Vol. 48 Edition 3
contents 4
Changes of Command
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Around the FECs
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CERTs React to Hurricanes
16
AWS
21
Take 5 for Mentoring
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Service Awards
2017 • Volume 48 • Edition 3
Fleet Engineering Commands EURAFSWA and Southwest welcome new skippers to the helm.
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Latest news and successes from around the horn.
Hurricanes Harvey and Irma tested the south, but the FEC Southeast CERT team rose to the challenge.
Thinking about amending your schedule? Check out the options available to you with the new AWS.
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AWS 16
Public Work’s Jean Dumlao shares her thoughts on mentorship and how it pays off for all. Rear Adm. Banaji pays tribute to stellar performers who advance the command’s mission year after year.
On the cov er
Ens. Oscar Solis records damage caused by Hurricane Harvey at the Naval Air Station Corpus Christi fire station as part of the Naval Facilities Engineering Command Damage Assessment Team (DAT) and the Contingency Engineering Response Teams (CERT). The teams are on board to assess damage to the installation and to develop, plan and oversee restoration of base facilities affected by the hurricane. (U.S. Navy photo by Mass Communication Specialist 2nd Class Timothy Schumaker)
Rear Adm. Darius Banaji
Commander, Naval Facilities Engineering Command, Atlantic
Captain Charlie Willmore
Mr. Tim Spreen
Mr. Jim Brantley
Ms. JC Kreidel
Vice Commander
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Director, Public Affairs & Communications
Business Director
Editor
The Atlantic Observer is an authorized Naval Facilities Engineering Command publication and published quarterly for the employees of Naval Facilities Engineering Command, Atlantic. Contents do not necessarily reflect the official views of the U.S. Government, the Department of Defense or the U.S. Navy, and do not imply endorsement thereof. Editorial content of this magazine has been reviewed and approved by the NAVFAC Atlantic Public Affairs Office for public release. Articles and photos may be submitted to Public Affairs Office, Code 09PA, NAVFAC Atlantic, 6506 Hampton Blvd., Norfolk, VA 23508-1278. For more information or other comments, call (757) 322-8005 or e-mail james.brantley@navy.mil The Atlantic Observer
A Word from the Top
Rear Adm. Darius Banaji Commander, NAVFAC Atlantic
Team NAVFAC Atlantic, Happy New (fiscal) Year! Congratulations on another year of providing remarkable support to our units of action, and in turn our Navy and Marine Corps team. Our collective efforts play a vital role as the foundation for Fleet Readiness. I am extremely proud of your service – thank you. As we start the new fiscal year, look back with pride on what we’ve accomplished across each of our Communities, from improving our People Programs; specific process initiatives; to delivery of ~$8 Billion of Products and Services across NAVFAC Atlantic. We should all be very proud. Looking ahead to FY18, I ask each of you to refresh yourself with three “bedrock” documents: The Navy’s Design for Maintaining Maritime Superiority; NAVFAC Strategic Design; and NAVFAC CONOPS. These documents at a macro level describe the “why,” “so what” and “how” for us. I use these three documents to set my priorities. As you look at our Strategic Design….all of our priorities and actions must be aligned to NAVFAC’s 6 Focus Areas….and help advance our 20 underlying goals and 91 supporting initiatives. This is our roadmap; I ask you to be familiar with the efforts…especially those which are directly related to our People and those being led by your Community. Lastly, as I reflect on my years of service with NAVFAC, I think of two distinct and satisfying facts. First, our workforce; who have an incredible level of will and skill. I am in awe at our accomplishments across the shore – every single day. Second, we have a vital mission ashore; one that is critical to the readiness of our Navy and Nation. What a recipe for extreme pride and satisfaction. My sincere thanks for your service.
Regards,
Darius
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NAVFAC EURAFSWA Holds Change of Command Ben Warner NAVFAC EURAFSWA Public Affairs
Capt. Maria L. Aguayo relieved Capt. Michael P. Oestereicher as commanding officer, Naval Facilities Engineering Command (NAVFAC) Europe Africa Southwest Asia (EURAFSWA) August 9. Rear Adm. Rick Williamson, Commander, Navy Region Europe, Africa, Southwest Asia gave the change of command ceremony’s welcoming remarks. In his comments, Williamson thanked Oestereicher for his leadership and accomplishments in his command while supporting Commander, Naval Installations Command (CNIC). “The shore is operational,” said
Williamson. “And it is the partnership between NAVFAC and CNIC that provides much of the operational support to our fleet from the shore. [Capt. Oestereicher], you and your team exemplify that every single day, and in every single interaction.” Rear Adm. Darius Banaji, Commander, Naval Facilities Engineering Command, Atlantic, offered the keynote address for the ceremony.
Banaji praised Oestereicher for his success in this role, and presented him with the Legion of Merit award on behalf of the President. “It’s all about creating an environment of trust, providing the right tools, developing high performing teams, and enabling their success,” said Banaji. “[I]t takes an officer with your level headedness, maturity, character and sensibility to succeed in this environment – and that you did!” Oestereicher was relieved by Aguayo. Aguayo most recently served as Commander, TWENTY SECOND Naval Construction Regiment, while also serving as Deputy Commander, Naval Construction Group TWO, Gulfport, MS. She is of graduate of Stanford University, EURAFSWA continued page 22
The Atlantic Observer
Captain Mark Edelson Assumes Command of NAVFAC Southwest Lee Saunders NAVFAC Southwest Public Affairs
SAN DIEGO (NNS) -- Capt. Mark Edelson succeeded Capt. John J. Adametz as commanding officer of Naval Facilities Engineering Command (NAVFAC) Southwest Sept. 6 in a change of command ceremony held aboard the flight deck of the USS Midway Museum in San Diego. The official party included guest speaker NAVFAC Atlantic Commander Rear Adm. Darius Banaji, Navy Region Southwest Commander Rear Adm. Yancy B. Lindsey, and U.S. Navy Chaplain Lt. Chad McClain giving the invocation and benediction. “I learned the facility business in the Southwest and it is a personal and professional pleasure to return to San Diego to carry-on that responsibility and once again serve with the men and women of NAVFAC,” said Edelson, during remarks at the ceremony. Edelson became the eighth commanding officer of NAVFAC Southwest since its establishment in August 2005 after the disestablishment of Naval Facilities Engineering Command Southwest Division and Navy Public Works Center (PWC) San Diego. Edelson graduated from the Massachusetts Institute of Technology in 1990 with a Bachelor of Science in civil engineering, a history minor, and a commission through ROTC. He attended graduate school in 1998, receiving a Master of Science in civil engineering (construction management) from Stanford University. He is a registered civil engineer in Virginia, a graduate of the Marine Corps Command and Staff College, a member of the Defense Acquisition Corps, and a member of the Society of American Military Engineers and the American Society of Civil Engineers. His decorations include the Legion of Merit, Defense Meritorious Service Medal, Meritorious Service Medal (seven awards), the Navy/Marine Corps Commendation Medal (two awards), and the Navy/Marine Corps Achievement Medal (two awards); he is a Seabee Combat Warfare qualified officer. “NAVFAC Southwest has always been willing to learn from the past and try something different - to look at the data and challenge conventional thinking,” said Edelson. “The Navy needs that spirit, that commitment to excellence, now more than ever.”
