Blueprint, July 2019 (Volume 6, Issue 3)

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VOL. 6, ISSUE 3 JULY 2019

NAVFAC EUROPE AFRICA SOUTHWEST ASIA

The Blueprint Commanding Officer Capt. Maria L. Aguayo Executive Officer Capt. Jorge R. Cuadros Command Master Chief UCCM Travis Canaday Public Affairs Officer Ms. Staci Lindblad Command Ombudsman Mr. George Bettasso Ms. Contessa Larsen Mr. Carlos Montgomery Editors MC1 Brian Flood brian.flood@eu.navy.mil MC2 Brianna Green brianna.green@eu.navy.mil Contributors MC1 Benjamin Lewis MC2 Donavan Patubo UT2 Stephen Pineiro BU2 Bryan Rodriguez EA2 Nathan Schafer UTCN Evan Duran 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.

Executive Officer Capt.

Jorge R. Cuadros

Commanding Officer Capt.

Maria L. Aguayo

Command Master Chief UCCM Travis Canaday

Table of Contents Commanding Officer..........................................................................................4 Executive Officer..................................................................................................5 Command Master Chief.....................................................................................6 Ombudsman.........................................................................................................7 CO Executive Plan Priorities.............................................................................8 Navy and NAVFAC News................................................................................10 NSA Bahrain.......................................................................................................14 Core....................................................................................................................14 Camp Lemonnier...............................................................................................15 Frocking and Promotion...................................................................................16 Awards.................................................................................................................21 NSA Naples.........................................................................................................28 NAVSTA Rota.....................................................................................................29 NSA Souda Bay....................................................................................................30 CIO.................................................................................................................32 Security................................................................................................................32 Safety....................................................................................................................33

Editorial content of this newsletter has been reviewed and approved by the NAVFAC EURAFSWA Public Affairs Office for public release.

NAVFAC EURAFSWA PSC 817 Box 51 FPO AE 09622 Commercial: +39-081-568-3559 DSN: 314-626-3559

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Submit comments, articles, story ideas, or photos for consideration to brianna. green@eu.navy.mil in the NAVFAC EURAFSWA Public Affairs Office.

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Rear Adm. Darius Banaji, Commander, Navy Facilities Engineering Command Atlantic, promoted Rear Adm. Dean VanderLey to his new rank during a ceremony July 2 at NAVFAC Atlantic headquarters on the Lafayette River Complex (LRC) in Norfolk. Banaji will pass command of NAVFAC Atlantic to VanderLey during a change of command cermeony planned for August 6, 2019.

Photo by NAVFAC Atlantic Public Affairs

Personnel assigned to NSF Redzikowo Public Works Department discuss construction plans in front of the AEGIS ashore facility.

Photo By NSF Redzikowo Public Works Department

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Commanding Officer Capt. Maria L. Aguayo

Fair Winds and Following Seas

NAVFAC EURAFSWA Team,

With a mixture of sadness and excitement, I write my last Blueprint article as I prepare for the Change of Command on 31 July (which all of you are cordially invited to)! Sadness because I am saying farewell to the most amazing team of men and women that I have had the privilege to serve with. I will greatly miss being energized every single day by the hard-charged, dedicated and selfless members of our command. I am often asked, “How do you do it? How can you keep up that pace?” It is very simple. I derive all my energy from you, your motivation and commitment.

Why excitement? Because I know this NAVFAC EURAFSWA Team will: 1. continue to unfailingly provide mission support and enable our warfighter by maximizing use of our eSystems 2. continue to develop our most valuable resource, our people, and ensure we are manned, trained and equipped to execute our mission 3. grow into an organization fully prepared to support COCOM operational plans in defense of our nation and our allies.

I leave the Command with full confidence in your leadership, technical abilities and ownership of the mission we have been entrusted.

I am grateful for the opportunity to lead NAVFAC EURAFSWA through very challenging and exciting times these past two years. The extremely dynamic nature of our area of operations in Europe, Africa and Central Command directly impacts required facilities and planning efforts — oh by the way, the warfighter needs it NOW. I have asked a lot from you, and you have delivered every single time. I could not be more proud of your actions.

I encourage you to continue to innovate and partner with industry to make us even better and leverage every bit of our scarce resources.

The Warfighter is counting on us to deliver the facilities/infrastructure engineering and acquisition solutions they need to enable their operations. NAVFAC EURAFSWA, go out and do what you always do best — execute and deliver!

Maria Aguayo, Capt., USN

NAVFAC EURAFSWA Commanding Officer

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Executive Officer Capt. Jorge R. Cuadros

LOOK FOR THE GOOD, ACCEPT FLAWS, AND EMBRACE TEAMWORK WITH DISCIPLINE

This month I’m sharing some thoughts to help motivate us as we deal with the many challenges that lie ahead.

You might have heard this story, called, “Look for the Good, Not the Flaws.” I learned of it in graduate school. It goes like this: An elderly Chinese woman has two large clay pots, each hung on the ends of a pole she carried across her neck. One of the pots had a crack in it, while the other pot was perfect and delivered a full portion of water. At the end of the long walk from the stream to the house, the cracked pot arrived only half full. For a full two years this went on daily, with the woman bringing home only one and a half pots of water. Of course, the perfect pot was proud of its accomplishments. But the poor cracked pot was ashamed of its own imperfection and miserable. It could only do half of what it had been made to do. After two years of what it perceived to be bitter failure, it spoke to the woman one day by the stream. “I am ashamed of myself, because this crack in my side causes water to leak out all the way back to your house.” The old woman smiled, “Did you notice that there are flowers on your side of the path, but not on the other pot’s side? That’s because I have always known about your flaw, so I planted flower seeds on your side of the path, and every day while we walk back, you water them. For two years I have been able to pick these beautiful flowers to decorate the table. We all have flaws. But it’s the cracks and flaws as well as our strengths that make our work together so very interesting and rewarding. We just have to take each person for what they are and look for all the good in them.”

The second thought has to do with our history on this continent. After a year in Europe, I’ve had the opportunity to revisit some World War II history. Last year, some of us visited the American Cemetery in Nettuno, Italy.

Learning about WWII events in Sicily, Salerno, and Anzio was new and inspiring. Equally inspiring, was my visit to Normandy this past Memorial Day. Walking around the Anzio and Normandy beaches brought back the sobering feeling of the cost of freedom and thankfulness to the common denominator in these two experiences: those who are known as the Greatest Generation. We still owe them and should strive to celebrate and emulate their greatness. When we all get together with a common purpose greater than ourselves, like they did, we can do marvelous things. The year 1945 was the worst year in human history. There were more people violently killed, more houses burned, more buildings destroyed, and more high explosives set off than in any other year in history.

Indeed, more people were killed that year than in the previous five years.

If we live in a far more stable and prosperous America, it’s largely in thanks to the extraordinary sacrifices of that generation. After the war, they wanted to construct, build, and save lives. They wanted freedom. The vast majority lived purpose-filled lives. They built some of America’s most amazing infrastructure. They led the next 40 years living through their own opportunities and challenges, and they measured up. They brought more freedom to more people around the world than any other generation in history. They did it, in part, because of what they learned in the war, to include their flaws and failures, the value of teamwork, the need for initiative and willingness to accept responsibility, the necessity for discipline, the benefits of deferred gratification, and most of all, a sense of national unity and shared experience.

As we embrace the challenges of the future, let’s draw from my two vignettes above and work together for a higher cause. Capitalizing on our flaws and strengths, we can work as a team, with discipline, measuring up to opportunities to Enable Warfighter Lethality, Maximize Naval Shore Readiness, and Strengthen our SYSCOM Team. So, to all my Shipmates, have a great day and remember to smell the flowers on your side of the path.

NAVFAC EURAFSWA Executive Officer

Jorge R. Cuadros, Capt., USN

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Command Master Chief UCCM Travis Canaday

CO SUGGESTION BOX Greetings NAVFAC EURAFSWA, For this edition of the Blueprint, I would like to briefly discuss the online Commanding Officer’s Suggestion Box. The NAVFAC EURAFSWA Commanding Officer’s Suggestion Program is designed to provide an easy and efficient way for any member of our community an equal opportunity to share your idea(s) about how we can make the command function better.

