(21) Ensure construction materials are properly utilized. stored and protected and that all work performed by the company meets prescribed level of quality.

(22) Direct the homeport planning of constructron projects.

The Platoon Commander& With the exception of the Headquarters Company, the next senior Chief Petty officers are nOn?Ially utilized as the Platoon Commanders Emphasis must be placed on utilizing the Platoon Commanders to carry out the administrative tasks associated with the personnel assigned to their platoon The Platoon Commander organizes his platoon and trams them for military operations. The Platoon Commanders In the Construction Companies also organize and train their men for construction and disaster control and recovery operations. The Platoon Commander usually acts as a

project superintendent on projects assigned to his platoon

f--‘, by the Company Commander, and is responsible to the Company Commander for the timely and efficient completion of all task assignments. Although the responsibilities of the Company Commander as a contractor for construction have been explained it must be remembered that the Platoon Commander is responsible for the overall planning, scheduling, safety, quality controls, training and project management of those projects assigned to his platoon by the Company

. Commander. All Platoon Commanders command their platoons as automatic weapon or rifle units in combat operations.

* The Squad Leader. The Squad Leader carries out the orders of the Platoon Commander. He is responsible for the discipline, appearance, administration, training and control of his men, and for the care of their tools and equipment. In combat operations, he is responsible for their fire discipline, fire control and maneuver of the three fire teams in his squad. The squad leader usually acts as a crew leader/foreman on projects assigned to his squad.

The FiTeteam Leader. The Fireteam Leader is responsible for directing the men in his fireteam in construction, defensive combat and disaster control operations. Emphasis should be placed on maintaining integrity of the fireteam on all assignments, if the situation permits.

!+- 4. .THE HEADQUARTERS ‘COMPANY. Headquarters Company is the administrative and military organization for all enlisted personnel assigned to the battalion executive and special staff. All .enlisted personnel assigned to the staff for their professional jobs are under the functional and technical direction of the staff department head to which they are assigned. The Headquarters Company

Platoon Commanders. Due to the complexity of the Headquarters Organization as the administrative and military organization for all personnel assigned to the battalion executive and special staffs, highly qualified personnel must be utilized as Platoon Commanders in the Headquarters Company Organization. This becomes apparent from an analysis of the platoons in Headquarters Company:

Commander maintains administrative and military control only over the personnel. In this respect, the Headquarters Company provides support to the line companies in construction and disaster recovery operations by virtue of the company members being assigned to the military staff departments, but is capable of providing defense in the combat situation as a company unit. Figure 8-2 shows a typical Headquarters Company Organization.

5. ELEMENTS OFTHE HEADQUARTERS COMPANY.

The Company Commander. The Headquarters Company Commander is responsible for the usual detail of company command. His billet reflects the administrative nature of Headquarters Company, differing from the Line Company assignments in that it involves no direct construction mission. Normal company command responsibilities include, but are not limited to. assignment, billeting, inspection and initiation of action for transfer or replacement.

When the battalion is operating a separate camp in the field, the Headquarters Company under the command of the Headquarters Company Commander, is responsible forthe security and defense of the command post, and acts as a reserve force for the companies on the defense perimeter.

HEADQUARTERS COMPANY COMMANDER

I

ASST CWPANY COMMANDER

I

Y- \ Figure 8-2 Headquartera Company Organkation

85

(1) H-l Platoon: Staffing of this platoon is normally made with personnel from the Administrative and Personnel Department and the Plans and Training Department and special staffs.

(2) H-2 Platoon: Staffing of this platoon is normally made with personnel of the Operations Department.

(3) H-3 Platoon: Staffing of this platoon is normally made from the Supply and Logistics Department.

Normally the senior E-7 in each platoon is assigned as Platoon Commander. The effective utilization of the Platoon Commanders is essential to maintaining a flexible military organization and can often eliminate many departmental and company problems and dual areas of responsibilities.

On occasion a Commanding Officer will assign departmental junior officers as Headquarters Company Platoon Commanders, to affort them an opportunity to have line experience and responsibilities. When this is done the assignment is usually made for a. short period of time (2-4 months) before reverting back to CPOs as platoon commanders.

It can readily be seen that the Headquarters Company Platoon Commander not only serves the same men in a military organization. but also, is most directly responsible for their functional task assignment as a member of the Staff Department. This organizational arrangement ensure a maximum of continuity and a minimum of dual areas or responsibility.

It is often advantageous to form a fourth Headquaners Company Platoon consisting of, Mess Management Specialists, Messdeck MAA, and Mess Cooks. Although Mess Cooks and Messmen are temporary assignments, formation of these personnel into the Headquarters Company Organization is considered beneficial in maintaining an effective military organization.

The Company Chief Petty Officer. In peacetime, the Headquarters Company Chief Petty Officer serves as an Assistant to the Headquarters Company Commander in a staff capacity. In the event officers assigned as Platoon Commanders, the Headquarters Company Commander must exercise judgment in the assignment of the Company Chief Petty Officer and ensure that there is no direct line authority established that will place the Company Chief Petty Officer in an untenable situation. The Company Chief

I ALFA WPANY COMMANDER I

I

I

ASSISTANT ALFA COMPANY COMMANDER I I

l OPERAflONS SUPERVISOR (EOCSI t

l MAINTENANCE SUPERVISOR (CMCS)

-i , I INSPECTORS EQUIPMENT OPS. PLATOON (EOC) TOOL ROOM

TRANSPORTATION POOL

YARDBOSS

EQUPMENTATTACHMENTS

I L COLLATERAL EQUIPMENT EQUIPMENT REPAIR PLATOON (CMC)

EQUIPMENT CONST. PLATOON WOC) I I L CONSTRUCTION EQUIPMENT SHOP

SUPPORT SHOPS PLATOON (CMC)

4 i r.;T;;Iptop I

MACHINE SHOP

l ELEVATES TO STAFF POSITION - STEELSHOP IN MILITARY ORGANlZATlON - BODV/PAINf SHOP

Figure 6-3 ALFA Company Organization

Petty Officer should be utilized as the Administrative

f- Assistant to the Company Commander, maintaining company training records and rosters, and company administrative files. He supervises the office staff.

(2) Supervising the administration of the company.

(3) Supervising the operations and maintenance functions.

6. THE NMCB EQUIPMENT COMPANY (ALFA (4) Studying and making recommendations to the COMPANY). In the NMCB, ALFA Company is responsible Company Commander regarding the optimum utilization of for the operation and maintenance of the automotive, all equipment, training requirements and safety practices construction and materials-handling equipment assigned required to operate and maintain the equipment with to the battalion. ALFA Company serves as a prime maximum efficiency.

. contractor on large earthmoving, paving, and other horizontal construction projects, and as subcontractor to the general construction companies for earth-moving, grading, excavation, paving, hauling, pile driving, well drilling, heavy lifting, blasting and demolition. In the combat situation, ALFA Company is usually formed with three or more platoons, depending upon the number of men actually assigned to the company. Figure 8-3 shows an organizational structure of ALFA Company configured for Construction and Disaster Preparedness with six platoons.

7. ELEMENTS OF ALFA COMPANY.

The ALFA Company Commander. The ALFA Company Commander serves in three major capacilities. In addition

c to being the Company Commander for the military organization, he serves as the Staff Equipment Officer and as a contractor for construction. Except during combat emergencies, his principal responsibility is to ensure the accomplishment of the construction work assigned to his company, and to ensure the proper utilization and maintenance of the automotive, material handling, and construction equipment assigned to the battalion. He is responsible for the usual detail of company command previously mentioned, and. must be familiar with the qualifications for advancement in rate, service school

The ALFA Company Operations Supervisor. The Operations supervisor is normally a Senior Chief Equipment Operator (EOCS). Working in conjunction with the Assistant ALFA Company Commander and project officers, he is responsible for coordinating equipment requirements for projects, reviewing plans, specifications and estimates, and enforcing the policies of the ALFA Company Commander as they pertain to the construction projects. As his title implies he is responsible for supervising the equipment operations platoons, which include the following specific duties and responsibilities,

(1) Assignment and control of all operating personnel.

(2) Control of all automotive, material handling, and construction equipment assigned to their respective equipment pools and the various construction projects,

(3) Maintaining equipment status boards.

(4) Providing feeder data on the operation of the equipment to the cost control clerk.

. criteria, and Navy training courses for equipment operator, construction mechanic, machinery repairman and construction rates. As Company Commander, he directs ALFA Company Military and Disaster Control Training and Operations. As the Staff Equipment Officer, he serves the Commanding Officer in an advisory capacity.

(5) Supervising the vehicle operators license examinations. .

(6) Providing technical and safe driving training to the entire NMCB.

The Assistant ALFA Company Commmander. The Assistant ALFA Company Commander is normally a junior CEC officer who may serve in a staff position as the Project Officer for construction. This organizational structure allows the Assistant Company Commander to concentrate his efforts and talents on one or more large construction projects as Project Officer for that paticular job, working with the Operations Supervisor and utilizing his professional engineering and managerial expertise. Normally he is used in the line capacity.

The Equipment Operations Platoons. As shown in Figure 8-3, the function of equipment operations within ALFA Company is most logically divided into three platoons with functional responsibility as follows:

(1) Equipment Opemtions Platoon - Operation of the automotive, construction, and weight handling equipment pools: transportation of personnel, equipment, and materials to and from job sites; and operation and maintenance of all fuel (POL) storage and dispensing facilities.

The ALFA Company Chief Petty Officer. The Company Chief Petty Officer is normally an EQCM or the senior enlisted man in the company. As the principal assistant to the Company Commander, his duties and responsibilities include:

(1) Executing and enforcing the policies of the Company Commander.

(2) Equipment Construction Platoon - Providing prime contractor and subcontractor horizontal construction support. The Platoon Commander serves as Project Managerr on almost every type of construdfn project, and is responsible to the Operations Supervisor for the timely execution of all construction tasks assigned.

(3) Equipment Support Platoon - Operation of all mineral products facilities, including quarry operations,

8-7

crushers, asphaltic and ponland cement concrete plants, in support of the construction mission. Each of the Platoon Commanders is normally a Chief Equipment Operator (EOC) and has, in addition to his functional responsibilities as outlined above, all the normal administrative and military duties defined as the responsibility of the Platoon Commander in previous sections.

The men assigned to Equipment Operations Platoon billets are highly trained equipment operators, such as truck drivers, crane operators, dozer operators, paving machine operators, transit mixter operators, and so on. Others are trained in job specialities connected with the operation of such facilities as quarries, sand and gravel pits, and asphaltic concrete plants. Their construction assignments include earthmoving, grading excavating, batching, hauling, pile driving, well drilling, rigging, blasting and demolition. The men are permanently assigned to squads and work crew/fireteams, but are equipped for construction assignments according to the requirements of the task assignment. Equipment is drawn as necessary from the equipment pool. Equipment operators assigned to the construction equipment poof are assigned to the project with their equipment as dispatched by the pool dispatcher. All equipment operators are responsible for performing operator maintenance services on the equipment they operate.

The equipment operators assigned to the fueling station maintain adequate stocks of all liquid fuel and solvents required by the unit, and operate all fuel storage and dispensing equipment. and deliver and dispense fuels to the automotive and construction equipment in the field.

The ALFA Company Maintenance Supervisor. The ALFA Company Maintenance Supewisor is normally a Senior Chief Construction Mechanic (CMCS). He is responsible for ensuring the proper maintenance and repair of all automotive, construction, and material handling equipment assigned to the battalion. Specifically, his duties and responsibilities include:

(1) Control and supervision of all maintenance personnel.

(2) Ensuring adherence to the scheduled preventive maintenance program.

(3) Ensuring accurate cost control and record maintenance and updating.

(4) Submitting equipment reports to the ALFA Company Commander and the Commanding Officer for distribution to higher authority.

(5) Maintaining a library consisting of technical publications essential to the operation and maintenance of the equipment, COMCBPAC and COMCBLANT Instructions of the 11200 series, Technical Manuals, Manufacturers Catalogs, and COMCBPACCOMCBLANT Instruction 5100.1, NCF Safety Manual.

(6) Maintaining the construction mechanics tool allowance and conducting bi-weekly tool inventories.

(7) Providing technical and safety training.

(8) Providing technical assistance to the Supply Officer with regard to repair parts.

(9) Ensuring quality control of the repair and maintenance work.

(10) Ensuring that the preventive maintenance schedule is entered into the ALFA Company mini-computer equipment program. The use of the mini-computer can then aid in the execution of the preventive maintenance program.

The Equipment Repair Platoons. The Equipment Repair Platoon Commanders function under the supervision of the Maintenance Supervisor. They are normally Chief Construction Mechanics (CMC). In addition to the normal administrative and military duties previously defined, they are responsible as Platoon Commander for the following functions:

(1) Operation of the automotive repair shop.

(2) Operation of the construction equipment repair shop.

(3) Operation of the support group and shops.

The construction mechanics assigned to the Equipment Repair Platoons are highly trained in the maintenance and repair of all of the equipment in the battalion allowance.

Inspectors are assigned to assist the maintenance supervisor in inspecting the equipment to be serviced. The inspector is a seasoned mechanic capable of readily determining the nature of the necessary repairs on any piece of equipment and exercises independent judgment as to whether the equipment requires immediate attention or can be delayed until the next scheduled preventive maintenance inspection and service is performed. The Scheduled Preventive Maintenance (PM) Program is designed to ensure optimum life from the units equipment. Figure 8-4 defines the levels of inspection, and the intervals required for each of the three catagories of equipment. The Inspector ensures the following on each vehicle and piece of equipment which enters the shop:

(1) Performs the scheduled inspection, completing appropriate record forms and noting deficiencies clearly on the Equipment Repair Order (ERO).

(2) Checks the file of Operator Trouble Reports on the pieces of equipment prior to the inspection.

(3) Utilizes the latest testing equipment and methods available to the unit.

f-- Equipment Type

Automotive

TYPE “A” PM

Minimum Service

Every 40 working days

TYPE “B” PM

Detailed Service & Inspection

2tHK) miles or after every two “A- PM’s

Construction Every PO working days 120 engine hours or after every two “A” PM’s

Material Handling Same as for Construction Equipment

Same as for Construction Equipment

NOTE: The above are minimum inspection and service intervals under normal conditions and should be decreased for double shift operations and extreme terrain conditions or as directed by the Maintenance Supervisor.

Figure 6-4 Preventative Maintenance Interval Schedule

(4) Performs minor adjustments incidental to the inspection.

(5) Delivers the initialed Equipment Repair Order to the Maintenance Supervisor.

(6) Road or field tests equipment following repair or overhaul.

(7) After the final inspection releases the piece of equipment to full service.

f-- The construction mechanics assigned to the automotive and construction equipment repair shops perform all work as specified on the Equipment Repair Order. Because certain repair work can be accomplished in the field with less down time involved, field repair crews of construction mechanics are often formed.

Support Group Supervisor. The Support Group Supervisor is responsible for the following support functions:

(1) Mechanics Tool Room. The mechanics tool room serves as the central point for issue, storage, inspection, maintenance and repair of all mechanics tools under an approved custody control system. Shop equipment is held on subcustody by the Equipment Repair Platoon Commander. Kits and tools needed continuously are issued to individuals on custody receipts. Other tools are issued on tool chits for particular job assignments. The tool room personnel perform tool repair within their capability, and request assistance of other battalion shops when necessary.

F”-

(2) Machine Shop. The Machinery Repairmen (MR) are assigned 10 operate the machine shop trailer which contains lathes, drill presses, grinders and other machine tools. They are an extremely valuable asset, because they have the capability of manufacturing or repairing equipment parts, tools or machine parts needed to perform the work required.

B-9

(3) Chassis, Body, Fender and Radiator Shop. The work assigned 10 the Construction Mechanics and Steelworkers of this shop includes the repairing or rebuilding of chassis, fenders, and other body components; the repairing, rebuilding and testing of radiators; the repair of bulldozer blades and other steel components and performing welding and brazing tasks.

(4) Electrical Shop. Manned by Construction Mechanics, and Construction Electricians, the electrical shop repairs, rebuilds, cleans, adjusts, and tests all automotive electrical parts and accessories, except batteries. This includes generators, starters. voltage regulators. etc.

(5) Battery Shop. Men assigned to the battery shop maintain, and recharge wet cell batteries, mix electrolyte, and keep a supply of spare (fully charged) batteries for all types of equipment used by the battalion.

(6) Tire Shop. The Construction Mechanics and/or Equipment Operators assigned to the tire shop provide a repair and replacement service for all pneumatic-tired equipment in the battalion.

(7) Lube Shop. The mechanics assigned to the lubrication racks maintain adequate stocks of all lubricants required by the battalion, and lubricate automotive and construction equipment as required under the Preventive Maintenance Program. The Construction Mechanics responsible for field lubrication regularly check the lubrication of all construction equipment stationed in the field and lubricate equipment as required under the Preventive Maintenance Program.

ALFA Company Commanders School. No discussion of ALFA Company would be complete without mention of the ALFA Company Commanders School that is conducted periodically for Company Officers and the operations and maintenance supervisors. It is conducted by the CBPAC and CBlANT equipment offices. Quotas are available directly from the CBPAC Equipment Office, Port Hueneme, CA93043 an&CBLANT Detachment, Gulfport. MS 39501.

8. NMCB SHOPS AND UTfLfTfES COMPANY (BRAVO COMPANY). In the NMCB, BRAVO Company is responsible as a prime contractor, as a subcontractor, and for the maintenance and operation of the unit’s camp. BRAVO Company serves as a prime contractor for water, sanitary sewer, and power distribution ‘systems, fuel systems, and communication projects. BRAVO Company serves as subcontractor to the general construction companies for all utility installation, sheet metal fabrication, air conditioning and refrigeration. BRAVO Company serves a mini-public works department providing for maintenance and operation of the unit’s camp. BRAVO Company may also operate the Support Construction Trades Shops. In the combat situation, BRAVO Company is formed as a rifle company with three platoons; one weapons platoon, and two rifle platoons. Figure 8-5 shows the functional organizational structure for construction, military, and disaster recovery operations.

9. ELEMENTS OF BRAVO COMPANY

BRAVO Company Commander. Serves as the Company Commander for the military and disaster recovery

organization, as a contractor for construction, and as the Camp Maintenance Officer for the maintenance and Operations of the unit’s camp. Except during military operations, his principal responsibility is to ensure accomplisment of the utilities construction and construction support assigned to his company, and to ensure proper state of maintenance and repair of the unit’s camp. He is responsible for the usual detail of company command previously mentioned, and must be familiar with the qualifications for advancement in rate, service school criteria, and Navy training courses for utilitiesman, constructioh electrician, builder, steelworker, and constructionman. As Company Commander, he directs the BRAVO Company military and disaster preparedness training and operations. The BRAVO Company Commander is normally assigned the additional responsibility of Fire Marshal.

Assistant BRAVO Company Commander. The Assistant BRAVO Company Commander is normally a junior CEC officer, who may additionally serve in a staff position as the Project Officer for construction. This

BRAVOCOMPANY COMMANDER

l

,

ASST BRAVO

COMPANY COMMANDER

t COMPANY

t

COMPANY CHIEF r ADMI~;~;~TIVE 1

I

UflLlflES PLATOON

UTILITIES CONSTRUCTION

ELECTRICAL PLATOON 1

ELECTRICAL CONSTRUCTION -CAMP IAAlNTENANCE CONTROL

- PLUMBING SHOP

-AC 6 R SHOP

- ELECTRKAL SHOP

-CARPENTER SHOP

- PUNT SHOP

- STEEL SHOP

Flgure 9-5 BRAVO Company Organkation

810

/“‘”

organizational structure allows the Assistant Company Commander to concentrate his efforts and talents on one or more large construction projects as Project Officer, utilizing his professional engineering and managerial expertise. The Assistant Company Commander may serve as Camp Maintenance Officer coordinating the activities of the BRAVO Company Camp Maintenance and Shops Platoon and the functional responsibilities of camp maintenance and fire prevention and control.

” BRAVO Company Chief. The BRAVO Company Chief is normally the senior enlisted man in the company. As the principal assistant to the Company Commander, his duties and responsibilities include:

. (1) Executing and enforcing the policies of the

Company Commander.

(2) Supervising the administration of the company.

(3) Maintaining a technical library for utility system’ installation and maintenance and manufacturer’s catalogs.

BRAVO Company Utilities Platoon. The Utilities Platoon Commander is normally a Chief Utilitiesman. The Platoon Commander serves as Project Officer for all utilities work assigned to his platoon by the CompanyCommander. In addition to the normal administrative and military duties defined as the responsibility of the Platoon Commander, he

r”” is responsible for the following functions for field construction:

(1) Utility distribution systems.

(2) Fuel systems.

(3) Refrigeration installation and operation.

The men assigned to the utilities platoon are highly trained to install, maintain, and repair utility systems including:

(1) Boilers.

(2) Air conditioning and refrigeration equipment.

(3) Transfer pumps for water and sanitary sewer distribution systems.

(4) Sub and in-slab plumbing.

(5) Plumbing fixtures.

The men are pem-ranently assigned to squad and work crew/fire teams, but are further equipped for construction assignments according to the requirements of the task assignments.

Y”-“’ BRAVO Company Electrical Platoon. The Electrical Platoon Commander is normally a Chief Construction Electrician. The Platoon Commander serves as Project Officer for all electrical work assigned to his platoon by the

Company Commander. In addition to the normal administrative and military duties defined as the responsibility of the Platoon Commander, he is responsible for the following functions for field construction:

(1) Electrical distribution.

(2) Interior Wiring.

(3) Electrical generator installation and operation.

The men assigned to the electrical platoon are highly trained to install, maintain and repair electrical systems including:

(1) Transformers.

(2) Telephone Systems.

(3) Intercom units.

(4) Public address system.

(5) Alarm systems.

(6) Circuit breakers.

(7) Protable electric generator plants.

(8) Main electrical generator plants.

(9) Power and telephone distribution lines and poles.

(10) Underground conduit.

(11) Interior wiring.

(12) Electrical wiring.

The men are permanently assigned to squad and crew/fire teams, but are further equipped for construction assignments according to the requirements of the task assignments.

BRAVO Company Camp Maintenance and Shops Platoon. The Camp Maintenance and Shops Platoon Commander is normally a Chief Petty Officer of the Utilitiesman, Construction Electrician, Builder, or Steelworker Rates. The Platoon Commander provides shop services for all projects and the maintenance of the camp. tn addition to the normal administrative and military ’ duties defined as the responsibility of the Platoon Commander, he is responsible for the following support functions:

(1) Camp Maintenance Control. The Camp. Maintenance Control Petty Officer and his staff are responsible to the Camp Maintenance Officer for the specific accomplishments and management of all functions of camp maintenance. Specific responsibilities

. include:

8-l 1

(a) Program work for the shops to insure all functions of maintenance management are being performed and all personnel are being utilized effectively.

(b) Maintain work input control charts, including the management of work backlogs and assignment of priorities as delegated by the Camp Maintenance Officer.

(c) Approve the weekly maintenance schedule.

(d) Evaluate the effectiveness and efficiency of the maintenance program and recommend revisions and/or improvements if required.

(e) Coordinate with the Operations and Supply Departments regarding maintenance operations.

(1) Maintain all camp maintenance records and prepare all requests required by higher authority.

(2) Plumbing Shop. Manned by Utilitiesmen, the plumbing shop is responsible for all camp utility systems and boiler operations and maintenance. The senior Utilitiesman is responsible for a complete set of camp as-builts and the known location of every service valve, and hydrant in camp.

(3) Air Conditioning and Refrigeration Shop. Manned by Utilitiesmen, and Construction Electricians, the AC and R Shop is responsible for the operation and maintenance of all camp refrigeration equipment. The senior Utilitiesman is responsible for a thorough preventative maintenance program.

(4) Electrical Shop. Manned by Construction Electricians, the electric shop is responsible for the camp power distribution system, interior wiring, telephone and intercom systems, and alarm systems. If the equipment is available, a motor redwind shop may also be the responsibility of the electrical shop. The senior Construction Electrician is responsible for a complete set of camp as-builts and the known location of every main disconnect and service entrance in camp.

(5) Carpenters Shop. Manned by Builders, the carpenters shop performs standard milling and finish carpentry operations and is responsible for the camp structures building maintenance file.

(6) Paint Shop. Manned by Builders, the paint shop is responsible for providing finished signs and maintaining the appearance of the camp.

(7) Steel Shop. Manned by Steelworkers, the steel shop performs sheetmetal fabrication and welding.

(8) Pest Control Shop. Manned by personnel who have received certification in pest control procedures.

10. THE NMCB GENERAL CONSTRUCTION COMPANIES (CHARLIE AND DELTA COMPANIES). In the NMCB, CHARLIE and DELTA Companies are responsible as prime contractors and occasionally as subcontractors. Unless the specific task assignment requires special staffing, the companies are normally equal in strength and capabilities. CHARLIE and DELTA Companies serve as prime contractors for vertical construction, and as subcontractor to ALFA Company for concrete work, carpentry and timber construction support. In the combat situation, CHARLIE and DELTA Companies are normally formed as two Rifle Platoons and one Weapons Platoon. CHARLIE and DELTA Companies are the two basic units to which additional units of personnel from Headquarters, ALFA and BRAVO Companies may be attached. Headquarters, ALFA, and BRAVO Companies are basically Rifle Companies, which simplifies the task organization or assignment of these companies to either CHARLIE or DELTA Companies to form a large detachment. Figure 8-6 shows a conceptual functional organizational structure for construction and disaster control operations.

11. ELEMENTS OF CHARLIE AND DELTA COMPANIES.

The CHARLIE and DELTA Company Commanders. The CHARLIE and DELTA Company Commanders serve as the Company Commanders for the military organization, and as contractors for construction. Except during combat emergencies, their principal responsibility is to ensure accomplishment of the construction projects assigned to their company and to lend support to BRAVO and ALFA Compaies in a subcontractor capacity. They are responsible for the usual detail of company command previously mentioned, and must be familiar with the qualifications for advancement in rating, service school criteria, and the Navy training courses for constructionman, builder, and steelworker. As Company Commanders, they direct their company military and disaster control training and operations.

The Asslstant CHARLIE and DELTA Company Commander. The Assistant CHARLIE and DELTA Company Commander may be a CEC Junior Officer of a senior Chief Builder or Steelworker. In this capacity, he is responsible for the normal assistant company commmander duties previously mentioned in both the areas of construction and company administration. He must coordinate the activities of the builder and steelworker platoons to ensure accomplishment of the assigned task.

The CHARLIE and DELTA Company Chlef Petty Officer. The CHARLIE and DELTA Company Chief Petty Officer is normally the senior enlisted man in the company. As principal assistant to the Company Commander, his duties include:

(1) Executing and enforcing the policies of the Company Commander.

.

CHARLtE/DELfA COMPANY COMMANDER ’

I

ASSISTANT COMPANY COMMANDER &

I

COMPANY CHt EF 7

t

\ r COMPANY ADMINISTRATIVE STAFF

t I . l

BUILDER PLATOONS STEELWORKER PLATOON WC swc

- CONCRETE CREWS - STEEL PREFABRlCATtDN CREWS

- MASONRY CREWS - STRUCTURAL ERECTION CREWS

- TIMBER CONSTRUCTION CREWS - REINFORUNC PLACEMENT CREWS

- FRAMING CREWS L FIELD WELDING CREWS

- INTERIOR FINtSHING CREWS

- CONCRETE BATCH PLANT OPERATION

- CONCRETEBLOCK~PRECASTCONCRETEDPERATIDN

Figure 8-6 Typical CHARLIE and DELTA Company Organization

(2) Supervising the administration of the company.

(3) Supervising the activities of the builder and steelworker platoons..

The CHARLIE and DELTA Company Bullder Platoons. The CHARLIE and DELTA Company Builder Platoons are normally commanded by a Chief Builder. The Platoon Commander serves as Project Officer for all wood and masonry construction assigned to his platoon by the Company Commander. In addition to the normal administrative and military .duties defined as the responsibility of the platoon commander, he is responsible for the following functions for field construction:

(1) Concrete and masonry.

(2) Heavy timber construction.

(3) Framing.

(4) Interior finishing and carpentry.

(5) Operation of the concrete block plant.

(6) Operation of the precast yard.

The men assigned to the builder platoons are highly trained to perform the following tasks:

(1) Build, erect, maintain and repair wooden and concrete structures.

(2) Perfomt logging and sawmill operations.

(3) Construct all forms for concrete.

(4) Lay brick, stone, concrete block and building tiles.

(5) Batch, mix and place concrete for all types of structures, including underwater structures.

The men are permanently assigned to squads and work/crew fireteams, but are further equipped for construction assignments according to the requirements of the task assignment.

The CHARLIE and DELTA Company Steelworker Platoons. The CHARLIE and DELTA Company Steelworker Platoons are normally commanded by a Chief Steelworker. The Platoon Commander sewes as a project manager for all steel construction assigned to his platoon by the Company Commander. In addition to the normal administrative and military duties defined as the responsibility of the Platoon Commander, he is responsible for the following functions for field construction:

(1) Steel prefabrication.

8-13

(2) Structural erection.

(3) Placement of reinforcing steel.

(4) Field Welding. .

The men assigned to the Steelworker Platoons are trained to perform the following tasks:

(1) Place reinforcing steel for all types of reinforced concrete structures.

(2) Fabricate and erect all types of steel structures.

(3) Dismantle steel structures.

The men are permanently assigned to squads and work crew/fire teams, but are further equipped for other support assignments according to the requirements of the task assignments.

Functional Structure of the Construction Company. The Functional Structure of the Construction Company is depicted in Figure 8-7.

OVERALL COMPANY MISSION, PLANNING, POLICY, EXECUTION

I PROGRUUAING FOR EXECUTION OF MISSlON 6 POLICY. COORDtNATlON ASST COMPANY

BETWEEN COMPMIES, MONITORING COMMANDER

I

I MMAGEMENTOF EXECUTION OF COMPANY RESPONSlBtLlTlES I COMPANY CHIEF

I

COORDINATION OF PLATOONS

l 7

COMPMY TRAINING P.O. 1 COMPMYCLERK

. c .

TRAINING, SAFETY, Q.C.

I

I EXECUTION OF ASSIGNED TASKS - MILITARY &

CONSTRUCTION CONSTRUCTION CONSTRUCTION/

CONSTRUCTION MAINT PLATOON

I I I I I 1 CREW CREW CREW CREW CREW CREW CREW CREW CREW

Figure 8-7 Functlonal Structure of the Construction Company

a-14

CHAPTER 9 CAMP ADMINISTRATION

1. CAMP ESTABLISHMENT. The length of time that a battalion will be assigned to a particular area and the available existing facilities determine what arrangements must be made to make the camp area habitable. During peacetime, the battalion will usually be berthed in

_ established Seabee camps or, in the case of NMCB details. in the barracks of the base to which they are deployed. In this case planning is limited to determining to what barracks the personnel will be assigned and which spaces will be used for purposes such as off ices, storage, and sick bay. Changes to existing camp facilities, such as adding new buildings, facilities or utilities may be recommended by the battalion to the cognizant Force Commander, but cannot be undertaken without approval.

Under emergency or wartime conditions, the battalion is usually deployed to new locations where bases are being built or expanded, and thus, the battalion must provide its own berthing and shop facilities. The battalion allowance contains enough tents for this purpose, however, prefabricated steel or wooden structures may be substituted either because of the climatic conditions or the anticipated length of stay. When a new camp is to be constructed, decisions must be reached as to the location of quarters, showers, heads, storage spaces, mess hall, shops and other facilities. NAVFAC P-437, Volume I, Facilities Planning Guide, contains a series of drawings of various camp configurations and some of the details for construction. These drawings should be used as a guide and site-adapted by the S-3. Figure Q-l is an example of a typical camp layout contained in the P-437.

Camp Facilities. Whether permanent structures or the more austere tent camp is to be used, the basic facilites must be provided for the conduct of battalion activities.

f--

Separate berthing facilities are normally provided for officers, chiefs and other enlisted personnel. Officers are generally assigned one or two to a room during peacetime, if facilities permit. During time of emergency, they may be assigned to tents or to quarters similar to barracks with several officers in the same tent or room. Chief Petty Officers generally live in a barracks-type building, but they may have separate rooms. If the battalion uses tents, all personnel will be quartered in them. Lfving conditions in tents are the same for all personnel, except that, in general living, density will decrease with seniority. Battalions vary on the procedure for assigning personnel to particular quarters and to a bunk within the quarters. Assignment to quarters is usually made by the Company Commander and should reflect squad assignment. It is very desireable to maintain squad integrity in berth assignments. The bunk

assignments is made by the senior petty officer assigned to the quarters, who should be a squad leader or senior fire team leader and is designated as hut (or tent) captain. The hut captain is responsible for seeing that the regulations affecting his barracks are carried out and inspects for cleanliness, appearance, security and safety. Bunks should be tagged to show the name, rate, and company of the occupant. The Company Commander or or a designated representative should make a daily inspection of living quarters. Weekly, semimonthly or monthly inspections are usually made by the Commanding Officer. Any criticism by the inspecting officer is passed on to the Company Commander whose personnel are quartered in the barracks and also to the hut captain.

Messing for battalion members may range from subsisting in a permanent dining facility at the homepon or at an established base to eating field combat rations during the initial stages of an assault or camp construction. It is usually desirable for the battalion to operate its own galley when deployed, and it is staffed and equipped to do so. This procedure allows the Commanding Officer more flexibility in getting the construction task accomplished because he can control the meal hours and set the uniform requirements for the battalion dining facility. Local working conditions may make it desirable to subsist some personnel at other facilities nearer the work site, especially for the noon meal. The two supply officers concerned must make the necessary arrangements. U.S. Navy Regulations permit chief petty officers to have a separate mess. They must subsist entirely from food prepared in the Enlisted Dining Facility, but the food may be served in a separate section of the facility or at a different location. As with the CPO’s, the officers must also subsist from the Enlisted Dining Facility. Normally when the base facilities are inadequate or when the battalion is operting its own camp, the battalion is authorized to establish a wardroom mess. In such cases, food is purchased from the Enlisted Dining Facility and is offered to the officers wardroom. The Mess Specialists bring the meals from the Enlisted Dining Facility at prescribed hours.

The battalion will usually set up or utilize offices, shops, warehouses, equipment compounds and tool rooms that are separate and distinct from any other unit. Other camp facilities such as a dispensary, chapel, library, post off ice or theatre may be provided by others or set up and run by battalion personnel. The battalion has the personnel to provide these services, and when operating alone or at a distance from existing facilities, may choose to do so. Although it may require additional manpower expenditure to provide these services, the convenience of having them

9-l

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I

I I

i p 1

1 )

0% 1

I i 0

0

0 90 a41 “0 0

; J

\ -- --. - - ‘.“’ - - .- -___ ----. ,--.-.--. -.* _. --.-*-----

Figure g-l Advance Base Drawing of a Seabee Camp

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available in the camp gives the men a sense of unity, and provides a boost to morale. Figure Q-2 is a typical schedule of personnel assignments for camp operations. Some savings in manpower can be realized by using existing facilities at an established base, but some of the battalion personnel may have to be assigned to the base to offset the increased workload generated by the battalion.

GALLEY Cooks Messmcn (if rcquircd) Mcssdock MAA

SHIPS SERVICE Laundr) Barber

DISPENSARY Dental Medical

ADMIN/PERSONNEL OFFICE Admin Pers

SUPPLY OFFICE Supply fexcl. MLO) Disbursing

MAA OFFICE MAA Force

46 I6 MS 2H Non-Rated

2 ~CCFLD 13

IO 2 SH +h Non-Rated 2 SH

IO 2 DT WHM

17 R YN +I Non-Rated 8 PN

22 IS SK +3 Non-Rated 4 DK

7

3BM I MA 3 OCCFLD 13

CAMP MAINTENANCE Admin Mainlenatice She

ARMORY

30 4 OCCLFD 13

26 GCCFLD 13

4

3 GM +I Non-Rated

POST OFFICE

PUBLIC AFFAIRS OFFICE

WARDROOM

COMMUNKATIONS SHOP

SPECIAL SERVICES

CHAPLAIN’S OFFICE

COMPANY/DEpT CLERKS

3 2 PC +I Non-Rated

2 1 PH 1 JO

4

4 us

2 2 ET

5 5 GCCFLD 13

1 I RP

4

4YN

TOTAL = 299tOF963 OR . 167

r”“’ FIGURE Q-2

Typical Manpower Requirements for

Camp Opemtlons

* Camp Maintenance. When in quarters provided by the host command, the battalion usually reports any trouble, in accordance with established procedures, to the base Public Works Department. Battalions occupying an established NCF Camp must perform maintenance of its own area. This maintenance is’petformed by the personnel in the shops platform, of BRAVO Company and consists of repairs to barracks,. shops, telephone systems, light systems, and other Class II and Ill facilities. The necessity for repairs is ascertained by means of controlled inspections or through reports from the occupants of a particular facility. Such facilities as generator boilers, wells and distillation units are operated and maintained by specialists from Bravo Company assigned to service watches.

All productive effoit expended by the battalions on routine camp maintenance is chargeable as direct labor and will approximate 400 mandays per month. Minor repairs to windows, doors, roofs and floors may be approved by the Camp Maintenance Officer. Major repairs or alterations require approval of the Battalion Commanding Officer. In all cases, approval for major work above the battalions Commanding Officer’s established authority must be obtained from COMCBLANT/COMCBPAC. When approved, major items of work maybe included as a tasked project.

At an established camp, facilities for camp sanitation are normally available, consisting of sewage systems and refuse disposal systems. If the influx of battalion personnel makes additional Sewage and disposal systems necessary, the battalion may be required to expand existing facilities. Concurrence of the base Public Works

’ Officer and the’base Sanitation Officer are necessary. At new locations, the battalion must construct its own disposal systems. The length of time that the battalion will be in the location and the nature of the installaiton determine the type of facilities that are most practical.

The cleanliness, general safety and material condition of the grounds and buildings within the NCF camps are major items noted during command inspections. The Executive Officer, through a published zone inspection program assigns specific zones or areas within the camp to the various companies and departments. The respective company commander and department head assumes responsibilities for the daily condition of their assigned areas. Working parties or cleaning details are organized from within the company or.department to ensure that the assigned zones are properly maintained. At the direction of the Executive Officer, periodic zone Inspections are performed by junior officers an&or chief petty officers. Discrepancies are noted and forwarded to the Executive Officer, for review. Once reviewed by the Executive Officer, the results are passed to the cognizant company commander or department head for corrective action.

The cleanliness of company berthing spaces is the responsibility of each Company Commander through the company chief, platoon commanders and hut captains. It is

Q-3

the duty of the hut captain to ensure that trash iS properly disposed of, beds are made, excess gear such as seabags and suitcases. is stored in assigned spaces, and clothing is stored in lockers.

The cleanliness of common use areas within a NCF camp is normally the responsibility of the Chief Master-At-Arms. A cleaning detail made up of personnel from the companies is assigned to the Chief Master-At-Arms on a daily or 60 day rotating basis to ensure that these common use areas are kept clean and properly maintained.

The Camp Maintenance Officer drafts directives governing the functions related to camp operation such as refuse disposal, pest control, operation of utilities and traffic control. he also coordinates the activities of the men that are responsible to carry out these functions.

2. THE BAlTALlON WATCH

Functions of the Watch. While the battalion sleeps, someone must remain alert to sound the alarm in case of fire or disorder. When personnel are away’from the job, camp or shop, someone must be posted at each location to protect government property. At headquarters, someone must remain on duty to receive and act on important, messages at whatever hour they arrive. Moreover, certain essential equipment, such as boilers, generators and switchboard, must be operated through the night. Every key activity, such as the motor pool, supply department and camp maintenance crew, must remain on a standby status ready to perform occasional after hours services or take action in an emergency. The fire department and the dispensary must be prepared for any contingency. Also, there must always be an alert and thoroughly trained reaction force to preserve order and to protect the lives and property of the battalion. All these functions are performed by the Battalion Watch.

The make-up of the watch depends on each battalion’s specific needs. The need varies sharply from time to time, especially from peace to war. It may range in size and composition from a minimum of several personnel to assure tht urgent matters which arise outside regular work hours receive immediate attention, to a 50% alert status in a perimenter defense to enable the battalion to maintain an around-the-clock around the calendar alert. This burden of around-the-clock security and of odd-hour work is distributed equitably among the officers and enlisted personnel of the battalion by means of the watch system.. Owing to the nature of the watch, its members must be trained to expect the unexpected and to act deliberately and decisively in the face of any emergency. Only by continuous planning, painstaking preparation and equitable rotation can each member know his duty and be ready to discharge these serious responsibilities immediately.

Watch Administration. As with all activities of the battalion, the Commanding Officer has ultimate responsibility forthe battalion watch. U.S. Navy regulations

(Article 1002), require that the Commanding Officer establish any watches necessary for the safety and proper operation of the battalion. The Commanding Officer approves the battalion watch plan which is published in instructions and notices of the 1601 series and requires that the battalion log be submitted to him periodically for approval.

Watch instructions include the general requirements for the watch, duties of the CDO, OOD, JOOD. POOW, Quarterdeck Watch, Co/Dept. Service Watches, duty MAA, and other watchstanders, the method of assigning personnel to duty sections, and policy concerning the watch. Watch instructions must be correlated with other directives and must be consistent with directives and orders from higher authority.

The Executive Officer ensures that necessary security measures and safety precautions are understood and observed. The Executive Officer submits recommendations for changes to the battalion watch plan to the Commanding Officer for approval, supervises prepration and publication of daily watch lists, and approves entries in the Night Order Book and the CDO/OOD Instruction Book.

The Night Order Book contains plans for after-hours operations submitted by company commanders and department heads. Information on events or conditions expected during the watch section are also described in this book, such as weather forecasts, persons due to arrive or depart, ships arrivals and departures, and activities of nearby units. The Night Order Book is given to the OOD before the close of business on workdays and necessary information or orders are relayed to the POOW and other watchstanders.

The CDO/OOD Instruction Book is a ready reference on command policy. This book usually contains the special orders for each watch billet, a complete set of watch notices and instructions, copies of, or references to, pertinent orders and directives, statements of the Commanding Officer’s policy on emergency leave, extension of leave, use of vehicles, granting of liberty or special privileges to personnel in the duty section, a list of persons and agencies to be notified in an emergency, the telephone numbers and addresses of battalion officers, and other information likely to be needed by the CD0 or OOD.

To assure that the watch is properly administered, the Commanding Officer may appoint a Security Officer and a Senior Watch Officer.

The S-2 usually serves as Security Officer, a special staff assistant to the Executive Officer on matters relating to the watch. The Security Officer studies the security needs of the battalion, reviews every battalion activity from the standpoint of internal security, external security and physical protection. He evaluates the effectiveness of the battalion watch plan with regard to safeguards against enemy attack, infiltration, guerrilla activity, sabotage, theft,

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lawlessness or-any incident which would upset normal battalion activity. The Security Officer helps the Executive Officer prepare battalion watch instructions and notices, the CDO/OOD instructions and the special orders for each watch billet. He works with the Classified Material Control Officer in planning safeguards against espionage, sabotage and unauthorized disclosures of classified matter, and correlates the watch plan with the battalion’s disaster control plan, and when in a combat situation, the perimeter defense plan. The watch must be alert for such

- emergencies and be ready to execute any prescribed plan at once. These include the:

(1) Fire Bill

(2) Foul Weather Bill

(3) CBR Warfare Plan

(4) Air Raid Defense Plan

(5) Civil Disturbance and Riot Plan

((6) Camp Defense Plan

The Security Officer effects liaison with local Marine, Army; Air Force and Coast Guard Security Officers: ONI and FBI Offices; Fire and Police Departments; and Civil Defense Agencies when appropriate.

Collateral duty as Senior Watch Officer (SWO) is assigned to the senior CEC Officer eligible for CD0 duty. The Senior Watch Officer prepares the CDO/OOD duty roster monthly, instructs officers and senior enlisted in order to qualify them for duty as CD0 or OOD, and makes certain that members of the watch understand and are able to comply with the watch plan and their general and special orders. The SW0 must periodically examine entries in the log for adequacy and form, and whenever a relaxation in standards of watch performance is noted, recommend that remedial training be scheduled.

The CMAA prepares the JOOD duty roster and coordinates assignment of enlisted personnel to specific watch billets. Additionally, the CMAA prepares the daily watch list from lists submitted by the companies and sees that it is published in the Plan-of-the-Day and makes current rosters of all duty section personnel available to the OOD, JOOD and duty MAA.

The Command Master Chief and Marine Advisor as primary advisors to the Commanding Officer, assists the CO in detemining watch and security requirements. The Marine Advisor provides advice to the Commanding Officer concerning establishment of security posts.

Watch Organization. Guidance on the specific organization of the watch is provided in The Standards Organization and Regulation of the U.S. Navy (CIPNAVINST 3120.32A) and Marine Corps interior

Guard Manual MC 2691A (SECNAVINST 5060.22). A typical battalion watch structure is indicated in Figure 9-3.

The battalion is divided into duty sections (usually four or six) in accordance with the battalion watch plan. Everyone in the command is assigned to a duty section, maintaining an equal distribution of manpower among the duty sections so that roughly the same number of men will b& on duty at any given time. Taken together the battlion duty secitons make up an effective organized force.

The assignment of personnel to specific watch billets is made by the appropriate company commander or department head. The assignment of watch standers to specific duty sections is made by the CMAA.

The duty section is mustered at times specified in the Plan of the Day and at any other times as directed by the CDO, OOD or. JOOD. Members of the section on duty are not eligible for liberty nor are they permitted to drink alcoholic beverages during or within six hours of duty section muster. Members of the duty section perform their regular duties during normal work hours. The first watch or relief of the duty section may need to cease work early in order to set the watch.

The Command Duty Officer. U.S. Navy Regulations (Article 0703) prescribes the requirements for establishment of a Command Duty Officer. The CD0 is that officer who has been designated by the Commanding Officer to carry out the routine of the battalion, and for supervising and directing the OOD in matters concerning the safety and general duties of the command. Every qualified officer or warrant officer assigned to the battalion (except the Chaplain, the Medical Officer, and the Dental Officer) is eligible for duty as CDO. Tours of duty may be exchanged only upon approval of the Senior Watch Officer. If the CD0 becomes incapable of completing his tour, a replacement is designated by the Senior Watch Officer. The CD0 duty is normally a 24 hour duty and each assigned CD0 must remain on duty, until properly releved, generally in the presence of the Executive Officer. On work days the CD0 performs regular duties during work hours unless otherwise specified. Should regular duties conflict with duties as CDO, the CD0 duties take precedence. The CD0 must remain in th‘e battalion area and is on call at all times. Toward the close of the working day, each CD0 reports personally to the Executive Officer to receive last minute instructions and the Night Order Book.

The CDO’s office is usually located on the quarterdeck which is the permanent location of the Battalion Log, CMAA office, and the full-time station of the OODIPOOW. The Quarterdeck is the information and communications center of the watch and must be manned at all times by a responsible member of the watch. Sleeping accommodations must be provided in the battalion area for use by the CDO. Regularly assigned quarters may be used if they are located in the battalion hrea, but in any case, these quarters must have an around-the-clock telephone connection with the CD0 office.

9-6

COMMAND MARINE

MASTER CHIEF ADVISOR

4

CHIEF SENIOR

MASTER AT ARMS WATCH OFFICER 4

I OFFICER OF THE DAY I

7 I

JUNIOR OFFICER OF THE DAY

SERVICE WATCHES - DUTY MAA

I

QUARTERDECK WATCH

PETTY OFFICER OF THE WATCH

I

I v

CAMP6 JOB SENTRIES

Figure g-3 Battalion Watch Structure

While on duty the battalion CD0 directly represents the. Commanding Officer. After working hours the CD0 is responsible for all battalion business. Such matters include the safety, security, discipline and efficiency of the battalion, being informed on all current matters affecting battalion operations, facilities, equipment and personnel, understanding the battalion’s relationship to other commands, and kowing where and how to contact the battalion Commanding Officer or Executive Officer who must be notified of all matters which may affect the security or the reputation of the battalion. While on duty the CD0 has full authority over all persons in the battalion area who are subject to orders of the Commanding Officer (except the Executive Officer). The CD0 is responsible for

compliance with all current orders, instructions and regulations issued by competent authority and thus, must have a working knowledge of, and ready access to, files of all such orders and directives. The CD0 must always appear in the uniform of the day, wear the CD0 brassard. carry the weapons and equipment specified in the instructions and remain in constant communication with the OOD.

Speclffc Duties of the CDD. The CD0 being the senior member of the battalion watch, is responsible for taking appropriate action and for keeping the Commanding Officer informed. Specifically, the CD0 must:

9-6

(1) Assume control at the scene of any emergency and takes swift action to prrevent loss of life or property, including handling fires, accidents, serious injuries and deaths in accordance with battalion directives. If the estimate of the situation so dictates, the CD0 orders execution of appropriate sections of the battalion’s disaster control plan. Any emergency must be brought promptly to the attention of the Commanding Officer, Executive Officer or senior CEC Officer on board.

(2) Initiate action in response to, and follows up on s official communications received after working hours. Urgent matters are relayed to the Commanding Officer.

. (3) Grant leave, extension of liberty under emergency conditions in compliance with battalion directives and fleet policy.

(4) At the Duty Section Muster the CD0 checks the uniforms and appearance of the guard and makes certain that all members are present and in condition to perform their duties, making substitutions or rearrangements as necessary. The CD0 ensures that all petty officers, sentries, guards and patrols know, understand and are able to execute their general and special orders, and makes announcements or remarks that are pertinent at the time.

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(5) Make inspections, required reports and takes other action necessary to enforce military law. Whenever a person is apprehended by anyone subject to the authority of the CDO, the CD0 must be notified by the most direct means. The Manual for Courts-Martial (JAG 5800.8) empowers the CD0 to order enlisted personnel into arrest,

.restriction in lieu of arrest or confinement. In taking such action the CD0 must rigidly comply with military law and pertinent battalion directives. Whenever a person is ordered into confinement, the CD0 must consult at once with the Executive Officer or the Commanding Officer.

(6) Assure performance of the daily routine as set forth in the Plan-of-the-Day and be responsible for proper and timely execution by the duty MAA of routine and special calls. The CD0 approves special announcements made over the public address system.

(7) Be responsible for accommodation of all personnel who report on board after work hours insuring that check-in and orientation procedures are initiated, and coordinating arrangements for transportation, food and berthing. Similar arrangements are provided to personnel who are due to leave the battalion after hours. Required data on arrivals and departures is recorded in the Log.

(8) Maintain the Log in accordance with battalion directives.

reproduced check list which provides blanks to be filled in by the CDO. As rounds are made, the CD0 notes the time and results of each scheduled inspection and records any other inspections which must be entered in the Log. Moreover, the entire tour as CD0 may be regarded as a tour of inspection and should be as fruitful in this respect as possible. Thus, checks on the security of buildings, supplies and equipment, use of government vehicles, observance of fire regulations, the appearance, conduct, morale and general military proficiency of battalion personnel must constantly be made.

Specifically, the CD0 visits and samples the Enlisted Dining Facility (if operated by the battalion) during the serving of at least one meal noting any unsanitary conditions, such as the presence of insects, holes in the screening and improper disposal of refuse, cleanliness of the galley, scullery and mess hall; the quality and quantity of the ration; and the care, speed and courtesy with which food is served. The CD0 receives complaints and evaluates the operation of the facility from the standpoint of morale. Time and results of mess inspection must be noted in the Log.

The CD0 inspects each guard post in the manner prescribed in the battalion instructions making certain that each member of the guard knows, understands and is able to execute his general and special orders. Surprise inspections are especially valuable in testing the alertness of the guard. Whenever inadequacies are brought to light, the CD0 gives on-the-spot instructions and orders and takes whatever follow-up steps are necessary to uphold the standards of the guard and to preserve the security of the battalion.

The CD0 also makes scheduled inspections of the battalion area for cleanliness, good order and security. In company with the CMAA or duty MAA, the CD0 may be requred to make an inspection during work hours of the berthing spaces of one or more companies. Such inspections focus on compliance with cleaning bills, fire regulations and other pertinent directives. If only one or two company areas are inspected per day, the Executive Officer generally specifies which areas will be inspected by the particular CDO. Sometimes the scope of the inspection is enlarged to cover areas outside the berthing spaces. The CD0 ensures that a check is made after work hours of all locked files’and safes and that a report is turned in as required by battalion directives.

The CD0 ensures that personnel going on liberty are in proper uniform and that their appearance reflects credit on the battalion and the Navy. The CD0 generally inspects the battalion Enlisted Men’s Club while it is open to ensure that good order prevails and later to see if the Club has secured promptly at closing time.

Inspection by the CDO. Inspection is one of the primary Between taps and dawn, the CD0 makes at least one tour duties of the CDO. The instructions should require certain of the entire batalion area to check for any irregularities. At formal inspections within specified time limits. Whenever the end of each tour, the CD0 reviews the check list; makes feasible, scheduled inspections are shown on a certain that all necessary entries appear in the Log:

9-7

prepares and delivers any required written reports; and makes oral report to the Executive Officer (on work days) or to the oncoming CD0 (on other days).

The Dfflcer of the Day. The OOD is usually a CPO who is designated by the Commanding Officer to be in charge of the battalion. He is a direct representative of the CD0 and is primarily responsible for the safety and proper operation of the command, supervision of the watch and execution of orders. The OOD acts as the information and communication center of the watch including receiving, logging and relaying to the CD0 the reports of the JOOD. POOW, Department and Company Service watches and the duty MAA. The OOD keeps informed of the whereabouts of the CD0 at all times, and informs the CD0 on all matters which require attention. During normal working hours the CMAA performs the OOD duties. The OOD has full authority over all enlisted personnel within the batalion area who are subject to orders of the CD0 including authority to place personnel under arrest or restriction in lieu of arrest in accordance with battalion directives. Upon doing so, the OOD must notify the CDO. The OOD is responsible for the conduct of the watch. for compliance with current directives, for execution of the orders given to him by the Commanding Officer, the Executive Officer, and the CDO, and for upkeep of the battalion Log. The OOD must remain in the Uniform of the Day, wear the OOD brassard, and be armed and equipped as specified in battalion instructions. Every qualified CPO assigned to the battalion is eligible for duty as OOD; however, the CMAA is generally exempted from such duty. The Senior Watch Officer is responsible for the equitable rotation of duty among eligible CPO’s of the battalion and prepares the OOD duty roster for approval by the Commanding Officer.

The OOD must be oriented on matters pertaining to battalion operations, facilities, equipment and personnel, the battalion’s relationship to other commands and to the civil community, and the general and special orders for each watch billet. Before assuming the duty, the OOD must study and be ready to execute all provisions of the battalion instructions. The change of OODs take place in the CD0 office and is recorded in the battalion Log. The CD0 office is the full-time station of the OOD. If the OOD leaves the office, the Petty Officer of the Watch is designated to remain in his place. In such cases the OOD states the destination and briefs the temporary replacement.

me OOD receives and fogs official calls. messages and mail. Messages from the American Red Cross are delivered to the CD0 or Chaplain belore any notification of the individual concerned. The OOD is in charge of afterhours telephone service if the battalion operates a switchboard. In all cases the OOD has access to a complete and up-to-date roster of battalion personnel, showing the location of berths, crew assignment and off-station addresses and telephone numbers.

The OOD has direct supervision over the duty driver and hence must ensure that transportation assigned to the

watch is used for official business only. The OOD arranges transportation for working parties and for other purposes as directed by the CDO.

The OOD makes such inspections as ordered by the CDO. These include security watches, service watches, the Enlisted Dining Facility and berthing areas. At the end of the tour, the OOD reports to the CD0 on all entries made in the Log and briefs on the status of pending matters which require the attention of the new OOD.

The Junior Officer of the Day. The JOOD is usually a Petty Officer First Class. General duties are the receipt and execution, or relay of orders of the CO., X0, CD0 and 000. Specific duties of the JOOD include:

(1) Assists OOD to ensure proper instruction, discipline, and performance of duty of the watch.

(2) Remain on the quarterdeck or on patrol during his tour of duty.

(3) Supervise the battalion watch standers making sure watches are maintained properly and in a smart military manner.

(4) Muster the duty section and report to the OOD.

(5) Be responsibile for ensuring that the quarterdeck log is properly maintained. During working hours; the CMAA will be responsible for the proper maintainence of the log on the quarterdeck.

(6) Maintain a secure watch throughout the duty section and discipline within the camp.

(7) In the event of a fire or other emergency situation involving the battalion, notify the OOD promptly, and take necessary action to relieve or correct the emergency situation.

