Blueprint, February 2018 (Volume 5 Issue 02)

1 1/8 in 3/4 in 7 1/8 in

VOL. 5, ISSUE 2 FEBRUARY 2018

NAVFAC EUROPE AFRICA SOUTHWEST ASIA

The Blueprint Commanding Officer CAPT Maria L. Aguayo Executive Officer CAPT Scott Raymond Command Master Chief CMDCM John Cunningham Public Affairs Officer Mr. Ben Warner Command Ombudsman Carlos Montgomery Editor MC2 Brian Flood Contributors Mike Ryan LT Morgan Weber UT2 Stephen Pineiro MC2 Joe Bishop MC2 Jared Walker CM3 Brian Beverly MC3 Mari Jang UTCN Christopher McNeil

Table of Contents Commanding Officer..........................................................................................4 Executive Officer..................................................................................................5 Command Master Chief.....................................................................................6 Ombudsman.........................................................................................................7 Navy and NAVFAC News...................................................................................8 Photo Contest Winners....................................................................................10 FY 18 Navy Budget ............................................................................................14 NSA Bahrain.......................................................................................................16 NSF Deveselu.....................................................................................................17 NAVFAC EURAFSWA Core............................................................................17 Camp Lemonnier...............................................................................................18 NSA Naples..........................................................................................................19 Awards.................................................................................................................20 Frocking and Promotions.................................................................................22 Northern Italy......................................................................................................26 NSF Redzikowo...................................................................................................26 NAVSTA Rota.....................................................................................................27 NAS Sigonella.....................................................................................................28 NSA Souda Bay..................................................................................................29 Security................................................................................................................30 Safety........................................................................................................31 CIO...................................................................................................................32 Training..............................................................................................................33

The Blueprint is an authorized Naval Facilities Engineering Command publication. 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 newsletter has been reviewed and approved by the NAVFAC EURAFSWA Public Affairs Office for public release.

Comments, articles and photos can be submitted to the Public Affairs Office.

Email address brian.flood@eu.navy.mil Mailing address NAVFAC EURAFSWA PSC 817 Box 51 FPO AE 09622

Executive Officer Captain Scott Raymond

Commanding Officer Captain Maria L. Aguayo

Command Master Chief John Cunningham

Telephone Commercial: +39-081-568-3559 DSN: 314-626-3559 NAVFAC EUROPE AFRICA SOUTHWEST ASIA

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Sailors muster for uniform inspection at NSA Souda Bay PWD. Photo by Utilitiesman Constructionman Christopher McNeil

Capt. Maria Aguayo sits with officials from the U.S. and United Arab Emirates prior to the lease signing in UAE. Photo credit unknown

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Commanding Officer Captain Maria L. Aguayo

I

sincerely hope everyone had a joyful and peaceful holiday season and had the opportunity to rest and spend much deserved time with family and friends. We are now a few months into 2018 and the pace continues to increase exponentially! The exciting part is that we are all extremely busy because we are supporting the most dynamic region in the United States Navy. What you do every single day matters and directly impacts critical warfighter missions in support of our National Defense. It is important that you stop and think about that - your efforts are integrally linked to the shore support needed by our operators to launch and execute.

It is real-time support for real-time operations!

Recently we have received two documents to inform our actions and investment decisions. The NAVFAC 2018 Commander’s Guidance (NCG) provides a detailed roadmap for our use to prioritize and execute. It demands that we continuously assess and adjust accordingly to ensure we are meeting the warfighters’ requirements. At the same time, the 2018 National Defense Strategy (NDS) outlines just what is expected to support the warfighter. It highlights the critical importance of our AOR, outlining the strategic imperatives to fortify the Trans-Atlantic NATO alliance, form enduring coalitions in the Middle East, and support relationships to address significant terrorist threats in Africa. The two documents together provide consistent direction for the decisions we make every day.

Here are some highlights on shared areas where we can focus our efforts: •

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• •

•

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Financial Trust: “Better management begins with effective financial stewardship,” says the NDS. The NCG sets targets to prioritize total requirements, reduce the funds acceptance process timeline, and provides financial management tools for NAVFAC personnel at all echelons. The NDS states, “We have a responsibility to gain full value from every taxpayer dollar spent on defense, thereby earning the trust of Congress and the American people.”

People: The NDS reminds us that recruiting, developing, and retaining a high-quality military and civilian workforce is essential for warfighting success. The NCG seeks to fill our team with highly qualified, motivated people by reducing the hiring timeline by 30 days, limiting stressed PWD critical vacancies to less than 30 days, improving our staffing algorithms and implementing a NAVFAC civilian workforce development continuum.

Analytical Decision-Making: Knowledge management is a key focus of the NCG and the NDS – the latter reminding us that we need to use information, not simply manage it. NAVFAC will implement a corporate wide knowledge management system as a document library and idea integrator.

Product & Service Delivery: With the NCG, we are working to develop work tracking tools, create “next generation” BOS Requirements and Contracting frameworks based upon best government and private sector practices, and improve CPARS and design capabilities across PWDs. The NDS informs us that “The Department will also continue to explore streamlined, non-traditional pathways to bring critical skills into service, expanding access to outside expertise, and devising new publicprivate partnerships to work with small companies, start-ups, and universities.”

Infrastructure readiness: The NDS is focused on resiliency, identifying the need to transition from large, centralized, unhardened infrastructure to smaller, dispersed, resilient, adaptive basing that include active and passive defenses. The NCG calls on us to improve the allocation of “Investment to Requirements” and “Execution to Requirements,” and identify requirements and courses of action for each installation.

Energy security & utilities: The NCG has us prioritizing energy security gap solutions and increasing resiliency and energy efficiency. Goal is to reduce utility costs by 5 percent in 2019.

To quote the NDS, our management structure and processes are not written in stone; they are a means to an end–empowering the warfighter with the knowledge, equipment and support systems to fight and win. And as the Chief reminds us, Sailors and Marines around the globe are counting on NAVFAC!

Maria L. Aguayo, Capt., USN

NAVFAC EURAFSWA Commanding Officer

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Executive Officer Captain Scott Raymond

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ictory, on the battlefield or anywhere else, is a product of both a Sound Strategy and Operational Excellence. Operational Excellence is “the execution of the business strategy more consistently and reliably than the competition,” according to Wilson Perumal & Company, Inc. (WPC). While this doesn’t seem to tie directly to the U.S. Navy’s “business”, there are some great parallels that turn out to be very applicable to what we do in order to succeed.

To achieve Operational Excellence, we need to be Operationally Disciplined – doing the right thing, the right way, every time. In simpler terms, success is about reliability and consistency. And it is here that we find some great comparisons with how the Navy does business, especially the nuclear Navy. In the recent string of major Navy ship mishaps which took lives and caused billions of dollars in damage, all had failures in Operational Discipline.

Operational Discipline is built on five pillars, observes WPC: Level of Knowledge, Formality, Forceful Watch Team Backup, Questioning Attitude, and Integrity. The first two (Level of Knowledge and Formality) demand high levels of competence and adherence to the process. The last two (Questioning Attitude and Integrity) build on the first two only when you understand your environment, tools, equipment, and processes, and you are willing to provide some critical thinking. The remaining pillar (Forceful Watch Team Backup) is perhaps the most difficult to build.

WPC writes that “the concept of Forceful Watch Team Backup is rooted in everyone’s understanding that they are part of something larger than themselves, everyone relies on one another and there is a level of seriousness to the jobs they do. With that as a foundation, employees are driven to back up one another to ensure that everyone is doing the right thing, the right way, every time.

And if a fellow employee has overlooked something or is not behaving in an Operationally Disciplined manner, other employees have the courage to step in and help resolve the issue. Employees are actively looking for what might be wrong in each other’s areas and expect others to do the same in return.”

In the military, Forceful Watch Team Backup translates to a culture of engagement that was been written about in books as “extreme ownership” (Jocko Willink and Leif Babin) and “it’s our ship” (David Abrashoff), as well as in other great leadership philosophies.

