DEPARTMENT OF THE NAVY U.S. NAVAL MOBILE CONSTRUCTION BA TT ALION ONE THIRTY· THREE

UNIT 60254

FPO AA 34099-5041

3100 Ser 30/l'ih

APR 2 8 1993 From: Commanding Officer. U.S. l\'aval Mobile Construction Battalion

O~'E THIRTY-THREE To: Distribution

Subj: 1992 Guam Deployment Completion Report

Ref: (a) COMCBPAC/COMCBLA~TINST 3121.lB (b) COMCBPAC OPLA\i 800 (c) COMCBPAC OPORD 4-92

Encl: (1) Executive Summary (2) Administration/Special Staffs (3) Operations (4) Supply and Logistics ( 5) Equipment (6) Camp Maintenance (7) Contingency Operations/Other

1. Enclosures (1) through (7) are forwarded per reference (al.

2. Per references (b) and (c) ~ U.S. !'<aval Mobile Construction Battalion Oi\"E THIRTY-THREE deployed to Camp Covington~ Guam during the period 4 May to i: December 1992 with a 30 man detail to Diego Garcia.

3. U.S. Naval Mobile Construction Battalion 01\i'E THIRTY-TifREE. better known as the "Kangroo Battalion," has long had a tradition of excellence. This tradition continued throughout the 1992 Guam deployment. As preparations were underway for the Guam deployment, the accelerated withdrawal timetab l e to c lose U.S. military installations in the Philippines dramatically altered the Kangroos~ construction tasking. Relocating units required new facilities at Guam and time constraints demanded an aggressive schedule. NMCB-13J's workload was the largest single-battalion peacetime construction tasking on Guam and tackling it mandated a ba ttalion-wide effort.

Distribution: CNO (OP-446) COMNAVFACENGCOM (Code 061 COMSECONDNCB (2 Copies ) CO~ITHIRDNCB (2 Copies) COM20THNCR. l\'MCB FORTY CECOS, NMCB THREE

EXECUTIVE SUMMARY

1. Ooerations. The focus of the Guam deployment was to provide Philippine based conunands with vitally needed facilities to support their rollback to Guam as U.S. military installations in the Philippines were closing. NMCB-133 was initially tasked with constructing 29 Superspan buildings, 21 pre-engineered buildings, finishing the Fire Fighting Facility project, building renovations for the Diplomatic Telecommunication Service (DTS) and laying approximately 1 mile of asphalt roadway to complete the Fleet Hospital Warehouse. As a result of Typhoon Omar and NMCB-133's highly successful disaster recovery efforts this tasking was reduced by dropping the PEB warehouse at DTS (780 rnandays) and the completion of the Fleet Hospital Warehouse project (680 rnandays). In total, NMCB-133 expended 21,323 rnandays of direct labor in completing work on all assigned projects at Guam and Diego Garcia.

2. Disaster Recovery Operations. On 28 August 1992, the island of Guam was devastated by Typhoon Omar forcing the Governor to request Guam be declared a national disaster area. Immediately following the typhoon's passage, NMCB-133 assisted both the military and civilian communities by clearing the criti~al • roadways between COMNAVMARIANAS, Naval Station, Naval Hospital and family housing. In the following days the Conunander, U.S. Naval Forces, Marianas (COMNAVMARIANAS) established a Joint Task Force to direct the islands disaster recovery operation. This newly created Joint Task Force - Marianas repeatedly turned to NMCB- 133 to assist clean-up operations, augment PWC crews, install and maintain emergency generators, coordinate and distribute potable water, erect tent camps, and rebuild local schools. All totalled, NMCB-133 expended 5,120 mandays to Typhoon Omar recovery operations. Four other typhoons also struck Guam during October and November. While disaster recovery tasking from these typhoons was minimal, typhoon preparations caused significant impact to construction.

3. Training. The Pacific deployment left training in the shadow of critical construction projects and typhoon recovery efforts; nonetheless readiness improvements were still made on Guam. A completely revised, comprehensive indoctrination program was implemented enabling new personnel to obtain required training such as familiarization with firing the M16A1 rifle and shotgun, combat/secure voice communications, 40 hour safety course, sexual harassment prevention training, and NADSAP and NAVLEAD courses. Quarterly PRCP updates ensured that skills obtained by OJT during the course of ~he deployment were properly documented, thus improving the Battalion's OF-13 skill attainment and reducing the SCBT's required next homeport.