Adametz commanded NAVFAC Southwest from August 2015 to September 2017. He is departing NAVFAC Southwest to become the commanding officer of Naval Facilities Engineering and Expeditionary Warfare Center in Port Hueneme, Calif. “It has been my true honor and pleasure to serve with the team at NAVFAC Southwest,” said Adametz. “To witness the amazing things they have done in support of our Navy and Marine Corps for the last two years is just absolutely phenomenal.” Adametz is a native of Belle Vernon, Pa. He graduated from the Virginia Military Institute in 1989 with a degree in mechanical engineering and was commissioned an Ensign in the Surface Warfare community. He received a Master of Science in Civil Engineering from Pennsylvania State University in 1997. He is qualified as a Seabee Combat Warfare Officer, Surface Warfare Officer, and Fleet Marine Force Officer. He is a registered Professional Engineer in the Commonwealth of Virginia, a Project Management Professional, Certified Facility Manager, Certified Energy Manager, a member of the Navy Acquisition Professional Community and Society of American Military Engineers. His personal decorations include the Legion of Merit, Defense Meritorious Service Medal, Meritorious Service Medal, Navy and Marine Corps Commendation Medal, Joint Service Achievement Medal, Navy and Marine Corps Achievement Medal and various unit awards.▪ 5
Earle’s railroads set the bar for new Navy railroad inspections program NWS Earle Public Affairs
A Naval Munitions Command Locomotive moves up the NWS Earle pier trestle during an ordnance loading evolution in August, 2017. NMC’s rail operations were recently the focus of the Navy’s first rail inspection. The program is expected to roll out to the other eight DON installations with active railways soon, using the visit to NWS Earle as a baseline, according to NAVFAC. Photo by Bill Addison, NSWE Public Affairs
What is E85? •
Motor fuel blend of 85% ethanol and 15% gasoline
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Leading alternative to gasoline in the U.S. and in other countries
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Can be used in any Flexible Fuel Vehicle (FFV)
C U LT U R E • E F F I C I E N C Y • S U S TA I N A B I L I T Y
E85 Benefits •
Domestically Produced from a renewable source – corn
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20% reduction in greenhouse gas emissions
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80% less sulfur than gasoline
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Potential to reduce U.S. petroleum fuel use by 40%
The Navy Flexible Fuel Vehicle Policy requires all Navy personnel to refuel flexible fuel vehicles (FFVs) with E85 when refueling within a radius of 5 miles or 15 minutes of an E85 station.
For more information on what you can do to conserve energy & water, contact your: sarah.a.schwartz@navy.mil
TheInstallation Energy Manager: Atlantic Observer
A team from Navy Facilities Command (NAVFAC) were at Naval Weapons Station (NWS) Earle August 8-10 to conduct an assessment of railroad operations aboard the installation. The visit served as the Navy’s first headquarters element assessment looking at all of Navy rail operations, according to Dave Rice, a transportation specialist with NAVFAC headquarters in Washington, D.C. NWS Earle served as the first installation whose operations were assessed. Rice praised the leadership at NWS Earle and Naval Munitions Command Atlantic, Detachment Earle for their cooperation and transparency during the assessment. “I think this was a very positive experience,” he said. “It’s definitely a satisfactory program.” Rice added that the visit, and some of the best practices at NWS Earle have set a solid baseline for naval rail operations.▪
REPO/PW 8 Merger Workshop Held on Washington Navy Yard Resilient Energy Program Office Public Affairs
The Resilient Energy Program Office (REPO) and Public Works 8 (PW8) held a merger workshop from 27 to 29 June at the Washington Navy Yard to unveil its new organizational structure, discuss proposed mission and vision statements for shore energy, and solicit stakeholder feedback from across the Navy and Marine Corps. REPO and PW8 merged under the NAVFAC Public Works Business Line at the end of 2016 to provide a comprehensive energy management structure focused on ensuring energy investments are effectively implemented across Navy and Marine Corps installations. The workshop brought together energy representatives and stakeholders from across the Department of the Navy (DON) to discuss the REPO-PW8 merger. More than 60 participants actively engaged on topics which included the roles and responsibilities of the organization, communication strategies, energy project funding mechanisms, and the implementation of a holistic approach to the identification and prioritization of energy requirements. Several DON leaders spoke at the workshop, reinforcing their belief in the potential of this new organization. Steve Iselin, acting assistant secretary of the Navy for Energy, Installations and Environment spoke to the importance of coordination at all levels as the newly combined office continues to define its role. NAVFAC Executive Director Jen La Torre addressed the audience on the opportunity the merger has created for exponential growth which, similar to the privatization of family housing, may be difficult at first but ultimately will result in cost effective methods to bring energy efficiency to the Fleet. Capt. Tony Edmonds, the CNIC director of Facilities and Environmental shared CNIC’s perspective that the merger offered an excellent opportunity for the new office
to provide solutions while bringing agility and stability to installation energy programs. “The Marine Corps is confident this merger would result in more innovative solutions like that at Marine Corps Air Station Yuma,” added Marine Corps Installations Command Deputy Director of Facilities Keith Hamilton. REPO Executive Director John Kliem found the workshop extremely beneficial to the organization. “The discussions held at this workshop will contribute to the mission, vision, approach and function of the new office in our endeavor to position ourselves to best leverage our combined experience and capabilities in support of the Department of the Navy,” said Kliem. “We are prepared to leverage the innovative determination shown by PW8 in its successful completion of $650 million in energy efficiency projects, and that of REPO which secured $55 million in private investment in energy infrastructure, as well as access to onsite generation, valued at $42 million, as in-kind considerations for our energy resiliency projects.” Participants remarked on the value of the networking and collaboration opportunities created by the workshop, and many expressed a desire to hold annual workshops in the future. The REPO-PW8 team is organizing additional follow-up sessions at the Energy Exchange conference in August.▪
For more information on REPO visit: http://greenfleet.dodlive.mil/energy/repo 7
EURAFSWA: FUEL FOR THE FLEET STEAMING ALONG
Ben Warner NAVFAC EURAFSWA Public Affairs
The year-long energy reduction competition called “Fuel for the Fleet” has completed the first quarter, and the results are highly encouraging.
calculated distance of 2,406 kilometers. Naval Support Activity Souda Bay, Greece, which had led the first two months, came in second with 1,633 kilometers. Naval Support Activity Bahrain came in third, with 901 kilometers.
Total energy savings in Navy Region Europe Africa Southwest Asia (EURAFSWA) are comparable to moving a Navy ship 6,890 kilometers, or far enough to Fuel for the Fleet builds on three prior years of highly sail from Camp Lemonnier, Djibouti to Naval Station successful month-long competitions under the name Rota, Spain! “Energy Biggest Loser.” In July 2016, the Region reached an overall energy reduction of 8.2 percent, The competition had challenged each installation in which exceeded the monthly goal of a 5 percent reducthe region to reduce total annual energy usage and tion. July had been chosen for the monthly competiincrease its energy awareness campaigns. To visually tion because of the significant energy savings that demonstrate the connection between shore energy could be realized in summer months through consersavings and support for the Navy’s operating missions, vation. each installation is represented on the progress chart as a ship. Each ship moves across the chart using an “The Navy has identified energy as critical to providalgorithm that calculates total distance in kilometers ing a global presence to ensure stability, deter potential based on the energy conserved, size of the installation, adversaries, and create options in times of crisis, and and awareness efforts on each installation. as the Region Commander I am responsible for the The first quarter winner was Camp Lemonnier, with a shore strike group and this energy initiative showcases The Atlantic Observer
how operationally critical our shore installations truly are,” said Rear Adm. Rick Williamson, commander, Navy Region Europe, Africa, Southwest Asia. “Energy is one of our eight lines of operations and just as the traditional fleet is looking at energy saving initiatives, so is the shore fleet.” In August 2017, EURAFSWA was invited to present its energy program, including Fuel for the Fleet, at the U.S. Department of Energy’s Energy Exchange, a three-day conference in Tampa, Florida. As a part of that presentation, a 12-minute video was shown featuring Williamson, Capt. Michael Oestereicher, Lt. Cmdr. Jonathan Higdon, Mr. Dan Lougen, and installation energy managers Mr. Gennaro Gargiulo, Mr. Konstantinos Kavasis, and Mr. Antonio Piluso. Energy efficiency is critical to ensuring the viability of Navy operations world-wide. Agile, globally engaged Navy and Marine Corps forces are essential to U.S. national security. To deploy combat power at sea and ashore, the Services require secure, readily accessible energy resources. Energy efficiency saves resources that can be directed to support the mission. Every gallon of fuel or kilowatt hour of electricity saved through more efficient operations is one available to enable operations.