At NAVFAC EURAFSWA, all of us (military, DoD civilians, host nation employees, and contractors) have to work as team partners to ensure our success. We have to be willing to speak up and actively participate in all aspects of our projects. If something is not right, or something needs to be done differently, we need to engage.

Do you have the Knowledge and Formality, Questioning Attitude and Integrity, and Forceful Watch Team Backup necessary to help the team deliver for our supported commanders? If you don’t, what will it take to get you there?

Scott Raymond, Capt., USN

NAVFAC EURAFSWA Executive Officer

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Command Master Chief Master Chief John Cunningham

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s I travel around our expansive command, I often get feedback from all sides of our workforce. No matter whether it’s our military personnel, our civilian employees or the supervisors, a common theme filters up. How do we lead through workplace conflicts, awkward conversations and provide the difficult, but professional feedback? Could there be a perception that we shy away from that tough interaction or conversations?

Through day-to-day exchanges, do we effectively provide our workforce that needed professional growth feedback before we approach those performance reviews, evaluations, training opportunities or extensions? We owe it to our personnel and to ourselves to have those challenging dialogues! No person should ever be surprised by the good or bad comments provided by their leadership. If they are surprised or may have been misled on their performance, this typically leads to the common comment I hear...“I just had hoped or thought my leadership would be upfront/honest with me; if I did something wrong or did not meet expectations then tell me right then.”

In my interactions, not delivering that brutally honest and professional feedback is detrimental to our workforce’s growth and development. There has to be a good and bad feedback balance that we must maintain, but there is no magic formula for that success. We are all not perfect; but we must understand as leaders we affect our “people first and foremost” through our decisions and policies. We absolutely have tools that supervisors are provided, guided towards, or trained, but I have found that a simple upfront conversation is usually better than any piece of paper.

Here are some thoughts that successful supervisors use to have these difficult conversations: 1. Praise in Public, Correct in Private: When someone does something well, performs above expectations, or accomplishes a difficult task, let the world know (or at least their peers) that you noticed. Targeted praise improves performance not only for the person receiving the recognition, but also for others who want that same reward. When someone doesn’t meet expectations, an individual conversation decreases embarrassment and defensiveness that can occur when criticisms are made in front of others or when others are recognized around them.

2. Act Immediately: When performance doesn’t measure up, don’t let the situation drag on and get worse, forming habits that will be harder to change. Timeliness is critical.

3. Be Specific: Clarity matters when giving feedback. What specifically is being done wrong (or not being done at all), and what specifically needs to happen to correct the behavior? It’s not helpful just to say “Your performance is disappointing” – what did they do that didn’t meet expectations? And don’t hide the feedback in a “praise sandwich” (where you say something nice, point out a problem, and say something nice again.) That confuses the message and the employee may think everything’s fine when you really were trying to say that their behavior is not OK. 4. Set Expectations for Change: Be sure to provide a path forward so that the person can be successful. This is how you let someone know that the problem isn’t personal – you want them to succeed, and here’s how they can do it. If you say, “You missed this deadline and I’m upset about it,” what can the employee do about it but feel bad? But if you say, “You missed this deadline and here’s what I need you to do to correct it,” that changes the conversation. There’s a temporary situation that needs to be fixed, not a permanent character flaw!

5. Follow Up: Once you identify the problem in a timely manner, are clear on the expectations, and outline the desired path forward, then you need to make time to check to see if change occurred. If it did, praise their performance; if it did not, it may be time for a stronger conversation about performance expectations.

If you are timely, specific, honest, give a path forward, and follow up, you can see change happen and help your employee grow personally and professionally. Remember, as a Leader or supervisor you are trying to help your personnel become successful, and as an employee, you’re trying to be successful. All of us will have times when we need to have these difficult conversations. Don’t be afraid of the conflict – embrace it as an opportunity for improvement!

John Cunningham, MCPO, USN

NAVFAC EURAFSWA Command Master Chief

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Ombudsman F

orty-eight years ago, Chief of Naval Operations Adm. Elmo Zumwalt established the Navy Family Ombudsman Program to provide a liaison between commanding officers (CO) and military family members. According to Navy Public Affairs, he took this concept from a program used in the 19th century in Scandinavia, when ombudsman positions were used to allow common citizens access to express their concerns to high government officials.

Throughout the years, the Navy Ombudsman has played a vital role in the success of a command’s mission. Ombudsmen are the first step for family members to turn to during a crisis, guiding Navy families to the proper resources. That, in turn, helps their Sailors with assurance that their families are being taken care of at home, or while stationed abroad.

Overseas the Ombudsman takes on a greater role, helping the families of DoD civilian personnel as well as those of their Sailors. They help build the connections of the overseas military community, while helping navigate the eccentricities of living in a foreign environment.

Ombudsmen are volunteers, appointed by the commanding officer, to serve as an information link between command leadership and our Navy families. Getting dedicated, qualified candidates is always a challenge. For the last two years, NAVFAC EURAFSWA was lucky enough to have just such an ombudsman.

Starting in February of 2016, Lyndsey Hale served as the NAVFAC EURAFSWA command Ombudsman. She helped Navy and civilian DoD families navigate the challenges of living overseas and served as the one-stop-shop for information and resources, not just in Naples where she was based, but throughout the NAVFAC EURAFSWA area of responsibility.

At the end of February, Hale stepped down as Ombudsman after two years, as her family prepares to return stateside. NAVFAC EURAFSWA would like to show our appreciation for her service to the command and to the Naples community, and to wish her and her family the best of everything as they move forward in their Navy career.

“Lyndsey Hale took our Ombudsman program from a singularly-focused family advocacy and resourcing effort to a regionallyfocused support resource for every one of our families, sailors and civilians,” said Master Chief John Cunningham, NAVFAC EURAFSWA CMC. “Her passion and positive engagement will truly be missed.”

Lyndsey Hale has gone above and beyond in execution of her duties as command ombudsman. Thank you for your service.

MEET YOUR OMBUDSMAN

M

y name is Carlos Montgomery. I am a new Ombudsman for NAVFAC EURAFSWA. My wife is LCDR Kena Montgomery.

We have two boys, Charlie who is seven years old and Chance who is four. We arrived in Bahrain six months ago and my boys and I love being here despite some of the unique challenges that come from living overseas.

Our last duty station was NAVFAC in Gulfport, Mississippi, and we had been there so long that everything was familiar and comfortable. Bahrain is the opposite of comfortable, but our newest adventure has made our family grow closer and we have learned to depend upon one another.

Once upon a time, not so long ago, I was on active duty and I always knew that no matter what time of day everywhere around the world someone was on duty standing watch, ready to answer a phone to give me the information I needed. As the ombudsman, I now have the privilege of being able to answer that phone. I look forward to serving our extended military family and thank you for the opportunity to serve you.

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The Retirement Journey T Blended Retirement System - The Essentials Information from Navy Live and Military Onesource

he decision to stay in the current retirement system or opt-in to the Blended Retirement System, a modernized retirement system, is an important and irrevocable decision that eligible Sailors must make based on their own individual circumstances.

In fact, it’s probably the most important financial decision in their naval careers. So, it’s important for all Sailors – either as leaders today, or as leaders tomorrow – to understand the changes that will impact retirement in the future.

Prior to opting in, service members should take advantage of all available resources to assist in making an informed decision on the financial implications specific to their retirement situation. The DOD endorses several training and informational tools to support a service member’s decision, to include the BRS Opt-In Course, the BRS Comparison Calculator and numerous online BRS resource materials.

Service members can receive no-cost, personal support from an accredited personal financial manager or counselor available at their installation’s Military and Family Support Center or by contacting Military OneSource on line at http://www.militaryonesource.mil/ or via telephone at 1-800-342-9647.

For the most up-to-date information on BRS and links to training go to the Uniform Services Blended Retirement web page at http://militarypay. defense.gov/BlendedRetirement/.

What should service members be aware of when deciding whether to change over to the system?

One of the most important things you’ll need to do in making a decision of whether or not to opt into the Blended Retirement System is assess the likelihood that you will service for at least 20 years. Bear in mind that if you do not service that long and do not join the Blended Retirement System, you will get neither a lifetime monthly annuity nor service contributions to your Thrift Savings Plan, or TSP, account.