(8) Ensure that a copy of each current watch bill and a copy of the POD is prominently displayed on the quarterdeck.

(9) Maintain an up-to-the-minute status board of the indentities and current location of the OOD and department watch standers.

(10) Ensure that smart military colors are held at the following times: daily evening colors on working days; morning and evening colors on Sundays and holidays. The MAA Force will hold colors each morning on all working days. Color Guards will come from the duty section,

(11) Enforce uniform regulations and observances of military customs and courtesy at all times. Maintain discipline in the vicinity of the Chapel during divine services.

(12) Verify that the internal security watches are properly stood and conducted in a military manner.

9-8

f-‘,

(13) Ensure that the POOW and other watch standers in the duty section are properly instructed in their duties for setting the watch and maintaining security in all areas of the camp.

(14) Ensure that the quarterdeck is kept clean and neat at all times during his watch.

.

(15) Responsible for making changes in the watch bill to ensure that all watches are manned and posted properly. If he encounters any type of problem with the watch bill or personnel on the watch bill, he shall bring such matters to the attention of the CMAA the following morning prior to being relieved.

(16) Ensure that all watch personnel use correct communications procedures.

The Petty Officer of the Watch. The POOW is usually a Petty Officer Second Class whose duty post is the Quarterdeck. Specific duties include:

(1) Know the location and whereabouts of the JOOD and OOD if they are not on the quarterdeck and be able to contact them without delay.

(2) Contact the JOOD in any emergency or for any assistance.

(3) When required to leave his post ih the

#@-- performance of his duty, he will notify the JOOD who will assume his duties or designate another member of the watch to do so.

(4) Report immediately to the JOOD all violations of regulations or any type of unusual occurrences.

(5) Notify the JOOD when any person is detained or apprehended by the watch.

(6) Relieve the JOOD when it becomes necessary for him to leave his post to make rounds of the camp and eeck security watches.

(7) Maintain the battalion rough log; receive and log all reports from the internal security and service watches.

(8) Ensure that all persons listed on the night call sheet are awakened.

(9) Ensure cleanliness of the quarterdeck at all times.

(10) Prior to securing from his post, ensures that all watch equipment is accounted for. Inspect it prior to issuing the equipment to the next watch.

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(11) Ensure that proper radio procedures are followed at all times.

(12) Supervise the members of the quarterdeck watch, dispatching the messenger as required.

(13) Muster the watchstanders during his watch. in sufficient time to issue necessary equipment. inspect appearance, and fitness for duty.

(14) Reports to the JOOD that the watch has been changed.

The Duty MAA. A duty MAA is designated to perform the MAA functions during non-working hours. On work days, the Duty MAA assumes the duty when the CMAA leaves the office for the day. On non-working days the tour of the duty MAA is usually the same as that for the OOD. The duty MAA is subject to orders of the CD0 and the OOD, and assists the OOD in the execution of the Plan of the Day and in maintaining good order and discipline in the camp. Before assuming the duty, the Duty MAA obtains a list of all the restricted personnel and personnel serving extra duty and then supervises the performance of extra duty and hard labor without confinement. The length of time worked and the kind of work performed by each person is recorded in ihe Log. Proper execution of punishments is an important link in the chain of military justice. Unless punishments are strictly enforced, military justice loses its effectiveness as a means of maintianing discipline. The duty MAA tours the camp area after taps to ensure the lights are out and that quiet prevails.

Quarterdeck Watch. The quarterdeck watch mans the quarterdeck during non-work hours to ensure normal battalion functions are maintained. Members of this watch include the APOOW (normally a Petty Officer Third Class). messengers, telephone receptionist and side boys when required. Department/Company Service Watches. Service Watches are established as necessary to.provide stand-by service for all essential functions of the battalion, to oprate essential equipment on an all-night or around-the-clock basis, and to provide specific alter-hours services. Personnel assigned to service watches must be specifically qualified for their watch duties. The officer regularly in charge of the function involved usually designates the personnel eligible to stand service watches. They are not usually required to stand other watches. After work hours all service watches are subject to orders of the CD0 and OOD and are usually visited by the CD0 and the OOD on their regular tours of inspection. Typical sewice watches are:

(1) Boiler watch

(2) Generator watch

(3) Duty Yeoman

(4) Duty Storekeeper

(5) Duty Corpsman

(6) Duty Driver

(7) Duty Fire Fighters

9-9

(8) Duty Movie Operator

(9) Hobby Shop Watch

(10) E.M. Club Watch

(11) Duty Mess Management Specialist

(12) Duty ArmorerIGMG

(13) Duty Electrician

(14) Duty Utilitiesman

(15) Communication Watch/Switchboard Operator

(16) Duty Dispatcher

(17) Duty PersonneimanILibrarian

(18) MARS Operators

Camp and Job Sentries. Sufficient guard posts or patrols are established to watch over and protect ail areas under the battalion’s control. Each post and patrol should be provided with the best available means of communication with the quarterdeck, JOOD and OOD. These posts are usually relieved every four hours. Any qualified member of the duty section is eligible for duty as an interior guard. Every member of the interior guard must understand the general orders which are explained in the Interior Guard Manual (NAVMC 2691A) and The Bluejackets’ Manual. But, the mere ability to recite general orders and a standard explanation is not enough. Each guard must be able to relate the general orders to specific assigned duties. Special orders define the specific duties for each member of the guard and set the physical limits of the post, arms and equipment required, locations of fire alarms and fire fighting equipment, reports to be made and actions to be taken. To the extent possible, special orders for each post should be incorporated in the battalion watch plan. However, requirements may change from day-today or even from relief to’relief. Each interior guard should have full opportunity to study the special orders for the assigned post, in writing, before assuming duty. If this is not possible, special orders should be explained to him before the guard is posted. in any case, in the course of their inspections, the CD0 and OOD must make certain that each guard understands both the general and specific orders.

The Interior Guard. The main work of the interior guard is to watch over and protect personnel and property in areas under the control of the battalion. The Commanding Officer is responsible for providing an interior guard adequate to cope with any threat to the safety, security or good order of the battalion. The size, specific organization and special orders of the interior guard vary from time to time according to the battalion’s actual needs. At a secure base in peacetime, the investment in the interior guard may be at a minimum and may be stood by members of the construction companies as rotating watch assignment.

However, at an advance base in wartime, a major share of the battalion strength may necessarily be invested in the interior guard system. Personnel cannot work without sufficient sleep and the battalion might not rest unless it has full confidence in its intertorguard. in any case, members of the interior guard must understand their general and special orders throughly and be ready to execute them swiftly and well. The interior guard system for the battalion is based on the principles stated in Interior Guard Manual. Special orders and specific requirements are published in the battalion watch plan and are issued by the Commanding Officer, Executive Offficer and CDO. Members of the interior guard report for duty in the uniform and with the weapons and equipment specified in the battalion watch plan or as ordered by the CD0 or OOD.

Reaction Force. Wihin each duty section, specific personnel are designated as members of the Reaction Force. These personnel are trained to respond to specific peacetime emergency situations such as civil disturbance in which the integrity of the camp may be breached. Members of the reaction force are in an on-call status throughout the duration of the watch and are responsible for reacting on very short notice to whatever situation arises. Continuous training in the form of reaction force drills is essential to the success of this concept, and hence, it is incumbent upon the CD0 and OOD to ensure that periodic reaction force drills are conducted. During normal working hours the reaction force is composed of personnel from H-Co who work wfthin the camp: After hours, the reaction force is made up of members of the duty section and are provided a special berthing near the quarterdeck.

Shore Patrol. Senior Officers Present instructions normally require that all units supply officers or enlisted personnel for a shore patrol operated by a naval base or area commander. The battalion itself may sometimes be required to set up an independent shore patrol. The general requirements for a shore patrol are specified in U.S. Navy Regulations (Article 0625) and the U.S. Navy Shore Patrol Manual (NAVPERS 15106). When a battalion is operating independently, the Commanding Officer determines when and where a shore patrol is necessary. When the battalion is required to provide .personnei for a shore patrol operated by higher authority, the battalion has no control over the operations of the patrol. However, the Commanding Officer of the battalion is responsible for selecting qualified personnel for such duty. Before reporting to another command for shore patrol duty, personnel selected must be throughly trained in shore patrol procedures and must understand ail pertinent directives.

The Battalion Log. A Log is maintained by each battalion and is one of the most valuable official records of the battalion. It must be complete and accurate, as it is often introduced as evidence at trials. The Log is kept for two main purposes; one administrative, the other historical. It sewes as a consolidated report for the battalion watch. The time and content of all muster reports and of reports from every element of the watch, the time guard reliefs are

010

posted and relieved, the names of the CD0 and the OCD ’ and the times each actually begins and ends a tour of duty are recorded. The Log sewes as a record of arrests, confinements, restrictions, accidents, and other events which may be required as evidence for investigations, disciplinary actions and courts-martial. Each battalion usually publishes an instruction giving giudeiines for what should be recorded and how to make the entry. Some standard entries are indicated below:

. (1) Location of the battalion (daily) and the

assumption of duty and relief of CD0 and OOD.

(2) Weather (at regular intervals and at time of change).

-

(3) Reveille, morning colors, morning quarters, evening colors, guard mounting, posting and changing of guard reliefs and taps.

(4) Receipt of official dispatches, telegrams, and telephone calls (after work hours).

(5) Reports (regular and special) by security watches, service watches, the duty MAA and the Shore Patrol.

(6) Inspections (time and results).

f--

(7) Orders under which the battalion is operating.

(8) Movement information on the battalion and its detachments (embarkation, debarkation, change of base or station).

(9) Arrival and departure of supply ships.

(10) Official visits and reviews and visits by distinguished persons.

(11) Citations or medals awarded to units or individuals.

(12) Change of command (battalion, base next higher command).

(13) Reception and transfer of personnel (showing complete reference data.

(14) Reenlistments.

(15) Names and rates or ranks of personnel departing on or returning from leave and the departure and arrival of certain liberty parties, such as boating or mountain climbing parties.

(16) Apprehension, arrest and restriction of personnel.

(17) Declaraton of deserters.

(18) Courts and Boards (name of senior member or president, time of convening and adjournment, action taken and the findings and sentences).

(19) Musters of prisoners and restricted men.

(20) Confinement and release of prisoners. t

(21) Combat operations, results of enemy activity and battalion action.

(22) Accidents, deaths and injuries or casualties and major damage to equipment or other property.

c (23) ‘Fires, thefts and other disorder or events of

special interest.

(24) Special night operations and working parties.

Q-11

1. MISSION. NMCBs shall be capable of conducting defensive operations, in support of the Fleet Marine Force and Naval Forces. to protect NMCB personnel. camps, job . sites. and convoys. Fundamental precepts of defense will include:

I (1) Proper utilization of terrain to include organization of the ground defensive fire planning.

(2) Security to include perimeter defense. security patrols within small arms range. observation posts out to 500 meters, and establishment of a reaction force.

(3) Mutual support (coordination with adjacent and higher units: internal units and weapons located and employed so that they can assist one another).

(4) Fire support coordination to include the assignment of a fire support coordinator, defensive fire plans. coordination of Battalion organic weapons. and coordination with the fire support coordination center of the

P supported command.

(5) Passive defensive measures to include camouflage, natural cover, protective construction, dispersion of equipment, and CBR protective equipment.

(6) Command, control, and communications (the commander’s understanding and proper execution of defense. control of forces within his command, and communications both internally and with adjacent and higher units).

(7) Flexibility (exact composition of NMCB defensive forces and definitive depth of defense will depend upon the situation and terrain).

(8) Convoy defensive tactics.

(9) NMCB defensive operations will include the capability to defend against personnel and light armor/infantry fighting vehicles.

(10) Supported commands shall provide primary defense against enemy artillery, aircraft, and heavy armor.?anks.

(11) NMCB’s shall not normally be employed as combat troops in offensive operations.

T”“” .’ 2. ORGANIZATION IN SUPPORT OF THE MISSION. Each battalion subdivision has a construciton/military

CHAPTER 10 THE NAVAL MOBILE CONSTRUCTION BATTALION IN DEFENSIVE OPERATIONS

support assignment, and every officer and enlisted man fills a constructiorVmilitary billet. Command channels are the same for both construction and military support, permitting rapid transition from one to the other.

The battalion is organized into one headquarters and four construction/rifle companies: A, 8, C, and D, as shown in Figure 10-l. The construction/rifle companies each have a weapons platoon containing M-60 machineguns. The Headquarters Company has a weapons platoon containing the 81MM mortars. All platoons are organized into work squads which correspond to the weapons/rifle squad organization. See Figure 1 O-l.

(1) Headquarters Company. The Headquarters Company of a Seabee battalion serves as the military and administrative organization for the personnel assigned to the executive and special staffs of the NMCB as defined in Chapter Three. It also has the capability of providing defense in a combat situation as a company unit and, in addition, it acts as a reserve force for the battalion. The Headquarters Company staff, when it is participating in a defensive sftuation. consists of the company commander, platoon commander, a company chief petty officer, and other administrative assistants as required to organize it into two rifle platoons and. one weapons platoon. The Headquarters Company Commander is responsible for the security and defense of the battalion’s command post and acts as the reserve force commander for the battalion in the defense.

(2) Rifle Company. Each Rifle Company defends a part of the battaiion. Each company is built around defense elements (rifle platoons) and one fire support element (weapons platoon). The activities of the subordinate units are controlled and coordinated by a company headquarters.

(3) Rifle Compky Headquarters. The Rifle Company headquarters consists of the Company Commander, an assistant Company Commander when assigned, the company chief, company guidon, a company clerk, a company messenger, and other administrative assistants as required. The company headquarters varies somewhat in each company depending on its construction/combat missions..

3. METHOD OF OPERATION. Three situations exist which may require the NMCB to exercise its defensive or security capabilities. First, providing combat service support to a combat unit in either a conventional or an unconventional war. Second, providing War Damage

101

COMMANDING OFFICER

I

H COMPANY A COMPANY

RIFLE RIFLE RIFLE RIFLE

- SNHQ -( ::’ b 4 :,,, 11 1 PLAT 1 1 PUT 1

Figure 10-l Military Organization

Repair (WDR) at a base with limited defensive assets. Third, providing WDR at base with adequate defensive assets but with a requirement for internal security. When a maximum defensive effort is required, the type of defense best suited to an NMCB is the area defense. It is oriented toward holding specific terrain, e.g., the camp or the construction site. In this type of defense, forward positions are strongly held, and emphasis is placed upon stopping the enemy forward of the Forward Edge Battle Area (FEBA). Therefore, the bulk of the combat power is committed in the forward defense area. The area defense is applicable either when the NMCB provides the entire defense or when it provides defense for a section of a larger perimeter. See Figure 10-2.

4. COMMAND AND CONTROL.The Command/Combat Operations Center (COC) is established for the purpose of providing centralized control facilities for the battalion commander during defensive operations. It functions under the staff cognizance of the S-3. The COC is the focal point of the operational command area and includes S-2 (Intelligence), S-3 (Operations), Fire Support Coordination Center, and supporting communications. The COC houses the communications, maps, journals, records, and equipment necessary to effect command and control of the battalion and to record the minute-by-minute tactical situation as it progresses. It will be manned and operational 24 hours a day. Watch sections should be organized into

teams under the cognizance of the COC watch officer. Watches in each section should be organized in accordance with individual section (S-2, S-3, FSCC) SOPS; however, each section should have either the section head or section chief on watch.

5. KEY PLAYERS. FMFM 3-1, Command and Staff Action, Chapters 2 and 3, provides an excellent in-depth checklist of the duties of each of the executive and special staff officers. However, the players described below are essential to the functioning of the COC.

The Intelligence Officer (S-2). The intelligence officer is the principal staff assistant in matters pertaining to the enemy and to the area of opertions. He is responsible to direct the effort to collect, process, and disseminate intelligence. He must work closely with the fire support coordinator as targets are developed.

The Operations Officer (S-3). The Operations Officer is tffe principal staff assistant in matters pertaining to tactical operations. He has the staff responsibility for planning, coordinating, and supervising the tactical employment of units, integrating fire and maneuver, preparing and reviewing plans which are required to support defensive operations (for example, fire support plan, barrier plan), and determining priorities for allocation of personnel, weapons. equipment, and ammunition in short supply.

102

I -) RH-SECURlTY AREA - + -\

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/ \ I

RVE COMPANY I I i I

, SECURITY I

AREA 2

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I

I

0

SECURITY AREA .’

N,m--,c--c-- MM

Figure 10-2 Battalion Battle Area

Fire Support Coordinator. The Fire Support Coordinator performs the general duties of a special staff officer, under the staff cognizance of the S-3, with respect to the coordination and integration of organic and supporting fires. His responsibilities include supervising the organization, training and operation of the fire support coordination center, determining fire support requirements, assisting in the preparation of fire support plans, coordinating and integrating supporting fire, instituting control and limiting measures as required, and maintaining special fire plans for the coordinated employment of supporting arms to meet special situations.

Communications Officer. The Communications Officer performs the general duties of a special staff officer under the cognizance of the S-3. His responsibilities include developing the tactical communications plan and

supervising implementation of it, managing radio frequency assignments, communications security, and submission of enemy communication interference reports to higher headquarters.

Watch Officer. The Watch Officer is the Commanding Officer’s representative and is responsible for the smooth, efficient functioning of the COC and for rapid dissemination of information into and out of the COC. He is primarily responsible for the immediate situation and the processing of routine traffic and submission of situation and spot reports. He is responsible for the management of the COC. He will ensure that traffic, briefings, meetings. visitors, liaison officers, planning discussions, etc., are not permitted to interfere with the orderly functioning of the cot.

CHAPTER 11 THE AMPHIBIOUS CONSTRUCTION BAnALION (PHIBCB)

1. INTRODUCTION. Amphibious warfare has special significance in that it integrates many types of ships,

.a aircraft, weapons, and landing forces in a concerted military effort against a hostile shore. Amphibious forces consist of sea, air and shore units. The forces are combined in an invasion task force organization as in Figure 11-l. The shore units, referred to as the Shore Patty, are composed of landing forces and Navy units. The Shore Party is specifically tasked with organizing functions in support of the landing plan for amphibious operations by providing a uniform ship-to-shore flow of the material and services required by the landing force. The troop component is provided by the Marine landing supporf battalion, augmented as necessary from the Marine Division, Wing and Force Service Support Group; and the Navy component is provided by the Naval Beach Group.

2. NAVAL BEACH GROUP (NBG). The Naval Beach Group Commander is tasked to provide the amphibious task force and landing force commander with beachmaster traffic control, pontoon lighterage, causeways, ship-to-shore bulk fuel systems, limited construction capability, landing craft, beach salvage capability and communications to properly command and control these specially equipped teams to facilitate the flow of troops, equipment and supplies across the beaches during an amphibious assault, and to evacuate casualties, refugees and prisoners of war as required. NWP 22-5 of August 1977, “The Naval Beach Group”, sets forth the organization and employment of the Beach Group Commands, summarized as follows.

Beachmaster Unlt (BMU). The Beachmaster Units conduct beach party operations to coordinate and control the landing and movement of troops, equipment and supplies across the beach, and the evacuation of casuafties and prisoners of war. The BMU is component B4H of the ABFC.

Assault Craft Unit (ACU).The Assault Craft Units provide, operate, and maintain assault craft required by the Amphibious Task Force Commander for waterborne ship-to-shore movement during and after the assault. The ACU is component B5D of the ABFC.

Amphlbloua Constructlon Battallon (PHIBCB). Amphibious Construction Battalions provide designated elements to the Amphibious Task Force Commander, support the Naval Beach Party during the initial asaautt and later phases of an amphibious landing, and assist the Shore Party in operations that do not interfere with the primary mission. The PHIBCB is ABFC component Pl A.

3. PHIBCB MISSION. The Amphibious Construction Battalion operates as task elements attached to the Naval Beach Group. The mission includes the support of a Marine Amphibious Force’ landing over two colored beaches during the two phases of an amphibious assault. The PHlBCBs are tasked with constructing and operating porl facilities to offload large quantities of dry and liquid cargo, transported to the amphibious operational area (AOA) aboard US Navy and US Merchant Fleet ships. These facilffies include:

(1) Pontoon causeway piers, both floating and elevated.

(2) Pontoon lighterage (ferry) elements.

(3) Beach camp support/limited construction elements.

(4) Amphibious assault fuel systems.

(5) Beach salvage elements.

This mission is accomplished in concert with the two phases of an amphibious assault. The initial phase, known as the Assault Echelon (AE), begins with the landing on D-Day and concludes with completion of offload of US Navy ships about D+ 5. At that point, the Assault Follow-On Echelon (AFOE) begins and remains in effect through the offload of US Merchant ships. The systems installed by the PHlBCBs are the same in function for each phase, but different in capacity and permanence. Following Is a detailed breakdown of the PHIBCB mission through both the AE and AFOE phases of an amphibious assault.

ASSAULT ECHELON SYSTEMS. The AE mission basically entails the offload of equipment, supplies, and fuel from US Navy ships during the initial phase, about five days, of an amphibious assault. PHIBCB Amphibious Echelon Systems are in place and operating within a matter of hours after the first wave of the assault force. They are described in the following paragraphs.

Causeway Pier Operations. The PHIBCB’s ‘Vial Link Ship-to-Shore” is an assembly of P-Series Pontoons. NAVFAC P-491, “Pontoon Gear Handbook”, covers all phases of pontoon structure assembly and operations from construction and launching of single strings to erection’and use of assemblies such as causeways, barges, tugs, floating cranes, drydocks, bridge units, and wharves.

Causeways are no.rmally transported by side load on an LST. In most instances, the hoisting of causeway sections

11-l

AREA CDMMMDER

t AREA ARMY AREA NAVY

COMMANDER I

CDKMANDER 4

I AREA AiR FORCE COMMANDER

t CWMANDER AMPHIBIOUS ’

TROOPS

JOINT 7 TACTICAL

AMPIIIBIOIJS AIR TASK FORCE COMMANDER

JOINT STAFF

LANDING FORCE

A-

b t SHORE PARTY TACTICAL

FORCES

ADMINISTRATIVE

TROOP rl:’ NAVAL COMPON EMT BEACH CROUP

7 I

PHI BCB BEACHMASTER ASSAULT UNIT CRAFT UNIT

Figure 11-l Typical Invasion Task Force

11-2

. .

for side carry must be done in sheltered waters.free of

/-. ground swells. Assembly of causeway sections into the required length and configuration prior to beaching may be accomplished using warping tugs or LCM’s depending upon sea conditions and method of beaching. Beaching of causeways can be accomplished by using warping tugs and LCM’s, or by a momentum method utilizing the LST itself. Beaching of a causeway should be perfoned at high tide, if possible, to avoid having to move the causeway after beaching. The number of causeway sections required for any beaching operation is determined by the beach . gradient and surf conditions and may depend upon keeping the marriage to the LST beyond the surf. Beaching by warping tugs or LCM’s is the preferred method, and momentum beaching with the LST is a secondary method. There are two methods of marrying the LST to the causeway pier for equipment and cargo offload. They are:

(1) The Stand-off Moor System. The LST drops Its stem anchor and approaches the causeway until It is within 60-60 feet of the seaward end. Mooring lines from a pair of anchors, placed and preset by PHIBCB personnel, are passed from causeway to shipwhere they are attached to the ship winches. All lines, including the stem anchor, are pulled taut and the ship is positioned in a three-point moor. The shio can maneuver Itself while In the moored oosition by means of its screws, bow thrusters, and by reeling in or out on any winch combination. See Figure 11-7.

and wharves.

(2) The Abutment (Compression) Connection System. This system, shown in Figure 11-8, provides a direct bearing connection between the LST and the pontoon causeway pier. The bow of the LST rests in the V-notch built into the causeway sea end. Anchors attached ,to the causeway restrain lateral causeway movement from ship forces and from environmental forces such as wind, waves, and liioral currents. Forward ship power maintains contact between the ship’s bow and the causeway. The bow ramp is lowered onto the causeway to complete the marriage and allow off-loading.

Upon completion of the operation causeways are retracted from the beach, broken into sections and reloaded.

Barge or Ferry Operations. Pontoon barges may be described as any of several pontoon string assemblies connected together to form a complete unit used for transporting cargo, including vehicles and personnel, and employed primarily in the transfer from landing craft to amphibious vehicles or for lighterage duties in ship-to-shore movement of cargo. Barges designed for lighterage operations, either self-propelled or towed, can be built in various sizes and may be utilized for a variety of operations such as diving/salvage platform, tugboats, fuel storage, crane platform, pontoon dfydock, bridge units,

OllEF OF NAVAL OPERATlONS I

1.

I

FLEET CINC I

I

I SURFACEFORCECOMMANDER.

I

AMPHIBIOUS GROUP COMMANDER

NAVAL BEACHGROUP

BEACHMASTER

Figure 11-2 Amphibious Forces Chaln of Command

1 l-3

ShipTo-Ship Bulk Fuel Operations. Two systems have been developed to support the need for large quantities of fuel required by amphibious landing forces. The first system nom-rally installed consists of 5,000 feet of 6 inch buoyant fuel hose. This system is held in place by a series of anchors and buoys and requires three hours to install. The second system is of a more permanent nature and requires a full day to install. It consists of 5.000 feet of 6 inch steel pipe. The pipe arrives on the beach in 30 foot sections and is assembled utilizing a dedicated crew and special equipment. These two systems may also be combined to form a 10,000 foot assembly, if required, in the assault scenario. In either case US Navy ships are connected to the system at an off-shore mooring buoy and discharge fuel through the system to the beach storage facilities. Fuel storage is the responsibility of the receiving command.

ASSAULT FOLLOW-ON ECHELON SYSTEMS. As the Assault Echelon facilfties are completed, the PHlBCBs begin construction of facilities in support of the Assault Follow-On Echelon. The 112,006 tons of cargo being delivered during the Marine Amphibious Force AFOE will be transported to the amphibious operational area by means of 14 breakbulk ships, 6 nonself-sustaining containerships, and 4 roll-on/roll-off (RO/RO) ships. This cargo will include 11,000 containers, 8500+ vehicles, 20,000 tons of general cargo, 45,000 tons of ammunition, and 1 million gallons of POL per day. AFOE facilities constructed and/or operated by the PHlBCBs in support of a MAF include:

Elevated Causeway (ELCAS). The elevated causeway system represents an expanded use of the causeway pier system. It begins as a floating causeway pier with specialized attachments: piles are driven and the pier is elevated out of the water. This gives the fleet a virtually all weather port for cargo handling. As a result of extremely shallow beach gradients in many parts of the world, the elevated causeway is designed to extend up to 3,000 feet from the beach. Where the normal causeway pier is placed to provide a water depth of 12 feet for LSTs, the elevated causeway is designed to provide 20 feet of water to offload landing craft. It will be provided with two 140 ton cranes and normally two air-cushioned turntables that essentially double the cargo handling capacity without requiring a second roadway. The elevated causeway can be erected and in use by D + 5.

Roll-Oh/Roll-Off (ROIRO) Discharge Faclllty. A ROIRO discharge facility is necessary to offload commercial roll-on/roll-off ships in the absence of deep-draft berthing facilities. The facility, for calm or sheltered water, is erected by connecting six causeway sections to form a floating platform (3 wide, 2 deep) approximately 18Ofeet by 60 feet. The platform is then towed out and moored to the stem or side port of the ship. The ship’s ramp is lowered onto the platform and vehicles begin offload. For those ship’s without ramps, portable ramps are provided by the RO/RO facility. The vehicles continue from the platform onto a causeway feny and are then transported to the beach.

Offshore Bulk Fuel Systems (OBFS). The OBFS provides a permanent fueling facility in support of the one million gallons per day requirements. It consists of two systems; the Amphibious Assault Fuel Supply Facility and the Amphibious Tanker Tenninal Facility.

(1) AmphlbiouB ABSaUlt Fuel Supply Facility (AAFSF). The fuel system placed during the Assault Echelon initially is used for pumping fuel from LSTs to shore. By D + 5 this source of fuel is depleted. Since the LSTs are shallow draft ships and provide their own pumping capabilities, an interim system must be used while awaiting completion of facilities on D + 12 to offfload commercial tankers. This interim system (AAFSF) utilizes the existing buoyant fuel line but adds a pump at the sea end and adds fuel bladders of 135,000 gallons each. These bladders are towed by powered causeway sections out to the commercial tankers in deep water, filled, towed back to the fuel buoy moored beyond the surf and pumped through the standard 6” floating system to the beach.

Amphlblous Tanker Terminal Facility (ATTF). The Amphibious Tanker Terminal Facility is the permanent fuel facility placed in support of the AFOE. This facility provides 1.2 to 1.6 million gallons of fuel to the beach per day. The concept comes from a commercial enterprise that utilizes a 200 ton single-point mooring buoy off the coast of an undeveloped port to pump fuel from the buoy to the beach by way of underwater hoses. The Navy downsized the 200 ton buoy to a 85 ton buoy, for transportability, and coupled it with a dual 8” diameter 10,000 foot fuel lines to provide deep water anchorages for commercial tankers. Once connected to the buoy, the tanker can operate in weather conditions up to Sea State 5.

4. CHAfN OF COMMAND. The PHIBCB is an integral established unit of the Naval Operating Forces, and as such, is under the control of me Chief of Naval Operations (CNO). CNO establishes Amphibious Construction Battalions, makes fleet assignments and approves the deployment of individual units. CNO also defines general mission, approves allowance lists and approves the establishment of detachments. The Commanders-in-Chief of the Atlantic and Pacific Fleets are charged with ensuring that routine deployment schedules and assigned projects are in consonance with CNO policies. They exercise operational and administrative control. The type commander for PHIBCB’s is the Surface Force Commander who exercises operational and administrative control through the Commander, Naval Beach Group. See Figure 11-2 for normal chain of command. OPCON for detachments of the PHIBCB may be different from that shown, and will be defined in the Operations Order establishing each detachment.

5. PHIBCB ORGANUATlON. The wartime complement of a PHIBCB is based on the provision of support for a Marine Amphibious Force. Personnel strength will vary depending upon task assignments. The PHIBCB is commanded by an officer of the Civil Engineer Corps.

114

,f--’

,Approximately seventy-five percent of the officer complement are CEC officers and fifty percent of the enlisted men are of Occupational Field 13 ratings. The Commanding Officer, Executive Officer, and executive staff officers (Administrative/Personnel, Supply, Medical, etc.) have essentially the functions and responsibilities as their counterparts assigned to the NMCB and will not be discussed here. See Chapter 3 of this manual.

,f-

The PHIBCB organizations for both PHIBCB ONE headquarters at Naval Amphibious Base, Coronado, California and PHIBCB TWO headquarters at Naval Amphibious Base, Little Creek, Virginia are somewhat different because of peacetime operational requirements. Their organizations are shown for comparison in Figures 11-3 and 1 l-4. Comparative peacetime allowances are shown in Figure ‘1 l-5. PHIBCB wartime allowances are shown in Figure 1 l-6.

6. PHIBCB OPERATfONS. Although the contingency requirements for both battalions are the same, peacetime training missions and taskings vary within the fleets. Because a series of teams are task-organized for every operation and are embarked aboard various ships in the task force, control of the teams is of concern. Normally because of the diverse nature of tasks assigned to a

PHIBCB and the interdependency between the individual teams and other units in the mission, the operational control passes from the battalion to the Task Group Commander for reassignment to subordinate commands for transportation. Upon arrival at the objective area, the control is passed to various commanders, such as the Beach Party Commander in the case of causeway teams

and fuel system teams, the Cargo Control Officer in the case of transfer barges, and to the Beachmaster for salvage eff or&. This is done at predetermined stages when a conflict of effort among individual teams could impede or otherwise adversely affect the combined effort. The Task Force Commander’s Operations Order contains specific instruction for assault launching assignments.

Because the OPCON of the vairous teams shifts frequently and the requirement exists to maintain unit integrity, it is essential that pre-deployment planning be most extensive and detailed. NBG assures direct liaison between all participating units is established. The number, size and strength of teams/elements; numbers and types of equipment necessary; and augments to other units or command elements required are determined. Embarkation, movement, and debarkation tables/plans are established. A particular concern of the team/element Officer-in-Charge during the early planning stages of the deployment will be the welfare of personnel and security and maintenance of equipment assigned. This includes berthing, messing, service and pay records, equipment engine operation (in well deck)/maintenance procedures; and repair parts/tool kit custody and security.

Debarkation priority during an assault is predicated on necessities which’may vary with the mission, The initial responsibility for the debarkation pattern belongs to the Task Force Commander and is specified in the operation plan. When necessitated by early events of the assault phase, the Beach Party Commander may request changes in priority.

116

PHlBCB ONE ORCANlZAtlU4 CHART

MASTl!R CNIW PCftV OtFlCtR OF

I CXtCUlfVC ASSISTANTS cMll!c YAm!I At AIM, cln~er(couwlcLon SMSYANCE ABUSE COORD. eal*LorCOnTUYltYc00ao

BRAVO COll?ANV ALFA COWANY

I I r1as1 PLATOON SLCOND PLATOON CaWANDER CowUIDtR

Flgure 11-3 PHIBCB Organization’

COMMANDING . OFFICER

c

m----m COMMAND 7

MASTER CHIEF ’ I

I

I c

EXECUTIVE OFFICER I

c

I

CAREER COUNSELOR I

CHIEF MASTER A? ARMS . I SAG

MEDICAL l

i

I I I

S-l S-2 s-4 s-3

ADMINILEGAL TRAINING SUPPLY OPERATIONS

. 7 SAFETY

OPERATIONS CHIEF

I . I CHARLIE DELTA

COMPANY COMPANY . l

- MAINTENANCE - HEAW EQUIP, - BUILDING TRADES - TRANSPORTATION

- WATERCRAFT - MARGl - CAUSEWAY3 - MARGZ - 3-M COORDINATOR - MARG.3

- MARG.4 - READY DET. - ELCAS

DHOTEISI

ADMINISTRATIVE ORGANIZATION

- a - - - - OPERATIONAL ORGANIZATION

Figure 1 l-4 PHIBCB Organization

11-7

PHlBCBl PHIBCBZ Allowance Allowance

PHIBCBl Allowance

PHIBCBZ Allowance

ET1 ET2 2

Total Total 2 2 2 2 0 0 YNC YNC 1 I 1 1 YNl YNl 1 1 YN2 YN2 2 2 1 1 YN3 YN3 2 2 4 4 YNSN YNSN 3 3 2 2 ‘Total Total 8 8 9 9 0 0 MS1 MS1 2 2 1 1 MS2 MS2 2 2 1 1 MS3 MS3 2 2 1 1 Total Total 6 6 3 3 0 0 SKC SKC 1 1 1 1 SK1 SK1 2 2 2 2 SK2 SK2 3 3 3 3

ISU SK3 I 4 4 I 15 5 I I

I EW2 E03 EOCN EOCN Total Total CMCS CMCS CMC

16 16 12 49 49 6 13 24 . 1 1 1 1 CMC 1

CM1 2 CM2 9

8

1 4 5 6

8 5 6 4 8 12 6

25 16 27 18 1 0 2 1

I 11 I1 I I I 4 I I 1 I I 6 1 7

Total 10 1 12 1 0 ) ITotal 14 2 3 SHl I I 1 I 1 pwcs 1

1 1 SH3 1 0 0 SN 12 64 2 77 MMCM 1 ENCS I . ENC 1 1 EN1 1 3 EN2 2 1 6 ,EN3 2 8 3 9 ENFN 8 4 1 Total . 28 76 13 92 MRl 1

swc SW1 1 SW2 4 SW3 19 4

4

MR2 2 MR3 1 Total 2 2 0 EM1 1 EM2 1 1 EM3 Total 1 2 0

’ Based on Manpower Authorization of 15 Aug 61.

1 228 1 358

Abbreviated OPNAVlOOOI2 produced by CESO, Code 1522F.

Figure 1 l-5 PHIBCB Psacetime Allowances

11-e

PERSONNEL u onkcrs 446 Enlisted Men To1.4 468 PERSONNEL goflicm 146 Eniined Men Total ”

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11-10

CHAPTER 12 THE CONSTRUCTION BAlTALlON MAINTENANCE UNIT (CBMU)

1. MISSION AND FUNCTIONS. AConstruction Battalion Maintenance Unit provides operation, maintenance, and repair of public works and utilities at an established advance base or bases following completion of base construction and the departure of the unit or units which performed the construction work. It also provides limited construction support for the base, maintains a self-defense capability, and can accomplish disaster control and recovery efforts when required.

When a CBMU deploys to an advance base before base construction is completed, the unit may be attached to the onboard construction activity (usally a Naval Mobile Construction Battalion) to assist in building the facilities that the CBMU will subsequently’operate and maintain,

A CBMU’s responsibilities are similar to those of the Public Works Department of a Naval Installation.

Specific functions performed .by a CBMU customarily include:

f- (1) Public works responsibilities at a Navy or Marine base and at other installations as designated.

(2) Maintenance, repair and minor construction for buildings and grounds, waterfront facilities, runways, taxiways, parking aprons, and helicopter pads, including matting surfaces.

(3) Operation and maintenance of automotive, construction, and weight-handling equipment, and maintenance of material-handling equipment, with the exception of equipment that is organic to combat units.

(4) Operation and maintenance of base utilities systems except expeditionary systems.

(5) Engineering services for the base as requested.

2. CONCEPT OF OPERATIONS. In contingency situations, new bases and base facilities are built or existing facilities are renovated to accommodate combat troops and their support units. NMCB’s are deployed to the area of operations to accomplish the required construction.

y-7

When the construction mission is completed, the battalion moves as a unit to another construction assignment. NMCB personnel remain with the battalion to pWfOm new construction projects; none remain at the completed facility for maintenance support. Yet the scope of the maintenance requirements at facilities supporting tactical operations is

of such magnitude that an engineering-construction unit must be available to perform maintenance only.

In addition to the ability to accomplish its maintenance mission, such a unit in tactical areas must have a defensive capability, which therefore eliminates the possibility of a public works department operation with civilian employees. The continuing need for on-site maintenance support of combat facilities is the reason for development of the concept of an all-military maintenance organization. The CBMU is the resulting solution.

As part. of the Advance Base Functional Component System, CBMU’s are organized. manned, trained, and equipped to perform continuing maintenance tasks at combat support facilities, to be able to defend themselves, and to be self-sustaining so as to constitute no burden on the base command that the unit is to support. CBMU’s differ from NMCB’s in that an NMCB’s principal mission is construction and a CBMU’s principal mission is maintenance.

Peacetime Operatlons and Utilization Criteria. The Construction Battalion Maintenance Unit will be tasked with specific projects clearly defined as to scope and resources available and for which the CBMU can plan, exercise and perfect its organic military construction and maintenance. capability.

(1) General Projects. Projects to be undertaken will include those designed to enhance individual technical skills and unit construction capability in the areas of public works, utility systems and general light construction. Projects of a routine maintenance or repair nature for non-Naval Construction Force Commands shall not normally be undertaken except during emergency situations.

(2) Self-Help Assistance. Project assignments will also include construction projects and technical supervisory assistance in support of the Navy’s Habitability and Self-Help Program. The cognizant Naval Construction Regiment, at the request of local commands will task the CBMU for accomplishment of self-help projects.

(3) Contingency Measures. Due to the inherent potential for labor disputes at overseas bases where civilian local nationals are employed under contract, a CBMU has the unique ability to provide contingency support in the event of a strike that would threaten the continued operation of vital public works facilities and utilities. Advance planning and appropriate training in

12-l

Power Plant Operations, Steam Boiler Operations and Maintenance, Central Telephone Exchange operations, Water Supply, Water Plant and Sewage Disposal operations and Transportation operations are essential to a smooth, efficient transition.

(4) Naval Construction Force Camp Maintenance. In order to provide for proper training in the area of advanced base maintenance, a CBMU may be tasked with maintenance support responsibilities for Seabee camps overseas. The CBMU may work in conjunction with the BRAVO Company from the resident NMCB, or in the case of Detachment Camps, be tasked with full maintenance responsibility. The CBMU will report directly to the Naval Construction Regiment exercising control over the camp for all items pertaining to camp maintenance.

(5) Disaster Recovery Asslstancce. The CBMU will provide disaster recovery assistance to local area commands as requested in accordance with area disaster recovery plans as approved by the cognizant Naval Construction Regiment.

Unit Integrity. In order that the unit can redeploy in 24 hours, integrity of the CBMU shall be maintained. Personnel assigned to the CBMU shall not be used as a general manpower pool to augment other work centers.

NMCB are larger than the corresponding allowances of a CBMU. the internal organization of both activities is similar. In fact, the CBMU organization is based upon the standard NMCB organization, though occasionally modified to meet specific mission of a CBMU.

Other than the basic construction mission of an NMCB and the basic maintenance mission of a CBMU, the principal difference between thetwo units is that, although both are established units of the Naval Construction Force (NCF). the NMCB reports only to higher-echelon NCF commands, but numerous detachments of a CBMU often support and report to non-NCF command.

4. COMMAND ORGANIZATION. The internal chain of command is the same in a CBMU as in an NMCB. The Department Heads and Company Commanders are detailed by the Commanding Officer and are his direct representatives in all matters pertaining to the departments and the companies. An organization chart of a typical CBMU, as staffed in peacetime, is provided in Figure 12-l.

5. MOBILIZATION. Upon mobilization to respond to a wartime scenario, the active duty CBMU marries up” with its reserve CBMU counterpart, bringing it up to full strength. This marriage appears to be a type of “reverse augment”, in that the reserve CBMU is larger in numbers and staff by more senior personnel than its active counterpart.

3. NMCB-CBMU COMPARISON. Although the personnel allowance and the equipment allowance of an

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123

. CHAPTER 13 THE CONSTRUCTION BA-ITALION UNIT (CBU)

1. ESTABLISHMENT. The dual requirement for more meaningful shore duty for the enlisted construction ratings

l- and ‘increased responsiveness to contingency situations led to development in 1969 of the Construction Battalion Unit, as components of’the NCF. CBU-401 was established at Great Lakes, Illinois in 1969 as a pilot unit for this purpose. However, the impetus for large scale development of the CBU concept was provided by the Chief of Naval Operations with a personal commitment to enhance the recreation, welfare, and personal habitability of U.S. Navy enlisted personnel.

2. MISSION. Established by OPNAV Notice, the mission of the Construction Battalion Unit is to provide a construction unit contingency augment capability, to assure unit and individual skill training essential to required readiness posture, and to perform other functions as directed. The doctrine and policy concerning CBUs, is contained in OPNAVINST 5450.188 series and NAVFACENGCOM Publication P-314, Construction Battalion Unit Handbook.

3. ORGANIZATION. A CBU is an activity of the shore establishment, under the command of an OIC. A CBU is composed of approximately 45 enlisted personnel and one officer (OIC). A typical unit organization is shown in Figure 13-l. Several staff and support functions found in the Naval Mobile Construction Battalion are accomplished by individuals in the CBU. Examples are the Safety, Supply, Training, Communications and Operations functions. The unit is not self-sustaining as is a deployed NMCB, but approaches the NMCB in homeporl in that the host activity provides berthing, messing, disbursing and accounting functions for the CBU. For that reason, it may be noted that the relative percentage of overhead type billets is lower than that of a Naval Mobile Construction Battalion. The breakdown of OCCFLD 13 rates approximate that of the NCMB on a small scale, clearly exhibiting a capability for vertical and horizontal construction and engineering support. The support section is analogous to the NMCB staff for organization, administration, operations (engineering support) and supply. The First Squad approximates an NMCB Bravo Company, Second Squad -

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131

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4. TABLE OF ALLOWANCE. To fulfill the mission requirement for contingency assignment and disaster control, and maximize construction skills training, the CBU has an allowance of automotive and construction equipment, tools, other construction related materials, and weapons. All CBUs have a uniform Table of Allowance, TA-10. Augment CESE may be assigned to a CBU due to unique local operations.

5. CONCEPT OF OPERATIONS.

Organization. Figure 13.2shows the chains of command for Construction Battalion Units.

Functions. The unit shall be used on new construction, alteration, repair or non-recurring maintenance projects which clearly provide for attaining and maintaining technical unit proficiency, or on projects where use of civilian personnel would be restricted by security requirements. CBU personnel will not be used in competition with civilian labor when such use can be avoided.

CBUs will exert a positive effort to assist local shore activities in the implementation of an effective facilities self-help program to improve living conditions ashore.

The unit will be tasked with specific projects clearly defined as to scope and resources available, and for which the.unit can plan, and exercise its organic military construction capability.

Unit Integrity. The integrity of the unit shall be maintained. Seabees assigned to the unit shall not be used as a general manpower pool to augment other offices, departments, or activities in the area.

Sufficient time shall be set aside to permit the accomplishment of military and skill training. As a general

rule, emphasis shall be given to military and construction skills training rather than production.

Contingency/Emergency Employment. The unit is deliberately designed to facilitate rapid assimilation of the unit’s personnel and equipment into the Naval Construction Force in the event of a protracted contingency. This concept will provide for an effective build-up of the NCF while minimizing the effects of a personnel draw down within the Shore Establishment.

During a period of emergency or disaster, the unit may be used to construct essential facilities for shelter, safety and health protection of personnel, and for the protection of Property.

Resource Flow. Money and materials are provided to the CBU from many sources. However, funds may be separated into two convenient types:

(1) Unit Operation and Maintenance Funds: Funds provided by the unit’s major claimant to pay for administration, training and maintenance of unit property; and

(2)Project Funds: Funds are provided by the customer or activity requesting work.

Approval authority and fund sources are those established for the expenditure of Navy funds for facilities projects.

Reports. A unit operations report is prepared monthly by each CBU for its immmediate superior command with copies provided to the Chief of Civil Engineers, other superiors in the units chain of command and a limited number of commands supporting the CBU.

Technlcel/Management Assistance. Technical and management assistance to the CBUs and their claimants is provided by COMNAVFACENGCOMCHCIVENG through the NAVFAC Seabee Division, FAC 063.

132

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CHAPTER 14 THE UNDERWATER CONSTRUCTION TEAM

1. ESTABLISHMENT. Seabee construction diving began in World War II in conjunction with the building of the numerous advance bases in the Pacific. Operations consisted primarily of underwater blasting of coral reefs. and the inshore work necessary to provide channels and mooring facilities for shipping. Most of the diving was done by specially trained divers assigned to the Naval Construction Battalions, but some small semi-independent Units were formed for the purposes of limited construciton, demolition and salvage projects. Among these units were the original Undetwater Demolition Teams (UDT) which were comprised of Seabee divers. Between Ww II and the mid 1960’s wrth the advent of renewed interest in ocean engineering and the underwater construction field, the need for specially trained and experienced construction drvers became apparent. In 1969 a team of Seabee divers was formed from throughout the Seabee community for the purpose of launching and implanting the TEKTITE Inhabitat in the Caribbean. The operation was successful and resulted in Seabees being tasked with additional underwater construction projects. Recognizing that the use of Seabees in underwater construction work was a logical extension of their land construction capability, the Chief of Naval Operations authorized in 1970 the formation of specially trained Seabee detachments for the purposes of engineering. construction, and repair. of underwater facilities. ‘These detachments became known as Seabee Underwater Construction Teams’ (UCTs).

2. MISSION AND ORGANIZATION. In 1970 the mission of the Naval Construction Force was further defined by OPNAVINST 5450.162 series to provide for the establishment improvement and maintenance of an underwater facility construction capability. Commensurate with this mission assignment was the authorization to establish special detachments as necessary to meel assigned undenvater construction tasks. In early 1971, two of these special detachments (UCTS) were formed from existing Fleet assets, and assigned to the Twenty-First and Thirty-First Naval Construction Regiments, homeported at CBC Davisville and CBC Port Hueneme, respectively. A Fleet study, conducted with technical assistance from the Chief of Civil Engineers. established the initial organization and operating criteria for these detachments.

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In November of 1973 Chief of Naval Operations established the UCTs as independent units of the NCF under the operational and administrative control of COMCBIANT and COMCBPAC. Deployment poflcy and doctrine is similar to that of other Naval Construction Force units, with each UCT organized to be self-sufficient in diving and constNction capabilii.

3. ORGANIZATION AND MANPOWER. The Underwater Construction Team at its present level of manning consists of’ three CEC ofkcers, 45 construction rating divers, one diving medical technician and 6. non-diving qualified support personnel. Diving billets withrn the UCT are identified by the primary NEC’s of Basrc Underwater Construction Technician (5932) and Advanced Underwater Construction TechnIcran (5931) A typical UC1 organization is shown in Figure 14-l.

4. CONCEPT OF OPERATIONS. The UC?’ is deployed as an independent unit much like the NMCBs Deployments are generally six months in length. and are normally scheduled from April through September to take advantage of seasonal weather conditions. A Team may deploy as an integral unit or as individual construction detachments in support 01 other NCF or fleet units. Unlike a Seabee battalion. details (usually consisting of SIX to ftfteen personnel) deploy to five or six sites during one deployment cycle. completing each assigned project before proceedmg to the next. There Is no typical deployment scenano: assignments may range from support of high priority undersea surveillance systems to waterfront facilities inspections. Deployment sites are rarely limited by environment or location; from the tropical climates of Micronesia or Diego Garcia to the frigid region of Thule Greenland. the UCT’s provide the Ileel with a speciahed capability on literally a worldwide basis.

6. OUTFITTING. Each UCT is outfitted to be aeffsufficient in underwater construction capabillty for the various tasks anticipated. This outfitting includes construction and underwater weight handling equipment. underwater and terrestnal construction tools. drvng equipment, safety equipment and a standard allowance of infantry gear. Various craft available lor UCT operation include Inflatable boats, LARC Xv’s and a unique 260 foot ocean construction platform, SEACON. An ample supply of consumables is maintained by each Team in the event of a requirement for UCT assistance on short notice to an isolated site. Should the need arrive for more specialized ocean construction equipment not in the Team’s assets. equipment is available from the Ocean Construction Equipment Inventory (OCEI) established by NAVFAC and managed by the Ocean Engineering and Construction Project Office at NAVFAC’s Chesapeake Division.

6. TRAINING. Prior to acceptance into initial diver training, construction rating personnel must complete one tour with a battalion or other Seabee unit. Upon reporting to a UCT. each individual is expected to possess requisite expertise in his particular rating. Basic diver training and

basic underwater construction training are the a formal diver training course, a formal underwater responsibiltty of the Chiel of Naval Technical Training. UCT constructors tools and techniques course. and assignment divers report to the unit only after successful completion of of an appropriate diving NEC.

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CHAPTER 15 THE SEASEE TEAM

1. MISSION. A Seabee Team is a small, highly mobile construction unit, created by a Naval Mobile Construction Battalion from battalion personnelcand deployed to provide socio-economic community development, disaster relief, or technical assistance. Seabee Teams work on, and supervise, construction projects and conduct on-the-job training and classroom instruction, in an underdeveloped friendly nation.

Seabee Teams have also proven to be extremely eflective in the U.S. counter-insurgency effort such as in Southeast Asia. where they served as construction troops in suppon of U.S. Army Special Forces. as technical instructors from U.S. Agency for International Development (USAID) projects, and as technical advisers for various other military assistance programs.

The standard composition of a Seabee Team is one Civil Engineer Corps (CEC) officer and 12 petty officers; however, when necessary, the standard personnel allowance oan be augmented to facilitate the undertaking of specific deployment construction tasks. Each team is assigned housekeeping supplies, tool kits, and automotive and construction equipment so as lo be self-sufficient in the field.

The standard equipment allowance is air mobile and includes: one 114 ton-truck, three 1 -l/4-ton cargo trucks, three S-ton dump trucks, several trailers, a small concrete mixer. one motor road grader. one front end loader, one small crawler tractor, a floodlight trailer, one electric arc welder, and two 30 KW generator. The standard equipment allowance is augmented when necessary to pem?il the undertaking of specific construction tasks.

The basic mission of every Seabee Team, wherever employed, is lo provide technical assistance and construction engineering support for development projects and on-the-job training for host-country workmen.

2. DEVELOPMENT OF THE SEABEE TEAM CONCEPT. Twelve Seabee Teams deployed to South Vietnam from 1963 to 1965 in support of U.S. Special Forces. They were employed primarily in the construction of camps for Special Forces and for the Ciil Irregular Defense Guard (commonly celled strike Force”). In fate 1963, additional teams deployed fo South Vietnam in suppon of various USAID community development and rural development programs. After 1865, teams deployed in Vietnam were limited to a noncombat suppon role, except in emergency situations. Team members deployed lu hostile areas were armed wilh weapons for se&defense.

They were assigned to areas where adequate security could be provided by other U.S. or focal forces. Since 1963. in addition to those teams deployed to South Vietnam. Seabee Teams have been deployed to Thailand and Bolivia in support of local government development programs. Since 1969, Seabee Teams have been deployed lo the Trust Territories of the Pacific in a continuing program of engineering and construction assistance.

3. PERSONNEL Seabee Team personnel are selected to perform a special mission. The cohesiveness that every team requires to do its job is achieved only by careful personnel selection and intensive unit training.

Eleven of the twelve personnel men on each team are OCCFLD 13 ratings, including one or more in each of the seven OCCFLD 13 ratings. The other member is a Hospital Corpsman (HM) trained in field medicine, public health. personal hygiene, and qualified for independent duty. A typical Seabee Team would include: 2 Equipment operators, 2 builders, 2 cunstruction Mechanics. 1

Construction Electrician, 1 Utilitiesman. 1 Steelworker. 1 Engineerfng Aid, 1 Hospital Corpsman and 1 OCCFLD 13 Chief Petty Officer.

The Officer-in-Charge (OIC) of a Seabee Team is a junior officer in the Civil Engineer Corps. The Assistant Officer-in-Charge (AOIC) is chosen by the OIC and with the approval of the Commanding Officer of the parent battalion. The AOIC is a Chief Petty Officer (usually an EOC or a BUC) who is a specialist in constructron equipment operation of in general building procedures or both, and who has had extensive experience w.:n operating construction unfts.

Team members are aefeoted primarily from volunteers within each Naval Mobik Construction Battalion. They are chosen by the team OIC. with the approval of the battalion Commanding Officer. Each applicant is interviewed and evaluated by the OIC and the AOiC on the basis of several criteria, including:

(1) Technical proficiency, capability. and experience.

(2) Maturity and personal behavior.

(3) Leadership ability and adaptability to diflrcult situations.

(4) Attitude towards the mission.

lb1

(5) Sincere motivation to help others.

(6) Construction experience in ratings other than their own.

The OIC and AOIC endeavor to insure that the team they choose has balanced experience. Thus. for example, if one or two Construction Mechanics lo be selected has extensive automotive experience and some diesel experience, the second CM should be especially competent in diesel repairs with some automotive experience. Moreover, a CM with additional carpentry or equipment operation experience would be highly desirable.

When a Seabee Team finishes a deployment, it returns to its homeport and its members resume their normal duties in the parent battalton.

4. PREDEPLOYMENT TRAINING. Following the selection of its members, all of whom have demonstrated high professional competence in their own specific construction skills, a Seabee Team undergoes an intensive 15-week-minimum course of specialized training provided by the Naval Construction Regiment at the homeport Construction Battalion Center. For teams deploying to hostile areas, the course of study is extended to 18 weeks.

During the training course. cross-rate training classes are provided in other construction fields as shown in Figure 15-l.

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FIGURE 15-l Cross-Rate Training Requirements

for Seabee Team Membsra

The cross-rate training makes all team members familiar with basic equipment operations and general building techniques, and each member protint in at least one construction field other than the specialit in which they are already an experienced journeyman. Collectiiely, the 12 enlisted members of a team have the construction skills that would ordinarily be Possessed by a much larger group trained in only one skill each. The team &self bacomes a compact unit of experts capable of accomplishing important construction tasks without assistance, and frequently under unfavorable circumstances and in strange environments.

This broadened versatility ts vital to the successful and timely accomplishment of the mission of a Seabee Team. Three or four construction projects are usually in progress

simultaneously at a deployment site, and a job cannot be held up because a specialist is busy elsewhere When equipment is not in use, its assigned operators must be able to help erect a prefabricated buildmg: if there is no equipment needing repair, the mechanics can assist on a wiring job, an Idle electncan lays bnck or pours concreie. As they work, each Seabee teaches the villagers on the site how to do the job.

As a team, the members also receive training in communications, field safety and first aid. Additional subjects included in the 18 week program are: instructor lraining;.anli-guerrila warfare and counterinsurgency tactics; SERE (Surviyal, Evasion, Resistance, and Escape) practices; and leadership. Specialized training in quarry blasting. well digging, and field medicine is provided to individual team members when necessary.

