Navy 75th Anniversary of Seabees

Professional Media Group, LLC 1201 South Highland Avenue, Suite 7 Clearwater, FL 33756 Tel: 727-584-5511 Fax: 727-441-8888 info@pmgfirst.com President Robert Keliher Chief Operating Officer Kelly Morrison Associate Editor/Executive Assistant Jocelyn Beach Creative Director Stacy Kovatch Sales Development Manager Bart Hawk Account Administrator Laurie McCormick Senior Account Executives Joe Dawson Mark Morales Paul Hayes Don McGovern Chris McCormick David Powers Charles Kaye Photographs The National Gallery of Art The National Archives Naval History & Heritage Command The Congressional Medal of Honor Society US Navy Department of Defense and the Library of Congress

Copyright 2017/2018 Copies are available at $9.95 + $6.95 shipping and handling by calling 727.548.5511. Copyright 2017/2018. Reproduction in whole or part is prohibited. The opinions expressed within this publication do not necessarily represent the view of the Publisher. Professional Media Group, LLC assumes no responsibility for the advertisements or any representations made therein. Professional Media Group, LLC is unable to accept and hereby expressly disclaim, any liability for the consequences of inaccuracies or omissions in such information, whether occurring during the publication of such information for publication nor otherwise.

Disclaimer: Navy: 75th Anniversary of the Seabees is published by Professional Media Group, LLC with its registered offices located in Clearwater, Florida. Copyright 2017/2018. Neither the Office of the US President, the Department of Defense or the US Military, or any other government or military bodies have approved, endorsed or authorized this product or promotion, service or activity.

INSIDE 8...............................Donald J. Trump, Commander in Chief 9...................................................... Admiral John Richardson Chief of Naval Operations 10.......................Built on History Constructing the Future 21...................Rear Admiral Bret Muilenburg Commander Naval Facilities Engineering Command and Chief of Engineers 22.............Naval Facilities Engineering Command (NAVFAC) 27..................... Vice Admiral Thomas Moore Commander Naval Sea Systems Command 28....................... Naval Sea Systems Command (NAVSEA) 33...................... Vice Admiral Paul Grosklags Commander Naval Air Systems Command

Pg. 10

Pg. 28 4

Seabees

We salute your Can Do! attitude.

Thanks for paving the way to victory for 75 years.

Members from the Naval Mobile Construction Battalion ONE construct a medical facility in the Arta Region, Djibouti as part of the Combined Joint Task Force - Horn of Africa. (Photo by U.S. Air National Guard Tech. Sgt. Andria Allmond)

INSIDE

Pg. 50 34.........................Naval Air Systems Command (NAVAIR) 40......................Rear Admiral Tim Szymanski Commander Naval Special Warfare Command 41....................... Naval Special Warfare Command (NSW) 46................................. Naval Network Warfare Command (NETWARCOM) 50...........................................The Seabees Are Here to Stay 60.........................................................Exercise Bold Alligator 62.........................Seabees Answer the Call in Puerto Rico Virgin Islands and Key West

Pg. 41 Pg. 62

7

Donald J. Trump Commander in Chief

DONALD J. TRUMP is the very definition of the American success story. Throughout his life he has continually set the standards of business and entrepreneurial excellence, especially with his interests in real estate, sports, and entertainment. Likewise, his entry into politics and public service resulted in the Presidential victory in, miraculously, his first ever run for office.

After graduating from the Wharton School of Finance, Mr. Trump followed in his father’s footsteps as a real estate developer, and he entered the world of real estate development in New York. The Trump signature soon became synonymous with the most prestigious of addresses in Manhattan and subsequently throughout the world. An accomplished author, Mr. Trump has authored over fourteen bestsellers and his first book, The Art of the Deal, in addition to being the No. 1 book of the year, is considered a business classic.

Mr. Trump announced his candidacy on 16 June 2015, and after seventeen Republican contenders suspended their campaigns, he accepted the Republican nomination for President of the United States in July of 2016.

Mr. Trump won the election on 8 November 2016 in the largest electoral college landslide for a Republican in 28 years. He won over 2,600 counties nationwide, the most since President Reagan in 1984. Additionally, he won over sixty-two million votes in the popular vote, the highest all-time for a Republican nominee.

He also won 306 electoral votes, the most for a Republican since George H.W. Bush in 1988. Millions of Americans rallied behind his message of rebuilding our country and disrupting the status quo – this was a truly national victory and a historic movement.

8

Donald J. Trump campaigned in places he knew Republicans have had difficulty winning – Flint, Michigan, charter schools in inner-city Cleveland, and Hispanic churches in Florida – because he wanted to bring his message of economic empowerment to all Americans.

Millions of new Republicans trusted Mr. Trump with their vote because of his focus on delivering prosperity through better trade deals, and as a result there were healthy margins of victory in newly red areas. It is clear that President Trump’s win is one that brought Americans of all backgrounds together, and he is ready to deliver results for the nation on day one and every day of his tenure.

President Trump has been married to his wife, Melania, for twelve years and they are parents to their son, Barron. Additionally, Mr. Trump has four adult children, Don Jr., Ivanka, Eric and Tiffany, and eight grandchildren.

AdmIRAL John Rfiichardson

Richardson also served as commodore of Submarine Development Squadron (DEVRON) 12; commander, Submarine Group 8; commander, Submarine Allied Naval Forces South; deputy commander, US 6th Fleet; chief of staff, US Naval Forces Europe and US Naval Forces Africa; commander, Naval Submarine Forces, and director of Naval Reactors.

ADMIRAL JOHN RICHARDSON graduated from the US Naval Academy in 1982 with a Bachelor of Science in Physics. He holds master’s degrees in electrical engineering from the Massachusetts Institute of Technology and Woods Hole Oceanographic Institution, and National Security Strategy from the National War College.

At sea, Richardson served on USS Parche (SSN 683), USS George C. Marshall (SSBN 654) and USS Salt Lake City (SSN 716). He commanded USS Honolulu (SSN 718) in Pearl Harbor, Hawaii.

His staff assignments include duty in the attack submarine division on the Chief of Naval Operations staff; naval aide to the President; prospective commanding officer instructor for Commander, Submarine Forces, US Pacific Fleet; assistant deputy director for Regional Operations on the Joint Staff; and director of Strategy and Policy at US Joint Forces Command.

Richardson served on teams that have been awarded the Presidential Unit Citation, the Joint Meritorious Unit Award, the Navy Unit Commendation, and the Navy “E” Ribbon. He was awarded the Vice Admiral Stockdale Award for his time in command of USS Honolulu.

Richardson began serving as the 31st Chief of Naval Operations 18 September 2015.

9

BUILT ON Constructing the Future©

BY ARTHUR G. SHARP

Planning for War

The crushing 7 December 1941 attack on Pearl Harbor created a significant benefit for all US military forces: the establishment of the first Naval Construction Battalions, which quickly became known as Seabees. Their formation was beneficial to the military’s operations throughout World War II, and set the stage for close US military inter-service alliances with the Seabees that exist today.

Prior to World War II the Navy did not need permanent overseas bases or its own construction units to build them. The wars in which it engaged were of short duration and the deployment of assets such as aircraft and submarines outside the United States was not widespread. That changed after Pearl Harbor, which amended the Navy’s philosophy about establishing foreign bases.

Collection of photos related to the construction, commissioning, and first landings at NAS Cubi Point, Subic Bay, Philippines, 1951-1956. Naval History & Heritage Command.

10

During the 1930s Navy planners realized that a war in the globe’s eastern hemisphere was inevitable and that supporting it would require a broader infrastructure and logistics chain than the US had in place.

Fortunately, they had a friend in the White House in President Franklin D. Roosevelt who, on 1 December 1937, appointed Commander Ben Moreell as Chief of the Bureau of Yards and Docks (BUDOCKS) and Chief of Civil Engineers of the Navy.

Roosevelt had so much faith in Moreell that he promoted him to Rear Admiral, skipping the captain rank. Moreell justified the president’s faith in him.

Within three years Moreell initiated the construction of two large dry docks at Pearl Harbor and naval air bases, communication stations, and fueling stations at numerous locations in the Pacific, such as Wake Island, Johnston Island, Palmyra Island, American Samoa and Midway. The Navy hired civilian construction firms to do the work. Although Moreell’s decision to build the new facilities was prescient, especially at Pearl Harbor and Midway, it inadvertently created a problem that required a unique solution.

Enter the Seabees.

Civilian Workers Can be Guerillas The dry docks at Pearl Harbor were instrumental in the battleship repair efforts after the Japanese attack. Their availability hastened the ships’ entry in the war, which proved devastating to the Japanese. The timely completion of the facilities on Midway enabled the Navy to win a major victory over Japanese naval forces in June 1942, which some historians consider the turning point in the war in the Pacific. Sadly, events at Wake Island did not turn out as well, but they played a role in the establishment of the Seabees.

Of the Third Naval Construction Brigade works on a rod near the demilitarized zone Republic of Vietnam, November 1967. National Archives.

The US’s declaration of war on 8 December 1941 put the civilian contractors in the Pacific Theater in peril. According to international law, they could keep building but they could not resist enemy troops if attacked.

If they did they would be considered guerillas and subject to execution.

That happened. On 5 October 1943, the Japanese executed ninety-eight American civilian workers on Wake Island, where they had been kept as prisoners since December 1941.

The workers were captured while building a US military base there, and had been performing forced g 11

Seabee Technical Assistance Team 0503 “raised the special forces out of the water by construction of Moc Hoa Camp. Approximately 30,000 cubic yards of fill were hauled.”

Photographed in 1964, at time of construction. Naval History & Heritage Command.

California, and left for the Pacific Theater from Davisville, Norfolk, Virginia, Gulfport, Mississippi. They became regiments, brigades, and special battalions that were assigned to Guadalcanal, Tinian, Okinawa, New Caledonia.

The Seabees went wherever construction was necessary to support the Marines and Army. They received a recruiting boost from John Wayne and his co-stars Susan Hayward and Dennis O’Keefe in the fictionalized 1944 movie, “The Fighting Seabees,” which recounted how the Seabees were formed.

labor for the Japanese since. Situations like that led to the formation of the Seabees, warfighters who could hold a shovel in one hand and a rifle in the other and knew how to use both. Rear Admiral Moreell made it happen – and quickly. A new chapter in US Navy history began.

On 28 December 1941, he requested permission to create the Navy’s own construction battalions to work closely with the US Marines fighting their way across the Pacific. The Bureau of Navigation granted him that authority on 5 January 1942, beginning a symbiotic relationship that the Seabees and Marines have perpetuated. Recruitment began at once for electricians, carpenters, plumbers, equipment operators and almost anyone who had construction or building trade experience. Sailors responded by the thousands.

12

The original plan was to form one Naval Construction Regiment comprising three battalions to be based at Davisville, Rhode Island, which is now the home of the Seabee Museum. Two weeks later, on 17 January 1942, two hundred ninety-six members designated as the First Construction Detachment left Davisville – before the base was established officially – and arrived at Bora Bora exactly one month later.

On 5 March 1942, the battalions received official permission to call themselves “Seabees,” based on the first two letters of Construction Battalion.

A Davisville civilian provided them with their logo, a fighting bee. Moreell added the finishing touch when he established their official motto: Construimus, Batuimus: “We Build, We Fight.”

Battalion after battalion formed, trained at places like Camps Allen and Peary in Virginia and Port Hueneme,

Their operations extended to the European Theater, although eighty percent of them served in the Pacific region. By the time the war ended over 325,000 Navy personnel and nearly 8,000 Civil Engineer Corps officers had served with the Seabees in approximately one hundred fifty battalions. They fought and applied over sixty skilled trades at construction projects of all types at more than four hundred places.

Seabees earned thirty-three Silver Stars and five Navy Crosses, but at a significant cost. A total of two hundred ninety Seabees were killed in action, including two hundred seventy-two enlisted men and eighteen officers. Slightly more than two hundred others were killed in accidents. The Seabees reward after the war ended in 1945 was drastic demobilization.

Korea, Cubi Point, and Moving Mountains The number of active duty Seabees was reduced to 3,300 between 1945 g

and 1950, when the Korean War began. Major training bases, including Davisville, were closed. The Seabees’ name was changed to Mobile Construction Battalions (MCBs); the few members left were assigned support duty in Cuba and the Pacific region.

Then, on 25 June 1950, North Korea launched a surprise attack on its southern neighbor to unite the divided countries under communism.

The United Nations, spearheaded by the US military, sent troops to aid the South Koreans. The Seabees were back in action.

Between June and September 1950, the fighting did not go well for the United Nations troops. Then, General

MacArthur devised a daring plan to stage an amphibious landing behind North Korean lines at Inchon and cut them off. The Seabees played a vital role in the operation by providing pontoon causeways within hours of the initial assault. Reminiscent of World War II, the Seabees worked closely to support the Marine Corps and the Army with construction projects of various types and help defend what they built. Their specialty in Korea became building and repairing airfields.

When it became apparent that the Korean War was going to continue, the Navy reopened its center at Davisville on 8 August 1951. The Seabees

US Naval Seabee Team 4001 Builder First Class C. Shreffler of Pennsylvania, and Vietnamese workers lay tile walls for the carpenter shop, Binh-Duong Province, Republic of Vietnam National Archives.

in Korea were divided into small detachments and assigned to airfields used primarily by the First Marine Air Wing. They built and maintained the fields, sometimes repairing holes on one side of a runway while pilots landed and took off from the other.

Then, Navy administrators provided another daunting challenge for their MCBs. The Navy needed to build an air base at Cubi Point in the Philippines to complement a pier that would accommodate Navy aircraft carriers. Civilian construction experts said it couldn’t be done. The Navy assigned the task to the Seabees. They did not see a problem. All they needed to do was cut a mountain in half and rearrange the local terrain.

The site was located adjacent to the rugged Zimbales Mountains and treacherous jungles. A succession of MCBs arrived at Cubi Point to undertake the task. MCB-3 arrived on 2 October 1951. MCB-5 followed on 5 November 1951. Over the next five years MCBs 2, 7, 9, 11, and 13 pitched in. The combined units spent an estimated twenty-million man hours blasting coral to fill a section of Subic Bay, filling swampland, moving trees up to 150 feet tall and 6-8 feet in diameter, relocating a native fishing village, and flattening a mountain to build a two-mile long runway as part of a one hundred million dollar project that included the desired pier.

The facility, which opened in July 1956, three years after the Korean War ended, operated until October

14

Navy Seabees brush up on their firing techniques during Exercise Mountain Bee ‘97. The exercise gave the reserve Seabees in-field training on the use of weapons, medical evacuations, communications and logistics and other combat related training. US Navy photo

by Photographers Mate 2nd Class Don Peterson.

1992. Once again, Navy prescience proved invaluable to US forces as Cubi Point became an important strategic facility during the upcoming Vietnam and Gulf Wars. More important, the Seabees’ success provided members with critical experience, which they would employ at their next assignment in Antarctica.

The Seabees Take the Cold War Literally As the 1958 International Geophysical Year (IGY) approached, the Seabees drew the assignment to build a scientific base at the South Pole on Antarctica. They began the project on 1 February 1955, when a Mobile Construction Battalion (Special) was created at Davisville. By December about two hundred Seabees were hard at work at the South Pole. It wasn’t the first time Seabees had been there.

Shortly after World War II one hundred sixty-six Seabees participating in OPERATION HIGHJUMP (1946–

1947) accompanied Rear Admiral Richard E. Byrd to Antarctica to set up a research base there. Their job was to build new facilities and an air strip, offload supplies, and depart. Despite the harsh weather conditions, they completed their assignment on schedule.

There was no reason to believe they couldn’t do so again a few years later.

The difference in 1955 was that they and their successors would be staying there on a rotating basis.

The two hundred Seabees spent their winter building a station at the pole and an air operation facility at McMurdo Sound, including a 6,000-foot runway. That part was not easy. At one point a blizzard wiped out their progress. Undeterred, the Seabees rebuilt the air strip in time to accommodate the arrival on 31 October 1957 of a Navy R4D Skytrain, which was the first American aircraft to ever land at the South Pole. Three weeks later more Seabees arrived to build a permanent IGY station, which they completed by December. As is typical

of the Seabees, the more projects they completed successfully and on time, the more assignments they received.

In the ensuing years, they built snow-compacted roads, underground storage facilities, laboratories, living areas, the first nuclear power plant at McMurdo Station and the Cold War-inspired regional Distant Early Warning (DEW) system.They were not subjected to the pressures of war during those years, until hostilities broke out in Vietnam.

From Tundras to Jungles In the mid-1950s and early 1960s the world’s political focus changed from IGYs to political unrest in Southeast Asia. As a result the Seabees were called on to carry out diversified assignments in the newly created Republic of Vietnam, well before the Vietnam War began in earnest. They built a recreation facility for US personnel involved in a 1954-55 movement called OPERATION PASSAGE TO FREEDOM, in which almost 800,000 g 15

North Vietnamese people moved to South Vietnam, a refugee camp for the emigres, and water and power supply facilities. Their humanitarian efforts earned the members of Amphibious Construction Battalion One the Vietnamese Presidential Unit Citation.