The Navy has identified energy as critical to providing a global presence to ensure stability, deter potential adversaries, and create options in times of crisis ... just as the traditional fleet is looking at energy saving initiatives, so is the shore fleet.” — Rear Adm. Rick Williamson Fleet energy requirements will grow significantly over the next decade as Navy and Marine Corps introduce new platforms and weapon systems with higher energy demands. The Department of the Navy is determined to seize all reasonable opportunities to reduce the logistical constraints imposed by the procurement, storage and delivery of energy to naval forces. Improving the Navy’s energy posture will enhance warfighter freedom of action and maneuver around the world.▪ SEE THE VIDEO https://youtu.be/h53q8hjcPrA
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NAVFAC Southwest Commits to Making Its Safety Program Better VPP Offers Effective Safety System and Positive Safety Culture NAVFAC Southwest Commanding Officer Capt. John Adametz, Executive Officer Capt. Timothy Liberatore, labor unions and safety personnel signed the NAVFAC Southwest Occupational Safety and Health Administration (OSHA) Voluntary Protection Program (VPP) Management and Labor Commitment Statement July 13 in San Diego. “Management leadership and employee involvement is a critical element of OSHA’s Voluntary Protection Program,” said Jimmy Culpepper, VPP DoD Safety Management Center of Excellence program manager. “This element helps to create an effective safety management system and a positive workplace safety culture. This statement communicates leadership and the collective bargaining units’ support of the organization’s OSHA VPP recognition pursuit.” This is a significant document and is a momentous sign of current and future cooperation between management and labor on building and maintaining a positive safety culture, promoting a safe working environment, and attaining a higher level of safety excellence by pursuing STAR level recognition within VPP. The signatures provided attest to management and employee representative commitment to VPP and a collaborative working relationship between all parties moving forward. The Atlantic Observer
Mario Icari NAVFAC Southwest Public Affairs
“This is a great day for our safety culture at NAVFAC Southwest,” said Jennifer Dunaway, NAVFAC, Southwest Command Safety Officer. “This commitment illustrates our singularity of purpose to reduce the number of people getting hurt and making our safety program better. A lot of work has been done to date, but we still have a lot to do. I am looking forward to positive change and working with everyone with that singular purpose in mind.” Speaking at the event were the NAVFAC Southwest Commanding Officer Capt. John Adametz, National Federation of Federal Employees 2096 President Michael Trice, National Association of Government Employees (NAGE) 12-35 President Milton Roe, NAGE 12-25 Vice President Mitchell Perdue, NAGE 12-35 Union Representative John Stafford, NAVFAC Atlantic Safety Manager William Garrett, and NAVFAC, Southwest Command Safety Officer Jen Dunaway.▪
A LMidlant o o k History B a candk Legacy Story & Photos by Todd Lyman NAVFAC Mid-Atlantic Public Affairs
This past summer Naval Facilities Engineering Command Mid-Atlantic celebrated 13 years. Established July 30, 2004 by merging the employees of the Navy Public Works Center Norfolk, the regional engineer, and the NAVFAC Atlantic Hampton Roads Integrated Product Team, the move was part of the NAVFAC global reshaping. Midlant’s roots run deep by virtue of PWC Norfolk, the first center to consolidate public works services for the Navy. PWC Norfolk was founded June 15, 1948 as a Secretary of the Navy initiative to consolidate public works functions for a naval base. PWC Norfolk continued to grow. In 1991, Defense Management Review Decision 967 directed the consolidation of base engineering services for installations that included Norfolk. In 1996 Naval Weapons Station Yorktown requested the consolidation of their Public Works Department and in the same year the PWC Detachment in Philadelphia was transferred to PWC Norfolk from PWC San Francisco Bay. The next two years saw Naval Weapons Station Earle and Naval Inventory Control Point Mechanicsburg consolidate their PWDs with the PWC Detachment in Philadelphia. In 2003, the PWD at the Naval Air Engineering Station Lakehurst also joined the PWC team. In 1998 Commander, Navy Region Mid-Atlantic established the Regional Engineer organization by combining many existing base and staff Civil Engineer organizations to manage facility management, utility, transportation, facility services, and sustainment restoration
and modernization programs. The NAVFAC Mid-Atlantic commanding officer is “dual-hatted” as the regional engineer as well. NAVFAC Atlantic employees with expertise in planning, design, project management, environmental, acquisition and real estate as well as five Facilities Engineering and Acquisition Divisions who supported Hampton Roads clients formed NAVFAC Mid-Atlantic when established. NAVFAC MidAtlantic gained Naval Station Newport, Naval Submarine Base New London, and Portsmouth Naval Shipyard public works operations and the North Carolina Integrated Product Team and the Resident Officers in Charge of Construction offices at Marine Corps Base Camp Lejeune and Marine Corps Air Station Cherry Point, Jan. 22, 2006. In fiscal year 2008, NAVFAC Mid-Atlantic also integrated Wallops Island and began providing Navy Working Capital Fund financial and systems support to NAVFAC Europe. Also in 2008 the commissioning ceremony of the Officer
in Charge of Construction, Marine Corps Installation, East occurred at Marine Corps Base Camp Lejeune. OICC MCI East was established as an Echelon V command under NAVFAC Mid-Atlantic to lead facilities engineering and acquisition efforts and manage the planning, design and construction of projects related to the Marine Corps
The cover of the first “The Midlant Messenger” published following the July 30, 2004 disestablishment of Navy Public Works Center, Norfolk and the establishment of Naval Facilities Engineering Command MidAtlantic. 11
Bachelor Quarters Rehabilitation and Grow the Force initiatives at Camp Lejeune. Today NAVFAC Mid-Atlantic has a workforce of more than 125 officers and enlisted personnel and more than 4,500 civilian personnel. NAVFAC Mid-Atlantic operates with an annual Navy Working Capital Fund business volume of approximately $560 million and executes more than $4 billion a year in construction, professional engineering and facilities services for the Navy and Marine Corps. Two retired employees who witnessed the burgeoning command first-hand are John Salley and Robert Whitehorne. Salley retired after 32 years of service, mostly with NAVFAC Midlant and its predecessors, including a 14-month stint at Djibouti as the deputy public works officer. The son of South Boston, Halifax County, Virginia tobacco farmers didn’t set out to be an architect and deputy public works officer for Naval Station, Norfolk. He said, “So my dad is an engineer. He also went to Virginia Tech. As I was coming along through school my interests really didn’t parallel his. He wasn’t too fond of architects so he wanted me to go into engineering, which I had absolutely no interest in, to have the aptitude for the math that was required. So of course my dad asked me what I wanted to do. I needed to figure out something. I was always fairly artistic so I told him I wanted to major in art. He told me to think again.” “So I thought about that. I’d always been involved in sports coming up so I decided to major in physical
I’m a firm believer in listening to that guy in the field who does the work every day.