Encl (1 )

I ADMINISTRATION/SPECIAL STAFFS

1. Narrative.

a. Spec_ial Services: In Guam, Special Services provided a diverse recreation program. Nearly half the Battalion became certified scuba divers, and Kangroos were regular sights on Guam's beautiful beaches. Likewise, on Sundays, the Chaplain could almost always be seen leading a group of Seabees through forest and over hills on one of his f arnous "Boonie Stomps" to a popular sight-seeing location. The NMCB-133 Softball League fielded 13 teams, and despite a two month "rain delay" courtesy of Typhoons Omar, Brian and Elsie, managed to crown a Battalion champion. Two Battalion sponsored golf tournaments provided 200 Kangroo golfers with a day of fun and relaxation. Bowling, darts, soccer, volleyball and aikido gave everyone in the Battalion a chance to "do his thing." Special Services also provided a constantly changing variety of first run movies at four separate outlets on Camp Covington. Seeing the Special Services truck on a job site meant a chance for a tired and thirsty Seabee to get a cold soda and snack.

b. People Proorams: NMCB-133 places its highest priority on people, and the many diverse programs that contributes to their and their families' morale. Prior to leaving for Guam, the Battalion prepared a comprehensive( 60 • page deployment handbook. Distributed at the predeployment family briefing, it contained a wealth of information to help those "left at home". The "Kangroo Kourier", the .familygram which averages 30 pages each edition, kept families and friends appraised of significant Battalion efforts. Weekly articles and photos were also submitted to the Gulfport Seabee Courier, the Port Hueneme Seabee Coverall, and other internal Navy media outlets. Following Typhoon Omar, the Kangroos were again in the news as local and national reporters scrambled for information about the humanitarian assistance they provided.

NMCB-133's Ombudsman program was extremely active and well received by the families, providing the best possible support to the wives and children during the long deployment. Another very strong and positive o~ganization was the Family Support Group. The group promoted family unity, harmony and happiness through continual corrununications. Realizing that communication played a vital role in the family well being, the Battalion set out to close the gap between Gulfport and Guam. First, the Battalion's Post Office established a local P.O . Box for personal mail which cut delivery time from 12 days to only 4. In addition, the Kangroos utilized the Camp's MARS station to stay in touch with friends and family by sending over 1,600 Marsgrams during the Guam deployment .

c. Career Information Program Management: Positive trends in retention continued during FY-92. First term retention was outstanding with a net reenlistment rate of 68%. An aggressive retention program coupled with demanding end strength cuts helped foster a banner year for retention. The overall success of the program was due to an increased awareness and emphasis by the entire chain of command. The NMCB-133 philosophy is good retention is a result of good leadership and management and doing business right the f irst time since retention is the end product of all we do.

FIRST TERM SECOND TERM CAREER

FY-92 RETENTION STATISTICS

ELIG INELIG REENLISTED GROSS % NET %

76 17 21

14 0 2

52 14 20

58% 82% 87%

68% 82% 95%

Encl (2)

d. Drug and Alcohol Abuse Program: NMCB-133's hurnan relations program continued to focus on maintaining ZERO TOLERANCE of illicit drug use, alcohol abuse, and racial/sexual harassment. The Drug and Alcohol Program Advisor (DAPA) insured 100% of Battalion personnel received training on the latest Navy programs and policies. DAPA also ran the Coffee House, providing an alcohol free lounge and meeting area, as well as hosting Alcoholics Anonymous meetings. The captain's council on Drug and Alcohol Abuse placed a great emphasis on deglarnorizing alcohol use and provided the chain of command with a forum to address alcohol problems before disciplinary measures were required. Increased urinalysis and drug abuse training resulted in a marked drop in drug-related incidents in FY-92. When the need for sexual harassment training arose, the Kangroos prepared a day-long, multimedia presentation to address this important requirement.

e. Safety: NMCB-133 has continued an aggressive safety program. Safety is the highest priority throughout the chain of command. The emphasis was centered on personnel awareness and making everyone safety conscious by including safety notes in the Battalion plan of the day, by prompt identification of safety hazards and by daily stand up safety lectures in' all battalion areas. The battalion safety indoctrination was increased from 4 hours to 40 hours and included Safety Supervisor Training, Hazardous communication Standards, Respirator Training, and Lockout/Tagout Training. By incorporating this additional training, safety awareness was greatly enhanced throughout the command. Additional respirator training was conducted throughout the deployment and supported by an aggressive follow-up worksite surveillance program. The Battalion's safety staff conducted project inspections daily to insure safe working conditions and practices were in effect. During typhoon recovery operations, safety visits were increased to cover the worksites of the NMCB-7 and NMCB-40 Air Dets who were TAD to Guam.

Medical kits, sealed and stocked with emergency supplies only, were kept on all project sites thereby allowing access for true emergencies. This system encouraged even the less severely injured to seek professional care from the Medical Department vice trying self-treatment and possibly avoiding reporting the injury. Whenever a safety or medical representative visited a job site and noticed the seal on the medical kit broken, he knew to ask questions and find out who was hurt. Due to the high infectious rate in tropical climates (e.g. Guam), this procedure expedited proper medical care and prevented the loss of nurnerous mandays. Communication systems were established at all construction sites to ensure an inunediate response in case of any emergency. Prompt and thorough accident and mishap investigations were conducted to ensure corrective actions were swiftly taken. To ensure accurate records keeping, an emphasis was placed on reporting and documenting all injuries, both on and off duty. This increased the number of injuries reported, but at the same time, insured the proper medical attention was received.

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