Two years later, a Seabee team was dispatched to the Republic of Vietnam to survey 1,800 miles of existing and proposed roads. They worked seven days a week for two full months in rugged territory to complete the assignment. The results paid off ten years later when US military forces began their extensive operations in Vietnam. The Seabees among them built many of the roads that enhanced transportation efforts throughout the country during the war.

The Seabees were highly visible in Thailand in the 1960s. From 1963 to 1966 small units taught people in rural provinces to build roads and public works facilities. Their public relations focus changed in 1966 when they began working with the Thai Border Patrol Police to develop remote area security. That program lasted for three years. Meanwhile, other small Seabee teams were operating throughout Vietnam.

For the most part, the Seabees’ projects in Vietnam in the early 1960s served a public relations purpose.

Between 1960 and 1965, when they usually had two diversified thirteen-member teams at a time operating in Vietnam, their primary mission was to conduct civic action projects in rural areas to counter the Viet

16

Cong’s political influence. (Each team comprised a junior officer of the Navy Civil Engineer Corps (officer in charge), three equipment operators, one utilities man, two construction mechanics, two builders, one steelworker, one construction electrician, one engineering aide, and one hospital corpsman.) They also erected US Army Special Forces camps and worked on military engineering projects as their numbers increased.

In May 1965 MCB-10 landed at Chu Lai, Republic of Vietnam as the fighting intensified and the Seabees reverted to their military construction roots.

That landing increased the number of Seabees in Vietnam to 10,000. Eventually their presence increased to 25,000 in twenty-two battalions, two regiments, two maintenance units, and numerous civic action teams. Their numbers dwindled by 1970. But, as history has shown, numbers are unimportant to the Seabees. They function equally well in wartime or peacetime – sometimes simultaneously.

While Seabees built and fought in Vietnam, another contingent started their largest ever peacetime construction project. Their mission, which lasted eleven years and cost two hundred million dollars, was to build a Navy base on Diego Garcia, an atoll in the Indian Ocean. Its value became evident when it was used as a staging area during the next war. But Seabees were still fighting the one in Vietnam.

Between 1965, the year Construction Mechanic 3rd Class Marvin G. Shields became the first and only Seabee to

ever earn the Medal of Honor, and 1970 they concentrated on their specialties: supporting the Marines by building aircraft support facilities, roads, bridges and other infrastructure components and constructing fortified camps, access roads, and air strips for the US Army’s Special Forces and the Vietnamese troops they were training. Those troops needed fortifications that could withstand the frequent enemy ground, artillery, and mortar attacks. The Seabees built them well until their last team left Ham Tan, Binh Tuy Province, on 18 April 1972. There were more adventures ahead.

More Wars, More Peace, More Achievements There was a ten-year lull in major projects for the Seabees between 1972 and 1982, as work continued on the Diego Garcia project. Then, on 23 October 1983 terrorists ignited a truck loaded with explosives at the US Marine barracks in Beirut, Lebanon, killing two hundred forty-one Marines and wounding eighty more.

A detachment of eighty-two Seabees was deployed in Beirut to strengthen the perimeter positions at the site and construct obstacles and concrete bunkers for the Marines. They did not get another chance to display their rapid deployment capabilities until the Gulf War (1990-91), OPERATION DESERT SHIELD. Active duty Seabees and reservists arrived in the Middle East only eleven days after Iraq invaded Kuwait. Their original mission was to provide g

construction support for the First Marine Expeditionary Force. As their numbers grew they built advanced bases and air fields for Marine aircraft, provided petroleum and water facilities, and accompanied the Marines into Kuwait and Saudi Arabia to install facilities at the four airfields where the Marine Air Combat Element was located.

Per custom, the Seabees provided valuable services to the Marines, including the largest wartime multi-battalion Seabee project since the Vietnam War. They built a headquarters complex for the First Marine Expeditionary Force and a 15,000-man camp for the Second Marine Expeditionary Force, which became known as “Wally World.” But, on 28 February 1991, Iraq accepted a cease fire and all construction ceased. So did the Seabee’s largest military action since the end of the Vietnam War. Their operations became more humanitarian in nature.

In April 1991, a detachment deployed to northern Iraq to provide support for Kurds being harassed by the Iraqi government. Their project, OPERATION PROVIDE COMFORT, included latrine construction, electrical and water-well support, road grading, forklift support, berm construction, and wash-rack construction.

Two months later, the volcanic Mount Pinatubo in the Philippines inundated the Subic Bay US Naval Complex and Clarke Air Force Base with its ash and sand, which was saturated by the ensuing Typhoon “Diding’s” torrential rains. Naval Mobile Construction

18

US Navy Seabees construct a Mabey-Johnson bridge apparatus. NMCB-133 is deployed in the area to build a bridge to replace one that was destroyed during OPERATION IRAQI FREEDOM, while providing construction support to adjacent units and assisting in humanitarian efforts to rebuild the country of Iraq. US Navy photo by Photographers Mate 2nd Class Jacob A. Johnson.

Battalion 3 and Construction Battalion Maintenance Unit 302 responded to the disaster and initiated OPERATION FIERY VIGIL. They provided temporary shelter for the homeless people on the base and temporary power and emergency water supplies.

They cleared roadways and aircraft runways. Working with public works

personnel, they had the sites back to normal in short order.

Similar efforts followed at home and overseas locales. Several battalions responded to Somalia in 1992 to support US Marine Corps and Army units rebuild that war-torn country. Over eight hundred Seabees provided disas-

ter relief after Hurricane “Andrew” devastated Dade County, Florida, on 24 August 1992. They conducted operations of various types in Honduras, Croatia, Japan, Cuba…the list goes on.

Seabees supported OPERATION ENDURING FREEDOM in Afghanistan for thirteen years. The last battalion to be deployed there, NMCB 25, cased its colors on 1 November 2016.

That may have been the last Seabee unit in Afghanistan, but their services will always be needed elsewhere.

The Future is Still Building The Seabees have retrenched in recent years. There are six battalions, two Amphibious Construction Battalions, and two Underwater Construction Teams on active duty today, which composes one-third of the units available to the Navy. Reservists or active, Seabees are always ready to respond to whatever military or humanitarian situations require their professional and diverse experiences. (Active and reserve Seabee units were integrated into two Naval Construction Brigades under the operational control of the Commanders in Chief of the Atlantic and Pacific Fleets respectively in July 1992.)

As the Seabees theme revised to celebrate their 75th anniversary in 2017 proclaims, “Built on history: constructing the future.” They have been doing that for three-quarters of a century – and they remain on call to continue their mission as long as they are needed.

In 1966 MARVIN G. SHIELDS, Construction Mechanic Third Class, US Navy, Seabee Team 1104, received the Medal of Honor. He served in Dong Xoai, Republic of Vietnam on 10 June 1965. He entered service at Seattle, Washington. He was born 30 December 1939 in Port Townsend, Washington.

For conspicuous gallantry and intrepidity at the risk of his life above and beyond the call of duty.

Although wounded when the compound of Detachment A342, 5th Special Forces Group (Airborne), 1st Special Forces, came under intense fire from an estimated reinforced Viet Cong regiment employing machineguns, heavy weapons and small arms, Shields continued to resupply his fellow Americans who needed ammunition and to return the enemy fire for a period of approximately three hours, at which time the Viet Cong launched a massive attack at close range with flame-throwers, hand grenades and small-arms fire. Wounded a second time during this attack, Shields nevertheless assisted in carrying a more critically wounded man to safety, and then resumed firing at the enemy for four more hours. When the commander asked for a volunteer to accompany him in an attempt to knock out an enemy machinegun emplacement which was endangering the lives of all personnel in the compound because of the accuracy of its fire, Shields unhesitatingly volunteered for this extremely hazardous mission. Proceeding toward their objective with a 3.5-inch rocket launcher, they succeeded in destroying the enemy machinegun emplacement, thus undoubtedly saving the lives of many of their fellow servicemen in the compound. Shields was mortally wounded by hostile fire while returning to his defensive position.

His heroic initiative and great personal valor in the face of intense enemy fire sustain and enhance the finest traditions of the US Naval Service.

19

Rear Admiral Bret J. Muilenburg Commander, Naval Facilities Engineering Command Chief of Civil Engineers

REAR ADMIRAL BRET MUILENBURG is a 1984 graduate of United States Naval Academy Annapolis, Maryland, where he received a Bachelor of Science in Mechanical Engineering. He holds a Master of Science in Engineering Management from George Washington University, Washington, D.C., and a Master of Science in Environmental Engineering and Science from Stanford University, Palo Alto, California. In addition, Muilenburg completed the Executive Education Advanced Management Program at Duke University’s Fuqua School of Business.

Muilenburg’s operational tours of duty include assignments with Naval Mobile Construction Battalions 62, 133 and 7; the 30th Naval Construction Regiment and Task Force Forager, theater engineers for International Security Assistance Force Joint Command, Afghanistan. He made numerous peacetime and contingency deployments, including Bosnia-Herzegovina, Iraq/ Kuwait and Afghanistan.

Other assignments include assistant resident officer in charge of construction, Naval Submarine Base Kings Bay, Georgia; shops engineer, US Naval Academy, Annapolis, Maryland; Environmental and Planning officer, Naval Air Station Sigonella, Italy; production officer, Public Works Center Jacksonville, Florida; staff member, Civil Engineering Readiness Division of the Office of the Deputy Chief of Naval Operations (Fleet Readiness and Logistics); staff member, Office of the Assistant Secretary of the Navy for Installations and Environment; Civil Engineer Corps Head Detailer

and Community Manager; commanding officer, Naval Facilities Engineering Command (NAVFAC) Hawaii and regional engineer, Navy Region Hawaii. Prior to reporting to assuming command of NAVFAC, he was the commander of Naval Facilities Engineering Command Pacific and the Pacific Fleet Civil Engineer. Muilenburg assumed duties as commander, Naval Facilities Engineering Command and Chief of Civil Engineers 4 November 2015.

Muilenburg is a registered professional engineer in the State of Virginia, a member of the Defense Acquisition Corps, and qualified as a Seabee Combat Warfare officer.

21

Professional Media Group, LLC 1201 South Highland Avenue, Suite 7 Clearwater, FL 33756 Tel: 727-584-5511 Fax: 727-441-8888 info@pmgfirst.com President Robert Keliher Chief Operating Officer Kelly Morrison Associate Editor/Executive Assistant Jocelyn Beach Creative Director Stacy Kovatch Sales Development Manager Chris Dize Account Administrator Laurie McCormick Senior Account Executives Joe Dawson Mark Morales Paul Hayes Don McGovern Chris McCormick David Powers Charles Kaye Photographs The National Gallery of Art, The National Archives, Naval History & Heritage Command, The Congressional Medal of Honor Society, US Navy, Department of Defense and the Library of Congress

Copyright 2017/2018 Copies are available at $9.95 + $6.95 shipping and handling by calling 727.548.5511. Copyright 2017/2018. Reproduction in whole or part is prohibited. The opinions expressed within this publication do not necessarily represent the view of the Publisher. Professional Media Group, LLC assumes no responsibility for the advertisements or any representations made therein. Professional Media Group, LLC is unable to accept and hereby expressly disclaim, any liability for the consequences of inaccuracies or omissions in such information, whether occurring during the publication of such information for publication nor otherwise.

Disclaimer: Navy: 75th Anniversary of the Seabees is published by Professional Media Group, LLC with its registered offices located in Clearwater, Florida. Copyright 2017/2018. Neither the Office of the US President, the Department of Defense or the US Military, or any other government or military bodies have approved, endorsed or authorized this product or promotion, serve or activity.

3

INSIDE 8................................. Donald Trump, Commander in Chief 9......................................................Admiral John Richardson, Chief of Naval Operations 10.......................Built on History Constructing the Future 21..................Rear Admiral Bret Muilenburg, Commander, Naval Facilities Engineering Command and Chief of Engineers 22.............Naval Facilities Engineering Command (NAVFAC) 27.................... Vice Admiral Thomas Moore, Commander, Naval Sea Systems Command 28....................... Naval Sea Systems Command (NAVSEA) 33......................Vice Admiral Paul Grosklags, Commander, Naval Air Systems Command

Pg. 10

Pg. 28 4

Seabees

We salute your Can Do! attitude.

Thanks for paving the way to victory for 75 years.

Members from the Naval Mobile Construction Battalion ONE construct a medical facility in the Arta Region, Djibouti as part of the Combined Joint Task Force - Horn of Africa. (Photo by U.S. Air National Guard Tech. Sgt. Andria Allmond)

INSIDE

Pg. 50 34.........................Naval Air Systems Command (NAVAIR) 40..................... Rear Admiral Tim Szymanski, Commander, Naval Special Warfare Command 41....................... Naval Special Warfare Command (NSW) 46

Naval Network Warfare Command (NETWARCOM)

50...........................................The Seabees Are Here to Stay 60.........................................................Exercise Bold Alligator 62.........................Seabees Answer the Call in Puerto Rico, Virgin Islands and Key West

Pg. 41 Pg. 62

7

Donald J. Trump Commander in Chief DONALD J. TRUMP is the very definition of the American success story. Throughout his life he has continually set the standards of business and entrepreneurial excellence, especially with his interests in real estate, sports, and entertainment. Likewise, his entry into politics and public service resulted in the Presidential victory in, miraculously, his first ever run for office.

After graduating from the Wharton School of Finance, Mr. Trump followed in his father’s footsteps as a real estate developer, and he entered the world of real estate development in New York. The Trump signature soon became synonymous with the most prestigious of addresses in Manhattan and subsequently throughout the world. An accomplished author, Mr. Trump has authored over fourteen bestsellers and his first book, The Art of the Deal, in addition to being the No. 1 book of the year, is considered a business classic.

Mr. Trump announced his candidacy on 16 June 2015, and after seventeen Republican contenders suspended their campaigns, he accepted the Republican nomination for President of the United States in July of 2016.

Mr. Trump won the election on 8 November 2016 in the largest electoral college landslide for a Republican in 28 years. He won over 2,600 counties nationwide, the most since President Reagan in 1984. Additionally, he won over sixty-two million votes in the popular vote, the highest all-time for a Republican nominee.

He also won 306 electoral votes, the most for a Republican since George H.W. Bush in 1988. Millions of Americans rallied behind his message of rebuilding our country and disrupting the status quo – this was a truly national victory and a historic movement.

8

Donald J. Trump campaigned in places he knew Republicans have had difficulty winning – Flint, Michigan, charter schools in inner-city Cleveland, and Hispanic churches in Florida – because he wanted to bring his message of economic empowerment to all Americans.

Millions of new Republicans trusted Mr. Trump with their vote because of his focus on delivering prosperity through better trade deals, and as a result there were healthy margins of victory in newly red areas. It is clear that President Trump’s win is one that brought Americans of all backgrounds together, and he is ready to deliver results for the nation on day one and every day of his tenure.

President Trump has been married to his wife, Melania, for twelve years and they are parents to their son, Barron. Additionally, Mr. Trump has four adult children, Don Jr., Ivanka, Eric and Tiffany, and eight grandchildren.

AdmIRAL John Rfiichardson OffiF I ce Term: 9/18/2015 - Present Richardson also served as commodore of Submarine Development Squadron (DEVRON) 12; commander, Submarine Group 8; commander, Submarine Allied Naval Forces South; deputy commander, U.S. 6th Fleet; chief of staff, U.S. Naval Forces Europe and U.S. Naval Forces Africa; commander, Naval Submarine Forces, and director of Naval Reactors.

His staff assignments include duty in the attack submarine division on the Chief of Naval Operations staff; naval aide to the President; prospective commanding officer instructor for Commander, Submarine Forces, U.S. Pacific Fleet; assistant deputy director for Regional Operations on the Joint Staff; and director of Strategy and Policy at U.S. Joint Forces Command.

ADMIRAL JOHN RICHARDSON graduated from the U.S. Naval Academy in 1982 with a Bachelor of Science in Physics. He holds master’s degrees in electrical engineering from the Massachusetts Institute of Technology and Woods Hole Oceanographic Institution, and National Security Strategy from the National War College.

At sea, Richardson served on USS Parche (SSN 683), USS George C. Marshall (SSBN 654) and USS Salt Lake City (SSN 716). He commanded USS Honolulu (SSN 718) in Pearl Harbor, Hawaii.

Richardson served on teams that have been awarded the Presidential Unit Citation, the Joint Meritorious Unit Award, the Navy Unit Commendation, and the Navy “E” Ribbon. He was awarded the Vice Admiral Stockdale Award for his time in command of USS Honolulu.

Richardson began serving as the 31st Chief of Naval Operations 18 September 2015.

9

BUILT ON Constructing the Future©

BY ARTHUR G. SHARP

Planning for War

The crushing 7 December 1941 attack on Pearl Harbor created a significant benefit for all US military forces: the establishment of the first Naval Construction Battalions, which quickly became known as Seabees. Their formation was beneficial to the military’s operations throughout World War II, and set the stage for close US military inter-service alliances with the Seabees that exist today.