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would rather him help me figure out a successful process than for me or somebody else too far removed from the front lines to try to determine the best process. The Atlantic Observer
education, be a high school coach or whatever and he told me that wasn’t going to work either. He pointed out that I just spent 12 years in school and didn’t
like most of it. Dad said I’d not want to spend 30 more years there, and he had a good point. I had a former workout partner on the wrestling team who was a year older than me. He was at Tech as a building construction major and he happened to mention to me that the College of Architecture also houses the art department and a lot of the architects took art classes up there. So really that’s plan ‘C’ I guess. I went back to him and said maybe I’d take a look at architecture.” Upon graduation from Virginia Tech, Salley was introduced to the Navy while with private-sector architecture and engineering firms. His last firm was gaining proficiency working Navy contracts and the entire staff worked them. “I spent a lot of time in Iceland doing field work and back then I was a single dad with two little boys,” he said. “So I actually am probably the only person that ever came to work for the Navy to stop traveling.” Salley began at PWC Norfolk in 1985 as a staff architect. He became comfortable with many aspects of PWC work as a result. He was unaware of how his rapport would serve him in the future. He explained, “In the public work center we were pretty closely aligned with a huge shop construction force. A lot of times we had to provide engineering oversight for projects that those folks did back then.” Ultimately, Salley became the deputy public works officer. “When I first came in here, you know, you’re flooded with information…, policy, EEO, diversity committee, and I would hear all that and think ‘okay I’ll check this box.’ The truth of it is, what I learned was that, no kidding, diversity is one of the most powerful tools we have as a government organization…, as NAVFAC,” said Salley. “The work that we do is so varying, so different, and it takes all kinds of people to figure out how to make that project mesh during the execution stages, said Salley. “I certainly don’t have that ability, but I’ll bet you I can walk somewhere within my world and find somebody who knows exactly how to work a project.” “To me that’s always been a very valuable thing…, that diversity, different people with different backgrounds. I may have someone in the shops who can figure out a better way to hook up shore power to an aircraft carrier than what we’re doing, and that happens. I’m a firm believer in listening to that guy in the field who does the work every day. I would rather him help me figure out a successful process than for me or somebody else too far removed from the front lines to try to determine the best process.” Salley sees that trend continuing with the new generation. “The millennial is just another cog in this big piece of machinery. The new employees are good at doing some things that I’m not so good at.” Salley concluded that the key is to be able to assemble, develop and mature teams. “I can tell you this; the current CO (commanding officer) was a PWO here, as were some of the XOs
(executive officers). So my job, you can write my job description in a couple of sentences…, my job is to facilitate success for that PWO,” he said. Another former Midlant leader’s job description allowed him to see a side of the command few ever witness. Robert Whitehorne was the after-hours senior civilian superintendent for all work conducted past normal workday hours. For 26 of his 38 years Whitehorne saw it all. “We have had everything from cars going into the water, sinking tugs, finding a missing person after five years who had driven the vehicle into the water,” Whitehorne said. News stories through the years describe Whitehorne and his team’s responses to tornados, roof collapses, sinking tugs, tipping trailers and recovery of spills. He spoke of events nonchalantly, but it’s worth noting that the tug was worth more than $1.5 million. Ultimately he was awarded the Peggy B. Craig Lifetime Service Award in 2013 at the Seabee Ball. This award recognizes employees for “20 or more years of selfless and dedicated service to NAVFAC,” according to a story describing the event. Like many Midlant stalwarts, Whitehorne began with PWC, where he held various positions and had a brief break in service. “I came in as a temporary floor coverer, which put carpet and tile on floors. So basically I start off on the ground floor crawling around putting in floors,” he said. “After year I was laid off. A year later my supervisor liked me so much and said once the freeze was lifted he would try to rehire. I was called and told there’s a position open, the freeze was over and he asked if I wanted to come back.” Whitehorne spent a year as a Norfolk paramedic. The city trained him as an emergency medical technician. When he was called back to NAVFAC, the city created a ‘part-time casual’ position to keep him around. He continued serving for 19 years in that capacity, when he wasn’t serving the command. He continued, “They brought me back as a floor coverer and I did that job for a couple of years. Then I became a work leader for the shop and we were in what was called the building trade branch of the PWC, so we took care of the carpentry work, the brick mason work, the painting work. That was considered the building trade branch.” Whitehorne also supervised upholstery workers when that shop merged with building trades. Ultimately someone left, opening a supervisor position that he earned. “While I was in that job I applied for a project coordinator position for the flag housing area. That was another stressful job,” he said. “So I had all of the flag housing on the naval station here. Those are the old homes, the Jamestown Exposition homes which were not supposed to be permanent. That brought a lot of challenges,” he said. One challenge Whitehorne met was to renovate a home for an incoming admiral. The admiral and his
Robert Whitehorne
The new generation is probably a lot smarter, more educated when it comes to computers, electronics, the newer technology. They’re a lot smarter catching on.
wife were so pleased with the work that they invited him to dinner. He said, “So I brought one of my workers out of the shops with me as a reward.” Whitehorne calls that one of his best experiences at the command. “Every one was a learning experience,” he said. Recalling the past, Whitehorne said, “NAVFAC has really been a family. When I first got here we had large public works Christmas parties. We had cookouts. We had a lot of social events. It became a family where you wanted to be around them, you wanted to socialize with them. My family became part of their family. It got to where we were going to the Seabee balls and enjoying the camaraderie, the fellowship of the team.” Whitehorne had one bit of advice for the newer employees, whom he respects. Don’t forget your families. He explained, “The only regret I guess I have is I put this family over my personal family. I dedicated my life to this job, and hindsight is 20-20.” But things look good for Midlant’s future. “It’s a different team. It’s a different generation...a newer generation. The new generation is probably a lot smarter, more educated when it comes to computers, electronics. The newer technology, they’re a lot smarter catching on. They catch on a lot faster than us older guys,” Whitehorne concluded. Now it’s up to the younger guys to carry on the NAVFAC, Midlant legacy.▪
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HURRICANE!
– Hurricane Harvey –
Naval Facilities Engineering Command (NAVFAC) Southeast dispatched a 12-person Contingency Engineering Response Team (CERT) to Naval Air Stations (NAS) Kingsville and Corpus Christi, Texas from NAS Jacksonville, Aug. 27. The CERT will meet up with another five-person team from Public Works Department Fort Worth out of NAS Joint Reserve Base Fort Worth, Texas. The team will evaluate facilities on base that may have received damage from Hurricane Harvey as it passed through the Corpus Christi area. The CERT has Disaster Assessment Teams (DATs) which consist of structural, electrical, and mechanical engineers, architects, roofing specialists, community planners and construction contract specialists who deploy to begin rapid damage assessments. “The CERTs’ 17 members are heading to NAS Kingsville and then on to NAS Corpus Christi,” said NAVFAC Southeast Disaster Preparedness Officer, Lt. Cmdr. Ryan Thrun. “They plan to arrive tomorrow, August 28, to assist in the base with damage assessments. Two teams are out of Jacksonville and one is out of Fort Worth.” It is during this phase they rapidly assess damage to support restoration of basic functions such as debris removal and reopening roadways, expedient roof repairs, and resumption of sanitation, water, electricity and communications services. Integrated Product Team Gulf Coast Assistant Operations Officer, Cmdr. Anant Patel, is the CERT officer in charge and each DAT has a team lead. “As a civil engineer corps officer, I have a unique skill The Atlantic Observer
Hurricane Season 2017 has been a monster. Hurricane Harvey was the first major hurricane to make landfall in the U.S. since 2005 while Hurricane Irma was the strongest hurricane ever to form in the Atlantic Ocean. For both, the NAVFAC Southeast Contingency Engineering Response Team was there to lend a hand. – Stories by Sue Brink, NAVFAC SE Public Affairs
set, deployment experience and ability to be able to respond to emergency situations,” said Patel. “NAVFAC and the Seabees have a proud tradition of answering the call when disasters happen, and I am honored to volunteer to carry on this tradition and coordinate our efforts in Texas.” DAT Team Lead Ensign Derick Schmitz, PWD Jacksonville Construction Manager and Civil Engineer Corps Officer stated, “I hope to learn a lot about logistics, planning, team management and leadership. This
Above: Lt. j.g. Patrick Shine and Ens. Oscar Solis record observed damage caused by Hurricane Harvey aboard Naval Air Station Corpus Christi as part of the Naval Facilities Engineering Command Damage Assessment Team (DAT) and the Contingency Engineering Response Teams (CERT). Below: Lt. j.g. Patrick Shine, Lt. Ross McCaskill, and Lt. Rhett Johnson discuss how to observe and record damage from Hurricane Harvey. The teams are on board to assess damage to the installation and to develop, plan and oversee restoration of base facilities affected by the hurricane.(U.S. Navy photo by Mass Communication Specialist 2nd Class Timothy Schumaker/Released)