Do your homework and stay informed on early retirement savings and your ability to build interest over time. These are important financial concepts to learn about and pay attention to. Get answers to all your retirement questions before you make a decision.

Am I eligible for the Blended Retirement System?

Service members in the active component as of December 31, 2017, who have served fewer than 12 years, or service members in the National Guard or Reserve who have accrued less than 4,320 retirement points as of December 31, 2017 and are in a paid status, will have the option of electing the Blended Retirement System or to remain in the legacy retirement system.

What does a service member need to do to opt into the Blended Retirement System?

First, you must have completed the mandatory Blended Retirement System Opt-In Course via Joint Knowledge Online or your service’s learning management system before the opt-in option is available to them. For service members who completed the Blended Retirement System Opt-In Course via Military OneSource, the completion certificate must be turned into their training manager before the opt-in option is available to them.

To opt into the Blended Retirement System, service members will need to visit one of these designated resources, depending on their branch of service, between January 1, 2018, through December 31, 2018.

How long will the Department of Defense match my contributions?

The Department of Defense will contribute 1 percent of a service member’s basic pay to his or her Thrift Savings Plan after 60 days of entering service and will begin to match the service member’s contributions (up to an additional 4 percent when a service member contributes at least 5 percent), at the start of the third year of service. Both the 1 percent contribution and matching contributions from the Department of Defense continue through the end of the service member’s 26th year of service.

How does the Thrift Savings Plan figure into the system?

Blended retirement will enroll all service members joining after January 2018 into the Thrift Savings Plan, with automatic and matching Department of Defense contributions.

After completion of two years of service, service members are vested and that money belongs to them. If they leave, it goes with them.

BEFORE 2018

BEFORE 2018

2018 OR AFTER

WITH GREATER THAN OR EQUAL TO 12 YEARS OF SERVICE

WITH LESS THAN 12 YEARS OF SERVICE

ACTIVE DUTY AND RESERVE

No Change You fall under the old system

Your Choice You have the ability to choose if you wish to remain under the old system or opt into the new system

No Action Required You are under the new Blended Retirement System

MUST DECIDE BY DECEMBER 31, 2018

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Project Oversight, SIOH, And More T

By NAVFAC Public Affairs

he NAVFAC Funds Working Group, headed up by RADM Banaji, has been working to create “Did You Know” briefs to explain important information that we need to understand about the way NAVFAC maintains funds fidelity. Below is information on project oversight and SIOH, but make sure to visit the NAVFAC EURAFSWA portal for more “Did You Know” information.

FUNDS FIDELITY: PROJECT OVERSIGHT

FUNDS FIDELITY: SIOH

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N

NAVFAC is able to provide services for contract administration through specific funding sources that vary by type of construction. The two primary funding source types are Project Oversight (Proj O/S) and Supervision, Inspection, and Overhead (SIOH).

Military construction (MILCON) is defined as (temporary or permanent) construction, development, conversion, or extension of any kind carried out with respect to a military installation, or any acquisition of land or construction of a defense access road (10 USC 2851). MILCON projects are typically identified with Project (or “P“) numbers.

s the Department of Defense continues its audit preparations, NAVFAC would like all of us to understand the processes we use to ensure funds fidelity.

Proj O/S is defined as acquisition and contract administration support associated with the award, administration, inspection, and execution of Sustainment, Restoration, and Modernization (SRM); Base Operating Support (BOS); and Environmental services (ENV).

Proj O/S varies by customer and fund source type. NAVFAC uses codes to differentiate among the funding sources: • • •

M2 - CNIC and HQ Marine Corps BOS, SRM, and ENV M3A - Non-CNIC and HQ Marine Corps Operations and Maintenance (O&M) Navy M3B - All others, including Air Force O&M, Army O&M, Navy Working Capital Fund, etc.

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AVFAC directs and supervises contracts for military construction for Navy, Air Force, and other DOD and Federal agencies (10 USC 2851).

NAVFAC charges a “fixed rate” for the costs of supervision, administrative, or overhead services incident to the MILCON (10 USC 2205). NAVFAC refers to this fixed rate reimbursement as Supervision, Inspection, and Overhead (SIOH).

SIOH pays for NAVFAC services including: • Constructibility review • Pre-bid site visit • Construction contract award • Contract administration • Project management • Contract modification • Cost management • Schedule management • Quality assurance • Invoice Processing • Warranty management • And other project costs, including travel, training, supplies and legal services

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NAVFAC EURAFSWA Photo Contest: Love Where You Serve

W

e serve in fascinating places and most of us have grown to love the amazing things we have found at and around our duty stations.

As we reach out to others to join our team in EURAFSWA, we asked you to send us the best photos – the places and experiences you like to share with people who ask why they should consider NAVFAC EURAFSWA. The response was fantastic with some beautiful submissions. Here are the best of those photos.

Photo by Molly Clendenin

SEASCAPE

Photo by Jeff Laitila

Photo by Bruce Johnson

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LANDSCAPE

Photo by Belinda Lamacchia

CULTURE

USE OF COLOR

Photo by Robert Kidd

Photo by Jeff Laitila

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Photo by Joseph Tamburello

Photo by Fabio Peluso

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NIGHT PHOTOS

Photo by Joseph Tamburello

Photo by Michael Fuchs

Photo by Andie VanLanen

CITYSCAPE Photo by Joe Vinch

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Photo by Neil Robinson

Photo by Fabio Peluso

Photo by Andie VanLanen

HONORABLE MENTIONS

Photo by Jeff Laitila

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DEPARTMENT OF THE NAVY BUDGET FISCAL YEAR 19

By Rear Admiral Brian “Lex” Luther Deputy Assistant Secretary of the Navy for Budget

T

he 2019 budget request for the Department of the Navy (DON) has been submitted to Congress. The $194.1 billion (Base + Overseas Contingency Operations) strategy-driven budget submission reflects the DON’s effort to build the Navy the Nation Needs and the U.S. Marine Corps Force of Choice in support of our vital national interests: protecting the homeland, preserving peace through strength, promoting American prosperity and advancing America’s influence.

While our country is as strong as ever, these interests are no longer assured due to threats presented by strategically empowered peer rivals who strive to challenge U.S. maritime superiority in key geographic regions. At the same time, dynamic and unconventional forces seek to challenge the rules-based global order and threaten the global commons, our security and our way of life. These threats present themselves following years of budget uncertainty and continuing resolutions that have taken a toll on our infrastructure, our platforms and our Sailors and Marines. The time to make meaningful investments in readiness is now.

Our approach to increase naval power must be balanced in order to achieve wholeness. We can’t choose between increased capacity or better capability – we need a combination of both. We can’t choose between more complex stand-alone technologies or networked systems, we need both. The talent to

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operate and sustain a larger, more lethal force is not a choice between more people or better training, it is both. This is the path to increased naval power.

We accomplish this by focusing on six specific dimensions: • • • • • •

Building a bigger fleet – A 355-ship navy is now the law of the land, and quantity has a quality all its own.

Building a better fleet – We need to accelerate and invest in game-changing capabilities and leap-ahead technologies.

Building a networked fleet – Information sharing is a force multiplier and exponentially increases naval power to deliver lethality.

Building a talented fleet – Our people have always been our greatest advantage over any competitor.

Building an agile fleet – The Navy must work as part of the joint and combined force to self-sustain in areas such as logistics and fuel.

Building a ready fleet – A bigger fleet, better, networked, talented fleet and agile fleet contributes to potential naval power, but actual naval power must include the critical dimension of readiness.

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(Columbia class), aviation (Joint Strike Fighter), weapons (NextGen Jammer), unmanned, family of lasers, digital warfare and ground equipment are supported by PB19. Technology enablers that allow DON to stay ahead of adversaries as their technological capabilities advance are also funded.

In addition to investing in innovation and capacitydevelopment, we must expand our capability by building more ships to meet the rapidly changing and escalating threats we face from around the globe. These threats have put an immense strain on our fleet, leading to a breakdown in our ability to effectively provide forward presence and project power. Having more ships – and the right mix of ships – provides combatant commanders with flexibility and options, allowing them to make operational decisions based on the best response to specific threats. The [PB19 Ship Acquisition Plan] reflects a strategic mix of small and large surface combatants, submarines and unmanned platforms that enable our Navy to have the focused overseas presence needed to deter and defend against great power competitors and unconventional forces.