The formal training course culminates in a field problem. The team is deployed with its equipment, usually to another military installation or to a natidnal forest near its homeport A tent camp is established and the team operates from it In accomplishing an assigned construction task similar to one that might be undertaken at the future deployment site. For teams deploying to hostile areas, combat situations are simulated during the field problem. Simulated harassment by other military personnel designated as ‘aggressors” insures that camp and jobsite defenses are secure during the training exercise.

6. LOGlSTlCS AND FUNDlNG. Deployment of a Seabee Team lo an overseas site is the result of an interdepartmental agreement between the Department of Defense and the sponsoring agency. The sponsoring agency is that U.S. Government agency havmg administrative authority for the program or act&y that the Seabee Team is to suppon in the deployment area.

The sponsoring agency may be the U.S. Stale Department’s Agency for International Development. as In Viitnam; the U.S. Operations Mission, as in Thailand. or the U.S Dapartment of the Inierior. as in the Trust fcrnto? of the Pacific Islands.

The SpOIISOring agency pays all costs directly attributable lo the deployment. Such costs ordinarily include transportation to and from the deployment site; in-country transponation of personnel, equipment, and materials. equipment maintenance and overhaul; deployment per diem or subsistence rations; tool replacement; quatiers COnSlrUCliOn and maintenance; field aupporl; upkeep of cqmmunic;ations equipment; constructiin consumables. and interpreters.

The Navy pays costs not directly attributable to the deployment or lo a specific project, such as military pay and other personnel costs, training expenses, and a major portion ot equipment depreciation.

Both Pacific Fleet and Atlantic Fleet Seabees have participated in the community deployment program,

I.., cross-deploying to areas of operation of the other Fleet when necessary to fulfill employment requirements in excess of existing assets within that Fleet. Operational control of deployed teams is exercised by the Commander, Construction Battalions (Pacific or Atlantic). The Command exercising direct operational control also provides logistics support to Seabee Teams in 11s area for equipment and materials obtainable in the Navy Supply System; maintains liaison with the appropriate U.S. and host-country agencies concerned with Seabee Team operations; provides or coordinates other support for deployed teams in their areas, including radio communications with the teams; provides logistic suppon of on-hand supplies available in U.S. warehouses in the deployment area; coordinates delivery of periodicals and recreational gear; and provides personnel services support.

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At the deployment sites, local support is provided by the agency for which a project is being constructed. In Vietnam, for example, costs of local material for civic action construction jobs, such as concrete additives, bricks. and lumber, were paid by the Vletnamese ministry with cognizance over the project. usually the Ministry of Rural Development.

6. MEDICAL SERVICES. The Team’s Hospital Corpsman’s (HM) primary duty, of course, is lo treat teammates in case of wounds, injuries, or illness. tf other U.S. military personnel are in the area, the HM is available for their needs. Other allied military personnel and their dependents, and last, the local civilian population constitute the remainder of the HM’s workload. yet, this eervtce lo the civilians invariably consumes a great majority of available working hours. By virtue of the cross-rate training, the Team Corpsman is capable of working on the construction job site when necessary.

The Corpsman may often be the only source of medical and sanitation expertise available to thousands of villagers in the area where the team is employed. By necessity then, the Corpsman must work alone. Where possible. the Corpsman joins local aoctors and health workers in concentrated rural health campaigns. In areas where local sanitarians are stationed permanently or visit occasionally, the Corpsman helps to train them in modem sanitation techniques. advanced first aid methods, and medical and nursing practices.

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It is understandably dtfficutt for Americans to visualize environments in which possession of p&y is a luxury. Few Americans can comprehend living in circumstances where just getting water for drinking or cooking necessitates a walk of more than a mite lo a spring that is often muddy and always ot uncertain cleanliness. But those are lypibl conditions that Seabee Teams frequentty encounter and correct. They build, or help villagers build, adequate sanitation facilities. They also teach the villagers how the work is done so the villagers wilt be able lo do the job the next time a similar facility is needed.

Seabee rural heatth efforts are basic, but they are vaslly important in the daily life ot Ihe average villager. Not only are privies built and wells dug, but diseases are treateo and wounds and injuries dressed; community drainage is improved; trash and garbage barrels are built; schoolyards are cleaned up: first aid and general sanitation procedures are taught. dispensaries are opened, and countless knmunbations are administered that improve the general health of the area.

The setvtces that Seabee Corpsmen provide to civilians include treatment for respiratory dtsorders, skin infections. dysentery, malnutrition, and dehydration. They pull teeth. They adminster polio vaccine, give typhoid shots. and provide immunization for cholera, rabies, smallpox and diptheria. Some villagers have walked as far as 35 miles to a Seabee camp lo obtain ‘medical treatment.

Corpsmen go to many patients, traveling to outlying areas lo hold sick call. In some areas, a Corpsman might visit 20 communities a month, and at some of them, treat more than 100 persons on a single visit.

Many Hospital Corpsmen have had more than 1,000 civilian patients each month and some teams have reported more than 10,000 persons treated during a single deployment.

7. OPERATIONS IN VIETNAM. Between 1963 and 1970. more than 190 Seabee Teams served in South Vietnam, as many as 17 at one time, and some of them more than one deployment site in the same tour of duty. Within team capabilities, almost every kind of project requested by local officials that would benefit a substantial number of people in a community was undertaken.

Seabee Teams in Vietnam built roads, bridges. dispensaries, dams, schools, playgrounds, sawmills. and marketplaces; erected, repaired, and Improved public buildings; bulldozed forests and jungles lo reclaim land for new hamlets, croplands, and refugee centers: installed water and sewage syslems; dug. wells and irrigation canals: provided medical and dental care to local Populations; created comprehensive rural health and sanitation programs; and taught basic construction skills to thousends of villagers in @f-help training projects.

Team members worked with Vietnamese officials to improve the administrative capabttity of the Province Public Works Service to respond lo the needs of local communities, emphasizing construction and repair 01 hamlet-t&amtet roads in remote and previously inseccre areas. They have also provided on-the-job skills training for Viitnamese Public Works Personnel and have assisted and advised public civil, engineering personnel in the design and planning of public works projects. A village that was the base for Seabee Teams for two years would usually have 70 or 60 of its own people trained in construction practices and maintenance procedures.

8. OPERATlONS IN THAILAND. The Seabee Team program in Thailand began in May 1963 at the request of the Royal Thai Government and under the sponsorship lo the U.S. Operations Mission (USCM) in Thailand. For more than three and a half years. teams were deployed in support of the Accelerated Rural Development (ARD) program conducted by the Thai Government. Ten 13man Seabee Teams and six special two-man advisory teams, each consisting of one EO and one CM, served in support of the ARD program. The Seabees worked side by side with Thai citizens to teach them construction equipment operations and maintenance, road surveying, road building, bridge construction and dam construction.

During the ARD program, almost 125 miles of existing rural roadways were improved, more than 50 miles of new all-weather roads and highways were built, dozens of bridges were built or repaired, and 13 earth-filled dams were constructed, in additiin to numerous smaller projects.

The EO-CM technical assistance teams, an adjunct to the Seabee Team program, senred in six provinces of Thailand between October 1964 and March 1966. They supervised construction of 121 concrete culverts, and the erection oi 64 wooden bridges. in addition to training Thai personnel in the operation and maintenance of heavy road building and construction equipment.

Seabee Teams were paired with BPP teams to assist local communities. First, the Seabees taught their BPP counterparts the skills and mechanics of construction techniques suitable ior community se&help projects; then, together, the Seabees and the BPP supervised local building efforts and conducted training programs for villagers and Mbesmen.

The Seabee-BPP program was concentrated on increasing the accessibilii of isolated areas. Irrigation canals were built to permit two or three crops a year instead of one, and oxcarl trails were convened into all-weather, farming-to-market roads so that the farmers could sell their produce. The ability to transporl crops to marketplaces encouraged many Thai farmers to abandon the growing of opium and to plant rice and corn to sell as cash crops.

New dams were erected and old dams repaired; schools and playgtouhds, soccer fields and basketball courts were built; land was deared for hew hamlets. Many minor building projects were completed. and ohe village chief even persuaded a Seabee Team EO to use his dozer to bury four dead elephants.

8. OPERATlONS IN MICRONESIA. The Trust Territory of the Pacffic tslands (ITPI), the major area where Seabee Teams are how deployed, consists of thousands of islands in the western Pacific tying north of the Equator and east of the Philipines. Commonly khown as Micronesia, the area is under the adminstrative trusteeship of the Untted St&es for the United Nations, and is supervised by the U.S. Depanment of the Interior through TTPI headquarters located in Kolania, Ponape, headed by a High

Commissioner. The Northern Mariannas are now a Commonwealth of the United States.

TTPI includes 2,141 islands in three major archipelagoes: the Caroline Islands, the Marshall Islands, and the Mananas (except Guam). Only about a hundred of the islands are inhabited, and the total population is approximately 100,000. Micronesia extends over 3.000,OOO square miles of ocean - about the area of the continental United States - but the land area of Micronesia is only 667 square miles, liile more than half the she of Rhode Island.

When the U.S. trusteeship began, some of the inhabited islands lacked adequate water systems, sewage systems. electricity, medical care and transportation facilities, such as roads, docks and boats. Since then, many improvements have been made. Much more remains to be done, and Seabee Teams are helping to get ft done.

In 1966. TTPI recognized a need for civic action construction teams capable of supervising community development projects and conducting training programs for the Micronesian people. The accomplishment of Seabee Teams on the mainland of Southeast Asia resulted in a request to the Defense Depanment from the lntenor Department for technical assistance in support of various rural civilian construction training projects on the islands.

Six Seabee Teams were initially assigned to TTPl to work directly with the islanders on construction projects, to grve technical engineering assistance, and to conduct civilran training programs. The work is similar to that carried on rn Vietnam and Thailand except, of course, there is no enemy. Projects include small~acale public works construction; causeway construction and repair; the erection of dispensaries; the building of water collection, distribution, and purification systems: and school improvements.

Seabee Teams have been deployed to seven islands in Micronesia; Turk, Yap. Ponap?, Rote Kusaie. Korror. and Majuro.

U.S. Army Civil Action Teams began deploying to the Marshall Islands and U.S. Air Force Civic Action Teams to the Marlanas in 1970. The personnel configuration of the Army and Air Force teams closely resembles the organization of a Seabee Team. The Navy aupplres Seabee Team equipment, camp components. and tool allowances to the other sewice teams and is supponing their bgiical requirements.

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As wfth Seabee Teams stationed in Southeast Asia, costs of the sefvice teams in Micronesia are shared by the Defense Department and the sponsoring agency, which in this case is the Interior Department.

To insure maximum bcal participation and cooperation. projects are selected and their prtortties determined by the bcal Micronesian leaders, wlth the concurrence of the

TTPI District Administrator, the High Commissioner, and construction projects and in obtaining the necessary the Team OIC. funding through local channels.

10. FLKURE EMPLOYMENT. Cenainly the goals of the Seabee Civic Action program have been achieved The standard of living has been improved in every deployment area. On-the-job training programs have WI behind a nucleus of local people with a sound base of construction knowledge and experience. Community leaders have developed administrative skills in identifying needed

The possibilities for utilizing Seabee Teams during the years ahead are almost without limit. The needs they Wfi!! exist in most emerging nafions. The degree of utilization will be determined by the Chief of Naval Operations, based on national policies, military priorities, and available assets.

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CHAPTER 16 THE NAVAL FACILKIES ENGINEERING COMMAND

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1. NAVAL MATERIAL COMMAND. The Naval Material Command includes the Headquarlers. Naval Material Command; five subordinate commands, known as the .aystems commands” (SYSCOMS) including Naval Air Systems Command (NAVAIR). Naval Eleclronics Systems Command (NAVELEX). Naval Facilities Engineering Command (NAVFAC). Naval Sea Systems Command (NAVSEA) and Naval Supply Systems Command (NAVSUP); the separately organized Project Managemen! Offices and other shore (Laid) activities which are part of the Naval Material Command.

The Chief of Naval Material, (CNM) under the Chief of Naval Operations, commands the Naval Material Command, and is assigned overall authority and responsibility in the material support areas. CNM assigns the work, provides the resources. appraises the progress made by lhe five systems commands and Designated Project Managers, and direct changes, as necessary. to meet the support needs of the Operating Forces of the Navy. This includes the development, contracting. procurement, acquisition, construction. maintenance. afleration, repair, overhaul. and disposal of the equipment. weapons, ships, aircraft, facilities. materials and supplies of the Navy (and Marine Corps, where required).

E&h Syslems Command provides for and meets those material supporl needs of the DepaRment of the Navy that are within the assigned “material support” responsibility of that command.

2. MISSION AND OBJECTIVES OF NAVFAC. The Navai Facililies Engineering Co3mand provides support 10 the 3perating Forces 01 the Naq, the Marine Corps, and other components of the Naval Material Command, and other offices and organization in regard to shore facilities and related engineering material and equipment. Moreover, as the Chief of Ciil Engineers, the Commanaer. Naval Facilities Engineering Command, serves as

* technical advisor to the Chief of Naval Operations on all matters relating to the Naval Construction Force

The basic objectives of the Naval Fadlities Engineering Command are:

(1) To ensure that the shore facilities and fixed ocean facilities necessary 10 support the Navy are available ai the beat balance between requirement and ecOnOmy. .

,#s--. (2) To support a well-trained and equipped Naval

Construction Force (including reserve components) at the hiihest level of readiness.

(3) To extend Civil Engineer Corps and Facilities Engineering Command services into all areas in which Navy requirements can best be aupponed by a military engineering organization.

(4) To achieve an aggressive program of development and adoption of advancements in technology and management which will improve the effectiveness of Civil Engineering services.

(5) To provide all services with the highest quality of professional performance and with a sense of responsibility 10 the user.

(6) To maintain a high level of readiness and a capability 10 expand 10 meet enlarged peacetlme emergency, or wartime requirements.

(7) To foster a favorable environment for persona: development and professional growth that will attract outstanding personnel. and stimulate and appropriately reward all personnel.

3. NAVFAC PROGRAMS. The responsibilrties of the Naval Facilities Engineering Command are divided Into a number of broad functional areas, termed ‘NAVFAC

’ Programs”. These Programs form the basis upon which the Command’s business is conducted, and upon which its operations are planned, budgeted, reported. and

appraised.

The NAVFAC Programs are listed below. and described individually in succzeding paragraphs.

Program I - Research

Program II - Planning and Real Estate

Program Ill - Engineering

Program IV - Construction

Program V - Military Construction Programming

Program VI - Beabees

Program VII - Public Works Centers

-ram VIII - Housing

Program IX - Public Works

Program X - Administration

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Program 1. RESEARCH. The Research Program is directed primarily toward items of new or imoroved matenals, equipment or englneeflng techmques which will significantly improve solutions to specific engineering problems pertaining to the technical planning. design. construction, operation and maintenance of the Shore Activities of the Navy.

Program II. PLANNING AND REAL ESTATE. The Planning and real Estate Program covers the implementation of the Facilities Planning and Programming System and provision of MILCON Requirements Data Books; the preparation of Master Plans, Base Development Plans and Regional Engineering Studies: the preparation of plans, studies and reporti concerning problems of the Shore Establishment on a worldwide base posture, regional, COmpleX or System basis: the provision of professiona! facility planning and analytical service, including economic analysis, to commands. bureaus and offices of the Department of the Navy or others when directed: the acquisition and disposal of real propefly: the management of real property not now needed for exclusive Navy use; the facility inventory of military real property controlled by the Navy: the maintenance of adequate records and maps; the issuance of delegations, instructions, and technical publications: the sponsorship of appropriate legislation dealing with real property matters; and the management of natural resources in the areas of soil conservation. forestry, and fish and wildlife.

Progr8m 111. ENGtNEERING. The Engineering Program includes technical direction of facilities engineering and design; functional management of design organizations; coordination and management of Navy Nuclear Shore Systems (except weapons and medical systems) including safety control; technical direction of Radiological Affairs; and, the provision of engineering and design consultation, criteria and data management.

Program IV. CONSTRUCTION. The Construction Program includes execution of yearly Navy and Naval Reserve Military Construction programs (MCON 8 MCNR); project and program management of all facilities constructed under MCON/MCNR. including facilities for Navy and Marine air, medical, personnel, ordnance, supply, research, shore electronics, ocean engineering and family housing; execution of engineering and

- construction programs of other Services and Federal agencies as assigned including Mutti-Sewice Construction programs; and guidance and Bssistanca in the areas of contract administration, resources vnt, quality control and technical requirements for execution of anstruction programs.

Progrrm V. MILCON PROGRAMMING. Mllttary Construction Programming includes: support to CNO in the development of construction program objectives and annual programs; the prowssfng of doannemation and liaison work from the Major Claimant to Congressional levels; budgeting and allocation of project design funds; the

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development, processing, and budgeting for emergency construction requirements.

Program VI. SEABEES. The Seabee Program includes provision of logistic support of the Naval Construction Force (NCF), including the determination of NCF materials and equipment requirements; provision of techmcal assistance to CNO on all NCF related matters; assistance in the development of CECKKXFLD 13 training plans and @ides; sponsorship of the Reserve Naval Construction Force; provision of Prepositioned War Reserve Material Stock (PWRMS) in suppon of contingency plans; material menagement of 2C cognizant items: development of mobilizatiirwcontingency plans and military engineering plans: coordination, preparation and dissemination of logistic preparedness plans in support of Navy Plans; design of the Navy’s Advance Base Functional Component System; and preparedness and review of disaster preparedness plans and continuity of operation plans.

Program Vlll. HOUSING. The Housing Program provides centralized guidance and coordination for all management aspects of family housing of the Deparlment of the Navy. This includes assistance to the Chief of Naval Operations in determining housing requirements: recommendations for standards of habitability: formulation of budgets; development of programs to enhance pafiicipation and placement of military in private and non-military Federal housing programs: programs for the acquisition of military-controlled housing through leasing. construction, and inter-service support; exercising funding and plant account control; inventory management; financing and managing the operation and maintenance of housing: management of special projects for repairs. minor construction and improvements; development and administration of a Housing Referral Program; and recommendations for legislation to improve management and acquisition of housing.

Program IX. PUBLIC WORKS. The Public Works Program provides for jurisdiction over all technical matters pertaining to maintenance of buildings, grounds, and other structures (Class I and Class II Navy plant property). the operation and procurement of utilities, and the maintenance and operation of transponation equipment; st8ff support to CNO in the administration of Navy-wide Facilities Management functions; advice 8nd essistance to Major Claimants on budget preparation Snd distribution of Facilities Management resources; administration and Combination of the Navy’s Environmental Pollution Control efforts; administration of the fire protection program (excluding engineering and design and construction) for Navy shore activities; budget justificetion and execution of CNM facilities (,major repair/minor construction) projects; management operation of Public Works Centers: procurement and maintenance of Fleet Moorings; and establishment of requirements, procurement, and 8=9gnrf@nl of telephone, transportation and Mobile Utility Support Equipment.

Program X. ADMINISTRATION. The Administration Program provides leadership, direction and policy

guidance to the Naval Facilities Engineenng Command aIS0 responsible for the development of techniques and and Civil Engmeer Corps. It drrects an integrated concepts for the utilization of NAVFAClNCF capabilities to Command system of planning, programming, budgeting support Navy wartime requirements. The 062 Division acts and appraisal, and the Navy Facilities System; it formulates as CNM’s ABFC System Engineer, including the Civil Engineer Corps, OCCFLD 13 enlisted, and civilian translation of requirements, technology, and guidande personnel plans and policies: and provides organizational from higher authority into Advance Base Functional and financial management services; operating and Components and is designated as the manager of the administrative services; legal counsel; public affairs; NAVFAC ABFC program. Command inspections and other staft services to the Command. Additionally, 962 acts as CNO’s Technical Advisor for

Disaster Preparedness and manages the Navy’s portion of the Joint Resources Assessment Data Base Program. . 4. NAVFACCHCIVENGS ORGANIZATION fOR NCF

1) SUPPORT. The organizational structure of NAVFAC Headquarters is depicted in Figure 16-l. Therein, the Deputy Commander for Military Readiness. Code 96 is the organizational component with primary responsibility for prosecuting NAVFACXHCIVENGS support and advisor responsibilities for the Naval Construction Force and provision of essistance in the development of CECOCCFLD 13 personnel plans and policies. The Deputy Commander for Manpower and Organization and Assistant Chief of Civil Engineers, Code 09M. has primary responsiblity for prosecuting NAVFACICHCIVENGS support and advisor responsibility for CEC Officer end OCCFLD 13 enlisted personnel, which includes monitoring the requirements of OCCFLD 13 entisted personnel to ensure that proper utilization is eflected and that the NCF is supponed by a rotation base fn consonance with current

r-- Navy policy. The Deputy Commander for Manpower and Organization and the Assistant Chief of Civil Engineers (Code 09M) and the four subordinate Divisions which support the Assistant Commander for Military Readiness (Code 06) are described below.

.The Deputy Commrnder for Mnnpower and Organization md Assistant Chief of Clvll Engineers (Code 99M). The Deputy Commander for Manpower and Organization and Assistant Chief of Civil Engineers acts for the Commander, Naval Facilities Engineering Command and Chief of Civil Engineers In the area of military personnel, civilian personnel. organization. and administratlve functions and services. He is responsible for formulating, implementing~and coordinating Civil Engineer Corps, OCCFLD 13 enlisted personnel and civilian personnel plans, training plans and policies, and for appraising their effectiveness. He is responsible for ensuring integrntion and coordination of these manpower progmrns wtth civilian personnel management opamtions at both Headquarters and field levels. The 99M sewes as the principal &visor and assistant to the Chief of Civil Engineerson all matters pettaining to Civil Engineer Corps officers snd OCCFLD 13 enlisted personnel and is responsible for organizational and administrative functions including required administrative services, effective utilization of resources assigned, and efficient operation of fhe organizations assigned for direction.

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,r”‘ The Rerdlnear Planning Dlvlelon (062). This Division Provides medium and tong range plans for NAVFACMCF military readiness through analysis of current and p;ojected strategy, policy concepts, and technology. ft is

The Serbee DLvlrion (063). This Division carries out the responsibilities of the Chief of Civil Engineers for the operation and support of both the Active and Reserve Naval Construction Force. More specifically, the Division perfomrs the following functions:

(1) Acts as the focal point on all matters penaining to the operation and suppon of the active and Reserve Naval Construction Force.

(2) Acts as Program Sponsor for the Reserve Program as it relates to the Reserve Naval Construction Force and other CEC and OCCFLD 13 programs.

(3) Assists and coordinates at all Command levels in the development and delense of programs and budgets for the NCF, including CBUs and Reserve programs.

(4) Recommends relative priorities for NCF hardware allocation between active and resewe elements. within available resources.

Ths Materlrl Mnnrgement Divlslon (964). This Division provides policy and direction in the functional area of Material Management: including planning, programming and budgeting for Civil Engineer Support Equipment. procurement, transportation. provisioning. and supply supprrt. Additicnally. thus Division directs NAVFAC’s International Logistics program; coordinates NAVFAC Mobilization Production Planning; and manages the Defense Materials and Priorities System for the Command and its field activities.

The CBC Command Menagement Divirlon (065). This Division establishes policy and provides management direction for operations at the Construction Battalion Centers. This includes determination of resources required for the CBCs to successfully accomplish their mission and presentation ot these requirements to higher authority for approval. Chapter 17 discusses the role of the CBCs in support of the Naval Construction Force.

6. NAVFAC MATERIAL SUPPORT TO THE NCF.

CIVIL ENGINEER SUPPORT EOUIPYENT (CESE) AND ClVfL ENGINEER END lTEMS (CEEI). Every category of equipment or material in the Defense and Navy Supply Systems is identified by a %ognitance Symbol” consisting

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Flgun 113-l NAVFAC Orgsnlzetlon

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of a numeral and a capital letter. All items identified by the same cognizance symbol are managed by a single Inventory Manager. The Naval Facilities Engineering Command is the inventory manager for Civil Engineer Support Equipment (CESE) and Ciil Engineer End Items (CEEI) 2C cognizance material, These equipments and supporting items are required to supporl the operating forces of the Navy, the Marine Corps, and the Naval Shore Establishment in regard to shore facilities, transponation and related engineering material and equipment.

NAVFAC responsibility includes research and development, budgeting, procurement, storage, preservation. packing, quality control, engineering. fiscal administration and management for 2C cognizance material. In consonance with the responsibilities discussed above, cognizance symbol 2C material falling in the category of CESE includes:

(1) all automotive equipment, including general and special purpose vehicles (commercial or tactical) designed and used on and off highways for the transportation of personnel, cargo. tools, equipment. and for tlretighting purposes ;

(2) all construction equipment which is defined as mechanical equipment used in the construction and maintenance of roads, bndges. buildings, or other kinds of real properly. including cranes (both truck and crawlermounted). road rollers, motor graders. tractors. scrapers. street sweepers, pumps. air compressors, rock crushing plants, concrete mixing plants, asphalt plants, and like equipment;

(3) all weight-handling equipment used ashore in liftmg large units of materials and in some instances transporting or loading such material (exclusive of materials handling equipment). including such equipment 6s hoists (except those of the elevator type): cranes of the overhead. wall, pillow, and jig type. cranes of the portal, tower. and locomotive 4ype; also cranes of gantry, or cantilever gantry type: derr ,‘ks and propulsion units;

(4) all railroad equipment such as locomotives and other rolling stock designed for use on rails.

Those ttems falling into the category of CEEI include: waterfront type equipment and material. such as prefabricated structures. pontoons. accessories, floating drydocks, mooring equipment and navigational marker bouys: knockdown fuel oil and water storage tanks; package boilers and generator sets; switchgear: transformers; commercial type refrigerator equipment; air conditioning units: elevators; escalators; distillation grid purification units and other water treatment systems: water-fuel separators; and petroleum production equipment.

The Construction, Automotive and Special Equipment Management Information System (CASEMIS) is a comprehensive equipment management System,

developed by the Naval Facilities Engineering Command tomanage the U.S. Navy’s total population of Constructron. Automotive and Special Equtpment. CASEMIS embooles the latest management techniques to facilitate controllmg of the equipment inventory through its entire liie cycle. The system utilizes a cer.?zly processed data base containing registration recor& for the total worldwide inventory. operational and maintenance performance indlces associated with this equipment and the elements necessary to measure actual performance, and to monitor the current status.

CASEMIS is composed of three integrated subsystems. The Basic equipment inventory control subsystem. with Its inherent central data base, provides information to NAVFAC headquatlers, the Civil Engineer Support Office. the regional managers a1 the Engineering Field Division Major Claimant, Naval Construction Regimeni. activity transportation managers. is hereafter referred to as Registration and Inventory (R&I) subsystem.

The second subsystem is the Planning Programming and Budgeting (PPB) subsystem. This subsystem provides the equipment Resource Manager with equipment replacement criteria 8nd considers budget constraints. then determines which equipment is to be replaced and what new procurement action is required.

The third subsystem is the Operations and Marntenance (O&M) subsystem. This subsystem provides various levels of transportation management with equipmenl operalIon and maintenance cost information.

Repair Part6 Support. NAVFAC has the technical responsibility ior determining the maintena.nce policy applicable to 2C cognizance equipment under terms of a program support agreement between NAVFAC and NAVSLJP.

The Civil Engineer Support Office (CESO) provides to Navy Ships Parts Control Center (SPCC). MechanIcsburg. . PA., main!enance policy and technical data in the form of Lead Allowance Parts Lists (IAPLs) for development of the Allowance Parts Lists (APLs) required to suppon 2C cognizance equipment, the APL identifies the range and depfi of repair parts required to supporl2C cognizance bquipment for a specific period of time.

Repair Parts Suppo~ for NCF equipment is subdivided into the following categories:

(1) CESE. Each NCF unit is provided one or more 8815 of repair parts to support assigned USN-registered automotive, COn6truCtion, material handling, and specialized equipment. Each set of these repair parts is covered by a Consolidated Seabee .Allowance List (COSAL). Separate COSALs and sets of pans can be provided for parts common items. organic (allowance) equipment repair parIs. and augment equipment repair pea.

(4) CAMPS. Seabee CAMPS have COSAL support for Allowance Parts Lists (APL) worthy mechanical/electrical equipment located at NMCB camp sites. maintenance/update of camp COSALS is accomplished via the validation verification process reported lo SPCC as equipment changes occur. SPCC provides bi-annual COSALS to NMCB units at Seabee camp sites.

(5) NMCB TOAs. Programs are underway to develop COSALS for all items listed in paragraphs (2) ‘3’ and (4) above to provide support for mobilitatlon readiness, NMCB’s, CBC’sand CESO are coordinating the NMCB TOA COSAL Program to provide NMCB with COSAL coverage for all APL worthy equipment.

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CHAPTER 17 THE CONSTRUCTION BAllALlON CENTERS

1. OVERVIEW. There are, within the Naval Shore Establishment, three Naval Construction Battalion Centers (CBCs) in active, operational status under a Commanding officer, which are field activities of the Naval Facilities Engineering Command (NAVFAC). The two located at Port Hueneme, California, and Gulfport, Mississippi, serve as the primary logistic support points for the Naval Construction Force (NCF). The CBC located at Davisville, Rhode Island. serves as a storage point for Prepositioned War Reserve Material Stock (PWRMS) and supports the mobilization requirements of the Reserve Naval Construction Forces.

2. BRIEF HISTORY. Prior to World War II a consortium of contractors was engaged in building overseas advance bases for the Bureau of Yards and Docks. Included in the contracts was the procurement, assembly and preparation of equipment and materials.

Immediately after the attack on Pearl Harbor the decision was made to remove civilian contractors from combat areas and the job of construction of advance bases was assigned to Seabees, a new organization formed by Admiral Ben Moreell. Under Admiral Moreell’s direction,

thisforce grew from 3,300 men in December 1941 to more than ten thousand officers and two hundred and forty thousand enlisted personnel. Since the Seabees would be using the same kind of equipment as the various contractors had been using, and since there were serious problems in obtaining this specialized and scarce equipment and materials through normal Navy channels, it was decided that the most practical system would be to have the contractors continue as procurement agents.

These procurement-contracts were expanded to include the construction arid-operation of Advance Base Depots (ABDs) in the United States. At the ABDs, material and equipment would be procured, collected, assembled, tested and stored, packed, and shipped to construction sites overseas as required. Three sites were selected for their stategic location relative to the combat area to be supported: (1) Davisville, Rhode Island; (2) Gulfport, Mississippi; and (3) Port Hueneme, California.

Construction of the Advance Base Depot, Davisville started on 11 March 1942 (Figure 17-l). This location afforded a protected harbor for shipments to Europe. A pier 1,200 feet long was constructed, as well as 40 miles of

HAVAL CONSTRUCTION BATTALION CENTER

DAVISVILLE, RHODE ISLAND

COMMANDING OFFICER oa

c ?

DEPUTY EEO SAFETY OFFICE

05 06

I I I * . I I I ADMINISTRATION PUBLIC WORKS CONSTRUCTION

7 SUPPLY

DEPARTMENT DEPARTMENT EQUIPMENT SECURITY

DEPARTMENT OFFICE * an

I- DEPARTMENT4

4 h so 60

Figure 17-1 NCBC, Davisville Organization

17-1

roads and 20 miles of railroad, warehouses, manufacturing spaces and administrative spaces were laid out to accommodate the industrial nature of the activity.

Construction at Port Hueneme was started in April 1942 (Figure 17-2). This site included an existing port which was the only deep water harbor between Los Angeles and San Francisco. In its layout, the Depot at Port Hueneme benefitted from the experience gained at Davisville, and like its east coast counterpart, was primarily oriented to an industrial operation.

A third depot was started in May 1942 at Gulfport, Mississippi (Figure 17-3). There was available here an uncongested deep water port and extensive areas that could be used for storage. The plant layout was greatly improved over the other two ABDs as a result of the experience gained in their construction. Industrial and storage facilities were segregated. In addition, since training camps were assigned to the three ABDs while construction was still underway, troop facilities were constructed and divided into subareas of battalion size.

Throughout World War II these ABDs functioned as home bases, training camps and logistic support points for Seabees.

By the end of 1945 all Seabee activities were transferred to Port Hueneme, which was then established as a Construction Battalion Center.

At the outset of the Korean conflict the Bureau of Yards and Docks was reassigned control of the two Centers. CBC Davisville and CBC Port Hueneme supported homeported troops and provided deployed logistic support. CBC Gulfport remained in an industrial status until it became fully operational with the Southeast Asia buildup. Since that time all three Centers have had identical missions until November 1973 when a reduction in mission for CBC Davisville was announced by CNO as part of the Shore Establishment Realignment. CBC, Davisville now has a mission of supporting mobilization requirements of both active and reserve units of the NCF and providing storage and preservation facilities for Advance Base and Mobilization Stocks and to provide mobilization facilities to support the NCF. Since 1976 CBC, Davisville has been the permanent drill site for four reserve units of the NCF: RNMCB-12.7 RNCR, 21 RNCR and RNCBC. Additionally, various units of the Reserve NCF conduct their annual two-week active duty for training at Davisville. The Center offers a complete training facility for all types of military and construction training including training under cold weather conditions. An adjacent airfield which bases an Air National Guard unit has proven very beneficial in providing Air Det mount-out training to reserve Seabees.

3. CHAIN OF COMMAND AND ORGANIZAITON OF CBCs. The two CBCs that are homeport to all active Naval Mobile Construction Battalions (NMCBs) exercise no command over any element of the NCF, nor does the Commander, Naval Facilities Engineering Command

(COMNAVFAC). By way of authority delegated by CNO through CNM, COMNAVFAC exercises command over the CBCs by providing management direction to programs that / affect the performance of the Centers. To promote overall i operating efficiency and program effectiveness, this direction specifically covers:

(1) Performance of missions, tasks and functions;

(2) Capability and method of accompllishment; and

(3) Adequacy of resources and support including funds, manpower, facilities and material.

The Commanding Officers of CBC Port Hueneme and CBC Gulfport exercise area coordination over homeported NMCBs and serve as the Commanders of the homeport Naval Construction Regiments (NCR). In this role, as Regimental Commander, they provide continuity of direction and coordination of nonoperational functions for the NMCBs in humeport.

The CBCs are organized to provide complete support to homeported and deployed NMCBs. This support is analogous to the support that a Naval Base gives to ships it supports. The support provided by the CBCs vanes with the tenant, but in the case of NCF units, all Center facilities are available. Homeported units provide their own organizational supplies and equipment and assign personnel as requested to assist in the operation of consolidated support services, such as medical and dental services. The mission of CBC and their tasks and functions are discussed in detail below. ‘.

4. CBC FACILITIES. In over 30 years of operation the basic plant layouts have not changed significantly, although new construction has increased capacity and improved industrial operations and the habitability levels for homeported troops. CBC Gulfport has undergone the most dramatic change as a result of replacement construction for facilities destroyed by Hurricane Camille in 1969.

CBC plant properties include barracks, dining facilities, clubs, special services facilities as well as training buildings and areas to provide a full range of services for homeported troops and their dependents. Industrial buildings and structures include all the necessary warehouse and shop spaces to fully support the NCF while homeported and deployed, and all tenants and customers of the CBCs.

.

5. CBC MISSION (PORT HUENEKWGULFPORT). The primary mission of the CBCs is to provide maximum support to the NCF within available resources and to maintain a state of readiness for any future eventuality. The stated mission is as follows:

Yo support the Naval Construction Force, fleet units and assigned organizational units deployed from, or homeported at the Center; to support mobilization requirements of the Naval Construction Force; to

17-2

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NAVAL CON6TffUC1IOW (IATTAUOM CENTER

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Figure 17-2 NCBC. Poti Hueneme Organlzatlon

3 b

10

COMMANDINt3 OFFICER

lOA 1e

COMMAND DEPUTY EDUAL

MASTER CWEF EMPLOYMENT OPPOR. TUNITY OFFICER

I 11 A

EXECUTIVE OFFICER

I I 12 13 14 17

7

ADIII)NISTRAT?DN FAMILY STAFF JUDOE AND SERVICES CHAPLIN ADVOCATE

SAFETY OFFICE

OFFICE B -DLLER \-I-I

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MlLlTARY CWILIAN SERVICES PERSONNEL OFFICE OFFICE

I W

CONSTRvcTlON EDUIPMENT OEPARTMEMT

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Figure 17-3 NCBC, Gulfport Organlzatlon

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store, preserve. and ship advance base and mobilization 5:ocks. to perform engineering and technical services, and such other tasks as may be assigned by higher authority.”

In addition, each Center has been assigned functions which are peculiar to that Center. Thus. even though each Center performs the same basic mission, there are differences in overall operations. CBC Gulfport, having a good climate and ample space, has developed outstanding training capabilities and is now the main training point for the Reserve Naval Construction Force two week active duty training. CBC Port Hueneme has become the largest of the CBCs. It supports several large tenants, provides services for all Armed Forces in the area and performs many NAVFAC decentralized functions. It also has a large industrial operation,

6. TASKS AND FUNCTIONS (PORT HUENEMEGULFPORT). The Construction Battalion Centers serve as the primary logistic support point for the NCF. CBC departments provide technical, supply. administrative and engineering expertise which assure effective integration and systems planning in support of the

.F”-”

broad spectrum of functions performed by the NCF.

Additionally, the Construction Battalion Centers provide storage and outloading port services to other activities of the Anned Forces; provide host support to various tenant activities assigned; and act as primary distribution point for material under the inventory management of the Naval Facilities Engineering Command. Specifically, tasks and functions. performed are as follows:

(1) Special Support of the Sesbee Systems. Provide general logistics support for active duty, ACDUTRA. and weekend reserve NCF units. Procure. ship, maintain, overhaul and dispose of allowance items assigned to Naval Construction Force units. This includes maintaining and overhauling automotive and construction equipment allowances of the NCF and of their assigned units in accordance with NAVFAC directives. Sustain logistic support to NMCBs white deployed. Procure, handle, pack and ship construction materials requisitioned by units located overseas. Procure, store, handle and issue Prepositioned War Reserve Material Stock.

(2) Advance Base Material Support Including: Receipt, storage and shipment of PWRMS and of the items of material and equipment under the cognizance of NAVFAC, to include inspection, testing, maintenance and preservation. Make modifications and/or convert equipment to bring it up to presentday standards or to meet unusual conditions. Coordinate with Naval Construction Training Centers and other tenant units ‘in order to provide the maximum possible support to the readiness goals of the NCF.

f+-

(3) General Logistic Support - NCF sn’d all Tenants. Provide supply services including procurement, storage, issue, disposal, and stock control of material and

prOViSiOnS for local issue; operation of enlisted dining facilities and clothing and small stores. Provide administrative services including accounting. management engineering, industrial relations, office SeWiCeS, security and communications. Provide military personnel services including administration. discipline legal, berthing, training, morale, medical, dental and Navy Exchange facilities.

(4) Tasks and Functions Peouliar to Each Center. Tasks and functions which are performed only at one Center are as follows:

(a) CBC Gulfport. Support of Superintendent of Ships, Pascagoula, providing interim storage facilitres.

(b) CBC Port Hueneme.

Port Author&y - The Commanding Cfficer acts as ‘Port Authority for Port of Port Hueneme”. deciding policy actiOnS in regard to the operation, management, and administration of the military/commercial port. CBC Port Hueneme also provides berthing. tugs, pilots and fuel.

Subsistence - Procures, stores and issues to all activities in the area:

Navst Support Force, Antartica - Provide procurement receiving, packing and shipping services in support of National Science Foundation lnstallatrons in the Antartica.

Housing Referrsl - Provides off-base housing referral services to all military personnel in the Port Hueneme - Point Mugu area.

NAVFAC Historian : Locates, collects. evaluates and maintains documentary records of historical significance relative to the Naval Facilities Engineering Command, Civil Engineer Corps and the Naval Construction Force.

Naval Energy and Environmental Support Activity (NEESA) - Provide management and technical support services and emergency utilities support to Navy and Marine Corps activttiea.

NAVFAC Facilities Systems Office (FACSO) - FACSO receives central guidance and direction from the NAVFAC Facilities System Group, located in headquarters NAVFAC. FACSO is the central point for programming, maintaining and operating Standard Management Information/Data Systems for all NAVFAC geld activities and those Navy-wide systemusub-systems relating to facilities, acquisition and management, as assigned. Moreover, FACSO serves as a central computer processing center linked with CBC Gulfport by telecommunication equipment. FACSO also provides data processing service to the NCF upon request. Such service may be requested at the homeport location.

17-s .

Clvif Engineer Suppon Office (CESO) - CESO performs decentralized Headquaners function for NAVFAC. The functions of this organization are further discussed in subsequent sections of this chapter.

7. TASKS AND FUNCTfONS (CBC DAVISVILLE).

(1) The mission of CBC Davisville does not currently include support of homeponed NCF or other Fleet units. The mission of CBC Davisvilie is as follows:

70 supporl mobilization requirements of the active Naval Construction Force and to act as a mobilization base forthe rapid assembly, outfiiing and readying of reserve construction battalions; to store, preserve and ship advanced base and mobilization stocks; and to perlonn such other tasks as may be assigned by higher authority.” ’

(2) Tasks and functions peculiar to CBC. Davisville:

(a) Procure, receive, pack and ship collateral equipment for Atlantic, European and Caribbean military construction projects.

(b) Provide storage facilities for NAVSEA submarine construction program.

(c) Provide facilities’support to the Navy Resale and Services Support Office (NRSSO) for regional procurement, storage and maintenance operations.

(d) Provide faciiities&uppon to the Delense Propeny Disposal Office for regional disposal operations.

(e) Provide facilities/support to the U.S. Public Health Service (FDA) Northeast Technical Services Unit for operations of the National Sheltfish Sanitation Program.

(1) Provide various facilities and support to approximately 30 other tenants

6. CONSTRUCTION EQUIPMENT DEPARTMENT (CED) AND SUPPLY SUPPORT. The industrial aspect of the CBCs is primarily carried out in the Construction Equipment Departments (CEDs) and to a lesser degree in the Supply Departments. Complex equipment, such as trucks, construction and weight handling equipment, generators and pumps is maintained by the CEDs. Other equipment and supplies, such as pre-engineered buildings, heaters or hand-tools are maintained by the Supply Department. Prepositioned War Reserve Materiel Stock (PWRMS) must be kept in a hiih state of readiness by the CED and must be available for immediate outloading.

The CEDs provide overhaul and rehabilitation’of the complex equipment required by the Battalions to conduct routine training deployments. Automotive, construction, weight handling and service equipment that requires

extensive maintenance is brought back from the deployment sites and turned over to the CED for repair.

The CEDs provide maintenance of specified complex equipment in a ready-for-issue condition. This equipment may be part of the basic allowance, the special supplemental functional component pool or the special allowances to suppon Seabee operations. Also, the CEDs provide indirect support, performing the technical management, repair, maintenance and overhaul of PWRMS equipment. This includes inspection of incoming equipment for completeness and confomrance to contract specifications; preservation, packing. and marking of complex stock for storage or shipment; inspection, maintenance, and quality control of all preserved and stored equipment; and analysis of presewation methods and cost data. The PWRMS equipment maintained by CED provides a considerable portion of the NAVFAC contribution to war resewe stock. 11 may be used as pan of the equipment needed by a NMCB to build the advance base.

0. CIVIL ENGINEER SUPPORT OFFlCE (CESO). As stated in the previous section, the Civil Engineer Suppon Office is a component organization of CBC. Port Hueneme, which performs the majority of the decentralized NAVFAC Headquarters management functions relating directly to the NCF. Primarily, their functions are:

(1) Assists active and reserve units of the NCF in maintaining a maximum state of readiness by coordinating the determination of personnel, training, and hardware requirements; acquiring and managing pre-positroned material; developing allowances: reviewing equipment utilization; and reviewing training and ‘utilization of OCCFLD 13 personnel.

(2) Establishes maintenance and overhaul policies and standards for NCF equipment.

(3) Obtains, reviews, and structures CNO contingency plan data such that a validated data base with associated audir trails can be developed to suppon reports related to budgetrng Pm-positioned War Reserve Matenat Requirements and Industrial Preparedness Production Planning. Associated planning repoRs relate directly to stocking objective, readiness reporting, Industrial Preparedness Production Planning and storage requirements and indirectty to special stratification reports associated wfth PWRMS. *

(4) Develops, implements, and maintains data Collection system to provide feedback on repair parts support effectiveness and equipment maintenance costs and perfomance throughout equipment life cycle.

(5) DSdemineS requirements for content of the equipment technical manuals as related to maintenance, repair overhaul and aperation.

(6) Develops, prepares, and maintains LAPLs (Lead Allowance Parts Lists) commensurate with the

17-6

f”“’

.

maintenance policy and agreements between NAVFAC (14) Develops supply operating procedures and and SPCC for suppon 01 NCF and PWRMS USN and non provides indoctfmatron and tratning pertaininc to new or USN-numbered equipments; CESE consigned to ships: revised procedures involving the three CBCs in those and, as required. for USN-numbered equipment for naval areas interfacing with of affecting the mechanized supply shore activities. system.

(7) Participates in NMCB on-site visits to obtain operational experience data for area of responsibilities.

(8) Develops inputs for TOAs for CESE and CEEI for NCF units and for insertion in the ABFC system. Appraises equipment and availability in relation to NCF and ABFC requirements and revises allowance lists to maintin the NCF and ABFCs at maximum eflectiveness abreast of the Mate-of-the-art.

(9) Manages NAVFAC PWRMS, final title and special inventory accounts.

(10) Performs inventory manager cataloging functions for NAVFAC cognizant and specifically assigned items.

(11) Prepares and issues procurement documents (MIPRs ‘Requisitions) to contracting offices for purchase of automotive, construction, weight-handling, tesl and evaluation. and special purpose equipment in suppon of worldwide NCF and the Shore Establishment, and is status control point for such procurement. Ensures that Navy technical and functional requirements are met.

(12) Maintains a worktng knowledge of industry’s position and user requirements regarding technical data.

(13) Provides representation for CESO and NAVFAC on committees. study groups and conferences concerned with provisioning technical data, as required.

(15) Develops and implements system, program and procedural changes in consonance with DOD Navy Military standard operating directives (e.g., MILSTRIP. MILSTRAP, MILSTAMP, MILSTEP. MILSCAP).

(16) Provides requirements tar development and assists in installation, implementation, and maintenance oi systems and procedures in support of 2C Cog Inventory Management, 2C Cog and ABFC matenaf catalogrng NAVFAC and Fleet Final Title Management, Technical Manual System, and PWAMS Management.

(17) Is responsible for NCF TOA and repalr pals support. Arranges with SPCC for the production of COSALs.

(16) Provides s?aff support in determinatton of NCF personnel requirements.

(19) Develops and coordinates OCCFLD 13 tralnrng programs.

(20) Develops allowance support matena’ Inod’ to* other than 2C cognizance matsrial inpu: for other tha- 2C cognizance material for NCF Tables of Allowance 8-c coordinates all actions concerning Tables of Allowance

(21) Provides program coordination for manags-?’ information systems used by the NCF. includrng sysle-l processed at the Facilities Syslems OflIce (FACSD. •~ well as those processed on local minicomputers

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L

CHAPTER 18 NAVAL CONSTRtJCTfON FORCE

SUPPORT UNIT (NCFSU)

1. MISSION. The Naval Construction Force Suppon Unit (NCFSU) provides construction logistic suppon in the deployment area for a Naval Construction Regiment (NCR) and up to four Naval Mobile Construction Battalions (NMCBs). It is normally a separately identified component to the NCR (P-29).

Custodian of and maintains inventory control for special NCF augment equipment and issues this specialized augment equipment to NMCBs.

Operates Local and Longhaul Transportation Equipment in support of NCF units. Performs organizational and intermediate maintenance and Repair for NCFSU. NCR and NCB organic and NCFSU augment equipment not issued lo an NMCB. Repairs/equipment assemblies and subassemblies such as transmissions, engines, generators, and motors for NCFSU organic and augment equipment (NMCBs will perform organizational and intermediate maintenance and repair of NCFSU augment equipment issued to the NMCBs.

Provides supervisoryfiechnical personnel in support of NMCBs to facilitate Operation and maintenance of special NCF augment equipment required for rock production, asphalt plant operations, well drilling, soil stabilization, electrical transmission line installation. heavy bridge construction and concrete plant product.

Performs inventory management of construction materials including those for advanced base functional components, including, requisition. expediting: receiot. control. issue, dellvery, retrograding, and other supply functions for supported NCF units.

Provides facility planning. design, estimating and engineering services as required, for NMCBs to execute construction projects.

Provides and operates limited Automated Data Processing (ADP) setice in support of the NCFSU and NCR.

NMCBs assigned to the NCR will provide messing, medical and dental suppon and camp area which includes shelters and utilities for quarters. administration, warehousing. chops and defensive fortifications. The NCFSU will have the capability of conducting limited defensive militafy operations to augment the host NMCB and lo prbvfde convoy defense for long-haul operations.

2. NCFSU INTERNAL FUNCTIONS

A. Admlniatratlve Bervicea

1. Admistration: Performs clerical services for NCFSU; reviews and maintains current personnel records; reviews and provides assistance and advice for advancements, awards and disciplinary cases: administers the transfer and receipt of personnel. matter concerning casualities and injuries and other matters of a personnel or command nature.

2. Becurlty: Recommends NCFSU defense requirements; supervises NCFSU security watches. ammunition and weapons issue and inventory, and weapon repair.

2. COmmUniCatlOnS: Supervises the communication equipment inventory, instaliatton and operation: repairs organic communication equipment.

4. Personnel Supporti Medical. BOO. Food and Navy Exchange Services: Provides augment to hDst unit for the general mess, officers mess, officers quanefs. disbuning office, and medical facility: provides medical personnel for NCFSU defensive units when formed; operates NCFSU barber shop or augments host units barber shop of Navy Exchange as required.

8. Equlpment Management:

7. Equlpment Operations Section:

a. Local TranSpOrWlOn: Controls the hauling and VanspoRing of materials and equipment within the tocal area of operations of the NCFSU. a radius of approximately 10 miles.

b. Long Haul fmnspomtion: Provides for hauling and transporting of project materials, augment and supporl equipment to outlying NCF units relying on NCFSU support. Hauls of this type will usually involve convoys equipped with emergency repair tools, vehrclss. drivers and “shot gun riders”. Convoys of this type will usually be guests of the outlying unit Overnight and return to parent command the following day.

c. Equipment Cycling: Conducts scheduled preventive maintenance on, and cycles

NCFSU ORGANIZATION

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Flgure 18-l NCFSU Organlraflon

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augment equipment that is in a storage status in the NCWJ equipment yard.

2. Equfpment Maintenance Section:

a. Automotive Shop: Performs organizational and intermediate maintenance on organic and augment automotive equipment (not assigned to field unit). Removes and replaces component parts for overhaul.

b. Construction Equlpment Shop: Performs organizational and intermediate maintenance on organic and augment construction equipment. (not assigned to field unit) Removes and replaces component parts for overhaul. Overhauls component parts as required.

c. Automotive Electric and Battery Shop: Tests, repairs and adjusts automotive electrica! components. operates the battery shop to maintain a supply of charged wet cell batteries for automotive and construction equipment, mixes electrolite and fills dry-charged wet cell batteries, removes and installs batteries in automotive and construction equipment.

d. Lubrication Rack and fire Repair Shop: Operates the lubrication rack for lubrication, oil and filter changes of organic and augment (not assigned to field unit) automotive and construction equipment. operates the tire shop in dismounting, disassembling repairing, assembling, and mounting tubeless and tube-type wheels and tires on organic and augment automotive and construction equipment.

e. Motor and Generator Overhaul Shop: Performs intermediate maintenance on AC and DC electric motors, and generators for organic and .augment automotive and construction equipment and industrial plants. Overhauls component parts as workload permits.

1. franrmlssfon and Engine Dvemaul Shop: Perlorms intermediate maintenance on automatic, power shift and conventional transmissions, gasoline and diesel engines for organic and augment (not assigned to field units) automotive and construction equipment. Overhauls component Transmissions and Engines as workload permits.

3. Tsohnical Support, Augment Equipment Assignment:

a. Augment Equipment Assignment: Provides Information on augment equipment available; maintains inventory assignment and ufiliiation records; and arranges for receipt, transfer and hauling of augment equipment. (Assignment made by NCR with advise from NCFSU).

b. Equipment Rehrbllffatfon: Arranges wffh fhe maintenance aecfion for inspection and coding of

I

: :’

equipment for rehabilitation; maintains receipt and transfer records; and arranges for hauling and shopping of equipment for rehabilitation with the equipment operations, and supply sections. Reviewvinspects maintenance performed on augment equipment by applicable NM+.

c. Technical Support: Provides technical advice to supported NCF units regarding methods, types peculiar maintenance and availability of equipment best suited for well drilling, rock drilling. crushing. and screening; soil stabilization and compaction; asphalt and concrete plant and paving operations: and electrical power requirements for crushing and batching operations. Provides Technical Assistance in the erection. operation and maintenance of these equipment plants.

C. Engineering Services:

1. Design: Perform design review of project plans assigned by the NCR prior to assignment; and provides shop drawings to facilitate execution of plans provided by others.

2. Plrnnlng and Estfmating (PLE): Provides planning and estimating services for projects to be assigned or assigned to supported units on time. manpower, materials, and equipment requirements and cost estimate.

3. Surveying: Provide surveying services or projects and tasks to be assigned or assigned tosupported unitsand data for use by the NCFSU design section.

4. Soils Anafysls and Materials Testing: Analyzes aggregates and soils and tests materials available locally or imponed to determine quality and suitability for use by supported units or assigned projects: tests core samples on materials placed to determine if standards are met.

D. Logistics:

1. Supply: Provides for air and surface transportation for automotive and construction augment and organic equipment; repair parts for NCFSU organic and augment equipment; and NCFSU oonsumables and supplies. Requisitions NMCB project materials and NCFSU consumables.

2 MaWfair Expedffer: &facts focal and outlying allied units to acquire project materials and consumables not available in-house or of a temporary shortage status.

3. Reprlr Parts: Operates the repair parts wpply fo support NCFSUmalntenanoe ahops in repairing augment, and NCFSU, NCR and NC8 organic equipment; requisitions repair parts and components issued or required to support maintenance on augment and NCFSU, NCR, NCB organic equipment: requisitions petroleum, oil, andIubric+nts (POL) as required by the NCFSU.

4. Msterial Llelson otfice (MLO): Maintains invenlory, issues and receives projects materials including ABFCs; supervises storage, handling, loading and tie down of projeci materials; advises the supply office on project materials to be requisitioned: supervises overall

operation of the ML0 yard.

5. The Automated Data Processing (ADP): Provides computer services for the NCR and NCFSU for operational. equipment. and materials management.

NCFSU PERSONNEL DISTFIIBUTION

COMMAND/ADMIN SERVICES

1. OFFICERS (3)

1 -CDR-SlOO(C0) 1 - LCDR - 5100 (X0) 1 - LTJG - 1100 (Admin Officer)

2. ENLISTED (23)

a. Administrative

1 - YNl - Admin Office Supervisor (2516) 1 - YN2. Correspondence Yeoman 1 - YN3 - C. 0. Yeoman 1 - PN2 - Personnel Records 3 - SN - Clerical Assistance

b. Security 6 - CN - Fuel Station and Equipment Cleaning

1 - GMG3 - Weapons Repair/Ammunition 2 - SN - Assistant

c. Communications

1 - ETNP - Electronic Tech. (COM.) 2 - CE3 - Radio and Telephone Operator

d. Personnel Support

1 - DK2 - Disbursing 2 - MS2 - Galley 1 - MS3 - Galey 1 - SH2 - Barber Shop (3122) 3 - HM3 - Hospital Corpsman 2.SN-MessCooks

EQUIPMENT MANAGEMENT

1. OFFICERS (3)

1 - LCDR - 5100 Equipment Officer . 1 - LT - 6530 Equipment Maintenance Officer

1 - LTJG - 5100 - Augment Equipment Support Offiir

2. ENUSTED (116)

a. Equipment Operations

.