Although the form asks for personal information, anonymous suggestions may also be submitted and will be considered. Providing contact information allows for follow-up questions and discussion regarding the suggestion submitted.

Please note the Commanding Officer’s Suggestion Program does not deal with big Navy or workforce matters, i.e., workforce reductions or position eliminations, nor is it a vehicle to deal with employee grievances or workplace concerns as those items should be submitted through the normal channels or chain of command.

Additionally, the suggestion box is not intended to address specific issues relating to host installation functions, as those concerns should generally be submitted through the online Interactive Customer Evaluation (ICE) system.

There are links to both the CO’s Suggestion Box and ICE system on the NAVFAC EURAFSWA Portal home page.

Thank you for taking the time to share your ideas! All inputs are welcome!

Travis J. Canaday, UCCM, USN

NAVFAC EURAFSWA Command Master Chief

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Ombudsman OMBUDSMAN AND YOU What is the Ombudsman Program?

The Ombudsman Program is a command-operated program, intended to improve communication between the command and a Sailor’s family members (Overseas they also assist DoD civilians and their families). Navy Family Ombudsmen are communication links, information and referral resources, and advocates for command family members.

What are the functions of an Ombudsman?

An Ombudsman communicates regularly with command families, provides information and outreach to command families, provides appropriate referral resources and acts as an advocate for command families I am an Ombudsman I am not a crutch.

But I can support you.

I am not a counselor.

But I know one.

I am not a taxi driver.

But I can steer you in the right direction.

I am not a rescuer.

But I can help save lives.

I am not a baby sitter.

But I can refer you to a caregiver.

I am not a gossiper.

But I am a great listener.

I am not an enabler.

But I can provide tools to empower you.

I am not a master of anything.

But I know many experts who understand your need.

I am not a Recreation or Health Specialist.

But I am concerned about your Morale, Welfare & Health.

I am not a busybody as I’ve been called.

But I am an Official Command Representative.

I am a Navy Family Ombudsman And I am of service to You The Navy Family -Unknown Navy Ombudsman

Mr. George Bettasso

(+39) 338-943-5726 ombudsman.navfaceurafswa @gmail.com The Blueprint, Vol. 6, Issue 3

Ms. Contessa Larsen

(+39) 335-831-4497 contessal.ombudsman@gmail.com

Mr. Juan-Carlos Montgomery (+973) 3838-6485 ombudsman.bahrain.navfaceurafs @gmail.com

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Quality, Speed, and Agility in Support of the Warfighter Focusing efforts to support American maritime superiority through Strategic Design 2.0 in a new era of Great Power competition.

By Rear Adm. John Korka, Naval Facilities Engineering Command Originally Published in The Military Engineer, No. 721

Equipment Operator 1st Class Kevin Clayton, assigned to Naval Mobile Construction Battalion (NMCB) 133, discusses the progress of the shoreline erosion project site with Rear Adm. John Korka, commander of Naval Facilities Engineering Command, during his visit to Camp Mitchell onboard Naval Station Rota, Spain. NMCB-133 is forward deployed to execute construction, humanitarian and foreign assistance, and theater security cooperation in the U.S. 6th Fleet area of operations. (U.S. Navy photo by Mass Communication Specialist 2nd Class George M. Bell/Released)

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ince our founding in 1842 as the Bureau of Yards and Docks, Naval Facilities Engineering Command (NAVFAC) has provided superior technical solutions to the warfighter. While our purpose remains constant, the world has not. Other Great Powers are active on the world stage.

Their actions, as well as the relentless march of technology, are accelerating the pace of change and leading to an evermore uncertain strategic environment.

NAVFAC’s response to this grand challenge is Strategic Design 2.0, which organizes our efforts around three distinguishing characteristics required to thrive in our uncertain world: quality, speed, and agility.

In the South China Sea, China is building entire island bases out of the reefs within 18 months. Russia is challenging

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the Western world order, coercing nations in its near abroad, and expanding its reach into a warming Arctic. Our competitors are closing the gap of credible naval power upon which rests a large measure of our ability to deter conflict or prevail in war.

At the strategic level, the purpose of our naval bases and infrastructure is twofold: to enable power projection and force regeneration.

Strategic Design 2.0 contains three lines of effort (Enabling Warfighter Lethality, Maximizing Naval Shore Readiness, and Strengthening our Systems Commands Team), each crafted to ensure our bases and infrastructure fulfill that strategic purpose.

ENABLING WARFIGHTER LETHALITY

As the Naval Forces’ facilities and

expeditionary expert, NAVFAC is tasked with contributing responsive theater engineering capabilities for combat teams.

Historically, our peacetime role has focused on Humanitarian Assistance and Disaster Response (HA/DR) operations, particularly speedy response to damaging storms. To deepen and strengthen that capability, NAVFAC is honing our focus on Distributed Maritime Operations, integrating more closely into operational planning at the strategic and operational levels, contributing to plan revisions, training, and fleet exercises, as well as building out a robust suite of contingency contracting tools.

We are advancing our organizational learning by building a global database of site-specific engineering information for such items as soil and bathymetric conditions, supporting efforts to establish a global engineering common operating picture. Agile theater engineering and contracting capabilities, so useful in HA/ DR contexts, are also vital should our challenge shift to deterrence and seizure of the initiative within an incipient conflict.

These HA/DR and early conflict contexts require new technologies and organizations. Through NAVFAC’s newly formed Expeditionary Business Line, we seek to develop and field those technologies that provide swift and flexible response options to our warfighters. Seabees are deploying with additive manufacturing technologies, a game-changing ability that frees forces from the reliance on logistics chains thousands of miles long. Within our Engineering & Expeditionary Warfare Center, engineers are testing cutting-edge solutions to problems of airfield and port damage repair. From these technology spirals come adaptable equipment sets, which marry small amounts of highperformance materials with raw material from the local environment—shrinking the weight and footprint of our response forces and speeding them to the point of need.

While NAVFAC focuses on improving the Navy’s power projection, we also must ensure the success of the shore infrastructure that regenerates our forces.

At a total of 71 U.S. Navy and 24 U.S. Marine Corps installations around the world, NAVFAC is improving upon our traditional mission, to build and sustain the shore infrastructure upon which our Naval Forces rely.

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MAXIMIZING SHORE READINESS

To meet the twin challenges of quality years late if done traditionally. At Joint In competition with other Great and speed, Strategic Design 2.0 efforts Strike Fighter airfields around the world, Powers, only credible military power has focus on product and service performance, NAVFAC is constructing hangars, highdeterrent effect. The Navy’s most lethal beginning with a comprehensive review temperature resistant concrete pavements, warfighting platforms, those for which of the military construction design and advanced flight simulators.

A common theme within the facilities adversaries have no easy countermeasure, process, with the goal of halving design provide much of that deterrent effect. delivery time. As our facilities planning supporting our highest priority missions The shore is the platform for launching integrates earlier into the Navy’s platform is complexity, bringing NAVFAC into an the Navy’s most overwhelmingly lethal development cycle, requirements become entirely new initiative: cyber-security. weapons systems. Therefore, NAVFAC less certain and more prone to change. In recent years, we have taken on the must prioritize support to these highest- Strategic Design 2.0 prioritizes field-level mission of securing all the Navy’s Facilityend platforms, seeking always to field agility, with efforts to improve acquisition Related Control Systems from cyber supporting infrastructure faster and at the planning, deploy new contract tools, and threats. Through a mission-risk prioritized improve in-house and contractor support approach, we have taken an inventory of all highest quality standard.