PB19 provides for a deployable battle force of 299 ships,

The FY19 budget funds key readiness programs in which includes 11 aircraft carriers and 33 large amphibious support of building a more lethal, resilient and agile force that will enable the DON to significantly contribute to the deterrence and defeat of aggression by great power competitors and adversaries in all domains:

The FY19 President’s Budget request and beyond focuses on urgent modernization and growth, building on the FY17 and FY18 budgets which arrested the DON readiness decline while addressing the Department’s most pressing needs.

In accordance with the 2018 National Defense Strategy, PB19 invests in growing the readiness, capability and capacity of the Navy and Marine Corps team.

•

• • •

Air depot maintenance (92 percent), flying hours (95 percent) and ship depot maintenance (96 percent) accounts are funded at their maximum executable amount.

Ship operations are funded at 100 percent of requirement.

Marine Corps ground equipment account is funded at 82 percent of projected maintenance.

Facilities sustainment is funded at 80 percent (Navy and Marine Corps) of the sustainment model. ships that serve as the foundation upon which our carrier and amphibious ready groups are based.

•

•

•

As our adversaries strive to outpace us in all aspects of warfare, we must adapt to emerging threats in the space, cyber and undersea domains, as well as devote sustained resources to developing advanced technological capabilities that enable us to stay ahead of our competitors. PB19 invests in superior, innovative and cutting-edge technology that delivers more firepower and increases lethality in order to maintain our competitive advantage. Innovative capabilities in shipbuilding

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In FY19, 11 battle force ships will be delivered: 2 nuclear attack submarines (SSN), 4 littoral combat ships (LCS), 1 expeditionary fast transport (EPF), 1 expeditionary sea base, 1 amphibious assault ship (LHA), and 2 destroyers (DDG). One battle force ship, a SSN, will be retired.

Ship procurement funds 10 new-construction battle force ships in FY19 (3 DDG, 2 SSN, 1 LCS, 1 ESB, 2 T-AO, and 1 T-ATS) and 54 ships across the Future Years Defense Plan (FYDP).

Aircraft procurement funds 120 airframes (fixed wing, rotary wing, unmanned) in FY19 (24 F/A 18E/F, 20 F-35B, 9 F-35C, 10 P-8A, 4 E-2D, 2 C-40A, 2 KC-130J, 25 AH-1Z, 8 CH-53K, 7 MV-22/CMV-22B, 6 VH-92A, and 3 MQ-4) and 655 airframes across the FYDP.

The best ships, aircraft and technology are useless without well-trained and capable men and women to operate them. Investing in our personnel enables the strength needed to continued on page 34

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Quay Wall Finished Ahead of Schedule

By Ben Warner, NAVFAC EURAFSWA Public Affairs Officer

N

aval Facilities Engineering Command (NAVFAC) Europe, Africa, Southwest Asia (EURAFSWA), with the support of Public Works Department (PWD) Bahrain, completed repairs to the quay wall at Naval Support Activity (NSA) Bahrain ahead of schedule, as critical fleet operations continued unimpeded.

Constructed in 1962, the Mina Salman quay wall provides berthing for U.S. Navy and allied ships in support of U.S. Central Command (CENTCOM) and U.S. 5th Fleet operations.

Through decades of continued use the quay wall had begun to deteriorate, requiring repairs to be made.

NAVFAC EURAFSWA was tasked with this mission with the added requirement of ensuring that dedicated and safe ship berthing could continue to be provided throughout the construction process to allow for the continued support of ongoing and future operations in the CENTCOM and 5th Fleet area of responsibility.

Through a Design-Bid-Build process a plan was created, a contractor was selected and work was completed on the continued on page 34

Above: Rear Adm. Jesse A. Wilson, Jr., right, commander of Naval Surface Force Atlantic, walks with Cmdr. Kendall Bridgewater, commodore of Coastal Patrol Squadron (PCRON) 1, along the quay wall at Naval Support Activity Bahrain.

(U.S. Navy photo by Mass Communication Specialist 2nd Class Victoria Kinney/Released)

Left: Tim O’Connell give the thumbs up at the finals of the Italian Master Chef Season 5 at Cucina Italiana in Bahrain. O’Connell survived multiple rounds to finish second in the competition.

Bottom Left: Josh Tomblin, a structural engineer with NAVFAC EURAFSWA Capital Improvements, addresses a design charrette in Bahrain, discussing a consolidated aviation unit project.

Through the design charrette process all stakeholders had the opportunity to validate project requirements.

Bottom Right: Capt. Maria Aguayo poses with U.S., UAE and DP World officials at the lease signing for U.S. Navy use of the port in the United Arab Emirates. The port will provide safe mooring for U.S. Navy ships visiting UAE for liberty and resupply.

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Left: Cmdr. Catherine Eyrich, Executive Officer and Public Works Officer for Naval Support Facility Deveselu, poses for a photo while representing the base at Romanian National Day celebrations.

Below: Sailors from Naval Support Facility Public Works Department pose for a photo with othe competitors in an MWR 1000-pound weightlifting challenge.

USO Recognizes Member of Counsel’s Office Story and photo by USO Naples

U

SO Naples recognized Melissa Orr, who works in the NAVFAC EURAFSWA counsel office, as its Volunteer of the Month for the month of February.

Since moving to Naples late last summer, Orr has dedicated more than 73 hours of her time to the Naval Support Activity (NSA) Naples Community through volunteer opportunities with the USO. The motivation to volunteer differs from person to person, but for Orr, the choice to volunteer stemmed from the opportunity to share her gratitude with those who serve.

“Volunteering with the USO allows me to connect with the troops directly,” Orr said. “It gives me an outlet to thank them on a more personal basis.”

Of the numerous USO programs offered here in Naples, Orr has volunteered at programs that have that direct impact on service members. She’s been a staple at our Tuesday Troop Luncheons and Tacos for Troops. Most recently, however, she has provided significant support as we planned the annual USO Naples Got Talent Show.

“While working on the Naples Got Talent program, I got a sneak peek into all the vastly talented people we have in our small community,” Orr said. “I think people are going to be impressed and surprised to discover the hidden talents of their neighbors, coworkers, and friends.”

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Work Continues on 2nd Fuels Storage Tank Photos by Camp Lemonnier Public Affairs Office

Above: Ergotem, a Greek company specializing in tank and industrial construction, successfully placed the foundation for the second of (2) 15,000-barrel jet-fuel storage tanks for the new CLDJ fuel facility on Jan. 27. The new facility will include a brand new fuel testing laboratory, fuel truck parking and a fuel truck filling station on the airfield.

Left: Engineering Aide 1st Class Gayle Gauck, facilities management specialist with the Camp Lemonnier Public Works Department, along with Edgar Maglapuz (L) and Roberto Asuncion (R), civilian contractors with the Public Works Department, examine an air conditioning unit on base, Feb. 16.

(U.S. Navy photo by Mass Communication Specialist 2nd Class Jared E. Walker/Released)

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The Blueprint, Vol. 5, Issue 2

PWD Renovates Naples Middle High School Football Field

By Construction Mechanic 3rd Class Brian Beverly NSA Naples Public Works

N

aval Support Activity (NSA) Naples Public Works Department completed a project to repair and renovate the athletic field at the Naples Middle High School, located on the NSA Naples Support Site. The renovation was undertaken due to debris that had been discovered in the field, preventing its use.

Contractors stripped the field, excavated approximately six inches of dirt and scored the ground to remove any remaining debris. Once the excavation was complete, a new sprinkler system was put in and grass was laid on top.

In addition to the field, upgrades to the long jump and triple jump pits are currently underway, relocating them to the south end of the field.

The new field and renovations to the jump pits have greatly enhanced the quality of the playing surface providing for safe and optimal facilities for the students at the school and the families on the Naples Support Site.