Prior to World War II the Navy did not need permanent overseas bases or its own construction units to build them. The wars in which it engaged were of short duration and the deployment of assets such as aircraft and submarines outside the United States was not widespread. That changed after Pearl Harbor, which amended the Navy’s philosophy about establishing foreign bases.

Collection of photos related to the construction, commissioning, and first landings at NAS Cubi Point, Subic Bay, Philippines, 1951-1956. Naval History & Heritage Command.

10

During the 1930s Navy planners realized that a war in the globe’s eastern hemisphere was inevitable and that supporting it would require a broader infrastructure and logistics chain than the US had in place.

Fortunately, they had a friend in the White House in President Franklin D. Roosevelt who, on 1 December 1937, appointed Commander Ben Moreell as Chief of the Bureau of Yards and Docks (BUDOCKS) and Chief of Civil Engineers of the Navy.

Roosevelt had so much faith in Moreell that he promoted him to Rear Admiral, skipping the captain rank. Moreell justified the president’s faith in him.

Within three years Moreell initiated the construction of two large dry docks at Pearl Harbor and naval air bases, communication stations, and fueling stations at numerous locations in the Pacific, such as Wake Island, Johnston Island, Palmyra Island, American Samoa and Midway. The Navy hired civilian construction firms to do the work. Although Moreell’s decision to build the new facilities was prescient, especially at Pearl Harbor and Midway, it inadvertently created a problem that required a unique solution. Enter the Seabees.

Civilian Workers Can be Guerillas The dry docks at Pearl Harbor were instrumental in the battleship repair efforts after the Japanese attack. Their availability hastened the ships’ entry in the war, which proved devastating to the Japanese. The timely completion of the facilities on Midway enabled the Navy to win a major victory over Japanese naval forces in June 1942, which some historians consider the turning point in the war in the Pacific. Sadly, events at Wake Island did not turn out as well, but they played a role in the establishment of the Seabees.

Of the Third Naval Construction Brigade works on a rod near the demilitarized zone Republic of Vietnam, November 1967. National Archives.

The US’s declaration of war on 8 December 1941 put the civilian contractors in the Pacific Theater in peril. According to international law, they could keep building but they could not resist enemy troops if attacked.

If they did they would be considered guerillas and subject to execution.

That happened. On 5 October 1943, the Japanese executed ninety-eight American civilian workers on Wake Island, where they had been kept as prisoners since December 1941.

The workers were captured while building a US military base there, and had been performing forced 11

Moving the earth, at the construction Battalion Training Center, Camp Endicott, Davisville, Rhode Island, in the fall of 1943. National Archives.

California, and left for the Pacific Theater from Davisville, Norfolk, Virginia, Gulfport, Mississippi. They became regiments, brigades, and special battalions that were assigned to Guadalcanal, Tinian, Okinawa, New Caledonia.

The Seabees went wherever construction was necessary to support the Marines and Army. They received a recruiting boost from John Wayne and his co-stars Susan Hayward and Dennis O’Keefe in the fictionalized 1944 movie, “The Fighting Seabees,” which recounted how the Seabees were formed.

labor for the Japanese since. Situations like that led to the formation of the Seabees, warfighters who could hold a shovel in one hand and a rifle in the other and knew how to use both.

Rear Admiral Moreell made it happen – and quickly. A new chapter in US Navy history began.

On 28 December 1941, he requested permission to create the Navy’s own construction battalions to work closely with the US Marines fighting their way across the Pacific. The Bureau of Navigation granted him that authority on 5 January 1942, beginning a symbiotic relationship that the Seabees and Marines have perpetuated. Recruitment began at once for electricians, carpenters, plumbers, equipment operators and almost anyone who had construction or building trade experience. Sailors responded by the thousands.

12

The original plan was to form one Naval Construction Regiment comprising three battalions to be based at Davisville, Rhode Island, which is now the home of the Seabee Museum. Two weeks later, on 17 January 1942, two hundred ninety-six members designated as the First Construction Detachment left Davisville – before the base was established officially – and arrived at Bora Bora exactly one month later.

On 5 March 1942, the battalions received official permission to call themselves “Seabees,” based on the first two letters of Construction Battalion.

A Davisville civilian provided them with their logo, a fighting bee. Moreell added the finishing touch when he established their official motto: Construimus, Batuimus: “We Build, We Fight.”

Battalion after battalion formed, trained at places like Camps Allen and Peary in Virginia and Port Hueneme,

Their operations extended to the European Theater, although eighty percent of them served in the Pacific region. By the time the war ended over 325,000 Navy personnel and nearly 8,000 Civil Engineer Corps officers had served with the Seabees in approximately one hundred fifty battalions. They fought and applied over sixty skilled trades at construction projects of all types at more than four hundred places.

Seabees earned thirty-three Silver Stars and five Navy Crosses, but at a significant cost. A total of two hundred ninety Seabees were killed in action, including two hundred seventy-two enlisted men and eighteen officers. Slightly more than two hundred others were killed in accidents. The Seabees reward after the war ended in 1945 was drastic demobilization.

Korea, Cubi Point, and Moving Mountains The number of active duty Seabees was reduced to 3,300 between 1945

and 1950, when the Korean War began. Major training bases, including Davisville, were closed. The Seabees’ name was changed to Mobile Construction Battalions (MCBs); the few members left were assigned support duty in Cuba and the Pacific region.

Then, on 25 June 1950, North Korea launched a surprise attack on its southern neighbor to unite the divided countries under communism.

The United Nations, spearheaded by the US military, sent troops to aid the South Koreans. The Seabees were back in action.

Between June and September 1950, the fighting did not go well for the United Nations troops. Then, General

MacArthur devised a daring plan to stage an amphibious landing behind North Korean lines at Inchon and cut them off. The Seabees played a vital role in the operation by providing pontoon causeways within hours of the initial assault. Reminiscent of World War II, the Seabees worked closely to support the Marine Corps and the Army with construction projects of various types and help defend what they built. Their specialty in Korea became building and repairing airfields.

When it became apparent that the Korean War was going to continue, the Navy reopened its center at Davisville on 8 August 1951. The Seabees

US Naval Seabee Team 4001 Builder First Class C. Shreffler of Pennsylvania, and Vietnamese workers lay tile walls for the carpenter shop, Binh-Duong Province, Republic of Vietnam National Archives.

in Korea were divided into small detachments and assigned to airfields used primarily by the First Marine Air Wing. They built and maintained the fields, sometimes repairing holes on one side of a runway while pilots landed and took off from the other.

Then, Navy administrators provided another daunting challenge for their MCBs. The Navy needed to build an air base at Cubi Point in the Philippines to complement a pier that would accommodate Navy aircraft carriers. Civilian construction experts said it couldn’t be done. The Navy assigned the task to the Seabees. They did not see a problem. All they needed to do was cut a mountain in half and rearrange the local terrain.

The site was located adjacent to the rugged Zimbales Mountains and treacherous jungles. A succession of MCBs arrived at Cubi Point to undertake the task. MCB-3 arrived on 2 October 1951. MCB-5 followed on 5 November 1951. Over the next five years MCBs 2, 7, 9, 11, and 13 pitched in. The combined units spent an estimated twenty-million man hours blasting coral to fill a section of Subic Bay, filling swampland, moving trees up to 150 feet tall and 6-8 feet in diameter, relocating a native fishing village, and flattening a mountain to build a two-mile long runway as part of a one hundred million dollar project that included the desired pier.

The facility, which opened in July 1956, three years after the Korean War ended, operated until October

14

Navy Seabees brush up on their firing techniques during Exercise Mountain Bee ‘97. The exercise gave the reserve Seabees in-field training on the use of weapons, medical evacuations, communications and logistics and other combat related training. US Navy photo by Photographers Mate 2nd Class Don Peterson.

1992. Once again, Navy prescience proved invaluable to US forces as Cubi Point became an important strategic facility during the upcoming Vietnam and Gulf Wars. More important, the Seabees’ success provided members with critical experience, which they would employ at their next assignment in Antarctica.

The Seabees Take the Cold War Literally As the 1958 International Geophysical Year (IGY) approached, the Seabees drew the assignment to build a scientific base at the South Pole on Antarctica. They began the project on 1 February 1955, when a Mobile Construction Battalion (Special) was created at Davisville. By December about two hundred Seabees were hard at work at the South Pole. It wasn’t the first time Seabees had been there.

Shortly after World War II one hundred sixty-six Seabees participating in OPERATION HIGHJUMP (1946–

1947) accompanied Rear Admiral Richard E. Byrd to Antarctica to set up a research base there. Their job was to build new facilities and an air strip, offload supplies, and depart. Despite the harsh weather conditions, they completed their assignment on schedule.

There was no reason to believe they couldn’t do so again a few years later.

The difference in 1955 was that they and their successors would be staying there on a rotating basis.

The two hundred Seabees spent their winter building a station at the pole and an air operation facility at McMurdo Sound, including a 6,000-foot runway. That part was not easy. At one point a blizzard wiped out their progress. Undeterred, the Seabees rebuilt the air strip in time to accommodate the arrival on 31 October 1957 of a Navy R4D Skytrain, which was the first American aircraft to ever land at the South Pole. Three weeks later more Seabees arrived to build a permanent IGY station, which they completed by December. As is typical

of the Seabees, the more projects they completed successfully and on time, the more assignments they received.

In the ensuing years, they built snow-compacted roads, underground storage facilities, laboratories, living areas, the first nuclear power plant at McMurdo Station and the Cold War-inspired regional Distant Early Warning (DEW) system. They were not subjected to the pressures of war during those years, until hostilities broke out in Vietnam.

From Tundras to Jungles In the mid-1950s and early 1960s the world’s political focus changed from IGYs to political unrest in Southeast Asia. As a result the Seabees were called on to carry out diversified assignments in the newly created Republic of Vietnam, well before the Vietnam War began in earnest. They built a recreation facility for US personnel involved in a 1954-55 movement called OPERATION PASSAGE TO FREEDOM, in which almost 800,000 15

North Vietnamese people moved to South Vietnam, a refugee camp for the emigres, and water and power supply facilities. Their humanitarian efforts earned the members of Amphibious Construction Battalion One the Vietnamese Presidential Unit Citation.

Two years later, a Seabee team was dispatched to the Republic of Vietnam to survey 1,800 miles of existing and proposed roads. They worked seven days a week for two full months in rugged territory to complete the assignment. The results paid off ten years later when US military forces began their extensive operations in Vietnam. The Seabees among them built many of the roads that enhanced transportation efforts throughout the country during the war.

The Seabees were highly visible in Thailand in the 1960s. From 1963 to 1966 small units taught people in rural provinces to build roads and public works facilities. Their public relations focus changed in 1966 when they began working with the Thai Border Patrol Police to develop remote area security. That program lasted for three years. Meanwhile, other small Seabee teams were operating throughout Vietnam.

For the most part, the Seabees’ projects in Vietnam in the early 1960s served a public relations purpose. Between 1960 and 1965, when they usually had two diversified thirteen-member teams at a time operating in Vietnam, their primary mission was to conduct civic action projects in rural areas to counter the Viet Cong’s po-

16

litical influence. (Each team comprised a junior officer of the Navy Civil Engineer Corps (officer in charge), three equipment operators, one utilities man, two construction mechanics, two builders, one steelworker, one construction electrician, one engineering aide, and one hospital corpsman.)

They also erected US Army Special Forces camps and worked on military engineering projects as their numbers increased.

In May 1965 MCB-10 landed at Chu Lai, Republic of Vietnam as the fighting intensified and the Seabees reverted to their military construction roots.

That landing increased the number of Seabees in Vietnam to 10,000. Eventually their presence increased to 25,000 in twenty-two battalions, two regiments, two maintenance units, and numerous civic action teams. Their numbers dwindled by 1970. But, as history has shown, numbers are unimportant to the Seabees. They function equally well in wartime or peacetime – sometimes simultaneously.

ever earn the Medal of Honor, and 1970 they concentrated on their specialties: supporting the Marines by building aircraft support facilities, roads, bridges and other infrastructure components and constructing fortified camps, access roads, and air strips for the US Army’s Special Forces and the Vietnamese troops they were training. Those troops needed fortifications that could withstand the frequent enemy ground, artillery, and mortar attacks. The Seabees built them well until their last team left Ham Tan, Binh Tuy Province, on 18 April 1972. There were more adventures ahead.

More Wars, More Peace, More Achievements

While Seabees built and fought in Vietnam, another contingent started their largest ever peacetime construction project. Their mission, which lasted eleven years and cost two hundred million dollars, was to build a Navy base on Diego Garcia, an atoll in the Indian Ocean. Its value became evident when it was used as a staging area during the next war. But Seabees were still fighting the one in Vietnam.

There was a ten-year lull in major projects for the Seabees between 1972 and 1982, as work continued on the Diego Garcia project. Then, on 23 October 1983 terrorists ignited a truck loaded with explosives at the US Marine barracks in Beirut, Lebanon, killing two hundred forty-one Marines and wounding eighty more. A detachment of eighty-two Seabees was deployed in Beirut to strengthen the perimeter positions at the site and construct obstacles and concrete bunkers for the Marines. They did not get another chance to display their rapid deployment capabilities until the Gulf War (1990-91), OPERATION DESERT SHIELD.

Between 1965, the year Construction Mechanic 3rd Class Marvin G. Shields became the first and only Seabee to

Active duty Seabees and reservists arrived in the Middle East only eleven days after Iraq invaded Kuwait. Their

original mission was to provide construction support for the First Marine Expeditionary Force. As their numbers grew they built advanced bases and air fields for Marine aircraft, provided petroleum and water facilities, and accompanied the Marines into Kuwait and Saudi Arabia to install facilities at the four airfields where the Marine Air Combat Element was located.

Per custom, the Seabees provided valuable services to the Marines, including the largest wartime multi-battalion Seabee project since the Vietnam War. They built a headquarters complex for the First Marine Expeditionary Force and a 15,000-man camp for the Second Marine Expeditionary Force, which became known as “Wally World.” But, on 28 February 1991, Iraq accepted a cease fire and all construction ceased. So did the Seabee’s largest military action since the end of the Vietnam War. Their operations became more humanitarian in nature.

In April 1991, a detachment deployed to northern Iraq to provide support for Kurds being harassed by the Iraqi government. Their project, OPERATION PROVIDE COMFORT, included latrine construction, electrical and water-well support, road grading, forklift support, berm construction, and wash-rack construction.

Two months later, the volcanic Mount Pinatubo in the Philippines inundated the Subic Bay US Naval Complex and Clarke Air Force Base with its ash and sand, which was saturated by the ensuing Typhoon “Diding’s” torren-

18

US Navy Seabees construct a Mabey-Johnson bridge apparatus. NMCB-133 is deployed in the area to build a bridge to replace one that was destroyed during OPERATION IRAQI FREEDOM, while providing construction support to adjacent units and assisting in humanitarian efforts to rebuild the country of Iraq. US Navy photo by Photographers Mate 2nd Class Jacob A. Johnson.

tial rains. Naval Mobile Construction Battalion 3 and Construction Battalion Maintenance Unit 302 responded to the disaster and initiated OPERATION FIERY VIGIL. They provided temporary shelter for the homeless people on the base and temporary power and emergency water supplies.

They cleared roadways and aircraft

runways. Working with public works personnel, they had the sites back to normal in short order.

Similar efforts followed at home and overseas locales. Several battalions responded to Somalia in 1992 to support US Marine Corps and Army units rebuild that war-torn country.

Over eight hundred Seabees provided disaster relief after Hurricane “Andrew” devastated Dade County, Florida, on 24 August 1992. They conducted operations of various types in Honduras, Croatia, Japan, Cuba…the list goes on.

Seabees supported OPERATION ENDURING FREEDOM in Afghanistan for thirteen years. The last battalion to be deployed there, NMCB 25, cased its colors on 1 November 2016. That may have been the last Seabee unit in Afghanistan, but their services will always be needed elsewhere.

The Future is Still Building The Seabees have retrenched in recent years. There are six battalions, two Amphibious Construction Battalions, and two Underwater Construction Teams on active duty today, which composes one-third of the units available to the Navy. Reservists or active, Seabees are always ready to respond to whatever military or humanitarian situations require their professional and diverse experiences. (Active and reserve Seabee units were integrated into two Naval Construction Brigades under the operational control of the Commanders in Chief of the Atlantic and Pacific Fleets respectively in July 1992.)

As the Seabees theme revised to celebrate their 75th anniversary in 2017 proclaims, “Built on history: constructing the future.” They have been doing that for three-quarters of a century – and they remain on call to continue their mission as long as they are needed.

In 1966 MARVIN G. SHIELDS, Construction Mechanic Third Class, U.S. Navy, Seabee Team 1104, received the Medal of Honor. He served in Dong Xoai, Republic of Vietnam on 10 June 1965. He entered service at Seattle, Washington. He was born 30 December 1939 in Port Townsend, Washington.