1 - EQCM - Operations Supervisor 1 -YN3-Cl@rk 1 - EOl - Local Transportation Supervisor 1 - EOC - Long Haul fransporlation Supervisor 2 - EOl - Dispatcher 2 - EOl - Road Masters 1 - EOl - Crane Operator 3 - E02 - Crane Driver/Operator 4 - E02 - Forklii Operator 1 - E02 - Cycle Augment Operator 4 - E02 - Wrecker and Fuel Truck Operator 1 - E03 - Cycle Augment Operator 4 - E02 - Wrecker and Fuel Truck Operator 1 - E03 - Cycle Augment Operator 8 - E03 - Equipment Operator

15 - E03 - Cargo Truck and Tractor Trailer Operator

b. Equipment Maintenance

1 - CMCS - Maintenance Supewisor 2 - CM2 - Equipment Records 1 - CM3 - Pans Expediter 1 - CM1 - Light,Shop Supervisor 1 - CM1 - Inspector 2 - CM2 - Floor Mechanic (se01 and 5802) 4 - CM3 - Floor Mechanic 3 - CN - Mechanic Heipar 1 - CMC - Heavy Shop SupervIsor 1 - CM1 - Inspector 2 - CM2 - floor Mechanic (5801) 5 - CM3 - Fioor Mechanic 3 - CN - Mechanic Helper 1 - SW2 - Radiator Repair and Welding (6012) 1 - MR2 - Machine Shop 2 - CN - Tire Shop and Lab. Rack 1 - CM2 - Field Maintenance Mechanic 1 - CM3 - Fiild Maintenace Mechanic

c. Equipment Component Overhaul

1 - CMC - Owrhaul Shop Supewiaor 1 - CM1 - Inspector 7 - CM2 - Auto Etec. and Transmission

Mechanic, 5801(4) and 5602(4) 1 - SW2 - Radiator Repair and Welding 1 - MFt2 - Machine Shop Operator 4 - CM3 - Engine Overhaul Mechanic

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1 - CEl - ACDC Motor and Generator Repair 1 - CE3 - AC/DC Motor and Generator Repatr 2 - CN - Mechanic Helper

d Technical Support

1 - EOCS - Augment Equipment Supervisor 1 - EOl - Augment Equipment Dispatcher 2 - E03 - Augment Equipment Records 1 - EOC - Water Well Drilling Technical Advisor

(5707) 1 - EOC - Crushing and Screening Technical

Advisor (5709) 1 - EOC - Drilling and Blasting Technical Advisor

(5708) 1 - EOC - Grading. Soil Stabilization and

Compaction Technical Advisor (5711)

1 - EOC - Asphalt Piant Operations and Paving Technical Advisor (5712)

1 - CEC - Electrical Distribution Installation Technical Advisor

1 - BUl - Heavy Construction Technical Advisor (5906)

1 - CMC - Augment Equip. ‘Maintenance Technical Advisor

1 - BUl or C - Concrete Plant Technical Advisor ( 1

LOGtSTtCS

1. OFFtCERS (3)

LCDR - 3100 Supply Officer 1 - LT - 3100 Fiscal Otticer 1 - W03 - 5490 Material Liaison Officer

2. ENLISTED (35)

a. Supply Ottice .

1 - SKCS - Supply Oftice Supervisor 1 - SK1 - Req&itions/Air/Surtace Shipping

Control 3 - SK2 : MatertaVShippingReceivtng Records 2 - SK3 - Requisitions Clerk 2 - SK3 - Project Material Issue Records 2 - SKSN - Supply Assistants 1 l BUl - Materials Expeditor 1 - CEl - Matertais Expedttor

b. Repair Parts

1 - SKC - Supervisor 1. SK1 - tssue Supervisor 2 - SK3 - Parts Requisition and Records . 1 - CM2 - Parts Identification and tssue 2 - CM3 - Parls Identification and Issue 2 - SKSN - Inventory. Packing, Unpacking and

Stocking

c. Automated Data Processing

1 - DPl - Data Processing Supervisor (2721) 1 - DP2 . Programmer (2712) 1 - DP3 - Operator (2712) 1 - DS2 - ADP Equipment Maintenance

d. Materials Liaison Ottice

1 - SKC - ML0 Supervisor 1 - BUl - Project Matenal Supervisor (5915) 1 - UT1 - Project Material Supervisor (5915) 1 - SW1 - Project Material Supervisor (5915) 2 - E02 - Forklift Operator

. 2 - E03 - Forklift Operator 1 - SK3 - ML0 Records

ENGlNEERtNG SUPPORT

1. OFFtCERS (3)

1 - LCDR - 5100 Engineering Suppon Offwzer 1 - LT - 5100 Asst. Engineering Suppon Officer 2 - LTJG - 5100 Design Officer

2. ENLtSTED (28)

a. Design Section

1 - EAC - Drafting Supervision 1 - EAl - Drattsman 2 - EA2 - Draftsman 1 - YN3 - Clerical Services

b. Surveying

1 - EACS - Surveying Supervisor 2 - EAl - Party Chief 2 - EA2 - Party Member 2 - EA3 - Party Member 4 - CN - Party Member

c. Soil Analysis and Material Testing

1 - EAC - Analysis and Testing Supervisor (5502)

2 - EAl - Analysis and Testing (5502) 2 - EA3 - Analysis and Testing (5502)

d. Planning and Estimating

1 - EAC - Planning and Estimating Supervisor 1 - EAl - Planner-estimator 1 - BUl - Ptanner-estimator 1 - CEl - Planner-estimator 1 - EOl - Planner-estimator 1 - UT1 - Planner-estimator 1 - SW1 - Planner-estimator

.

BlBLlOGRAPHY

CHAPTERS 1 and 2

None

BUMED Instruction of the 6820.4, Professional Medical, Dental, Paramedical, Nursing and related Technical Books and Journals; requirements for the procurement of

NAVMAT instruction 8300.1, Small Arms and Weapons Manegement Program; policy end guidance concerning

JAG instruction 5800.8. Manual for Courts-Martial

NAVMC-11 O-A03F. U. S. Marina Corps Stsff Manuel

NAVMED, P5010, iAanual of Naval Preventive Medicine

NAVMED P5040, Guide for Naval Medical Department Officers

NAVMED P5004, Handbook pf Hospltal Corps

Uniform Code of Mliitary Justice

U. S. Army Field Manuals. FM 21~10. Military Sanitation

NAVPERS 15664, .The Chaplain’s Manual

United States Navy Regulations, Articles 0701 through 0740,0807.0843.0696 through 0972.0975 through 0979: Chapter 8

DOD instruction 5200.1, Department of Defense information Security Program

OPNAV instruction 5213.3:Reportr Control Progrem In the Opereting Forces of the Navy

COMCBPACICOMCBIANT instruction 1510.1, COMCBPAC/COMCBLANTTactical Embarkation Manual; promulgation of

JAG, lnstructiin 5800.7, Manual of tha Judge Advocata General

JAG instruction 5800.8, Manuel+rstit

NAVPERS 10009, Wrlting Gulde for Naval Officers

NAVPERS 15560, Naval Milltsry Personnel Manual

NAVPERS 15909, Enlisted Trensfer Manual -

f-- NAVPERS 18068. Manual of Navy Enllsted Manpower and Personnel Classifications and Occupationel Stendsrds

Biblimphy 1

NAVSO P-3058, Navy Pay and Personnel Procedures Manual .

OPNAV P34-03, bnding Party Manual

SECNAV Instruction 1650.1, Navy and Marine Corps Awards Manual

SECNAV instruction 5216.5, Department of the Navy Correspondence Manual

Uniform Code of Miittary Justice

NAVPERS 16665, United States Navy Uniform Reguiattons

OPNAV Instruction 3120.32, Standard Organization and Regulations of the U. S. Navy

OPNAV instruction 5510.1, Department of the Navy Information Security Program Regulation

CHAPTER 5.

COMCBPAC/COMCBLANT instruction 1500.20, Naval Moblie Construction Battalion Skill~Tmining Requirements Program

NAVFAC instruction 1510.1, Factorylralning for Occupational Field 13and Naval Construction Force (NW) Personnel

OPNAV Instruction 5450.96 U.S. Naval Mobile Construction Battalions (NMCBs); doctrine and policy governing.

OPNAV instruction 1500.22. General Military Training Program

NAVEDTRA 10600. Catalog of Navy Training Courses

NAVFAC P-437, Fatiitties Planning Guide

U. S. Anny Field Manuals:

FM 4-2, Ship Characteristics Loading Pamphlets for Various Class Vessels and Embarkation

FM 5-15. Field Fortification

FM 5-34, Engineer Field Data

U.S. Navy Regulations, Article 0603

CHAPTER 6.

COMCBPACICOMCBLANT Instruction 5100.1. COMCBPACXDMCBLANT, Safety Manual (Naval Construction Force)

COMCBPAC/COMCBlANl .Instruction 5200.2, COMCBPAWCOMCBIANT, NMCB Operations Officer Handbook; promulgation of

NAVFAC P-405. Seabee Planner’8 end Esthator’s Handbook

CHAPTER 7.

CESO Publication, NCF logistics Manual

NAVSO P-3013, Financbl Management of Resources

NAVSO P-3073. Afloat OPTAR Record Keeper Guide

NAVSUP P465. Afloat Supply Procedures

Bibtioqrphy 2

COMCBPACCOMCBIANT instruction 11200.1. COMCBPACCOMCBLANT Equipment Management Manual (Naval Construction Force Equipment Management Manual)

COMCBPAClCOMCBiANT instruction 5100.1, COMCBPACCOMCBLANT Safety Manual (Naval Construction ForA)

U. S. Navy Reguistioris, Chapter 10

CHAPTER 9,

JAG lnstru@ion 5600.8, Manual for Courts-Martial

NAVFAC P-437, Facilities Pknning Guide

NAVPERS 15106, U. S. Navy Shore Patrol Manual

OPNAV P34-03, Landing Party Manual

The Blue Jacket’s Manual

U. S. Navy Regulations, Article 1002

C.HAFl’@l 10,

NAVEDTRA 10479-A. Seabee Handbook FMFM 3-1, Command and Staff Action

OPNAV Instruction of the 5440.62, U. S. Naval Amphibious Construction Battalions (PHiBCBs); doctrine and policy governing

CHAPTER 13.

OPNAV instruction 5450.188, Naval Construction Battalion Untts (CBUs); doctrine snd policy governing

OPNAVE instruction 6450.162. Naval Construction Force Undenvater Construction Capabilities; support and utilization of

CHAPIER 15 and 16

NOM

CHAPTER 17. NAVFACINST 5200.26, CBC; Command Management Roponsibiitties

Bibiiogaphy 3

APPENDIX A

None APPENDIX 8

Seabee Command by Captain G A Busbee, CEC, USN, and Commander A. C. Perktns, CEC, USN

APPENDIX D.

BUPERS Notice 1306, Listing of Enlisted Shore Duty Billets

COMCBPACCOMCBLANT instruction 1200.1. Personnel Readiness Capability Program; promulgation of

COMCBPACCOMCBLANT instruction 1500.20, Naval Mobile Construction Battalion SkiilImining Requirements

OPNAV instruction 1000.16. Manual of the Navy Total Force Manpower Policies and Procedures

NAVFAC P-458, PRCP Skill Definitions

NAVPERS 15642. Naval Manpower and Personnel Management Information System Manual

NAVPERS 15909, Enlisted Transfer Manual

NAVPERS 18066. Manual of Navy Enlisted Manpower and Personnel Ciasslfications and Occupational Standards

APPENDIX F

NAVFAC instruction 4040.11, Advanced Bass Functional Component Systems Engineer

NAVMAT Instruction of the 4040.1. Systems Engineer for the ABFC (Advance Base Functional Component) System: D+ignation of

OPNAV instruction 4040.33, Base Development Planning for Contingency Operations

OPNAV instruction 4080.11, Navy Pn-positioned War Reserve Material (PWRM) Program (U)

JOPS, Vol. I (SM-776-76)

JOPS. Vol. II (Shl-51 l-77) (Secret)

JOPS. Vol. III

JOPS, Vti IV

NAVFAC P-72, Department of the Navy Facility Category Codes

NAVFAC P-385, Base Developmant Planning for Contingency Operations

NAVFAC P-437, Facilities Pbnnlng Guide

OPNAV 41 P3A, Table of Advance Base Functional Components

APPEND13 F.

None

Bibiioqrphy 4

OPNAV InstructIon 5450.46, U. S. Naval Mobile Construction Battalions (NMCBs); doctrine and policy governing

COMCBPACCOMCBLANT instruction 1510.1. COMCBPACCOMCBLANT Tactical Embarkation Manual; promulgationpf

OPNAV 41 P3. Table of Advance Base Functional Components

AE!PENOlX H.

APPERblX C

The Last 100 Days, by John Toland, Random House, 1965

The Art of Leadership, by Captain S. W. Roskill. Archon. 1964

Motivation and Productivity, Saul W. Gellerman. New York. American Management Association, Inc.. 1963

.

Bibiiogrephy S

GLOSSARY

ABD: Advance Base Depot

. ABFC: Advanced Base Functional Component

ABIOL: Advance Base Initial Outfitting List

ACDUTRA: Active Duty for Training

ACE: American Council on Education

ACU: Assault Craft Unit

AIRDET: Air Detachment: TA41

AOIC: Assistant Officer-in-Charge

APL: Allowance Parts List

ARD: Accelerated Rural Development

BEEP: Battalion Equipment Evaluation Program

BDR: Battle Damage Repair

BM’S: Bills of Materials

BMU: Beachmaster Unit

BU: Builder

BUMED: Bureau of Medicine and Surgery

CANTRAC: Catalog of Naval Training Courses

CAS: Crisis Action System

CASEMIS: Construction, Automotive and Special Equipment Management Information System

CAT: Civic Action Team

CBC: Construction Battalion Center

CBMU: Construction Battalion Maintenance Unit

CBR: Chemical, Biological and Radiobgical Defense

CBU: Construction Battalion Unit

CDO: Command Duty Officer

./x”“-

CE: Construction Electrician

CEC: Civil Engineer Corps

Glossary 1

CECOS: Naval School, Civil Engineer Corps Officers

CED: Constructron Equrpment Department

CEEI: Cavil Engineer End Items

CESE: Civil Engineer Support Equipment

CESMIS: Cavil Engineer Suppon Management Information System

CESO: Civil Engineer Support Office

CESP: Cavil Engineer Support Plan

CHCIVENG: Chief of Civil Engineers

CINCUNTFLT: Commander-in-Chtef, Atlantic Fleet

CINCPACFLT: Commander-in-Chief. Pacific Fleet

CINC: Commanders-in-Chief (Unified Command)

CLCVN. Class Convening

CLEP: College Level Examination Program

CM. Construction Mechanic

CMAA: Chief Master-at-Arms

C’MC: Command Master Chref

CMCS: Senior Chief Construction Mechanic

CNAVRES: Chief of Naval Reserve

CNET: Chief of Naval Education and Training

CNM: Chief of Naval Material

CNO: Chief of Naval Operations

CNlT: Chief of Naval Technical Training

COC: CommandCombat Operations Center

COMCBLANT: Commander, Naval Construction Battalions, U.S. Atlantic Fleet

COMCBPAC: Commander, Naval Construction Battalions. U.S. Pacific Fleet

COMNAVFACENGCOM: Commander, Naval Facilities Engineering Command

COMNAVMILPERSCOM: Commander, Naval Military Personnel Command

COMSEC: Communications Security

CONUS: Continental United States .

COSALS: Coordinated Seabee Allowance Listings

CPM: Critical Path Method

I

GIossary 2

r-” CPO: Chief Petty Officer

CSR: Central Store Room .

CTR: Central Tool Room

CUCM: Master Chief Constructionman

DANTES: Defense Activity for Non-Traditional Educational Support

DAPA: Drug and Alcohol Program Advisor

DCOS’CM: Deputy Chief of Staff for Construction Management

DEPREP: Deployment Reporting System

DID: Data Item Description

DOD: Depanment of Defense

DP: Drill Pay (Reserve Status)

DPPO: Direci Procurement Petty Officer

DRT: Disaster Recovery Training

DTO: Direct Turn Over

EA: Engineering Aid

ECC: Equipment Classification Code

EDF: Enlisted Dining Facility

EDVR: Enlisted Distribution and Verification Repon

EO: Equipment Operator

EOB: Expense Operating Budget

EOC: Equipment Operator Chief

EOCS: Senior Chief Equipment Operator

EC?CM: Master Chief Equipmentman

ERO: Equipment Repair Order

FACSO: Naval Facilities Engineering Command Field. Datn Systems Office

FBI: Federal Bureau of Investigation

FEBA: Forward Edge Battle Area

FMSO: Ffeet Material Support Office

FSB: Fleet Support Billet

F FSC: FCS: Fire Supporl Coordinator: also Federal Supply Classification

Glossary 3

FY: Fiscal Year

FYDP: Frve Year Defense Plan

GED: General Education Development Tests

GMT: General Military Training

HM: Hospitalman

JAG: Judge Advocate General

JCCRS: Joint Contingency Construction Requirements Study

JCS: Joint Chref of Staff

JOOD: Junior Officer-of-the-Day

JOPS: Joint Operational Plannrng System

LAPL: Lead Allowance Pans List

LCM: Landing Craft Medium

LCU: Landing Craft Utility

LSD: Landing Ship Dock

LSMP: Logistrc and Support Mobikzation Plan

LST: Landing Ship. Tank

MAA: Master-at-Arms

MAF: Marine Amphibrous Force

MARP: Manpower Requirements Plan

MCA: Manniny Contra! Authority

MDI: Mobilization Day Increment

MILCON: Military Construction

MLO: Material Liaison Officer

M-MAPR: Mobilization Manpower Requirements Plan

MOCC: Mount-Out Control Center

MOVREPS: Movement Reports

WC: Military Sealift Command

MTO: Material Take-Off

MUSE: Mobile Utilities Support Equipment

NAVAIR: Naval Air Systems Command

Glosury 4

f- NAVCOMPT: Comptroller of the Navy

NAVELEX: Naval Electronics Systems Command

NAVEXOS: Executive Office of the Secretary Publications

NAVFAC: Naval Facilities Engineering Command

NAVMAT: Naval Material Command

NAVMC: U.S. Marine Corps Publication

NAVMED: Bureau of Medicine & Surgery Publication

NAVMILPERSCOM: Naval Military Personnel Command (Formerly: Bureau of Naval Personnel. BUPERS)

NAVPERS: Naval Military Personnel Command Publication

NAVSEA: Naval Sea Systems Command

NAVSO: Office of Naval Supply (Superceding NAVEXOS)

NAVSUP: Naval Supply Systems Command

NBC: Nuclear-BIological-and-Chemical

NC: Navy Counselor

NCB: Naval Construction Brigade

NCEL: Naval Civil Engineering Laboratory

NCF: Naval Construction Force

NCFA: Navy Campus for Achievement

RCFSU: Naval Construction Force Support Unit

NCR: Nava! Construction Regiment

NCTC: Naval Construction Training Center

NEC: Navy Enlisted Classificatron

NEESA: Navy Energy and Environmental Suppon Activity

NIIN: National Item Identification Number

NJP: Non-Judicial Punishment

NMCB: Naval Mobile Construction Battalion

NMMAC: Naval Manpower and Material Analysis Center

NNPC: Naval Military Personnel Command (Formedy: Bureau of Naval Personnel)

NP: Non-Pay (Reserve Drill Status)

NSFA: Naval Support Force, Antartica

.

NSNlNlCN: National Stock Numbers/Navy Item Control Number

OCCFLD 13: Occupational Field 13 (Seabee Ratings)

ODCR: Officer Distribution Control Report

OIC. Officer-in-Charge

OICC: Officer-in-Charge of Construction

OJT: On the Job Training

O&M: Operations and Maintenance

OMB. Office of Management and Budget

O&MN: Operations and Maintenance. Navy

ONI: Officer of Naval Intelligence

OOD: Officer-of-the-Day

OPNAV: Offlce of the Chief of Naval Operations

OPCON: Cperational Control

OPORD: Operations Order

OPLAN: Operations Plan

OPTARS: Operating Target

OSD: Office of the Secretary of Defense

PAO: Public Affairs Officer

PCS: Permanent Change of Station

PDS: Permanent Drill Sites (Reserve Status)

PERMIC:‘Personnel Management Information Center

PHIBCB: Amphibious Constructlon Battalion

PM: Preventive hriaintenance

POD: Plan-of-the-Day

POL: Petroleum. Oils, and Lubricants

POM: Program Objectives Memorandum

POOW: Petty tiicer of the Watch

PPB: Planning, Programming and Budgeting

PRCP: Personnel Readiness Capability Program -

PRD: Projected Rotation Date

PWRMRS: Prepositioned War Reserve Material Requirements Suppon

PwRMMS: Prepositioned War Reserve Material Management System

Glosarv 6

f-

RADSA: Reserve Action Duty Suppot? Allowance

RDTBE: Research, Development. Test and Evaluation

.

R&I. Reglstratlon and lnvenlory

RMS: Resources Management System

RNCB: Reserve Naval Construction Brigade

RNCR: Reserve Naval Construction Regiment

RNMCB: Reserve Naval Mobile Construction Baaalion

. RRR: Rapid Runway Repair

RSA: Readiness Support Allowance

RTG: RadIoisotope Thermal-electric Generator

RVN, Republtc of Vietnam

S-l : Administrative’Personnel Officer

S-2: Plans Training and Intelligence Officer

i S-3: Operations Officer

S-4: Supply Logistics Officer

SATS: Shore Airfield for Tactical Support

SCBT: Special Construction Battalion Training

SDCD: Sea Duty Commencement Date

SECNAV: Secretary of the Navy

SELRES: Selected Reserve

SERE: Survival. Evasion, Resistance and Escape Training

SHDCD: Shore Duty Commencement Date

SITREPS: Situation Reporl

SMEAC: The first letters of the titles of the paragraphs in an OPORDER, Situation, Mission, Execution. Administration and Logistics, Command and Communications

SPCC: Navy Ships Parts Control Center

SW: Steelworker

SWO: Senior Watch Officer

TA-41: NMCB Air Detachment Allowance

TA-22: NMCB Sea Echelon Allowance

TA-31: NMCB Air Echelon Allowance

Glossary 7

TAD: Temporary Additional Duty

TOA: Table of Allowance

lTPI. Trust Territory of the Pacific Islands

TUCHA: Type Unit Characteristic Data

UCMJ: Uniform Code of Military Justice

UCT: Underwater Construction Team

UDT: Underwater Demolition Team

UNITREP: Unit Status 8 ldenty Report

USAID: U.S. Agency for International Development

USNR-R: U.S. Naval Reserve - Ready

USNR-Sl : Standby Reserve Active

USNR-S2: Standby Reserve Inactive

USOM: U.S. Operations Mission

. UT: Utilitiesman

UTC: Unit Type Code

UTCM: Master Chief Utilitiesman

WDR: War Damage RepaIr

APPENDiX A SEABEE HISTORY

.

1. INTRODUCTION. The Seabees of the United States Navy were born in the dark days following Pearl Harbor when the task of building victory from defeat seemed almost insurmountable. The Seabees were created in answer to a crucial demand for builders who could fight.

However, using seamen of the fleet to build shorebased facilities was not a new idea. Ancient Phoenicians, Roman& Greeks, and Egyptians did it. From the earliest days of the United States Navy, sailors who were handy with tools occasionally did minor construction chores at land bases.

f-..

2. FIRST ADVANCE BASE. American seamen first were employed in large numbers for major shore construction during the War of 1812. Early in 1813. the USS Essex, under the Command of Captain David Potler. rounded Cape Horn and became the first Navy ship to carry the American fiag into the Pacific Ocean. The Essex began operating in Pacific waters and captured a British commerce raider. several British merchantmen, and several large British whaling ships.

While sailing near the Galapagos islands in October, 18f3, Captain Porter learned that a British naval squadron had entered the Pacific and was searching for him. Because he had been away from his home base for well over a year, Poller decided to prepare his small squadron for the expected battle. To do this, he needed a safe harbor in which to repair and re-equip the Essex and some of his prizes that had been convened into naval fighting ships. In the absence of secure facilities on South America’s wcsl coast. he decided to take his shops to the Marquesas Islands. After sailing through the Marquesas for a few days, he selected the shore of a bay on Nukuhiva island as the best site for constructing the United States Navy’s first advance base.

f-

Under Captain Porler’s direction, about 300 skilled artisans fmm the ships undertook the building of tha base. Nearly 4,000 friendly natives obtained the materials and worked aide-by-side with the Navy builders. As a protection against unfriendly tribes. the men built a foR, which was duly christened Fort Madison with the ceremonial raising of the American flag. Other construction included a house for’ Porter, a house for the other officers, .a Cooper’s shop, a sail loft, a bake shop, a guard house, a simple medical dispensary, a stores building, an open-shed shelter for,the Marine sentries, a rudimentary dook, and ramps to haul fha ships high onto the beach. While this construction was underway, some of the unfriendly natives occasionally attacked, and the Americans had to lay down their tools,

take up their tools, take up their weapons, and defend what they were building.

David Glasgow Farragut. a twelve-year-old midshipman assigned to the Essex. was an interested observer and a pafticipant in the construction of the base. He was the foster son of Captain David Porter. When the Typee natives began the initial attacks on the base, young Farragut was ashore. Alarmed at the possible early demise of his foster son, Porter hustled him aboard the Essex for safekeeping.

During lulls in the fighting and while construction was underway, Farragut was allowed to go ashore ant pafiicipate in the operations. However. at the firsf signs 07 trouble with the unfriendly tribes, back to the Essex or the Sir Andrew Hammond he went. Even afterhe became tne United States Navy’s first admiral about forty years late* Farraguf was still bemoaning his ill luck in not being allowec to engage in active batfle at Nukuhiva.

Upon completion the village was named Madison s We Nukuhiva island was named Massachusetts Bay Polo* then claimed the island as a United States possession m the entire proceedings. he conveniently ignored Spants” and British claims going back to the sixteenth ant eighteenth centuries.

Even before construction of the base was completec me Essex and Essex Junior were hauled up the improvtsec ramps to the top of the beach. The site selectee to* rehabilitating the ships was a small plain covc~c~ wn shade ploaucing coconut trees. Reou%tlng and repa- operations ataned toward the end of October. 1813 a-c continued until the work was completed early in Decemoe 1813. Meanwhile, the other ships were setviced wful+ a anchor in the harbor. During the entire overhaul operate hostile natives frequently attacked the workers. rvhc although sometimes hard pressed, always managec to repel them.

With the completion of the project in December, Captam Porter immediately sailed with the Essex and Easer Junior and eventually met the British squadron. HIS twc ships were finally bottled up in Valparaiso Harbor, Char and attempts to break the blockade led to the capture of the American ships in March, 1814. Porter and his men mus became prisoners o! the British.

tn the meantime, Lieutenant John M. Gamble of the United States Marines was left behind at Nukuhiva island to defend the advance base and the remaining three prize

Rl

-r ------- --

ships. For this task he had but 22 American officers and Chief of the Bureau of Yards and Docks, Rear Admiral men and some British prisoners Gamble’s assignment Frederic Harris. These twq officials. controllers of !he proved to be beyond the capabilities of his force. Several immediate purse strings for naval constructfon actrvity. thousand native fypees began a series of attacks against quickly agreed to release sufficient funds for the inlttal Fon Madison and Madison’s Ville. the british prisoners increment of construction. However. Admiral Harris mutinied, and even four Americans deserted for the sake of native sweetheans. The gallant Marine officer and his men were about to be overwhelmed. and they knew it. Consequently. all hands were shifted to the most seaworthy prize, Sir Andrew Hammond; a final natwe attack was repelled not without furlher casualities; and the ship finally got underway in May, 1814, with no charts and a aevenman crew almost too feeble to sail. The United States Navy’s first advance base was thus abandoned through necessity, and certainly not because-of the construction force’s tack of fortitude and valor.

After a voyage of nearly 2.500 miles, Lieutenant Gamble and his surviving crew of three seamen and three Marines arrived in the Sandwich Islands. They landed and immedrately discovered that their tribulations were not yet ended. HMS Cherub was in the harbor. and they fell into the hands of the British. Ironically. this was the same ship which darlier had captured Captain Poner and his men at Vaipraiso.

Although they may seem remote from the SeabeeS of today, the Navy’s operations in the Maquesas islands really are pertinent because precedents were set. First, a requirement was establisned for an oversears naval construction force. Then skilled craftsmen of the fleet were selected in large numbers to man the force. The men then built a United States Navy advance base. Finally, the builders were attacked by hostile natives, and had to lay down their tools and take up arms to defend what they had built. Today these are essentially the characteristics of the Seabee builders and fighters.

3. TWELRH REGIMENT (PUBLIC WORKS). Skilled Navy craftsmen were not again employed in large numbers for naval shore construction activities until the period of the First World War. in 1917. the Twelfth Regiment (Public Works) was organized at the Naval Training Station, Great Lakes, Illinois. The development of the regiment was an evolutionary process under the direction of three successive Public Works Officers.

WRh the entry of the United States into the First World War in April 1917. an immediate requirement was established at Great Lakes for facilities to house, process, and train 20,000 naval recruits. By fhe end of 1917, the expansion of the war had increased the requirement, and facilities were needed to handle 50&O recruits.

The naval officer responsible for the administrative and training operations at Great Lakes wasthe commandant of the station, Captain William Moffet. When the, initial requirement was levied, Captain Moffet did not have sufficient funds at hand to construct the facilities. He therefore went to Washington, D.C. and conferred with the Secretary of the Navy, Josephus Danfefs, and with the

pointed out to Captain Moffel that a young officer of the lme was in charge of the Public Works Department. and he suggested that a Navy Civil Engineer Corps Officer should be appointed to manage the department. Captain Moflet readily agreed to this proposal.

Accordingly, Lieutenant Norman M. Smith, a graduate of the United States Naval Academy and a one time officer of the line who had transferred to the Civil Engineer Corps. was appointed Public Works Officer at Great Lakes He assumed the post on 18 June 1917. At this time. about 100 enlisted men already were assigned to the Public Works Department.

Although most of the major construction work was to be accomplished by civilian contractors, Lieutenant Sml!n foresaw that the department would have to be expanaec Skilled craftsmen. architects, draftsmen, designers aclc other professional and technical people were neeoec Because civilians wlth the requisite skills were dti~cu!! 13 find, he decided to screen incoming recruits to obta!p skilled craftsmen; He found many, but not enough

Lieutenant Smith then began recruiting among crv~t~a?s outside of the installation, but because of cc”. ~tit-; problems, qualified civilians were unwilkng to become civilian employees. However, as a patriotic duty ma-r were willing to join the Navy as petty officers wrt- me underetanding that qualified men could apply fate fo commissions. Captain Moffett approved thus pronsc ant f greatly facilitated the recruiting.

As a result of the recruit screening and civilian recrurt~ng nearly 600 men were obtained for the Pubic Wrmv Department by July 1917. These men were then o’gan~ec into the Twelfth Regiment (Public Works). Essenturt, 1cu Public Works Regiment was the Public Works Data--u-* &CSUSe in. those days staff officers could no: excc~se military command, a young officer of the kne. ti~teu-* William C. Davis, was appointed commander 0’ me regiment and he sewed in that capacity througha* CL existence. He exercised military oontrol. bul the Pu9rrc Works Officers exercised technical control Stn:e

Lieutenant Davis was, in fact, a subordinate o* the respe+e Public Works Officer, there never was $9 rea conflict between military and technical control.

The regiment was a training as well as a worttlng organization. The purpose of the training was no: neoessarffy to teach the artficer trades to “gram- men Rather It was to assemble artificers. discover the abilntes d each, aefect the natural leaden, and teach them mrlrfary drill and discfpiine. The intent was to have these men reaoy at all times for transfer to other naval stations or nava! bases in the U&d States and abroad. and to the flghtrng ships. me average time the men remained at Great Lakes

A2

.

was from three lo four months, d;iring which period they were used effectively in performing public works functions.

Briefly, the Twelfth Regiment (Public Works) drew the plans for the Great Lakes wartime expansion, down lo the minulest detail. and supervised all construction. whether done by civilian contractors or by enlisted men. It saw lo the maintenance of buildings, grounds, roads, and railways: and operated the power house, the healing systems, the water supply, and the sewage disposal. It also operated the carpenter, machine, and paint shops. To accomplish the maintenance and minor construction, detachments from the regiment were assigned lo all camps at the Great Lakes Naval Training Station.

The major construction of the numerous recruit training camps was done by contractors and their employees. However, Camp Paul Jones was assigned lo the Public Works Regiment. and the men of the regiment turned a temporary tent camp into a semipermanent facility. The major work at this regimental camp &gan in October 1917, end it was substantially completed al the end of the year.

On 30 December 1917, the regiment became “fully operational” at Camp Paul Jones with 1.500 men, organized into three battalions.

Meanwhile, in the summer of 1917. Commander George A.

i- McKay became Public Works Officer et Greet Lakes. Lieutenant Smith remained es his deputy for a few months. end upon being promoted lo lieutenant commander. he departed for en assignment es Public Works Officer al the Charleston Navy Yard in South Carolina.

On 30 January 1918, Commander McKay. in turn. was succeeded by Commander Welter Allen. The new Public Works Officer surveyed end analyzed his department end decided that the organization was too unwieldly and cumbersome. Therefore, he reorgenited both the depa!tment and the Public Works Regiment, which by April 1918 consisted of 2.400 men end five battalions.

Throughout the letter parl of 1917 and all ot 1918. men were being withdrawn from the regiment for assignment in the United States and abroad. In the spring of 1918.100 men were given specie! training in mechanics and ordnance, and then were aenl to St. Nazeire in France lo assemble the famous Naval Reilwey Batteries. They then joined the operational crews end performed combat duties along railway lines the1 were in proximity to the German IiMS.

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Another 350 skilled men from the Public Works Regiment were selected end sent to Fmnce. Landing et the port& of Le Havre and Cherbourg, they were retained in those erees to build end rehabilitate docks end wharves. ley railroad tracks, end build communication facilities. On one occasion, a teem of men from this group went into Paris and converted the Eiflel lower into en antenna for e marconi wireless transmitting station.”

In the summer of 1916, Captain Allen selected armthe- complement of 200 men, who also went lo France and constructed air bases eiong the coast.

During the autumn of 1918, training operations et the Great Lakes Navel Training Station reached a peak lo sa!isfy the requirements of ships and bases in the United Slates and ships and bases abroad. By the end of October more than 125,000 recruits had undergone training since the United Stales Navy build up had begun in March and April of 1917. This expansion of training and facilities, in turn, required a similar expansion in the strength of the Public Works Department end the Twelfth Regiment (Public Works). The peak strength of the regiment was reached on 5 November 1918. Its complement consisted of 55 officers end 6.211 enlisted men. formed into 11 ba!talions.

With the end of the First World War on 11. November 1918. training and construction operations et Great Lakes ceased. The regiment gradually faded away by the end of 1918. The war was over but not the memories.

An important aspect of the Twelfth Regiment (Public Works) web its unofficial status. Al no lime was it considered en official United Slates Navy unit. It was merely the creature of the Commandant of the Great Lakes Naval Training Station. It wes organized end developed by the three successive Public Works Officers. end owea 11s existence solely to the administrative. operallonal. and training needs of the Public Works Department. Efficiency was the keynote of its existence.

4. PLANNING BETWEEN THE TWO WORLD WARS. Although the Twelfth Regiment (Public Works) was dissolved in the general demobilization that tallowed the end of the First World War, the germ of the pioneering idea remained in the minds of many Navy Civil Engineers. Sometime during the early 1930s. for example. the planners of the Bureau of Yards end Docks began providing for “Navy Construction Battalions” in the bureau’s contingency wer plans. Unfortunately. the identity of the creator of the term has gone unrecorded.

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During the decade the successive heeds of the bureau’s War Plans Office were Captain Welter Allen. In 1934 Captain CarlSOn'S veraion of the plans was circulated lo the Navy Yards, and later the Chief of Navel Operations tentatively approved the concept of Wavy Construction Bettaliins”. In 1935, Rear Admiral Norman Smith, Chiel of the Bureau of Yerds end Docks, selected Captain Walter Allen, hi War Plans Officer, to represent the Bureau on the War Plans Board, the supreme agency for ell aspects of national wer planning. Captain Allen ably presented the Bureau’s concept of ‘Navel Construction Battalions” lo the War Plans Board. The concept then wes adopted for Inclusion in the national Rainbow wer plans that were developed ii\ the last half of the 1930s.

All this may sound more imposing than it really wes. From the practical point of view, the plans ectuelly contained only

en idea and a name. Implementing details end procedures were inadequate srnr! r!owo+fble The grea! weakness indeed a fatal flaw was the provision for dual control of the . battalions: military control lo be exercised by the officers of the line and construction control by Navy Civil Engineer Corps officers. There was no provisions for good military organization and millilary training for the battalions, which were requisites necessary to create high spirit, morale, discipline, end cooperation among the men. Moreover, the original plans conlemplaled the formation of battalions lo construct training stations throughout the United Sleles, en obvious throwback lo the Twelfth Regiment (Public Works). On completion of the training stations. the battalions would then move lo forward areas.

Also, the plans provided only for construction battalions with limited operational duties; no other types of units or expanded duties were included. This oversight narrowed the scope of possible activities. Finally. no provisions were provided for recruiting, enlisting, training. end developing training facilities for the enlisted personnel of the construction battalions. When war finally came. most of the provisions of these plans would have to be shelved. Workable end more pertinent and more practical procedures would have to be developed.

Meanwhile, in December 1937. Rear Admiral Ben Moreell became Chief of the Bureau of Yards end Docks. It was e time of inlemalional crisis and rivalry in both Europe end Asia. In the late 193% the tense inlemalional situation brought quick authorization from the United Slates Congress lo expend naval shore eclivilies. The new construction, starled in the Caribbean end the Central Pacific in 1939, followed the cunomary peacetime peltem: contracts were awarded lo private construction firms that performed the work with civilian personnel, under the edminislretive direction of Navy Officers in Charge of Construction.

By the summer of lg41, large navel bases were under construction in Guam, Midway, Wake, Pearl Harbor, Iceland, Newfoundland, Bermuda, Trinidad. end many other places. To facilitate the work. the Bureau of Yards and Docks decided lo organize military Headquarters Construction Companies. Under the immediate control of the Officers in Cherge of Construction et the bases, the men of the companies were to be utilized es draflamen and engineering aids and for administrative duties es

- lnapeclors end supervisors lo overaee the work of the civilian construction contractors The companies, each consisting of two officers and 99 enlisted men, were not lo do eny actual construction work. On 31 October 1841, the Chief of the Bureau of Navigation, Rear Admiral Chester W. Nimltz, authorized the establishment of the first Heedquenen Construction Company and the enlistment of Its men. The men were recruited in November. By the beginning of December 1941, the company was being formed end the men were undergoing buof tmining~et the Newpon Naval Slation in Rhode Islend. On 16 December 1941, four additional companies were authorized. By then, however, the plans had chenged. end all the men recruited under this authority would be used for loftier purposes.

6. FORMATION OF THE SEABEES. After the 7 December 194: Japanese attack on Pea*’ Harbor, the United Slates we131 lo wer end the use of civilian labor in war zones became impractical. Under international law civilians were not permitted lo resist an enemy military attack. Resistance meant summary execution as guerrillas. The need for e militarized Navel Construction Force wes selfevident. Under duress of the rapidly developing war situation, Rear Admiral Ben Moreell. alill Chief of the Bureau of Yards and Docks, decided lo ecliviete, organize end men construction battalions. On 26 December 1941, he requested specific authority lo carry out his decision, end on 5 January 1942, he gained authority from the Bureau of Navigation lo recruit men from the construction trades for assignment lo e Naval Construction Regiment composed of three Naval Construction Battalions. This is the eclual beginning of the renowned Seabees, who obtained their designation from a trensliteretion of the initial letters of Construction Battalion. Admiral Moreell personally furnished them with their off octal mono: Construimus, Batuimus - We Build, We Fight.

Of course, en urgent problem confronting the Bureau of Yards end Docks was that of who should command the construction battalions. By Navy regulations, military command of riaval personnel was limited lo line officers. Yet it was deemed essential that the newly established conslruclion battalions should be commanded by officers of the Civil Engineer Corps who were trained in the skills required for the performance of conslruclion work. The bureau proposed that the necessary commend euthonly should be bestowed on its Civil Engineers. However. the Office of the Chief of Navel Operations end the Bureau of Navel Personnel (successor lo the Bureau of Nevigatlon) interposed strong objections lo the proposal.

Despite this opposition, Admiral Moreell personally presented the quealion lo the Secretary of the Navy. On 19 March 1942. after due deliberation, the Secretary gave authority for officers of the Civil Engineer Corps to exercise military authority over all officers end enlisted men assigned lo cons?ruclion units. The Secret+ declslon which was incorporated in Navy regulations, removed a major roadblock in the conduct of Seebee operations. Of equal importance, ft condiluted e very significant morale booster for Civil Engineer Corps officers because it provided e lawful command authority aletus the1 lied them intiitely inlo combat operations the primary reason for the existence of eny military force. From all points of view, Admiral Moreell’s success in achieving this decision contributed ultimetely to the great success end fame of the seabees.

WM authorizelion to ealeblish conetruclion bellalions et hand and the question of who wes to command the Seabees eellied, the Bureau of Yards end Docks wes confronted with the problem of recruiting. enlisting. end training the Seabees, end then organizing the battalions end logistically supporting them in their operations. Worthwhile plans for accomplishing these tasks were not readily available. Workable plans were quickly developed,

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however, and because of the exigencies of the war much improvrsing was cioi I&.

The first Seebees were not rew recruits when they voluntarily enlisted. Emphasis in recruiting them wes placed on expe:ience and skill, so et1 they had IO do was adapt their civilian construction skills lo military needs. To obtain men with the necessary qualifications, physical Mandards were leas rigid than in other branches of the Anned Forces. The age range for enlistment wes 16-50, but after the formation of the initial battalions, i! was determined that several men past 60 ftad managed to join up, clearly en early manifestation of Seabee ingenuity. during the early days of lhe wer, lhe average age of the Seabees was 37. After December, 1942, voluntary enlistments were halted by orders of President Franklin 0. Roosevef!. end men for lhe construction battalions had lo be obtained through the Selective Service System. From then on Seabees were much younger end came into.lhe eervice with only rudimentary skills.

The firal recruits were men who had helped lo build Boulder Dam, the national highways, the incredible skyscrapers; who had worked in the mines end quarries end dug the

I subway tunnels; who had worked in shipyards and built

t’ docks end wharfs end even ocean liners end eircret! carriers. By the end of the war, 325.600 such men had enlisted in the Seebees and utilized over 60 skills, not to mention the unofficial ones of souvenir making end ?noonlight procurement”. Nearly 11,400 officers joined the Civil Engineer Corps during the wer. and 7,960 of them served with the Seabees.

At Navel Construction Training Centers and Advance Base Depots established on the Atlantic end Pacific ooasls. the men were taught military discipline end the use of light arms. Although technically noncombat troops, Seabees et work, particularly during the early days of developing a base, might well come in direct contact with the enemy.

After completing three weeks of boot training al Camp Allen in Virp:nia, and later al its successor Camp ?sary in Virginia, the Seabees were formed into construction bahalions or other types of qonstruclion units. Some of the very first battalions were cent overaeas immediately upon completion of boot training because of the urgent need for navel conalruclion. However, the usual procedure was to ahip the newly formed battalion to an Advance Base Deport al either Devisville, Rhode Islend, or Port Hueneme. California. There the battalions, and fater other units, underwent ataging and outfffing. The Seabees received about six weeks of advance mifiiry and technical training, underwent considerble unit training, and then were shipped to an overseas assignment. About 175,OC?fI Seabees were staged directly through Port Hueneme during the wer.

&the war proceeded, bat&weary conabuotkm babafions und other unfts in the Pacific were returned to the United Stales to the Construction Battalion Recuperation and Replacement Center al Camp Parks, Shoemaker,

California. Al Camp Perks. baltalions were reformed and reorganized. or as wes the case in several instances. the battalions were simply disestablished and the men assigned to other battalions. Seebees were given 30-day leaves end al60 plenty of time for rest and recuperation. Eligible men were frequently discharged et Camp Parks. On a much smaller scale, the Advence Bese Receiving Barracks al Daviavflle, Rhode Island, performed similar functions for Atlantic battalions.

The construction battalion. the fundamental uni! of the Seabees organizelion, was composed of four companies that inciuded the necessary construclion skills for doing .eny job, plus e headquarters company consisting of medical end dental doctors and techniciens. administrative personnel, storekeepers, cooks, and similar specialists. The complement of e standard batlalion originally was se! et 32 officers end 1,073 men, but from time to lime the complement varied jn number.

As the war progressed and construction projects became larger and more complex, more than one battalion frequently had to be aasigned lo e base. For efficient administrative control, these battalions were organized into a regiment, and when necessary. two or more regiments were organized into a brigade; end as required, two or more brigades were organized into a naval construction force. For example, 55,CNJO Seebees were assigned lo Okinawa and the battalions were .orgenized into 11 regiments and 4 brigades. which, in turn, were all underthe commend of the Commander, Construction Troops, who was a Nevy Ciil Engineer Corps Officer, Commodore Andrew Bisse!. Moreover, his command also included 45,000 Unked States Army engineers, aviation engineers. end e few Brflish engineers. He therefore commanded 100,000 construction troops in all, the largest ooncentretion of construction troops during the entire wer.

Afthough the program began with the formation of regular amalructiin battalions, the Bureau of Yards end Docks eoon realizad the need for specie:-p*lrpose units among the Seabees. While the battalion itsell was versatile enough to handle almost any projec!, t! would have been a wesleful use of men to assign a lull battalion to e project that oould be done equally well by e smaller group of specieliats.

The firal departure from the standard banelion was tie Special oonstruclion battalion, or as It was commonly known, the Seabee Specie!. These specfel battalions were composed of stevedores and bngshoremen who were badly needed to break a bottleneck in the unioading of ahipe in the combat zones. TfXtir officers, drawn largely from experienced pemonnel from the steamship and stevedoring companies, were.commiaaioned in the Civil Engineer Corps. The enliatedmen were trained praclicelly from scratch, and the efficiency of their training wes demonstreted by the feel that cargo handling in fhe combat zones compared favorably with that done in the most efficient porls in the United Slates.

Another smaller specialized unit within Ihe Seabee organization was the Construction Battalion Maintenance Unit. which was about one-fourth the size of a regular construction battalion. it was organized to take over the maintenance of a base at which a regular battakon had completed the constructton and moved on lo a more forward advance base.

Still another specialized Seabee unit was the Construction Battalion Detachment, ranging in size from 6 10 600 men, depending on the specialized nature of its function. These detachments did everything from operating tire repair shops to operating dredges. A prindipal use for them, however, was 10 handle the assembling, launching. and placing of the pontoon causeways. Additional specialized units were the motor trucking battalions, the pontoon detachments that manufactured pontoons in forward areas, and petroleum detachments comprised of eXPeRs in the installation of pipelines and petroleum facilities.

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In the Second World War. the Seabees were organized into 15.1 regular Construction Battalions, 39 Special Const:uction Battalions, 164 Construction Battalion Detachments, 136 Construction Battalion Maintenance Units, 5 Pontoon Assembly Detachments, 64 Regiments, 12 Brigades, and under various designations, 5 Naval Construction Forces.

6. SEABEE DEEDS IN THE SECOND WORLD WAR. In the Second World War, the legendary deeds of the Seabees were recorded throughout both the Atlantic and Pacific theaters of operation. The Seabees built over 400 advance bases along five figurative roads lo victory. All five of these roads started in the continental United States. The North Atlantic road continued through Newfoundland to Great Britain, France and Germany. The South Atlantic road continued through the Caribbean Sea to Africa, Sicily, and up the Italian peninsula. The North Pacific road continued through Alaska and along the Aleutian chain of islands. The Central Pacific road continued through the Hawaiian, Marshall Gilbert, Mariana and Ryukyu Islands. Tne South Pacific road continued thr%gh the South Sea Islands 10 Samoa. the Solomon Islands. New Guinea, and the Philippine Islands. The first Seabee Detachment. The Bobcats, left the United Slates in January 1942, and landed at Bora Bora in the Society Islands in February. The Bobcats were the advance party of more than 325,000 men who served in the Naval Construction ForcS during fhe Second World War.

Less thfin two months later, Detachments 2 and 3 of Naval Construcfion Battalion 1 landed at Tongatabu and Efate in the South Pacific. These two islands and Ema Bora were on the supply route to Australia, which was being used as a staging area for the Allied Forces that were preparing for the counterthrust against the Japanese forces in the Southwest Pacific: On these three islands the Seabees constructed fuel tank farms, airfields. supply depots, and other facilities for supporting actions in tie Coral Sea and Solomon Islands.

From then on the Seabees and their construction and fighting deeds became legendary. Side-by-side with Marines and Army troops. they fought and twill along lne Pacific Roads 10 Tokyo and along the Atlantic Roads through Noflh Africa, l?aly, France, and Germany. Their feats earned them the gratitude of the Allied fighting men who followed their trail in airplanes, ships, tanks, trucks. and on foot.

For example, in the Pacific fhe Seabees built 111 major airstrips, 441 piers, 2.556 ammunition magazines. 700 square blocks of warehouses, hospitals for 70,000 patients, tanks for storing 100,000.000 gallons of gasoline. and housing for 1,500.OOO men.

At Espiritu Santo in the New Hebrides, Seabees constructed a 5,000-foot airstrip from virgin jungle in 20 days. From this airstrip, bombers destroyed the big Japanese air base nearing completion on Guadalcanal.

The Marines then invaded Guadalcahal and engaged in the battle that reversed the course of the war. Within days atler the Marine landing. Seabees were there fillmg the bomb shell holes on Henderson Field faster than the Japanese could make them. They kept the precious airstrip in almost continuous operation despite frequent Japanese air raids and fleet shellings. At Cape Gloucester, Seabees bulldozed paths lo the Japanese lines. so that American tanks could attack the hostile position. They landed with Marines at Tarawh and put a shellpocked airfield in operation within 15 hours. At Tinian, in a nine-month period, the Seabees placed 6.000,OOO square yards of asphalt paving. enough to pave a road from New York to Boston. At the same time, they excavated 12.Cr70.000 oubii yards of coral, enough material to construct three dams the size of Hoover Dam.

Finally, by way of numerous islands such as New Georgia. Iwo Jima, Okinawa and the Philippines, the Road to Tokyo was completed, and the Japanese formally surrendered in September 1945.

At the end of World War II. the rapid demobilization of the SeabeeS followed the same pattern that characterized the other Armed Forces. By June, 1946, only 20,000 men remained on active duty.

Just before fhe Korean Crisis in June 1950, fhe number in active status swindled to 2.600. With the declaration of the emergency, the sctlve duty foroe was increased 10 over 14,000. Thii rapid expansion was possible because of the existends of the Seabee Resetve Organization.

7. SEABEES IN KOREA. fn Korea, the Seabees rose to the challenge of the Cold War in the tradition of their ‘Can Do’ Predecessors. At the lnchon landing in September. 1950. Seabees positioned pontoon causeways within hours of the first beach assauft and did it whili Under

COnthUOUS enemy fire and in the face of enormously and strong tides.

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In addition to amphibious operations, the Seabees were broken up into numerous detachments lo service the K-fields of the various Marine Air Groups. Each airfield of the Marine Air Groups was designated with a x” number, such as K.3 at Pohang. K-18at Kimpo, Seoul, and K-2 a1 feagan. As the war continued, the need arose for an advance airfield to retrieve damaged aircraft unable to reach home bases or carriers after raiding the North Korean interior.

The project was code named Operation “Crippled Chick” and a detachment of Seabees was sent to Yo Do in the Bay of Wonson to build an airstrip. The Seabees were given 35 days to complete the job, but they had the strip ready in 16 days. While building the strip the Seabees were under constant artillery bombardment from enemy forces on neighboring islands.

The rapid demobilization that followed World War II was not repeated after the signing of the Korean Armistice fn July, 1953. The cold war had created a necessity to maintain military strength and preparedness. Crises in Berlin, Cuba. Africa. South America, and especially in Southeast Asia kept the Seabees strong and active. Just before the

<? outbreak of the Korean War, a basic reorganization of Seabee battalions was fn progress. During this war the reorganization was substantially completed. Two distinct

types of battalions were established to gain specialization and mobility. The Amphibious Construction Battalions (PHIBCB’s) ‘were landing and docking units, and had mission of placing causeways, constructing pontoon docks, and performing other functions necessary for landing personnel and equipment in the shortest possible time. The Naval Mobile Construction Battalions (NMCB’s) are responsible for land construction of a wide variety which includes military camps, roads, bridges, tank farms, airstrfps, and docking facilities.

8. BETWEEN KOREA AND VIETNAM. After Korea, the Seabees efforts were directed toward more building and fess fighting. Their peacetime achievements were no less impressive than their wartime achievements. In Okinawa. for example, the Seabees built a Marine Corps Air Facility using concrete precasting methods that drew the admiration of contractors throughout the Pacific area. At Holy Loch, Scotland, Seabees assembled a fioating drydock for the Polaris submarine facility. tn far .ofl Antarofica, a group of Seabees earned a round of tributes fortheir installation of the first Nuclear Reactor Power Plant at McMurdo Station, despite weather conditions that are laughingly called -summer* in the forbidding region. Elsewhere, a small detachment of Seabees supervised and instructed Ecuadoreans in modem construction methods while building a new Ecuador Naval Academy.

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By far the largest and most impressive peacetfme project was the construction of Cubi Point Naval Air Station,in the Philippines, the largest single construction job evertackled by the Seabees. At Cubf, Seabees cut a mountain fn haffto make way for the nearfy two-mile bng runway. blasted coral and filled in a section of Subic Bay that is almost a mile

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wide and nearly two miles long. It took the Seabees nearly five years and 20 million man-hours to construct the Au Station and its adjacent carrier pier that is capable of docking the Navy’s biggest carriers. The amount of coral and fill required for the job - some 20 million cubic yards - was equal to the task of building the Panama Canal.

During this period, Seabees could be found everywhere. They participated in the building of missile ranges both In the Atlantic and the Pacific and built housing complexes at Naval Bases and Stations all over the world. During the Cuban Missile Crisis in 1962, Seabees hastily erected and helped man a strong defensive perimeter of fortifications at Guantanamo Bay.

Disaster relief became more than just another misston When the island of Guam was devastated by Typhoon Karen in 1962. Seabees restored power and rebull! damaged structures. Another team of Seabees helped the Chilean Navy repair the earthquake-damaged waterfron! of their principal shipyard. Later, in 1964. Seabees were o” the scene restoring utilities and rebuilding roads In a mane* of hours after Alaska was stricken by a devastatln; earthquake and tidal wave.

In the late 1950s and early 1960s. the Navy develooe: a specialized Seabee unit. the Seabee Team conslstq 0’ twelve carefully selected, experienced Seabee bullat-r These Seabee Teams, commanded by CEC ofhce-s proved exceptionally effective in programs of ru’a development and in teaching construction skills to tne people of underdeveloped countries in such d~vc’sr foations as Africa, Central and South America. Southeat* Asia, and later in the TrustTerritory of the Pacific lsI8nos They built roads, schools. orphanages. public utilltles l x other community development projects, eamlng lo’ VW “Can Do” Seabees an additional measure of recognrlon as the ‘Navy Peace Corps”.

Beginning in 1964, the United States military bu~lou: )r South Vietnam interrupted the normal oeacetlme oeployment pattern of the Naval Cs~truction Force II- ?W spring of 1965, there were 9,400 Seabees on actrve airt, a* various sea and shore locations and the existrng rep reduced-size Naval Mobile Construction Battalions Wrwr Seabee requirements in Vietnam reached thw perk c 1969,1hisfigurehadgrowntomorethan2%000andam chapter had been written in the history of VW

builder-fighters.

9. SEABEES IN VIETNAM. In South Vietnam the Seabees built and fought and established a new reputatron for their deeds of construction while under fire. From the Demlliirized Zone (DfdZ) in the North to the Delta Regm In the South, they supported combat operations 8na sometimes fought side-by-side with the United States Marines and Army troops in guerrilla-infested areas.

The first full Seabee battalion arrived in Vietnam on 7 May 1966 to build an expeditionary airfield for the Marines at Chu Lal. others aoon followed. From 1965 until 1969 the

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Seabee commitment in Southeast Asia rapidly increased. necessitating first the transfer ot Atiantrc Fleet battalions to the Pacific through a change of homeport, then the deployment 10 RVN of Atlantic fleet NMCBs and later the reactivation of nine additional Battalions. This effort was culminated by the call lo active duty of two Reserve NMCBs in May of 1966, bringing to 21 the number of battalions deploying to RVN. In addition, there were two Amphibious Construction Battalions tending support to the RVN effort. In the same lime period a requirement for Seabees to support in-country activities, such as Naval Support Activities at Danang and Saigon, two Construction Battalion Maintenance Units, two deployed Naval Construction Regiments and the deployed Third Naval Construction Brigade rapidly increased. To suppon these various requirements, the total Seabee community grew from 9.400 in mid-1965 to 14,000 in mid-1966 to 20.000 mid-1967 lo more than 29,000 in 1966 and 1969.