“Snowmaggedon” Strikes NSA Naples

Left: Snow falls on the “Spine” at Naval Support Activity Naples. Naples experienced its heaviest snow in 50 years causing traffic issues, delays and closures. (Photo by Kaitlyn Owens) Above: Sailors build a snowman and pose for photos in a snow-covered “Piazza” at Naval Support Activity Naples.

Naples experienced its heaviest snow in 50 years causing traffic issues, delays and closures. (U.S. Navy photo by Mass Communication Specialist 2nd Class Brian Flood/Released)

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Builder 2nd Class Gabriel Murgaaltan Junior Sailor of the Year NSA Naples Public Works

Utilitiesman 3rd Class Nelson Metayer Blue Jacket of the Year NAS Sigonella Public Works

Ms. Traci Hadjucsek Meritorious Civilian Service Award NAVFAC EURAFSWA Core

Lt. Mark Erwin Navy Commendation Medal NAVSTA Rota Public Works

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The Blueprint, Vol. 5, Issue 2

Builder 1st Class Tyesha Thompson Navy Marine Corps Achievement Medal NAVSTA Rota Public Works

Utilitiesman 2nd Class Timothy Dowding Navy Marine Corps Achievement Medal NAVSTA Rota Public Works

Builder 2nd Class Terrell Harris Navy Marine Corps Achievement Medal NAVSTA Rota Public Works

Utitliesman 2nd Class Jedediah Jones Navy Marine Corps Achievement Medal NSA Naples Public Works

Construction Mechanic 2nd Class Donald Liming Navy Marine Corps Achievement Medal NSF Deveselu Public Works

Mr. Max Brewer Fleet Letter of Commendation NSA Naples Public Works

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Lieutenant Commander Rondal Hale NSA Naples Public Works

Chief Builder Joseph LeDuc NAS Sigonella Public Works

Utilitiesman 1st Class Brendan Hilfers NAS Sigonella Public Works

Electrician’s Mate 1st Class Alex Niedermeyer NAS Sigonella Public Works Department

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The Blueprint, Vol. 5, Issue 2

Construction Electrician 1st Class Elliot McFeely NAS Sigonella Public Works Department

Construction Electrician 2nd Class Stephanie Baez NSA Souda Bay Public Works

Steelworker 2nd Class Ryan Bay NAS Sigonella Public Works

Builder 2nd Class Meagan Fulford NSA Souda Bay Public Works

Builder 2nd Class Kody Lovett NAS Sigonella Public Works

Utilitiesman 3rd Class Michaelangelo Alvarado NAS Sigonella Public Works

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Construction Electrician 3rd Class Brandon Arnold NAVSTA Rota Public Works

Builder 3rd Class Russell Blanton NSA Souda Bay Public Works

Construction Electrician 3rd Class Reshawn Brathwaithe NAS Sigonella Public Works

Construction Electrician 3rd Class Darien Brewton NSA Naples Public Works

Construction Electrician 3rd Class Nicholas Gokee NAS Sigonella Public Works

Builder 3rd Class Deandre Hicks NSA Souda Bay Public Works

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The Blueprint, Vol. 5, Issue 2

Construction Mechanic 3rd Class Alan Marnik NSA Naples Public Works

Construction Electrician 3rd Class Katie Moynihan NAS Sigonella Public Works

Utilitiesman 3rd Class Troy Scott NAVSTA Rota Public Works

Construction Mechanic 3rd Class Michael Ziter NSA Souda Bay Public Works

Not Pictured:

Builder 1st Class Equipment Operator 1st Class

Joseph Fekete Class Wright

NSA Bahrain Public Works Camp Lemonnier Public Works

Construction Mechanic 2nd Class Utilitiesman 2nd Class Construction Electrician 2nd Class

Keith Dulmage Shylo Schneider Daniel Hill

NAS Sigonella Public Works NSA Souda Bay Public Works NSA Naples Public Works

Builder 3rd Class Construction Mechanic 3rd Class Engineering Aide 3rd Class Construction Mechanic 3rd Class Construction Electrician 3rd Class

Nicholas Coach Sean Donnelly Bradley Mower David Truell Cameron Weiss

NAS Sigonella Public Works NSA Bahrain Public Works NSA Bahrain Public Works NSF Deveselu Public Works NSA Bahrain Public Works

The Blueprint, Vol. 5, Issue 2

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Improving Safety and Security in Northern Italy

By Ben Warner NAVFAC EURAFSWA Public Affairs Office

C

amp Darby, located in Northern Italy, is an important logistics hub for the U.S. military and allied forces. NAVFAC EURAFSWA’s Resident Officer in Charge of Construction (ROICC) for Northern Italy is focused on a new construction project that will improve capacity to support the mission while improving safety and security for our Host Nation neighbors.

The Camp Darby Ammunition Storage Area (ASA) supports the operational capability of 3 combatant commands, U.S. and NATO contingency plans and the Theater Munitions Distri-

bution Strategy. Presently, the Italian Railway system does not connect to the ASA, being separated by the Leghorn Training area and Navicelli Canal, which requires munitions to be offloaded from Railcars to Truck and transported over 5 miles of the Italian unsecured public highway sys-

tem.

To improve public safety and security in handling munitions, NAVFAC is relocating the ammunition handling railhead to the ASA. This project requires careful coordination because of the multiple stakeholders involved: the project is paid for by the U.S. Air Force (USAF) as the customer, is being constructed on a U.S. Army installation, and the U.S. Navy (NAVFAC) is the design and construction agent. The Italian Army also is heavily involved in decision-making, since the Italian Base Commander is ultimately responsible for the installation from a host nation perspective. All construction must continued on page 34

Mast Stepping: A Mariner’s Tradition

recent decades, the coins have been ferryman, for transporting the dead placed in corrosion-proof receptacles across the River Styx. at the base of the mast and the mast is hen a mast is about to be stepped – Many other sea-faring nations stepped immediately afterwards. Current the process of raising a boat’s mast regarded the placement of coins beneath regulations do not allow coins to be used and setting it into a notch or step in the the mast as good luck for the ship. In continued on page 35 keel – all those on board the ship have the opportunity to contribute good luck coins or other memorabilia to be placed under it.

This maritime tradition is said to have its origins in the ancient Roman custom of placing coins in the mouths of men killed in battle. One theory is that, due to the dangers of early sea travel, the coins were placed under the mast so the crew would be able to cross to the afterlife if the ship were sunk. The coins were supposed to pay Charon, the mythical Photos by Mass Communication Specialist 2nd Class Joseph Bishop

Story taken from an article by the Naval History and Heritage Command.

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The Blueprint, Vol. 5, Issue 2

NAVSTA Rota Begins Major Shoreline Preservation Project Story and photos by Mass Communication Specialist 3rd Class Mari Jang NAVSTA Rota Public Affairs

N

aval Station Rota held a ceremonial groundbreaking event Jan. 19, 2018, marking the beginning of construction efforts to stabilize erosion on the installation’s shoreline in what is the largest land reclamation project undertaken by the Naval Construction Force since the 1970s.

Capt. Michael MacNicholl, Naval Station Rota commanding officer, Capt. Enrique Flethes, Spanish Armada executive officer, Capt. Leonard Lyon, commodore, Task Force 68, Cmdr. James Sullivan, Naval Station Rota public works officer, and Cmdr. Luke Greene, Naval Mobile Construction Battalion 133 commanding officer presided over the event.

“I’d like to thank our Spanish partners for everything they have done to enable us to proceed with this project, which, is important not only to the U.S. mission but to the Spanish mission here as well.” said MacNicholl. “We have infrastructure that’ll be impacted if the cliff line continues to erode. 110 yards away is one of our fuel tanks. That fuel tank feeds not only the U.S. Navy but the Spanish Navy, as well as, many other partners that we work with here in this theatre.”

Since the 1960s, the installation’s cliff edge facing the Bay of Cadiz has been gradually eroding. Two main factors continued on page 35

Left to Right: UTCN Jamal McCrae and UTCN Benjamin Lormon display their certification of Backflow Prevention Assembly Tester training through the University of Florida Training, Research and Education for Environmental Occupations (TREEO). The skills learned through certifications such as UF TREEO, set up junior sailors for success both with the Navy and in future endeavors.