The exemplar of this bias for lethality staffing. Our field-level work management Facility-Related Control Systems, stood up is NAVFAC’s support to the Navy’s public system also is being overhauled to give a a centralized platform architecture through shipyards. In the near term, the Navy is single-portal view of all efforts occurring at which to secure and operate new and existing systems, and recapitalizing dry docks established processes for and other waterfront assessing and managing infrastructure tied the cyber risk for secured directly to the submarine systems. fleet. We recently held an Our next steps industry forum at Naval include rolling out an Submarine Base Kings enterprise-wide strategy Bay, Ga., seeking the for design, procurement, expertise of industry to and future maintenance deliver a project where of these vital systems. hundreds of millions of Much remains to do in dollars of construction this arena; but it is one of must be completed the truly revolutionary within a single year. In changes posed by an Portsmouth, Maine, uncertain world. The NAVFAC engineers shift from traditional will replace the massive architecture in concrete portal cranes that and steel to maintaining handle the critical an agile cyber-secure lifts involved in Los network architecture is Angeles class nuclear Sailors assigned to the “Golden Eagles” of Patrol Squadron (VP) 9, launch a a conceptual leap akin submarine refueling. P-3C Orion maritime patrol aircraft at Naval Air Station Sigonella. VP-9 is to the Navy’s move from To set conditions for forward deployed to the U.S. 6th Fleet area of responsibility and is currently long-term success at our assigned to CTF 67, responsible for tactical control of deployed maritime patrol ships of wood to ships of iron. And in this effort, shipyards, NAVFAC and reconnaissance squadrons throughout the European and African areas of as in all others, our is integrated into the responsibility. (U.S. Navy photo by Mass Communication Specialist 3rd Class people have risen to the Shipyard Infrastructure Amber Porter/Released) challenge.

Optimization Plan, Even the concept of “our people” is initiated by Naval Sea Systems Command a respective public works department.

To field the next generation of Navy changing, for NAVFAC cannot accomplish in 2018. This 20-year, $21 billion plan focuses on three major areas, including weapons systems, such as the Columbia- these goals alone. Increasing our recapitalization of dry docks, optimization class submarine and the Joint Strike collaboration with industry, academia, and of facility layouts, and modernization of Fighter, Strategic Design 2.0 continues other agencies and services is necessary to to focus on infrastructure capability, to strengthen our technical competencies and equipment.

Demands for faster delivery of accelerate project delivery in new and drive process improvement. Deepening the nation’s most lethal platforms are non-traditional ways. At the Philadelphia our professional relationships and growing constant. At the same time, we must Navy Yard Annex, innovative use of third- partnerships is essential to our shared deliver the highest quality of facilities and party financing recently delivered a 16- success. This past February, we held our infrastructure, for without quality, the MW power generation capability to the first construction industry roundtable to military forces generated by these facilities Columbia forges, averting a major military learn from our industry partners. Based on construction project that would have been will be ill-prepared and less credible. cont’d on page 34

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The Highest-Ranking Enlisted Seabee: A Tour de ‘Force’

By Scott Ghiringhelli, Naval Facilities Engineering Command Public Affairs

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Change of Badge ceremony was held for the Naval Facilities Engineering Command (NAVFAC) Seabee Force Master Chief from Force Master Chief (FORCM) Percy Trent Jr., to Command Master Chief Delbert Terrell Jr., at the Naval Sea Systems Command auditorium on the Washington Navy Yard, June 14.

Terrell took the helm as the 18th force master chief of the Seabees and NAVFAC command master chief upon Trent’s retirement after 30 years of service.

NAVFAC Commander and Chief of Naval Civil Engineers Rear Adm. John W. Korka spoke about the meaning of the badge and the responsibility that it entails.

“This afternoon, we’re going to witness a change of badge, the transition of the mantle of the force master chief of the Seabees,” Korka said. “The badge is the marker of the force master chief’s responsibility, which is to be the voice and the advocate of our enlisted Sailors and their families regardless of where they are stationed.”

Korka went on to say that despite not having a unified command, “…Seabees remain united, cohesive and combat ready. Why are Seabees united in spirit, committed to warfighting and always at the ready to support our Navy and Marine Corps combat team? My answer is pretty simple, it is our culture. ” “For our community, the force master chief of the Seabees is the primary caretaker of that unique culture,” Korka added. “I am forever grateful to Force Master Chief Trent for keeping me in touch with our Seabees, and everyday helping me to remember our own builders and warfighters.

Prior to assuming the duties of the highest-ranking enlisted Seabee in March 2016, Trent served as the installation command master chief of Naval Base Ventura County in Point Mugu, California. Trent, a native of Bluefield, Virginia, enlisted in

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Force Master Chief Percy Trent (left) pins a force master chief badge to Force Master Chief Delbert Terrell during a change of badge ceremony at the Washington Navy Yard in Washington, D.C., June 14, 2019. Terrell is the 18th Force Master Chief of the Seabees. (Photo by MC1 Gary Granger Jr.) the Navy in July of 1989 and has served throughout the world, including deployments to Kuwait, Iraq and Afghanistan.

“I’m truly humbled to have had the opportunity to answer the call for this nation for the past 30 years,” said Trent. “To my NAVFAC family, each and every one of you contribute to making this organization great in your own unique way. Keep working hard supporting the Navy warfighter.”

A native of Kingfisher, Oklahoma, Terrell joined the Navy in 1988.

“To the NAVFAC team, I am truly excited to join you, and we’ll do whatever possible it is to move the chief’s vision and mission forward so we are prepared for that high-end fight,” said Terrell. “I am all in, we are in this together, and we are ready to do this.”

Terrell is Seabee combat warfare specialist and fleet Marine Force qualified. He has served at the White House Communications Agency (WHCA) where he provided an electrical infrastructure that can support delivery of uninterrupted communications to the President of the United States, the White House staff, the United States Secret Service, and WHCA personnel anywhere in the world. Terrell has deployed to Iraq, Africa and in support of hurricane Katrina and the California wildfires.

“He has taken the hard jobs time and time again; Master Chief Terrell has kept our cultural flame burning bright,” Korka said.

“Welcome to the team, shipmate.”

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Common Practices of Effective Teams

By Rear Adm. Darius Banaji, Naval Facilities Engineering Command Atlantic ne of the most important responsibilities of a leader is the MANAGE RISK vital role of developing effective and high performing teams.

These teams know how to assess risk and varying risk As I reflect on my career and the variety of teams and outcomes factors. They consistently adhere to SOPs/TTPs, and don’t allow I’ve observed, I’d like to share the common practices which themselves to become complacent over time. They also assess and distinguish successful teams. look for early indications and warnings, that if not addressed can It starts with a clear understanding of the “so what,” lead to failures. For instance, energized electrical work is one of our maintaining a compelling purpose, common focus and the end most high-risk evolutions – it is both mortally dangerous and too in mind. With this as the foundation, strong leaders develop the easy to become complacent. Are you confident your PWD strictly following practices to set their teams apart: adheres to all lockout-tagout SOPs/TTPs? When was the last time you personally reviewed the log… or emphasized the importance of remaining methodical in these procedures? Don’t be surprised FUNDAMENTALS FIRST: by the predictable.

KNOW AND EXERCISE THE BASICS These teams know and master the basics, and they understand the underlying guidance, standard operating procedures (SOPs), CULTIVATE WINNING CULTURE These teams foster the foundational characteristics of a and tactics, techniques, and procedures (TTPs). What are you doing to instill this mindset, to reinforce and refresh the basics? winning culture - competence and character. They are mindful to How do you ensure our SOPs/TTPs are adhered to under strain? not let “Can Do” turn into “Must Do,” where pressure may lead to short cuts and not adhering to the fundamentals. When faced with miss-steps, they display a strong sense of personal and team FIRST LINE SUPERVISORS accountability and ownership, and look inward for root causes and AND THE STRENGTH OF THE TEAM There is a direct link between strong, well trained first line any breakdown in the fundamentals. They value and emphasize supervisors and successful teams (work centers). Ask yourself, excellence and doing what is moral, ethical and legal.

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what are you doing to invest in the development of this critical set of leaders? As important, what metrics, data and observations do you use to assess these teams, their productivity and wellness?

As you assess a team, do you observe whether the team relies on a select few? If so, what are you doing to raise the competence of the rest of the team?

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As leaders, the focus on developing high performing teams is vital in our efforts to improve NAVFAC’s delivery of our products and services to the Naval service. There are countless books, courses and degrees in the various aspects of leading teams. I leave you with a simple call for action. What are you doing to develop and enable the above practices in the teams you are charged to lead? Just ask yourself, “Would I have followed myself today?”