experience will bring me together with engineers of different disciplines, and I am excited to help get the base back to normal operations as soon as possible.” Sending engineers around the world is not new to NAVFAC. “I served as a structural engineer on a DAT to AUTEC (Atlantic Undersea Test and Evaluation Center) and am on the team going to Texas today,” said Pam Cowden, NAVFAC Southeast structural engineer. “As a team, we tour the facilities on base and provide a rapid assessment of the damages. We document the damage to start the process for repairs. We also document and mark any facilities that we feel will be unsafe due to damage, so that safety hazards can be avoided and mitigated.” Cowden shared, “It is a good feeling to be able to help people feel safe returning home or to work when I can assure them that the building is safe. When buildings are found to be unsafe, sometimes I can help to make it safe temporarily until final repairs can be made by recommending shoring, removal or bracing of damaged building elements. Putting my book of knowledge into practice is very gratifying.” Previous CERTs have seen widespread devastation from tornado damage not only to Marine Corp Logistics Base Albany, but also in the surrounding community when they were in Georgia. There was extensive damage to pre-engineered metal buildings that had been reduced to a pile of twisted metal and debris. “We deploy at a moment’s notice to help the installation, as many of their personnel may have been evacuated or tending to their family and their own property assessments immediately following the storm,” said Patel.▪
Tiffany Chastain-Fake, left, a structural engineer and William Brainard, an architect, document damage on board Naval Air Station Key West in the aftermath of Hurricane Irma. The Department of Defense is supporting FEMA, the lead federal agency, in helping those affected by Hurricane Irma to minimize suffering and is one component of the overall whole-of-government response effort. (U.S. Navy photo by Mass Communication Specialist 3rd Class Kelsey L. Adams/Released)
– Hurricane Irma –
Naval Facilities Engineering Command (NAVFAC) Southeast dispatched the first of a 17 person Contingency Engineering Response Team (CERT) today to Naval Air Station (NAS) Key West from NAS Jacksonville. The rest of the team will fly down Wednesday, Sept. 13 on a separate flight. “We are headed to Key West today to assess damage that has occurred at NAS Key West,” said Lt. Cmdr. Sean Gorman CERT Officer in Charge and the incoming Public Works Officer for NAS Key West. “We will be working first to set up an emergency operations center for the team and immediately deploying teams to assess critical facilities.” The CERT will evaluate facilities on base that received damage from Hurricane Irma as it passed through the Key West Sunday morning, Sept. 10. There will be three Disaster Assessment Teams (DATs) on the CERT which consist of structural, electrical, and mechanical engineers, architects, roofing specialists, community planners and construction contract specialists that deploy to begin Rapid Damage Assessments. “It is during this initial phase that damage is rapidly assessed to support restoration of basic functions such as debris removal and reopening roadways, expedient roof repairs, and resumption of sanitation, water, electricity and communications services,” said NAVFAC, Southeast Disaster Preparedness Officer, Lt. Cmdr. Ryan Thrun. First time DAT member Evan Echlin, NAVFAC, Southeast Geographic Information Systems (GIS) analyst stated, “Deploying with this team is a great opportunity. It is important that we ensure the team has the right maps for an operation like this because quick damage assessment is important. Every time we do this, we can learn from the experience and make improvements.” Some of the standard products produced by the GIS team include storm surge maps, flood maps,
and facilities index maps so the teams will be able to see where every building on the base and what type of facility it is so they can go facility to facility to determine if there is anything of concern after the storm. Ensign Derick Schmitz, PWD Jacksonville Construction Manager and Civil Engineer Corps Officer stated, “After deploying with my first CERT team two weeks ago to Corpus Christi, I am ready to help some of the new members on our team going to Key West. I learned a lot from Hurricane Harvey that will help us in Key West.” Sending engineers out to help after natural disasters is not new to NAVFAC. “We provide continuous training to employees who are willing to volunteer to be on our CERTs so they are ready to go at a moment’s notice,” said Thrun. Typically, these teams deploy to assess hurricane or other storm damage to military installations such as was the case most recently, two weeks ago, the team deployed to Kingsville and Corpus Christi, Texas for Hurricane Harvey, in February 2017 to assist the United States Marine Corps Logistics Base Albany, Georgia when tornadoes devastated the base and October 2016 when teams deployed to the United States Navy’s Atlantic Undersea Test and Evaluation Center (AUTEC), located on Andros Island in the Bahamas after Hurricane Matthew impacted the facilities there. “We were fortunate here in Jacksonville after Hurricane Irma that our employees were able to deploy to help with Key West even though many of our employees in northeast Florida and southeast Georgia are still without power,” said Thrun. “Safety is always first and it is important that our employees are able to tend to their family and their property immediately following any storm.▪
Lt. Cmdr. Brian Crystal, standing, Naval Facilities Engineering Command Southeast Key West Public Works Officer, briefs the Naval Air Station Key West team in the emergency operations center. (U.S. Navy photo by Trice Denny/Released)
15
AWS The NAVFAC Atlantic Executive Steering Group reviewed the old policies and have recommended several Alternative Work Schedule options in line with the tenets of the Strategic Design. So, what do these changes mean to you? Let’s start with a few definitions: •
•
•
•
•
Compressed work schedule (CWS) - An 80-hour biweekly basic work requirement that is scheduled by an agency for less than 10 workdays. Flexible work schedule (FWS) - An 80-hour biweekly basic work requirement that allows an employee to determine his or her own schedule within the limits set by the agency. Basic work requirement - The number of hours, excluding overtime hours, an employee is required to work or to account for by charging leave, credit hours, excused absence, holiday hours, compensatory time off, or time off as an award. Core hours - The time periods during the workday, workweek, or pay period that are within the tour of duty during which an employee covered by a flexible work schedule is required by the agency to be present for work. Credit hours - Those hours within a flexible work schedule that an employee elects to work in excess of his or her basic work requirement so as to vary the length of a workweek or workday.
What does that look like?
CWS is straightforward – condense your schedule as you like so long as you end up with 80 hours a pay period. This condensed schedule The Atlantic Observer
Reported in last quarter’s Atlantic Observer, a revision to the command’s Alternative Work Schedule has been approved. This came directly from recommendations YOU made in the 2016 DEOCS. gives employees two Regular Day Off (RDO) a pay period for those not already on a CWS plan. In comparison, current 5-4-9 CWS employees benefit from just one RDO per pay period. CWS workers don’t have to worry about what these schedules do to Federal holidays – regulations mandate employees still get these days off regardless of their compressed schedules. If a holiday falls on your RDO, your day off will shift to the day before, or after, the holiday. # of Hours
Arrive
Depart
Wk. 1 MON TUE WED THU FRI Wk. 2 MON TUE
10 10 10 10 0
0730 1800 0730 1800 0730 1800 0730 1800 NON-WORKDAY
10 0
0730 0730
WED THU FRI
10 10 10
0730 1800 0730 1800 NON-WORKDAY
1800 1800
Compressed Schedule Example: Total hours for Weeks 1 and 2 are 40 hours, with 30 minute non-paid lunch. This is the standard 4/10 model and is shown with the same day off each week. FWS offers even more options. Within it, you have Variable Week and Maxi Flex schedules.
With the Variable Week, you work 80 hours each pay period, with your core work hours logged each work day, the standard Monday through Friday. Up to you is how to spread out those hours. Depending on your group, you can vary both the num-
VARIABLE WEEK SCHEDULE EXAMPLES # of Hours
Arrive
Depart
Wk. 1 MON TUE WED THU FRI Wk. 2 MON TUE
10 6 10 7 7
0730 0830 0700 0800 0830
1800 1500 1730 1530 1600
7 8
0900 0900
1530 1730
WED THU FRI
9 8 8
0830 0830 0630
1800 1700 1500
Variable Schedule Example 1: Total hours for both Weeks 1 and 2 equal 40, including 30 minute non-paid lunch. # of Hours
Arrive
Depart
Wk. 1 MON TUE WED THU FRI Wk. 2 MON TUE
10 9 10 8 8
0730 0730 0700 0830 0830
1800 1700 1730 1700 1700
6 6
0900 0830
1530 1500
WED THU FRI
9 6 8
0830 0830 0630
1800 1500 1500
Variable Schedule Example 2: Total hours for Week 1 equal 45 hours, including 30 minute non-paid lunch; Week 2 equals 35 hours with 30 minute non-paid lunch.
ber of hours you work on any given day and the number of overall hours within a week. You are not limited by a hard set arrival or departure time, and can vary your schedule with your supervisor from pay period to pay period. Log in 80 hours and you’re set. However, with the ability to flex your work schedule around your life comes some firm limits – no regular day off is allowed and you must be present for core working hours unless you take leave
Maxi Flex has the same benefits and limits, with the difference lying in division of those core hours. Your 80 hours are spread over less than the standard 10 workdays per pay period. In a sense, it combines elements of Variable Week and CWS. The only difference is you do not have an RDO. When there is a holiday you get 8 hours, but that means you might have to adjust your schedule to account for the 80 hours.