For conspicuous gallantry and intrepidity at the risk of his life above and beyond the call of duty.

Although wounded when the compound of Detachment A342, 5th Special Forces Group (Airborne), 1st Special Forces, came under intense fire from an estimated reinforced Viet Cong regiment employing machineguns, heavy weapons and small arms, Shields continued to resupply his fellow Americans who needed ammunition and to return the enemy fire for a period of approximately three hours, at which time the Viet Cong launched a massive attack at close range with flame-throwers, hand grenades and small-arms fire. Wounded a second time during this attack, Shields nevertheless assisted in carrying a more critically wounded man to safety, and then resumed firing at the enemy for four more hours. When the commander asked for a volunteer to accompany him in an attempt to knock out an enemy machinegun emplacement which was endangering the lives of all personnel in the compound because of the accuracy of its fire, Shields unhesitatingly volunteered for this extremely hazardous mission. Proceeding toward their objective with a 3.5-inch rocket launcher, they succeeded in destroying the enemy machinegun emplacement, thus undoubtedly saving the lives of many of their fellow servicemen in the compound. Shields was mortally wounded by hostile fire while returning to his defensive position.

His heroic initiative and great personal valor in the face of intense enemy fire sustain and enhance the finest traditions of the US Naval Service.

19

Rear Admiral Bret J. Muilenburg Commander, Naval Facilities Engineering Command Chief of Civil Engineers

REAR ADMIRAL BRET MUILENBURG is a 1984 graduate of United States Naval Academy Annapolis, Maryland, where he received a Bachelor of Science in Mechanical Engineering. He holds a Master of Science in Engineering Management from George Washington University, Washington, D.C., and a Master of Science in Environmental Engineering and Science from Stanford University, Palo Alto, California. In addition, Muilenburg completed the Executive Education Advanced Management Program at Duke University’s Fuqua School of Business.

Muilenburg’s operational tours of duty include assignments with Naval Mobile Construction Battalions 62, 133 and 7; the 30th Naval Construction Regiment and Task Force Forager, theater engineers for International Security Assistance Force Joint Command, Afghanistan. He made numerous peacetime and contingency deployments, including Bosnia-Herzegovina, Iraq/Kuwait and Afghanistan.

Other assignments include assistant resident officer in charge of construction, Naval Submarine Base Kings Bay, Georgia; shops engineer, U.S. Naval Academy, Annapolis, Maryland; Environmental and Planning officer, Naval Air Station Sigonella, Italy; production officer, Public Works Center Jacksonville, Florida; staff member, Civil Engineering Readiness Division of the Office of the Deputy Chief of Naval Operations (Fleet Readiness and Logistics); staff member, Office of the Assistant Secretary of the Navy for Installations and Environment; Civil Engineer Corps Head Detailer

and Community Manager; commanding officer, Naval Facilities Engineering Command (NAVFAC) Hawaii and regional engineer, Navy Region Hawaii. Prior to reporting to assuming command of NAVFAC, he was the commander of Naval Facilities Engineering Command Pacific and the Pacific Fleet Civil Engineer.

Muilenburg assumed duties as commander, Naval Facilities Engineering Command and Chief of Civil Engineers 4 November 2015.

Muilenburg is a registered professional engineer in the State of Virginia, a member of the Defense Acquisition Corps, and qualified as a Seabee Combat Warfare officer.

21

NAVAL FACILITIES ENGINEERING COMMAND (NAVFAC)

Our Mission: NAVFAC is the Naval Shore and Expeditionary Systems Command that: Plans, builds, and maintains sustainable facilities.

Delivers environmental, utilities and other base services.

Acquires and manages expeditionary combat force systems and equipment.

Our Vision: We are the facilities technical and business experts with the total trust and confidence of the Navy and Marine Corps.

Rear Admiral Bret Muilenburg, Civil Engineer Corps, United States Navy, and Chief of Civil Engineers, leads NAVFAC’s Civil Engineer Corps

22

officers, civilians and contractors who serve as engineers, architects, contract specialists and professionals. NAVFAC delivers best value facilities engineering and acquisition for the Navy and Marine Corps, Unified Commanders, and Department of Defense agencies through our five business lines:

• •

CAPITAL IMPROVEMENTS

The Chief Engineer is the final technical authority for the Navy, and provides the highest level of interdisciplinary engineering consultation, guidance, expertise, and continuity in the Command. The Chief Engineer provides the Naval Facilities Engineering Command (NAVFAC) and its customers leadership, expertise, management, and specialized services for the following: • D evelopment and implementation of engineering concepts, practices,

• •

programs and advanced technologies for improvement of design, construction, and facilities management activities.

Associated strategic liaison necessary for the accomplishment of the above.

D evelopment of policy and guidance. These policies are in keeping with laws, regulations, and higher-level policy requiring responsible engineering practices that ensures that facilities designs meet appropriate standards of health, safety and engineering criteria.

P rovides advise and technical assistance to all of NAVFAC. P rofessional engineering community management.

The Capital Improvements Business Line (CIBL) strives to deliver better, faster, and more cost-effective facilities to our clients. This business line encompasses execution of Project

Managers of Naval Facilities Engineering Command Southeast (NAVFAC SE) participate in the groundbreaking ceremony for the state-of-the art facility that will provide space for five P-3C “Orion” squadrons and one C-130 “Hercules” logistics squadron. US Navy photo by Mass Communication Specialist 1st Class Toiete Jackson.

Development, A&E Design, In-House Design, Construction, as well as Medical Facilities and Waterfront and Ocean Facilities.

CIBL provides efficient, effective and creative acquisition strategies with the best business practices and processes to meet our client needs.

Accurate forecasting of our workload and resource requirements are critical to our success.

ENVIRONMENTAL

NAVFAC’s Environmental Program provides high quality, timely, cost effective and efficient environmental support to the Navy, the Marine Corps, and other clients. Environmental management is the means of conserving, protecting and restoring the environment and natural and cultural resources for future generations. We offer sound environmental management and technical support necessary for Navy and Marine Corps compliance with federal, state, local and host nation regulations. We strive to continually improve our relationship with our clients, regulators and other stakeholders through focus on common operational goals, sharing of information regarding our products and services and availability of a highly skilled environmental workforce.

Good environmental management can enhance the ability to accomplish assigned missions as well as improve community and public relations. Our staff of engineers, scientists, environmental professionals, technicians and management professionals is organized to be responsive and to provide quality and innovative products and services.

EXPEDITIONARY

NEPO focuses on next generation capability, serves as the primary representative for cross-SYSCOM and joint initiatives, and provides oversight of current year execution. NEPO consists of a Product Group staff with six program managers, a TOA Requirements staff, an Enterprise Operations staff, and a functionally-aligned staff who operate under the leadership of a Civil Engineer Corps Captain.

The major functions of NAVFAC Expeditionary are to develop and maintain the warfighter materiel allowance lists known as Tables of Allowances (TOA); conduct initial outfitting and life-cycle management of the systems, equipment and material authorized in the TOAs; and to support the operations of the Navy Expeditionary Combat Enterprise (NECE).

The expeditionary component of EXWC, which is headquartered in Port Hueneme, CA, and has an expeditionary detachment in Gulfport, MS, focuses on procurement, fielding and sustainment of existing TOA equipment and material. EXWC also directly supports NEPO and other Commands with research, development, test and evaluation of future capabilities, as well as specialized engineering and logistics support.

The expeditionary component of EXWC consists of an Operations staff that is directly aligned to the NEPO programs managers, and an Expeditionary Department aligned to NEPO’s functionally-aligned program staff.

NAVFAC has been supporting the expeditionary warfighter since the establishment of the Seabees in World War II. This support continues today for a much broader community, which includes the Navy Expeditionary Combat Command, Naval Beach Groups ONE and TWO, Naval Special Warfare, Navy Expeditionary Medical Support and similar expeditionary forces ashore.

NAVFAC’s expeditionary products and services are delivered to the warfighter by the NAVFAC Expeditionary Programs Office (NEPO) located in Washington, DC, the NAVFAC Engineering and Expeditionary Warfare Center (EXWC) located in Port Hueneme, CA, and with the support of various providers worldwide within government and industry.

NEPO, as part of NAVFAC headquarters, provides the supported commanders with a single coordination point for NAVFAC expeditionary products and services. NEPO independently executes the responsibilities for Tables of Allowance (TOA) management and enterprise operations. In its expeditionary systems command (SYSCOM) role,

PUBLIC WORKS

The Public Works Business Line has four Product Lines: Facility Management and Sustainment (FM&S), Utilities and Energy Management (UEM), Base Support Vehicles and Equipment (BSVE), Facility Support Contracts Management and Facility Services (FMFS). The Public Works Business Line’s annual volume of business is 4.5 billion dollars, and the 10,000 civilian and military workers as well as the supporting g

23

service and maintenance contractors provide products and services at each Installation within the Navy global enterprise.

and easy to use, resulting in efficient and effective management of the entire shore infrastructure.

The Public Works Business Line, through installation Public Works Departments, supports installation infrastructure with the utmost diligence because the material condition, operations and safety of the Navy’s installations are essential to meeting the mission requirements of afloat and ashore operating forces and other activities, and in being prepared during all circumstances.

NAVFAC has thirteen component commands, nine of which are Facilities Engineering Commands that report to two NAVFAC Commands, NAVFAC Atlantic in Norfolk,Virginia, and NAVFAC Pacific in Pearl Harbor, Hawaii.

ASSET MANAGEMENT

The Asset Management Business Line provides key planning, project development, real estate, and regional engineer support to the Navy, Marine Corps, and other clients.

This business line manages the full real estate function for the US Navy and Marine Corps, including acquisitions, disposals, easements and leases. Asset Management directly supports the Navy’s footprint reduction goal through planning and real estate initiatives, including innovative programs such as Enhanced Use Leasing and PublicPrivate Ventures.

Asset Management also oversees global and regional shore strategic planning, guiding the future of the shore establishment. Through Encroachment Action Plans and Encroachment Partnering, Asset Management ensures continued mission-critical operations through prevention and mitigation of encroachment activities. By operating the Navy’s real property inventory system, Asset Management professionals ensure that data used for shore management-related decisions is comprehensive, accurate

24

NAVFAC COMPONENT COMMANDS

NAVFAC Atlantic

• • • • • •

NAVFAC EURAFSWA NAVFAC Mid-Atlantic NAVFAC Northwest NAVFAC Southeast NAVFAC Southwest NAVFAC Washington

NAVFAC Pacific

• NAVFAC Far East • NAVFAC Hawaii • NAVFAC Marianas SPECIALTY CENTERS

NAVFAC also has two centers that perform specialized missions. The Naval

Facilities Engineering and Expeditionary Warfare Center, in Port Hueneme, California, supports combatant capabilities and sustainable facilities through specialized engineering, technology development, and lifecycle logistics services. The Navy Crane Center, based at Norfolk Naval Shipyard, Portsmouth, Virginia, leads the Navy shore-based weight handling program by establishing policy and providing engineering, acquisition, technical support, training and evaluation services to all Navy shore activities worldwide.

In addition, NAVFAC provides program management for all aspects of the Naval Construction Force, the Seabees, and equipment/materiel management for the Naval Beach Group and other Naval Special Operating Units.

The Naval Facilities Engineering and Expeditionary Warfare Center (NAVFAC EXWC) The Naval Facilities Engineering and Expeditionary Warfare Center (NAVFAC

Below: Members of Naval Facilities Engineering Command (NAVFAC) Mid-Atlantic, load crates of ammunition aboard the guided-missile destroyer USS Winston S. Churchill (DDG 81). Winston S. Churchill is preparing to deploy to the US Navy 5th and 6th Fleet area of responsibility. US Navy photo by Mass Communication Specialist 2nd Class Aaron Chase.

Naval Facilities Engineering Command (NAVFAC) Southeast, an Engineering locates buildings that need to be inspected. The Department of Defense is supporting FEMA in helping those affected by Hurricane Irma to minimize suffering and is one component of the overall whole-of-government response effort. US Navy photo by Mass Communication Specialist 3rd Class Kelsey L. Adams.

EXWC) is a command of more than 1,300 dedicated men and women who provide specialized facilities engineering, technology solutions, and life-cycle management of expeditionary equipment to the Navy, Marine Corps, federal agencies, and other Department of Defense supported commands. NAVFAC’s Warfare Center was established in September 2012 and represents the consolidation of the NAVFAC Engineering Service Center, the NAVFAC Expeditionary Logistics Center, the Specialty Center Acquisitions NAVFAC, and the NAVFAC Information Technology Center.

MISSION

NAVFAC EXWC supports combatant capabilities and sustainable facilities through specialized engineering, technology development, and lifecycle logistics services.

VISION

We are your trusted partner for premier engineering and logistics support.

The Navy Crane Center Mission Statement

We lead the Navy’s shore activity weight handling program by establishing

policy and providing engineering, acquisition, technical support, training and oversight for compliance to maintain readiness.

Our goal is to achieve safe and reliable weight handling programs throughout the Navy.

Vision Statement

We are the organization of choice for weight handling program solutions.

We are leaders who offer and deliver timely and effective weight handling program solutions.

25

Vice Admiral Thomas J. Moore Commander Naval Sea Systems Command

A second-generation naval officer,VICE ADMIRAL THOMAS MOORE graduated from the United States Naval Academy in 1981 with a Bachelor of Science in Math/Operations Analysis. He also holds a degree in information systems management from George Washington University and a Master of Science and an engineer’s degree in Nuclear Engineering from the Massachusetts Institute of Technology.

As a surface nuclear trained officer for 13 years, he served in various operational and engineering billets aboard USS South Carolina (CGN 37) as machinery division officer, reactor training assistant and electrical officer; USS Virginia (CGN 38) as main propulsion assistant; USS Conyngham (DDG 17) as weapons officer; and USS Enterprise (CVN 65) as the number one plant station officer responsible for the de-fueling, refueling and testing of the ship’s two lead reactor plants during her 1991-1994 refueling complex overhaul (RCOH). Additionally, ashore he served two years as a company officer at the United States Naval Academy.

In 1994, he was selected for lateral transfer to the engineering duty officer community where he served in various staff engineering, maintenance, technical and program management positions including, carrier overhaul project officer at the Supervisor of Shipbuilding, Newport News,Virginia, where he led the overhaul of the USS Enterprise (CVN 65), USS Theodore Roosevelt (CVN 71) and the first year of the USS Nimitz (CVN 68) RCOH; assistant program manager for In-Service Aircraft Carriers (PMS 312) in the office of the Program Executive Officer, Aircraft Carriers, Aircraft Carrier Hull, Mechanical and Electrical (HM&E) requirements officer on the staff of the chief of Naval Operations Air Warfare Division (OPNAV N78); and, five years in command as the major program manager for In-Service Aircraft Carriers (PMS 312) where he was responsible for the new construction of the George H.W. Bush (CVN 77), the RCOH of the USS Dwight D. Eisenhower (CVN 69) and the USS Carl Vinson (CVN 70) and the life cycle management of all In-Service Aircraft Carriers.

In April 2008, he reported to the staff of the chief of Naval Operations as the deputy director, Fleet Readiness, Office of the Chief of Naval Operations (OPNAV) N43B. From

May 2010 to July 2011, he served as the director, Fleet Readiness, OPNAV N43.

Moore commanded the Program Executive Office for Aircraft Carriers from 11 August 2011 to 1 June 2016.

Over this five-year period, he led the largest ship acquisition program in the US Navy portfolio; was responsible for designing, building, testing and delivering Ford-class carriers; led the Navy’s first-ever inactivation of a nuclear-powered aircraft carrier, USS Enterprise (CVN-65); and was the lead in the US-India Joint Working Group Aircraft Carrier Technology Cooperation.

Moore became the 44th commander of Naval Sea Systems Command (NAVSEA) 10 June 2016. As NAVSEA commander, he oversees a global workforce of more than 73,000 military and civilian personnel responsible for the development, delivery and maintenance of the Navy’s ships, submarines and systems.

Moore’s personal awards include the Distinguished Service Medal, Legion of Merit (three awards), Meritorious Service Medal (four awards), and the Navy and Marine Corps Commendation Medal (three awards).

27

NAVAL

The Sea Systems Command (NAVSEA)

Mission We design, build, deliver and maintain ships and systems on time and on cost for the US Navy.

Vision Expand the Vantage. For as long as we’ve been a Nation, our Navy has played a key role in protecting the world’s maritime system. Today, traditional and non-traditional forces threaten our safety both at home and abroad. Our technical and tactical advantage over our adversaries is being challenged as technology advances at a rapid pace. Every campaign requires a clearly stated and shared objective and vision. The overarching objective and vision of the NAVSEA Campaign is to expand the US Navy’s maritime advantage over our adversaries through our people, products, and services.

About NAVSEA The Naval Sea Systems Command is comprised of command staff, headquarters directorates, affiliated Program Executive Offices (PEOs) and numerous field activities. Together, we engineer, build, buy and maintain ships, submarines and combat systems that meet the Fleet’s current and future operational requirements.