To help meet the mushrooming RVN requirements, the Navy utilized the concept of recrufting skilled construction workers a1 advanced pay grades. The Direct Procurement Petty Cfficer (DPPO) Program, reminiscent of early World War II recruiting efforts proved to be highly successful both in terms of total numbers recruited (more than 13.000) and

.quality of input.

Seabee accomplishments in Viitnam were impressive, just as they were in World War II, Korea and during peacetime. All 21 active battalions deployed lo Vietnam - some several times - lo build the roads, airfields, cantonments, warehouses, hospitals, storage facilities, bunkers and other facilities that were needed to continue the struggle. In accordance with the mobile” concept ot the Naval Construction Force, Seabee units supponed Marine. Navy, Army and Air Force operations at camps and landing zones throughout RVN and at such outposts as ConThien, Khe Sanh and Gio Linh.

For their efforts in Vietnam, Seabee units and individual Seabees received formal recognition in the form of numerous conmendations ant medals. Moreover. it was in Vietnam that the first Seabee in history, CM3 Marvin G. Shields, a member of Seabee Team 1104, was posthumously awarded this nation’s hiihest recognition, the Medal of Honor, for his heroic efforts in defense of a Special Forces Camp and Vietnamese District Headquarters at Dong Zoai.

In a war in’which the winning of people is an important part of the total effort, Seabee construction skills and medical assistance proved powerful weapons in the Viitnati Vivic action” war. The recltalion of events and the quoting of statistics fall lo touch the true color of lhe Seabees Involvement during the Vietnam years. Later they supported the Marines at Chu Lai and Khe Shan; reopened the railroad between Hue and DaNang: struggled with the logistics problems of the Mekong Delta; constructed a new Naval base on a sand pad floating on paddy mud; and buitt staggering quantities of warehouses, aircraft support

facifiis, roads and bridges. But they also hauled and

dumped tons of rock for paving of roads to provide access lo farms and markets, supplied lresh water to countless numbers of Viitnamese through hundreds of Seabee-dug wells: provided medical treatment to thousands of villagers; and opened up new opportunities and hope for generations lo come through Seabee-built schools. hospitals, utilffies systems, roads and other community facilities. Seabees also worked with and taught

construction skills lo the Vietnamese people, helping them to help themselves and proved that the Seabees really are ‘builders for peace”.

10. AFTrR VIETNAM. when de-escalation o! United States activity in Southeast Asia got underway, Seabee strength was once again reduced. By September 1970. the Naval Mobile Construction Battalions were down to the planned Post-Vietnam level of ten full-sized battallons Because of the reduction of the Naval Construction Force in Vietncm, on 6 December 1969, the headquaners of the Thirtieth Naval Construction Regiment was moved from Vietnam to Okinawa in the Ryukyu Islands, and on 1 May 1971 the headquarters of the Thirty-Second Naval Construction Regiment was moved from Vretnam to Rooseveft Roads, Puerto Rico. By the end of 1971. mos: Seabees were employed outside of Southeast Asra Thus

on Q November 1971. the Third United States NSVS

Construction Brigade was disestablished.

As the Seabees entered this new era, they tounc themselves employed on major peacetime projects whir had been deferred pr neglected because of wartma priorities. Alert battalions were re-established In me Atfantic Fleet at Rooseveft Roads in Puerto Rico ant m ths Pacific Fleet at Okinawa in the Ryukyu Islands. The men d the Naval Construction Force found themselves cmo&yec outside their home port fleet areas. No geogra@xa IimitatiOnS existed as battalions and details were de~rovec lo satisfy the current and ever increasing demanc e Seabee expertise. For example, arnce the resstablishment of the alert battalions, one batter Naval Construction Battalion Four, served in 1@7C l s mr Pacific alert battalion at Okinawa and in 1972 as me Ata% alen battalion at Roosevelt Roads.

The post-Vietnam Seabees were involved In ner construction frontiers: lhe Indian Ocean. lhe Trust Tm of the Pacffii fslands; Europe, on the ocean floor. ant * moat of Jhe oceans of lhe globe. Though younger 81313 by In number than their Wortd War II predecessors. Seurm continued to demonstrate the same old Can do’ ~pn:

One of the major peacetime projects undeflaken by Seabees after Vietnam was the developmrn! ConstrUctiOn, and operation of a United States NSVS Communications Station on Diego Garcia. Diego Galor rs one of the 52 coral atolls of the Chagos Archipelago m me Indian Ocean, 960 miles south of India and seven dsgrees south of lhe equator. Conslruclion was started earfy m 1971, and the establishment ceremonies were held on 20 March 1973. me station became a complete operatrng entity and included transmitting and receiving facilrtres.

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benhing and mess facilities; an airfield to accommodate l~~slr aircralt; utilities, roads, shops. and other suppon facilities; a fuel storage farm; and an entrance channel and turning basin within the interior lagoon.

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During the 1970s the mission of the Diego Garcia facility was grearly expanded as Ihe Indian Ocean’and Persian Gulf assumed new strategic importance for the United States. The decision was made to develop Diego Garcia as a major supporI base for U.S. Forces operating in the Indian Ocean area. Seabee battalions and detachments continued to deloy to Diego Garcia throughout the 1970s with at least one full battalion always in residence. During these years, the Seabees extended the existing runway, added to the power plant, subsistence and receiver buildings, expanded the pier and the POL facilities, and builI additional personnel supporl and supply facilities.

Other projects on which Seabees worked in the 1970s included the upgrading of recreational and living facilities at the Naval Communication Station, Nea Makri. Greece. There they built a radio facility, improved the base swimming pool, built tennis couns, a softball field, an addition to the enlisted men’s club, and remodeled the barracks. At the Naval Facility, Souda Bay, Island of Crete, Seabees built an open storage facility, a pipe and canvas

. . enclosure, and a helo pad. In Sigonella, Sicily, at the Naval Air Facility they installed diesel units and ‘no break’ generato,rs. remodeled barracks and ‘the general mess. built an air-frames repair shop, power-check pad, ordnance magazine, EMCPO club, handball courl and Iheatre. At Ihe Fleet Support OIfice, La Maddalena, ltaly. Ihe Seabees built a gymnasium and a playing field unit.

In Spain the Seabees worked on a number of projects at the Rota Naval Station. These projects included remodeling barracks and the enlisted. men’s club and building addltiins to Ihe base telephone exchange and warehouse, and to the calibration labortory at the airfield. Seabees also installed a new fender system on Pier #2 and built a causeway connection. They also reconstructed ‘Ihe Rota Seabee Camo which had deteriorated because it had been vacant from 1965 until 1971. In London. England, Seabees remodeled a Marine barracks: in Greenock, Scotland, Ihey bulll a bowling alley; in Holy Loch, Scotland, Ihey renovated the Public Works Depanrnent garage and the hobby shop facility; at the Naval Security Group Activity, Todendorl; Germany, Ihey built an addition to an operations building and installed a new emergency generator.

Meanwhile, ln Ihe Padftc, the major efforts of the Seabees were centered on Okinawa in the Ryukyu Islands and on Guam in the Mariana Islands. At Okinawa they perloned many dlfferent and challenging aasignmems The jobe inoluded new structures at Camp Klnser, a new water pipeline, a modem underground electrical distribution system and a major land grading project at Ihe Maline Corps Air Facility at Futema.

f-- On Guam Seabees were hard at work on a Seabee Camp. The camp, dedicated to Wtlliam Lee Covlngton, a young

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Ciil Engineer Corps officer killed in Vietnam. included approximately 39 pre-engineered buildings. housrng facilities, offices, shops, a galley, living quarlers. a chapel. and utilities. Other projects completed during Ihe 1970s included a major swimming pool complex a! the Naval Hospital, a culverl and earlhmoving pro#ct at the Naval Magazine, a CPO club, community center and teen center at the Naval Communication Station, and four steel buildings at Polaris Point submarine facility.

Seabees in Taiwan worked on the rehabilitation of barracks and on the construction of duplex cabins; at Iwakuni. Japan, they worked on a Marine Corps confinement facility. an exchange warehouse, and a water line. In the Philippines they constructed an aircraft rinse rack and runway suppon facilities.

In Puerto Rico, Seabees renovated roads during the 1970% built a commissary and new buildings at Camp Moscrip, and carried out numerous civic action projects. During 1977, Seabees carried out a beach-erosion preventive project in Argentina, Newfoundland; and rehabilitated housing at Guantanamo Bay, Cuba.

The Seabees were also active in Antarctica, both during and after the Vietnamese War. As part of Operation Deepfreeze, they provided logistic support for the scientific research programs that were being conducted by seventy American universities, Government agencies, and industrla! firms. The return of Naval Mobile Construction Battalion Seventy-One from Antarctica in 1974 marked the end of Seabee participation in Operation Deepfreeze. The NationalScience Foundation, which oversaw the program. was Io accomplish all remaining construction by contract.

In addition IO the work performed by the mobile construction battalions. the amphibious construction battlions were extensively employed. Both of the amphibious battalions were engaged primarily with fleet exercises and other training operations. Additionally. amphibious Seabees in the Pacific Fleet found time to accomplish earthwork for a canoe lagoor and a camping area at Imperial Beach, California, to place and remove concrete obstacles in SouIh Bay for underwater demolition teams and Sealab training, and to complete the first increment of a sheet pile bulkhead project. Meanwhile. Seabees of the Atlantic Fleet constructed a boat marina at the Little Creek Amphibious Base.

Furthermore, detachments of Ihe amphibious Seabees served in the Mediterranean and in the Caribbean. These detachments were of the amphibious ready groups that were prepared for amphibious assaults whenever necesafy.

In June 1969. Ihe firsI Seabee Team to be employed bythe Trust Territory of Ihe Pacific Islands landed at Moen Island in Ihe Truk DisIricI. While the concept of civic action was not new to the United States Navy Seabees, the Micronesian envkonment was totally dlfIerenI from Ihat of Thailand and Vietnam, where the thirteen-man Seabee teams had proven eo successful.

The Trust Territory was a United Nations strategic trust administered by the Unlted States under a IQ47 agreement. While the area was not war tom or threatened as was the case in Vietnam and Thailand, the Trust Territory was in an embryonic stage of political and economic development.

Under an agreement between the Secretaries of the Interior and Defense, and at the specific request oi the native people a1 each location, Seabee teams were provided to assist the Micronesians in constructing facilities, roads, and utilities required to enhance the economic development and condiiions of health in the Trust Territory. While construction of such facilities provided tangible evidence of Seabee accomplishments in Micronesia, the major emphasis and greatest potential benefit was the valuable training in construction skills that was made available to the people of Micronesia. This training enabled them to accomplish essential construction themselves.

Seabee Teams in the Trust Territory served on the islands of Ponape, fruk, Palau. Kusaie. and Yap. Throughout the 1970s and into the 1980s. the teams built roads. dispensaries, water tanks, bridges, and public buildings. The response of the Micronesian people lo the civic action program was highly favorable in all districts. The tangible benefits were readily apparent in the improved roads and utilities and new facilities.

‘In !he summer of 1972, a Seabee .Team, with assistance from amphibious construction battalion. assembled an Ammi pontoon hospital barge on Lake Tiiicaca high in the central plateau of Bolivia. The project was sponsored by the Bolivian Navy with assistance from the United States Government. The barge was a SO-foot Ammi pontoon with a prefabricated Lewis building superstructure that served as a dispensary. It was powered by two diesel outboard motors and contained all the basic medical and dental facilities of a small hospital.

In the mid-l 960s. increased interest in exploitation of the ocean for defense purposes spotlighted a need to establish an underwater construction capability within the Navy. A team of Seabee divers was formed during 1 Q6Q to launch, implant, and recover the Tektite I habitat in the Caribbean Sea. The success of this operation led to additional Seabee underwater construction assignments. It also led to the establishment of two Seabee Underwater Construction Teams: Underwater Construction Team One under the cognizance of the Twenty-First Naval Construction Regiment at Davisville, Rhode Island and Underwater Construction Team Two under the cognizance of the Thirty-First Naval Construction Regiment at Port Hueneme, California.

After their formation, both teams performed successfully in numerous operations, Including the installation, maintenance, and repair of submarine cables and pipelines; the implantrnent and recovery of moorings and acoustic and magnetic systems; undenvater surveys; and

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harbor and dry dock inspections. The teams demonstrated a capability to perform, and they added dlmenslon to the Naval Construction Force capability. previously generally restricted to efforlS on land.

In 1970, the Chief of Naval Operations, in his concern for improving the quality of life ashore for the Navy man and his family, established a new program of improving shore establishment habitability. He committed the Seabees to lead and direct his Self-Help and Shore Establishment Habitability Improver$!nt Programs.

Under these programs active and reserve fleet Seabees and construction battalion units participated In improvements to personnel support facilities. The construction battalion units consisted of approximately forty or fitty men and were established to provide more effective and worthwhile duty for Seabees while stationed ashore. In addition to training on construction projects and continuing the Sea&e’s combat and disaster recovery readiness, the units guided and supervised the efforts of other Navy ratings in improving the sailor’s living conditions ashore under the self-help concept. .

Examples of the projects to improve living conditions ashore ranged from very simple bus shelters to large shelters to large hobby shop complexes. Othev typica’ examples included improvements to living facilities. temporary lodgings. parking garages. on-base parking. mobile hocne parks. locker clubs. and recreations clubs. In 1961, sixteen construction battalion units were actively engaged in executing such projects in the United States.

In addition to performing their regular construction mission. Seabees participated in humanitarian and disaster recovery assignments in wake of several natural disasters and one political upheaval during the 1970s and early 1960s. The political upheaval was the collapse of the Republic of Vietnam in 1975. Following this event Seabees provided support to the Vietnamese refugee program. Project New Life. by building a tent-city on Guam for 50.000 refugesj.

In January 1975, a Seabee salvage team was sent to Managua, Nicaragua following a major earthquake which heavily damaged that city. After completing its primary mission of salvage at the U.S. Embassy, the team then salvaged badly needed hospital equipment for the El Ritiro Hospital in Managua. In December 1975. Seabees of Construction Battalion Unit 417 engaged in flood control operations at Mt. Vernon, Washington when the Skagit River overflowed Its banks and threatened the town. In February 1976, Naval Mobile Construction Battalion Forty sent a detachment to Guatemala City, ‘Guatemala to provide disaster relief following an earthquake which caused extensive damage to that city. In May 1977, Naval Mobile constructiin Battalion Three performed recovery and reconstruction work of all types on Guam in the wake of Typhoon Pamela. In February 1980, Seabees from the Thny-First Naval Construction Regiment at the Naval ConsVuciton Battalion Center, Porl Hueneme, California

battled a devastating flood at the Pacific Missile Test Center. Point Mugu. Cakfornla. hnally. Seabees went to the islands of Jamaica and Dominica in 1980 to help repair

‘the extensive damage caused by Hurricane David in December 1979.

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During 1961. Seabees based at the Naval Construction Battalion Center, Port Hueneme. California, performed a construction task of some interest. They constructed military and Secret Service support facilities at President Ronald Reagan’s ranch near Santa Barbara, California. During a subsequent thank you” barbecue for the men involved, President Reagan was made an honorary Seabee.

With the pressure to reduce the size of the Armed Forces after the Vietnam War, it became necessary to place greater reliance on the resewe force to oft set the reduction in the active force. During the 1970s. reserve Seabees experienced a closer association with their active counterparts than in the past.

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Effons were made to elevate the readiness posture of the reserve Seabee force through a variety of programs. Through innovative techniques. new procedures were’ implemented within the reserve force.

One such program involved the ejtablishment of Permanent Drill Sites for the reserve battalions at military installations within their respective geographical areas. At these sites were positioned Readiness Support Allowances. These allowances consisted of essentailly a ten percent cross-section of the Advanced Base Functional Component for a Seabee battalion. This allowed the reserve battalions to develop year-round training programs.

To effectively care for and utilize this readiness allowance. active duty support personnel were provided to each of the reserve battalions. The mobilization readiness level of the Reserve Naval Construction Force was improved substantially >y the midote of the 1970s.

In late 1973, as part of the Navy’s effon to realign the Naval Shore establishment, the mission of the United States Naval Construction Battalion Center at Davisville, Rhode Island was revised. The Center was reduced to providing storage and preservation facilities for advance base and mobilization stocks, and to providing mobilization facilities fo support the Naval Construction Force.

At the peak of the Vietnam War, the Davfsvflle Center supported ten full strength battalions. However, by ?973, lhe Center was homeport for only three battalions of peacetime strength and one underwater construction team. In addition, the Twenty-First Naval Construction Regiment was located there.

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On 30 June 1974, Naval Mobile Construction Battalion Seventy-One was transferred to the Naval Construction battalion Center at Gulfport, Mississippi; Naval Mobile

Construction Battalion Forty was transferred to Naval Construction Battalion Center at Port Hueneme. Caiifornra. and Underwater Construction Team One was transferred to the Naval Amphibious Base at Little Creek. Vrrgtnia. Later in the year, on 27 November, Naval Mobile Construction Battalion One was transferred to the Gurfpo’: Center. The last unit of the Naval Construciton Force at Davisville was the Twenty-First Naval Constructron Regiment. The regiment was disestablished there on 15 January 1975.

At the beginning of 1975, there were three regiments. ten mobile construction battalions, two amphibious construction battalions, two underwater construction teams, and one construction battalion maintenance unit on active duty.

The Thirty First Naval Construction Regiment at Port Hueneme. California, was responsible for the operatlonar control of the battalions that made Port Hueneme their homeport. These battalions were Naval Moblle Construction Battalions Three. Four, Five. and Fony. The regiment was also responsible for Underwater Construction Team Two.

The Twentieth Naval Constructron Regiment at Gulfport. Mississippi. was responsible for the operatronal control of the battalions that made their homepon in Gulfport. These battalions were Naval Construction Battalions One. Sixty-Two. Seventy-One, Seventy-Four. and One Thirty-Three.

Amphibious Construction Battalion Two and Underwater Construction Team One were located at the Naval Amphibious Base at Liile Creek. Virginia. and Amphibious Construction Battlion One had its homepon at the Naval Amphibious Base in Coronado. California.

Construction Battalion Maintenance Unit 302 was permanently assigned to the Public Works Depanment of the Naval Base at Subic Bay. Philippine Islands.

Furthermore. the Th,-reth Natis: Construction Reglrnent had its headquarters on Guam in the Mariana Islands. It was responsible for the operations of the construction battalions while they were employed in the Western Pacific Ocean area. The regiment was also responsible for the Seabee Teams when fhey were employed in the Trust Territory of the Pacific Islands.

Before the end of 1975, a change in the planned peacetime strength of the Seabees led to a further reduction in the number of construction battalions. On 30 June 1975. Naval Mobile Construction Battalion Seventy-One was disestablished. The following year saw the demise of yet another battalion when Naval Mobile Construction Battalion Ten was disestablished on 30 June 1976. The number of Naval Mobile Construction Battalions remained at eight during the rest of the 1970s.

Because the United States was faced with continuing threats to Ha national security during the 1970s and early

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lQBOs, the nation had to continue to provide timely and responsible support to the operating forces of the Navy. Thus meant that the United States had to make the most efficient use of its defense resources. In this context, the Seabees faced and continue to face imposing challenges equal to and greater than those faced in the Second World

War, in Korea, and in Southeast Asia.

However. of one thing you can be sure, when thetoughest. meanest, mOSt impossible construction jobs in the world come UP, they will send for the Seabees. because they know the the Seabees ‘Can Do!

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APPENDIX B SEABEE COMMAND

1. INTRODUCTION. This Appendix is presented for the use of all officers and senior petty officers of Naval Construction Force Units. Sections 2, 3, 4, and 5 are abstracts from the Chief of Civil Engineen pamphlet, Seabee Command. The officers and petty officers of the unil can better serve the Command ff they understand the detailed responsibilities, problems, and essence of Command so well presented in this Appendix.

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2. THE COMMANDING OFFICER. The mantle of Seabee command falls on many Civil Engineer Corps officers. This sought after honor is widely regarded as a career high point - and properly so. However, it sometimes comes to an officer with no previous Seabee or command experience. While the Prospective Commanding Officer today may represent the beat in technical competence with broad managerial and administrative experience, he has probably had very

> limited military command involvement. How can such an individual successfully meet the unique challenge of command? The answer is that moat successful commanders are made - not born. This learning process takes time and is inefficient a1 best. The following are the experiences of many and can assist in reaching the plateau of the command kraming ,curve as early as possible.

Penonallty. Personality is the crucial fa.ctor bearing on success and the hardest to alter. The more fortunate Commanding Officer will have a personality which insures his success in dealing with people. The leas fortunate, who comprise the majority, must do some very objective self analysis and resolve early to understand the use of psychology as a command tobl.

Knowledge. Moat of the early command errora of the CO atem from simple ignorance. Hi academic ability would serve him well if he could find ‘what’ to study. Unfortunately, no well defined curriculum exists, and in fta absence the school of experience has been the usual teacher. There is a pattern of events that seems to oharacterfze the evolution of many new Co’a. Initially ha places full trust in his subordinates and their aaaurancea that things are under control. Full of complacency, and facking knowledge, he does not check things for himaetf. Next oomea the shock of the first time hit command is tried in tha balance and found wanting. The CO ia shocked, angry, chagrined, and invariably wiser. He is about to atarl becoming an effective commander. From then on, three new and vital faclora are evident in his exercise of command: Firat, he forces himself to acquire peraonal knowledge; Second, he no longer blindly trusts his

/F‘ subordinates and their judgments: and Third, ha checks things for himself.

Tha dangers and hazards to good organization and morale fn the above are obvious. The CO must exercise skill in using these factors. However, his final realization that he needs knowledge and his determined action to acquire if are probably the most significant command ateps he has taken.

Image. Image of a unit may be compared to service reputation of an individual. It is intangible but most important.

Tha unfl and tts image directly reflect the Commanding Officer and his success as a commander. Few rules can be given on image except that, like a good name or seffice reputation, H must ba assiduously cultivated and jealously guarded. It cannot ba a contrived or phony thing since. in the long iun, it is reflected in solid measurable accomplishment. Remember, the image of your command is projected by all your men, not just yourself. You must get your command to understand this.

Send only your very best men and officers to civic action teams, detachments or .other outside assignments where they will represent you. Not only will your image flourish with such auccesafuf representatives, bul you can also mncentrate on developing the second level of talent thus forced into positions of responsibility within your main body.

Tha image that tha next superior in the chain of command desires is ‘responsiveness.” This implies not only unquestioning and cheerful willingness to comply, but also competent, accurate, and fully effective action in that compliance.

Motivation of Men. The materials and equipment of the Seabees are ordinary and available. The traditional strength of the Seabees fa their ability to accomplish an uncommon end from oommon resources. The key to such achievement lies in individual and group motivation -and the Commanding Officer ia kntral to this iaaue. Morale is his only mliateral duty.

The Commanding Officer muat immediately recognize that all of the members of the banalion are ‘Seabees”. The non-CEC and non.cortatruction rating membera are critical contrfbutora and do experience fully the pride in being called ‘Seabee”. Cultivate at every opportunity the fact that there is one team and all fts membera are Seabees.

The Commanding Officer, as both the leader and father figure, muat concern himself fit-at and always with his Seabeea - and their motivation. He must continuously

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evaluate his command in terms of their basic needs of sense of belonging, recognition, and security. His actlons, and his chain of command’s action. must always reflect the full realization that men are the ultimate tools of accomplishment.

Men respond best when they are kept informed and told the reason why. They appreciate being regarded as individuals with names and identities. They are proud to ba pati of a unit with high standards and a good reputation. They seek both a challenge and an example to follow. Each officer and man looks to his Commanding Officer to provide these things. Be seen. Get out in front of your men at every opportunity. Talk.to them. Get to know thetr names and something specific about them - wife’s name, her location, their children, his hobbies, hometown, etc. -this works wonders in getting him to relate to you.

Demand the presence of concerned leadership a1 activities, classes, lectures, drills, on the range - ensure the company officers and chiefs are in evidence. Don’t let the men get the feeling that an event is not important enough to warrant the attention and time of higher leadership.

All must know what their job is to be in homeport and for the upcoming deployment. Give the man the same opportunity for prideful discussion with family and friends that you’d expect in talking about your job. Be ever aleR to sharing recognition opportunities. It’s awfully easy for the Commanding Officer to personally accept all commendations for the unit and to make all briefings on the unit’s work. Remember the officers and mcin who brought these about and don’t thoughtlessly rob them of the pride they have in their part of the action.

Command Goals. Command goals must be defined as explicity as possible. Progress toward these goals should be appraised regularly and should be published. As a minimum they should include:

(1) Increased readiness posture through training, planning, and timely preventive action.

(2) Increased pr~feasionalism in command, administration, fog&tics, and operations.

(3) Improvement, retention, and conservation of manpower.

(4) Simpliiicaiton of procedures and elimination of non-essentials.

Chain of Command. The chain of command is the military organization. Permit no other organization to exist. Think, plan, and act in terms of the chain of command. Stretch it, develop it, and insist upon it. But never forget that ,tiring diagrams don’t run your organization - people do.

Uaa your chain of command as the principal communications channel both up and down but don’t read

this to mean you only talk to your executive officer or operations officer. At quarters pass out the word to the company commanders. Insist that it flow directly then and there from company commander to platoon commander 10 squad leader to fire team leader to the man. Pencils and notebooks must. without exception, be part of the uniform of the chain of command. Test effectiveness by sampling the word passed as understood by the man in the rear rank.

Vary the routine and see how your chain reacts. Without notice keep the officers or chiefs or both from quarters and see what happens. Teat your recall procedures. Trim your Master-at-Arms force and function to the small staff appendage of the Executive Officerthat it should be. Put all your authority, responsibility, and action in the chain of command. In short, get them involved completely and permanently. Remember, the Chain of Command is not only for communication but for reinforcing all the levels of authority and leadership between you and each of your Seabees.

Leadership. Leadership is the essence of command. Personal example is its vital ingredient. Many techniques will demonstrate and support it. Common sense must be relied upon.

Orders, once issued, must be enforced. Nothing is more damaging to military etlectiveness than a climate in which orders are not enforced. A man should never have to decide whether you really mean what you have said or signed.

Most commands have unnecessary or even undesirable orders in effect - and largely ignored. Promulgate only a bare minimum of &ders. Don’t attempt to codify every possibility. Rely father on the good judgment of your chain of command to control your unit. But once you have Spoken

or set your signature to an order, insist that it be enforced 100 percent.

A characteristic of an effective command is not just meticulous attention to detail. Small things do make the diierence, however. Create a climate wherein details will be taken care of and yet everyone atill has focus on the iaauas, projects and tasks.

Command Team. Your goal, obviously. is to.make your battalion a unified organization pointed’to the goals eatabliihed by you and your superion. To do this calls for not just your knowledge, but the combined knowledge and support of all hands. Establish a command team consisting of youneff, the Executii Officer and the Command Master chie‘f. D&cuss regufarty all aspects of the Command with the command team. Get their frank opinions; then make your decision. You will find this to be the most effective command tool you will have.

Executive OtFicer.The Executive Ofticer is your alter ego. You can afford no slippage or misunderstanding between YOU.

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tt is prudent to establish a routine where you and the Executive Officer cm meet to discuss items of mutual interest. Remember, your time will become limited, but preserve a part of your schedule for this absolutely critical interface.

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His position as a second in command must be obvious and supported by the facts. While the Seabee operations position of fhe battalion’s activities property tends to be controlled directly by the Commanding Officer, be sure that the Executive Ofticer participates to the maximum and is always kept fully informed.

Insist that he run the staff in an aggressive and forthright manner. Give him adequate opportunity to act for you. Don’t be reluctant to go on leave.

Command Master Chief. The individual chosen for this duty must be the personal selection of the Commanding Oflicer. He is a very important person to you and your command. Choose your C/MC carefully as he will set the tone for your entire enlisted community. Your C/MC must be a highly motivated selt-starting Master Chief. He reports

‘directly to the Commanding Officer end should no1 be assigned any duties other than as your Senior Enlisted Advisor. Keep him involved in the formulation and promulgation of Command policy and goals. Use him as your eyes and ears throughout the Battalion to see that your policies are being carried out and your goals are being achieved. His major function is to ensure that the welfare. well being and dignity of the individual are properly addressed at all levels of the chain-of-command. Be seen with him and take him on your tips when visiting your details

In the same manner as your Executive Officer, the Command Master Chief should have a routine time when you review items of mutual interest. His inputs to and from you can be the most effective communications link you will have with the men.

Wardroom. The Wardroom reflects the morale and “esprit . de corps” of the officers of the command. It is here where all visitors make an important assessment of your battalion. The social relationships and oamaradene in the werdroom and are the basis for meaningful cooperation and mutual support among the officers. The Seabee CO exercises

_ direct and personal Control, of the wardroom and its standards. Hi true nature is exposed more oandidly and completely here than elsewhere.

Ths wardroom physical oharacterfstios, furnishings, table aewice, and appointments should be the best available in (he oircumstanoes. Don’t be afratd to encourage self-help projects. The goats, attitudes, and conduct of the wardroom should always be of tha hihest order. The wardroom ts a cherished pan of Naval tradition that has

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held its placa in time because of the needs lt tutfills’ better than any other method. The properly run wardroom provides the special atmosphere that reinforces the fact that one is a member of the battalion team and the Navy.

Junior Officer retention is often influenced more by the wardroom than other more obvious factors When deployed, all wardroom members should eal most of their meals together in the wardroom. Cliques must not be permitted to develop and the CO must be perceptive to any adions which might degrade proper atmosphere. One’of fhe least understood principles is that a guest of a member is a guest of the wardroom and should be scrup~~lousiy treated as such. Formal oooasions. such as mess night or mess parties, afford a unique opportunity for social enrichment of members, wives and friends. The Commanding Officer also uses the wardroom as a training medium for his officers. Social graces. proper dress and after dinner speaking ability often need developmental attention. Officers should aiso be exposed to their obligation to take their turn as host, both to the wardroom and to visiiors to the battalion. It is appropriate for officers to develop their speaking ability by, on a rotating basis. having each officer present a short after dinner talk on a Subject with socially redeeming value.

Milltrry Advisor to the Commanding Officer. Your Marine military advisor normally will wear a couple of hats in the Battalion. First, he is your military advisor. Secondly. he is usually assigned as Military Training Chief. As such he is responsible for execution of a military training program that meets all the requirements of higher echelons and ensures the Battalion’s military readiness to accomplish its mission.

His advice should be sought on all military matters. including providing guidance and training to your Company Commanders and Platoon Commanders on military tad&, weapons employment, military situation analysis. ordnance, and communications. Remember, if you have to respond in a contingency he becomes a right hand man as advisor on all defensive matters affecting. the safety ot everyone.

Be sure that he is made a welcome and respected member of your CPO Mess immediately upon reporting.

Chief Petty Officer. The Chief Petty Oftiir has the unique ability to get things accomplished. All too frequently his full potential is not ufilitzed to the command’s benefit. Know your chiefs. Use them well. The CO must ensure that his standards are understood in the CPO Mess. He must insist upon and support the Chief Petty Officers in policing themselves. Ensure that fhe traditional respect and prtvtlege are afforded fhe Chiefs. The CO should be an OccaSiOnal. friendly, Well spoken, and genuinely sought after guest in the CPO Mess.

Ensure that no officer, who might tend to become a favorite of fhe Chlls, becomes a too frequent vtsltor to the CPO mess. Be aware of and approve the entertainment and other practices of the CPO mess.

Talk to the Chiefs as a group periodically. Their participation in conferences is always beneficial. Ensure that Senior and Master Chiefs are given appropriate

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responsibility, privilege, and recognition apart from the other Chiefs.

Squad Leader. The squad leader is a pivotal individual and has one of the hardest jobs in the unit. His is the most common on-the-scene decision on every action taken. He approves or disapproves. He oorrects or fails to oorrect. He teaches or fails to teach. He checks or fails to check. He enforces or fails to enforce. In a very real sense, he is the ultimate agent in carrying out your policies, enforcing your orders, and translating your will into action. He is very important and demands your continual scrutiny.

More significant failures occur at this level than any other. The squad leader is frequently ill-equipped by experience, training, or knowledge to be a squad leader. Afford him every oppoitunity to learn and improve, but keep up a relentless pressure until he meets your standards. Take proper administrative action to reduce in rate those who can’t or won’t measure up. Shape up or ship out” takes plenty of resolution in its execution.

The squad leader’s responsibility for his squad is total. His involvement is personal and direct. Normally, the squad leader should live with his men. Appropriate privilege for squad leaders is sometimes diiicult to establish, but it must be provided. Everything applicable to the squad leader applies commensurately to the fire team leader as well. Make them feel personally responsible for training, advancement and retention - as well as readiness and production. They must get to know each man’s strength, weaknesses, and help to build on each.

Preventive Action. Preventive action is the Commanding Officer’s best tool lf he uses lt wisely. The CO should be away from his desk a signtficant porlion of the tie. He should see and be seen. He should spot check and sample. This is communications at its best and a real feedback on leadership ability.

The first requirement of the CO is knowledge. He must know the area he intends to probe. He must know the questions to ask, the lids to be lifted, and the most probable deficiencies to be found. This requires preparation, perception, and psychology. The CO must not violate the chain of command ln these informal lnspeotii. When the CO shows up, the chain should automatically act to

- produce the senior men as rapidly as they can be obtained. - The CO should give his informal comments on the soene,

and resenfe hi severe criticisms for appropriate injecfkm infofheohamofoommandinhisofficelater.

The CO must ensure that he spot checks’ his entire command, and not just those functions in which he personally is particularly competent. He can best obtain a feel for the general ooncliion by sampling multiple specffics in each area. He must be completely random in seteqting areas to test. He strives for a climate in which every member of his command will be expecting the CO to be around checking fhe orftical indicators, asking the right questions, and demonstrating an awareness pf the

importance of the area. This is a healthy condition and leads to a good tone of the command - particularly when the Commanding Officer can leave some appropriate words of praise for a job well done.

Encourage your chain of command to develop the habit of preventive action - spot checks and testing. Inspection &reck off lists and procedures should be in continuous use -not just once yearly. Hold surprise drills without advance notice to anyone. Check the soene at midnight, just before reveille and on weekends. Require your OOD to make checks and log the results for your review. Show up occasionally at the equipment yard when the equipment is lit off in the morning. Invite outside experts to come in and inspect you in speciality areas. Capitalize on the outside expert’s oommon offer “to be of assistance”. Point them in the direction you feel they can help, and have an exit conference where they can relay to you the assistance they’ve rendered.

The trick is to do the above without creating the impression that your officers and men cannot be trusted to carry out

. their duties - or don’t know their business.

It deserves your full energy and ingenuity.

Communications. Communications is the lifeblood of progress and smooth operations. Foul-ups invariably occur because someone didn’t receive .the proper information.

While the chain of command is your principal channel of oommunoiation, there is still room for plenty of horizontal communication. Just be sure Ural which is proper and essential flows through the chain. Stress the communications features of the chain of command. The plan of the day is an excellent means of providing information to the entire battalion.

The Commanding Officer must speak to the unit regularly. This is one of the few occasions on which a loudspeaker system should be used. Hold officers call frequently and include Chiefs as appropriate. The Commanding Otficer should give policy lectures on a regular basis. Conclude each officer’s call or conference with a programmed shon inshudion period. The instrudor should use charts and anne to a defintte oondusion.

Prepare at least two outstanding command presentations - ens slanted for oivliian groups, the other for the rest of the Navy. Become a skilled briefer. Prepare a tailored briefing for each important visitor. Stretch and develop your offioers in this vital area.

Iraining. Training ls the primary Seabee peacetime function. The best preparation for wartime mission is today’s training - particularly of oareer personnel.

Unfortunately, fhii has not always been recognized in the past when pressure to put work in place frequently relegated training to a low priority. Production pressures dictated that the man skilted in a certain area be used in that

04

r area exclusively Our objective is the well rounded, broadly skilied pe!!y officer.

Too often training is viewed as something the homepon regiment does for you or that deployment on-the-job training is considered sufficient. Neither assumption is valid. The technical competency and fiexibility which have made the Seabees famous are maintained largely through in-house training efforts within the Command. Every officer, chief, and most petty officers should be, in fact, instructors. Training will be done only if It is required. planned, programmed, supervised, and appraised by the CO. Training is accomplished by the chain of Command. Repons of training accomplishect must flow immediately back to the training office and show on the records and status boards.

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The training of Seabees has a systems approach with goals established that are primarily associated with rate attainment throughout a career, i.e. formal schools upon entry into the Seabees, more advanced technical training a! the E-S 8 E-8 level, supervisory training a! the E-7 level and management training a!. the E-8 8 E-9 level. Most formal training is conducted by the Naval Construction Training Centers (NCTC’s) under the commad of Chief of Naval Technical Training. To supplement the formal schools, a series of Special Construction Battalion Training (SCBT) sources have been developed which are designed to concentrate on a specific skill or a segment of the formal schools and provide theory. ftWthOdOlOgy, or refresher training for a specific project. SCBT training is coordinated by the homeport Regiment and taught at fhe (NCTC’s) utiiitizing NCTC instructors and instrudor qualified Naval Mobile Construction Battalion (NMCB) personnel. Formal and SCBT training must be suppotted by actual practice of. the skills acquired through on-the-job training (OJT). The guidance of a knowledgeable supervisor is required to reinforce the theory and methodology learned in a classroom environment.

The Personnel Readiness Capability Program (PRC@ is an automated system that provides a means of oompanng the skills available within an organization to the requirement for those skills as determined by higher authority. This method provides a basis for detemining training requirements at any given time.

The keys to training are simply:

(1) Define fhe requirement.

(2) Maintain an up-to-date comprehensive and specific instruction assigning responsibilities.

(8) Keep up-to-date records and appraise results.

(7) Review the training instruction and revise when appropriate.

(8) Show personal interest by visiting training areas regularly - ensure others in the Chain of Command do likewise.

Military Knowledge. Military knowledge can be e Civil Engineer Corps officer’s Achilles’ heel. Chances are that he oomes to the Seabees far from proficient.

Fortunately this knowledge can be acquired if pursued early and vigorously. Search out the texts. attend every class, and ask questions. The burden of knowledge acquisition is clearly on you.

l! is more than coincidence that military readiness and the armory are the most frequently low marked items on inspections. Hard work is the only way to become a truly competent military professional.

Probably you and your command are worse off than you realize. You personally must become the master of military basics and ensure that every man.knows them as well. Then you must move on to become as expefl as possible in all military fields. Fire the course. Know communications and tactics. Be the high scorer on any military test.

Require and encourage enrollment in corr&ondence courses such as those offered by the Marine Corps Institute. Make military proficiency a sought after status symbol at all levels.

Contingency Planning. Contingency planning. properly done, provides the key to prompt and effective action when a contingency arises. While it is easy, and often tempting. to defer attention to contingency planning, remember that fhe primary reason for the existence of the Seabees is to provide qonstruction support in a contingency - no! to do peactime construction work. Therefore it is essential tha! your personnel be trained and ready to read properly and quickly when a contingency arises.

Be familiar with ail contingency plans which may affect your Command. Have plans briefed and translated into specifics for your unit. Ensure embarkation data is always maintained up to date.

Issue a definite written program for developing, reviewing and testing contingency planS. Assign personnel and resources. Review results.

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(3) Get fhe chain of command involved.

(4) Take advantage of every training opportunity.

(5) Evaluate training’ effectiveness and knowledge retention.

. Ensure that your personal staff, the chain of command, and every individual knows all he should of these specific contingency requirements. Think andstress mobility. Don’t put down rOO!S. Exercise your staft. Hold command post and mount out drills regularly. Condud UnanmUnced drills to check the response of your personnel.

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The ability of your unit to respond quickly and effectively In a cnsrs is a must.

Safety. Safety demands that the CO be totally unyielding in his insistence upon full compliance with thh highest standards. Nothing permanently scars a CO’s conscience like the memory of safety failures and accompanying human misery priced in terms of life. limb, and sight. Tragedy always seems to reach out for the young who have yet to reach their prime.

Safety is a function of the chain of command. It is largely a matter of attitude. Everyone must be a safety inspector. Training must stress safety and its techniques.

One of the biggest enemies of safety is the willingness of your men to take a chance in the interest of speeding up the job. Positive control is required to prevent such a misionune. Train planners and estimators to note probable safety hazards on the drawings and in the specifications. tnclude and highlight safety equipment needed in the bills of material at a time of take-off.

Off-the-job accidents are the most frequent and serious. Good example and chain of command action. particularly at the squad leader level, ten create a climate of safety which will persist around the clock seven days a week.

The Safety Chief is a widely misunderstood job. Unbelieveable as it seems, he has upon occasion been a low capability individual cast in the roll of ‘cop’ with the rest of the unit as “robbers.” He should be one of the top CPO’s in the unit. He functions on the personal staff of the Commanding Officer/Executive Officer or Operations Officer. He is a safety consuttant to the chain of command. His effectiveness reflects the support and attitude of the CO toward aatety.

Non-Judicial Punlrhmcnt. Non-judicial punishment (NJP) is a challenge to any Commanding Officer. It can ba one of his most effective leadership devices, or it can prove to be a source of drfkuuily and dissatis!a;l;:ron. Knowledge. thorough case preparation, and human wisdom are required.

Every mast action represents a failure - for the man, his leadership, and the Navy. ff your mast rate is high, firs1 check any patterns which might lead you to find that you have some W&ken” orders. Men frequently react to such unjust situations by high violation rates. ft you are satisfied wtth your orders, perhaps your chain of command is not providing the feedership tt should. An ounce of squad leader prevention is worth ten pounds of NJP or court-martial cure.

Require thorough and accurate pre-mast procedures. Go over the facts in advance with particular emphasis on tegal aspects, the accused’s record, and the views of his superiors and their recommendations as to punishment and mitigation. Outline questions or areas you want

brought out at mast. Make a tenta!ive assessment on range of punrshment appropnate.

Mast should be the most formal of ceremonies. Make sure tt is precise. controlled. and well-rehearsed. Be punctvat but deliberate. Have the accused’s supervisors in attendance - including his Squad Leader. Ofler the accused the fullest opportunity to defend himself. It is frequently very impressive to read the table of maximum punishments for the. offense listed in the Manual for Co@s-Martial.

Remember that nowhere in our American system are the rights and properties of the individual so completely in the hands of another as at mast. There must be,a preponderance of guitt tf you impose punishment. Better the guilty go free than the innocent be punished.

Before assigning punishment to the accused, obtain in depth the views of his superiors in the chain of command. RefieCt these views very Openly in your final judgment. Your chain of command will fiourtsh.

Use the suspension and remission features of NJP to full advantage. Be sure the man understands these features when imposed.

Insist upon a follow up appraisal at definite points fixed at the time of punishment. The chain of command must be charged with salvaging the individual and appraising hrs progress. It is a satisfying privilege to restore a man’s rate or forfeiture upon positive evidence of change and the chain of command’s recommendation. This is leadership In action.

Caraer Counwllng and Retention. Career counseling and retention effectiveness are right in the Commanding Officer’s hands - you are always the senior career counselor in the Battalion.

Again. the secrel of success is tn get the chain of command interested and. involved. The seeds of retentron are shown every day in every operation. Like Saiety. it is a matter of attitude and example.

Send maximum numbers of officers and men to career counselor school. The career counselor’s function is to be a consuftant to the chain of command and to put the finishing touches on the groundwork laid there. Give him a well appointed and comfortable office as an interview location. Publish a wrftten Program and adhere to it. Ensure the career oounselor fs aocessible to both you and all hands.

Request waivers on qualifications for schools and assignments.for outstanding individuals who are considering reenlistment. NMPC will usually grant the exception it the CO presents a strong enough case for the man. The man is particularly impressed at this personal attention. Use a message tt time is shon.

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Evaluate your retention climate. What is the composite +fru@nce nf his r*ipre??S rrpon the indwrdunr about to make a reenlistment decision? Use every means to create a favorable image for the man who has high potential and seeks a Navy career. Prohibil -short timer” chains and calendars. Make reenlistment a happy, respected, well publicized, and sought after event. Let each officer and

. senior petty offtcer know that retention efforts will be a factor in performance evaluations.

Personally receive each new first class petty officer and above at an appointed trme in your office. Shake his hand and tell him what you expect of him. Talk to the other new arrivals in appropriate groups. Establish a specific routine which reflects great care in introducing new men to Navy le. Their first impressions are crucial to their motivation.

Exit interviews can be very revealing.

Public Affairs. Public affairs is generally not done as well as it should be. The Commanding Officer must control this program drrectly.

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Be sure your PA0 is motivated and psychologically suited for the billet. He should take the correspondence course and avail himself of any other training or apprenticeship available.

Have a written program for PAO. Develop standard procedures so that his staff can look for the unusual on an exception basis.

Most photographs are poor; train your photographers to take charge and get the picture you want.

Communications to those back home are highly important - ‘FamilyGrams”. cruise books, Fleet Hometown News releases, local TV coverage - all can be big morale boosters.

Seek speaking engagements for yourself and your qualified officers and men. The demand is there.

Learn the local ground rules and use them to your advantage. Tie in with local media representatives as well as fhe senior mifiiary PA0 representative. Don’t step on toes or violate bcal taboos.

Ensure that your ohain of command is PA0 conscious and provides the necessary input and support.

Medical and Dental otfioera. Medical and Dental Officers frequently become isolated from the mainstream of events. They should be included in battalion functions and briefings and be expected to perform as any other officer. Their programs should be controlled and evaluated just like any other function in the command. .

These officers are frequently inexpert in administrative and supply matters which invariably leads to difficulties. Medical and dental supply status must be monitored.

Health and sanitation problems can remain undetected for a long time Require scheduled medical sanitation and heafth inspections of all sites. Monitor the sick call rates and daily binnacle lists. Know the status of medrcal records. immunization and annual medical examination programs. The Medical Officer frequently works very weli with the Chaplain in solving personal problems.

The dental status of your unit should be monitored through analysis of up-to-date dental classification totals for your unit. Be aware of your dental prosthetics needs and procurement channels. Ensure thal the preventrve dentistry programs and a climate of good dental hygiene are well established. Remember that the amount of time the Dental Officer spends in actual dentistry procedures is fhe best measure of dental progress.

Inspect the Medical and Dental spaces and equipment frequently. Know the sick call and appointment procedures. Are the preparations for detachments disasters, or other emergencies complete? Ensure that medical and dental supporl personnel are adequately trained and advanced in rate.

Chaplain.The Chaplain is an important officer. He must be very close to the Commanding Officer and yet be completely available to the entire command.

Suppo~ the religious program by your personal example and participation and encourage the chain of command to do likewise.

Keep ! I: 2faptain’s collateral du!ies’to a minimum He should not normally be the Public Aflairs Officer or handle monies other than chapel funds. He needs adequate clerical and administrative assistance.

The Chaplain should cooperate with civilian church activities and project the Navy - Seabee image in a most favorable manner. The Chaplain in cooperation with the Medical and Dental Officers can be effectively used in the Civic Action Programs.

ft is essential that the Chaplain gain the full respect and confidence of the men as a clergyman. He can also function as a command sounding board, spot trends or froubfe areas, and shouki be frequently consulted by the CO. However,. he must hot supplant nor shon-circuit the chain of command and fts responsibilities.

Designate and train lay kaders at every level to insure total religious coverage of all denominations.

Supply. Supply traps many Commanding Officers - forewarned in this area is forearmed.

Your Supply Officer muat know what you expect. Be sure your intent is clear. Read the past inspection reports and evaluate yoursetf now.

Supply discipline is a function of the chain of command. Insist upon tight issue and inventory procedures. Eliminate

waste and punish negligent loss. Control special clothing and pitferable consumables with air-tight procedures. Have a spedf~t program for personally checking accountabre personnel as pan of your preventive action.

Supply must reflect specific mount-out or contingency plans adequately. Review status of outstanding requisitions. Monitor your financial status personally. Establish a budget board to advise you on how your funds should be utilized. Regular tool kit inspections are a must.

Warehouses and storage yards reflect your image and do so like in no other areas!

Heavy Equlpment. Heavy equipment can easily become a major problem area. Many a Commanding Oflicer has been led down this primrose path. Equipment is absolutely essential to Battalion success - few areas are more vulnerable!

Command attention is the most important ingredient for a successful equipment program. The CO’s interest should be evident to all. Firm NJP attention to negligence is appropriate. The CO’s weekly formal inspection of a class of equipment is a must.

Spare parts logistics are critical. This area must be continuously managed and monitored. Are allowances up to date and obsolete items screened out? Are parts ordered immediately at the proper priority? What follow-up procedure exists? Are inventory and usage records perlect?

Maintenance procedures can easily be compromised. Are standing instructions enforced? Are required technical publications on hand? Are required checks and procedures followed completely? Who really determines what maintenance work is done? Who checks the quality of maintenance?

Poor operator discipline will deadline equipment and lead to accidents. Are pre-start checks scn~pulously enforced? Are vehicles fueled atler tise? Are they left clean? Are speed limits enforced? Is safety equipment intact? What is the safety climate? Any evidence of “hot rodding”? Are sand and mud discipline enforced? Are all operators properly licensed? Is equipment field-serviced property? Any evidence of overloading?

Is your equipment condifion such that you will be proud to transfer ft to the reliving command?

Vlsttors. Visitors are important. They always carry away large doses of your image whether they are a VIP or anyone else.

Genuine hospitality and fhoughfful consideration of your guests’ interests are the watchwords. Build a command reputation for superlative reception of visitors.

Tha following &e&list will assist In planning for v&ffors:

(1) First impressions last.

(2) Actions speak louder than words

(3) Details make the difference.

(4) Have a definite plan and schedule prepared.

(5) Send (or give) a written schedule and local information (unifom-r) earliest.

(6) Assign continuous counterpan coverage and meet them at the plane.

(7) Are visitor quarters the best available? Clean towels, reading lights, bug bombs, comfortable?

(6) Offer a shower. shave, haircut and laundry first.

(9) Always a briefing-big or little -tailored to the visftor.

(10) Give the briefing - or have your expert do it - rapidly.

(11) Offer a tour and introduce your officers and men

(12) Visitors are tired. Quit business early, and after a reS1, stan the social phase.

(13) Charge guests for mandatory hems only, and let the food and refreshment be the best available.

(14) Introduce everyone. Counterpans are hosts. No cliques.

(15) Retire early and ensure that visitors are called in tha morning.

(16) Brief visitors on pertinent message traffic.

(17) Visitors want to visit the Exchange and see local color.

(18) Take pictures. Stage them to Insure quality.

(19) Cult while you are ahead and hold a brief departure conference.

(20) Put them on the plane.

(21) Provide feedback to your command. They are interastad. .

(22) Write *nice to have had you aboard” letters immediatety. Enclose pictures.

General Items. General items for the Commanding Officer’s consideration:

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(1) You are constantly being evaluated, W not by your seniors. certainly by rour men. If you are successful you must receive favorable results from both.

(2) YOUr uniform, shoes, and accoutrements Should be the best looking in your command. Remember that you are continuously bemg inspected.

(3) Be positive in everything you do. Pdsftive people turn problems into challenges to be overcome. Negative people find problems as reasons not fo do something.

(4) Military courtesy, like all forms of courtesy. is contagious. Se sure you have an epidemic going in your command continuoUsly. tt is a sure sign of Command cohesiveness and high morale.

(5) Set a posttive tone from the atart by assigning a sponsor for new personnel and provide him an appropriate welcome aboard packet. Impress the new man with your reporting-in procedures. Provide transporlation. a name list with the OOD, his name lag on a clean bunk, a hot meal, a guide and anything else to demonstrate that your

’ command is interested in him and concerned with his well being.

‘* . (6) Open the offices and support shops when the men can best use them.

(7) To waste a man’s time is an insutt. Don’t pem\it anyone to waste your Seabees’ time needlessly. Have the action planned and ready. Eliminate “hurry up and wait”, panic&arty in respect to processing through many levels to get to the action.

(B) Stamp out “little big shots”. The wise striker behind the counter who tells the sweaty man just in from the job to come back tomorrow does more damage than all .your career counselors can overcome.

(9) Never allow a subordinate to ofler the excuse ‘I told them to do lt . ..“.

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(10) Delegate atrthorfty to the action level. Expect honest mistakes - they are well worth the effiincy and aelf development of your drain of command that delegation bfingS.

(11) Seabees require a challenge. Se sure your men are given every oppofamlty to stretch and develop.

(12) Be free with your fetters of commendation and fnarltoriws niasts.

(13) Ensure all hands understand and use requekt mast as often as appropriate.

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(14) Ensure that no company level or infotmal punishments exist. DeprtvatiMl of liberty is your perogative as a nonjudicial punishment and must never be infringed upon by othars.

(15) Schedule formal inspections regularly. Zone and mJteriai inspections should be thorough and delalled. Insist upon complete feedback and then reinspect on shorl notice. Take the Medical Officer with you on personnel inspections. Look for obesity, poor personal hygiene or chewed nails. Say something to each man. The Commanding Officer can really get the feel of his command at an inspection,

(16) A fat Seabee is a potential liabiliiy. Promote thinness with diet foods and medical’encouragement.

(17) Stress physical fitness with a specific written program. Enoourage inter-company competitions.

(18) Promulgate a written special serviceurecreation program so that ft stans to function the day you reach your deployment Me.

(19) Have frequent but well controlled all-hands (dependents and guests) parties.

(20) Cuttivate the wives and mothen of your men. The distaff side exerls strong influence on your men’s attitude and their level of satisfaction in your command.

(21) &I occasion you will receive an invitation to the CPO Club. When you do, go and enjoy yourself. Don’t ever return unless you are specifically invited. The CPO Club is for Chief Petty Officers and is their place to go and get away from their daily problems. Your presence may prohibit their axnpleie relaxation.

(22) Assigning officer roommates can be a useful management tool in preventing potential problems. For example. assigning the Operations and Supply Officers as roommates ensures full communications between these two important individuals.

(23) Be sure fitness reports are given the serious thought and consideration they deserve. Avoid low marks just because you see more of the officer and obsenre more of his weaknesses than you might see in the usual shore atatton relationship.

(24) Evaluations and fitness reports, are extremely important to a Mure in the Navy. They may make the dffference of whether or not a man is promoted, gets a apeciaf assignment. or a achoo!. Therefore, they must be given O&S best effort when they are filled out and wrttten. The evaluation must be honesf io the man and the Navy. They must be descrfptive of his actual performance. Evaluations are not to be considered as ‘Payday” for a job well done.

(25) In being honest and describing the man and his performance you must be ready to explain your comments to the man. No surprises should be found in the evaluation. Yw wfll have to fook the man in the eye and tell him his shortcomings and what’s needed to correct them. This is dfffia&, but ff youare the leader you think you are. the one

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you want others to emulate, then you will find the courage and manner to do it.

(26) Taking care of your men is doing more than the popular obvious things. It also means correcting them when they are wrong; ‘chewing them out” when they’ve failed to respond to prior counseling: stopping a “fracas” before it can get started; making sure they observe safety precautions, particularly those unpopular to them. If you can intervene in a problem, stop a fight or noise that disturbs or annoys others, you may prevent a man from being placed on report. That’s taking care of your men.

(27) At the first indication that you may have a problem individual (alcoholism, incompetence, etc.). put him solidly on notice. lake the necessary documentary and disciplinary steps to support your later action should he not improve. loo often the failure to “put it on the record” makes later command action undefensible.

(28) When counseling a man for bad performance. always end the session speaking toward the man’s potential to do better (and do it in private if possible).

(29) Be honest in everything you do especially while counseling. Being tactful does not mean being deceitful.

(30) Ensure that the non-Construction Rating personnel are given their share of formal training and advancement attention.

(31) Commanding Officer’Executive ,0fficer should inspect some part of barracks and grounds daily.

(32) In order to inspect your men’s uniform. you must first know what to took for. Get uniform regulations and study them thoroughly, then inspect.

(33) The quality of the turnover to your relieving unit is the best test of your unit’s image and your personal service reputation.

(34) Answer messages and correspondence as rapidly and completely as possible. Use interim replies when appropriate.

(35) Consider fully your supertom’ reactibn to your proposed course of action.

(36) Don’t release that slightly critical message or compfaint tetter until you have slept on it. H in doubt, send it only to your boss.

(37) Sign commendatory and derogatory oonespondence personally.

(36) CaSuatty notice procedures are rarely done Qght. Prepare briefs of pertinent references, sample guides, and distribution lists in advance. Be sure to send a copy of casualty messages to the Chief of Ciil Engineers

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(39) Ensure that your legal work is done properly and promptly. The key is to follow all of the manua!s and have a legal course graduate on board.