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Above Left: NSA Bahrain commissioned a new ship maintenance facility in May 2019 to support FDRMC and LCSRON. NSA Bahrain enables the forward operations and responsiveness of U.S. and allied forces in support of Navy Region Europe, Africa, Southwest Asia’s mission to provide services to the fleet, warfighter, and family.

Above Right: PWD Bahrain is replacing Relocatable Berthing (RLB) units and Ablution Units at Naval Support Activity Bahrain, Shaikh Isa Air Base, Kingdom of Bahrain ($21.8M). The project will replace 220 worn and deteriorated RLB and ablution units with 298 smaller, more durable factory-produced units. The project provides mechanical, electrical, and plumbing (MEP) systems and satisfies ATFP set-back requirements.

Above: Capt. Maria Aguayo, NAVFAC EURAFSWA Commanding Officer, poses for a photo with junior Civil Engineering Corps officers from across the region during the NAVFAC EURAFSWA Junior Officer Conference held at NSA Naples.

Top Right: Mr. Jack Buck recieves his certificate of completion for the NAVFAC Leadership Development Program (LDP) from Capt. Jorge Cuadros.

Bottom Right: Mr. Juan Jimenez recieves his certificate of completion for the NAVFAC LDP from Capt. Jorge Cuadros.

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Camp Lemonnier Holds Star-Studded Ground Breaking

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amp Lemonnier held a groundbreaking ceremony for Enduring Ramp Expansion Project 505, July 13, 2019. (Left to right): Rear Adm. Yancy B. Lindsey, Commander, Navy Region Europe, Africa, Southwest Asia; Chris Williams, Airfield Manager, Camp Lemonnier; Capt. Ken Crowe, Commanding Officer, Camp Lemonnier; Ron Krumme, Construction Manager, Camp Lemonnier; Celestino Federici, ECC-Cosmezz, LLC; Luca Dimiccoli, Project Manager, ECCCosmezz, LLC; Capt. Tim Cole, Public Works Officer, Camp Lemonnier; Marcello Mezzedimi, Director, ECC-Cosmezz, LLC; Larry AndrĂŠ, U.S. Ambassador to Djibouti; Matt Martin, Program Manager, ECC; Rear Adm. John Korka, Commander, Naval Facilities Engineering Command, Chief of Civil Engineers; Brig. Gen. James Kriesel, Deputy Commanding General, Combined Joint Task Force-Horn of Africa; Maj. Gen. Michael Turello, Commanding General, Combined Joint Task ForceHorn of Africa. The expansion is the next step to building permanent air operations and air cargo facilities, a significant move toward meeting the enduring needs of five combatant commanders.

Right: Personnel assigned to Camp Lemonnier Public Works review plans for a jet-fuel storage complex. When completed in July 2020, this new, $20.6M DLA MILCON project will consist of two 2,385 KL cut and cover fuel storage tanks, a 190 L/S pump house, and filter building with generator, fuel truck loading stations, and fuel piping transfer and distribution systems.

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Senior Chief Equipment Operator Aaron Nagel NSA Naples Public Works

Construction Electrician 1st Class Nha Ban Le NAVSTA Rota Public Works

Mass Communication Specialist 1st Class Brian Flood

Engineering Aide 1st Class Joshua Goldstein NAS Sigonella Public Works

NAVFAC EURAFSWA Core

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Utilitiesman 2nd Class Regina Carroll NAS Sigonella Public Works

Utilitiesman 2nd Class William Campbell NAS Sigonella Public Works

Utilitiesman 2nd Class Demetrius Conway NAVSTA Rota Public Works

Construction Electrician 2nd Class Anthony Gretten NAVSTA Rota Public Works

Construction Electrician 2nd Class Antonio Hernandez NAS Sigonella Public Works

Construction Electrician 2nd Class Jake Jahnke NAVSTA Rota Public Works

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Construction Electrician 2nd Class Jared King NAVSTA Rota Public Works

Construction Electrician 2nd Class Michael Mapanao NAVSTA Rota Public Works

Engineering Aide 2nd Class Ulisas Sosa NAS Sigonella Public Works

Builder 2nd Class Daniel Sullivan NAS Sigonella Public Works

Builder 2nd Class Mark Whitling NAS Sigonella Public Works

Utilitiesman 2nd Class Timothy Wilson NAVSTA Rota Public Works

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Utilitiesman 3rd Class Lashuana Benjamin NAS Sigonella Public Works

Utilitiesman 3rd Class Raven Brossett NAS Sigonella Public Works

Utilitiesman 3rd Class Joshua Brown NAS Sigonella Public Works

Construction Electrician 3rd Class Kevin Burdine NAS Sigonella Public Works

Construction Electrician 3rd Class Matthew Fial NAS Sigonella Public Works

Utilitiesman 3rd Class Robert Keene NAS Sigonella Public Works

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Frocked Sailors Not Pictured: Steelworker 1st Class Kyle Pasierb NAS Sigonella Public Works

Utilitiesman 3rd Class Jese McAlister NSA Souda Bay Public Works

Equipment Operator 2nd Class Equipment Operator 3rd Class Jonathon Campbell Christian Campos NSA Bahrain Public Works NAS Sigonella Public Works

Utilitiesman 3rd Class Jayden Roth NAS Sigonella Public Works

• • • • • •

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Utilitiesman 2nd Class Logan Hamblin NSA Souda Bay Public Works

Utilitiesman 3rd Class Benedict Halter NAS Sigonella Public Works

Utilitiesman 2nd Class Kshitiz Malla NSA Souda Bay Public Works

Engineering Aide 3rd Class Hope Legrand NSA Bahrain Public Works

Builder 2nd Class Tyler O’Donnell NSA Naples Public Works

Equipment Operator 3rd Class Tyler Rambo NSA Souda Bay Public Works

Utilitiesman 2nd Class Brandon Seyler NSA Bahrain Public Works

Utilitiesman 3rd Class Ryan Rylie NSA Souda Bay Public Works

FINANCIAL ASSISTANCE AND COUNSELING QUICK ASSIST LOANS EDUCATION ASSISTANCE HEALTH EDUCATION AND POST-COMBAT SUPPORT BUDGET FOR BABY EMERGENCY TRAVEL

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Mr. Geoffrey Chun Meritorious Civilian Service Medal NAVFAC EURAFSWA Core

Mr. Ken Rich Meritorious Civilian Service Medal NAVFAC EURAFSWA Core

Ms. Lisa Rotty Meritorious Civilian Service Medal NAVFAC EURAFSWA Core and NSF Redzikowo

Capt. Matthew Riethmiller Meritorious Service Medal NAVFAC EURAFSWA Core

U.S. Navy APP Locker Visit the Navy App Locker for info and links for mobile Apps on MWR, Navy Advancement, Reference Materials, Fitness and more. Developed/approved by the U.S. Navy.

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Cmdr. Benjamin Hofman Meritorious Service Medal NAVFAC EURAFSWA Core

Cmdr. Aaron Turke Meritorious Service Medal NSA Souda Bay Public Works

Lt. Cmdr. Raul Cuevas Navy Marine Corps Commendation Medal NAVSTA Rota Public Works

Lt. Joseph Cassidy Navy Marine Corps Commendation Medal NSA Naples Public Works

Chief Equipment Operator Ryan Henderson Navy Marine Corps Commendation Medal NSA Naples Public Works

Chief Steelworker Joseph Worrell Navy Marine Corps Commendation Medal NSA Naples Public Works

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The Blueprint, Vol. 6, Issue 3

Builder 1st Class Brian Hinkson Navy Marine Corps Achievement Medal NAVSTA Rota Public Works

Construction Electrician 2nd Class Floyd Davis Navy Marine Corps Achievement Medal NAVSTA Rota Public Works

Petty Officer 2nd Class Derek Drummond Navy Marine Corps Achievement Medal NSA Souda Bay Public Works

Engineering Aide 2nd Class Brian Hemme Navy Marine Corps Achievement Medal NAS Sigonella Public Works

Construction Electrician 2nd Class Joseph Kennedy Navy Marine Corps Achievement Medal NAVSTA Rota Public Works

Construction Electrician 2nd Class Katie Moynihan Navy Marine Corps Achievement Medal NAS Sigonella Public Works