28

Naval Sea Systems Command (NAVSEA) is the largest of the Navy’s five system commands. With a fiscal year budget of nearly thirty billion, NAVSEA accounts for nearly one quarter of the Navy’s entire budget.

With a force of 74,000 civilian and military personnel, NAVSEA engineers, builds, buys and maintains the Navy’s ships and submarines and their combat systems.

To accomplish this, NAVSEA manages one hundred fifty acquisition programs and manages foreign military sales cases that include billions of dollars in annual military sales to partner nations.

The origin of NAVSEA dates to 1794, when Commodore John Barry was charged to oversee the construction of a 44-gun frigate and ensure that all business “harmonized and conformed” to the public’s interest.

Today, the NAVSEA organization has thirty-three activities in sixteen states.

NAVSEA strives to be an efficient provider of defense resources for the nation, and it plays an important role in the Navy Enterprise. As a Provider Command, it has the responsibility of

directing resource sponsors into the proper mix of manpower and resources to properly equip the fleet.

NAVSEA has the further responsibility of establishing and enforcing technical authority in combat system design and operation. These technical standards use the organization’s technical expertise to ensure systems are engineered effectively, and that they operate safely and reliably.

The Force Behind the Fleet Our Nation’s greatest asset is its people and their ability to design and develop innovative solutions to meet any challenge. NAVSEA’s dedicated workforce is the key to our Navy being ready to fight and win. We are the Force Behind the Fleet!

The Force Behind the Fleet is comprised of two foundational Lines of Effort: The Design for Talented People and the Design for a High Velocity Learning Environment. Mission success and our full performance potential is dependent on these design efforts.

The Design for Talented People will promote an environment where employees are valued, empowered, and

The future USS Little Rock (LCS 9) underway during a high-speed run in Lake Michigan during Acceptance Trials. Lockheed Martin and Fincantieri Marinette Marine successfully completed acceptance trials on the future USS Little Rock (LCS 9), 25 August.

Photo By: Lockheed Martin.

motivated, while being provided the opportunities to learn, grow, and develop both personally and professionally.

In this environment, we both seek and value diversity in all its forms.

The Design for a High Velocity Learning Environment will provide communication and education on the principles and concepts of High Velocity Learning and will support knowledge sharing, innovation, and collaboration across the NAVSEA Enterprise.

Commander’s Intent In today’s global environment, the US Navy protects America’s interests at home and abroad by maintaining maritime superiority, deterring aggression, and providing humanitarian assistance.The cornerstone of our Navy’s success is its ships and aircraft – and no other organization contributes more to advance our country’s naval presence than NAVSEA. For more than two hundred twenty years, NAVSEA and its predecessor organizations have been responsible for the design, construction, delivery, maintenance, and disposal of our Navy’s ships and ship systems.

The NAVSEA Mission “to design, build, deliver, and maintain ships and systems on time and on cost for the United States Navy” underpins my priorities and aligns directly with the Navy’s Design for Maintaining Maritime Superiority.

Everything we do will align to the Design and its four Lines of Effort that focus on warfighting, learning faster, strengthening our Navy team, and building partnerships.

Why a Campaign?

The strategic mission priorities and foundational lines of effort presented in

this plan are a related series of activities that, when executed in conjunction with one another, will enable us to achieve mission success. These are not independent efforts that can be effectively executed on their own. They are inter-related and require communication, coordination, and leadership to achieve our desired results.

This Campaign is influenced by the operational and fiscal environment that define today’s world.

While we expect these external forces to be relatively consistent over the next several years, we must be ready to respond to unexpected changes. Our strength as a Navy and as a Nation is our ability to react to uncertainty with a sense of urgency, a confident

and positive attitude, and pride in the products and services we provide to our Navy.

What we do is not easy, but I have the utmost confidence in the NAVSEA workforce to answer this Campaign Call to tackle our challenges head-on and expand our Navy’s maritime advantage over our adversaries. I am proud to serve as your Commander and it is my privilege to be part of your effort in g

Cryptologic Technician monitors the electromagnetic spectrum of air and surface contacts in the combat information center aboard the guided-missile destroyer USS Ramage (DDG 61). Photo By: US Navy Photo.

29

Electronics Technician prepares to work on an SPS-49 radar antenna aboard Nimitz-class aircraft carrier USS Abraham Lincoln (CVN 72). Lincoln is deployed to the US Navy 5th Fleet area of responsibility to support Maritime Security Operations (MSO). US Navy Photo by MC3 Johndion Magsipoc.

meeting these challenges. Thank you for what you do each and every day in support of this great Navy and great Nation.

Share what you know and Win Them All! Expand the Advantage For as long as we’ve been a Nation, our Navy has played a key role in protecting the world’s maritime system. Today, traditional and non-traditional forces threaten our safety both at home and abroad.

Our technical and tactical advantage over our adversaries is being challenged as technology advances at a rapid pace.

Every campaign requires a clearly stated and shared objective and vision. The overarching objective and vision of the NAVSEA Campaign is to expand the US Navy’s maritime advantage over our adversaries through our people, products, and services.

Priority Number One: On-Time Delivery of Ships and Submarines ensuring maritime superiority requires a ready and capable fleet of ships, submarines, and associated combat systems. Our Combatant Commanders rely on us to provide the naval assets they need, when they are needed.

30

Our ability to deliver ships out of public and private yard maintenance availabilities on time, without cutting corners and with the requisite quality is critical to meet this demand. The Fleet relies on NAVSEA to get this right. Getting back to on-time delivery of ships out of maintenance availabilities will require a multi-faceted “all of the above” approach to include the following broad areas: • P eople: Focus on talent management and develop and mentor leaders at all levels. Identify and reward outstanding individual and collective performance. I will personally lead this effort.

• Resources: Ensure workload, capacities, and funding are in balance. Identify misalignment as soon as possible; tough resource problems only get tougher with time.

• P lanning: Get requirements right.

Improve duration forecasts including growth and emergent work. Upgrade governance and process discipline.

• Execution: Deliver first-time quality.

Improve change management and reduce execution year workload churn.

• C ontracting: Establish an executable, stable workload, well defined requirements, and incentivize contractor performance. Develop more effective contracting strategies and streamline the contract award process.

• Material: Improve material forecasting and availability.

• I nfrastructure/Information Technology (IT): Optimize infrastructure investments, and replace, consolidate, and/or implement more effective IT tools and solutions.

• Requirements: Eliminate/streamline specifications and requirements that add unnecessary time and cost.

• T echnical Excellence: Exercise sound engineering and risk management practices.

Priority Number Two: Culture of Affordability The American people expect us to invest their money wisely to protect them in a dynamically evolving security environment. We’ve got to get the most from our budget by reducing the cost of our products and processes within all areas of our complex business and throughout the lifecycle. We need to do things better and differently, focusing on cost judiciousness, challenging requirements and the status quo, meeting audit requirements, and making every dollar count. No opportunity to reduce cost is too small to merit our attention.

This is a key enabler for maintaining the ships we have and ensuring we have the funds necessary to build the next generation of naval vessels.

Our affordability focus will assess costs in these areas across our business: Cost of Products: Look for ways to build, maintain, and acquire ships and ship systems more affordably. Ensure we understand lifecycle cost implications for technical specifications and contract requirements we impose. Pursue common solutions where they make sense, balancing acquisition and in-service cost to minimize Total

Ownership Cost and reduce variation and proliferation of non-standard parts, material, and equipment.

Cost of Processes: Assess our NAVSEA governance and internal processes, eliminating, updating and streamlining where possible. Scrutinize external processes levied upon us and assess and articulate where the value-to-cost ratio is out of balance.

Cost of Our Day-to-Day Business: Apply a culture of cost consciousness in everything we do, particularly in areas of discretionary spending, administrative requirements, travel, and other needs.

Priority Number Three: Cybersecurity The US and our international partners are increasingly dependent on data and information systems within Cyberspace to communicate and deliver essential services. As our adversaries develop and adopt unprecedented techniques and means to deny, disrupt, disable, or cause physical damage to our forces and infrastructure, Cybersecurity remains the challenge of our day, and a warfighting imperative for the US Navy. NAVSEA plays a key role in the planning and execution of this mission. We are charged with protecting afloat and shore based systems (i.e. machinery control, combat system control and shore based information technology) from both insider and external cyber threats.

To protect our control and IT systems, we must: Increase our collective level of knowledge of cybersecurity threats, processes, procedures and tools that enable us to effectively support the fleet.

Affordably integrate cybersecurity into our current and future products.

Ships assigned to the John C. Stennis Carrier Strike Group and ships assigned to the Republic of Korea Navy, 1st Fleet Maritime Battle Group One, are underway in formation during a Maritime Counter Special Operations Force exercise. US Navy photo by Mass Communication Specialist 3rd Class Andre T. Richard.

Transition to and effectively execute our assigned responsibilities within the new information security system known as the Risk Management Framework (RMF).

Each and every NAVSEA employee has a responsibility to better understand cybersecurity and the role we play in supporting the fleet and keeping our systems safe. We must establish a culture that embraces cybersecurity awareness and compliance, and applies high velocity learning to ensure we remain ahead of our adversaries.

Energy Initiatives Recognizing that energy independence is critical to the Navy’s mission, NAVSEA is developing several technologies that will reduce the Navy’s energy consumption across the fleet.

In 2009, Secretary of the Navy Ray Mabus announced aggressive energy goals to reduce the Department of Navy’s consumption of energy, decrease its reliance on foreign sources of oil, and significantly increase its use of alternative energy. The purpose of these energy goals is to improve our combat capability and to increase our energy security by addressing a significant military vulnerability: dependence on foreign oil.

One of the Navy’s energy goals is to demonstrate and then deploy a “Great Green Fleet,” which will include ships and aircraft using alternative sources of energy, including nuclear power, and utilizing multiple energy conservation measures as part of their regular, scheduled deployments throughout calendar year 2016.

31

Vice Admiral Paul A. Grosklags Commander Naval Air Systems Command

VICE ADMIRAL PAUL GROSKLAGS is a native of DeKalb, Illinois. He graduated from the US Naval Academy in 1982, is a graduate of the US Naval Test Pilot School Class ‘99, and holds a Master of Science in Aeronautical Engineering from the Naval Postgraduate School.

After being designated a naval aviator in October 1983, he immediately reported to Training Squadron (VT) 3 at North Whiting Field in Milton, Florida, as a T-34C flight instructor.

Grosklags served operational tours with Helicopter Antisubmarine Squadrons (HS) 34 and 42, where he flew the SH-2F and SH-60B, respectively. Grosklags made multiple deployments with the USS John Hancock (DD 981), USS Donald B. Beary (FF 1085), USS Comte de Grasse (DD 974) and USS Leyte Gulf (CG 55). He later served as both executive and commanding officer of Helicopter Training Squadron (HT) 18.

Grosklags’ acquisition tours include engineering test pilot and assignments as MH-60R assistant program manager for systems engineering, H-60 assistant program manager for test and evaluation, MH-60R deputy program manager and ultimately as program manager for Multi-Mission Helicopters (PMA-299), during which time the MH-60R was successfully introduced to the fleet. Grosklags also served as operations officer and subsequently as deputy program executive officer for Air Anti-Submarine Warfare, Assault and Special Mission Programs (PEO(A)).

Grosklags has served flag tours as commander, Fleet Readiness Centers and Naval Air Systems Command (NAVAIR); assistant commander for Logistics and Industrial Operation, NAVAIR, vice commander, PEO(A) and principal military deputy for the Assistant Secretary of the Navy (Research, Development & Acquisition). In October 2015, he assumed responsibilities as Commander, Naval Air Systems Command.

He has more than 5,000 military flight hours in numerous types of rotary and fixed-wing aircraft.

Grosklags is a proud but humble co-owner of the Green Bay Packers and works weekends providing free labor on his wife’s farm.

33

NAVAL AIR SYSTEMS COMMAND (NAVAIR)

Established in 1966 as the successor to the Navy’s Bureau of Naval Weapons, the Naval Air Systems Command (NAVAIR) is headquartered in, Patuxent River Maryland, with military and civilian personnel stationed at eight locations across the continental United States and one site overseas.

NAVAIR’s mission is to provide full life-cycle support of naval aviation aircraft, weapons and systems operated

by Sailors and Marines. This support includes research, design, development and systems engineering; acquisition; test and evaluation; training facilities and equipment; repair and modifica-

Aviation Electrician climbs onto a EA-6B Prowler on the flight deck of the aircraft carrier USS Nimitz (CVN 68). The Nimitz Carrier Strike Group is deployed to the US 7th Fleet area of responsibility conducting maritime security operations and theater security cooperation efforts. US Navy photo by Mass Communication Specialist 3rd Class Devin Wray.

34

tion; and in-service engineering and logistics support.

NAVAIR is organized into eight “competencies” or communities of practice including: program management, contracts, research and engineering, test and evaluation, logistics and industrial

operations, corporate operations, comptroller and counsel. NAVAIR provides support (people, processes, tools, training, mission facilities, and core technologies) to Naval Aviation Program Executive Officers (PEOs) and their assigned program managers, who are responsible for meeting the cost, schedule, and performance requirements of their assigned programs.

NAVAIR’s affiliated PEOs are: • PEO for Tactical Aircraft Programs, PEO(T) • PEO for Air ASW, Assault and Special Mission Programs, PEO(A) • PEO for Unmanned Aviation and Strike Weapons, PEO(U&W), • PEO for Joint Strike Fighter, PEO(JSF), (which alternates service lead with the US Air Force) NAVAIR is the principal provider for the Naval Aviation Enterprise (NAE), while contributing to every Warfare enterprise in the interest of national security. We embrace the privilege of our responsibility to the Sailor and Marine in partnership with industry, all Naval Aviation stakeholders, and our fellow Systems Commands.

Vision Sailors and Marines Armed with Confidence Because we develop, deliver, and sustain aircraft, weapons, and systems – on time, on cost, with proven capability and reliability – so they succeed in every mission and return safely home.

NAVAIR Focus Areas Increase Speed to the Fleet through program of record planning and execution, and rapid response to urgent warfighter needs.

Consistently Deliver Integrated & Interoperable Warfighting Capabilities (platforms, sensors and weapons operating seamlessly in a systems of

systems environment) that produce an immediate and sustainable increase in warfighting effectiveness; and improve Affordability by reducing operating and sustainment costs for fielded systems and implementing life-cycle cost reduction initiatives as part of new systems development.

The Naval Aviation Enterprise The Naval Aviation Enterprise is a partnership of supported and supporting stakeholders that is led by the Navy and Marine Corps. It is a mature construct whose continuing relevance is maintained through its ability to evolve to best support Naval Aviation readiness requirements. Through the NAE, Naval Aviation stakeholders work as one team across the warfighter, resource sponsor and provider domains.

Naval Aviation is an essential element of national strategy, and it must combine the right warfighting capabilities with the necessary readiness to bring those capabilities to bear. The NAE serves as the single framework for facilitating collaboration, transparency, cross-functional engagement, information sharing and process improvements that are necessary to deliver those essential capabilities and readiness.

Every NAE stakeholder is committed to this mission.

Enterprise Guiding Principles An enterprise, and specifically the Naval Aviation Enterprise, is a way of doing business that promotes enhanced coordination and collaboration to achieve effectiveness, emphasizes the efficient use of resources, and provides information to aid in decision-making.

NAE leadership is committed to these principles that act as a guide for everyday decisions: • C oncentrate efforts on producing required readiness while sustaining Fleet

wholeness and improving efficiency.

• E xercise a bias for action.

• Drive systemically cross-functional, cross-command practices.

• Apply disciplined, process-driven, analytic methodologies.

• Understand the Single Fleet Driven Metric: Naval Aviation forces ready for tasking in the numbers required to meet Navy and Marine Corps readiness and warfighting requirements.

• Use consistent, integrated and hierarchical metrics focused on Fleet readiness and sustainment.

• Ensure full and consistent transparency of data, information and activities.

• Establish and maintain accountability for actions and results.

• Commit to active participation.

Research Development Test and Evaluation With multiple locations across the United States, NAVAIR’s Naval Air Warfare Centers (Aircraft and Weapons Divisions) provide the capabilities, facilities (labs and ranges) and specialized expertise necessary for conducting research, development, test and evaluation (RDT&E) of naval aircraft, weapons and associated systems.

Aside from naval aviation programs, NAWC customers include other organizations within the Departments of the Navy, Army, Air Force, other Defense Department and Federal Agencies, and international partners under the Foreign Military Sales (FMS) program.

Combined, NAWCAD and NAWCWD employ between 10,000 and 11,000 and military personnel and execute more than three billion dollars in annual funds. g 35

The Air Combat Element (ACE) of the embarked 26th Marine Expeditionary Unit (MEU) installs electric countermeasure equipment in the tail of an AV-8B Harrier on the flight deck of the amphibious assault ship USS Kearsarge (LHD 3). Kearsarge is the flagship for the Kearsarge Amphibious Ready Group (ARG) and, with the embarked 26 MEU, is deployed in support of maritime security operations and theater security cooperation efforts in the US 5th Fleet area of operations. US Navy photo by Mass Communication Specialist 2nd Class Shamira Purifoy.