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(40) Nearly all commands have some flaws in thejr classified material control Structure. There is no substitute for your detailed comprehensive review of all requirements. You alone must ensure that your set-up meets every requirement and is exactly what you peersonally approve.

(41) Check the armory condition and procedures in detail. Require a rigid condition inspection when weapons are issued or tumed in.

(42) Most accidentidl discharges occur while weapons are being cleaned or returned after an alert.

(43) Personal weapons tend to show up in barracks before and after deployments. Tragedy too frequently brings them to light.

(44) Familarize yourself with drug and alcohol rehabilitation programs available.

(45) Check customs regulations very carefully on egery move. Don’t delegate here.

(46) If a public address system is to be used. ensure that it is completely checked out and operating the way you desire. Be able to adjust it yourself and have a man on the controls.

(47) If there Is to be high morale, each man must feel that:

(a) It is desirable for him to be in the Navy.

(b) Navy policies and practices are reasonable and sound. particularly as they apply to his own unit.

(c) His training is thorough and good. If he is asked to do a job and can do it well, his feeling of accomplishment will improve morale.

(d) His job is appropriate to his abilities and interests.

(e) He is receiving consistent and’impartial treatment.

(9 His work received proper recognition and reward.

(g) His living conditions are as good as conditions permit.

(h) His health and personal problems are being cared for.

/‘“- (i) He is receiving as much free time and opponunity for recre&& as Navy requrrements pemt~t.

unit. (j) He is accepted as a member of a first class

(46) The following general rules are laid down for the krdtr who desires to buiid or maintain high morale. He should:

. (a) Make his men confident of his professional ability.

(b) Keep in touch with men’s problems and ambitions, and. look after their welfare carefully and continually.

(c) Keep his men informed regarding policies and practices that effect them.

(d) Be strictly consistent and impartial in assigning duties and in giving rewards and punishments.

(e) Show his men that he respects them as men with dignity and that he is proud to ba associated with them.

(1) Keep well informed about his men’s attitudes.

f-- (g) Be accessible to his men to the maximum extent possible.

(h) Actively supervise affairs in order to ensure that the petty officers do their jobs with the menf welfare in mind.

(i) Participate actively in planning and executing unit functions.

(i) See mat his men have ample opportunity for educational development.

(k) Use the titles your men have so proudly earned (“Senior Chief . ..I. etc.)

(I) You .can be a friend to your man but never their buddy.

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Epilogue. Seabee command offers problems which will fax your reserve. in retrospect, you will not be satisfied with ail of the decisions you ara going to make. At times you will feel lonely or frustrated. Fortunately these occasions usually turn out to be inspimtionai starting points for further achievement.

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You and your command are on your own. Regardless of circumstances, guidance, and suppon - you uftimatety must depend upon your own resources. The system about YM) is not perfect - don’t rely on It unduly or blame it for your problems.

Your allotted time to command is short, but the command becomes your mirror very rapldly. Take trme each day lo relax and think. Never underestrmate the value of a smile. You will come to know the rare privilege and career highpoint of Seabee command.

3. GUIDELINES TO SUCCESS IN THE SEABEES

Genaral.

(1) Know irst that you are needed in the Seabees and are a welcome and integral pan of them.

(2) Our mission is important and much will be expected of you. We will accept nothing less than the very best you have to offer.

(3) Words like duty, honor, country, and patriotism are very much alive and filled with meaning for Seabees. Work, sweat, and effort are what give them substance.

(4) There is only one organiratron in me Seabees. the Military Organization. Normally. you will train, work. and fight, it necessary. in the same fire team and squad. Know your duties completely and where and how you fit into the organization.

(5) Seabees are MOBILE. Always be ready to mount out and know what is expected of you. Keep your gear in tip-top shape.

(6) it costs the taxpayers many dollars a day to suppofi each Seabee. Make sure that you give your full effort in return. Our equipment is worth many milkons of dollars, so use it carefully. ..

(7) Learn and practice military courtesy.

(8) Safety always comes FIRST. Constant attentron. knowledge, and common sense prevent accidents. Never take a chance. You can’t afford to lose!

(9) This is not an easy or particularly comfortable way of life. Help improve living conditions and make life as pleasant and rewarding as possible. Don’t be a liability to your shipmates but keep yoursetf and your place clean.

(10) Stay out of trouble. A mast or court-martial is a failure for you, your aquad, the Seabees - everyone.

(11) Make a good record and build a service reputation for excellence. It’s important no matter where you go - in ihe sewice or out.

(12) Mvance in mting.

(13) Use your initiative. Find a better way.

(14) H it’s worth doing - do it well. Take pride in everything you do.

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(15) Small details DO make the difference.

(16) Build good habits now as a foundation for future success.

(17) Get a high school diploma at least (or equivalent). Without it your progress will be limited and becomes increasingly diiicutt.

(18) Save your money. Put at least 10% and as much niore as you can into something permanent by means of an allotment.

(19) Live within your means. ff you get into debt, you become a military problem and may be discharged as unreliable.

(20) Drugs, including alcohol, ruin more lives than you might think. No one every staned out deliberately to ruin his life, but its easy lo do.

(21) Don’t get involved with or marrted to anyone without long and realistic thought. Haste and the wrong woman have ruined many good men permanently.

(22) Take an active part in the religious services of . your choice.

(23) Don’t do anything you wouldn’t do at home. Do those things that you would be proud to have your parents, friends and family know about.

(24) You are the real strength of the Seabees. Your abilities, dedication and willingness are our greatest assets. improve yourself each day.

4. SEABEE PETTY OFACER GUIDELINES

(1) You are a vital link in the chain of command, the organizational structure of the Seabees. All of your authority and responsibility fall within this structure.

(2) As a Petty Officer, you have me most important and the hardest job in the Seabees. You DIRECTLY control the work and training. You set the example and enforce orders and discipline.

(3) As a Petty Officer, you are prknarify a leader. ft’s not enough that you be a craftsman. You must know and teach and control your men. ff they get fn trouble or fail to develop themaetves, it’s your fauft.

(4) You must take appropriate action when a junior does something wrong or fails to do something that he shoukt. H you do nothing, your faflure is greater than his.

(5) Your *service reputation” is being built up or broken down by evewhing you do or fail to do -24 hours a day. Guard your reputation jealously.

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(6) Safety is your responsibility. Nothing is more important. Know safety. think safe!y. and enforce safety. It’s either safe - or it isn’t sale.

(7) You are responsible to and for your men. Families have entrusted the welfare of their sons afid husbands to you. You mold their outlooks and attitudes. Act as though you are going to meet these parents and famikes and explain to them what you have done with their loved ones.

(8) As a Petty Officer, you have authority as well as responsibility. Use your men advantageously-they each cost Uncle Sam many dollars each day.

(9) Use your initiative. There is a batter way to do everything. Find it. Put it into effect if you can, or send tt up me fine as a suggestion.

(10) Communicate. As a supervisor you should be talking to everyone who is influenced by your job or who can help you do it. Most “foul-ups” result from lack of communications. Cut across organizational lines as appropriate, but keep the chain of command informed. You are the one who must pass the word to your men and be sure that they understand it. insure that they know WHAT their mission is. THEIR PART of it, and WHY it’s imponant.

(11) Be your own best critic. Don’t wait for someone else to find mistakes’on inspections. You are in the best position to find and fix. In doing so you build up everyone’s confidence in you as a leader.

(12) Small details make the difference. This is ‘pride’ In ifs best sense.

(13) Correct mistakes now. on the spot-you owe it to @or men, or they will never learn. Never Let an error pass by without your notice and action.

(14) Be proud to be inspected. Don’t offer excuses or blame others. Tell what YOU are doing about it.

(15) Practice and demand military courtesy.

(16) Wear your uniform with pride and be sure your men do likewise.

(17) Seabees are MOBILE. Be ready to mount out at anytime. Be sure each man knows his part.

(18) ff you have to bring someone to mast, do it. But remember mat each mast or coun-martial is failure - for me man. the Seabees, and me Navy. One of your biggest responsibilities is to spot the problem and correct lt before it reaches the report chit alage.

(19) Develop yourself; prepare for the future. Learn fetter writing, Navy management, and administration. Read widely. Develop inter-rate skills. Think and act in terms of a

/ “l., job supervisor - not just a tradesman. Learn planning and eslimatrng. Prepare to advance - and take your men wtth you.

(20) The strength of the service is its personnel. The Navy is based upon respect and loyalty, both up and down. As a Petty Officer, you have a special trust and confidence placed in you. Be worthy of it. ’

. (21) You have the hardest job in the Seabees. You set

the tone and spirit. The success or failure of your unit largely depends upon you and how you carry out your responsibilities and use your opportunities.

6. OFFICER GUIDELINES.

(1) You don’t have to be a genius to be a successful officer. Assuming a reasonable IO and a stable personality, ail you need are proper attitude, adaptability, a sense of responsibility, and a willingness to work.

(2) Attltude. Without a positive attitude you will fail completely. With the drive stemming from an inner motivation to achieve, you will almost always succeed.

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(3) Adaptability. One of the naval officer’s greatest assets. Each task and tour and situation is different. ff you can rapidly and accurately determine what is appropriate and not appropriate to the moment, you have a good basis for action.

(4) Sense of Responsibliity. A must for success. You alone. not the system nor others about you, are answerable for your men and their actions.

(5) Willingness to Work. There is no substitute for individual effort. Committees don’t win ball games. You must find the problem, accept it as yours, and focus your best eflons on it until it is resolved.

(6) Prlorlty. Be objective and discriminating. You cannot do your job properly unless you can pick out the important items requiring your immediate action.

(7) Time Values. There is never “enough time”, but there is almost always ‘sufficient time”. Learn the difference.

(6) InNative.. Be a seffestaner. No one will ever be able to give you complete directions or detail the path you should follow. You are your own best personal programmer, evaluator, and critic.

(9) Command Loyalty. Keep the interest of the command in view. Evaluate every proposed action in terms t5f its value to the overall organization- not just a portion of it. .

(10) Give Your Opinion. Give your honest opinion on

f”‘ any proposed action. But once the decision is made, even if contrary to your recommendation. you must support ft

wholehearledly. Feel free to recommend a change at any lime if the ~upporkng facts and conditrons have changed

(11) Command Knowledge. Keep the Executive Nicer and Commanding Officer informed. They would rather hear about their problems from you than be caught cold by outsiders. I

(12) Staff Work, Learn and practice completed staff work. Present the reasonebb alternatives when seeking a decision, together with your recommendation as to which alternative is best. “Completed staff work’ does not mean the elimination of all but one alternative before you submit tt for approval.

(13) Letter Writing. One of the most serious and widespread officer deficiencies is the lack of ability to write good letters. Pnde yourself on developing an expertise so that your fetters are signed out the first time. Force yourself to become an expert at dictation.

(14) Briefings. Your professional progress will be increasingly measured in terms of your skills as a brtefer. This vital ability can be acquired through practice and continuing study of the “Don’t talk . . . Communicate”. NAVPUB P3150-1. Keep it simple and always have a target individual.

(15) Public Speaking. A vital personal professional skill. Practide everytime you talk to two or more pzrsons. Remember your voice sounds different to others than it does to you. Use a tape recorder. Above all;don’t bedull. indistinct, or inconclusive.

(16) Move the Paper. Too much time .is lost in too many baskets. If you can’t act immediately on every item, shuffle through your basket several times a day to-sift out the most important items. Carry your own papers if convenient.

(17) Communicate. Communications is the lifeblood of management, the basis for operations and tne vehicle for command. Cut across organizational lines. but keep the chain of command informed.

(16) No Excuses. Don’t bl8fTW %em’. Never permit yourseff or your subordinates to explain a failure by saying ‘I told him to do it”.. Remember that nothing succeeds like success.

(19) People. The real tools ot your trade are people. Learn to use them wisely and well.

(20) Be Courteous. It oosts nothing - but gains much. You can’t afford not to be courteous and considerate of everyone. Be particularfy oourteous to those you wish to atfmufate to more courtesy. it’s infectious. Losing one’s temper frequently is a sign of emotional immaturity. Repetffious or vulgar profanity flows easiest from small minds.

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(21). Be Rewsrding. Be quick to reward both excellent (24) Physical Fitness. Most people fall by the and poor penormance as appropriate. This will encourage wayside because of physical failure, not brain failure. Are the one while discouraging the other. you really fit?

(22) Military Excellence. Pay particular attention to military procedures. Go the extra step. Be outstanding - the nominee for acccelerated promotion on the Fitness Repon. We are first and foremost Naval Officers anti can never accept a second level of military smartness. You are constantly being evaluated by everyone, and the sum total of your *service reputation’ is never static.

(25) Professional Growth. Develop yourself in arr the many aspects of our profession. Read as much as you can. Think ahead to other jobs in other locations, and remember that you will be a senior officer much sooner than you think. Be ready for whatever challenges and opportunities the future may hold.

(23) Personal Appesrante. More imponant than most realize. Be .superlaiwe in personal grooming details and cleanliness. Even if your best friends won’t tell you. they are offended. Shoeshines and fingernails are prime indicators.

(26) Gfficer and Gentleman. This concept embodies moral courage, integrity, patriotism, and personal honor. No officer can lead well without understanding and reflecting these concepts in depth. 7he word of an officer” is truly his bond.

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APPENDIX C PERTINENT ARTICLES OF NAVY REGULATtONS

1. THE COMMANDING OFFICER

0702. Responsibility.

1. The .responsibility of the commanding officer for - . his command is absolute, except when, and to the extent,

relieved therefrom by competent authority, or as provided

weekends or holidays, to determine deficiencies and cleaniness. When the size of the command precludes completion of the inspection in a reasonable time. he shall designate zones to be inspected by heads of departments or other responsible officers, and he shall inspect at leas! one zone, alternating his zone(s) in order that he inspects the entire command at minimum intervals.

otherwise in these regulations. The authority of the commanding officer is commensurate with his responsibility. While he may. at his discretion, and when not contrary to law or regulations, delegate authority to his subordinates for the execution of details, such delegation of authority shall in no way rekeve the commanding offtcer of his continued responsibility for the safety. well-being. and efficiency of his entire command.

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2. A commanding officer who departs from his orders or instructions. or takes offtciaf action which is not in accordance wlth such orders or instructions, does so upon his Own‘ responsibility and shall report immediately the circumstances to the officer from whom the prior orders or instructions were received.

2. The commanding officer shall ensure that. consistent with their employment. the personnel under hrs command present at all times a neat. clean and military appearance. To assist in attaining this standard of appearance he shall. rn the absence of operational exigency. hold periodic personnel inspections. Saturaay inspections may be held at sea and, in port and ashore. with personnel in duty status as participants. Otherwise. inspections shall not be held on weekends or holidays

3. Ouarlers or formations are for the purpose of ceremony, inspection, muster. instruction, or passing 01 orders and shall be reserved for those occasions when purpose cannot otherwise be achieved.

i 3. The commanding officer shall be responsible for

economy within his command. To this end he shall require from his subordinales a rigid compliance with the regulations governing the receipt, accounting, and expenditure of public money and materials, .and the implementation of improved management techniques and procedures.

4. The commanding officer shall require a daily report of all persons confined, a statement of their offenses. and the dates of their conknement and release.

5. The presence of all persons attached to the command shall be accounted for daily. Persons who have not been sighted by a responsible senior shall be reported absent.

4. The commanding officer and his subordinates shall exercise leadership through oersonal example mcral .i,,MSlt..G,. dnd ~jud1c10~5 attention to the welfare of persons under their control or supervision. Such leadership shall be exercised in order to achieve a positive, dominant influence on the performance of persons in the Department of Navy.

6. The prohibitions concerning weekend or holiday inspections do not apply to commanos engaged In trarnrng reservists. and, to other commands with the consent of a superior.

oM7. Weffare of Penonnel.

07W. Rehtionahlp With Executive Otfi&xrr. The commanding officer shall:

The commanding officer shall keep the executive officer informed of his poiicles and nomWiy shall issue all orders relative to the duties of the command through that officer. Normally, the commanding officer shall require that all communications of an official nature from subordinates io the commanding officer be transmitted through the executive officer.

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a. Use all proper means to foster high morale, and to develop and strengthen the moral and spiritual well-being of the personnel under his command, and ensure that chaplains are provided the necessary logistic support tor

. carrying out the command’s religious program.

b. Maintain a satisfactory state of health and physical fitness of the personnel under his command.

f-’ 0708. Inspections, Mutter, and Sighting of Peraonnel.

1. The commanding officer shall hold periodic inspections of the material of the command. not on

c. Afford an oppoflunity. with reasonable restrictions as to time and place, for the personnel under his command to make requests, reports. or statements to him. and shall

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ensure thal they understand the procedures lor making such requests. reports. or statements.

d. Ensure that noteworthy performances of duty of personnel under his command receive tamely and appropria:e recognition and that suitable notallons are entered in the official records of the individuals.

e. Ensure that timely advancement in rating of enlisted persons is effected in accordance with existing instructions.

0728. fnlning and Education.

Tha commanding officer sha!l:

a. Endeavor lo increase the specialized and general professional. knowledge of the personnel under his command by the frequent conduct of drills, classes, and instructions, and by the utilization of appropriate fleet and service schools.

b. Encourage and provide assistance and facilities to the personnel under his command who seek to futiher their education in prolessional or other subjects.

c. Require those lieutenants (junior grade) and first lieutenants who have less than two years commissioned or warrant service, and all ensigns and second lieutenants:

(1) lo comply with the provisions prescribed for their instruction by the Chief of Naval Operations. for Commandant of the Marine Corps. or other appropriate authorities.

(2) To receive appropriate practical instruction. as the commanding officer deems advisable and to be detailed to as many duties successively as may be practicable.

d. When practicable, designate a senior officer or officers to act as advisers to junior officers. These senior OfflCC _ ,.-:a;! aSS!Si junior 0fl1r;ers !o a proper understanding of their responsibilities and duties. and shall endeavor lo cultivate in them officer-like qualities, a Sense of byalty and honor, and anappreciation of naval customs and professional ethics.

0731. Use and Transportation of Illrrljwn~, Narcotics, end Drugs. a

1, The commanding officer shall conduct a rigorous program to prevent the illegal introduction, transler. possession or use of marijuana, narcotics, or other controlled substances a~ defined in these regulations. The program shall include publicity and instruction covering:

a. The dangers involved in drug abuse. ’

b. The Federal, state, and locir, criminal liabilities which may result from introduction, possession,

transfer, or use, including penalities under the Uniform Code of Miitary Justice. and other foreign law lo which individuals may ba subjected.

c. The administrative measures. including dl’scharge under other than honorable condltlons. whlcn may result.

2. The commanding officer shall exercise utmost diligence in preventing illegal importation of marijuana. narcotics, or other controlled substances on board his command.

0732. Safety Precautions. The commanding off leer shall require thal persons concerned are instructed and drilled in all applicable safety precautions and procedures. that these are complied with, and that applicable safety precautions. or extracts therefrom, are posted in appropriate places. In any instance where safety precautions have not been issued or are incomplete, he shall issue or augment such Safely precautions as he deems necessary, notifying. when appropriate higher authorities concerned.

0737. Effectiveness for Senrlce.

The commanding officer shall:

a. Exert every effort to maintain his command in a state of maximum effectiveness for war or other service consistent with the degree of readiness as may be prescribed by proper authority. Effectiveness for service IS directly related to state of personnel and material readiness.

b. Make himself aware of the progress of any repairs, the StatUS of spares, repair parts and other components, penonnel readiness and other factors or conditions that could lessen the effectiveness of his command. When the effectiveness is lessened appreciably it shall bs reported lo appropriate superiors.

0739. Action With the Enemy.

Ths commanding officer shall:

a. Before going into battle or action communicate to his officers, it possible. his plans for battle or action and such other information as may be of operational value should any of them succeed to command.

b. During action. station the executive officer where he can best atd the commanding officer, and, tf practicable. where ha could probably eSoapa the effects of a oasuaity disabling tha commanding officer, and yet would ba able to e~sume command promptly and efficiently.

c. During BCliOn, engage the enemy to the best of his ability. He shall not, without permission, break off action to assist a disabled ship or to take possession of a Captured one.

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d. Immediately after a battle or action. repair damage so far as possible. exerl every effon to prepare his command for further service, and make accurate. explicit, and detail repons as required.

0616. Authority of an Dfficer In Command.

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An officer, either of the line or a staff corps, detailed 10 command by competent authority, has authority over all officers or other persons attached to the command, whatever their rank, and whetherfhey are of the line or of a staff corps.

0817. Authorlty of en Officer Who Succeeds to Command.

1. An officer who succeeds to command due to incapacity, death, depanure on leave, detachment without relief, or absence due 10 orders from competent authority of the officer detailed to command has the same authority and responsibility as the officer whom he succeeds.

2. An officer who succeeds to command during the temporijry absence of the commanding officer shall make no changes in the existing organization, and shall endeavor 10 have the routine and other affairs of the command carried on in the usual manner.

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3. When an officer temporarily succeeding 10 command signs official correspondence, the word “Acting” shall appear below his signature.

1122. Code of Conduct for Members of the Armed Forces of the Unfted States.

1. The Code of Conduct for Members of the Armed Forces of the United States shall be carefully explained:

a. To each enlisted person:

(1) Within six days of initial enlistment,

(2) After completion of six months active service, and

and (3) Upon the occasion of each reenlistment;

b. To each commissioned officer, warrant officer, and officer candidate:

(1) During the course of instruction at all military .institutiins whose function it is lo train officer candidates, including NROTC units,

(2) Upon completion of six months active service as a warrant or commissioned offtcer and

(3) Upon the occasion of promotion 10 each succcessively higher warrant or commissioned grade.

1107. Direct Communication Wlth the Commanding Dfficer.

1. The right of any person in the naval service to communicate with the commanding officer at a proper time and place is not to be denied or restricted.

2. Officers who ara senior lo the executive officer have the right 10 communicate directly with the commanding officer, but they shall keep the execulwe officer informed on matters related lo the functioning of the command.

3. A head of department. or of any other major subdivision of an activity, has the right lo communicale directly with the commanding officer concerning any mane* relating 10 his department or subdivision. but shall keep the executive officer informed.

2. THE EXECUTIVE OFFICER.

0605. Precedence of the Executive Dfficer.

The executive officer while in the execution of his aties as such, shall take precedence over all persons unoe* me command of the commanding officer.

0643. Detail of Exe&Me Dfficer.

1. The officer detailed as executive oflicer shal be an officer eligible 10 succeed to command who wbe* practicable, is next in rank 10 the commanding OffIce’ ltrv director of clinical services of a naval medical or oev activity is considered an executive officer for the puroou 0’ this Article.)

2. When no officer has been detailed as exe%tle officer by the Commandant of the Marine Corps IY mr Chief of Naval Personnel, as appropriate, or whep VU officer detailed is absent or incapable of perlormq mr duties of his office, tha commanding officer shall C&MI’ nw senior officer under his command and eligible to succeeo IC command as executive officer except that. I( the commanding officer is a member of a staff corps. he mai detail as executive officer the next senior officer m ww appropriate staff corps.

APPENDIX D SEABEEPERSONNELMANAGEMENT

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1. INTRODUCTION. Within the Navy, personnel management is a team effon. Each organizational unit a1 every level participates in and impacts upon the personnel management system. Some appreciation for the compexify and diversity of this process can ba gained from the following listing of commands and activities directly involved in Seabee personnel management: Chief of Naval Operations: Commander, Naval Military Personnel Command; Fleet Commanders; Enlisted Personnel Management Center; Commander. Construction Battalions. Pacific: Naval Construction Regiments: Commander. Naval Facilities Engineering Command Chief of Civil Engineers: and the individual Naval Construction Force units. Of course, the individual command having Seabees on board is the mosf critical element in making the system work.

2. NAVY ENLISTED RATfNG STRUCTURE. Ratings are broad enlisted career fields, encompassing similar duties and functions and requiring related patterns of aptitudes and qualifications which provide paths of advancemenf for career development. These ratings normally identify personnel from pay grades E-4 through E-9. They provide the primary means of identifying billet requirements and personnel qualifications. and they are assigned distinctive rating badges. Presently. there are 24 occupational fields (formerly 12 groups) consisting of 70 ratings and six apprenticeships (AN, CN. DN, FN. I-IN,. SN): see Figure D-l. The occupational skills that comprise the Seabees are referred to as Occupational Field 13. construction ratings. These seven ratings are Builder (BU). Steelworker (SW). Engineering Aid (EA), Construction Electrrcrar; (CE). Ut~rilrsman (UT). EqurpmenL c)pe~.~fo: (EO), and Construction Mechanic (CM). The abbreviations, titles, and symbols for these ratings are shown in Figure-DP. The construction ratings, their skills and career patterns are discussed in detail in the Manual of Navy Enlisted Manpower and Personnel Classifications and Occupational Standards, NAVPERS 18068 edition, Section I.

The path of advancement for a recruit is to become a Construction Recruit (CR), then a Construction Apprentice (CA) and the Constructionman (CN). All OCCFLD 13 personnel have a five year obligation and attend “A” school. After completion of -A- school the member will be a designated atriker in one of the 7 OCCFLD 13 ratings.

Striker identification indicates basic occup;tional qualifications on a par with the minimum qualifications for pay grade E-4 in the rating for which identified. Strikers are identified by the rating abbreviation combined with the

general rate abbreviation, e.g., BUCN indicates a Constructionman who is identified striker in Builder fBlJ) rating.

Other “Seabee” Ratings. Every Seabea command IS composed primarily of the seven construction ratrngs described in the preceding paragraph. However. these commands also have many essential functions in areas of support that are outside the skill requirements of the construction ratings. These fields include General Seamanship. Ship Maintenance. Weapons Control. Ordnance Systems. Health Care. Admmistrafron. Logistics. Media. Master-at-Arms. and Communications Officially, these non-construction frelds of skills (people) are also referred to as Seabees while they are serving in a Naval Construction Force unit. The fOllOVJlng non-construction ratings may be found serving with the NMCB:

BM - Boatswain’s Mate

HT - Hull Maintenance Technician

MR - Machinery Repairman

ET - Electronics Technician

GM - Gunner’s Male

DT - Dental Technician

HM - Hospital Corpsman

NC - Navy Counselor

PN - Personnelman

PC - Postal Clerk

YN - Yeoman

DK - Disbursing Clerk

MS - Mess Management Specialist

SH - Ship’s Serviceman

SK - Storekeeper

JO - Journalist

PH - Photographer’s Mate

APPRENTICESHIP

SR*--r. SAeS?i(ll)

ANY QUALIFIED PO2

OCCUPATIONAL FIELDS

TITLE

I GENERAL SEAMANSHIP 2 SHIP OPERATtONS 4 SHIP VAINTENANCE 8 WEAPONS CONTROL 9 ORDNANCE SYSTEMS

10 SENSOR OPERATIONS 12 DATA SYSTEMS 15 ADMINlSTRATlON 16 LOClSTlCS 17 MEDIA 18 DIUSICIAN 20 CRY F’TOLOGY 21 COYMUNICATIONS 22 INTELLIGENCE

19

3 4

13 CONSTRUCTION

5 AVlATlON XlAINTENANCE/WEAPGNS 6 AVlATtON GROUND SUPPORT 7 AIR TRAFFIC CONTROL

11 WEAPONS SYSTEMS SUPPORT 16 Loc,l.STlcs 17 NEIJIA 23 METEROLOGY 24 AVIATION SENSOR OPERATIONS

14

14

MASTER-AT-ARMS

MARINE ENGINEERIKC SIIIP MAINTENANCE

HEALTH CARE

HEALTH CARE

Figure D-l Enlltted Occupational Field Clnssifiutlon System

02

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BUILDER CONSTRUCTION

WI ELECTRICIAN

W)

.* 7,

CONSTRUCTION ENGINEERING AID MECHANIC (EN

Gfw

8

EQUIPMENT STEELWORKER UTILITIESMAN OPERATOR (SW (UT)

(EO)

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Figure b2 Occupqtlonrl Field 13 Rating Mentificatlon

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GENERAL w~oRhuT10~ CAREERPATTERN

I 1 I BUC I r- EiC -1 I swc 1

I I I

BUI I EAl 1 SW1

I 1

I I

BU2 1 E&2. I SW2

1 I

I I BU3 I EA3 I I SW3 I

APPRENTICESHIP

I LO3

I b I I CONSTRUCTIONMAN I

APPRENTICESHIP

NORMAL PATH OF ADVANCEMENT TO WARRANT OFFICER MD LIMITED DUTY OFFICER CATEGORIES IS TO CIVIL ENGINEER CORPS WARRANT BS3Xl MD LDO CIVIL ENGINEER

Figure D-3 Occupatlonal Field 13 Career Advancement Patterns

f-“. MA - Master-at-Arms

RM - Radioman

RP - Religious Program Specialist

Additionally. within the Amphibious Construction Battalions there are: Electricians Mate (EM). Engineman (EN), and Signalman (SM).

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Navy Enlisted Clarrlfication (NEC). The NEC structure. of which the NEC coding is a part, supplements the enlisted rating structure in identifying personnel on active or inactive duty and billets in manpower authorizafions. NEC codes reflect special knowledge and skills that identify person+ and requirements when the rating structure is insufficient by itself for manpower management purposes. It facilitates management control over enlisted skills by identifying billets and personnel and enhances efficient

. utilization of personnel in distribution and detailing. A list of NEC codes and instruction in assignments. establishment. disestablishment, or changes. are set forth in Navy Enlisted Manpower and Personnel Classificatioris and Occupation Standards, Section II (NAVPERS 16068).

s’ Section I of NAVPERS 16068 edition contains a c. , . description of the ratings and a list of occupational

7 standards (task statements) by ratings and rates required to be learned and demonstrated in order to qualify for

r- - advancement. The career pattern of the seven Seabee ratings is shown in Figure D-3. The duties of the Seabee ratings ore deccibed as follows. -

Builder (BU) Rating. Builders perforfr.tasks required for construction. maintenance and repair of wooden, concrete: atid masonry s@uctures, concrete pavement,

_ and waterfront and underwater structures: initiate procurement and direct storage of building materials: form and direct effons of crews to perform rough and finished carpentry: erect’repair waterfront structures. wooden and concrete bridges and trestles; fabricate and erect forms: mix ?-I?- P?d finish concrete; lay or set mascnry: paint and or varnish new and refinished surfaces.

Construction Electrictan (CE) Rating. Construction Electricians plan, supervise, and perform tasks required to install, operate. aewice, and overhaul electric generating and distribution systems and wire communication systems:

- control activities of individuals and crews who string. install and repair interior, overhead, and underground wires and cables, and attach snd service units, such as transformers. switchboards, motors, and controllers; schedule and evaluate installation and operational routines.

Construction Mechanlc (CM) Rating. Construction Mechanics perform tasks involved in maintenance, repair, and overhaul of automotive, materials-handling. and construction equipment; aasign’and supervise activities of assistants who locate, analyze, and correct malfunctions in equipment, and issue repair par&; maintain records; prepare requisitions and reporls: train assistants in repair procedures and techniques.

Engineering Aid (EA) Rating. Engineering Aids plan. supervise, and perform tasks required in construction surueyiny. construction drafting. pianning and es:imallng. and quality control; prepare progress reports. rtme records. construction schedules. and material and labor estimates: establish and operate a basic quality control sysiem for testing soils. concrete, and construction materials: prepare. edit, and reproduce construction drawings: and make and control surveys. performing such tasks as running and closing traverses. staking out for excavations and obtaining and converting field notes into topographic maps.

Equipment Operator (EO) Rating. Equipment Operators perform tasks involving deployment and operation of automotive, materials-handling. weight-lilting and construction equipment; direct and coordrnate eff ons of individuals and crews in execution of construchon earlhmoving, road building. quarrying. asphalt batching and paving. concrete batch plant operations. concrete paving. and transit mixer operation assignments: matntaln records and reports on mobile and stationary equipment and organize and supervise automolive and constructlor: equipment pools.

Sbelworker (SW) Rating. Sfeelworkers perlo’m tasks directly related 10 fabrication and erectlor! 09 pre-engineered structures; control jobsite deploymeq! 0’ materials and equipment; direct and coordinate tne composition, training. and efforts of crews who fabwatt assemble, erect. position, and jo,n structural members ant fabncated seclions.

Utilltieaman (UT) Rating. Utilitiesmen DIJ-

supervise, and perform tasks involved in inslallarlo- maintenance, and repair of plumbing. heating stea- compressed air, fuel storage and distribution systems water treatment and distribution systems. air-condltionln; and refrigeration equipment, sewage collecting J~C

disposal facilities. as prescribed by drawmgs ant specifications; schedule and evaluafe installation an= operational 1&s prepare records and repor c

3. MANPOWER MANAGEMENT. The principal age-* for ascertaining manpower requirements is the Deorr?, Chief of Naval Operations for Manpower and Resew Affairs (OP-01). OP-01, in consorl with the Naval MIIIU~

Personnel Command (NMPC). the Naval Manpowep JCIC

Material Analysis Center (NAVMMAC) and !ne Commanders in .Chief of both the Pacific and A1IaWc Fleets, determines the number of billets needed 10 ma- existing installations and equipments. The Navy-wlcc forecast is constrained by both fiscal restrictions ~no

. manpower ceilings, and the ultimate total figure IS J

compromise between optimum unconstrained force snc

those moderating factors.

The process begins with the Five Year Defense Plan (FYDP) and is completed with the issuance of manpower authorization documents (OPNAV Form 1000’2). The

Navy’s end strength for each fiscal year is stated in the FYDP. This determination is derived from the Navy’s known manpower requirements and those that are projected for new programs within the immediate five-year time frame The CNO Manpower Programming Division and the CNO Manpower Planning Division are instrumental in the construction and rnodiiication of the Manpower Requirements Plan (MARP). Using the information contained in the MARP, the CNO Manpower Planning Division prepares the manning requirements for each existing or planned activity. The CNO Manpower Programming Division reconciles these requirements against manpower ceiling and fiscal constraints. This then becomes the basis for issuing Manpower Authorization documents (OPNAV Form lWOI2) for each activity.

Based on the established plans, he directs’the priority in which personnel are to be assigned to requirements in his activities. These requirements and priorities are communicated to the assignment control authority na personnel requisitions.

Commensurate with this planning then, the basic allowance of an NMCB. as currently established by CNO. is 21 ofticers and 662 men, plus one enlisted Marine advisor For wartime operations, this allowance increases to 24 officers and 737 men, plus the Marine advisor. This additional allowance provides for a greater horizontal construction capability and is mostly Equipment Operators and Construction Mechanics. It also includes addltlonal nonrated men for camp security.

The Assistant Chief of Naval Operations for ManpOWer Planning and Programming (OP-01 C) constructs the manpower requirements of the Navy for periods Of five years, in increments of one year. These requirements are then included in the FYDP and the Program Objectives Memorandum (POM) cycle. The end strengths from the FYDP are translated into specific requirements by paygrades. using the classic pyramid structure ot paygrades. and also applying guidance imposed by higher authority. An example of such guidance is the Constraint imposed by the Department of Defensd that no more than 61.5 percent of the Navy’s enlisted structure may consist of personnel in the top six (E-43) paygrades.The result of the reconciliation of requirements and constraints is the Enlisted Requirements Plan.

5. MANPOWER AUTHO’RIZATION AND ASSIGNMENT. OPNAV Instruction 1000116 senes se! foRh policies of the Chief of Naval Operations concernmg Navy military manpower and promulgates revtsed procedures for submitting requests for changes 10 Manpower Authorizations. The Manpower Authorizallons promulgated by the Chief of Naval Operations. are tne detailed expression of the numbers (quantity) and 1~s (quality) of Navy military manpower authorized for ea;r! Navy activity.

From the Enlisted Requirements Plan, NMPC develods the Navy strength plans. These documents reconcile the strength levels in the Enlisted Requirements Plan with such factors as expected losses to the Navy during the time periods covered in the plan. NMPC then constructs three documents; the Advancement Plan, the Training Plan and the Strength Plan. This last plan consists of gross numbers, and from it the Recruiting Command is issued guidance on the quantity and quality of personnel that must be recruited for each rnc. -.‘I cf a year

Manpower Authorizatlon. The evolution of the Resources Management System (RMS) has maot I* essential that each command has cogmzance 0’ 11 resources required to perform its mission. Curnulallvet~ manpower resources as authorized by the Secreta? 0’ Defense in the FYDP. and total Navy-wide moblua:lor military manpower phased from the day of mokrur!@ through the succeeding twelve months. Total Navy-m manpower authorizations cannot exceed the end-srrev authorized by the Secretary of Defense for each flua ~a* Mobilization requirements, however, are not suw u: end-strength limitations. The manpower authoruaI@- has the following uses and application:

4. MOBILIZATION MANPOWER REQUIREMENTS. Mobilization manpower requirements for all navy activities will be determined based upon their contribution to war and contingency plans, as specified in their respective areas’ Logistic and Support Mobilization Plan (LSMP). As displayed in each activity’s Manpower Authorization and the Mobilization Manpower Requirements Plan (MMARP). mobilization requirements are cumulative lotals. Mobilization requirements listed under the phases M+ 1, M+3, M+6, and M+12 should be the total of all requirements needed for that phase, the current manpovr authorization, plus the mobilization augment for that phase.

(1) As an expression of manpowe- ieess 0’ a- activity, it is the authority used by the Chlel or FuIa Personnel to provide the actual manpower requlrems

(2) tt is the basic document for current and tutu peacetime and mobilization of Navy military maw planning in the areas of recruiting, training. pronuxw personnel distribution, and Naval Reserve recall

(3) It is the single official statement of organurroru manning (wtiime) and billets authorized (perce!~~ Billets authorized.are the billets approved by the chol oc Naval Operations for current operating conditm l -tc may, depending on the mission of the activity, represent ttit organizational manning or some level of conorltona manning. .

The Manning Control Authority (MCA) is reapon&? for directing the establishment of activity marking plans

Individual commanding officers are responsible for

consistent with distributable assets predicted by the keeping their military manpower claimants informed

cliitribution control authority in the personnel proisaion. regarding the manpower situation and for insuring that the number of billets, including skills, pay grades, and special

/”

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qualifications reflected in manpower authorizations are the minimum military requirements necessary lo support the missions, tasks, and functions of the command. In order to insure optimum manpower utilization. each commandrng officer should periodically review and evaluate his manpawer authorization, including mobilization requirements and, when appropriate, recommend changes to his military manpower claimant via the chain of command. It is 10 be emphasized that changes to the manpower authorizations often involve a change lo the billets authorized for an activity necessitating the movement of personnel to fill the revised authorization. Frequent and numerous billet changes result in excessive administrative efforts in the management of Navy military manpower and an unnecessary expenditure of severely constrained financial resources.

Manpower Assignment. All assignment of enlisted personnel is done on a centralized basis. The centralized assignment system evolved from the principle that individual duty preference and Navy-wide requirements could most effectively be satisfied if both total Navy personnel assets and total Navy requirement are matched by a single authority. Accordingly, COMNAVMILPERS has been designated as that authority and currently exercises

’ assignment control over all active duty Navy enlisted members with the exception of some AN’FNSN ratings. This concept permits personal service for the individual

,r-

man and more effectively matches the total enlisted skills against the Navy’s requirements. There are three basic functions which underlie the centralized concept as it now exists:

(1) Distrlbutlon Control involves the apportionment of total personnel resources among fhe major components of the operating forces and the shore establishment. Each apportionment is based on approved manpower authorizations and manning priorities established by the CNO. Distribution control is exercised solely by the Commander, Naval Military Personnel Command (COMNAVMILPERSCOM) within his authority to procure and dls!r:bu!e y&y persxael as presc bed In U.S. Navy Regulations.

(2) Manning Control involves establishing manning rules, policy, and priorities for the Navy in which billets will be filled with the personnel assets that are available. Since this authority most directly affects the readiness of the various activities CINCLANTFLT and CINCPACFLT exercise manning control authority for all activities under their command. COMNAVMILPERS, acting for the CNO. exercises manning control authority over activities not under the control of CINCLANTFLT or CINCPACFLT.

(3) Ditslling Control involves selecting and ordering specific individuals to fill billets that are designated to be filled by the Manning Control Authority. This function involves balancing the needs of the billet, the qualiiications of the individual, and the individual’s personal preferences. Detailing Control is the responsibility of the Commander, Naval Military Personnel Command.

Objectives of the centralized assignment system are 10 promote maximum stability afloat and ashore. and to permit equitable opportunity for personnel to Serve in duty they consider desirable.

6. PERSONNEL ACOlJISITlON. At Recruit Training Centers, recruits, and certam enlisted reservists at- Naval Reserve Training Centers, are administered the Armed Services Vocational Aptitude Battery Test (ASVAB). The tests measure general aptitudes in specified areas and are designed as a measure for determining minimum eligrbillty for Class -A” service schools. The recruits are classified and assigned a Defense Grouping Navy Enllsted Classification (NEC) for a panicular occupatlonal area, such as DG-9770 Craftsmen, which relates to ratings of the Seabees. Personnel assigned Defense Grouping NECs are all apprentices in pay grades E-l. E-2 end E-3. not already “rating associated” by HM or DT apprenticeship rates or by striker identification.

.

During wartime or contingencies. the Direct Procurement Petty Officer program has been activated. The Direct Procurement Petty Officer (DPPO) program was established 10 help accomplish the rapid expansion of the Seabees. Because of the compatibility of civil&an and military construction skills, the program enabled the Navy 10 Offer immediate petty officer rates to experienced construction workers. When enlisted. the DPPO was proficient in one specific area of a construction trade. He was assigned a six-digit number and an occupational title from the Department of Labor’s Dictionary of Occupational Titles. such as 624.281 Electrician, wireman. Such a system was helpful to battalion Operations Officers in assigning men to appropriate company billets.

7. PERSONNEL ROTATION. Rotation among sea. shore, and overseas activities is directly influenced by available assets. That is. billets (and personnel available to fill them), PCS funds, and qualifications of fhe individual Stability is enhanced by requiring obligated senrice to complete the tours prescribed or the minimum activity tour as appropria:e. Using projected re+lrements. mar,pc..er projections and historical data, sea’shore tour lengths have been developed for all ratings and many NECs. Additionally, tour lengths have been developed for all overseas arsas where Navy personnel are stationed and generally reflect the desirability of duty in that area. These tour lengths. when applied to the Sea Duty Commencement Date (SDCD). Shore Duty Commencement Date’(SHDCD) or date of departure from CONUS, determine when an individual may expect reassignment. Reassignments may sometimes occur at other than the planned dale due 10 participation in programs, or in emergency situations. The type duty lo which an individual will be reassigned is dependent upon completion of the sea tour or shore tour. The classic rotation pattern throughout a career is a .repetition of assignments at sea and shore in CONUS. Due to many variables, this pattern may be modified in individual cases by assignment lo duty at overseas locations (sea or shore) or. for some first-term personnel, may begin with an inltlal

assignment ashore. (First term personnel serving on an active duty obligation of four years or less will normally remain ashore or at sea in the same activity. for their entire initial enlistment.)

PrlOrlfy mannmg. oWibullon and assignment control. policies and procedures are set fonh in the Enlisted Transfer Manual (NAVPERS 15909 edition), Chapter 1, and changes are promulgated from time to time in NMPC Nol~ces. 1306 series.

others are relatively more desirable. It is the desire of the Navy that members share the hardships and pleasures of Navy life as equitably as possible. The more arduous types of duty are classified as SEA duty for rotation purposes and the less arduous classified as SHORE duty. The following defmilions apply.

SHORE DUTY (Category Code 1). This includes CONUS shore duty, fleet shore duty. and certain fleet activities considered shore duty for rotation.

By counting the number of billets that are considered SEA duty and those that are considered SHORE duty, a SEA/SHORE rotation pattern is derived; and established iOr each rating. Some ratings have different SEASHORE rotation patterns at diflerent pay grades, Additionally, there are some individuals who are detailed primarily by their NEC. and therefore, a SEASHORE rotation pattern is then established for that NEC. For example, if there are twice as many SEA billets as SHORE billets for BU2. it then beCOmeS necessary for BU2’s lo serve twice as long on SEA duty as on SHORE duty n order to keep all the billets equitably manned.

SEA DUTY (Category Code 2). This includes ships or units which spend considerable periods at sea away from their homeporl during local operations and which when deployed overseas. operate at sea extensively. Naval Mobile Construction Battalion duty is classified as sea duty for rotation.

OVERSEAS SHORE DUTY (Category 3). This is defined as duty performed ashore at activities outside the continental United Stales where the prescribed Department of Defense accompanied tours are less than 36 months. Classified as sea duty for rotation.

Once a SEASHORE rotation pattern is established by the billet structure, then tour lengths are set that will accomodate the pattern in an orderly fashion. Thus, for the BU2 cited above, a 48.month SEA tour and a 24.month SHORE tour would be set. As a member enters on a particular type of duty, his PRO for his next rotation is set. For example, as the BU2 enters on SHORE duty his PRO is set 24 months hence.

NONROTATED SEA DUTY (Category Code 4). This is defined as sea duty performed in nonrotated ships. ala%, or units homeponed oNside the continental United States excepting Alaska ‘and Hawaii. or in 12.month unaccompanied tour ships or staffs listed in OPNAVINST 4600.16 or SSBN submarines. ‘Classified 8s sea duty for rotation.

The tour lengths and specifically the PRDf are used in a computer projection system to predict how many people will be available for assignment in a future time frame. It also helps identify the vacant billets in the aame time frame. This is the prime factor used in the Distribution Control function described previously.

NEUTRAL DUTY (Category Code 6). This is defined as duty in ships. squadrons and staffs which normally remain in the assigned homeport. or operate locally only for briit periods. This ‘duty is classified as neutral time for rotation. (Seabees are rarely assigned lo this type of duty.)

After the projection triggers a wholesale distribution of resources. the Manning Control Authorities determine where their p%+Xted assets wl!l be used to opllmire the manning of the fleet. This involves selection of the billets to be filled. These decisions are communicated to the detailers via the Standard Requisition System. The requisition lists the replacements needed by rating, rate, and NEC in the priority needed. The rules by which billet manning priorities are established are the exclusive province of the Manning Control Authority.

PREFERREDOVER$EAS SHORE DUTY (Category Code 6). This is defined as duty at shore-based overseas ectivities where there are available suitable family accomodallons and the prescribed Depancent of Dele.lse accompanied tours are 36 to 46 months in recognition of the desirability of this duty. This duty is classified as shore duty for rotation.

With a list of projected rotation dates (people) and requisitions (billets) in a matched time frame, the‘detailer then decides how best to match the two. It can be seen from this process that the needs and desires of the individual can be accomodaled only within the stated needs of the Navy.

INUS4UTUS ROTATION. Since August 1979 the OCCFLD 13 ratings have been under the INUSIOUTUS Rotation all CONUS billets plus Hawaii count as SHORE duty and a\\ othei bilk& except Neutral Duty count as OUTUS for rotational purposes.

.

Types of Duty. For the purposes of distribution of personnel. various types of duty are defined. Some duty is more isolated than others, some is more arduous, and

.ps

6. DUTY PREFERENCE CARD (NAVPERS 1306’63). At the hean of the centralized detailing concept, is the duty preference card. It is through this card that the individual oflicially expresses his desires for future assignments. While personal contact with the detailers is encouraged where possible. the official record is both efficient and importent.

.

The Navy’s greatest concern is for its people, and one of its most Important goals is personalized service for them. In this regard. the detaiiers make every effort to determine the desires of the individual and to honor them where possible. It is understood, of course, that the mission of the Navy muS1 be accomplrshed and it’s needs will prevali over individual desires when they are in conflict. It is inevitable that more than enough people will request the more desirable duty and, consequently, not enough will request the fess desirable. Obviously, then, some will be disappointed. It can be seen, however, that those who do not make their desires known through a preference card are apt to flow to the generally fess desirable places.

cf. THE ENLISTED DISTRIBUTION AND m

,f--

VERlFlCAltON REPORT (EDVR). This report is the basic document used to determine an activity’s enlisted personnel status and requirements. An updated copy of this report is forwarded to each activity monthly. Changes to the report are reflected in changes to the Enlisted Master File in the NMPC. Much of the information is updated through changes of status submined by the activity in daily personnel diary entries. Hence. as changes in a man’s status affect his assignment and rotation during his tour of active duty. it is strongly emphasized that the report must be thoroughly verified every month. Inaccuracies in this report may result in an activity not receiving its lair share of personnel assets. Detailed explanations of the various columns of this report are contained in the (NAVPERS 15842) Naval Manpower Information System Manual.

When a member is due for reassignment or initial assignment. NMPC is made aware of the member’s availability eithe- by ah availability repon submitted by the member’s pressnl command or by expiration of the members Projected Rotatron Date (PRO). This dale is a tentative month and year, indicating an individual’s approximate transfer month. PRDs are established by the Assignment Control Authority (Detailer at the time orders are issued). The dale will be based upon the applicable seeivshore:overseas tour length and will be reflected on the command’s PRD. this dale is established for planning purposes and wili 1-101 aiwap reflect the precise month of reassignment.

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10. PERSONNEL READINESS CAPABILITY PROGRAM. The Personnel Readiness Capability Program (PRCP) is a management tool which was originally developed in the mid-1960s by the staff of the Commander, Naval ConstructionBattalions, Atlantic Fleet, and subsequently, implemented througf’rout the active and reserve Naval Construction Force (NCF). Since its implementatron there have been periodic changes to the Program; however, in 1973 PRCP was revised to provide greater flexibility and usefulness to all echelons’ of command in the area of Personnel management. The revised PRCP incorporates the advantages of automated data processing and has been Integrated into thre Civil Engineer Support Management Information System (CESMIS). Further, NMCBRNMCB skill requirements and akill definftions have been standardized and coordinated with courses of instructions.

Prior to the implementation of the PRCP, personnel information was kept on an .as required” basis by various members of the unit In personal notebooks. tries and records. As management required this information to determine military and construction capabilities. trarning requirements, logistic support. etc.. it was coilected. This collecting of information was usually a time consuming. laborious task requiring a piecemeal inventory of the command’s capabilities and/or requirements or was obtained through the use of rough estimates. These methods did not produce the accuracy or rapid response desired. Implementation of the PRCP solved this problem PRCP provided for the cataloging and standardization of the types of information required and established a means of collecting, processing and utilizing information obtalned at all levels of management.

To have a uniform and standard skill definition applrcable for both the active and reserve Naval Construction Force. CEC, Port Hueneme. Civil Engineer Support Office (CESO) prepared the PRCP Skill Defrnitrons. NAVFAC P-458 Volume I and Volume II. with the concurrence of COMCBPAC. COMCBLANT and COMFIRSTRNCB. and approved by Commander, Naval Facilities Engineerrng Command.

Concept of Operation. The established uniform procedures for the collection, manipulation and storage of a unit’s readiness condition by comparing it eithe* to established minimum requirements or to capabillties required for contingency plans. When the data indicates that the actual capabilities do not meet-those required. personnel can be programmed into training in the skills necessary to eliminate deficiencies. PRCP is dependent upon .three factors :

. (1) A comprehensive statement of skill requirements

(2) An accurate inventory of existing skills

(3) An automated data processing capability to arrange the data in useful format

Skill ReGuirements. The Commander, Naval Construction Battalions, Atlantic/Pacific Fleet. and Commander First Reserve Naval Construction Brigade. Instruction 1500 series. have identified the skill level capability requirements for each Naval Mobile Construction Battalion to support their peacetime operations and be in an acceptable state of readiness for contingency operations. The difference between the desired and actual capability is the training requirements tn terms of skills and levels of proficiency. To assist n detent-ring the state of readiness and capability of a Seabee unit at any time, and to plan for training and personnel support, the PRCP was developed. The PRCP will answer such basic questions as how many Equipment Operators can drill a well? How many of these will complete the next deployment? Using the information gathered through the PRCP system, a training plan is formulated to ensure that the unit is fully able to perform the capabilities required during the next deployment.

D-9

Skill Inventory. The skill inventory is developed based on data submitted by the unit This input is the key to PRCP and is based on standard skill definitions and standard procedures for obtaining data. Updated data are submitted as individuals attain new skills or new skill levels.

Skill Definttlons. The PRCP Skill Definitions publication, NAVFAC P-458, Volume I. contains standard skill definitions applicable to the Naval Construction Force. Significant features of these are standard numbers and titles that can be directly correlated to Special Construction Battalion Training courses (SCBT). The skill definitions alone do not contain sufficient detailed information to accurately classify personnel. Recognizing this. the PRCP Standards and Guides,.NAVFAC P-458. Volume II. for each Seabee rating, was prepared by me CBC. Pon Hueneme (CESO). and contains a detailed task analysis of each skill definition as well as procedures to be followed in their use.

PRCP Standards and Guldcs. The PRCP Standards and Guides are the principal tools used in collecting skill data. It provides PRCP interviewers with a standard interviewing procedure to accurately classify personnel interviewed lo a predetermined level within an acceptable degree of uniformity. The guides itemize the numerous tasks and skill levels which Seabees must be capable of performing before they are assigned a ski!1 level within any of those skills required to be perlormed during contingency or peacetime construction operaticns. Interviewers may. by having a fhorough knowledge of the tasks required of each skill, classify others to an appropriate skill level by actually observing personnel perform the tasks. either in training or on the job. The.Standards and Guides may be used by officers and enlisted personnel to learn what should be expected as a minimum from personnel assigned a specific skill.

PRCP Systems Documtntstlon. NAVFAC P-458, Volume Ill is an authoritative reference that provides an overview of the suslem. the rules for its proper use. and a descrip!Oon or s?Ociaf onera!ing constraints and capabilities.

Data Submlsslon. All skill information obtained trom interviewing or observing are to be submitted to the data bank at the Naval Facilities Engineering Command Facilities Systems Office, Port Hueneme (FACSO) on a special form caked a PRCP Update Record (GEMS Report No. 1209-g). Updated data is to be submtttecl as changes caiur.

PRCP Automated Data. The Civil Engineer Supporf Office (Code 15) CBC. Port Hueneme, California. has been designated by NAVFAC to be the central coordinator for NAVFAC and to provide standardization of all automated data processing requirements in support of the Personnel Readiness Capability Program. The Naval Facilities Engineering Command Facilitiis Systems Office (Code 16), CBC, Port Hueneme, California, provides programming and computer support. The PRCP

automated data processing combines existing data from the NMPC Enlisted Personnel Master File with skill information on Naval Construction Force personnel. This data bank is the basis for reports provided by the Personnel Readiness Capability Program and is an important element of the Crvil Engineer Support Management lntormatlon System.

When a Seabee receives PCS orders, a PRCP Update Record containing his current inventory of skills will be forwarded to the prospective command. As his skills change, me Update Record will be updated and returned to FACSO to update me data bank. As changes are received. a new Update Record is prepared with the revrsed information and forwarded to the originating unit. The battalion input is the key to the PRCP program and is based on standard skill definitions and standard procedures for obtaining data. All skill information obtained from interviewing or observing will be submitted lo FACSO. An initial interview of all new unit personnel and submission of Update Record is required. It is essential that skills attained by individuals in each Seabee rating are immediately recorded in PRCP so that me level of training readiness for the battalion can be determined trom the most recent computer print-out and deficiencies can easily be identified.

PRCP Reporta. Standard PRCP reporfs are provided to units/activities ot the Naval Construction Force. Requests for special reports or information and program changes may be submitted to CBC. Potl Hueneme. California (Code 152) via the training regiment. Lied below are some of the PRCP reports which have been developed for use at the unit level of active NMCBs:

(1) PRCP Update Record (GEMS Report No. 12M)-o) (Figure D-4). The PRCP Update Record contatns all PRCP skill qualifications and a limlted amount of personal data. Three copies of the PRCP Update Record will be prepared for each individual upon initial assignment to an NMCB and monthly thereafter H changes have occurred. The unit will submit the PRCP Update Rerr?d wfth changes indicated in red pencil to CBC Pon Hueneme (Code 18112) for updating of skill qualifications in the PRCP Master File.

(2) PRCP Skill Strength Report (GEMS Report NO. 12OGOO2) (figure D-5). The PRCP ,Skill Strength Report will be utilized to summarize the skill qualifications trom the Master Fife.