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Petty Officer 2nd Class Thomas Petrick Navy Marine Corps Achievement Medal NAS Sigonella Public Works

Construction Electrician 2nd Class Bryan Sheridan Navy Marine Corps Achievement Medal NAVSTA Rota Public Works

Yeoman 2nd Class Kaliyah Tyler Navy Marine Corps Achievement Medal NAVFAC EURAFSWA Core

Steelworker 3rd Class Daniel Whiting Navy Marine Corps Achievement Medal NSA Naples Public Works

Construction Mechanic Construction Apprentice Trenton Ferguson Constructionman William Riggio Fleet Letter of Commendation Navy Marine Corps Achievement Medal NSF Deveselu Public Works NAS Sigonella Public Works

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The Blueprint, Vol. 6, Issue 3

Chief Equipment Operator Ryan Henderson Military Outstanding Volunteer Service Medal NSA Naples Public Works

Ms. Molly Clendenin Global War on Terrorism Civilian Service Medal NAVFAC EURAFSWA Core

Mr. Alex Ibarra Global War on Terrorism Civilian Service Medal NAVFAC EURAFSWA Core

Ms. Patricia Walter Global War on Terrorism Civilian Service Medal NAVFAC EURAFSWA Core

Civilian Staff Global War on Terrorism Civilian Service Medal Camp Lemonnier

Mr. Dan Jaquez 40 Years of Service to the U.S. Government NAVFAC EURAFSWA Core

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Mr. Giuseppe Giustolisi 39 Years of Service to the U.S. Government NAS Sigonella Public Works

Mr. Amos Webb 35 Years of Service to the U.S. Government NAVSTA Rota Public Works

Mr. Antonio Grimaldi 25 Years of Service to the U.S. Government NAVSTA Rota Public Works

Ms. Yolanda Morales 20 Years of Service to the U.S. Government NAVSTA Rota Public Works

Ms. Marissa Barrie 20 Years of Service to the U.S. Government NAVFAC EURAFSWA Core

Ms. Elizabeth Juras 20 Years of Service to the U.S. Government NAVFAC EURAFSWA Core

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The Blueprint, Vol. 6, Issue 3

Ms. Daniela Oinelli 20 Years of Service to the U.S. Government NAVFAC EURAFSWA Core

Mr. Leonard Sinfield 20 Years of Service to the U.S. Government NAVFAC EURAFSWA Core

Ms. Gina Snider 20 Years of Service to the U.S. Government NAVFAC EURAFSWA Core

Ms. Andrea VanLanen Suervisory Civilian of the Year NAVFAC EURAFSWA Core Awardees Not Pictured: Mr. Giovanni Ricci Junior Civilian of the Year NAS Sigonella Public Works

Mr. Matteo Di Gennaro Senior Civilian of the Year NSA Naples Public Works

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NSA Naples’ Public Works Paves the Way to Efficiency

By Lt. Jamie Moroney, Naval Support Activity Naples Public Affairs aval Support Activity (NSA) Naples’ Support Site conducted upgrades to a roundabout near the front gate to maximize traffic flow and efficiency, June 22.

Each year the Support Site upgrades parts of the base. This year’s upgrades included a plan for sprucing up the pavement on the roads. When Lt. Daniel Syzdek, a civil engineering corps officer and assistant public works officer for NSA Naples’ Capodichino,

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Gaeta, Lago Patria, and Carney Park sites, learned that the roads were being repaved, he saw the opportunity to make life better for those living and working on Support Site.

“When Lt. Syzdek found out the main roundabout was going to get some new pavement, he approached me with the opportunity of a lifetime,” said Lt. j.g. J. Zachery Christensen, a civil engineering corps officer and the assistant public works officer for Support Site. “Why not use this chance to implement some much needed

improvements to the traffic flow of the base? I quickly agreed.”

The old design of the roundabout was a combination of 20 years of updated traffic codes and security measures, which resulted in a somewhat irregular traffic flow.

“Because it is so close to the main Support Site gate, there are special security considerations that have to be met. Due to tight budgets oftentimes the only solution is to place a stop sign or two rather than redesign an entire section of roadway,” said Christensen. “The intent of a roundabout or traffic circle is to keep the flow of traffic moving at a steady pace without having to stop like you would at a four-way intersection. That intent was lost on the previous iteration of the roundabout.”

When it comes to maximizing traffic efficiency, Syzdek is uniquely qualified to take on such a task: He is a licensed engineer with prior experience in traffic pattern design from his career before joining the U.S. Navy.

“I focused on transportation engineering while earning my civil engineering degree. After graduating from Christian Brothers University in 2009, I worked at a multi-disciplinary engineering firm in the transportation department on the striping and marking of roadways quite regularly, and am a registered Professional Engineer in the state of Maryland,” said Syzdek. “Upon arriving to Naples, I recognized there were improvements that could be made to the roundabouts on Support Site, and knew I would use those opportunities to advocate for improvement.”

Though Syzdek’s primary duty is managing public works for Capodichino, Gaeta, Lago Patria and Carney Park, his passion for the roundabout project at Support Site motivated him to put in extra hours.

“His primary duties keep him very busy, and he’s focused on the well-being of the facilities at Capodichino, but he stayed late at his desk for numerous nights designing the new roundabout,” said Christensen. “He had to take into account base security, pedestrian safety, and both updated Italian and American traffic regulations. This was an excellent example of the Navy being able to take advantage of the unique skill set of its diverse officer corps.”

The project took months to complete. The idea to redesign the roundabout began in February and took two months of discussion Continued on page 34 Seabees from NSA Naples Public Works Department demolish the former Bachelor Enlisted Quarter’s as part of a project to convert the building into functional office spaces. Administrative space is needed to accommodate significant growth in Headquarters elements for COMSIXTHFLT, FDRMC, and NAVFAC EURAFSWA.

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The Blueprint, Vol. 6, Issue 3

Powering the Future

Naval Station Rota Upgrades Its Electrical Infrastructure

By Courtney Pollock, Naval Station Rota Public Affairs n a muggy September morning following a hot Spanish summer in 2017, a light rain began to sprinkle for the first time in four months. Most were relieved to see moisture falling from the clouds until the smoke began to rise from the far end of the flight line aboard Naval Station Rota, Spain. Base firefighters, Public Works and Security personnel responded to find the first of several power poles they would find burning that morning.

The cause of the fire? Electrical current tracking. Simply, the electrical insulators affixed to the power line cross arms at the time could not adequately cope with the local environmental conditions.

“PWD had developed and scheduled a preventive maintenance Members of PWD Rota, UEM branch High Voltage Shop, (Left to program for electrical insulator cleaning in coordination with Right) Rafael Marrufo Milan, Felipe Herrera Castellano, Miguel the base fire department to prevent what is known as electrical Angel Muñoz Fernandez, Jose Antonio Garcia Fuentes, Manuel current tracking across the insulator,” said Thomas Rogers, utility Jesus Rebollo Herrera, Jesus Manuel Rodriguez, Jose Maria electrical supervisor for Public Works Department. “A light rain Arrabal Peña, and Manuel Rebollo Descalzo pose in front of an then forms a pathway for the electricity to travel from the wire to upgraded cross arm assemblies being installed on power poles the wood cross-arms and telephone poles thus causing smoldering across NAVSTA Rota. PWD’s UEM branch is supporting the NAVFAC project being executed to replace all cross arms on the and fires” To correct the problem, Public Works has been replacing the installation which will greatly improve the reliability and safety installation’s old cross arms with new ones that are longer and come of the installations high voltage electrical infrastructure. equipped with double bell insulators vice single bell insulators. salt and dirt creating a conductive surface. To combat this, the base Rota’s unique environmental conditions of ocean spray and implemented a proactive plan to reduce the likelihood of current mud rains caused insulators and cross arms to become covered in Continued on page 35

O

Competition Aides Training

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WD Rota conducted a competition to train our Seabees and build comradery with our local national personnel. Seabees in the CE and UT rates completed the same competitive tests given to our Local Nationals for selection and were graded on quality of work, timeliness, and efficient use of materials. The CE test consisted of installing junction boxes, bending conduit and making proper connections using appropriate clearances as dictated by electrical codes. The UT test consisted of cutting, connecting, and soldering copper piping. The UT’s then connected a water hose, and were judged on timeliness, quality of work, and amount of leaking, if any, in their soldered joints.