36

NAVAIR operates and schedules major open-air test ranges and ground test facilities on the East and West Coasts of the United States, in support of research, development, testing, training, systems evaluation and experimentation. NAVAIR’s simulation and stimulation laboratories develop and create synthetic and virtual battlespace environments. NAVAIR also provides air vehicle and weapons systems modifications; associated test article preparation and instrumentation; real-world threat environments; radar-cross-section measurements; specialized tracks; interconnectivity with simulation and stimulation facilities and major ranges across the country; and support for Live-Virtual-Constructive distributed events.

Assets include the Atlantic Test Ranges and Integrated Battlespace Simulation and Test (IBST) Department, which contains the Air Combat Environment Test and Evaluation Facility (ACETEF), Surface/Aviation Interoperability Lab (SAIL), and Electromagnetic Environmental Effects (E3) facilities (TEMPEST/EMC/NERF/EMP) at Patuxent River, Maryland; the Sea Range and Radar Reflectivity Lab (RRL) at Point Mugu, California.; the Land Ranges, Electronic Combat Range (ECR), Integrated Battle-space Arena (IBAR) and Missile Engagement Simulation Arena (MESA) at China Lake, California.

These premiere test and evaluation complexes provide support to DoD, federal agencies, commercial customers and Foreign Military Sales.

Naval Air Warfare Center Aircraft Division (NAWCAD) With locations at Patuxent River, Maryland, Lakehurst, New Jersey, and Orlando, Florida., NAWCAD conducts

research, development, test, evaluation, engineering and fleet support of Navy and Marine Corps manned and unmanned air systems, engines, avionics, surveillance systems, launch and recovery mechanisms, and air traffic control and communications systems. Related functions include aircraft modeling, simulation and analysis; systems integration of air platform subsystems, propulsion, avionics, and support systems; manufacturing production support; and in-service engineering of aircraft, propulsion, avionics, launch/recovery systems and support equipment.

NAWCAD is the steward of the ranges, test facilities, laboratories and aircraft necessary to support the Fleet’s acquisition requirements and also provides a variety of services to the Department of Defense and other Federal agencies as well as nonFederal customers.

Naval Air Warfare Center Weapons Division (NAWCWD) NAWCWD’s primary locations are China Lake, California, and Point Mugu, California NAWCWD serves as the full-spectrum research, development, test, evaluation, and in-service engineering center for weapons systems associated with air warfare (except antisubmarine warfare systems), missiles and missile subsystems, aircraft weapons integration, and assigned airborne electronic warfare systems.

NAWCWD operates the air, land and sea Naval Western Test Range complex, which includes the land test range at China Lake, California, and the sea test range at Point Mugu, California.

Commander, Fleet Readiness Centers COMFRC Vision COMFRC delivers effective and efficient flight-line readiness through a globally managed, responsive and integrated sustainment system.

Mission To produce quality airframes, engines, components and support equipment, and provide service that meet the Naval Aviation Enterprise’s aircraft ready-for-tasking goals with improved effectiveness and efficiency.

Who We Are We are the men and women of COMFRC – the Navy’s shore-based off-aircraft and depot level aviation maintenance providers. We supply the skills, processes and facilities needed to accomplish the maintenance, repair and overhaul of aviation assets to keep the NAE ready to train, fight and win. Our 16,000 military, civilian and contractor aviation maintenance professionals deliver safe and effective airborne platforms and ground equipment to the Sailors and Marines who defend our national interests around the globe.

Why We Exist Our mission is to produce quality airframes, engines, components and support equipment, and provide services that meet NAE’s goals. COMFRC directly supports the mission of the US Navy – to maintain, train and equip combat-ready Naval forces capable of winning wars, deterring aggression and maintaining freedom of the seas.

In accordance with our values of Honor, Courage and Commitment, we keep our promises to our customers, remain resolute in the face of complex challenges and relentlessly pursue mission accomplishment. g

37

Leadership Rear Adm. Michael Zarkowski – Commander, Fleet Readiness Centers Martin Ahmad – Deputy Commander, Fleet Readiness Centers Command Master Chief (AW/ NAC) Timothy McKinley – Command Master Chief, Fleet Readiness Centers Located Around the Globe The Navy’s eight Fleet Readiness Centers (FRCs), with locations on the US east and west coasts and in Japan, conduct maintenance, repair, and overhaul of US Navy aircraft, engines, components and support equipment.

Each year roughly 6,500 Sailors and Marines, along with more than 9,500 depot artisans at the FRCs overhaul and repair nearly 1,000 aircraft, thousands of engines and several hundred thousand components valued at approximately four billion dollars.

The Eight Fleet Readiness Centers are: • FRC Northwest at Naval Air Station Whidbey Island, Washington • FRC West at Naval Air Station Lemoore, California • FRC Southwest at Naval Air Station North Island, California • FRC Southeast at Naval Air Station Jacksonville, Florida • FRC East at Marine Corps Air Station Cherry Point, North Carolina • FRC Mid-Atlantic at Naval Air Station Oceana,Virginia • FRC WestPac at Naval Air Facility Atsugi, Japan • FRC Aviation Support Equipment at Solomons Island, Maryland Establishment of the FRCs is undoubtedly one of the most significant changes in Naval Aviation maintenance history. The FRCs move maintenance, repair and overhaul capabilities as close to the flight line 38

Aviation Boatswain’s Mate launches an AV-8B Harrier II, attached to 13th Marine Expeditionary Unit (MEU), off the flight deck of amphibious assault ship USS Boxer (LHD 4). Boxer is the flagship for the Boxer Amphibious Ready Group and, with the embarked 13th MEU, is deployed in support of Operation Inherent Resolve, maritime security operations and theater cooperation efforts in the US 5th Fleet area of operations. US Navy photo by Mass Communication Specialist 2nd Class Jose Jaen.

as possible for greater efficiency, agility and speed. They provide more responsive and agile “off-flight line” repair capability by improving standardization and the ability to replicate best practices across Centers.

effective management and application of command resources.

Community Impact FRCs impact more than just the military community; they operate closely with our civilian communities and local commercial businesses.

FRCs also indirectly account for many non-military jobs and industry in the areas where they are located.

FRC East at Marine Corps Air Station Cherry Point is North Carolina’s largest industrial employer east of I-95.

The foundation of COMFRC is its people, whose technical, business and leadership excellence sustain the levels of Current Readiness our Sailors and Marines need today and deliver the future capability they will need tomorrow. In partnership with industry, COMFRC manages this important responsibility using both organic and partnered industrial capabilities that are fine-tuned to meet the diverse challenges of the 21st Century. Process improvement and leadership development are tenants of COMFRC Workforce Strategy to support the

FRC Southwest at NAS North Island, California, is the largest aerospace employer in San Diego County.

The three Depot-level FRCs are especially beneficial to the communities where they are located.

FRC Southeast at Naval Air Station Jacksonville, Florida, is the largest industrial employer in Northeast Florida/Southeast Georgia.

FRCs often work closely with contractors and industry partners to help repair aircraft and components.

They also employ manufacturers when in search of new technologies, parts and methods. These result in close contact between the FRCs and the community outside of the base because of the jobs they create and salaries they provide.

Rear Admiral Tim Szymanski Commander Naval Special Warfare Command

REAR ADMIRAL TIM SZYMANSKI is a native of Wilmington, Delaware. He attended the US Naval Academy Preparatory School and graduated from the United States Naval Academy in 1985. He completed a Master of Joint Campaign Planning and Strategy at Joint Advanced Warfighting School.

Szymanski’s previous Naval Special Warfare and operational assignments include platoon and task unit commander at SEAL Delivery Vehicle Team 2.

He served as troop and squadron commander and as operations officer and deputy commanding officer at Naval Special Warfare Development Group. He commanded Special Boat Unit 26, SEAL Team 2, O6-level Joint Task Force in Afghanistan and Naval Special Warfare Group 2. He served as deputy commanding general sustainment to Special Operations Joint Task Force-Afghanistan/NATO Special Operations Component Command-Afghanistan.

Szymanski served as assistant commanding general to Joint Special Operations Command prior to assuming command of Naval Special Warfare Command.

Szymanski’s previous staff assignments include officer community Manager for NSW and enlisted community manager for SEALs, Navy Divers, EOD Technicians and Special Warfare Combatant-craft Crewmen. He served on the Joint Staff as the J3 deputy directorate for Special Operations as the Global War on Terror branch chief and as chief staff officer of Pakistan-Afghanistan Coordination Cell.

40

Naval Special Warfare Command (NSW))

SEALs and divers swim back to the guided-missile submarine USS Michigan (SSGN 727) during an exercise for certification on SEAL delivery vehicle operations in the southern Pacific Ocean. The exercises educate operators and divers on the techniques and procedures related to the delivery vehicle and its operations. US Navy photo by Mass Communication Specialist 3rd Class Kristopher Kirsop.

Mission “Man, Train, Equip, Deploy and Sustain Naval Special Warfare (NSW) Forces for operations and activities abroad in support of Combatant Commanders and US National Interests.”

Established 16 April 1987, Naval Special Warfare Command is the Navy’s special operations force and the maritime component of United States Special Operations Command. The NSW community is organized around eight SEAL teams, one SEAL Delivery Vehicle (SDV) team, three special boat teams and supporting commands which deploy forces worldwide. The community is comprised of approximately 9,200 total personnel including more than 2,700 active-duty Special Warfare Operators, 700 Special Warfare Boat Operators (SWCC), 700 reserve personnel, 4,000 support personnel and more than 1,100 civilians.

NSW is postured to fight a globallydispersed enemy, whether ashore or afloat, before they can act. NSW forces can operate in small groups and have a continuous presence overseas with their ability to quickly deploy from

Navy ships, submarines and aircraft, overseas bases and forward-based units. The proven ability of NSW forces to operate across the spectrum of conflict and in operations other than war, and provide real-time, firsthand intelligence offer decision makers immediate and multiple options in the face of rapidly changing crises around the world.

Commander’s Priorities • Winning the Current Fight/ Posture for the Future Fight • Maritime Mobility and Access • Building Resiliency in the Force and Families • Build Full Spectrum Enabling Capability to Create Access and Develop Partner Capability History Today’s Naval Special Warfare operators can trace their origins to the Scouts and Raiders, Naval Combat Demolition Units, Office of Strategic Services Operational Swimmers, Underwater Demolition Teams, and Motor Torpedo Boat Squadrons of World War II. While none of those early organizations have survived to present, their pioneering

efforts in unconventional warfare are mirrored in the missions and professionalism of the present Naval Special Warfare warriors.

To meet the need for a beach reconnaissance force, selected Army and Navy personnel assembled at Amphibious Training Base, Little Creek, on 15 August 1942 to begin Amphibious Scouts and Raiders (Joint) training. The Scouts and Raiders mission was to identify and reconnoiter the objective beach, maintain a position on the designated beach prior to a landing and guide the assault waves to the landing beach.

The first group included Phil H. Bucklew, the “Father of Naval Special Warfare,” after whom the Naval Special Warfare Center building is named.

Commissioned in October 1942, this group saw combat in November 1942 during OPERATION TORCH, the first allied landings in Europe, on the North African coast. Scouts and Raiders also supported landings in Sicily, Salerno, Anzio, Normandy, and southern France.

A second group of Scouts and Raiders, code-named Special Service Unit #1, g 41

Commanding general of US Army Special Operations Command (USASOC), participates in a simulated hot extraction by Special Boat Team 22 from Naval Special Warfare (NSW) Group 4, at the John C. Stennis Space Center.

US Navy photo by Leah Tolbert.

was established on 7 July 1943, as a joint and combined operations force.The first mission, in September 1943, was at Finschafen on New Guinea. Later ops were at Gasmata, Arawe, Cape Gloucester, and the East and South coast of New Britain, all without any loss of personnel. Conflicts arose over operational matters, and all non-Navy personnel were reassigned.The unit, renamed 7th Amphibious Scouts, received a new mission, to go ashore with the assault boats, buoy channels, erect markers for 42

the incoming craft, handle casualties, take offshore soundings, blow up beach obstacles and maintain voice communications linking the troops ashore, incoming boats and nearby ships. The 7th Amphibious Scouts conducted operations in the Pacific for the duration of the conflict, participating in more than forty landings.

The third Scout and Raiders organization operated in China. Scouts and Raiders were deployed to fight with the Sino-American Cooperation Organiza-

tion, or SACO.To help bolster the work of SACO, Admiral Ernest J. King ordered that one hundred twenty officers and nine hundred men be trained for “Amphibious Roger” at the Scout and Ranger school at Ft. Pierce, FL.They formed the core of what was envisioned as a “guerrilla amphibious organization of Americans and Chinese operating from coastal waters, lakes and rivers employing small steamers and sampans.” While most Amphibious Roger forces remained at Camp Knox in Calcutta, three of the groups saw active service.They

demolition unit succeeded in cutting a cable and net barrier across the Wadi Sebou River during OPERATION TORCH in North Africa. Their actions enabled the USS Dallas (DD 199) to traverse the river and insert US Rangers who captured the Port Lyautey airdrome.

Plans for a massive cross-channel invasion of Europe had begun and intelligence indicated that the Germans were placing extensive underwater obstacles on the beaches at Normandy. On 7 May 1943, LCDR Draper L. Kauffman, “The Father of Naval Combat Demolition,” was directed to set up a school and train people to eliminate obstacles on an enemy-held beach prior to an invasion.

On 6 June 1943, LCDR Kaufmann established Naval Combat Demolition Unit training at Ft. Pierce. By April 1944, a total of thirty-four NCDUs were deployed to England in preparation for OPERATION OVERLORD, the amphibious landing at Normandy.

conducted a survey of the Upper Yangtze River in the spring of 1945 and, disguised as coolies, conducted a detailed three-month survey of the Chinese coast from Shanghai to Kitchioh Wan, near Hong Kong.

In September of 1942, seventeen Navy salvage personnel arrived at ATB Little Creek, VA for a one-week concentrated course on demolitions, explosive cable cutting and commando raiding techniques. On 10 November 1942, this first combat

On 6 June 1944, in the face of great adversity, the NCDUs at Omaha Beach managed to blow eight complete gaps and two partial gaps in the German defenses. The NCDUs suffered thirty-one killed and sixty wounded, a casualty rate of 52%.

Meanwhile, the NCDUs at Utah Beach met less intense enemy fire.

They cleared 700 yards of beach in two hours, another 900 yards by the afternoon. Casualties at Utah Beach were significantly lighter with six killed and eleven wounded. During OPERATION OVERLORD, not a single demolitioneer was lost to improper handling of explosives.

In August 1944, NCDUs from Utah Beach participated in the landings

in southern France, the last amphibious operation in the European Theater of Operations.

NCDUs also operated in the Pacific theater. NCDU 2, under LTJG Frank Kaine, after whom the Naval Special Warfare Command building is named, and NCDU 3 under LTJG Lloyd Anderson, formed the nucleus of six NCDUs that served with the Seventh Amphibious Force tasked with clearing boat channels after the landings from Biak to Borneo.

Some of the earliest World War II predecessors of the SEALs were the Operational Swimmers of the Office of Strategic Services, or OSS. Many current SEAL missions were first assigned to them.

British Combined Operations veteran LCDR Wooley, of the Royal Navy, was placed in charge of the OSS Maritime Unit in June 1943.

Their training started in November 1943 at Camp Pendleton, moved to Catalina Island in January 1944, and finally moved to the warmer waters in the Bahamas in March 1944. Within the US military, they pioneered flexible swim fins and facemasks, closed-circuit diving equipment, the use of swimmer submersibles, and combat swimming and limpet mine attacks.

In May 1944, General Donovan, the head of the OSS, divided the unit into groups. He loaned Group 1, under LT Choate, to ADM Nimitz, as a way to introduce the OSS into the Pacific Theater. They became part of UDT-10 in July 1944. Five OSS men participated in the very first UDT submarine operation with the USS Burrfish in the Caroline Islands in August 1944. g 43

Admiral Chester Nimitz’s “Granite Plan” for central Pacific operations required an efficient amphibious force. Many of the targeted islands were coral atolls with reefs that acted as natural obstacles to landings. During early November 1943, Seabees engaged in experimental underwater blasting work were assembled at Waipio Amphibious Operating Base on Oahu to begin training in underwater demolition.

On 23 November 1943, the US Marine landing on Tarawa Atoll emphasized the need for hydrographic reconnaissance and underwater demolition of obstacles prior to any amphibious landing.

After Tarawa, thirty officers and one hundred fifty enlisted men were moved to Waimanalo Amphibious Training Base to form the nucleus of a demolition training program. This group became Underwater Demolition Teams (UDT) ONE and TWO. The UDTs saw their first combat on 31 January 1944, during OPERATION FLINTLOCK in the Marshall Islands.