# of Hours
Arrive
Depart
Wk. 1 MON TUE WED THU FRI Wk. 2 MON TUE
10 10 10 10 0
0730 1800 0730 1800 0730 1800 0630 1700 NON-WORKDAY
10 0
0700 1730 NON-WORKDAY
WED THU FRI
10 10 10
0630 0630 0700
1700 1700 1730
Maxi Flex Schedule Example 1: Total hours for both Weeks 1 and 2 equal 40, including 30 minute non-paid lunch. The only thing that changes is the day off each week in this 4/10 model.
Depart
Wk. 1 MON TUE WED THU FRI Wk. 2 MON TUE
9 10 10 8 8
0730 0730 0730 0630 0630
1700 1800 1800 1500 1500
9 10
0730 0630
1700 1700
WED THU FRI
8 8 0
0630 1500 0630 1500 NON-WORKDAY
Maxi Flex Schedule Example 2: Total hours for Week 1 equal 45 hours, including 30 minute non-paid lunch; Week 2 equals 35 hours with 30 minute non-paid lunch. The variable length of each day, and week to week, allows for one day off per pay period.
You asked. We listened.
The annual Defense Equal Opportunity Management Institute (DEOMI) Organizational Climate Survey (DEOCS) matters!
MON TUE WED THU FRI Wk. 2 MON TUE
9 9 6 6 0
0600 1530 0830 1800 0900 1530 0900 1530 NON-WORKDAY
The resulting Best Places to Work reports show professionals with more scheduling options is a happier, more productive force. NAVFAC Atlantic’s DEOCS last year showed you wanted the same. With that in mind, reviewing the current program for new options was chief among the action items Rear Adm. Banaji directed. The work led to a new instruction release in July expanding your options!
10 10
0730 0700
1800 1730
The new AWS systems is PROOF your voice counts!
WED THU FRI
10 10 10
0600 0700 0700
1630 1730 1730
MAXI FLEX SCHEDULE EXAMPLES # of Hours
Arrive
# of Hours
Arrive
Depart
Wk. 1
Maxi Flex Schedule Example 3: Total hours for Week 1 equals 30, including a 30 minute non-paid lunch; Week 2 includes 50 hours, including a 30 minute non-paid lunch. With Maxi Flex participants can work no fewer than 30 hours and no more than 50 in one week. This arrangement still allows you to have one day off per pay period.
The next survey for NAVFAC Atlantic takes place this month. The question is ...
Do you ... DEOCS? 17
HISPANIC HERITAGE MONTH
SPECIAL EMPHASIS PROGRAM (SEP)
During National Hispanic Heritage Month (September 15 to October 15) we recognize the contributions made and the important presence of Hispanic and Latino Americans to the United States and celebrate their heritage and culture.
In order to cultivate a high performing organization for the 21st century, NAVFAC Atlantic established a Special Emphasis Program (SEP) Committee here at NAVFAC Atlantic. This committee works hard to: 1. Hire and retain a diverse workforce, 2. Identify and remove barriers to our improvement, 3. Better support three Target Groups: Persons with Disabilities, Women, and Hispanics 4. Promote EEO awareness, 5. Develop effective recruitment strategies, and 6. Improve employee morale.
The Atlantic Observer
Hispanics have had a profound and positive influence on our country through their strong commitment to family, faith, hard work, and service. They have enhanced and shaped our national character with centuries-old traditions that reflect the multiethnic and multicultural customs of their community. Hispanic Heritage Month, whose roots go back to 1968, begins each year on September 15, the anniversary of independence of five Latin American countries: Costa Rica, El Salvador, Guatemala, Honduras and Nicaragua. Mexico, Chile and Belize also celebrate their independence days during this period and Columbus Day (Día de la Raza) is October 12. Today, 55 million people or 17% of the American population are of Hispanic or Latino origin. This represents a significant increase from 2000, which registered the
Mitch Cooperman SEP, Hispanics Subcommittee Chair
Hispanic population at 35.3 million or 13% of the total U.S. population. You can also share in this special annual tribute by learning and celebrating the generations of Hispanic and Latino Americans who have positively influenced and enriched our nation and society. For instance, did you know that San Miguel de Gualdape was the first European settlement in North America? It was founded in Georgia in 1526, 81 years before Jamestown. St. Augustine, Florida was founded in 1565 and is the oldest city in the United States. Hispanic Americans have been making contributions to life in the U.S. ever since.▪
¡Celebra!
D I S A B I L I T I E S E M P LOY M E N T AWA R E N E S S M O N T H Tom Barstow SEP, Disabilities Subcommittee Chair
October is National Disability Employment Awareness Month (NDEAM, www.dol.gov/ndeam) and its purpose is to educate about disability employment issues and celebrate the many and varied contributions of America’s workers with disabilities. Held annually, NDEAM is led by the U.S. Department of Labor’s Office of Disability Employment Policy and employers of all sizes and in all industries are encouraged to participate. “Inclusion Drives Innovation” is the theme of this year’s NDEAM. “Americans of all abilities must have access to good, safe jobs,” announced U.S. Secretary of Labor Alexander Acosta in his 2 August news release. “Smart employers know that including different perspectives in problem-solving situations leads to better solutions. Hiring employees with diverse abilities strengthens their business, increases competition, and drives innovation.” Executive Order 13548, issued on 26 July 2010 by President Obama, provides that the federal government must become a model for the employment of individuals with disabilities and directs federal departments and agencies to improve their efforts to employ federal workers with disabilities and targeted disabilities through increased recruitment, hiring, and retention of these individuals. Targeted disabilities are those that are identified as severe and include deafness, blindness, missing extremities, partial paralysis, complete paralysis, epilepsy, severe intellectual disability, psychiatric disability and dwarfism. Federal agencies are required to set goals for the employment and advancement of Individuals with Targeted Disabilities (IWTD). The Navy goal is for IWTD to make up at least two percent of our total workforce, but, despite increased agencywide efforts, from FY2016 data, IWTD still make up less than a percentage point of our civilian workforce. Hiring IWTD into federal positions, though, can be relatively quick and simple, using the Schedule A special appointing authority, by which agencies may prefer applicants with targeted disabilities, without advertising the position. Under Schedule A, the individual is appointed as an excepted service employee, and after two years of satisfactory service can then be converted to competitive status. However, the Navy acknowledged in their FY2016 EEO Program Status Report that a bias exists against using the
Schedule A hiring authority and that preconceived notions and negative stereotypes regarding the capabilities of IWTD still remain and that these factors hinder the Navy’s recruiting and equal employment opportunities. NAVFAC Atlantic is actively working to improve in these areas and we recently used the federal Workforce Recruitment Program (WRP) to hire a summer intern in LANT OPS in 2017. Our intern, Ms. Jessa Ince, graduated in May 2017 from Rochester Institute of Technology (RIT)/ National Technical Institute for the Deaf with a Bachelor of Science degree in Applied Statistics and Actuarial Sciences and ably performed regression analysis on enterprise cost and schedule data until her return to RIT in August for graduate school. As I can attest, WRP is an excellent recruitment and referral program that connects federal sector employers nationwide with highly motivated college students and recent graduates with disabilities who are eager to prove their abilities in the workplace through summer or permanent jobs. Each fall, roughly one hundred recruiters from over forty federal agencies and sub-agencies visit close to three hundred college and university campuses nationwide, resulting in a database containing application information on more than two thousand candidates with disabilities. The candidates represent all majors, and range from college freshmen to graduate students and law students. This searchable database is currently available for use by federal employers and hiring officials. To be eligible for the WRP, candidates must be current, full-time undergraduate or graduate students with a disability, or have graduated within one year of the release of the database each December, and must be U.S. citizens. If you are interested in learning more about the WRP, or more about our local efforts, the NAVFAC Atlantic committee supporting our Program for People with Disabilities meets bi-monthly to promote equity, fairness, and equal opportunity and seeks to improve our of hiring of individuals with targeted disabilities. We are team of individuals from throughout the command and can always use your help! Please contact me directly at 322-8400 if you’d like to learn more.▪ 19
He y , what’ s for lunc h ?