All in all, the tests were a huge success. Our Seabees gained some much desired in-rate training, our local nationals served as teachers and mentors, and the winners were rewarded. More test will follow for CM’s and EO’s with the end goal being a training pipeline that gives our Seabees in-rate and troubleshooting experience prior to going or returning to the NMCB’s.

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NAVFAC Constructs Boathouse at Hellenic Naval Base Marathi

Story and photos by Joel Diller, NSA Souda Bay Public Affairs aval Facilities Engineering Command for training and cooperation with partners (NAVFAC) Europe, Africa, like the Hellenic Navy and the NATO Southwest Asia (EURAFSWA) completed Maritime Interdiction Operational construction of a Tension Fabric Structure Training Center.”

(TFS) boathouse located on Hellenic Naval NAVFAC EURAFSWA personnel Base Marathi, Crete, Greece during April oversaw the extensive construction work 2019. that took place to prepare the site so the The project provides shelter for the U.S. buildings could be erected. Utilities, such Navy’s boats and equipment that operate as electricity and water, were installed out of Naval Support Activity Souda Bay, at the site. A concrete driveway and pad Greece, and provides administrative space were poured to support the boathouse and for the Sailors to work. administrative building.

“This project provides a cost-effective The U.S. Navy also relied on another solution that increases our capability to key partner to help accomplish this project support Fleet operations,” said Capt. Ryan - the U.S. Air Force.

T. Tewell, NSA Souda Bay commanding The project was bid out and awarded to officer. “It will provide unique opportunities the Michael M. Tsontos S.A. construction

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company, but U.S. Airmen assigned to the 435th Construction and Training Squadron at Ramstein Air Base, Germany, who are subject matter experts in TFS construction, provided assistance.

“The help we received from the Air Force 435 CTS has been tremendous,” said Lt. Cmdr. Ryan White, NSA Souda Bay public works officer. “Their expertise in working with TFS structures has made this project go along smoothly.”

U.S. Navy installations, such as NSA Souda Bay, rely heavily on key players such as NAVFAC to provide core backbone functions such as utilities, fuel, and water so that the installation can be a source of power used to maximize the combat capability of operational units.

NSA Souda Bay has been called a strategic location by U.S. military officials Continued on page 35

A Tension Fabric Structure (TFS) boathouse constructed on Hellenic Naval Base Marathi, Crete, Greece during April 2019. The boathouse provides shelter for the U.S. Navy’s boats and equipment that operate out of Naval Support Activity Souda Bay, Greece.

(U.S. Navy photo by Lt. Brandon Meskimen)

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The Blueprint, Vol. 6, Issue 3

Navy Continues to Produce Apps to Help Sailors and Families

In 2017, the Navy released the Navy App Locker to provide a direct access point for approved, unclassified mobile applications for sailors and their families. In 2019, the Navy has continued its push to allow sailors the ability to manage their careers through more accessible mobile applications such as the MyNavyFamily app and the PMKEE app.

The Navy App Locker App can be downloaded at no cost via Google Play or iTunes. Users can search by “navy app locker” or “seawarrior.” All apps located in the app locker are bring-your-own-device (BYOD) and designed to work on personal devices outside of the NMCI domain.

Both the Navy App Locker app and associated website (https://www.applocker.navy.mil) act as a gateway to download the Navy’s mobile applications, taking the user straight to the specific app requested to download on Google Play or iTunes.

The Navy’s mobile apps are a great resource for annual required training, career tools and education resources. The number of mobile applications coninutes to grow.

Navy Modernizing PCS Move Uniform Mobile App Has Process with Mobile App New Name, Guidance

By Navy Personnel Command Public Affairs Continuing efforts to improve the Permanent Change of Station (PCS) experience for Sailors and their families, the Navy is launching the MyPCS Mobile app July 17.

“Sailors executing Active Duty PCS orders will immediately realize a better experience with MyPCS Mobile. We have heard the Sailor and family feedback, and are enhancing the PCS move process through greater customer focus, increased flexibility, choice and the use of modern tools,” said Rear Adm. Jeff Hughes, Commander, Navy Personnel Command.

MyPCS Mobile is accessible to all Sailors on their personal or work mobile devices, tablets, laptops and desktop computers.

MyPCS Mobile provides Sailors who are planning a PCS move with access to a personalized checklist tailored for an individual Sailor’s PCS move as well as the ability to apply for government housing and childcare at their next duty station. Later this month, MyPCS Mobile will provide Sailors the ability to view a streamlined, simplified, plain language set of PCS orders referred to as “lean orders.” In a subsequent release toward the end of summer, MyPCS Mobile will provide Sailors the ability to prepare and submit their PCS travel claim voucher. Sailors will simply upload travel receipts from their mobile devices, complete a voucher that has been prepopulated with basic information, electronically sign and provide it to their Command Pay and Personnel Administrator (CPPA) for final processing.

“We are aggressively pursuing modern technology in our tools and striving to provide world class customer service to our Sailors and families. MyPCS Mobile is the result of a rapid development effort as part of our transition to a modern, commercial-standard integrated pay and personnel system. A modern tool to enhance the PCS experience for Sailors and families is one of the first capabilities we wanted to deliver,” Hughes said. Sailors who presently do not have a set of Active Duty PCS orders can still Continued on page 35

The Blueprint, Vol. 6, Issue 3

By Cmdr. Erik Wells, Sea Warrior Program Public Affairs With uniforms being phased-out and phased-in, and grooming standards changing, it can be difficult for Sailors to navigate regulations and instructions to stay on top of the guidance for properly wearing their uniforms components and accouterments.

One of the more popular mobile applications the Navy offers is the OPNAV Uniform Regulations app released in October 2017. Just like your worn out uniforms, the app needed an update.

With a new name and more information, the OPNAV Uniform Regulations, now called MyNavy UNIFORMS, hit app stores, July 18.

“There are two major updates to the app,” said Robert Carroll, the head of the naval uniform office at Chief of Naval Personnel.

“We added a chapter (Chapter 2) on Grooming Standards and a chapter (Chapter 5) on Identification Badges/Awards/Insignia based on feedback from Sailors.”

The changes in hairstyles for female Sailors are addressed and includes photographs of both authorized and unauthorized hairstyles. Within the app, there is a link to the All-Hands website for female hairstyles and provides illustrations and examples of authorized hairstyles. Please refer to the “Hair” section under “Personal Appearance” within the MyNavy UNIFORMS app.

Sailors will find an FAQ section and a NAVADMIN Library that links to a variety of articles and regulations relevant to the proper uniform wear and maintenance. The latest COMUSFTFORCOM message covering the Improved Flame Resistant Variant (IFRV) Coverall is also included in the app.

“One of the best features of the app is the Uniform Browser which has been updated to reflect recent policy changes,” said Dave Driegert, assistant program manager for the Sea Warrior Program (PMW 240) mobility team. “With requirements to maintain four sets of uniforms – working, service, dress and formal – the Uniform Browser is a quick resource tool to quickly jump to a particular section of the app to find the answers Sailors are seeking.”

The MyNavy UNIFORMS app is free and available for download from the Navy App Locker and does not require the use of a Common Access Card (CAC).

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CIO Cyber Securing Facility-Related Control Systems a NAVFAC Priority

now a focus on cybersecurity for FacilityRelated Control Systems (FRCS).

Most new industrial equipment arrives network capable, bringing user convenience. But it also creates prime targets for adversaries. In addition, FRCSs feature various strengths, weaknesses, maintenance requirements, and quirks of operation.

“Our great diversity of FRCS evolved in the absence of any central policy, with engineers and project teams making decisions based on the best value of individual MILCON or SRM projects without much discussion on sustainment or security,” said NAVFAC Chief RADM John Korka, the DoN’s Facility Control

new and existing systems, and established processes for assessing and managing the cyber risk. Each system will connect to an intrusion detection and logging solution.