FLINTLOCK became the real catalyst for the UDT training program in the Pacific Theater. In February 1944, the Naval Combat Demolition Training and Experimental Base was established at Kihei, Maui, next to the Amphibious Base at Kamaole.

Eventually, thirty-four UDT teams were established. Wearing swim suits, fins, and facemasks on combat operations, these “Naked Warriors” saw action across the Pacific in every major amphibious landing including: Eniwetok, 44

Navy SEAL team members conduct military freefall jump operations during exercise TRIDENT 17 on Hurlburt Field, Florida TRIDENT 17 is naval special warfare’s premiere joint training event that encompasses several special operations forces and conventional military participants, as well as partner nations and partner agencies to create realistic, combined-effort scenarios for operational units. US Air Force photo by Tech. Sgt. Gregory Brook.

Saipan, Guam, Tinian, Angaur, Ulithi, Pelilui, Leyte, Lingayen Gulf, Zambales, Iwo Jima, Okinawa, Labuan, Brunei Bay, and on 4 July 1945 at Balikpapan on Borneo which was the last UDT demolition operation of the war.

The rapid demobilization at the conclusion of the war reduced the number of active duty UDTs to two on each coast with a complement of seven officers and forty-five enlisted men each.

The Korean War began on 25 June 1950, when the North Korean army invaded South Korea. Beginning with a detachment of eleven personnel from UDT 3, UDT participation expanded to three teams with a combined strength of three hundred men.

As part of the Special Operations Group, or SOG, UDTs successfully conducted demolition raids on railroad tunnels and bridges along the Korean coast.

On 15 September 1950, UDTs supported Operation CHROMITE, the amphibious landing at Inchon. UDT 1 and 3 provided personnel who went in ahead of the landing craft, scouting mud flats, marking low points in the channel, clearing fouled propellers, and searching for mines. Four UDT personnel acted as wave-guides for the Marine landing.

In October 1950, UDTs supported mine-clearing operations in Wonsan Harbor where frogmen would locate

and mark mines for minesweepers. On 12 October 1950, two US minesweepers hit mines and sank. UDTs rescued twenty-five sailors.The next day,William Giannotti conducted the first US combat operation using an “aqualung” when he dove on the USS Pledge.

For the remainder of the war, UDTs conducted beach and river reconnaissance, infiltrated guerrillas behind the lines from sea, continued mine sweeping operations, and participated in OPERATION FISHNET, which severely damaged the North Korean’s fishing capability.

Responding to President Kennedy’s desire for the Services to develop an Unconventional Warfare (UW) capability, the US Navy established SEAL Teams ONE and TWO in January of 1962. Formed entirely with personnel from Underwater Demolition Teams, the SEALs mission was to conduct counter guerilla warfare and clandestine operations in maritime and riverine environments.

SEAL involvement in Vietnam began immediately and was advisory in nature.

SEAL advisors instructed the Vietnamese in clandestine maritime operations. SEALs also began a UDT style training course for the Biet Hai Commandos, the Junk Force Commando platoons, in Danang.

In February 1966, a small SEAL Team ONE detachment arrived in Vietnam to conduct direct-action missions. Operating out of Nha Be, in the Rung Sat Special Zone, this detachment signaled the beginning of a SEAL presence that would eventually include eight SEAL platoons in country on a continuing basis. Addition-

ally, SEALs served as advisors for Provincial Reconnaissance Units and the Lien Doc Nguoi Nhia, or LDNN, the Vietnamese SEALs.The last SEAL platoon departed Vietnam on 7 December 1971.The last SEAL advisor left Vietnam in March 1973.

The UDTs again saw combat in Vietnam while supporting the Amphibious Ready Groups. When attached to the riverine groups the UDTs conducted operations with river patrol boats and, in many cases, patrolled into the hinterland as well as along the riverbanks and beaches in order to destroy obstacles and bunkers. Additionally, UDT personnel acted as advisors.

On 1 May 1983, all UDTs were redesignated as SEAL Teams or Swimmer Delivery Vehicle Teams (SDVT). SDVTs have since been redesignated SEAL Delivery Vehicle Teams.

Special Boat Units can also trace their history back to WWII. The Patrol Coastal and Patrol Boat Torpedo are the ancestors of today’s PC and MKV. Motor Torpedo Boat Squadron THREE rescued General MacArthur (and later the Filipino President) from the Philippines after the Japanese invasion and then participated in guerrilla actions until American resistance ended with the fall of Corregidor. PT Boats subsequently participated in most of the campaigns in the Southwest Pacific by conducting and supporting joint/combined reconnaissance, blockade, sabotage, and raiding missions as well as attacking Japanese shore facilities, shipping, and combatants. PT Boats were used in the European Theater beginning in April 1944 to support the OSS in the insertions of espionage and French Resistance personnel and for amphibious landing deception. While there is no direct line between organizations, NSW embracement is predicated on the similarity in craft and mission.

The development of a robust riverine warfare capability during the Vietnam War produced the forerunner of the modern Special Warfare Combatant-craft

Crewman. Mobile Support Teams provided combat craft support for SEAL operations, as did Patrol Boat, Riverine (PBR) and Swift Boat sailors. In February 1964, Boat Support Unit ONE was established under Naval Operations Support Group, Pacific to operate the newly reinstated Patrol Torpedo Fast (PTF) program and to operate highspeed craft in support of NSW forces.

In late 1964 the first PTFs arrived in Danang, Vietnam. In 1965, Boat Support Squadron ONE began training Patrol Craft Fast crews for Vietnamese coastal patrol and interdiction operations. As the Vietnam mission expanded into the riverine environment, additional craft, tactics, and training evolved for riverine patrol and SEAL support.

The first military flag officer to set foot in Afghanistan was a Navy SEAL in charge of all special operations for Central Command. Additionally, a Navy SEAL captain commanded Combined Joint Special Operations Task Force (CJSOTF) South. Commonly referred to as Task Force K-BAR, the task force included US Navy, Army, Air Force and Coalition SOF forces. During Operation ENDURING FREEDOM, NSW forces carried out more than seventy-five special reconnaissance and direct action missions, destroying more than 500,000 pounds of explosives and weapons; positively identifying enemy personnel and conducting Leadership Interdiction Operations in the search for terrorists trying to escape by sea-going vessels.

SEAL Delivery Vehicle Teams historical roots began during WWII, however with Italian and British combat swimmers and wet submersibles. Naval Special Warfare entered the submersible field in the 1960’s when the Coastal Systems Center developed the Mark 7, a free-flooding SDV of the type used today, and the first SDV to be used in the fleet. The Mark 8 and 9 followed in the late 1970’s.

Today’s Mark 8 Mod 1 and the soon to be accepted for fleet use Advanced SEAL Delivery System (ASDS), a dry submersible, provide NSW with an unprecedented capability that combines the attributes of clandestine underwater mobility and the combat swimmer.

Naval Special Warfare has played a significant role in OPERATION IRAQI FREEDOM, employing the largest number of SEALs and SWCC in its history. NSW forces were instrumental in numerous special reconnaissance and direct action missions including the securing of the southern oil infrastructures of the Al Faw peninsula and the off-shore gas and oil terminals; the clearing of the Khawr Abd Allah and Khawr Az Zubayr waterways that enabled humanitarian aid to be delivered to the vital port city of Umm Qasr; reconnaissance of the Shat Al Arab waterway; capture of high value targets, raids on suspected chemical, biological and radiological sites; and the first POW rescue since WWII. Additionally, NSW is also fighting the war on terrorism in other global hot spots including the Philippines and the Horn of Africa.

Post-Vietnam War operations that NSW forces have participated in include URGENT FURY (Grenada 1983); EARNEST WILL (Persian Gulf 1987-1990); JUST CAUSE (Panama 1989-1990) and DESERT SHIELD/DESERT STORM (Middle East/Persian Gulf 1990-1991). Additionally, NSW conducted missions in Somalia, Bosnia, Haiti, Liberia.

In response to the attacks on America 11 September 2001, Naval Special Warfare forces put operators on the ground in Afghanistan in October.

NSW is committed to combating the global terrorist threats. In addition to being experts in special reconnaissance and direct action missions, the skill sets needed to combat terrorism; NSW is postured to fight a dispersed enemy on their turf. NSW forces can operate from forward-deployed Navy ships, submarines and aviation mobility platforms as well as overseas.

45

NAVAL NETWORK WARFARE COMMAND (NETWARCOM)

Explosive Ordnance Disposal (EOD) Technicians conduct a decompression stop during exercise Eager Lion 2017. The annual US Central Command exercise in Jordan designed to strengthen military-to-military relationships between the US, Jordan and other international partners. This year’s iteration will respond to scenarios involving border security, command and control, cyber defense and battlespace management. US Navy photo by Mass Communication Specialist 2nd Class Austin L. Simmons.

46

Mission

Execute tactical-level command and control to direct, operate, maintain and secure Navy communications and network systems for Department of Defense Information Networks; leverage Joint Space capabilities for Navy and Joint Operations.

Vision We will assure delivery of Navy communications and network systems Department of Defense Information Networks - Navy (DODIN-N) capability to Naval Forces globally, and provide seamless, interoperable communication services that are operationally responsive, agile and tailored to meet warfighting needs.

Our History In 2002, some twenty-three organizations from several commands, including the former Naval Space Command, Naval Computer and Telecommunications Command, Fleet Information Warfare Center, and Navy Component Task Force - Computer Network Defense were brought together to form Naval Network Warfare Command, emphasizing the organization’s focus on the operation and defense of the Navy’s networks.

In 2005, with the alignment of Naval Security Group, NETWARCOM brought the former Naval Security Group Activities (NSGAs) under its umbrella and the mission of the command fundamentally changed, making it the Navy’s lead for Information Operations, as well as Networks and Space.

The assumption, alignment and integration of Fleet Intelligence Type Commander duties, responsibilities and functions at NETWARCOM in 2008 began a measured and evolutionary process to improve integrated Fleet Intelligence and ISR readiness. This alignment provided a single Fleet champion for ISR and positions Fleet Intelligence for better and timelier support to fleet operations.

In 2009, the Secretary of Defense directed the establishment of US Cyber Command and the establishment of supporting commands to US Cyber Command by each of the services. The chief of naval operations (CNO) officially established US Fleet Cyber Command (FCC) and recommissioned US 10th Fleet on 29 January 2009 in response to this direction.

With the establishment of US Fleet Cyber Command / US 10th Fleet, Naval Network Warfare Command was reorganized and its mission revised to operate and defend the Navy’s portion of the Global Information Grid and to deliver reliable, secure Net-centric and Space warfighting capabilities in support of strategic, operational and tactical missions across the Navy.

US Fleet Cyber Command (FCC) Since its establishment on 29 January 2010, US Fleet Cyber Command (FCC)/U.S. TENTH Fleet (C10F) has grown into an operational force comprised of more than 16,000 Active and Reserve sailors and civilians organized into twenty-five active commands and thirty-two reserve commands around the globe.

US Fleet Cyber Command reports directly to the Chief of Naval Operations as an Echelon II command and is responsible for Navy Networks, Cryptology, Signals Intelligence, Information Operations, Electronic Warfare, Cyber, and Space. As such, US Fleet Cyber Command serves as the Navy component command to US Cyber Command, the Navy space component to US Strategic Command, and the Navy’s Service Cryptologic Component Commander under the National Security Agency/Central Security Service.

TENTH Fleet is the operational arm of Fleet Cyber Command and executes its mission through a task force structure similar to other warfare commanders. In this role, TENTH Fleet provides operational direction through the command’s Maritime Operations Center located at Fort George Meade, Maryland.

Naval Computer and Telecommunications Area Master Station Atlantic (NCTAMS LANT).

Naval Computer and Telecommunications Area Master Station Atlantic (NCTAMS LANT) was established to combine the raditionally separate responsibilities of message traffic handling and data information management.

Today, this combination of communications and computer technologies is key to ensuring the warfighter has access to the right information at the right time. g

47

Sailors assigned to the Naval Computer and Telecommunications Area Master Station Atlantic (NCTAMS LANT) line up by the No. 88 Navy Monte Carlo prior to the start of the Nicorette 300 at Atlanta Motor Speedway. Driver Brad Keselowski finished 6th in the race. US Navy photo by LTJG Andrea Ross.

Naval Computer and Telecommunications Area Master Station Pacific

Direct the daily operations of two subordinate Commands, two Detachments, and eight Activities,

across twelve time zones including Naval Computer And Telecommunication Station (NCTS) Guam and

Today’s Mission With a force of approximately to 760 Personnel including (450 Military, 184 Civilians, and 126 contractors) NCTAMS PAC’s mission is to: Provide vital Command, Control, Communications, Computer, and Intelligence (C4I) Warfighting services for afloat/ashore Naval, Joint, Agency, and Coalition Forces in the Pacific and Indian Ocean areas of operation.

Operate, maintain, secure, and defend the Navy’s portion of the Department of Defense Information Network (DoDIN) in the Pacific Area of Responsibility supporting Fleet operations.

48

Commander of the US Fleet Cyber Command/US 10th Fleet, speaks during a Cyber Leaders’ Series panel at WEST 2017. Now in its 27th year, WEST 2017 brings military and industry leaders together to engage with the makers of military platforms and the designers of today’s latest technologies. US Navy photo by Mass Communication Specialist 2nd Class Ryan J. Batchelder.

NCTS San Diego, NCTAMS PAC Detachments in Puget Sound, Washington and Kojarena, Australia.

400,000 dollars for the construction of a high-powered radio station on Hospital Point.

History of NCTAMS PAC At the close of the 19th century, King Kalakaua of the Hawaiian Islands gave the United States government the exclusive rights to enter and develop Pearl Harbor.

In May 1888, the United States established a coaling station at the harbor to service the vessels of the Pacific Fleet.

In 1936, a new site that supported seven steel towers went into operation at Lualualei, and by 1941, there were a total of twelve transmitters controlled from Wailupe via Army landlines. However, on the morning of 7 December 1941, the radio station proved highly vulnerable to attack as several squadrons of raiding Japanese aircraft strafed and bombed the transmitters. As a result, all radio equipment at Wailupe was moved to the facility under construction on 697 acres to become known as the Naval Radio Station, Wahiawa.

Early in 1906, Congress approved plans to build a Naval Radio Station in the Pearl Harbor area. On 3 March 1915, Congress passed an appropriations act that authorized

Commanding Officer, Naval Computer and Telecommunications Area Master Station, Pacific (NCTAMSPAC), escorts Secretary of the Navy (SECNAV), across the landing zone on board NCTAMSPAC. SECNAV is currently visiting military installations and commands in the Hawaii region. US Navy photo by Mass Communication Specialist 1st Class James E. Foehl.

In 1959, Hawaii became the 50th state of the United States of America. In the sixties and seventies, communication stations on Oahu underwent several consolidations, activations, disestablishments, and technological advances consolidating many stations into NAVCOMSTA Honolulu, providing service for Camp Smith, Makalapa, Pearl Harbor, Barbers Point, and Moanalua.

Because of increased responsibilities, the station was upgraded to the status of a major Shore Command.

The Command was renamed on 20 October 1997. The new name, Naval Computer and Telecommunications Area Master Station, Pacific, (NCTAMS PAC).

49

THE SEABEES ARE

BY ARTHUR G. SHARP Military experts often use the line “What’s past is prologue” from William Shakespeare’s circa 1610 play The Tempest when discussing the similarities between wars throughout history. It can also be used to show that the Seabees have a bright future based on their ability to apply the lessons of the past (their prologue) to the operations of the future. Their unit designation may have changed to Naval Mobile Construction Battalion (NMBC), and their numbers may fluctuate, but their mission in the contemporary world remains as vital as ever. g

50

HERE TO STAY

Commander, US 7th Fleet, Vice Admiral Joseph Aucoin, stands for a photo with Navy Expeditionary Combat Command and Commander Task Force 75 leadership during exercise Foal Eagle 2016. Foal Eagle is an annual, bilateral training exercise designed to enhance the readiness of US and ROK forces, and their ability to work together during a crisis. US Navy photo by Chief Mass Communication Specialist Lowell Whitman.

51

Their role has evolved from building airfields and naval bases into providing complex services for the United States military and its allies. Their services are not restricted to combat situations, as they were at their inception. Contemporary Seabees serve multiple roles such as project managers, customer service representatives, maintenance specialists, and operations technicians in addition to their primary roles of construction and construction management.

Today Seabees are as likely to be engaged in humanitarian projects and coping with natural disasters as they are in warfighting, and that evolution is indicative of their future. As recently as September 2017 Seabees demonstrated that times and world conditions may change, but their overall mission does not – and will not. During Hurricane Irma, they demonstrated their time-proven abilities to adapt to different mission requirements and deliver critical engineering and materiel services when natural disasters occur.

Members of the Construction Battalion Maintenance Unit (CBMU) 202 detachment based in Jacksonville, Florida provided disaster recovery support for civilian agencies in Monroe County, Florida after Irma devastated the area. Their involvement was reminiscent of Seabees’ support after Hurricanes Sandy in 2012, Katrina in 2005, and countless other natural disasters.