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New NCTS Water System Unveiled Story and photo provided by Lt. Morgan Weber NAS Sigonella Public Works

C

ivil Engineering Corps (CEC) Officers from Naval Air Station (NAS) Sigonella Public Work Department (PWD) participated in the 2018 Sigonella Middle/High School Career Fair on March 2.

Lt. William Hennings, Lt. Morgan Weber and Elisa Maccarrone spoke with students about careers in engineering, briefed them on the CEC collegitae program and provided fun facts about engineering and architecture.

“Overall, the fair was great and we were all very happy to be able to talk these young men and women about all their futures and all the opportunities that lie ahead,” said Weber.

PWD Sigonella hopes to be invited back again next year and to continue to educate and engage with future generations on possible careers in the engineering field.

NAVFAC EURAFSWA enables the forward operating missions of the U.S. Navy and our allies throughout Europe, Africa, Southwest Asia.

Above Left to Right: Lt. Morgan Weber, Elisa Maccarrone and Lt. William Hennings pose in front of their display at the 2018 Sigonella Middle/High School Career Fair.

Delivering Roof Assessment Training to Navy Region EURAFSWA

By Mike Ryan, RA NAVFAC Atlantic Roofing Program Manager

A building’s roof is typically the most critical element. It serves as the structural, thermal, moisture, and vapor barrier, not only for the building occupants, but for nearly all other systems and assets housed within the facility.

With this criticality in mind, NAVFAC Atlantic Public Works Facilities Maintenance and Sustainment (FM&S) personnel conducted two sessions of a newly developed Roof Assessment training course for NAVFAC Europe, Africa, and Southwest Asia (EURAFSWA) in November.

Students in both Sigonella, Italy and Rota, Spain learned basic roof technology and sustainment strategies for common roof types in EURAFSWA region buildings. The course also covered fall protection essentials, roof condition definitions, UNIFORMAT II asset clas-

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sification, and how to perform inventory updates in MAXIMO.

The training included site visits so students could observe roof conditions first-hand.

The purpose of the training is not to produce roof experts in a two-and a-half day course, but rather to teach students how to safely and efficiently assess a

roof, identify potential defects, correctly assign a Direct Condition Rating (DCR), and determine when to contact a subject matter expert (SME) to assist in developing detailed roofing repair strategies.

More than fifty students participated in the two training sessions. Facility Maintenance Specialists (FMS) and architects trained alongside engineers and Seabees. Attendees included staff from offices across the EURAFSWA area of responsibility.

“The course was truly useful training for our PWDs,” said David Bienvenue, EURAFSWA Asbestos program manager, who coordinated the course. “It was well received and everyone gained significantly from it.”

The training was the culmination of a larger two-year Roof Asset Management Program (RAMP) EURAFSWA engaged LANT FM&S to help implement. The larger RAMP program helps ensure smartly spending limited CNIC facility sustainment funds in support of continued on page 30

The Blueprint, Vol. 5, Issue 2

Turning a Problem into Opportunity

By Utilitiesman Constructionman Christopher McNeil NSA Souda Bay Public Works

P

ersonnel assigned to Public Works Department (PWD) Souda Bay used a plumbing problem in their own building as an opportunity to provide some training for their junior sailors.

A blockage was discovered when sewage began to seep out of the floor drains in the PWD building. When initial efforts to clear the drain proved insufficient, it was decided jetter training would be conducted.

Three utilities shop crew members were trained on how to use the equipment. Tasos, a local national plumber who works in UEM, and Utilitiesman Constructionman Christopher McNeil used the jetter to clear the blockage.

It was a very messy process, but the crew members got the job finished and cleaned up in a relatively short time, restoring the plumbing to full functionality and receiving some valuable training in the process.

Above: Engineering Aide 2nd Steven Tran and Engineering Aide 3rd Class Logan Paal survey the HAZWASTE facility at NSA Souda Bay for a planned installation of a new drain.

Left: Utilitiesman 2nd Class Bernard Smith supervises Utilitiesman Constructionman Christopher Smith while he “jets� a pipe through a manhole in an effort to clear a blockage.

Below: Master Chief John Cunningham speaks to sailors at NSA Souda Bay Public Works Department as Capt.

Maria Aguayo looks on during a recent visit.

CO and CMC Visit Souda Bay

By Utilitiesman Constructionman Christopher McNeil NSA Souda Bay Public Works

D

uring a scheduled visit to Naval Support Facility Souda Bay, Capt. Maria Aguayo, Commanding Officer NAVFAC EURAFSWA, and Master Chief John Cunningham, Command Master Chief NAVFAC EURAFSWA, discussed command and Navy wide issues with sailers and staff at the public works deperatment. The CO and CMC sat down with enlisted personnel E-5 and below to talk face-to-face, providing personnel the opportunity to ask questions and to get answers directly from the chain of command. During the PWD all hands, the CO awarded Utilitiesman 2nd Class Ronald Kimp and Construction Electrician 2nd Class Stephanie Baez with command coins in recognition for their hard work.

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Security Security Requirements for Official and Unofficial Travel

By Paul Kokosz, NAVFAC EURAFSWA Security Officer Individual Force Protection Plans (IFPPs) are processed by the NAVFAC EURAFSWA Security Office. IFPPs are required for ALL OFFICIAL and PERSONAL TRAVEL if one of the following criteria is met: • The destination country/region has a State Department Travel Warning in effect.

• A U.S. mission (Embassy/Consulate) is not present.

• Travel to all African nations.

• Travel to FPCON CHARLIE and FPCON DELTA or DENIED countries.

• Travel is out of AOR (CONUS, Alaska, Hawaii, U.S. territories and permanent duty station country are exempt).

NCIS Brief. When the IFPP is required, the Security POC will forward the information to NCIS and they will contact you for a brief, as needed.

The Foreign Clearance Guide (FCG) at <https://www.fcg.pentagon.mil/> is a living document and has specifics for a given country and should be consulted prior to TDY and personal travel. The FCG applies to Host National employees when traveling in an official U.S. government capacity. The following may be required according to the FCG: • Level I Antiterrorism (AT) Awareness Training. Good for 1 year; training can be accessed at https://www.NKO.navy. mil (select Learning, Navy E-learning Online Courses, Course Catalogue, Department of the Navy (DON) Training), Antiterrorism & Security, Antiterrorism Level I Awareness Training.

• Personnel Recovery-Isolated Personnel Report (ISOPREP). Good for 6 months to 1 year (refer to the FCG). After respective expiration, send an email to the Security POC to update the report. ISOPREP can be accessed at <http://www. public.navy.mil/ia/Documents/ISOPREP_Instructions.pdf> • Personnel Recovery and Survival, Evasion, Resistance and Escape (SERE) Training. Good for 2 or 3 years – refer to FCG for country-specifics); training can be accessed at http://jko.jten.mil/. Civilian Personnel will take the J3T A-US1282SERE 100.1 Civilians Only Course (FOUO-3 hrs.) and Military Personnel will take the J3T A-US022-SERE 100.1 Level A Code of Conduct Training Course (FOUO-8 hrs.)

• Countering Trafficking in Persons/Human Rights Awareness. Good for 1 year; training can be accessed at <https://twms. navy.mil/login.asp> • Aircraft and Personnel Clearance System (APACS). APACS can be accessed at <https://apacs.dtic.mil/apacs/> For both TDY and personal travel, enroll in the Smart Traveler Enrollment Program (STEP) at <https://step.state.gov/step/> This is a free service that allows you to enroll your trip with the nearest U.S. Embassy/Consulate; receive important information about safety conditions in your destination country; help the U.S. Embassy contact you in an emergency; and help family and friends get in touch with you in an emergency.

The primary TDY locations in the EURAFSWA AOR – Bahrain, Djibouti, Naples, Rota, Sigonella, and Souda Bay – all require at a minimum APACS and STEP. Djibouti also requires an IFPP. Always check the FCG and State Department website.

For TDY, upload a copy of the APPROVED version of the APACS request in your DTS authorization, under Substantiating Records.

For questions regarding security requirements for your TDY or personal travel, contact the Command Security Manager or Assistant Command Security Manager.