Used to be, if you forgot your lunch at home (or didn’t pack it at all) you were forced to go off of LRA for a meal. Even with decent choices in the area, restaurants soon became old hat. And let’s not forget about the time— time to drive there and back, and park. Forget about eating there; you‘re in a mad rush to get back on time and can’t worry about actually enjoying lunch. Since April, things have gotten a little easier for the NAVFAC Atlantic staff thanks to the introduction of a Navy Exchange Norfolk (NEX) food truck service. Twice weekly, employees have been able to sample a variety of cuisines, from Vietnamese to pizza to down-home Southern. Variety is key to success says Andrew Joseph, Food Operations Manager with Navy Exchange Norfolk. “I like to consistently rotate the trucks to provide variety and maintain interest. There is a tough balance here as some trucks seem to have gained more of a following,” said Joseph. Coordinating the line-up on the command’s end is Kelsey Harrer, NAVFAC Atlantic Assistant Counsel. While the law is her main job, Harrer sees the value of this command morale program and uses feedback to keep the service running. “The food truck service is a direct result of employee input in last year’s DEOCS. People wanted new initiaThe Atlantic Observer
tives to improve morale and the lack of lunchtime options was one of the concerns they mentioned over and over,” said Harrer. “I’m delighted to see so many NAVFAC people get out there not just to try what’s on the menu, but also to get to know each other a little better while they wait for their orders.” Client input is valuable to Joseph as well “I will do my best to gauge customer interest and schedule accordingly. If a certain truck becomes popular I can bring them back weekly over the course of a month while rotating in a different truck on the second day.” Joseph uses his familiarity with the local restaurant industry to track down potential vendors and does a great deal of legwork learning about their reputation before approaching them. Social media allows the NEX to handpick vendors that best fit client demand. On occasion, new vendors will reach out to him about being included in the program. Yet before we get the chance to place an order, vendors must secure liability insurance and meet health code standards for Hampton Roads. “All of the trucks are inspected by a Navy health inspector before the NEX completes their contract. Their standards are more stringent than you will find out in the city,” said Joseph. “Operators must be health certified, all refrigeration properly functioning,
equipment NSF certified, potable water source, and general truck cleanliness maintained. The operators also must provide food purchase invoices to verify that all sources are approved by the USDA or other agencies.” Additionally, to meet base security regulations, the truck operators must have their trucks inspected prior to coming onto the installation. This makes for a relatively short list of approved vendors. The process takes time, but it’s worth it say employees. “The Gyro was very good, would definitely get again,” said Ann Ward, financial management analyst. “As a new employee at NAVFAC, I definitely appreciate this service that is provided.” Asset Management’s Linda Pressler agreed: “I usually bring my lunch but, I find this a useful service and a great break in the routine. I got the fried chicken lunch today. It was great!”
Do you have a recommendation for the food truck service? Reach out to Andrew Joseph, Navy Exchange Norfolk Food Operations Manager at 757-440-2000, ext. 2019 or Andrew.Joseph@newweb.org.
ESG: Experience Shared – Jean Dumlao, Public Works Business Line Manager
Take 5 for Mentoring Take a moment and think about the mentors in your life and what mentoring means to you. What is Mentoring? Mentoring is simply a process by which more experienced individuals assist others to expand their knowledge, enhance their careers, increase their networks and develop. Mentoring comes in many forms. In my experience, mentors were family members, teachers, coaches, supervisors, subject matter experts, subordinates, friends and even peers. My most influential mentor was my late father, Marcial Dumlao, who lost his father during the Japanese invasion of the Philippines, WWII, when he was only 9. Dad was a survivor and he developed in me a deep sense of US patriotism and strong values of public service, work ethic and integrity. Another impactful mentor I had in my life was the late Rear Admiral Kevin Delaney who was a gifted leader, war hero and role model. Admiral Delaney offered guidance to me during a professional and personal crossroads of my life, as I was considering separating from active duty to start a new life with my future husband. His advice allowed me to make a more informed decision regarding my career and future. Why is mentoring so important for any organization? Mentoring augments an organization’s commitment to professional development and evidence suggests mentoring improves workforce performance, job satisfaction, retention, commitment to the mission and fosters collaboration. Mentoring can be a win-win-win situation, benefitting the organization, the mentee as well as the mentor. I’d like to share five tips on maximizing the mentoring opportunities and experience. These tips reflect my personal experience and opinions and might not be appropriate for every situation but are offered to inspire others to consider mentorship.
Tip #1: For mentees - seize the opportunity! There are many potential mentors willing to help and invest in an employee’s development but employees must take the initiative, seek out mentors and seize the opportunity. Mentoring can occur in formal or informal settings, between seniors and subordinates, subject matter experts and novices, peers, older and younger, younger to older, or a number of other situations. NAVFAC has formal mentoring through programs such as the Leadership Development Program (LDP), however our organization has numerous informal mentoring opportunities with the many technical leaders, subject matter experts, supervisors, managers and leaders who have a willingness to assist others. Every employee should have at least one constructive mentor-mentee relationship; new NAVFAC employees, senior or even retiring employees would benefit from mentorship. Tip #2: For mentees - seek different mentors for diversity of experience. I had senior Civil Engineer Corps (CEC) Officers who were able to discuss with me different kinds of positions and jobs the CEC career of-
fered. However, I couldn’t find a CEC Officer who could relate to my personal situation of balancing the responsibilities of a dual military couple, spouse and parent of four children. I went outside of the CEC for assistance on this. So, a mentee might have a mentor for a specific career field, but have another mentor for leadership or supervisory challenges, and may also have a coaching type mentor who can guide a mentee through a new project, or help prepare for a job interview, or a mentee might simply need a mentor who can empathize. Diversity of mentors is a good thing. Tip #3: For mentees - seek out mentors outside of your chain of command to avoid conflicts of interest and avoid compromising the integrity of the chain of command. While a Supervisor-Employee relationship has overlapping aspects of a Mentor-Mentee relationship, and one’s supervisor might be an employee’s best career advocate, be careful not to put yourself and your supervisor in a position where there may be a perception of inequity among the ranks. In addition, respect the chain of command and its role when discussing problems. 21
Do not use your boss’s boss as a mentor lest you discuss issues that undermine or circumvent the supervisory chain of command. Tip #4: Value time. For mentees - be deliberate and clear on what you would like to achieve. Have an agenda or develop specific questions or issues you would like to discuss. If possible, provide the questions ahead of time to allow the mentor to prepare. If the mentor suggests an action, address these before the next meeting. Be prepared to provide feedback and follow-up. Demonstrate that you know you are accountable for your career development. For mentors - I find that formal mentoring such as those associated with our NAVFAC LDP, are well structured with clear mentoring roles, milestones and objectives. Informal mentoring is more like an “as needed’ basis and my time investment is typically gauged by the needs, interest and effort of the mentee. I encourage informal mentoring and respond in a positive, welcoming manner when asked, but I typically establish preparation before the first mentoring session with me. I ask mentees to review their community management (CM) plan, provide their latest resume and/or bio, have an idea of where they would like to be professionally in 3-5 years and perhaps longer term. I typically provide my bio in advance as well. This approach has enabled effecThe Atlantic Observer
EURAFSWA continued from page 5
where she also holds a Master’s Degree in Civil Engineering and completed the Executive Development Program at Wharton, University of Pennsylvania.