That is what they train for, and what they learn in their ongoing operations is applied to future assignments.

The Seabees arrived in Monroe County equipped with medium terrain vehicle replacements (MTVR), light service support vehicles (LSSV), high mobility military vehicles (HMMV), forklifts, bulldozers, dump trucks, chain saws, de-watering pumps or whatever they needed to restore services to their assigned area. Moreover, they were self-sustaining. The detachment built generator-powered camps to house more than one hundred Sailors in the field of Naval Air Station Key West for several nights.

Not only was the operation helpful then, but it provided beneficial training for future emergency responses.

Granted, there is no way to forecast future disasters of the magnitudes of Irma, Katrina, and Sandy, but it is safe to predict that Seabees will respond to whatever emergencies occur as they have done in the past and will do in the years ahead, especially as technology continues to evolve and new opportunities arise. g 52

Seabees fix a brick walkway at a local rehabilitation center. ACB 1 is taking part in OPERATION PACIFIC REACH Exercise 2017, a bilateral training event designed to ensure readiness and sustain the ROK-US Alliance by exercising an Area Distribution Center (ADC), an Air Terminal Supply Point (ATSP), Combined Joint Logistics Over-the-Shore (CJLOTS), and the use of rail, inland waterways, and coastal lift operations to validate the operational reach concept. US Navy photo by Mass Communication Specialist 2nd Class Eric Chan.

53

Seabees assemble the Mabey Johnson Bridge during NMCB-4’s field training exercise.

The exercise tests the battalion’s ability to enter hostile locations, build assigned construction projects and defend against enemy attacks using realistic scenarios while being evaluated. US Navy photo by Utilitiesman 2nd Class Jasmine Flores.

The Seabees’ adaptation to technology is an asset that is a major component of their “future building” process. That is evident in some of their current endeavors, such as learning how to repair a damaged airfield more quickly and efficiently through the use of new technology, constructing a maritime center in Ukraine, or installing a 6-kW photovoltaic power system at a school in the remote village of

54

Kontali, Djibouti in Africa. The successful completion of such projects combined form a significant portend of the Seabees’ future.

Such projects not only provide valuable facilities for people in other nations, but they also establish good will among the Seabees and the military personnel and civilians in the areas in which they operate.

Those benefits alone assure that

the Seabees will be in existence as goodwill ambassadors for years to come. They already have contracts for future projects based on their past successes, adaptability, and application of enhanced technology.

The Seabees’ dedication to new technology was highlighted during a 2017 training exercise at Fort Hunter Liggett, California. Their mission was to repair a simulated damaged

airfield as quickly and as safely as possible through the application of advanced equipment and construction methods and technology while working in a joint operating environment, in this case with the US Air Force.

The one hundred fifty-four Seabees from NMCB 4 worked with an integrated team for three days to search the runway for damage and

hidden hazards such as IEDs. Then they filled seventy-nine spalls (small fragments or chips of stone) and nine craters within sixteen hours.

Ultimately, they achieved their goals: improve efficiency by reducing the time it takes to complete airfield repairs, advance technologies by providing input and recommendations regarding the use and application of different equipment and materials, gain joint operating

experience with elements of other branches of the armed forces – and build for the future. Those are the same goals and outcomes involved in real-life domestic and foreign projects, which will be available as long as the US maintains naval bases worldwide.

The California training exercise experience brings to light an underplayed element connected to g

55

A Seabee yells out enemy locations to his teammates during a simulated attack during a field training exercise. The exercise prepares and tests the battalion’s ability to enter hostile locations, build assigned construction projects and defend against enemy attacks using realistic scenarios while being evaluated. US Navy photo by Utilitiesman 3rd Class Stephen Sisler.

56

the Seabees’ mission that affects their future.

They are more than construction experts.

They are also facilities maintenance managers.

On every Navy base there are facilities galore, e.g., medical/dental clinics, houses, administrative and executive buildings, chapels, warehouses… These buildings are generally maintained and managed by Seabee units that operate just like civilian construction companies. Their workload is determined by work orders submitted by “customers.”

Seabees plan, estimate, and manage these projects. In fact, Seabees assigned to the aforementioned Ukraine project had to establish contracts, obtain construction permits, and perform other logistical necessities needed for long term sustainment of the center a la their civilian counterparts. Similar tasks are assigned to Seabees all over the world, on and off naval bases. There is no evidence that will change any time soon, which is good news for Seabees of the future.

Consider the aforementioned maritime center in Ukraine. NMCB 1 has two more projects there: a boat maintenance facility and entry control points with perimeter fencing. Deployments of this type help Seabees hone their construction skills in preparation for wartime assignments and reductions in force, which will vary as world tensions ebb and flow. That has been highlighted by the force drawdowns associated with the Navy’s decreasing role in ongoing operations in Iraq and Afghanistan, which has resulted in the paring back of Seabees’ numbers.

Vacillating numbers are nothing new for the Seabees. They are, and always have been, dependent on the number of ongoing military and political crises affecting the United States at any given time. That explains why

in recent years the Seabees have lost three NMCBs and endured an approximate 25% reduction in their Seabee Enlisted Program Authorization (EPA). Those moves reduced the Seabees’ numbers to under 6,800 active Seabees Navy-wide. As a result, there are fewer Seabees available now than at any other time since World War II. But, they continue to build their reserve, which is an indication that the Seabees are here to stay.

The Seabees offer members leaving active duty several options for reserve duty. They can go to Selected Reserve (SELRES), a program in which they drill – and are paid for – one weekend per month and do two weeks of training during the year. But, deployments may still be required. Or, they can join the Inactive Ready Reserves (IRR), in which they neither drill nor deploy. They still have to keep themselves and their uniforms up to standards in case they are called to serve.

Finally, there exists the Retired Reserve (USNR-Retired) for Seabees who have retired from the Reserves after twenty years or more. They may be recalled to the Reserves when mandated by Congress. The reserve programs ensure that a core group of Seabees will be retained to support humanitarian efforts and combat commanders’ wartime needs in the future – of which the reserves are an integral part.

One example of wartime needs is the Seabees’ ongoing participation in the annual joint US - South Korean operation named FOAL EAGLE. Seabees from both countries work and train together to enhance their readiness and test their abilities to work together in an actual wartime setting. Operations of this type ensure that there will be opportunities for Seabees to refine their individual and unit skills and build international goodwill through g

57

bilateral efforts with their counterparts in other nations. Those opportunities will continue to arise for the Seabees in the coming years, albeit it with a new focus.

As the war against terrorism continues, with no end in sight, political and military leaders across the globe are seeking innovative ways to prevent wars, rather than engage in them. That means the Seabees will be required to organize and train their units differently. Their primary mission may involve more of the goodwill and cooperative relationship building than before. If so, “Can do.”

The Seabees’ past successes have assured that they will be around well into the future. They are not likely to be disbanded unless peace and harmony take over the earth. Even then there will be a need to rebuild the planet – a job for which the Seabees are well suited. As long as the Navy is called upon to carry out its duties, the Seabees will be a part of its mission.

58

US Navy Steelworker welds a roof truss at Don Joaquin Artuz Memorial Elementary School during Balikatan 2015. Balikatan is an annual bilateral training exercise aimed at improving the ability of Philippine and US military forces to work together during planning, contingency, humanitarian assistance and disaster relief operations. US Navy photo by Chief Mass Communication Specialist Lowell Whitman.

59

Exercise Bold

ALLIGATOR Naval Mobile Construction Battalion (NMCB) 11, Explosive Ordnance Disposal Mobile Unit (EODMU) 2 Completes rapid airfield damage repair (R-ADR) during EXERCISE BOLD ALLIGATOR in 2017.

Sailors assigned to NMCB 11 and EODMU 2 conducted (R-ADR proof-of-concept tasking as part of EXERCISE BOLD ALLIGATOR 2017 (BA17) at Marine Corps Outlying Field (MCOLF).

The team successfully identified and repaired thirty craters in fourteen

hours, significantly ahead of schedule.

The exercise emphasized command and control integration while experimenting with new techniques and technologies. The interoperability training between the Naval Expeditionary Combat Command (NECC) enterprise, Expeditionary Warfighting Development Center (EXWDC) and subordinate units will help establish new tactics and procedures to improve the way R-ADR is conducted in the future.

The Damage Assessment Team

(DAT) identified craters, spalls, potential unexploded ordnance and the initial evaluation of each location. The crew then determined a minimum-operating strip based on the size and type of aircraft using the runway.

EODMU 2 Sailors flew an unmanned aerial system to identify potential unexploded ordnance and specific crater locations during the airfield assessment, and the sixty-seven Seabees from NMCB-11 analyzed the data then planned and executed the repair.

Seabees assigned to Naval Mobile Construction Battalion (NMCB) 11 spread concrete during a rapid airfield damage repair exercise at Marine Corps Outlying Field (MCOLF) Atlantic during Bold Alligator 2017 (BA17). US Navy photo by Mass Communication Specialist 1st Class Collin Turner.

60

“Having EOD feeding us data was absolutely helpful,” said Engineering Aide 1st Class David Lawlor. “Being able to gather real-time imagery makes the process of identifying craters and spalls so much faster, and it seems to be much more efficient.”

Once the DAT completed the assessment of the airfield, they relayed the information to the Emergency Operating Center (EOC) to rapidly formulate a plan to repair the damage in the safest, most expeditious manner.

“This exercise tested ‘Lucky Eleven’s’ ADR readiness, skill and knowledge in locating and repairing airfield damage,” said Equipment Operator 1st Class Kevin Rapier. “I think we did a great job, and I’m proud of what my team accomplished.”

Since its inception during the early days of World War II, R-ADR, or rapid runway repair as it was formerly known, has been one of the Seabees’ core competencies. During the Vietnam War, the ability to keep runways operational to launch and recover aircraft was vital to mission success.

The United States faces potential threats around the globe where Seabees may be called upon for mission-critical R-ADR. Homeported in Gulfport, Mississippi, NMCB-11 is part of the Naval Construction Force (NCF).

The NCF is a vital component of the US Maritime Strategy and are comprised of deployable battalions capable of providing contingency construction, disaster preparation and recovery support, humanitarian assistance, and combat operations support.

EODMU 2, based at Joint Expeditionary Base Little Creek-Fort Story in Virginia Beach, provides operational explosive ordnance disposal capability as required for location, identification, rendering safe, recovery, field evaluation and disposal of all explosive ordnance, including chemical and nuclear weapons.

Bold Alligator 2017 (BA17) was designed to improve Navy-Marine Corps amphibious core competencies along with coalition, North Atlantic Treaty Organization (NATO), Allied and partner nations. These partner nations see exercises such as this as a necessary investment in the current and future readiness of their forces. BA17 will take place October 18 – 30, 2017, ashore along the eastern seaboard.

Courtesy of Naval Mobile Construction Battalion Eleven Public Affairs, navylive.live.mil.

Seabees assigned to Naval Mobile Construction Battalion (NMCB) 11 fill a crater using a Super Sack during a rapid airfield damage repair exercise at Marine Corps Outlying Field Atlantic as part of exercise Bold Alligator 2017 (BA17). US Navy photo

by Mass Communication Specialist 1st Class Collin Turner.

61

Seabees clear a roadway in support of Hurricane Irma relief efforts in St. John, US Virgin Islands. Hurricane Irma sustained 185-mph winds for thirty-seven hours, the longest any cyclone on the globe has maintained that intensity. US Navy photo by Mass Communication Specialist 2nd Class Liam Kennedy.

62

SEABEES ANSWER THE CALL

in Puerto Rico, Virgin Islands and Key West As this year’s hurricane season comes to an end, many Americans in the Caribbean and Florida will be left without homes, personal belongings and ultimately their day to day lives for some time to come. Hurricanes Irma and Maria devastated these areas, but local Seabees (Bees) from Amphibious Construction Battalion (PHIBCB) 2 and Construction Battalion Maintenance Unit (CBMU) 202 stepped up to assist by providing much needed relief in a critical time of need.

A total of sixty-eight members from PHIBCB 2 and CBMU 202, broken into five Disaster Relief teams (DRTs), with their civil engineering support equipment (CESE) embarked the USS Kearsarge (LHD 3), USS Oak Hill (LSD 51), and USS Iwo Jima (LHD 7) in efforts to provide a sea base capable of projecting aid ashore in very limited access areas.

On 6 September 2017, Hurricane Irma walloped the US Virgin Islands and Keys with her Category 5 winds exceeding sustained speeds of one hundred eighty mph, leaving vegetative debris, power lines and mudslides throughout the US territories.

As history would tell, the Seabees were called upon, this time to use their chainsaws and CESE to remedy the situation. Hampered by the high heat and humidity, the Bees relentlessly tackled

over fifty miles of roadways and five acres of airfields throughout the islands and Keys, avoiding live electrical power lines downed by the storm.

Guided by members of the US Virgin Islands and Puerto Rico (VIPR) National Guard as well as locals, the teams cleared several major routes on St. Thomas, St. John and Key West over the span of eight days, opening lanes of transit to the resident populace. Results were apparent immediately with motor vehicle traffic beginning to flow freely and locals cheering and waving to the Bees as they paved their way to victory.

“The single greatest benefit from our hard work in the Virgin Islands was seeing the enhancement of aid from the cleared thoroughfares we provided,” said Petty Officer 1st Class Gregory Torres. “This allowed Marines from the 26th Marine Expeditionary Unit (MEU) and VIPR National Guardsman the ability to utilize heavy cargo trucks to push pallets of life essential supplies to local points of distribution.”

Unfortunately, the Seabees’ job was not finished, three days after the Bees returned aboard their respective vessels; Puerto Rico was struck by Hurricane Maria and left in dire need of assistance. Sent ashore via Landing Craft Utility‘s (LCUs) from Assault Craft Unit TWO, the Seabees again joined forces to tackle the island’s choked roadways. g

63

Petty Officer and a US Army soldier work together to unload pallets of relief supplies to a distribution center in Ceiba, Puerto Rico, 2 October 2017. US Marine Corps photo by Corporal Juan A. Soto-Delgado.

embarked on a mission to inspect and assess the integrity and operational status of hospitals located in the central and eastern parts of Puerto Rico. The Seabees conducted assessments of fifteen total hospitals, recording structural damage, water and fuel levels and operability of emergency generators ranging from 250 kilowatts to 1500 kilowatts.

The Seabees initial tasking was clearing Highways 191 and 9966 in El Yunque National Forest to gain access to a Federal Aviation Administration (FAA) relay tower high upon the mountains, which was barely surviving on generator power and working at reduced capacity due to Maria’s intense winds.The Bees quickly made friends with locals running heavy construction equipment and together cleared ten miles of dense rain forest debris in four days, allowing necessary repairs to be made to the FAA tower. Prior to the repairs, the surrounding airfields were only capable of landing one plane every half-hour. After the repairs were made, air assets were being landed every five minutes.

In conjunction with the repairs to the FAA relay tower, the Bees set up camp at La Cieba Airport where they cleared over four acres of hazardous brush along the runways allowing C-5 Galaxy and C-17 aircraft, the largest

64

cargo carrying air assets available to military forces, the ability to land.

Within one week of the Bees opening the airfields, over six hundred civilian and government air operations took place enabling the Federal Emergency Management Agency and the Air Force to flood the island with supplies.

Once all route clearing missions were complete, the Seabees again found their skillsets called upon in Puerto Rico. This time their tasking was to utilize their subject matter expertise to provide damage assessments and minor repairs to major infrastructures.

With the electrical grid on the island disabled by Maria, critical facilities were running on emergency power generation with no distribution of fuel available, causing hospital operation sustainment to become the island’s top priority. Combining forces with the 26th MEU Medical team, two eightman teams over a period of four days

Throughout this daunting challenge, the Seabees inspected and performed corrective maintenance on over 30 generators, repairing two critical emergency diesel generators at two hospitals, ensuring thirteen intensive care unit patients, twelve new born babies and mothers, five life support patients, and over three hundred dialysis patients had electricity to lifesaving medical equipment. During a time of crisis, these assessments and minor repairs permitted 5,000 residents to receive treatment for injuries caused by the storm with 1,200 patients able to be admitted. In total, these thirteen hospitals directly supported over 750,000 Puerto Rican citizens. The Seabee’s assessment and minor repair efforts provided valuable assistance in humanitarian relief throughout the island of Puerto Rico but most of all, helped to save countless lives.

These sixty-eight Seabees, like those before them, unselfishly answered the call of millions affected by these two catastrophic hurricanes. Keeping in tradition with the Seabee motto, “With compassion for others we build – we fight for peace with freedom.”

Courtesy of Amphibious Construction Battalion 2 Public Affairs, navylive.dodlive.mil.

The “It’s Not Like I’m Drunk” Cocktail 2 oz. tequila 1 oz. triple sec 1/2 ounce lime juice Salt 1 too many 1 automobile 1 missed red light 1 false sense of security 1 lowered reaction time Combine ingredients. Shake.

Have another. And another.

Never underestimate ‘just a few.’

Buzzed driving is drunk driving.