Command Security Manger Mr. Paul Kokosz DSN (314) 626-7758

paul.kokosz@eu.navy.mil

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Assistant Command Security Manager Ms. Susanne Rodriguez DSN (314) 626-7740

susanne.rodriguez@eu.navy.mil

The Blueprint, Vol. 5, Issue 2

Safety What is Safety to You?

By Dan Jaquez, NAVFAC EURAFSWA Safety Officer hat is safety to you? Is your safety Together We Can Improve Safety your responsibility? What about the safety of others?

“Safety is the state of being “safe”, In our work space we will: the condition of being protected from 1. Be involved in processes to improve health and safety (Get harm or other non-desirable outcomes. involved with the Employee Driven Safety Committee (EDSC)).

Safety can also refer to the control of rec2. Stick to correct procedures and using the right equipment. ognized hazards in order to achieve an ac3. Wear protective clothing and equipment. ceptable level of risk.”

4. Help new employees, trainees and visitors to the workplace

I have heard people say “I know it understand the right safety practices and why the practices exist. is safe to work here because I am in an office.” What we often overlook are the lit5. Communicate any safety concerns to your employer. tle things during our day. Think about all the things that could have caused an issue As a Command we will: had you not been paying attention. Were 1. Provide a safe working environment. there things in the parking structure or on 2. Ensure you are properly trained before assigning work, which the spine that could cause somebody to includes verifying knowledge of seasoned personnel. (Just because trip? Did you have to walk around somesomebody has been performing a job for 30 years does not thing in the aisle way. Did you see a spill and step over it to avoid slipping? Did guarantee the job is done safely!) you take action to protect those coming 3. Encourage you to: behind you?

• Identify hazards in the workplace, and

Safety means keeping yourself • Ensure that hazards are eliminated, isolated or minimized to an and others free from harm or danger. It acceptable level. means taking care not to fall, bump or • Where a hazard cannot be eliminated you have the right to run into things. It also means to avoid acknow about the hazard and what you need to do (or not do) to cidents by being careful with what you are doing. work safely.

Safety should be considered in all • Empower each employee to take appropriate actions to prevent our activities, including those away from a mishap or perceived mishap without fear of reprisal. work.

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CIO Fleet Social Media Guidance and Online Conduct

By US Fleet Forces Command

Online Conduct: “Honor, Courage, Commitment Online, All of the Time”

• •

to everyone in the world, including your leaders, coworkers, as well as those who would wish you harm like criminals or adversaries.

Know that once information is posted online it can remain there forever and be used in ways you never intended.

Maintain a clear separation at all times on social media between your Navy affiliation and your political views to avoid creating the appearance that the Navy is endorsing a specific policy, candidate or party.

The U.S. Navy defines online conduct as the use of electronic communications in an official or personal capacity Protect your social media accounts by: that is consistent with Navy values and standards of conduct. It • Choose applications wisely. Many applications share is important that all Sailors know that once they have logged on information with marketers and others. to a social media platform, they still represent the U.S. Navy.

• Check your privacy and security settings:

As outlined in the CNO’s Design for Maintaining • Use recommended privacy settings for your profile for Maritime Superiority core attributes, the Navy is a values-based each social media platform you’re on. organization where everyone is expected to conduct themselves • Routinely check and update settings to be as restrictive in a manner that is “always upright and honorable, both in as possible. public or when no one is looking.”

• Use a different, strong password for each online account.

• Change your password every 30-60 days.

Fleet Social Media Guidance • Don’t share any passwords with anyone, including

All Sailors must recognize that they may be perceived third-party sites. as a spokesperson for the Navy simply because they wear a Navy • Don’t share personally identifiable information (PII) uniform. The large number and common use of social media that can be used to impersonate you or steal your platforms allow you to speak directly and instantaneously to identity. complete strangers every time you post anything, even those • Think twice before sharing your location, because it items you intended to share only with friends and family. indicates when you’re not at home and vulnerable.

Even if you do not have a social media presence, your • Don’t click on links that go to unfamiliar sites. family, friends and co-workers can still post photos of you or • Don’t “friend” or “connect” with strangers. share information about you and without you even knowing. Let them know what they can and cannot share about you online, Never discuss information online that could jeopardize particularly while you are deployed or serving overseas. operations security (OPSEC).

Before you share or post something, think before you post. In Review training resources on OPSEC, safety and official general: • Be yourself and share authentically about unclassified guidance.

Navy and Navy-related topics to your service.

• Know that everything online is potentially available In addition, do not post the following information: • Don’t share Navy information that hasn’t been officially released to the public.

• This includes exact deployment dates or return dates. This also applies to ships, subs, squadrons, and individual augmentees.

• Dates or location of a ship’s upcoming port of calls.

• Detailed information about a mission.

• References to trends in crew’s morale or an individual’s personal problems.

• Details concerning security procedures, response times or tactics.

• Information about requipment readiness.

• Speculation or actual information about future operations.

• Closely review photos or videos before posting to ensure sensitive or personal information is not released.

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The Blueprint, Vol. 5, Issue 2

Training 5 Things to Know About Getting FREE eBooks From Navy MWR Digital Library

By Mass Communication Specialist Chief Elliott Fabrizio Chief of Naval Operations Public Affairs

Getting Started is a Little Tricky

As of the writing of this sentence, there are zero available with one person on the waiting list. Twilight, on the other hand, has 16 licenses. As of the writing of this sentence, there are 16 available with no waiting list.

Most of the Books in the CNO Professional Reading Program are Available In the words of President Harry S. Truman: “Not all readers are leaders, but all leaders are readers.”

You need to create your initial account using the link from the So get reading!

Navy MWR Digital Library, after that you can read or listen on personal computers, phones, tablets or e-readers from the Navy Chief of Naval Operations Adm. John Richardson has selected OverDrive website or OverDrive app.

150 titles that aided his own thinking and leadership development.

Titles downloaded to the OverDrive app can even be read offline.

They are organized based on the lines of effort in A Design for Maintaining Maritime Superiority: Naval Power, Fast LearnHere’s a list of the steps to follow to get started: ing, Navy Team and Partnerships. Titles that support character development are also listed under Core Attributes.

1. Access the Navy MWR Digital Library at: www. navymwrdigitallibrary.org. (If blocked at work use: The final section is called “The Canon,” which contains books www.mwrdigitallibrary.navy.mil.) that comprise core knowledge -fundamental to the naval 2. Under Login (top right menu), select either CAC or profession - including the causes of conflict, the dynamics of DS Logon. (Use your non-email certificate). power, and the intersections of politics, diplomacy, economics 3. Click the A-Z Directory link. Near the bottom of the and military power. page, find the OverDrive link. Click on the image and a new browser window will open.

Most titles will link directly to their digital version on MWR 4. Click on Account.

OverDrive.

5. Find the “new user” section.

6. Use ANY email to establish a Navy OverDrive AcIt’s Family Friendly count.

7. Download the OverDrive app to your device (https:// While the initial account must be set up using a CAC or DS app.overdrive.com/).

Logon, the service is just as popular with Navy families as it is 8. Create a User ID/ password specifically for the Overwith Sailors, according to the NGLP’s administrative librarian.

Drive app.

9. Login into the OverDrive app.

In fact, it offers more than 8,000 children’s books through 10. Search for “Navy.”

MWR OverDrive.

11. Login using the Navy OverDrive account you established.

It’s a Benefit, Not a Secret

Popular Titles May Have a Wait List The MWR OverDrive app is an electronic library. This means the Navy has a limited number of licenses for any given title.

If other Sailors have checked out the full number of available licenses, you will have to go on a waiting list for the book.

You can opt to be notified by email when your book becomes available.

More than 2.5 million books have been checked out through MWR OverDrive since the program began. There are currently more than 30,000 users. If you’re not among them, you’re missing out on a valuable benefit!

All it costs to get started is a little of your time, and in the words of Secretary of Defense Jim Mattis, “The problem with being too busy to read is that you learn by experience (or by your men’s experience) - i.e., the hard way.”

More popular books have more licenses. Leaders Eat Last by Simon Sinek has 25 licenses on MWR OverDrive, for example.