Jean Dumlao tive initial meetings where we can get to know each other, establish a rapport, have constructive discussions from which to start the mentoring process. Tip #5: For mentors – listen effectively, be honest, and authentic. A good mentor listens to understand the mentee’s goals, objectives, concerns, and what they need from the mentor. A good mentor strives to be honest, impartial, and objective. I think the most important mentoring quality is authenticity. A mentee should know and trust that his or her mentor is sincerely willing to assist and guide. As I reflect on countless mentors in my life, the common thread is a genuine willingness to share knowledge, experience, skills to help others. I wouldn’t be where I am today if I didn’t have mentors. I mentor today because it is one of the ways I honor the mentors who have helped me and because I genuinely enjoy and value helping others. Now that you have a few mentoring tips and you know mentoring can make a difference, seize the opportunities and seek out mentorship!▪
“We hand select our Commanding Officers very carefully,” said Banaji. “It demonstrates an incredible level of trust and confidence in an Officer. These two Officers emulate the judgment, character and courage required to Command and defend our nation.” Aguayo spoke to those assembled about assuming command of NAVFAC EURAFSWA. “We will leverage our diversity, in both thought and experience, to find creative ways to meet the requirements of our supported commanders who are operating in a rapidlychanging environment,” said Capt. Aguayo. “Most importantly, we will accomplish this by continuing to build a climate based on mutual respect and trust.”▪
GOOD Bill Garrett Safety & Occupational Health Manager
Naval Facilities Engineering Command is serious about the safety and well-being of every employee. Last year NAVFAC developed an initiative to energize the workforce to report near-misses, unsafe conditions or acts called the “Good Catch” campaign to help proactively avoid mishaps. The idea is to empower every employee to “catch” mishaps before they occur and take action. The concept enables all hands to become actively engaged in every day safety. Any individual NAVFAC employee can make a difference in workplace safety by immediately reporting a “Good Catch” situation. First line of reporting should be to your immediate supervisor. A “good catch” could save your life, or the life of your co-worker. A GOOD CATCH is defined by any of the following three categories: • An incident where no property was damaged and no personal injury occurred, but where, given a slight shift in time or position, damage and/or injury easily could have occurred (Near Miss). • An observation of an unsatisfactory physical condition existing in a workplace environment immediately before an accident that could contribute to initiating an event (Unsafe/Unhealthful Condition). • Any act that deviates from a generally recognized
Way to go!
CATCH! safe way or specified method (i.e. SOP or JHA) of doing a job and which increases the probability for an accident (Unsafe Act). A Good Catch Report can be reported by 1) verbally to a supervisor, safety office or safety representative, 2) via ESAMS module, or 3) via the Command’s Good Catch form either hand written or electronically. Make every reasonable attempt to notify the supervisor either in person or by telephone except where a delay would be to the detriment of the individual or operations in which case immediate action should be taken. Provide as much detail as possible, including: • • • • • • •
Event date Event time Event type Number of people involved Facility where event occurred Location where event occurred Description of the event, including, who, what, when, and where. Actions taken to prevent recurrence,
• The NAVFAC supervisor shall: • Upon report of a Good Catch immediately suspend any ongoing work that may result in injury, illness or property damage. • Promptly investigate the situation and take appropriate corrective actions. • Inform the reporting employee of all action taken on oral reports. • Coordinate with the Safety Office on the Good Catch to help enable learning by other activities potentially exposed to similar hazards.
Nikki Upton, NAVFAC Atlantic Equal Employment Specialist & Alternative Dispute Resolution (ADR) Coordinator received an ADR Convener award at the ADR Training Seminar August 29, 2017 from the Department of the Navy’s Alternative Dispute Resolution Program Office. Pictured L-R, Ms. Audrey Manley (Program Manager, ADR Center of Excellence), Amanda “Nikki” Upton, and Mr. John James (ADR Program Manager). Ms. Upton received the award for her dedication in helping to achieve success in the DON ADR Program conflicts through mediation. Fun Fact: In 2016 ADR saved the Department of the Navy $10 million by resolving conflicts through mediation. 23
Length of Service Awards
Don Alkire 10 years
Tom Barstow 30 years
Thomas Bonner 20 years
Susan Call 15 years
Russ Cooper 30 years
David Gary 20 years
Andrew Haas 10 years
Angel Ho 25 years
Linda Johnson 20 years
Marc Lambert 35 years
Michelle Lee 30 years
Tim Livingston 10 years
The Atlantic Observer
On July 18 and again on August 30, Rear Adm. Darius Banaji, Commander, Naval Facilities Engineering Command, Atlantic took time to deliver Length of Service awards to the command’s hard-working professionals. Rear Adm. Banaji enjoys handing out these awards in spaces, getting to hear more about the projects our team is involved in.
Zane Perry 30 years
Ernestine Schultz 30 years
Suzanne Spence 30 years
Richard Stephens 30 years
Amy Van Dercook 10 years
Steven White 15 years
Thank you for your service! Chris Wilkins 20 years 25
welcome aboard Anna Bellinger Contract Specialist (ACQ Intern)
Kathleen Kirsch Financial Management Analyst (FM13)
Daniel Roberts Electrical Engineer (PW9)
Franklyn Bucknor Financial Management Analyst (FM13)
Eric Leach Financial Management Analyst (FM32)
Trenise Robertson Financial Management Analyst (FM13)
Cynthia Carlton Financial Management Analyst (FM13)
Nicholas Lizotte Contract Specialist Intern (ACQ34)
Francisco Rodriguez Travel Technician (BD42)
Kristen Cramer Accountant (FM11)
Jonathan Loyer Civil Engineer (Structural) (CI42)
Kevin Sales Financial Management Analyst (FM34)
Olga Dynov Contract Specialist (ACQ21)
Mark Markwood Community Planner (AM4)
Deidre Salter Financial Management Analyst (FM32)
Emily Fought Realty Specialist Intern (AM1)
Camekia Mason Financial Management Analyst (FM13)
Zachary Schuhart Realty Specialist (AM1)
Dawn Gray Financial Management Analyst (FM32)
George McLeod Accountant (FM38)
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Thar She Blows!! NAME:_______________________________ DATE:_____________
Thar She Blows
Q Z O U A N N O I T A U C A V E M Y T T
X W E R C H E C K L I S T Y P G N V H Z
V Z O F F P H A R V E Y B T B V V C V Y
W E S E I R E T T A B P P E Z C A Y A T
ADVISORY ALERTS BATTERIES CHECKLIST COMMUNICATE CYCLONES EXERCISE EMERGENCY EVACUATION FEMA
W A T E R Z G N A E Q B W F J M O C S L
N D B T Y Z K I I C M M O A A O S L U S
D Y Z A V S R I C K G E M S F X X O P Y
W O M C A K N F G E W A R N I N G N P A
E J M I N B D V N V Q U F G L H T E L M
A R A N T L R E B M E V O N E P N S I R
I J O U U N R F A J E Y R L Q N K S E I
A W G M P A X E S I C R E X E O C S S W
C M H M T A L E R T S O C P C Z D Y I T
FLOOD FORECAST GENERATORS HARVEY KATIA IRMA JOSE NAVY NFAAS NOVEMBER
Z Z J O X H P Z T M Q A A R A I N N F X
H K R C W N S L K W U E S I W J D Y B J
X S P B A A R V O K I B T P L S D L J W
Z X V B T L F L O O D A D N F A A S O E
C N B J C P Z G K P K J X T R P W T S R
G S L F H I S H E L T E R M H F A M E F
Y R O S I V D A K B G S U R G E R K Z V
ADVIS ALERT BATTE CHECK COMM CYCLO EXERC EMERG EVACU FEMA FLOOD FOREC GENER HARVE KATIA IRMA JOSE NAVY NFAAS NOVEM
PLAN RAIN SAFETY SHELTER SURGE SUPPLIES WARNING WATCH WATER WINDS
HOW TO SOLVE: Find the words below in the puzzle. Each word appears only once, and can be backwards, forwards, horizontal, vertical or diagonal. 27
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