The skill qualifications are defined as the Skill Groupings. Skills, and Skill Levels and are the same as those on the PRCP Update Record. except ianguage skills which will not appear on the report. The Occupational Field 13 Ratrng Skills will be divided into ‘lease Rate” and “Others’ for the skill quatiications. Base Rate refers to the rating skill in the heading (i.e., Builder. Construction Electrician, etc.) and Others refers to all other personnel, in&ding Occupational Field 13 personnel in pay grade E-9. General. Special Miiiry and Crew Skills will be divided into Occupational

DlO

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FACSO RPT/SYa no. 04040/09060601 QWS REPORT No. 1200-O

PRCP SKI11 UPbAlL RECORb POR 0rr:c:rr. USE ONLI .z JAN 16

NW9 3 urc 66103 OET A6 COUP&NY 6

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1 66tI.I CATE606Y SMIll Sal11 SMIll

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6t66UIOAat6 SPECIAL ItLtTARY

‘OENERAL WATHElATICS TOOL AN0 EQUIPWENT (IlAtNTFNANCP YIXIWO. PlACtYQ l FINISHIN CONCRETE 1IOHf FRAME CONSTRUCTION ROOFING FINISH CARPENTRY PAINTIN AND PRESERVATION ENGINE OVERHAUL EN61NE TWE-UP (6ASOlINE) CN6INE TUNE-UP (DIESEL) EOUIPMENT ELECTRICAL EOUIPWENT POWER TRAIN EOUIPWfNT CtiASSIS URECIER OPERATION (TACTICAL) ASPMALT PLANT OPERATIUN GAS CUTTIN AND YEt.DIWO DRIVERS LICENSE M-16 AIFLE .46 CAL PISTOL N-60 YACHINE UtN CtlN6AT COWUNICATIO(S

000 100 132 150 (62 164 190 325 332 334 345 355 365 519 521 615 601 953 954

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INSfRUCTIONS:

1, DEllTEAM CttANGE - VAltD ENTHV IS MU I’IWI rttw .\LPtI*Ya~Ht WC.

2. ADWCHANM SKILL - tNTt.a SrlLLCOOf ANI* LhII 1 II VI I. I. 2.1" 3.

3. DELETE SKILL - ~YTttlPYll~COUC:LtAVC WILL Cl VI L llL4Nr;.

4. FOltWAttO CttANGLS TO CBC PORHUE. CODE 16112

Flgure 04 PACP Sklll Update Record

PRCP Sn1t.L STRENGTH REPORT e2 3AN 18

CACSO RPT SY6/NO, 04040/6206OROl 6UIlOLR GE- REPORT NO. 1206-002 PAGE 3 SKILLS

Mica 3

SWILL ST0 3AN MAR 3Ul SEP duN COMPARISON LEVEL REOT 1)ASE OM’ @WE OTH 6ASE OTH BASE OTH

COUPARI~N 6ASE OTH

(CO61 ( PO62 1 (WI@) (pooe) ‘:; TO SEP(POW)

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0164 - PINISH CARPENTRY

2 26 Pi 16 177.7 1aa.2 1

21 8: 10 69 14 64 7 47 e

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1: 160.0

0166 - PLASTERIRO

1 24 60 11 69 (I 61 2 49 2 34 1s 201.1 10 141.6

01@7 -.CERAUIC ttlt SETTIN

1’ 6’ 67 11 76 IO 72 I 60 6 41 1 61 666.6 32 4S6.6

0170 - HEAVY CONStRUCT:ON

3 0 1 1 2 2 2 e- 25.0 e- 26.0 2 :s ,:: 3: 22 17 :: 5 148.6 2- 63.3 1 6 4 46 a 39 2 14 156.3 2 100.3

0160 - PAINtIN AM0 PRESERVATlOn

3 2: : 4 : 3 2 6- 37.6 36.6 a 6: T: 3: 2: 6: I: 1 :f - 5.0

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Flgure D-5 PRCP Sklll Strength Report

I “.” Field 13 personnel and Others (i.e., nOn-kCUpa!iOnal RNCB. It lists all RNMCBs in descending order according Field 13 personnel). to the percent of attainment (highest to lowest).

The skill qualifications for personnel currently on board will be summarized and 6kill qualifications for personnel projected io be on board including prospec!ive gains a: a specified lime designated by COMCBPACLANT (normally six months. POB6) will be compared to a Standard Requirement for each NMCB.

(3) NEC Strength and Allowance Report (GEMS Report No. 1221906) (Figure D-6). The NEC Strength and Allowance Report compares those personnel possesslng NECs currently on board or projected 10 be on board against the COMCBPACLANT Instruction 1500.20 series requirements. Essentially, the report is in two sections, i.e.. a listing by name of personnel possessing the NEC and a rating total breakdown.

(4) NEC Attainment Repot? (GEMS Attainment No. 1221-021) (Figure D-7). The NEC Attainment Report summarizes NEC attainment. The reporl lists the NEC. current on board. deficiency and percent allaintTten1.

(5) Data Series Deck (GEMS Report No. 1090-011). Computer punched cards called a data series deck can be provided for local use by an NMCB having access to automatic data processing (ADP) data series deck consisting of from 1 to 15 cards containing service

If- and PRCP data.

PRCP Reports produced for the Reserve NC6 are listed b&W:

(1) PRCP Skill Strength Report (GEMS Report No. 1200-103) summarizes the skill qualifications from the Master File for both the Detachments and the RNMCBs.

(2) PRCP Skill Summary Report (GEMS Report No. 1200-104) compares the specified RNMCB 10 a standard RNMCB requirement for the different skill grouoinqc

(3) PRCP Skills Exception Report (GEMS Report No. 12OfbllQ) lists those skills which have 75% or less attainment. The reporl lists the skill titles, total Standard requirement, deficiency. percent deficiency and parCent attainment.

(5) NEC Strength and Allowance Report (GEMS Report No. 1200-107) compares those personnel possessing NECs currently on board or projected !c be cz board against the COMFIRSTRNCB Instruction I 500.20 series requirement.

(6) NEC Attainment Report (GEMS Report No. 1221-120) the reporl summarizes NEC attainment.

(7) Special Reports Or Information Upon Request. It should be noted that this is a general description of the PRCP systems and reports. More detailed instructions are contained in NAVFAC P-45& Volume Ill.

PRCP At The Force Level. With the detailed informatlon available. the headquarters can obtain data required for effective and efficient management of personnel throughout the NCF. Using the PRCP reports. headquarters can accurately predict for any specific dale In the future:

(1) Construction and military capabilities

(2) PerSOnnel. training and logistics requirements

(3) Berthing. messing and housing requirements

(4) The capability of units 10 meet contingency situations.

.

When accurate predictions of future capabilities are compared with the desired future capabilities. deficiencies and training requirements can be duantified and plans can then be formulated.

PRCP Potential. Much has been done to simplify the PRCP system and much remains to be done. Perhaps n the near future field units will have the capability of producing. sorllng and prtnltng eleclrontcatly any aeslrec information. The PRCP has tremendous potential in its application throughout the NCF and in computer simulation. Only the imagination of man limits its use. The future and cjffectivaness of the system, however. is dependent upon individual units and their continued accurate updating of information.

(4) PRCP Asset Comparison Report (GEMS Report No. 1200-105) lists all RNMCBs within the FIRST

t

NSC STl)EWOTW AWD A,LLOYAWCI!

EAOS EAT EAT PRO OTH SCH

0

0

RATE

1

1

CEC

2::

EQC

EO2 LO1

fl%

1

1

: 1

3

LOI

CE2

PNEC SNEC TWEC

1

1

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1

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6644 5844 5644

1

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3

ST07 5707 b710 5707 5707 5707

WAR

0000

WOO 0000 0000

VbOY 9502 5707 0000 0000 0000

0000

0000 0000 0000

0000 0000 5701 0000 0000 0000

0

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1

1

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0206 0301 0207 Of09 a303 l 4OT #JO3 03?1 ozoe a407 0209 9403

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Figure D-6 NEC Strength and Allow,ancc Report

NliC ATTAINMENT REPORT 22 dAN II

rrcso RPT srM/No.o4o40/B2090Ro3 GEMS REPORT NO. 1221-02t PAGE 1

MMCb 3

OCCUPATIONAL ftEL0 13 NECS OWEi REQUtRED MEW

WEC AEQUlREMENT JAN OEftCfENCT PERCENT AtfA!NlENT NEC REOUIREMEWT dam DEftCfEMCY P22CERT ATTAtM)ElW 5501 a 2 6 25 2516 , 1

1 0 100

5503 2 1 1 50 281s 2 2 0 180

5635 4 4 0 100 3112 1 t 0 100

6644 4 1 3 25 3122 1 1 0 100

$707 5 5 0 100 3154 2 0 2 0

f706 4 3 1 7s . 3529 2 3 0 rdo

1710 .a II 0 100 3533 3 1 2 j*

1905 5 7 0 140 8404 3 3 0 cde

s907 (2 (3 0 108 9421 1 1 0 loo

1908 2 4 0 200 6432 1 0 1 e

cl915 f 17 0 242 6452 1 1 0 Id0

6010 4 zi 0 125 8501 1 1 0 100

2021 2 0 2 0 6707 2 .I 1 90

6102 3 3 0 100 9521 1 0 1 0

6104 4 2 2 50 9599 2 0 .2 0

8105 4 1 3 25 9ses 1 3 0 200

TOTAL 70 76 TOTAl. 25 19

figure D-7 NEC Attalnment Report

APPENDIX E THE ADVANCED BASE FUNCTIONAL COMPONENT SYSTEM

1. INTRODUCTION. In order to provide a better logistic suppon identified by the Civil Engineer Support understanding of the ABFC System and how it relates to Plan (CESP). These requirements will be stated in such the Naval Construction Force, a familiarity with the entire tems as square feet of administrative space, or warehouse system and its interface is required. This familiarization will space and, as such, do not translate to a particular size be developed by discussing the ABFC background. its building. Therefore, a system such as the ABFC System is purpose and use, and the overall responsibility of the ABFC necessary not only to identify the size of building actually System in terms of dominancy, contributor. and systems needed for support but also to identify the specific engineer functions. Along with this, the interface with the construction material utilized as well as personnel and operation ClNCs and the Joint Operation Planning System equipment requirements. The evolution of en ABFC IS (JOPS). tised by the ClNCs in their planning functions. will shown in Figure E-1, and 11s usage. concept of operation be covered. Finally the relationship of the ABFC to the and documentation is discussed in more detail in PWRMRMS System and the NCF will be covered. succeeding paragraphs.

2. BACKGROUND. During World War II when bases were constructed across the island chains of the Pacific Ocean. it became apparent that significant savings in both time and material could be effected H units of material,

. equipment. and personnel required to perform ‘specific functions were standardized. This was the beginning of the Advanced Base Functional Components (ABFC) System. An ABFC is a grouping of men, material, facilities, and equipment which has been designed and organized into a particular configuration to perform a Specific mission or task. Each individual component within the overall system has a mission statement which defines its capability, what the component consists of in terms of men, the list of facilities, material contained within that Component, and the original complement of equipment necessary for completion of this mission ortask as defined by the mission statement.

Functional Components are given names to indicate their function and unclassified code numbers consistrng of a letter and number combination: for example. Component P-25 is an NMCB, tl14E is an Aviation lank Fam-r. The components and their associated facilities and aPsemblies are detailed to the National Stock Number (NSN) level By specifying requirements in terms of ABFCs. the user can rapidly and concisely communicate the need which the material and,logistics managers have. The availability of these materials required to outfit and outload the required functional package can then be determined. This kne item printout of the material of each ABFC is presented in . documents that are identified as an Advanced Base Initial Outfitting List (AEIOL).

The Navy ABFC System is thus a ouantttive expression and measurement of planning. procurement. assefwy. and shipping of material and personnel needed to satisfy facility support requirements. Within each of fhe components a grouping of facilities and assemblies is used fo develop fhe basic structure. However, these facilities can be used independently. or in other alternative

- arrangements to perform a different function. For the most part these facilities are used to supporl contingency operations, but can be used for interim peacetime requirements both overseas and in CONUS.

4. AUTHORITY AND RESPONSIBILITY. The responsibility for doc,umentation of the material and providing information as to the content of an ABFC comes under the authority and direction of CNO. Each component requrremeni I>. a:..Ggned to a Dominan! S$sle~ns Comniand and appropriate Contributory Commands depending upon fhe make-up of the specific component. The Dominant Systems Command has specific responsibiltties as defined in OPNAV 41P3A. Table of Advanced Base Functional Components. It contains abridged Initial Outfifting Lists. and is fhe only publication that contains all SYSCOMS oontributions to an ABFC.

ABFCs are nonnalfy complete entities. However, housing, messing, and medical tactlies, maintenance factlliies. defensive ordnance, communications equipment, and utilities may not be supplied wfth each component and are themselves service components or facflities. to be integrated into an overall base development or augmentation plan. 3. PURPOSE AND USE. The ABFC is the Navy’s logistics tool used in satisfying fhe requirements to provide

One such responsibility is the maintenance of fhe ABIOL. In a similar manner. the Contributory Commands are a!sc responsible in accordance with OPNAV 41P3A for maintaining an ABtOL for their contribution to the component. The contributions of each Systems Command and Bureau are forwarded to the CNO, from there the fnformatiin k forwarded to fhe Fleet Material Support Office (FMSO) for inclusion into the OPNAV 41 P3A.

To provide coordination of these efforts and assure logistic oompatibflity of all component contributions to the system.

E-l

REQUIREMENT RECOGNIZED

CND APPROVES CONCEPT

FLEET UNIT O(M TASKS COGNIZANT

IUREAUS AND/OR SY SCOMS

RDTLE 1 < DESCRiPTlON / \\

ANALYSIS DATA

DEtAILED MATERIAL MD

I

.

Figure E-l Evolution of an Advance Base Functional Component

E-2

f-

.

/‘““’

the Chief of Naval Material (CNM). upon authority of CNO, assigned the resp:.>sibility for ABFC System Engineer tc Naval Facilities Engineering Command (NAVFAC). as detailed in NAVMATINST 4040.1 series and NAVFACINST 4040.11 series.

5. NAVFAC ABFC SYSTEMS ENGINEER. NAVFAC coordinates engineering design efforts to assure compatibility of components and to maximize commonality between components, equipment and material for all systems and bureau contributions. In rddfion. NAVFAC performs engineering design and prepares drawings as required for ABFC facilities, utilities and basic construction items and publishes these in the Facilities Planning Guide, P-437, which is a subset of the OPNAV 41 P3A. The P-437 consists of two volumes. Volume 1 contains reproducible drawings organized as follows: Pan 1, Component Site Plans, indexed by component designation; Part 2, Facility Drawings, indexed by facility number; Part 3, Assembly Drawings, indexed by assembly number. Volume II is the data display for each component, facility, and assembly in the ABFC System. Volume II is also arranged in three parts. Part 1 quantifies and describes by DOD category code the facilities requirement for each component, Pan 2 quantifies and .describes by assembly number the

; assembly requirement for each facility. Part 3 quantifies tine item requirements by NSN for each assembly. Other useful information for planners is contained within the guide, such as the crew site. man-hours by skill, land area, and fuel necessary to make a component, facility. or assembly operational. 7his information is currently being revised and put into a miczrofiche format for ease of pfanning operations.

P437 also includes facilfties and assemblies not directly related to components shown in OPNAV 41P3. These predesigned facilities and assemblies provide the planner better alternative choices for the satisfaction of contingency requirements when callout of a complete component is not desired. For the purpose of compatibility with other DOD planning systems, P-437 is oriented to the standard DOD category codes for classifying real property ot the Navy as ided in NAVFAC P-72, Category Code for Navy Facilities Assets.

6. INTERFACE AND SUPPORT OF OPERAllONAL SYSTEMS. The ABFC System as a planning tool is required to support the overall planning system within the Navy. Development of this concept of opemtions, concept of employment, support of the planning function and use as a basis for Prepositioned War Reserve Material Requirements Su~porl (PWRMRS) are diisaed in the succeeding paragraphs.

National objectives are translated into strategic concepts and military objectives. The decisions as to threat assessment, force level, and fome mix are reflected in the strategic. logistic, and programming guidance provided by the Office of the Secretary of Defense (OSD) and the Joint Chiefs of Staff (JCS) to the military services and to the Unified and Specified Commanders-in-Chief (CINCs). The

Operation Plans (OPLANS) to meet the specified threat are prepared by the ClNCs with input from each Service Component Commander Plans that would occur in the Pacffic Theater would fall under the cognizance of the Commander-in-Chief Pacific (CINCPAC). and the Navy Service Component Commander that would ba requtred to respond would be the Commander-in-Chief, Pacific Fleet (CINCPACFLT). In a similar manner, each service Component Commander will identify the support he deems necessary. in both logistics materials and force level. depending upon the strategic mission as klentifred to him by the Unified Commander.

The Navy and Marine Forces may identify such forces in suppon of their operations as Military Sealift Command (MSC), Amphibious Construction Battalions (PHIBCBs) and Naval Mobile Construction Battalions (NMCBs). These forces would normally be called in for logistics. construction, and operational suppon and must have at hand some concept of operation and subsequently the magnitude of logistics suppon that is going to be required of them in order to function effectively. Within the Naval Construction Force System, the major planning tool used to define these requirement software planning tool is use d

is the ABFC System. This for identification of facilities.

material, and equipment that could be utilized in the actual support of the operational forces. By means of its .preangineered structures and ,facilities it will identify the line Items of material and equipment necessary to support many varying conditions, from short tent-i to long term duration contingencies. Also; associated with these engineering designs is the identification of the level of effort necessary to erect and operate such suppon complexes mat may be called out in support of the operation or contingency. In this way, the need for additional Naval Construction Forces as well as other naval forces is then identified by the use of this planning tool and by the identification of material through Its use. These requirements for supporl of the contingency for both force level and construction materials are identified and reponed in standard format and reports defined in the Joint Operation Planning System (JOPS).

7. JOINT OPERAllON PLANNING SYSTEM (JOPS). Ths JOPS is a set of detailed procedures established by JCS for the development, review, and execution of OPLANS. It includes force planning, logistics planning, and transportation planning. His a highly formatted. Automated Data Prooess (ADP) assisted planning system. and Its use Is mandatory for all .opemtional planning. Such planning also is the basis for fogiiticlwar reserve material planning. JOPS is broken down inlo three phases:

JOPS I: JOPS ‘Volume I (SM-77676) sets forth planning and review procedures and detailed formats for the various annexes, appendices and tabs required in the OPAANS in order to convey information and data in a consistent and precise manner between commands and services. The specified formats include me Civil Engineering Suppon Plan (CESP) Appendix to the Logistics Annex of the OPLAN. Further guidance concerning the CESP is

E-3

contained in JCS Pub 3, Joint Logistics and Personnel Policy and Guidance, and in NAVFAC P-385. Base Development Planning for Contingency Operations.

JOPS II: JOPS volume II (SM.51 l-77) (Secret), provides planning guidance for the various elements such as intelligence, operations, logistics, personnel, communications, electronics and so on. For example, in logistics, planning factors are specified which will be utilized throughout all commands for establishment of uniformity in planning for logistic support.

JOPS III: JOPS. Volume Ill, provides guidance on the ADP aspects of JOPS and establishes a file structure for the automated data. The files include the Civil Engineering Files (CEF) which store engineering unit and ABFC data for use in developing the CESP. The JCS Deployment Reporting System (DEPREP) provides means for conveying data among commands and the Type Unit Characteristic Data (TUCHA) file which contains transponation and movement characteristics o! specified units by Unit Type Code (UTC). Hence. each agency reports the OPtAN information in a consistent manner to JCS. 4i

JOPS IV: JOPS. Volume IV. provides a Crisis Action System (GAS) for the conduct of joint planning during time-sensitive situations. The CAS has a six phase planning sequence which covers the following areas:

(1) Situation Development

(2) Crisis Assessment

(3) Course of Action Development

(4) Decision

(5) Execution Planning

(6) Execution Phase

8. PRE-POSITIONED WAR RESERVE MATERIAL REOUIREMENTS (PWRMR). The ABFC System of itself does not provide material, equipment nor personnel; however, tt is used by the Navy material planners to define Prepositioned War Reserve Material Requirements (PWRMR). PWRMR is that potin of the war reserve material requirement which approved plans dictate bs positioned prior to hostilities at or near the point of planned use or Issue to the user. This will tnsure timely support of a apecitic project or designated force during the initial phase of war, pending .arrival of replenishment shipments.

Material listed in ABFC’s becomes PWRMR when a specific functional component is included in a,CNO Special Project and is specified as such in OPNAVINST C4060.11 series.

CNO SPECIAL PROJECTS. Within the logistics guidelines set forth in the NAVY SUPPORT AND MOBILIZATION PLAN (NSMP) (SECRET), CNO approves the special projects for material support that provide authorization for such material to be acquired and retained in a specified condition of readiness in support of contingency and operations plans. Based on these directives, the Bureaus, and the Naval Material Command take action, within budgetary limitations, to procure and preposition the material necessary to support the projects.

PRE-POSITIONED WAR RESERVE MATERIAL STOCK (PWRMS). Material that is procured and pre-positioned in this manner is referred to as PWRMS. PWRMS related to the construction phase of these projects. such as prefabricated buildings and construction equipment. IS stockpiled and maintained at the Construction Battalion Centers (CBCs) in Gultport. MS; Port Hueneme. CA: and Davisville, RI. Although construction material held in PWRMS is generally considered for use by the NCF. it is controlled by the CNO and may be utilized by others on higher priority projects than those involving me NCF.

9. NCF MODULE. The NCF Module was conceived for the purpose of identifying and retaining a readily available construction force, capable of meeting any planned or real contingency. This requirement is inherent in any contingency plan that Logistics Support and Base Development are necessary in order for the operational forces to prosecute the action. Thus, the NCF modules are a Planning, Programming, Budgeting System (PPBS) tool and form a basis for seeking CNO allowance approval.

NCF MODULE ELEMENTS. The term ‘NCF module’ was coined out of the results of a CESOCOMCBLANT conference held in late 1972. lt means bringing together a single P-29 (NCR) and a P-31 (NCFSU) aiong with lour P-25 (NMCB) into one supporting activity. When two or more modules or NCRs are brought together. a P-30 NCB is also employed.

The mission of each of these elements is contained in detail in the OPNAV 41 P3A. In order to appreciate the amount of bgttics support required for one NCF module, Figure E-2 quantifies the approximate wartime personnel and Civil Engineer Suppon Equipment (CESE) comprising one NCF Module.

E4

PERSONNEL

NCF UNIT OFFICERS ENLISTEd CESE

P-29 (NCR) 11 44 20 P-31 (NCFSU) 12 202 374 P-25 (NMCB) 24 738 266 P-25 (NMCB) 24 73e’ 266 P-25 (NMCB, 24 738 266 P-25 (NMCB) 24 738 266 P-35 (UCT) 3 52 29

TOTAL - ONE NCF MODULE 122 3250 1487

.

.

Figure E-2 NCF Unit Personnel and CESE Composition

E-6

APPENDIX F OPERATION DIRECTIVES

1. INTRODUCTION. Several different types of operation directives are in common use by the Navy. Those most commonly encountered aboard ship, from which combat infonnation may be collected. are the contingency plan, operation plan. and operation order. Each is designed for a specific purpose, and is normally prepared in accordance with an approved standard format set fourth in Naval Opettional Planning, NWP-11. .

2. CONTINGENCY PUN. The contingency plan is an outlined course of action to be adopted, stating tasks to be undertaken and listing the forces to be used, should an anticipated event take place. The purpose of this plan is to accelerate the actions a commander can take to meet such a foreseen contingency.

,r”

3. OPERATION PLAN (OPLAN). An’operation plan is generally designed for operations extending over a large geographical area and usually covering a considerable period of time. The OPLAN is prepared well in advance of the impending operation. Information stating when the plan will become effective may ba included in the plan, or the fatter may merely state that ft will become effective on signal. The OPLAN is the instrument upon which

.subordinate commanders base directives to their commands covering the specific tasks assigned. When an operation plan is executed ft becomes an operation order.

4. OPERATION ORDER (OPORDER). The operation order, prepared in a prescribed form similar in most respects to the operation plan, is issued by a commander to his subordinates to effect coordinated execution &a specific operation; that is, it directs fhe carrying out of the operat,, No ass>mp:ions are ;nctuded an.d. unless otherwise stated, fhe OPORDER is effective from the time and date signed. An operation order usually is not issued H an operation plan containing all fhe necessary details has been previousiy promulgated. Figure F-l shows a sample operation order.

5. MESSAGE OPORDER. When speed is important, an OPORDER may be prepared in message form and disseminated by rapid communications. The necessity for speed may be the result of unexpected wartime developments; or, in peacetime, to supplemen! the standing OPORDER of an organfzed force. A message OPORDER may also be issued to effect a particular operation of limited duration and acope.

. 6. FRAGMENTARY ORDERS. An order may be complete or fragmentary. A complete order covers all essential aspects of the operation and includes the mission

of all subordinate units. A fragmentary order consists of separate instructions to one or more units prescribing the pail each is tc play in the operalions. Fragmentary orders are issued when speed in delivery and execution is imperative and are used often to direct operations as decisions are made or as situations develop. Orders may be written or oral. They may be transmitted by message. letter, signal or messenger. Oral orders are usually followed by written confirmation.

7. NATO STANDARDIZATION AGREEMENT 2014. This standardization agreement (STANAG) prescribes the format for end essential details to be included in Operation Orders used in combined or single service operations, as well as the formats for and guidance on the preparation of the various annexes to the Operation Order. This STANAG is implemented. and examples provided, by FMFM 3-1. Command and Staff Action, Headquaflers. United States Marine Corps, Washington. May 1979. Reference to this manual should be made when preparing detailed annexes and appendixes to Operation Orders in order to determtne proper formats and information requirements. Highlights of this agreement will be presented here to familiarize NCF units with the standard formats utilized by USMC and NATO Forces.

(1) Pangmphing. The Operation Order conststs of five paragraphs, as shown in Figure F-1. Paragraph 1 atways contains at least sub-paragraphs a.. b.. and c. Paragraph 2 contains no sub-paragraphs. There is no restriction as to the number of sub-paragraphs in Paragraphs 3. 4, and 5, which will be laid out to suit the requirements of the operation. All paragraphs l.a., 1.b.. ? c. 2.3 4 and 5 with their corresponding head+gs always appear in the Operation Order, terms such as ‘No Change”, ‘See Overlay (Trace)“, “See Annex . ..“. etc., and NIL (meaning no information to enter) are permissible opposite all paragraphs but 2. Such terms should be used as necessary in order to maintain the integrity of the paragraphing and the brevity of fhe order.

(2) Seourity Clatslfkatlon. The current rules. as agreed by fhe NATO Forces, are to be applied to the aacurity ciassification and marking of such classification. The issuing headquarters allots a copy number to each copy ot an order and maintains a record showing the specific copy number or numbers issued to each addressee of the total number of copies published, i.e., copy . . . of . . . copies.

(3) Changes From Oral Orders. If there are no oral orders this apace is left blank. ff there were oral orders.

F-1

expressions such as ‘No change from oral orders” or “No change from oral orders excep! for Paragraph 4* are 10 be used. It is generally desirable that the date and time when oral orders were issued together with the place of issue ba stated.

(4) Date and Time of Signature. The current rules. as agreed by the NATO Forces, for describing dates and times in messages apply. except that the month and year must also be shown. The date-time group in an Operation Order means the date and time at which the order was signed. It is also the date and time at which the order is effective unless stated to the contrary in Paragraph 3 (Execution) of the order. The time used in the Date-Time Group of Signature must include a time zone suffix. Example of date and time: 2301102 May 67 (0110 hours. GMT. 23 May 67).

(5) Yesaage Reference Number. The purpose of the message reference number is to allow an Operation Order to be acknowledged in clear over the radio without the possibility of the enemy learning an Operation Order has been issued. 11 is normally the internal number of the message releasing authority.

(6) Type of Operation Order. The type of Operation Order indicates whether it is Naval. Army, Air. Combined or Joint. for exampk:

(a) JOINT NAVAL/ARMY OPERATION ORDER NO. 5.

(b) ARMY OPERATION ORDER NO. 2.

At single service headquaners it is not necessary to include the type of order as this is indicated in the heading ‘Issuing Headquarters”. In such circumstances the words ‘OPERATION ORDER NO . . . . ” are sufficient.

(7) References. Under this heading are listed the relevant maps and charts. In addition, any other dowmer.!s which are required 5) 1” ;,’ recipren’ cr ?he order may also be listed here. It is not necessary to Itst here standard orders, Standing Operating Procedures (SOPS) etc., which may however, be referred to in the body of the order.

F-2

(8) Acknowledgement Instructions. Instructions for the acknowledgement of an order are given here if required. The word Icknowfedgement” may suffice. An acknowiedgement to an Operation Order means that it has been-received and understood.

(9) Signature of Command and Authentication; The name and grade of the commander appear on all copies of the order. The original copy (No. 1) must be signed by the commander or a specifically authori?ed representative. If the commander or designated representative signs a master copy, the use of which permits automatic reproduction of the document with his signature thereon, no further authentication is required. H

the signature is not reproduced. authentication by the appropria!e staff office* is required on all subsequenl copies and only the last name and rank of the commander appear in the signature block.

(10) Distribution. When orders are to be drstnbuted either to a unit of a nationality other than that of the issurng headquarters or to a NATO Command. the drstributton list is normally given in full. Distribution includes copies of the order furnished either for action or for information. If the llst is not shown on the Operation Order it is included as Annex 2.

(11) Annexes.

(a) General. The main purpose of an annex IS to keep the basic text of an order short. It also allows addresses to be given additronal copies of certain information. for example movement tables. An annex is an integral part of an order. The number and type of annexes used is governed by the needs of the panicular order. Annexes. when used, should increase the clarity and usefulness of the order. All annexes generally provide information to combat troops but some also give the commanders direction to supporting. specialist or service commanders. An annex to an order should not be an order from supponing, specialist or service commanders to their troops. Although the annex is an integral pan of an order. the information and direction given in the main body of the order may be repeated as necessaary because of difference in distribution which may occur. The number of annexes to an order will ba limited by the need of the particular order.

(b) Format. An annex may be written. or take the form of a trace, overfay, overprinted map. sketch. plan or table. It may be used to give the detail of any pan of the order where appropriate. Annexes are lettered alphabetically in capitals (A. B. C. etc) and may have one or more appendices which are numbered in Arabic numerals Annexes must be referred to in the appropriate part of the body of the openion order and are listed under the heading “Annexes’ cti :irr oottom of the urdar.. Appeno,&s must similarly be referred to in their Parent annex. Annexes issued wtth and in fhe same number of copies as the main order need only be s&ably identified in respect of the main order. They must also contain a security classification and. when appropriate, a list of appendices. Those annexes which are issued at different times from the main order must, in addition, contain a heading, signature of commander, or his appropriate representative, or authentication, acknowledgement instructions and a distribution list.

(c) Intelligence Annex. The Intelligence Annex lo an Operation Order, ff used, will follow a slightly more rigid form than that of other annexes. It may well be issued before distribution of the Operation Order. Its purpose will be lo:

1. Disseminate information about enemy forces essential to the conduct of the operation.

,f- *” 2. Serve as a medium for instructing subordinate commanders to acquire informa!ion necessary to the conduct of the operation but which can only be obtained immediately before or when the operation itself has begun (Note: This annex is NOT intended to serve. as a substitute for intelligence coiiectlon pl8nS.)

3. Give certain other miscellaneous intelligence orders or guidance for the operation in question.

General instructions for the preparation of the Intelligence Annex are the same as for the operation order, The following factors are lurther guidance to preparation:

4. 11 must be kept as brief as is consistent with clarity.

5. Matters adequately covered in unit or command Standing Operating Procedures (SOPS) should not be repeated.

6. Reference may be made to appropriate intelligence reports, provided addressees have the reports.

7. Material of limited interest, or which involves considerable detail may be included in appendices to the annex. The most likely appendices are enemy situation map or overlays, reconnaissance and observation missions and map distribution table.

(12) Appendices. Appendices supplement annexes and are identified by ,Roman numerals. Appendices discuss portions of annexes which readily lend themselves to separate discussions and provide ciarlty or emphasis. For example, Allowance Equipment could be an appendix to the Logistics Annex. Appendices for each annex are consecutively numbered beginning with Roman Numeral I in each annex. Appendix page numbers are preceded by the annex letter and the appendix Roman Numeral: for example, A-l-l, A-l-2, A-l-3, There is no specified format for aop?~:~scr but they r,?; 290 be arranged in the five paragraph format.

(13) Tabs. Tabs supplement appendixes and will be identified by uppercase letters. Tabs discuss portions of appendixes which readily lend themselves to separate discussion and improve clarity or prcwide emphasis. For example, allowance equipment to be returned to homepoti for overhaul at the end of the deployment could ba a tab lo an appendix on equipment in general. Tabs are always alphabetically lettered beginning with the bner A in each appendix Roman Numeral, and the tab latter; for example. A-i-A-1, A-l-A-2, A-l-A-3. Tabs may be provided in any format.

f-

(14) Encloaurer. If even further breakdqwn of information is necessary, this is accomplished with enclosures. They may be provided in any format and are designated by Arabic Numbers; for example, A-t-A-1-1, A-I-A-l-2.

(15) Examples.

ANNEXES:

A TASK ORGANIZATION

8. INTELLIGENCE

APPENDICES:

I. Essential Elements of information

II. Signal Intelligence

ill. Counterintelligence

IV. Target Intelligence

V. Mapping. Charting. and Geodesy

VI. Human Source Intelligence

VII. Intelligence Estimate

VIII. Tactical Study of Weather and Terrain

IX. Beach Study

X. Helicopter Landing Zone’Drop Zone Study

TABS:

A. Helicopter Landing Zone Overlay

XI. Surveillance and Reconnaissance Plan

C. OPERATIONS

APPENDICES:

Nuclear Operations

TABS:

I.

A.

8.

C.

0.

E.

Nuclear Options

Nuclear Option Analysis

Reconnaissance Operations to Support Nuclear Options

Nuclear Fire Support TableTarget List

Nuclear Target Overlay

II.

Ill.

IV.

V.

NBC Defense

Etectronic Warfare

Paychol~ioal Operations

Unconventional Warfare

VI. Search and Rescue

VII. Deception

VIII. Rules of Engagement

TABS:

A. Countermechanued Overlay

IX. Reconnaissance

X. Operations Overlay

Xl. Concept of Operations

XII. Fire Support

TABS:

A. Air Fire Plan

Encl 1. Preplanned Close Air Supporl

Encl 2. Air Target List

Encl 3. Arr Fire Plan Target Overlay

B. Artillery Fire Plan

Encl 1. Target Overlay

Encl 2. Fire Support Table (Preparation Fires)

Encl 3. Fire Support Table (Groups of Fires)

C. Naval Gunfire Plan

Encl 1. Naval Gunfire Supporl Operations Overlay

Encl 2. Schedule of Fires

Encl 3. Naval Gunfire Reports

Encl 4. Radar Beacon Plan

D. Chemical Fire Plan

Encl l.Chemical Fire Support Tablenarget List

Encl2. Chemical Target Overlay

E. Target List

F. Fire Support Coordination Plan

G. Fire Support Communication P&n

H. Countermechanized Fire Plan

XIV. Counterattack Plan

TABS:

A. Operation Overlay

8. Fire Support

XV. Breaching Plan

XVI. Obstacle Plan

D. LOGISTICS

APPENDICES:

I. Petroleum, Oils, and Lubricants Supply

il. Monuary Services

ill. Medical Services

IV. Mobility/Transportation

V. Civil Engineering Support Plan

VI. Nonnuclear Ammunition

E. PERSONNEL

. APPENDICES:

I. Enemy Prisoners of War, Civilian Internees, and Other Detained Persons.

It. Processing of Formerly Captured. Missing. or Detained U.S. Personnel.

F. PUBLIC AFFAIRS

0. CIVIL AFFAIRS

APPENDICES:

I. Public Safety

II. Public Health and Welfare

Ill. Information and Education

H. ENVIRONMENTAL SERVICES

I. COMMAND RELATIONSHIPS

APPENDICES:

XIII. Countermechanized Plan I. Command Relationships Diagram

F-4

6”“, J.

K.

L.

M.

COMMUNICATIONS-ELECTRONICS

APPENDICES:

I. Communications Security

II. Radio Circuit Plan

Ill. Call Signs and Routing Indicators

IV. Wire and Multichannel Radio Plan

V. Visual and Sound Communication

Vi. System Management and Control

VII. Command Post Displacement

VIII. Tactical Satellite Communications

IX. Contingency Communications

X. Commercial Communications

Xl. Special Maintenance Procadures

XII. Messenger Service

OPERATIONS SECURITY

AIR OPERATIONS

APPENDICES:

I. Air Defense:Antiair Warfare

II. Air Suppon

ill. Assault Suppon

IV. Air Control

V. Search and Rescue

VI. Armament

VII. Aircraft Schedules

VIII. Air Communications

IX. Air Operations Overlay

COMBAT SERVICE SUPPORT

APPENDICES:

I. Concept of Combat Service Support

II. CSS Overlay

Ill. CSS installations Defense

IV. Reports

.

V. Bulk Fuel

VI. Medcal’Dental

VII. Plan For Landing Suppkes

VIII. ADPS Support

IX. Personnel

X. Suppon Agreements

XI. Force Landing Support Party

N. AMPHIBIOUS OPERATIONS

APPENDICES;

I.

il.

Ill.

IV!

V.

VI.

Advance Force Operations

Embarkation Plan

Landing Plan

TABS

A. Landing Diagram

B. Serial Assignment Table

C. Landing Craft and Amphibious Vehw Assignmen! Table

D. Landing Sequence Table

E. Amphibious Vehicle Availability Tabte

F. Amphibious Vehicle Employment Ptan

G. Helicopter Availability Table

H. Helicopter Employment and Assab’r Landing Table

I. Heliteam Wave and Serial Asslgnmew landing Table

J. Helicopter Landing Diagram

Rehenal Plan

CSS Control Agencies Plan

Withdrawal Plan

0. BKECUTION CHECKLIST

P. DISTRIBUTION

(16) Miscellaneous. Additional annexes, such as safety, training, etc. may be included as needed by the issuing Headquarters. Similarfly. extra Appendices. Tabs. and Enofosures are discretionary.

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CLASSIFICATION (No Change From Oral Orders)

Copy No. __- of NMCB ZERO ZERO

Copies

PORT HUENEME. CALIFORNIA 17095OU MAR 1981 (Reference Number)

Operation Order 4-81 (Operation CODE WORD)

Ref: (a) COMCBPACLANT OPORD. (W COMCBPAC/LANT INST (cl MAP:

TIME ZONE: T (Commencing 1913002 MAR 1981)

Task Organization: Annex A (Task Organization)

1. SITUATION

a. General. (For OPLANS only; describe the general political-military environment which would establish the probable pre-conditions for execution of the’plan.)

b. Enemy Forces. Annex B (Intelligence).

c. Friendly Forces. (Information on own forces having bearing on operation.)

(1) (Higher) (2) (Adjacent) (3) (Swpo~ing)

d. Attachments and Detachments. (EFF. 1917002)

e. Assumptions. (For OPLANS only: assumptions on which the plan is based. If there are nc assumptions, state, ‘None.”

2. MISSION. (Clear concise statement of tasks: what to be accomplished by command as a whole 0: where, when, and as much of the why as necessary for intelligence coordination and coopera1V Contains no subparagraphs. Always-state mission here, even if shown on operation overlay or mw

3. EXECUTION.

a. Concept of Operations. Annex C (Operations). (A summary statement of how the operatloc’ will be conducted to accomplish the mission.)

b. Tasks.

(1) Each unit, organic or attached, or tactical grouping of the command that is executmg s tactical task is assigned a separate, numbered subparagraph.

CLASSIFICATION

Agum F-l Standard Operations Order Format

F-6

.

CLASSlFlCAflON

(2) Each task assignment may show first the assets (attached or in support) available to the unit or element for the operation. Then tasks are enumerated.

(3) Priority must be stated ii missions &ie multiple and priority of accomplishmen: ,b desired.

C. Battalion Reserve. (Tasks assigned the reserve element are listed here: If a unit in reserve is given future missions or ordered to prepare plans for possible future missions, that information is included here under the unit to which it pertains.

d. Coordinating Instructions

(1) Annex C (Operations). (2) (Instructions common to two or more units, coordinating details and control measures

applicable to the command as a whole, and time or conditions when plan is to be executed.

4. ADMlNlSTRAflON AND LOGISTICS.

a. Annex D (Logistics).

b. Annex E (Personnel).

C. Annex P (Combat Service Support).

5. COMMAND AND SIGNAL

a. Command Relationships. Annex J (Command Relationships).

b. Signal. Reference (b) and Annex K (Communications-Electronics).

C. Command Posts

(1) Annex C (Operations) . .

(2) (Use subparagraphs as necessary to show: location of command posts. location and trme of opening communication centers, recognition and identification instructions. etc.)

ACKNOWLEDGE RECEIPT

J.J. JONES Commander, Civil Engineer Corps, U.S. Navy Commanding

OFFICIAL: AaN; QiiitR LCDR, CEC, USN s-3

ANNEXES: (List annexes shown in example. If an annex is omitted, list it followed by. ‘(OMITTED)” in the proper order.)

DISTRIBUTION: Annex 2 (Distribution) ,

Figure F-1 Standard Opemtions.Order Fomwt (Concluded)

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APPENDIX G NAVAL CONSTRUCTION FORCE TABLES OF ALLOWANCE

, 1. INTRODUCTION. As discussed in Appendix E. the Advance Base Functional Component (ABFC) System is composed ot Advance Base tntttal Outfkting Lists (ABlOLs) which list the personnel, equipment and material a functional component requires from the cognizant System Command (SYSCOM). ABFCs that have a peacetime mission such as a Naval Mobile Construction Battalion (NMCB), (ABFC counterpart P-25) operate under a slightly diierent concept, Each NCF Unit has a CNO approved Table of Allowance (TOA) which is a consolidation of all SYSCOMS ABIOLS comprising one NCF Unit or ABFC.

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2. DEVELOPMENT. A functional component is a grouping of personnel, equipment, and material designed to perform one of the specific tasks of and advance base. The actual construction of these advance bases is one such task, and the functional component designed to perform this task is the Naval Mobile Construction Battalion. This functional component was developed during World War II and consisted of 33 officer and 1082 enlisted men and the necessary camp equipment and tools. Since this NMCB was considered too large to support highly mobile fleet operations, ft has been replaced in the Table ot Advance Base Functional Components. (OPNAV Publication 41 P3) by a smaller more mobile unit, hence the flaval Mobile Construction Battalion or P-25.

. . The Naval Mobile Construction Battalion (P-25) functional component consists of 24 officers and 737 enlisted men and one enlisted Marine advisor and is capable of sustaining. for 90 days (1806 construction hours) without resupply, all construction operations planned or envisioned ‘undL &o&time contingency or gene:al war condltlons. except that ammunition, subsistance rations and fuel suppties are limited to 15, days (300 construction hours) WPporl.

,/“.

Since established NMCBs may ba required not only to build advance bases, but also to provide engineer suppon to expeditionary forces, the P-25 functional component may be Qilored” or augmented to sutt mission requirements. Additionally, the technological development and the introduction of new concepts in the field of construction make n necessary fo continually update the NMCB TOA. Changes to NMCB allowances are generated in many ways, primarily through field experience, recommendations as a result of review by cognizant Commands, atate-of-the-an improvements, or by changes in contributions by cognizant Systems Commands. NAVFAC guidelines require tha following COnCt3ptS be oonsidered in adjusting fhe NMCB TOA:

(1) Increased responsiveness to contingency support of Fleet Marine Forces.

(2) Compatibility of equipment with the forces to be supported to make equipment repair easier.

(3) The ability to embark the allowance in amphibious shipping, and land across the beach in a tactical situation.

(4) The capability of performing projects at two or more separate locations.

(5) Decreased comforts, increased defensive capability and increased mobility.

(6) The ability to move the allowance overland and the possibility of an airborne movement.

(7) The need for supptementing the allowance to allow the battalion to accomplish larger single projects.

3. AUTHORITY AND RESPONSIBILITY FOR iOAs. The Chief of Naval Operations (OP-44) is responsible for fhe doctrine and policy for all NCF units. CNO approves all TOAs and any changes that will impact on the unit’s mission.

The Chief of Civil Engineers (NAVFAC) is responsible for advising OP-44 in TOA matters concerning mission and state-of-the-an technological advances.

Fleet Commanders (COMC8PAC COMCBLAhT) are responsible for recommending revisions to TOAs under their cognizance.

The Civil Engineer Support Office (CESO) is the system manager and ts responsible for maintaining all NAVFAC TOAs, developing new TOAs as directed by NAVFAC. and collecting field recommendations for revision to existing TOAS. 4. UNDERSTANDING THE TOA SYSTEM. The NMCB attowance enables the battalion to carry out the operational requirements contained in OPNAV Instruction 6450.46 aertes. Since the battalion will be expected to build any number of different facilities in any climatic condition, judicious aelection of items is necessary to prevent the allowance from reaching gigantic proportions. A compromise must ba reached, balancing bulk against capability. The NMCB Allowance represents the best selection for provtding general construction capability.

Urtit allowances are no! inclusive in that they do not meet total NCF allowance requirements. They are not. nor should they be. capable of meeting every conceivable operational requirement. The NMCB Allowance represents the best capability for providing construction supporl in an average or general canfiigency situation When an assigned project requires tools or equipment in excess of the battalion’s capability. the allowance is supplemented by the responsible Fleet commander. Often. these additional tools and equipment are grouped into functional components designed for one specific task. For example, a component for quarry operations might include a power shovel, several dump trucks, air drills and a rock crushing plant along with the necessary hand tools and repair parts. Operational augments are expected to come from the Naval Construction Force Support Unit (NCFSU). the P-31, or be provided by the responsible Fleet or Operational Commander.

To facilitate the requirement for a complete listing of all personnel, equipment. material, and facilities authorized as an allowance for specific NCF unit. all allowances are structured in the same manner using one or more of the subdivisions listed below:

Sections. NCF allowances are divided into Sections and further subdivided into Groups and Assemblies. Details concerning the composition of each Section are listed in NAVFAC-published TOAs. The Sections are identified n Figure G-t.

Groups. A group is a further breakdown within each section. For example, Section 2. Weapons and Infantry Equipment, contains Groups such as individual weapons, crew served weapons, individual infantry equipment. and weapons maintenance. Within Sections 21, Groups are referred‘to as facilities.

Aaaembfieo. This is the last of the major divisions. It is important to note that National Stock Numbers are found only at this level. A good example of an Assembly is a tradesman’s tool klt.

The following example is a step-by-step procedure to locate a particular item: i.e.. Electricians’ Tool Kl.

Step 1. Locate the Section in which the kit may be found.

Step 2. The Section title which relates is Section 5. Maintenance Tools and Shop Equipment.

Step 3. Section 5 has two groups ‘A” Company Shops and ‘8” Company Shops. Since the electricians work out of the Bravo company, the kit will be listed in. Group 2 8” Company Shops.

In the abridged version thisklf is listed under Assembly Number 8GlO6 with cost, cube, weight, and quantity data. In the unabridged veraion, the listing under the klt includes all the abridged data plus each NSN line item which makes

up the Electricians’ Tool Kit. An imponant fact to remember is that tools are located under a work area title.

SECTIOS DESCRIPTIOS

01

02

03

04

05

06

07

08

09

10

Personnel

Weapons and Infantp Equipment

NCB Warfare. Radiac. Dama8e Control and Safety Equipment

Administrative and General Senices

Maintenance Tools and Shop Equipment

Construction Tools and Iiits

Construction Oriented Consumables

Mount-Out Material and Containers

Clothin and Bedding

Medical and Dental

11

1’ -

13

14

Communication and Test Equipment

Forms and Publications

Diver Tool Assemblies

Waterfront - Small Craft Irlarine Equipment

19

20

‘1

22

23

24

25

28

Schools - Traininp Equipment

Civil Enpinccrinp Support Equipment

Facilities ( IJitical Support Facilittel Components)

Collateral Equipment for Facilities

Petroleum-Oil-Lubricants

Provisions

Repair Parts

Homeport Support Equipment (PHIB)

29 Operations and Training

Figura G-l fable of Allowance Contenta

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5. TOA DOCUMENTS. NCF allowances are produced in the several formats described below to facilitate use and dissemination of information for the various users.

Table of Allowance, unabridged. Master” Allowance. All other TOA documents are derivatives of the unabridged TOA. The unabridged TOA does the following:

(a) Lists all selections in numerical sequence.

(b) Lists all groups or facilities wlthin each section and multipliers (number of times group or facility is used within the applicable section).

. (c) Lists all assemblies or ECCs wlthin each group or facility and multipliers (number of times assembly or ECC is used within the applicabfe group or facility).

(d) Lists all National Stock Numbers/Navy ftem Control Numbers (NSNNICN) or personnel within each assembly or ECC.

(e) Shows quantii. unit of issue, weight, cube. and value of each line item; and totals for assembly/ECC. groupliacility and section.

Tabfe of Allowance, abrfdged. Godd index for entry into unabridged. Same as unabridged except that assembly.ECC component parts identified by NSN.WICN are not shown.

Stock Number Cross Referents, Alpha Sequence. Customer’s catalog.

(a) Lists all TOA Hems alphabetically by noun description.

-(b) Shows NSNWCN, weight cube, unit cost, unit of issue. and quantity in one assembly or ECC may be more than one.

Stock Number Cross Reference, NIIN Sequence. Lists all TOA items in NUN sequence.

(a) National ftem identification Number (NIIN) is the last nine digits of the National Stock Number (NSN) or Navy Item Control Number (NICN). NlCNs are assigned to items of Navy interest only, such as publications. forms. and. local stock numbers, and have an alphabetical designator in the first two positions of the NUN field. First four digits of NSNMICN field are the Federal Supply Classffication (FSC).

. 03

(b) Other fields are same as stock number cross retfefence. Alpha Sequence.

Material TakaOtt (MTO) Rpporf 1. Line ftem Summary.

(a) Lists all TOA Hems in NUN sequence.

(b) Show total TOA quantity (extended) of each item regardless of Ihe assembly of ECC and how many times used within the allowance. For example. a particular screwdriver may be used, one each in five different assemblies. in one of those assemblies six trmes. the total in the MT0 would be ten.

(c) Shows extended weight, cube. and value.

Group.!Facllfty Cross Reference.

(a) Listed numerically by group or facility designator. Group designator is composed of sectton number plus group number.

(b) Shows group facility description. number of times each group or facility is used within a section. and tf?e componentROA number and section number

Assembly/ECC Cross Reference.

(a) Listed numerically by assembly or ECC

(b) Shows assemblyECC descrlptlon lelts how many times the assembly or ECC is used withIn the allowance, and lists the group or facility designator

Record of Changes. Alphabetically lists diflerences between current and old allowance.

6. PACKAGING. Since all allowance items mus! Oe packed and ready for embarkation within ten days 0’ lass the allowance must be packaged and marked in a st8noa”z manner to facilitate emergency mount-out. All tool k~s ordnance gear, medical supplies. disaster cowo equipage, etc., are packed into standard sized boxes ac that these boxes can easily be banded on pallets or Ioaoec in metal shipping containers without wasted space The atandard box is also built in one-hatf and one-~uarl~ sizes in order to ensure that no single box exceeds two-hwec and fii pounds in weight This is done so that bores ca- be moved by hand by :W men when equlpmr? .’ .* nc’ available. The insides of the boxes are mclwtau~~~t OMlfigured to accomodate whatever is being carnec Tn, also may be constructed with loose or fixed dividers m may later aewe as shelves. The boxes may a&c haa hinged lids or other features. Each custodial officer ovws the boxes he needs, and the Bravo Company Commacw- nom~lly constructs and paints them olive green n N ahops.

Every box is marked to indicate the general contents The marking procedures are detailed in COMCBLANT/COMCBPAC 1510.1 series instructtons (NCF l~ctical Embarkation Manual).

7. RESTRUCTURING OF THE TOA. It has been demonstrated many times in other chapters ana appendicss within this manual that the primary key to the usefulness of the NMCB is fts mobility. There is little doubt

_..-- --- -___

that in today’s environment of ever decreasing resources within the Depaflrnent of Defense, the sustained existence of tha Naval Construction Force is primarily dependent on its inherent ability to respond to a contingency situation anywhere in the world by insetiing a totally self-sufficient unit capable of advance base construction or disaster recovery operations.

Current concepts of operations, as defined by OPNAVINST 6450.46 series, require that *each NMCB shall be capable of deploying a tailored air detachment of approximately 90 selected personnel with supporting air-liftable supplies and equipment within 46 hours-of a request”. This air detachment must be self-sufficient for a minimum period o! 30 days the exception of ammunition, rations, and fuel supblies. Additionally, each NMCB shall ba capable of being organizationally redeployed from their deployment site or homeport with the total organic allowance discussed in this appendix within 6 to 30 days. depending on their location and status at the time of the request. As can ba seen, this concept allows for only a minimal troop construction effort during the very early stages of a contingency execution. However, recent atudies by contingency planners at the fleet level have indicated that although soma requirements, primarily in the area of battle damage repair, can be met by the air detachments. other early requirements indicate the need for an entire NMCB to ba at work as soon as possible.

Based on this new planning requirement, the Commander, Naval Facilities Engineering Command in conjunction with the Fleet Commanders, has undertaken a restructuring of the NMCB TOA. Without significantly altering the content, the NMCBIPZS has been divided into three echelons: one for Air Detachment, one for Air Echelon less air detachment and the other for seal&

Air Detachment TA41. The’ primary mission of the Air Detachment will ba to repair war damage and construct

urgent projects required by major OPLANS. The Air Detachment, composed of 69 personnel, 34 pieces of CESE. and limited to 250-300 short tons of air shipment, may ba deployed independently or with the Air Echelon TA31.

Air Echelon TA31. The primary mission of the Air Echelon will be to repair war damage and construct urgent projects required by the major OPLANS. The Air Echelon is composed of 646 personnel, 103 pieces of Civil Engineer Supporl equipment, and must be limited to 1200-1250 aho? tons of air shipment.

This allowance provides for maximum NMCB capability/diversity within the 1200-1250 shorf ton atrllfl constraint to ba insened into the very early stages of the contingency execution.

&a Echelon TA22. The Sea Echelon is composed of 25 personnel. including one officer, and the remaining portton of the NMCB TOA not included in the Air Echelon for planning purposes, the Sea Echelon will be schedulec to arrive at the designated contingency site within 30 days of the Air Echelon, thus enabling ‘the NMCB to malntaln tts capability to be completely self-sustaining for a mtnimum 0’ 90 days. The descriptions and quantities for the Rems contained in the Sea Echelon are shown in the NMCB Se8 Echelon Allowance, TA-22.

In order to preclude losing any degree of flexibility. wnlch has long been and will continue to be a hallmark 0’ t% Seabee tradition, the restructuring of the NMCB PZS described herein is predicated .on a priority llttmg ww accumulation of weights and cubes. This format will pe’mr rapid tailoring of both the Air Detachment and Av ECWW to meet any type of contingency situation (construct* disaster recovery, war damage. etc.) based on our%?, and typa of aircraft to ba provided.

64

APPENDIX H FUNDING

1. THE PPB SYSTEM. The Planning. Programming, and Budgeting (PPB) System of the Department of Defense (DOD) defines the missions of the military services; determines the amount of resources in men, money, and materials necessary to fulfill the missions; and requests funds to pay for the needed resources.

Thus, the military funding process consists of the procedures for translating national security requirements into appropriated funds, which in turn procure the resources needed to carry out the requirements.

2. PRDGRAMMtNG. The system that effects planning, programming and budgeting within ‘DOD is highly formalized. It includes for each fiscal year a rigid schedule which specifies the actions required by all DOD elements over a lbmonth cycle.

No clear line of demarcation exists between planning and

P .

. programming because planning overlaps into programming at various levels of detail. There is a continuous cycle of planning, programming, and budgeting, and each function affects the others. The constant interaction is reflected in the’titles of components within the whok program, such as the Navy Planning and Programming System and the DOD Planning, Programming and Budgeting System. Programming procedures and the budget cycle are described in the following pages.

A more definite distinction can 00 drawn between Programming and Budgeting: Programming determines the qvmtitics of resources required fa ?edorm a function. budgeting is the process of obtaining the.resources for the program. Approval of a program (or program objective) does not in itseff provide the funds to finance the program; approval of a program merely constitutes an authority to request the necessary dollars in subsequent budget submissions.

,F”

me Navy Planning and Programming System aewes three basic purposes. It provides for the development of Navy concepts, requirements, and objectives, and for their convincing presentation to higher authority in order to introduce the Navy’s viewpoint into JCS, DOD, and the Office of Management and Budge4 (Oh4B). tt provides a framewom for the tmnsfatii of strategic and operational concepts, technological and intelligence forecasts, and guidance from higher authority into research and development, force level, personnel, and support plans and objectives, and ft gives guidance and direction on the employment of current capabilities.