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Navy Budget Cont’d deter and defeat great-power competitors, and is essential to DON’s ability to recruit and retain the top talent that will drive innovation, excellence and success. The FY19 budget proposes an increase of 2.6 percent in military basic pay in order to compete effectively for

Marine Corps reserves.

In addition to shoring up readiness, capability and capacity within DON, the force must place a renewed focus on the Navy’s role as part of the joint force and must rededicate itself to engagement with allies and partners. And ultimately, in order to answer the threats of an increasingly complex global security environment,

The preservation of American security and prosperity requires the investments outlined in PB19, and the advancement of American influence around the globe demands them.

For more information on the FY19 DON Presidential Budget submission, please visit: http://www.secnav.navy. mil/fmc/fmb/Pages/FiscalYear-2019.aspx.

Quay Wall Cont’d

our country’s best warfighters, as well as scientists, engineers and other issue-area experts.

Only by investing in the maintenance and development of shore facilities, including shipyards, are we able to grow readiness and lethality afloat. Military construction for the FY19 budget submission funds 49 targeted projects including: 19 new platform/mission, eight restore warfighting readiness, five European Deterrence Initiative, four Guam, four naval shipyards, four safety, three replace aging infrastructure, and two Navy/

34

our Navy requires stable and consistent funding to execute a wide-range of complex missions at any given time.

Our competition is not slowing – it is accelerating and becoming more dynamic – and we must accelerate faster in order to compete, deter and win. This year’s budget request invests in growing the readiness, capability, and capacity of the Navy and Marine Corps as we build a more lethal, resilient, and agile force in order to deter and defeat dynamic threats from great power competitors and adversaries in all domains.

quay wall three months ahead of schedule and with no interruption to fleet operations.

PWD Bahrain, who provided the Construction Manager and Engineering Technician oversight, worked with port operations to create a work schedule that would allow for the required continuation of operations and worked with the contractor to ensure this schedule was met.

“Our team, from Faculties Management Specialist to Contract Specialist, worked with our Port Operations customer to really understand the operational needs and develop a phasing schedule that would minimize impact to ongoing operational support,” said Commander Jonathan Nieman, NSA Bahrain Public Works Officer.

“We then communicated those needs to our contractor to ensure that they were mission, not just contractual, partners for the quay wall repair. After the Contrack-Watts understood the impact their project had it was much easier for our Construction Managers, Engineer Techs, and Contract Specialists to keep them on-schedule...and in the end ahead of schedule,” added Nieman.

The efficient comple-

tion of the project drew the attention of the British Naval Forces who have asked NAVFAC EURAFSWA to manage a similar repair to the quay wall at their Bahrain facilities.

NAVFAC EURAFSWA and PWD Bahrain remain focused on enabling the forward operating missions of the U.S. Navy and its allies.

Rail Line Cont’d meet USAF and US Department of Defense standards as well as Italian laws and norms.

“As Camp Darby is located in a unique strategic location for rapid movement of equipment via air, rail, boat or even road, it is imperative to improve the security and safety of the movement phase,” said Col. Renato Vaira, Italian Base Commander, in an interview with Chiara Mattirolo, US Army Garrison Livorno Public Affairs. “This railway construction will allow safety increment for both personnel working and but also for the local traffic on the Via Aurelia,” said Vaira.

The project includes constructing new rail line from the Italian State Railroad mainline through the Leghorn Training Area to the ASA railhead, including right of way and improvements to the Italian Railway System.

The work also includes a new rail movable (swing) steel truss type bridge, rail fixed concrete bridge, and blast containment walls/berms, among other requirements. In addition, the a new concrete roadway will be constructed, and a security fence gate opening will be moved and enlarged, which also means installing a lightning protection system, phone, internet service, and fire hy-

The Blueprint, Vol. 5, Issue 2

drant system.

NAVFAC EURAFSWA performs critical work to enable forward operating missions throughout Europe, Africa, and Southwest Asia.

Mast Stepping Cont’d directly under the mast.

The “stepping” tradition applies to Navy buildings as well. On December 6, 2017, a mast stepping was held at the Aegis Ashore facility at Naval Support Facility (NSF) Redzikowo. NAVFAC EURAFSWA Commanding Officer Capt. Aguayo joined the base commander, Capt.

Scott McClelland and leaders of other commands and groups involved with the creation of NSF Redzikowo, in placing coins and memorabilia in a box that is to be attached to the superstructure.

As the newest U.S. Navy installation and first U.S. Navy installation in Poland, NSF Redzikowo is colocated with the Polish Force Protection Battalion. As a persistent shore presence for the U.S. Navy in Europe, NSF Redzikowo will cooperate with the host nation and Polish forces to strengthen relationships in order to increase peace and security throughout the region.

Erosion Cont’d causing the erosion are the effects of wave action at high tide undermining the base of the cliff and pressure caused by groundwater seeping out from the face of the cliff.

This project is a multiyear effort to stabilize 950 meters of shoreline encompassing Naval Station Rota’s base housing area. Construction

The Blueprint, Vol. 5, Issue 2

teams will build a nearly kilometer-long berm using more than 210,000 metric tons of rock. This berm will protect the shoreline from wave action and allow the cliff to gradually reach an equilibrium point and stabilize. In other words, the cliff line will eventually transform into a gentle slope.

“It will take several years until the cliff reaches its final equilibrium point and stabilizes,” said Lt. Michael Rovinsky, NMCB 133 project

chaeological remains. A local contractor was hired in order to ensure the area was free of chameleons and there is an archaeological monitor onsite to check for any artifacts or remains to protect the archaeological resources.”

The bulk of the work will be accomplished by Navy Seabee battalions conducting routine deployments to Naval Station Rota. Rovinsky said communication will be key to success as turnover is conduct-

Above: Capt. Michael MacNicholl, Commanding Officer Naval Station Rota, addresses those in attendance at the ground breaking for the cliff reclamation project. coordinator. “The berm we are constructing will act as the ‘toe’ for the shoreline anchoring the hillside in place.”

After three years of NAVFAC planning that included design as well as archaeological and environmental reviews, NMCB 133 kicked-off the project by building a work area for material laydown and beach access in December 2017.

“One of the biggest challenges with this project was ensuring we made every effort to protect the natural and cultural resources that would be in and around the construction site,” said Rovinsky. “The vegetation in the area is a known habitat for chameleons, an endangered species.

The area is also rich with ar-

ed by rotating battalions that will be working on the project.

The cliff erosion repair project is scheduled for completion in 2020.

Naval Station Rota enables and supports operations of U.S. and allied forces and provides quality services in support of the fleet, fighter and family for Commander, Navy Installations Command in Navy Region Europe, Africa, Southwest Asia (EURAFSWA).

Roof Assessment Cont’d Supported Commander missions.

Eric Heinbach, Senior Industrial Engineer, recently returned to LANT FM&S after serving three years as EU-

RAFSWA FM&S PL Director.

He brought with him firsthand knowledge of RAMP benefits to the field.

“We knew about the RAMP concept from past LANT PW roofing SME support efforts, and were able to pull together region funds for a region-wide initiative,” said Heinbach.

In all, specialized inspections were performed for more than 500 roofs across the EURAFSAWA region. Reports were developed for each site, and updated roof conditions and repair strategies were provided for use in programming repair projects.

“Validating the accuracy of and providing updates to the inventory are a major part of the program,” noted Heinbach.

In addition to handson training effort, the training team distributes a Roof Assessment Manual and companion Handbook to each student.

This permanent reference enables each PWD to do their own future roof assessments.

LANT Public Works FM&S plans to adapt these technical resources during FY18 for use across the enterprise.

“RAMP, including training and technical manuals, can be applied to any region,” said Dave Gillikin, LANT FM&S Product Line Director. “RAMP is critical to installations and regions interested in targeting project investments towards condition-based requirements and maximizing impact with Supported Commander facility sustainment funds. We’re certainly interested in engaging with our other FECs to establish something similar to ensure Navy shore facilities remain available to serve the Navy’s diverse mission.”

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The Blueprint, Vol. 5, Issue 2