This “Control System Platform Enclave” allows continuous system monitoring, identification of potential problems, and faster response to attacks or outages. Next steps include rolling out an enterprise-wide strategy for design, procurement, and future maintenance of these vital systems.

At a total of 71 U.S. Navy and 24 U.S. Marine Corps installations, NAVFAC continues to improve on its traditional mission to build and sustain the shore infrastructure upon which our Naval Forces

By NAVFAC EURAFSWA Public Affairs Consider this: Your air conditioning quits. Personnel get warm under the collar.

In time, servers overheat. Maybe even melt, (or catch fire)—causing critical damage to computers and networks. Work disruption that costs millions of dollars, and more importantly, risk to troop lives and the “The shift from traditional architecture in concrete and steel— success of our warfighter mission. to maintaining an agile cyber-secure network architecture—is a Maybe that air con just needs a tune conceptual leap akin to the Navy’s move from ships of wood to ships up. But with today’s increased degree of iron.” of connected technology and building -Rear Adm. John Korka automation, HVAC, fire suppression, electricity, water production, and lighting systems are highly vulnerable to Systems Technical Authority, who recently rely. signed an instruction to standardize FRCS “The shift from traditional architecture cyberterrorism on a grand scale. requirements across the enterprise. “And we in concrete and steel—to maintaining an have a multitude of system makes, models, agile cyber-secure network architecture—is Cyber War = New Battlefield a conceptual leap akin to the Navy’s move Since inception, NAVFAC has and vendors in place,” he said. from ships of wood to ships of iron,” Korka worked to provide a sustainable, resilient explained. “And in this effort, as in all others, Standardizing Requirements infrastructure, anticipating physical threats our people have risen to the challenge.”

With the new instruction and a to assets. With the evolution of technology (Excerpted from RADM Korka’s mission-risk prioritized approach, in the hands of bad actors, environmental “Quality, Speed, and Agility in Support of NAVFAC inventoried Facility-Related impacts, foreign labor agreements, and the Warfighter, ” published in the May-June Control Systems, stood up a centralized geopolitical climates—the latest priority is platform architecture to secure and operate issue of The Military Engineer magazine.)

Security FINANCIAL SCAM

By NCIS Service members are facing severe financial losses after responding to social media posts or messages stating “Get out of Debt” or “Make Extra Money”.

Two primary methods are used to establish contact with potential victims. In one version, the service member responds to a social media post and in another the service member receives a friend request from a person who appears to share many of the same friends. After establishing contact, the service

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member receives a message from the scammer offering grant money as a “Thank You” for their service or offering to pay money for “debt relief ”. In both methods, the service member is asked to provide account information such as login and password. The victim may also be asked for the answers to security questions established through their online bank account. Victims report that money is then directly deposited in their accounts by the scammer initially for the purposes of paying off their debt.

The victim is then asked to send a portion of the money via wire or cash to a third party. Victims later discover that loans have been opened in their name with

the same financial institution.

Victims of this scam will likely be responsible for the amount of financial loss when their account information is willingly provided to a third party.

Service members are reminded to never provide account login details to anyone and safeguard login details and personally identifiable information.

GUIDANCE If anyone has fallen victim to the aforementioned scam or any social media posts of a similar nature, or has provided personal account information to any third party: • Immediately contact the local NCIS office and follow their guidance.

• Notify your bank or financial institution and attempt to have your accounts locked.

• Change all account passwords and seek additional security steps by your financial institution.

• Notify your respective command, and local law enforcement authorities, in addition to NCIS. • Consider a credit lock through one or all three of the major credit bureaus (Equifax, Experian, Transunion).

The Blueprint, Vol. 6, Issue 3

Safety

Career/Education

Sun Safety Tips

Tuition Assistance and Navy College Program Policy Updates

By Center for Disease Control Nearly 5 million people are treated for skin cancer each year in the United States, at an estimated annual cost of $8.1 billion. Skin cancer can be serious, expensive, and sometimes even deadly. Skin cancer cases continue to increase in the United States. Fortunately, most skin cancers can be prevented.

• Ultraviolet (UV) rays—from the sun or from artificial sources like tanning beds—are known to cause skin cancer.

• The Federal Occupational Safety and Health Act requires employers to minimize risk of harm to employees. In some states, employers may be required to provide workers’ compensation to employees who get skin cancer because of sun exposure on the job.

• Every year, Americans lose more than $100 million in productivity because of restricted activity or absence from work due to skin cancer.

Be Aware of Risks Outdoor workers often spend a lot of time in the sun.

Reflection from bright surfaces like concrete or metal can increase total sun exposure.

It’s easy to overlook sun protection at a busy work site.

Skin cancer can greatly reduce workers’ productivity. Providing and encouraging sun protection for outdoor workers helps create a healthy and safe workplace. It can also increase productivity, which ultimately saves money.

Increase Sun Protection for Coworkers and Employees •

• •

•

Encourage sun safety among your employees. This includes wearing protective clothing; sunglasses; and hats that shade the face, ears, and back of the neck and using broad spectrum sunscreen with an SPF of 15 or higher.

Schedule breaks in the shade and allow workers to reapply sunscreen throughout their shifts.

Create work schedules that minimize sun exposure.

For example, schedule outdoor tasks like mowing for early morning instead of noon, and rotate workers to reduce their UV exposure.

Teach outdoor workers about risks of exposure to UV radiation and the signs and symptoms of overexposure.

Choose Sun-Safety Strategies that Work

Broad spectrum sunscreen with an SPF of 15 or higher is important, but it shouldn’t be your only defense against the sun.

For the best protection, use shade, clothing, a hat with a wide brim, and sunglasses, as well as sunscreen.

The Blueprint, Vol. 6, Issue 3

By Chief of Naval Personnel Public Affairs Navy announced changes to Tuition Assistance (TA) and Navy College Program for Afloat College Education (NCPACE) program management May 21, in NAVADMIN 114/19.

Beginning Oct. 1, 2019, enlisted Sailors and officers must complete a minimum of two years of service before becoming eligible to use TA or NCPACE instructor-led or Distance Learning (DL) courses. This requirement may not be waived.

In addition, TA and NCPACE (DL) funding is capped at 12 semester hours (or equivalent quarter hours) per fiscal year (FY) and a total of 120 semester hours (or equivalent quarter hours) in a career. Most Sailors in recent years have only used up to an average of nine semester hours annually.

“Due to unprecedented usage and fiscal constraints, Navy is reshaping how we administer the TA and NCPACE programs,” said Jim Johnson, head of Navy Voluntary Education (VOLED).

“We want to keep both programs available and sustainable for eligible Sailors, while ensuring our Sailors remain focused on their professional qualifications.”

Navy transformation efforts focused on improving the “Sailor experience” have dramatically improved the ease of access to several technical and education programs, including TA and NCPACE. As a result, fleet-wide TA demand in FY19 was 30 percent higher at the mid-year review than the same point in FY18.

TA funding is expected to run out this month with no additional funding to be made available for the remainder of FY19.

Sailors currently taking classes or who are in receipt of a funded TA voucher will not be impacted.

Johnson said that every billet is important to the Navy’s mission and that commanding officers (CO) and officers in charge (OIC) should judiciously manage their Sailors’ education outside of working hours. “A typical three semester hour college course requires up to 12 hours of weekly commitment,” he said. “COs and OICs should actively manage their Sailors’ off-duty education to meet their operational commitments when entering a period of increased operational tempo.”

Command leaders should establish benchmark qualifications that first-term Sailors must earn before using TA or NCPACE including damage control, maintenance, primary warfare, watchstation or other qualifications.

Affected Sailors who desire to continue taking courses for the remainder of FY19 should contact the Navy College Virtual Education Center (NCVEC) at (877)838-1659/DSN 492-4684 or via MyNavy Portal (MNP) at https://my.navy.mil/quick-links.html to discuss other funding options, such as GI Bill, scholarships or financial aid.

Sailors could experience increased call wait times and are encouraged to use other means to speak with an education counselor including the VOLED appointment scheduler on MNP, chatting via Live Help Now® or submitting a help request “trouble ticket” on the Navy College Program website.

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Korka TME Cont’d the positive response, we plan to expand these discussions into other industry areas soon.