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The Navy system is responsive to and operates within the functional constraints imposed by its interaction with the Joint Program for Planning, the DOD Programming System, and the Congressional budget cycle.

A programming system has been used by the Navy for years, but without the standardization and formalization of techniques and terminology that would make them recognizable in today’s context. The National Security Act of 1947, with its subsequent amendments, established the basis of a standardized planning and programming system: It is the normal process by which program decisions are made, and ds decisions determine the force levels. weapons systems. and support programs of the Defense Establishment.

Planning and Programming are major functions’at all command levels. It is through the proper execution of these functions that the effort of the entire Navy is initially guided and subsequently controlled. The effectiveness with which the planning and programming responsibilities are performed is a measure of the performance of the Department of the Navy and is significantly reflected in the Navy’s role in the total defense effort.

The DOD Programming System provides.tha procedures for the review and approval, on a continuing bas!s. of proposed DOD programs, for changes to previously approved programs, and for updating the Five-Year Defense Program (FYDP).

The FYDP is the summation of the approved programs of all DOD components. tf provides continuity and long-range implications, with visibility up to eight years for f&es and five years for resource levels. As the culmination of the DOD Programming System. the FYDP relates resources (inputs) to programs (OUtputS). It presides a method of segregating forces, money, and manpower by various combinations within the major building blocks or programs.

Major programs segregate the entire defense posture into broad functional cfasaffications of similar military missrons. They am:

Program I Strategic Forces

Program II General Purpose Forces

Program Ill Intelligence & Communicatiins

Program IV Airlift and Sealfff

Program V Guard and Reserve Forces

Program VI Research and Development

Program VII Central Supply and Maintenance

Program VIII Training. Medical and Other General Personnel Activities

Program IX Administration and Associated Activities

Program X Support of other Nations.

.Program elements are the subdivisions of major programs and are the smallest unit of military output controlled at the DOD level. A program element is “an integrated combination of men. equipment and facilities which together constitute an identifiable military capability or support activity.” A program element appears in the FYDP on data sheets containing information on the mission and related tasks. composition and major equipment approved force levels for eight years, total obligational authority. and manpower for five years.

Naval Mobile Construction Battalions are in Program II. Genera! Purpose Forces, grouped by major mission and suppon categories under “Naval Forces.’ and in a program elemenl entitled ‘Speaal Combat Supporl Forces.’ The Amphibious Construction Battalions are also in Program II. but “Naval Forces.” in a groupentilted “Amphibious Forces” and in a program element entitled “Tactical Support Units.”

At the beginning of a Programming Cycle, each sponsor of a program proposes Tentative program objectives” to the section of the Office of the Chief of Naval Operations which has cognizance over that program (OPNAV OP04 for the NMCBs). Beginning with proposals for FY 1972 the tentative program objectives reflected the dollar limit on spending that had been established for each program.

The proposed programs for all Navy activities are assembled and processed through the NaV:. system: The Chief of Naval Operations (CNO), the Navy Comptroller, the Assistant Secretaries. and theSecretary of the Navy (SecNav). The program approved by SecNav is contained in a document entitled the Navy Program Objectives Memorandum (POM) and is submitted to the Secretary of Defense (SecDef) as pan of the budget cycle. The entire DOD program approved by SecDef is part of fhe FYDP, and the Navy portion of it becomes a pan of the Department of the Navy Five-Year Program (DNNP). The annual DOD program is contained in the President’s budget, which is sent to Congress each January for the subsequent fiscal year.

3. THE BUDGET SYSTEM. The budget system of the U.S. Government is based upon a strktura for financial administration that has as objectives the effecient management of programs in relation to the requirements of fhs Nation and effective financial control.

THE BUDGET PROCESS. The budget process has four identifiable phases (1) Executrve fo:TL!a!ior ar.2 transmittal; (2) congressional authorization and appropriation; (3) budget execution and control: and (4) review and audit Each of these phases interralafes and overlaps with the others.

Executive formulation and transmittal. The President’s transmittal of his budget proposals to the Congress early tn each calendar year climaxes many months of planning and analysis throughout the executive branch. The budget sets forth the President’s financial plan of operation and thus indicates national budget priorities for the coming year.

During the period when a budget is being formulated in the executive branch, there is a continuous exchange of information. proposals. evaluations. and poky determinations among the President, the Office of Management and Budget, and the various Government agencies.

In the spring. agency programs are evaluated. poltcy issues are identified. and budgetary projectrons are made. giving attention both to important modifications and innovations in programs and to alternative long-range program plans. Preliminary plans are then presented to the President for his consideration. At about the same time. the President receives projections of the economic outlook and revenue estimates prepared jointly by the Treasury Department. the Council of Economic Advisers. and the Office of Management and Budget.

Following a review of both sets of projections. the president establishes general budget and fiscal-policy guidelmes for the fiscal year that will begin about 15 months later. Tentative policy determinations and planning ceilings are then given to the agencies as guidelines for the preparation of their budgets.

Proposed agency budgets are reviewed in detail by the Office of Management and Bucfget throughout the fall and early winter. and are presented to the President for decision. Overall fiscal poicy issues, relatmg to total budget receipts and outlays are again examined. The actual budget data from the most recently completed fiscal year are essential to this review and decision process. Thus, the budget process involves the consideration simultaneously of individual program levels and of total outlays and receipts in relation to the condition of the MiOnal economy. The budget reflects the results of both of these considerations.

Congrearlonal l uthorlzation end appropriation. Congressional review begins when the President sends his budget to the Congress. The Congress can change programs. eliminate them, or add programs not requested by the President. tt can increase or decrease the amounts recommended by tha President to finance existing and proposed new programs. It may also act upon legislation determining taxes and other means of raising revenues.

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5

Under the traditional procedures. the Congress first enacts legislation which authorizes an agency to carry out a pamcular program and. in some cases. sets a limit on the amount that can subsequently be considered for appropriation for the program. Many programs are authorized for a specified number of years. or even indefinitely; other programs. such as atomic energy, space exploration, defense procurement. foreign affairs, and some construction programs, require annual authorizing legislation.

Control Act of 1974 eSt8bliSheS controls on any executive action to withhold or delay the obligstion of budas! euthority. and gives the Comptroller General the authonty to enforce those controls.

When the President or any other official of the executive branch decides that budget authority is not needed or that its use must be deferred, these facts and their supporting

The granting of b&e: authority usually IS a separate’ subsequenl ection. In most cases. budget authority becomes eveilable each year only 8s voted by the Congress. However, in some cases. the Congress has voted “permanent” budget authority under which funds become available annually without further congressional actron. Most trust fund eppropriations are ‘permanent” as is the appropriation to pay interest on the public debt.

. arguments must be reported to both the House of With passage of the Congressional Budget and Representatives and the Senate. Where the President fmpoundment Control Act of 1974. far reaching changes in reports that budget authority is not needed. both Houses federal budgeting were Set in motion. This legislation must approve the decision within 45 days or the decision requires Congress to make COOrdln8ted ennual decrsions does not become effective. Either House may pass a about total federal budget 8UthOrity. outlay. revenues. resolution disapproving the proposed deferral. public debt levels. 8nd budget surplus or deficit.

Additional budget authority may generate supplemental requests being forwarded to the Congress.

Review and audit. This is the Vinal” step in the budget process. The individual agencies are responsible for assuring. through their own review and control systems. that the obligations they incur and the resulting outlays are in accordance with the provisions of the authorizing and appropriating legislation. as well as other laws and regulations relating to the obligatron and expenditure of funds. The Dffice of Management and Budget reviews program and financial reports and keeps abreast of agency programs in attainment of program objectives.

In addition, the General Accounting Office. an arm of the Congress, regularly audits, examines., and evaluates Government programs, and its findings and recommendations for corrective action are made to the Office of Management and Budget and to the agencies concerned.

Budget execution and control. Once approved. the budget becomes the financial basis for the operations of each agency during the fiscal year.

Under the law, most budget authortty is made available to the executive branch under a system of “8pportioning” the authority. Under authority delegated by the President, the Director of the Office of Management and Budget distributes appropriations and other budget euthortty to each agency by time periods (usually quarterly) or by activities. Dbiigations may not be incurred in excess of the amount epportioned. The objective of the apportionment system is to 8ssure the effective 8nd orderly use of svailable authority end, for .annual eppropriations. to prevent the need for requesting additional or supplemental euthortty where possible. .

It is. or course, necessary to insure flexibility in light of changing circumstances. The Budget 8nd Impoundment

To facilitate this demanding examinatron 01 the budget and related fiscal policy. the law authorizes Budget Committees in both the House of Representatives 8nd the Senate and a Congressional Budget Office to serve both. It also provides detailed procedures and deadlines for a Congressional budget process tied to a fiscal year cycle beginning on 1 October 8nd ending 30 September, commencing in October. 1976.

As parts of the budget are approved by the House. the apprOpriatiOn8nd tax bills 8re fonvarded to the Senate. where a similar process is followed. In case of disagreement between the two Houses of Congress. a Conference Committee, consisting of members of both legislative bodies. meets to resolve the issues. The Report of the Conference Committee is returned to both bodies for approval. 8nd the measures are then transmitted to the ‘President in the form of 8n enrolled bill. for his approval or veto.

4. GLOSSARY OF TERMS IN FINANCIAL MANAGEMENT. This Glossary contains selected definitions which have special non-dictionary meanings as management terms.

Accru8t Basis of Accounting: The basis of accounting whereby revenues are 8ccOUnted for when earned. even though not collected; operative costs 8re eccounted for in tha fisc8l period during which the benefits are received: costs for which the benefits 8re applicable to future periods are deferred as assets: 8nd liabilities for costs for expenditures) are recorded when goods or services are received, whether or not paid for.

Activity: (1) A term used in budgeting to indicate a function. (Synonym-Project). (2) The term ‘Naval Activity” Shall be construed to mean a unit of the naval establishment, with 8 distinct identity, 8nd established under an officer in command or in charge.

K3

Annul1 Approprlrtion: An appropriation which is available ior incurring obligations only during one fiscal year specified in the appropriation act. However, they are available for payments of such obligations for two years thereafter.

Apportionment: A determination by the Office of Management and Budget as to the amount of obligations which may be incurred during a specffied period under an eppropriation, contract authorization. other Statutory authorizations. or a combination thereof. The amounts so apportioned limit the oblig8tions to be incurred.

Appropriation: An authorization by an act of Congress to make payment out of the Treasury for specified purposes.

Appropriation Mflft8ry Construction, Nsvy: Provides funds for acquisition and construction of facilities for naval shore establishment within the United States and overseas 8s authorized by Congress. Administrative expenses at the Naval Facilities Engineering Field Ohices in connectron with this program are also paid out of this 8pprOpriatlOn.

Approprlation Title: A descriptive name 8SSigned for purposes of identification to an appropriation account or 8ccounts.

Approprfrtion Symbol: A combination of numbers. or of numbers and letter ‘X” or other symbol established by the General Accounting Office to designate 8 particulr appropriation for eccounting purposes.

Authorization: When used in connection with construction programs, this term refers to legislation (authorization law) enabling the acquisition, construction, and development of military installations and facilities. Authorization establishes the scope 8nd dollar limitations of projects: it does not provide money which is contained in Appropriation Acts.

budget, Operating: A budget, currently revised. at any leve’ (such as military departme?’ operating agency and intermediate operating agency, or an opereting untt) which is the basis of budget authortzation. funding, 8nd finencial cOntrOl of obligations. costs. and expenditures, in the execution of 8 program or programs. Distinguished from the President’s Budget which is used to justify appropriation requests. In the case of construction progmrns, includes construction directives.

Category Codes: An 8SSigned series of numbers to describe Class I (land), Cl8ss II (Buildings. Structures snd Utilitii). and Cl8SS Ill (Equipment) property at ail 8ctfWiti8s of the Department of Defense.

Cf8ss I Property: Classtfication of Navy real property representing land. .

Clatt II Property: Classification of Navy real propeny representing buildings, structures 8nd utilities.

Cf88s It1 PrOpefty: Classification of Navy property representing equipment items not installed as fixed equipment.

Continuing Approprlrtion (No Yew): An appropriation which is available for incurring obligations until exhausted or until the purpose for which made is accomplished, without restriction 8s to a fixed period of time.

Expendlturer: Amount disbursed for goods and services.

Expired Approprbtion: Ona which is no longer available for obligation but is still available for disbursement to liquidate existing Oblig8tiOnS.

Fiscal Year (FY): Twelve-month period selected for sccounting purposes. The Fiscal Year for the Department of Defense begins on the first day of October and ends on the last day of September of the following calendar year.

Multiple Year Appropriation: An appropriation which is evailable for incurring obligations for a definite period in excess of one fiscal year. However. they are available for the payment of such obligations for two years thereafter.

Navy lndustrirrl Fund: A revolving fund established for the purpose of industrial-type or commercial-type naval establiihments. (PL 216 Elst Congress, Aug. 10, 1949. Tile IV Sec. 405).

N8vy Stock Fund: A revolving fund established for the purpose of providing working capital to finance the procurement of 811 stores 8nd supplies (general stores material) carried in stock in the Navy Stock Account. Consuming activities 8re charged.

Non-Approprlsted Funds: Money or other resources provided by groups or individuals through contributions and g??s or from proti!s a+“g +om the operation of the activities which gave rise to the creation of the funds. Activities financed by non-eppropriated funds 8re welfare, recreation, certain officers’ end enlisted personnel dub and mess facfliiies, and similar activities. Money from sources other than those provided by the Congress.

Obligrtlon Author&y: Approval to incur obligations for specffii purposes 8nd to make expenditures within a spedfii 8mWnt in 8Ccord8nce wfth instruction issued by f-righer 8uthOrity.

Wammtr: Official documents which, pursuant to law, authorize money to ba withdrawn or returned to the Treasury. These documents 8re issued by the Secretary of the Treasury and 8re countersigned by the Comptroller General of the United states.

H4

APPENDIX I THE JUNIOR OPPtCER’

.

Cf all the commissioned officer members of the command team, the junior officer has the most frequent face-to-face relationship with enlisted members of the command. The one in the middle. By many criteria, ft is the most difficult, most demanding, officer billet in the command, and at the same time the least experienced. Considering this, ll is a tribute to these young professionals that, in such a crucible, they periorm sc well and learn so quickly.

Lacking experience may be one of their greatest assets; they have not had the opportunity to develop bad habits. Typically. they are more flexible, more adaptable, than many of their seniors. Being products of a different culture than their seniors, they are more naturally, and more easily, committed to the human side of the military culture. They tend to be skeptical of many of the cliches and superstitions regarding authority, leadership, and the customs and traditions of military life.

This junior officer skepticism is disturbing to some older officers, but not at all disturbing to others. Some of the most effective senior officers in the milftary today are themselves skeptical of these same thfngs. The leadership ethos which were taught, believed to some extent, at the time of the charge of the Light Brigade, are clearly unacceptable today. lt is important to recognize that even the most basic concepts change.

Leadershfc and discipline cannot be separated. If leadership has any tangible outcome, ft is in some quantity and quality of discipline. Surety, the principal object of leadership is to create a discipline - some kind of gcvv?nce chic* induces men ffi do-in the face of more attractive afternatives - what is necessary, and what is right, according to the circumstances of the moment.

To some, discipline means obedience. tt is a simple concept. Authority speaks - the aubordinate acts, tnstantiy. It worked beautifully, at Balaclave. The outcome? That was...not a0 beautiful.

,f-‘

There ls another ldnd of diiiine: lnltiative discipline. 11 aiso worked, beautffully, at the Remagen Bridge in 1945, when an American sergeant (a clvflian in uniform) came face to face with a whole flock of Wehrrnacht officers (disciples of the obedience discipline) and acted independently, while they floundered fn a eea of indecision (no orders to obey). This historic and dramatic collision between obedience discipline and lnltiative discipline, pemaps better than any other event in World War II, portrays the difference between these two opposing doctrines of diiline.

I-l

The crucial difference between the two is that, when obeying becomes the highest value sought, and obedience becomes a habii. men lose the ability to think-witness the

. predicament into which the Wehrmacht officers indecision -waiting for an order to obey - plunged them. The resuli was one of the most incredible allied achievements of World War II. In one instant, Hitler lost his last natural line of defense, the Rhine. The bridge at Remagen was the last Rhine river bridge remaining: ail the others had been destroyed to stall the Allied advance. When the bridge at Remagen was seized, it permitted the allied momentum to continue across the Rhine and on into Germany. In the aftermath, 4 German officers were executed; 5 American divisions raced across the Rhine, and the war was shortened by months. Undoubtedly, thousands of American lives were saved. All because of the initiative of the American% from General Hoge - who decided to fgnore his orders so as to take advantage of the opportunity facing him - to Sergeant DeLisio who wlth a dozen men raced across the bridge, over-ran and disarmed the German unit manning the east towers, opening the bridge to American traffic2

On the same subject (obedience.discipline vs lnitiati~discipline), Captain S. W. Roskill, in what may be the best book ever wrftten on the subject of leadership: writes:

‘The foundation of discipline is, of course, obedience; and for that reason R is right that we should begin by teaching the elementary obedience of the parade ground. Moreover smartness of dress and movement does help to produce the corporate pride which. though little is talked of is a valuable part of servrce tradmon. General Slrm has remarked how in tha Bona campaign, ‘We found it a great mistake to belittle the importance of smartness in turn-out. alertness in carnage, cleanliness of person, saluting. or precision of movement and to dismiss them as naive, unintelligent parade ground stuff1 And everybody who took part in the retreat and hazardous evacuations of 1 g4041 will remember how the discipline and regimental pride of such unfts as the Guards and the Rile Regiments rose above the desperate circumstances in which they were involved; and also how some untts which lacked that tradition quickly degenerated into a diirganized rabble, thereby making the Navy’s rescue work unnecessarily slow and dangerous.

But parade-ground work, though rtghtly atfll regarded by all the fighting services as the foundation to the whole structure of morale and discipline, by itself takes one only a shon distance along the desired road. lo give an extreme

case, if a man has learned nothing more than to obey a shouted order instantly. he can be no more than an automaton, incapable of thinking for himself; and he will fail as soon as any.degree of initiative is demanded of him. ff there ever was a time when obedience-discipline was cufficienl to the fighting man (which I very much doubt), that day has gone never to return. For the ever-increasing complication of modem warfare has made initiative of a more essential quality than ever before. The rim of the feader must therefore be to train his men to accept the disclpllne of obedience while preserving and encoumging the development of lnltfatfve”.’

While leadership and disclpllne sre closely Interrelated, authority, tn the tmdltlonal sense, may or may not be a factor of efther. lt is indeed a happy and productive coincidence when authority and leaderShIp oo-exist In an Individual, and great effort k expended toward maklng that coincidence a reality, I.e., teaching, preaching, pm6orlblng, declaring.

Authority Is porftional, contrived, derlgned (for perfectly sound reasons) into the structure of organizations. Leadershlp, on the other ftand, Is a qualitative product of human Internetions. Authority, or the chartered posltion In the structure, gives to the offioe the opportunity to become a leader; it never produces leadership. That is up to the man, and whatever leadenhip becomes manifest is probably, untimately, a function of his personality: i.e.. the quality of human interactions which result from his activity.

Undoubtedly, respect felt for him plays a large part in this. White individuals are often disposed to respect symbols of office, or authority, or rank initially - it comes down eventually to respect, or the lack of it. for the man in the office, with the symbots. and the rank. And respect becomes genuine, only when it is earned. Respect is seldom given gratuitiisly. for any length of time. Few men respect anyone because they are “supposed to,” or because they are “required to” do so. Once earned, however, It becomes a vltal leadership resource: Perhaps the most v&al.

Much of the activity of the Junior Officer requires behavioral patterns consistent with his role: i.e., Company Commander, Assistant Company Commander, Project Officer. Even though the actual pe~ommce or manner of 6peaking. manner of reacting to subordinate behavior, is flavored by the personality of the indiidual Junior Cfficer, hi performance is property constmined,.and prescribed by Navy Regulations, General Orders, Battalion Directiies. and can be described a6 role behavior. Thii. of coume, it not a peculiar&y of military organization6, but s fact of Me in all organizations. However, in the continuum of organizational Me, there exist many circumstances - opportunities-for an individual in a position of authority to 6tep outside his role, and respond to subordinates, not as a repre6entative of his organizational role, but man to man, human being to human being, independent of their respective roles. The rbllfty to act outslde ones rok l t

apptoprlate times develop6 a human qu6llty to l uperlor-subordinate relationships never realized by offfcers unable to mnke this tranaltion. Recent studies indicate that this is crucial to leadership.

Military men who are locked in their role have been observed to be less effective as leaders than those who have the facility for knowing when to step outside their role. Although many officers at all levels of experience have demonstrated this capability, fl seems to be more widely distributed among junior officers. This has tremendous implications for ~concepts of leadership in the future.

A commonly held proposition is that leadership capacity tends to grow with experience. This position presumes that men in positions of authority learn from their accumulated experience. The fact is, of course, that some do; but some don’t. Experience can mean simply deepening a rut.

This is very important for the Junior Cfficer to know. All too often it is taught - or it is concluded from observatron or presumptions - that experience does equate wrth leadership performance. Placed in the battalion structure - where dealing normally and daily with enlisted per6OnM who have year6 of experience - it would be expected that they will have learned and are in fact far in advance of the Junior Cfficer in leadership. The chances are at least fair, however, that the Junior Cfficer is more able than the enlisted personnel when he reports for duty. Gellemn speak6 to the 6ame point in the following:

While management training, with or without courses in human relations. serves important functions - especially the informal one of introducing young managers to the climate of management in their organizations - it hardly produces any major changes in their natural leadership 6tyles. ff ft Is true that leaders m made and not born, then much of the making occurs before they are formally appolnted to teademhlp, and the remainder occur6 when the challenges in their jobs bring out the besl fnthem- or the worst, as the case may be. No leader evolves Inevitably into his u&mate leadership style. but the nature of his psychological advantage tends to locus htm 6trongly toward a limited range of 6tyles within which he ev6ntually finds hts own.

4n eflect, eveyone hna n latent feademhlp style which b talrly well formed by the tfme he becomes an adult but which become6 manlfeat only ff he k glven the experfence of Power. Consequently, the decision to promote a man into management, and thereby to give him 6ome mea6ure of power over the conduct of other people in nn organization, is it6etf a crucial determinant of how power will be u6ed In that organization. Fuhher, the original deci6ion to hire a man will hrgely determine not only the character of future leaden but the Sttitudes of the men they will lead as well. In fact, since neither hiring nor promotion changes the fundamental charater of a man, lt follows that the processes by which an organization acquires fts people have a greater affect on motivation and productivity than any personnel action it can take afterward.“’

l-2

Perhaps the most common phrase which crops up in leadership discussionflectures by military men is: Leadership is not a popularity contest. We should examine this statement. Does it mean that, to be an effective leader, one must be unpopular? Does it mean that the activity of the leader is naturaliy offensive 1~ en&led men? Does it mean that officers who are popular with their men are, by dehnition. poor leaders? me answer to these questions is obviously, ‘No.”

Too often the ‘popularity contest” cliche is cited to justify poor leadership, which inevitably makes an officer unpopular. Tot often, tt aewes to excuse a defect in the exercise of leadership; and it is a comforting thought to a manifestly poor leader, whose self-concept needs a defense against evidence of his ineptitude.

The fact is that effective leaders are oflen also popular, also respected, also enjoy the affection of their men. The phrase has done much harm, being, as it is, too often an excuse, an alibi. This blinds the officer to the need for change in his

f-3

concepts and his habits. and only compounds the felony by taking away the incentive to learn. and to change. and to inprove.

Since whalever leadership capability a man has is a very personal property, all officers and enhs!eS personhel should be encouraged to read and think about the subject and to formulate their own criteria for effectiveness. This is especially important for Junior Officers to help in the business of learning and formulating a useful criterion for the measurement and improvement of leadership.

‘AS used in this chapter, ‘Junior Officer” applies to officers in the mnk of Ll and below.

‘The Lsr 100 Days, by John Toland, Random House, 1965

‘The An ofLe8dership. by Captain S. W. Roskill. Archon. 1964

‘Saul W. Gellerman. MOfiv8tiOn and Pmduc?itity. New York.

American Management Asscciatm. Inc., 1963, pages 235-236.

C STANAG

1001 OP

. 1002 MC

1059 OP

1119 MR 1120 MC 1155 MT

1195 AW 1196 1252 SMF 2002 NBC

2003 IN-r r-” 2008 ARTY -

2010 ENGR 2014 OP

2019 OP 2020 OP 2023 MT

2024 M&f 2027 OP 2028 OP 2035 OC 2036 ENGR

2066OP

2079 TAC 2096 ENGR 2099 ARTY 2129 OP

2144 ARTY 2147 ARTY 2154 MB-r

2156 M&T

2159 UF 2163 M8f

,,e=- 2165 M&l

APPENDIX J STANDARD NATO AGREEMENTS

TITLE

Standardized System of Numbering Days and Hours Relative to 8 Given Operation Combat Charts, Amphibious Charts and Combat/Landing CliMlS National Distinguishing Letters of Use By NATO Armed Forces Nuclear Fall Out Forcasting and Warning Organization Code Designation System for Special Naval Char% Action to be Taken by Maritime Forces Upon Intrusion or Harassment by Soviel or Warsaw Pact or Other Unfriendly Forces in Peactime Amphibious Embarkation Naval Arctic Manual .NATO Standard Message Text Formats Marking of Contaminated or Dangerous Land Areas. Complete Equipments, Supplies and Stores Patrol Reports Bombing, Shelling, Mortaring and Location Reports Bridge Classification Markings Operation Orders. Warning Orders Annexes to Operation Orders, Warning Orders, Administrative’ Logistics Orders Military Symbols Operational Situation Reports Marking of Military Cargo for International Movement by All lntemational.Means of Transport Military Vehicle Lighting Marking of Military Vehicles System for Field Wire Labelling Ma+:ng of Headquartp-e WK! Dumps Land Minefield Laying, Marking, Recording, and Reporting Procedures Format for Military Correspondence and Use of Abbreviations Rear Area Security and Rear Area Damage Control Reporting Engineer Information in the Field Fire Coordination In Support of Land Forces Recognition and Identification of Forces on the Battbfiild Call for Fire Procedures Target Numbering System (Non-Nuclear)

. Regulations for Military Motor Vehicle Movement byRoad Surface Transport Request and Reply to Surface lransporl Request ldentiication of Military Tracns Vehicle Weight and Dimension Card Forecast Movement Requirements-Rail, Road and Inland Waterways

J-1

IMPLEMENT DOCUMENTS

JCS PUB 1 FM 101-S

FM 5-36 FM 12-2 ATP-25(A)

ATP-39 ATP-17(A)

FM 3-12 FM 5-13 FMFM 2-1 FM 3-12 FM 5-3 FMFM 3-1 FM 1.15 FM 6-20 FM 21.30 FM 101-S AFM 75-l FM 55-1 FM 5-36 FM 5-36 FM 24-20 ‘%J 5.36 FM 5-34 FM 20-32 AFM lg-1 AR 340-10 FM 11-23 FM 536 Al-P-27 ACP-150 FM 7-15 FM 6-30 FM 6-20 FM548 FM 6-50 FM 55-l FM 65-10 FM 55-20 FM 55-30 FM 55-10 FM 55-20

2173 UF

2827 MH 2867 ARTY

2889 ENGR 2929 ADR 3093 TN

3672 MC

3675 MC

3680 MIS .

3774 TN

4108 QC Allied Quality Assurance Publicetions

5048

180

213 229 275 .

ASCC AIR StANDARb~

104’1 -I2

104.3

Regulations for The Securing of Military Tracked Vehicles on Railway Wagons Materials Handling in the Field Radio Telephone Procedures for the Conduct of Artillery Fire Marking of Hazardous Areas and Routes Through Them Airfleld Damage Repair NATO Air Transport Request and Answer to Air Transport Request (NARAT and TRANSAR) Indexes to Series of Land Maps and Aeronautical Charls and Indexes to Military Geographic lnform8tion and Documentation Symbols on Land Maps. Aeronautical Charts and Special Naval Charts NATO Glossary of Terms and Definitions for Military Use Control Procedures for Pallets end Associated Restraint Equipment Used in Combined Air Transport Operations

Principles and Procedures for Establishing the Minimum Scale of Communications for the use of NATO Land Forces

Military Load Classification of Ciil Bridges by the Reconnaissance end Correlation Methods Camouflage Standsrds Abbreviations for use on Drawings Graphical Symbols for Electrical and Electronic Drawings

Engineering and Associated Data Graphic Symbology for use on the Engineering Drawings and Associated Data Directory of Engineering Data Repositories

AFM 75-1 FM 55-20 FM 9-6 AR 380-52 FM 6-20 FM 5-34

AFR 76-38 FM 55-4

DMATC TMS-1

UP-6 AFM 11-l AFM 76-6 FM 55-12

DODINST 4155.14

FM 5-34 FM 5-35 FM S-20 MILSTD-12 MILSTD-12 MILSTD-27

J-2‘ .

A

Abbreviatrons and Symbols Abutment (Compression)

Connection System Accident Prevention Accounting

personnel SUPPlY

Activity, Naval Administration

battalion . camp CBC CBMU CBU NAVFAC NCFSU PHIBCB RNCF seabee team UCT

Administration and personnel officer (S-1)

Advance Base construction training depot Davisville

ef- functional component (ABFC) initiel outfitting lists (ABIOL) material support

Advancement seabee (OF-13) career pattern training

Air Condition and Refrigeration Air Detachment Air EcheJon Air Force Military Air Lift Command ALFA Company. NMCB

assistant company commander company chrei petty officer company commander company commanders school equipment operations platoons equipment repair platoons maintenance interval schedule maintenance supervisor mission operations supervisor organization wpporl shops

American Red Cross Amphibious Assault Support (NCF) Amphibious Construction Battalion

causeway operations fleet relationship manpower allowance

,r--. operation organit8tion

Glossanes l-8 11-3

Annex, Oparder

6-20, B-6

4-2 7-2 H-3

4-l - 4-5

9-1 17-2 12-2 13-l 16-2 18-1 11-l. 2-6

15-5 14-1

3-5. 4-l - 4-5

5-4 17-1

E-l - E-5, G-1 E-l

17-S

Apportionment Appropriation Army Signal Corps Laboratory Assault Craft Unit (ACU) Assistent Company Commander

(See Company) Assistant Chief of Civil Engineers Assistant Deputy Commander for

Military Readiness Assistant Supply Officer Athletic Program Atlantic Fleet. U.S., Commander in Chief

of (CINCLANTFLT) Augment Units (RNCF) Authority

discussion command

Automotive and Construction Equipment battalron CBC command philosophy NAVFAC support NCFSU RNCF

e

D-4 Barges 5-4 Base Construction (NCF)

8-l 1 Base Maintenance G-4 Battalion Recreation Council G-4 Basic Driver Training l-4 Battalion

8-1, 8-7 stock allowance 8-7 deployment support 8-7 equryrnenI 8-7 public affairs ’ 8-9 organization 6-7 medical capabilities 8-9 dental 8-9 logbook 8-8 skill requirements 8-7 Battery Shop 8-7 Beachmaster Unit (BU) 8-6 Bottom-Mid fuel system 8-9 BRAVO Company 3-6 assistant company commander 152 camp mainfenance control

11-1 company chief petty officer 11-1 company commander

11.2,11-3 electrical platoon 11-8, 11-9 maintenance snd shops platoon

11-5 organization 11-4,11-6 supporI shops

11-7 utilities platoon

INDEX

INDEX -1

F-2 - F-j H-4 H-4 5-4

11-l

16-3 1-4

7-l 3-10

l-6. l-7

2-1

8-7 17-6 B-8

16-3 18-1 2-2

11-3 l-1 l-2 3-9

14-l

7-3 7.1

8.7. 16-3 3-9 3-2 3-6 3-7 9-9 5-7 8-9

11-l 1-2. 11-4

8-10 8-10 8-11 8-11 6-10 8-11 8-11 8-11 8-12 B-11

Budget, NCF Builders pla!oons Builder rating Bulk fuel systems, ship-lo-shore Bureau of Medicine and Surgery

(BUMED) Bureau of Naval Personnel (BUPERS)

C

Camp. NMCB establishment facilities layout . maintenance manpower requirements watch administrabon

Captains Mast Career Counselor (NMCB)

Carpenter Shop Catalog of Naval Training Courses

(CANTRAC) Causeway Operations Central Tool Room (CTR) Central Store Room (CSR) Chaplain Charlie (and Delta) Company

assistant company commander builder platoon company chief petty officer company commander organization steelworker platoon

Chassis. body. fender and radiator shop Check in/out procedures Chief Master-at-Arms Chief of Naval Education and Training

(CNET) Chief of Naval Material (CNM) Chref of Naval Operations (CNO)

chief of Naval Personnel (CHNAVPERS)

Chief of Naval Resenre (FORCE) Chief of Naval Technical Training

Pm Chief Pefty Officer Chief Staff Officer civic acfion civil Engineer and ffem Civil Engineer Supporf Equipment

(CESE) civil Engineer Support Office (CESO)

Classified materials Clerical pool Code of Conduct College Level Examination Program

(CLEP)

H-4 8-13 D-5

11-4 3-7

4-2

9-l 9-l 9.1 9-2

6-l 1, 9-3 9-3 9.4

3-3, B-6 3-1, 3-11. 5-6

5-8, B-6 8-12

5-8

11-l 3-5. 6-18, 7.4

3-5. 7-3 3-6, B-7

8.12 8-12 8-13 8-12 8-12

8-13, 8-14 8-13

8-9 4-3

3-1,3-11, S-4 l-4, 5-6

16-1 l-5, 2-4. 15-1

G-1. E-4 34

2-2.2.6 14-1

B-3 a-4

1-2, 16-l 16-3

18-3. E-4 16-5

14, 18-5 17-6, G-l

, 4-3 4-5

S-6, c-3 5.6

Command duty offtcer master chief (WC) navy regulation guidelines NCF relationships NMCB officers guidelines petty officer guidelines philosophy

Commander, Naval Construction Battalions, U.S. Atlantic Fleet (COMCBLANT)

Commander, Naval Facilities Engineering Command (COMNAVFACENGCOM) Chief of Civil Engineers (CHCIVENG)

Commanding Officer(s) (See Command)

Commissioned Officer’s Mess (COM) Communications

command defensive NAVFAC support officer

Company. NMCB administration alfa aSSiStSfIt company commander bravo charlie chief commander construction defense mission delta duty section elements fire team leader headquarters organization

platoon commanders squad leader training feeder report

Company Commander, NMCB affa authorby of bravo oharfie delta headquarters fesponsibifiiies

Consolidated Seabee Allowance List (COSAL)

Consolidated Training Management Reporl (NMCB)

Construction organization requirements scheduling amfrolling

9-5 3-1, 3-l 1, B-3

c-1 - c-3 1.5

3-1, 3-3, 6-l B-13 B-12

B-l - B-12 l-2. l-3. l-5

2-2. 6-4, 14-1 G-l

1-s. 2-6, 16-3

7-3

B-4 10-3 16-6

3-7. 10.3 8-l 8-l 8-7 8-3

8-10 8-12

6-4 8-3

8-3. 6-14 10-l 8-12

9-9 8-l 8-5 8-5

8-2. 8-10 8-13. 8-14

8-4 8-5

5-15 3-3, 8-l

;:; 6-10 8-12 8-12

6-5 6-3

16-5

S-16

6-l. - 6-3

6-9 - 6-14 6-16 - 6-18

INDEX-2

/-“. I

E

r-

automotive and special equipment management info system (GASEMIS)

NAVFAC support electrician rating mechanic rating equipment dept (CED)

Construction Battalion Center (CBC) civil engineer support office (CESO) command management division

(NAVFAC) construction equipment. department .

GED) history mission

Davisville Gulfport Port Hueneme

organization Davisville Gulfpon Pan Hueneme

Construction Battalion Maintenance Unit chain of command command manpower allowance mission

mobilization operations organization

Construction Battalion Unit fteet relationship funding manpower allowance mission operations organization

Construction Equipment Department (CED) (see Construction Bane!ion Center)

Construction (see Operations)

Contingency Planning Correspondence, official Crew skill requirements Crftical Path Method (CPM) Cruise Book, battalion Custody of classified materials

D

Defense, NMCB battle area oommand and control communications company responslbilitiis five supporl coordination mission

!

16-5

16-2 D-5 D-5

17-6 17-1 17-6 16-3

17-6

17-l

17-6 17-2 17-2 16-3

17-l 174 17-3

l-3. 12-1 12-1 12-2 12-3

12-l. 12-2 12-3 12-2 t2-1 12-3

l-3, 13-1 13-3 13-2 13-1 13-l 13-2 13-1

organization staff responsibilittes

Defense Activity for Non-Traditional Education Support (DANTES)

Delta Company (see Charlie Company)

Definitions Dental Officer Dependents, financial assistance to Deployment Training Program Deputy Chief of Naval Operations for

Manpower and Reserve Affairs (OP.01)

Deputy Commander for Manpower and Organization and Assistant Chief of Civil Engineers (09M)

Detailing control Directives, library and files Direct labor Director of Naval Reserve (OP.09R) Disaster Controi and Recovery Unit Disaster Preparedness Disaster Preparedness Officer Disaster recovery Disbursing Disbursing Officer Discipline

authority for discussion of

Disposition of propeny Distribution Control Doctrine and policy

NMCBs PHlBCBs

Drill status. Naval Reserve Drug and Alcohol Program Advisor

(DAPA) Duty Master-at-Arms (MAA) Duty Officer (Watch Officer) Duty Preference Card (NAVPERS

130663) Duty Types WJS

B-5. F-l 4-3 5-8 G-7

3-10 4-3

lo-l lo-3 10-2

’ 10-3 10-l 10-3 lo-l

INDEX-3

Economy, money and atores Education Educational Servfces Officer Electrical Shop Embarkation

sea

Zicer staff

Emergency Leave Engineering

aid (EA) rating divisoin

operations

E

10-l 1 o-2 10-2 5-6

Glossaries l-6 3-7, B-7

3-6 5-6 D-5

16-3

D-7 4-2

6-17 2-6 l-2

l-2, 3-l 3 6-22 3-8, 6-22 3-8, 6-22

7-3 7-3

3-3 l-l

f-3 D-7

l-l - l-2 10-l 2-l 3-l

96. 9-9 9-6 D-8

D-6 c-2

c-1 c-1 5-6 8-9

G-4 G-4 3-6 3-8 3-6

D-5 6-21

NAVFAC support NCFSU officer

Enlisted Dining Facility (EDF) Enlisted Distribution and Verification

Repon (EDVR) Enlisted ratings structure Enlisted Recreation Committee Enlisted rotation Entertainment Equipment

CBC support management philosophy NAVFAC supporl NCFSU suppon operator (EO) rating platoons repair order (ERO) repair parts

Equipment Management command philosophy NCFSU NMCB

Exception. control by Exchange of duty Executive Officer

command philosophy navy regulations guidelrnes responsibilities special assistants

Executive Staff, NMCB Expenduture Expense Operating Budget (EOB)

F

Family Housing. NAVFAC Family problems consultation Final Warning Evaluation Report Financial assistance r;nancia! Manager?, * -?-me Fire Marshal Fire Support Coordinator Fireteam Leader First Advance Base First Reserve Naval Construction

Brigade (RNCB) Five-Year Defense Program (FYDP) Formal schooling Formal training Fuel offload system Funding

G

General Construction Companies (see Company)

General Logistics supporl General Military Traininq

16-2 16-3 6-21

7-3, 9-l D-9

D-l 3-10 D-7

3-10

17-6 B-8

16-3 16-1 D-5 8-7 8-6 7-4

B-8 18-3 8-7

s-10 9-5

B-3 c-3 3-3 *.

3.1. ;.: 114 7-2

16-2 3-6

s-14 3-6

H-3. H-4 8-10 io-3 6-5 A-l 2-l

D-5. H-l 54 5-3

114 H-l - H-4

.

17-s S-7

General supply 7-l General training 5-6 Guard duty 9-5

H

Headquarters Company, NMCB company chief petty officer company commander mission organization platoon commanders

Health education Health Standards History

Advanced Base Functional Component (ABFC)

NAVFAC Seabee

Twetfth Regiment World War I

II Korea Vietnam post Vietnam

Construction Battalion Center Seabee Team

Hobby craft programs Hobby shop Homeport objectives Homeport training program Housing

NAVFAC support referral

Human Relations Representative

8-5 8-6 8-5 8-5 6-5 8-5 3-7 3-7

E-l

17-s A-l - A-12

A-6 A-6 A-? A-8

17-l 15.1, 15-3

3-10 3-10

6-4 s-7

16-2 17-s 3-l

I

Indirect labor Individual skills. See skills Inspection

construction personnel training

Intelligence officer lnlerior guard Intramural, afhfetics INUSOUTUS Rotation Invasion Task Force organization Investigations

6-17

6-14 c-1

s-10 5-1, 10-2

9-8 3 10 3-c

11-2 3-9

J

Joint Operations Planning System (JOPS)

Junior Officer(s)

E-3

Junior Officer-of-the-Day

B-11, B-13 l-l - l-3

9-8

INDEX4

Korean Crisis

t

L

Labor analysis direct indirect ovemead productive reports. distribution and analysis

Landing Force Shore Party Lead Allowance Parts Lists (LAPL) Leadership Legal Office Legal Officer Library. NMCB Line companies

(also see company) Line Company Commanders Log, battalion Logistic and S upport Mobilization Plan

(LSMP) Logistics

battalion officer seabee team

,r- LST .Lube shop

,f--

H

Machinery Repairman (MR) Machine Shop Mail system Maintenance supervisor Maintenance Unit ManageTent Divisio; Mannq Control Manning Control Aufhorky (MCA) Manpower

assignment ’ aufhorfzation

availability management mobiliition requirements reserves requirements plan (MARP)

Marine Advisor Marine Amphibious Fame (MAF) Marine Corps Suppon (NCF) Master-at-Arms (MAA) Material

advance base support control &&son offiir (MLO) NAVFAC support receipt control

A-6

Mechanics tool room Medical

officer seabee team

6-16 6-11, 6-17 6-11, 6-17 6-11, 8-17

6-17 6-7

11-l 16-s

8-2, l-2 - l-3 4-3 3-9 5-l 8-1

stores and equipment Memorandum records of funds Mess Micronesia Operations Military Construction Programming Military knowledge Military training Mobile Utilities Support Equipment

(MUSE) Moor System Mount-Out Control Center (MOCC) Muster

8-3 9-10 D-6

7-l - 74 3-5

15-2 11-3

8-9

INDEX-6

8-9 8-9 4-3 8-6

12-l 6:21 D-7 D-6

D-7 D-6 6-7 D-5 D-6

. :x

3-l. 3-11, B-3 l-2 1-2

Q-5,3-1 1

l 17.5 6-7, 7=3

6-16 16-3 7-3

Nato National Item Identification Number

(NIIN) National Security Act of 1947 National Stock Number (NSN) Naval Air Systems Command (NAVAIR) Naval Beach Group Naval Civil Engineering Laboratory

(NCEL) Naval Construction Battalion Center

(NCBC) Naval Construction Brigade (NCB) Naval Construction Force (NCF)

ABFC modules funding mission NAVFAC support organization suppon units fabfe of allowance (TOA) UP!S

Naval Construction Force Support Unit. (NCFSU)

Internal functions manpower allowance mission organization

Naval Construotion Regiment (NCR) Naval Construotiin Training Center

(NCTC) Naval Etectronlcs Systems Command

(NAVELEX) Naval Energy and Environmemal

Support Activity (NEESA) Naval Facflfties Engineering Command

ABFC Systems Engineer facilities systems office Wet relationship historian mission

take-off (MTO)

N

G-3 8-9

3-6. 8-7 15-3 3-7 7-2 9-l

144 16-2 B-5 s-7 l-4

11-10 3-8. 5-3

c-1

F-I G-3

H-1 G-3

16.1 11.1

14. l-5

l-4

l-3

E-4 - E-5 H-l l-l

16-3 l-5 - l-7 14 - l-5

G-r 1-2 - l-4

18-1 18-4 18-1 18-2

l-3 l-4, 54, 5-8

16-1

l-4. 17.5

16-1 E-3

17-s 16-1 17-s 16-1

NCF support organization programs

Naval Facilities Systems Office (FACSO)

Naval Manpower and Material Analysis Center (NAVMMAC)

Naval Material Command (NMC) Naval Mobile Construction Battalion

(NMCB) administration camp administration CBC Support command philosophy companies defensive operations funding history logistics mission NAVFAC support NCF unit NCFSU support operations organization staff table of allowance (TOA) training

Naval Reserve Naval School. Civil Engineer Corps

Officers (CECOS) Naval Sea Systems Command

(NAVSEA) Naval Supply Systems Command

(NAVSUP) Naval Support Force Antarctica Naval Suppon Unit. State bpanment Naval Systems Commands Navy Campus for Achievement (NCFA) Navy Enlisted Classification (NEC) Navy Enlisted Rating Structure Navy Industrial Fund Navy Program ObjectIves Memorandum

(POM) Navy Regulations Navy Relief Society Navy Ships Pans Control Center

(SPCC) Navy stock Fund Neutral duty Newspapers, battalion, publication of Night Order Book Non-appropriated Funds Non-judicial punishment Non-rotated sea duty

0

Occupational Field Classification System Occupational Field 13 Ratings

See also Seabee Ratings.

16-3 - 16-6 164

16-1, 16-2 17-5

D-5

16-l

4-l - 4-5 9-l - 9-11

17-1 - 17-5 B-l - B-14 8-l - 0-14

10-l - lo-3 H-2

A-4 - A-12 7-l - 7-4

3-l 16-3 - 16-6

l-3 18-l - 18-4 6-l - 6-22

3-l - 3-3 3-3 - 3-12

G-4 5-l - 5-17

2-l - 2-6 l-4.5-4

l-4. 16-1

l-4, 16-1

17-5 l-4

16-1 5-6 D-5

D-l, D-2 H-4 H-2

C-l - c-5 3-6

16-5

E 3-9 9-5 H-4 B-6 D%

D-2, D-3 l-2, D-l

Officer, Junior Otficer-of-the-Day (OOD) Ohrcer Success Guide Officer training Offload Systems

abutment (compression) connection system

barges causeway systems ship-to-shore bulk fuel operation stand-off moor system

On-the-job training (OJT) Operational deployment Operations

battalion chief petty officer officer

plan (0PLAN)torder (OPORDER)

supervisor, Alfa Co. target (OPTAR)

Ordnance Officer Organization Manual, Battalion Orientation, Battalion Overhead labor Overseas Deployment Training Program overseas shore duty

P

P-series pontoons Paint shop Peacetime projects Permanent Drill Sites (PDS) Personal Advancement Requirements

(PAR) Personal problems advisor Personnel

accounting acquisition allowance, NMCB. peacetime

wanime assignment authorization detailing control distribution control enlisted billets, categories of financial assistance inspection manning control management mobilization musters Occupational Field 13 Rating

kfentification Occupational Field Classification

System

INDEX-6

l-l 9-4. 9-8

B-13 5-4

11-3

11-3 11-l 11-4 11-3

5-3 6-14

6-l - 6-22 6-20

3-5, 6-l. 6-3 6-14, 6-10

10-2 5-2. 54, 6-4

F-l - F-7 8-7 7-2 3-9 4-2 5-4

6-17 5-6 - 5-7

D-B

11-l 8-12

A-0 - A-12 2-3 5-4

3-6 c-1

D-l - D-15 4-2 D-7

6-10 6-12, 6-13

6-9. D-7 D-6 D-7 D-7 D-l 3-6 C-l D-7 D-5 D-6 D-l

D-3 - D-5

D-l

-__.---l .-.^ . . . - .._ “_ _, __------_ ._*_.. --~~.~~~~~~~~~~~~_~~~~~“~ . . . ” ..*.11__

r

7

preference card rating areas responsibikty for rotation sighting we!fare . Diary (NAVPERS 1070 75) Readiness Capability Program

(PRCP) Petty Officer-of-the-Watch Petty Officer. guidelines for PHIBCB. See Amphibious Construction

Battalion. c Physical conditioning training

Physical fitness responsibility Planning and Real Estate, NAVFAC Plan-of-the-Day (POD) Planning, operational Planning and Estimating Division Planning and Estimating Guide (P-405) Planning. Programming. and Budgeting

(PPB) System. Depanmenf of Defense

Plans and Training Officer (S-2) Plans. types of Platoons Platoon Commander(s) Plumbing shop Pontoon barges Pontoons. types of Port authority PPB, Planning, Programming. and

Budgeting System PRCP, Personnel Readiness Capability

Program Precedence Diagramming Predeployment training Preferred Overseas Shore Duty Prepositioned War Reserve Material

Requirements (PWRMR) Prepositioned War Reserve Material

Stock !PWRMS) Freventlve actldn Preventive Maintenance Interval

Schedule Preventive Maintenance Program Prime contractor Productive labor Program(s) Programming Programping Cycle Project coordination division Project manager Project material Project training Projected Rotation Date (PRD)

’ Property classes Public affairs Public Affairs Officer Publications, battalion Public information program

D-8 D-l D-6 D-7 C-l C-l 4-3

D-9 - D-13

Public Works NAVFAC 16-2 B-5

6-14 3-7

Punishmenls. NJP

a

Quality Control Program Quarantine inspections, assistance in

9-9 B-12 - B-13

5-5 3-6

16-2 4-l 5-2

6-22 6-7 H-l

3-5, 5-l 5-2

84 - 8-13 84 - B-13

8-12 11-3 11-l 17-5 H-l

Rating structure Reaction Force Readiness Planning Division (OS?),

NAVFAC Records, service Recreation CounciVCommittee Recreation fund Reference books, medical References, list of Reference. publications Regimental Training Officer Regulations, Navy

Repair Pans Repair parts suppon NAVFAC Reporls

D-9 - D-13

6-tl 15-2 D-8 E-4

l-5. E-4

B-3 8-8

9-7, 6-8 6-l‘ 0-l

6-17 H-2 H-l H-2

6-22 6-3 7-3 54 D-8 H4

. B-7 3-9, B-7

3-9 3-9

INDEX-7

administrative labor analysis personnel preparation

Requisition monitoring Requisitions and records Retention Research NAVFAC Reserve

Naval Construction Brigade (RNCB) Naval Mobile Construction Battalion

(RNMCB) Naval Construction Battalion Center

(RNCBC) Naval Construction Battalion

Mainfenance Unit (RNCBMU) Naval Construction Force (RNCF)

command and support drill status equipment inspections mission organization terminology training status

Naval Construction Force Support UnH (RNCFSU)

Naval Construction Regiment Resource(s)

availabifii of management

Rile Platoons

R

D-1 9-10 16-3

4-2 3-10 3-10

3-7 Bibliographies l-5

4-2 5-8

Bibliographies l-5 c-1 - c-4

7-4 16-5

4-l 1 4-2. 5-12 D-9 - D-15

4-2 6-7

D-9 - D-15 4-2 7-3 7-l B-6

16-2

2-2 2-2

2-3

2-2

2-l - 2-4 2-6 2-l 2-3 2-3 2-l

. 24 - 2-6 2-l 2-4 2-2

2-2 6-7 - 6-9

6-7 6-16 6-12

S

S-1. See Administrative and Personnel Officer, NMCB

S-2. See Plans and Training Officer. S-3. See Operations Officer: S-4. See Supply Officer. Safety

command philosophy Navy requirements guidance program training Chief Petty Officer Inspector Officer

Sanitation Scheduled Preventrve Maintenance

(PM) Program Scheduling Seabees

history Korea NAVFAC suppofl officer guidelines origin petty officer guidelines Twelfth Regiment (Public Works) Vietnam World War II

Seabee Corpsmen Seabee Division (063) NAVFAC Seabee Petty Officers Seabee Planners 8 Estimators

Handbook (NAVFAC P-405) Seabee ratings

See also Occupational Field 13.

Seabee Team funding history logistrcs medcai mission operations personnel table of allowance training

Sea Duty Sea Echelon Security Officer Selected Reserve S&f-help projects, program Self-sufficient unit concept Senior Watch Officer Sentries Service athletic competitiin Service. effectiveness Service records Service watches Ship-to-shore bulk fuel operations Ship’s Service

B-4 c-2

6-20 5-4

6-21 6-21 6-21

3-7 6-8

5-8. 6-7

A-1 - A-12 A-6

16-2 - 16-3 B-12

A4 B-12

A-2 A-7 A-6

15-3 16-3 B-12

6-7

l-4, 15-1 15-2

15-1, 15-3 15-2 15-S

15-1 15-1 15-1 15-l i5-2 D-8 G4

3-9, 9-5 2-l

12-1 6-l 9-5

9-10 3-10

* C-l 4-2 9-9

114 7-3

Ship’s Store Shops and Utrlrtres Company (BRAVO

Cofwany) Shop Inspector Shops Platoon Shore duty Shore Patrol Sick call Skills, Battalion

Special Services officer program

Special Staff Squad Leader Standby Reserve Stand-off moor system Steel Shop Steelworker platoons Steelworker rating SUPPlY

accounting allowance stock levels assistant supply officer central store room central tool room command philosophy construction battalion center disbuning enlisted dining facility material laisaon otkce (MLO) NCFSU repair parts ship’s services ship’s store supply .oflicer

surveys Support Group Supervisor Survival. Evasion, Resistance and

Escape Training (SERE) Systems Commands

1

Table of Allowance (TOA) air detechament air echelon CBU CESO support NAVFAC support NMCB

aea echelon Tactics training Technical training Testing, quatii control Thailand operations Timekeeping reports Tire shop Tools Top Secret Material Control Officer

INDEX-8

7-3 8-10

1 8-8 8-8 D-8

9-10 3-7 5-8

D-9 - D-15 *_

3-9 3-9 - 3-10

3-3, 3-5 8-5 2-1

11-3 B-12 8-13 D-5 7-1 7-2 . 7-3 7-1

3-5, 6-18. 7-4 3-5. 7-3

B-7 17-5 7-3

7-3. 9-l 7-3

18-3 7-4 7-3 7-3

3-5. 6-17, 7-1 B-7 7-3 8-9

5-6, 15-2

16-i

G-l - G-4 G-4 G-4 2-l

17-7 16-3 G-l G-4 5-5 5-4

6-14 154 6-16

8-9 6-17

5-l

r

c

Training advance base centwcm advancement Areas command philosophy command feeder report control department deployment disaster preparedness fomrat formulation general general military goals homeport leadership management repon met hods military navy regulation guidance officer on-the-job orientation phases physical conditioning plannrng project

‘safety scheduling selection skills special construction battalion (SCBT) survival. escape, resistance. evasion

(SERE) tactical technical war damage repair weapons

Transportation pool

U

Underwater Construction Team manpower allowance mission

B-4, C-2 5-4 5-4 5-2 8-s

5-15 5-9 5-l 5-6 5-5 54 5-3 5-6 5-7 5-2 5-7 5-5

5-16, 5-17 5-2 5-5 c-2 5-4 5-3 5-4 5-2 5-5 5-6 5-4 5-4 5-8 5-8 5-8 5-5 5-6

5-5 54, 5-7

54 5-5 8-7

14, 14-1 14-1, 34-2

14-1

.

operations 14-1 organiratjon 14.1 14.2 training 14-1

Uniform Code of Military Justice 4-5 United States Army Cavil Action Team 15.4 Unit integrity 12-l - 12-2 Unit Operation and Maintenance Funds 13-2 Useful data for self-evaluation l-4 Utitiiies Platoon 8-11 Utilitiesmen rating D-5

V

Vietnam Operations (CAT Team) 14-3. A-7 Visitors, reception of 8-8 Voluntary education 5-6

W

Wardroom Warping tub Watch

administration command duty officer defense iunctiins interior guard job site security junior officer of the day 109 MAA officer of the day organization petty officer of the watch quanerdeck reaction force service shore patrol

Watch Officer. See Duty Officer. Weapons, NAVFAC Weapons training Weekly Eva11 Tarion Feder Report Welfare agencres, public and pnvate Welfare of Personnel Workload estimates

B-3

9-4 9-4 9-5

1 o-3 9-4

9-10 9-10

9-8 9-10

9-9 9-8

9-5. 9-6 9-9 9-9

9-10 9-9

9.1G

16-6 5-5

5-13 3-6 c-1 6-7

INDEX-B