Our ability to learn, adapt, and partner is critical to the delivery of our products and services to the warfighter.

area with initiatives for single problems, such as an academy for field-level personnel who undergird our execution, certification programs for industrial controls personnel, and training for a data analytics community. We are addressing systemic improvements,

relying on the characteristics of quality, speed, and agility to weigh the merit of our outcomes. As the 45th Chief of Civil Engineers, and on behalf of our 22,000 NAVFAC sailors and civilians, I am exceptionally proud of our service to the Navy and Marine Corps team.

and design work. Next, the project needed approval from the Public Works Officer, Cmdr.

Russ Pile, and the NSA Naples Commanding Officer, Capt.

Todd Abrahamson. The design was then submitted to the base lessor who coordinated with their road painting contractor to get the work done. On June 17 the first paint hit the road, and on June 22 it was completed.

During the paving and painting phases of the redesign, there was a large amount of coordination required to minimize the impact to personnel working and living on Support Site.

“Prior to the execution phase of each project there are numerous joint meetings, with all entities involved, to discuss possible risk, inconveniences, efficiency and quality, among other fundamentals that are

to NSA Naples. “During these discussions the public works department assesses all of these risks and develops options to ensure that we plan the project to deflect [inconvenience] as much as possible.”

The roundabout’s proximity to the front gate presented unique security challenges as well as traffic issues.

“Having a good traffic plan can be the difference between life and death. It sounds severe but decades of research have gone into knowing the exact tools and systems to implement in a community to ensure both pedestrians and drivers are safe and can reach their destination as quickly as possible. That is no different on a military base,” said Christensen. “There is also the added consideration of AntiTerrorism Force Protection (ATFP) and security measures.

With the roundabout so close to the front gate we had to make sure that traffic flow would not cause any blockage to the incoming traffic.”

Syzdek also remarked upon the increased safety of the new and unique design.

“The functionality of the new roundabout striping decreases a potentially

associated with the type of work being conducted,” said Equipment Operator 2nd Class Jordan Orton, a facilities operations specialist assigned

confusing situation, and therefore decreases the likelihood of a collision,” said Syzdek. “Although having the traffic from the main

Traffic Flow Cont’d

Sailors assigned to Naval Support Activity Souda Bay watch the Nimitz-class aircraft carrier USS Harry S. Truman (CVN 75) arrive in Souda Bay, Greece for a scheduled port visit. (U.S. Navy photo by Joel Diller/Released)

STRENGTHENING OUR TEAMS

Ultimately, the Navy needs the right people, with the right skills, in the right place, and at the right time. Our human capital is our greatest asset, one we must constantly renew by hiring motivated and talented individuals dedicated to the service of our nation. To maintain fiscal integrity, we are re-mapping the budgetary lines from all our personnel to the mission requirements they serve, optimizing our workload staffing model, and implementing Navywide financial management information technology systems changes.

Even more importantly, we must revolutionize our workforce development, for skilled and driven people are the ultimate adaptation. They are who will respond to future challenges not even conceived of today.

Strategic Design 2.0 takes on the workforce talent focus

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establishing community management plans, centralized corporate recruiting, and a civilian workforce development continuum.

To guide these efforts, we have committed to developing a cloud-based knowledge management system to enable our personnel to quickly access and share successful experiences. Finally, we are just beginning to tap the torrent of data flowing out of our systems.

As we mature our Enterprise Data Warehouse, we will enable cross-system analytics to guide data-driven decision-making.

SERVICE TO THE NATION As NAVFAC embarks on our 177th year, forging ahead into an uncertain world of Great Power competition, we remain committed to supporting the warfighter lethality that upholds our nation’s security.

Guided by Strategic Design 2.0, we are reinventing the delivery of our products and the development of our people,

The Blueprint, Vol. 6, Issue 3

gate have the right of way is unconventional, it mitigated any risk of a queue forming over the final denial barriers.”

Base upgrades and beautification are not only a morale booster for those that use the facilities, but help personnel to focus on the mission.

“Aesthetics and convenience aren’t the only reason we make facility upgrades and improvements.

The redesigned roundabout also allows for increased mission readiness,” said Christensen.

“Every second an employee saves going to work ensures that much more time dedicated to the mission of NSA Naples and its tenant commands. It also helps ensure security forces, fire, and EMT personnel can more quickly respond to an incident.”

NSA Naples is an operational ashore base that enables U.S., allied, and partner nation forces to be where they are needed, when they are needed to ensure security and stability in Europe, Africa, and Southwest Asia.

Electical Cont’d

tracking that could disrupt power and potentially cause property damage. Cleaning the insulators helped prevent the potential pathway from the powerlines to the wooden pole, but it was not the ideal solution.

“The new larger doublebell design makes it nearly impossible for electrical current to travel across the air gap between the double-bell design,” said Rogers.

The project, which runs through November 2019, will upgrade cross arm structures and insulators of all U.S. Navy electrical power poles around the installation. The systematic coordination of cutting power to specific lines before multiple crews start swapping out and hoisting the new cross arms to the poles

The Blueprint, Vol. 6, Issue 3

has required coordination and communication.

“This project is incredibly important because it replaces under-sized insulators and cross arms to improve the reliability and safety of the installation’s high voltage electrical infrastructure,” said Cmdr.

James Sullivan, Naval Station

Team then performs all the impact relief identified such as installing temporary facility generators, fueling and system switching to minimize impact and provide the contractor with a safe working zone,” said Rogers.

The PWD HV team is also reducing and trimming vegetation within the power lines area during the each outage. This extra step will help to further reduce the chance of unexpected power outages and fires that negatively impact the installation’s mission readiness.

Once completed, the installation’s high voltage electrical distribution system will be updated, code-compliant, sustainable and mitigate risks of electrical current tracking.

Boathouse Cont’d Workers from PWD Rota make repairs to an electrical pole following a fire. The fire was caused by electrical current tracking across undersized electrical insulators on the cross arms of the electrical poles. This tracking can occur following a build-up of fine dust and a light rain.

Rota public works officer.

“Furthermore, the project allows for continued mission growth at Naval Station Rota.”

Working with the contractor, PWD established a schedule to minimize impact as much as possible on the community and mission. In addition, PWD had to identify the electrical service impacts and communicated this with effected customers. Based on the mission requirements of the impacted facilities, the team addressed these needs.

“The High Voltage (HV)

due to its position in the Mediterranean Sea and its central proximity to three combatant commands: U.S. European Command, U.S. African Command, and U.S. Central Command. It is an operational ashore base that enables U.S., allied, and partner nation forces to be where they are needed and when they are needed to ensure security and

stability in Europe, Africa, and Southwest Asia.

NAVFAC EURAFSWA manages facility project planning and design, including all related acquisition, construction, leasing, environmental, maintenance, and contingency support

required by the Navy and Department of Defense commands where the Navy is designated as the lead agent in Europe, Southwest Asia, and the Gulf of Guinea, Africa, and the Horn of Africa. Subordinate Public Works Departments provide facilities support service to each installation throughout the area of responsibility.

PCS App Cont’d explore the functionality of the checklist through an on-line demonstration.

Sailors may access MyPCS Mobile either through the Navy App Locker (https://www. applocker.navy.mil) or MyNavy Portal (https://my.navy.mil).

Access to MyPCS Mobile does not require a Common Access Card (CAC); however, for CACfree access, Sailors will need to perform a one-time setup via MNP on a CAC-enabled machine. At the top of the page in MNP the Sailor’s name will appear. Click on name, select my account, then select instructions for CAC-free setup.

Follow the steps for Apple iOS or Google Android to authenticate your identity. The mobile device must have access to either WiFi of cellular data services to complete the process.

Other upcoming enhancements include a PCS entitlements calculator and an upcoming pilot program to provide the ability to use the Government Travel Credit Card for PCS-related travel expenses. Future NAVADMINs will announce launch dates and outline specific details for each of these programs.

Meanwhile, Sailors can minimize any out-of-pocket expenses by taking advantage of the travel entitlements available to them today. Those who are about to make a PCS move should talk to their CPPA to help decide if a travel advance is the right choice for them.

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The Blueprint, Vol. 6, Issue 3