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NTTP 4-04.2
1 OCT 2010
NAVY TACTICS, TECHNIQUES, AND PROCEDURES
NAVAL CONSTRUCTION FORCE OPERATIONS
NTTP 4-04.2 EDITION OCTOBER 2010
DEPARTMENT OF THE NAVY OFFICE OF THE CHIEF OF NAVAL OPERATIONS
DISTRIBUTION RESTRICTION: APPROVED FOR PUBLIC RELEASE; DISTRIBUTION IS UNLIMITED.
PRIMARY REVIEW AUTHORITY: FIRST NAVAL CONSTRUCTION DIVISION
URGENT CHANGE/ERRATUM RECORD
NUMBER DATE ENTERED BY
0411LP1109993
NTTP 4-04.2
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NTTP 4-04.2
3 OCT 2010
LETTER OF PROMULGATION/APPROVAL PLACEHOLDER
NTTP 4-04.2
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5 OCT 2010
October 2010
PUBLICATION NOTICE ROUTING
1. NTTP 4-04.2, NAVAL CONSTRUCTION FORCE OPERATIONS, is available in the Navy Warfare Library. It is effective upon receipt.
2. NTTP 4-04.2, NAVAL CONSTRUCTION FORCE OPERATIONS, provides a complete overview of NCF operations from the operation officer’s perspective for each command echelon. Its chapters discuss common requirements across the six joint functions for NCF operations officers with respect to conducting operations in a joint environment, focus on Seabee project planning and construction management with examples centered on the naval mobile construction battalion, and provide an understanding of the NCF’s capabilities with regard to mission, organization, and concept of employment.
3. Summary. The NCF, also known as Seabees, is organized within the Department of the Navy as a general engineering and construction force. The NCF provides Navy component and joint task force planners and commanders with an expeditionary toolkit of scalable and rapidly deployable military engineers that perform contingency construction and public works in support of the full spectrum of military operations. NCF units are organized, equipped, and trained to construct, repair, maintain, and operate shore, inshore, and deep ocean facilities. Seabees provide engineering services from humanitarian assistance/disaster relief in response to a natural disaster to supporting a task force in a high intensity armed conflict. This publication is the primary doctrinal manual that describes tactics, techniques, and procedures employed by NCF units, including the synchronization and/or integration in Navy, joint, or multinational military operations. This publication is not a guide for Seabee project planning and construction management; rather, it offers an overview of the processes and key aspects that operations officers must know in order to successfully execute their roles and responsibilities.
Note to Navy Warfare Library Custodian
This notice should be duplicated for routing to cognizant personnel to keep them informed of changes to this publication.
Navy Warfare Library publications must be made readily available to all users and other interested personnel within the U.S. Navy.
Navy Warfare Library Custodian
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CONTENTS
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CHAPTER 1—ORGANIZATIONS, RESPONSIBILITIES, AND RELATIONSHIPS
1.1 INTRODUCTION ........................................................................................................................ 1-1 1.1.1 Purpose ......................................................................................................................................... 1-1 1.1.2 Scope ............................................................................................................................................. 1-1 1.1.3 Authorities and Doctrine ............................................................................................................... 1-2 1.1.4 Key Terms .................................................................................................................................... 1-2
1.2 MISSION OF THE NAVAL CONSTRUCTION FORCE........................................................... 1-3 1.2.1 Operational Environment .............................................................................................................. 1-3 1.2.2 Naval Construction Force Guiding Principles .............................................................................. 1-3 1.2.3 Concept of Task Organization ...................................................................................................... 1-4 1.2.4 Detachment Mission Capabilities ................................................................................................. 1-4 1.2.5 Joint Command Authority Versus Service Authority ................................................................... 1-5
1.3 TASK ORGANIZATION ............................................................................................................. 1-6
1.4 FIRST NAVAL CONSTRUCTION DIVISION AND SUBORDINATE COMMANDS ........... 1-6 1.4.1 First Naval Construction Division/Naval Construction Forces Command ................................... 1-6 1.4.2 First Naval Construction Division—Command and Other Relationships .................................... 1-8 1.4.3 First Naval Construction Division’s Global Responsibility ......................................................... 1-8 1.4.4 First Naval Construction Division Subordinate Units Overview ................................................ 1-11
1.5 NAVAL AMPHIBIOUS CONSTRUCTION BATTALION ..................................................... 1-11
1.6 NAVAL CONSTRUCTION FORCE—OPERATIONS ORGANIZATIONS .......................... 1-13 1.6.1 Naval Construction Force Operations Officer’s Responsibilities ............................................... 1-13 1.6.2 First Naval Construction Division Operations Directorate ......................................................... 1-14 1.6.3 Seabee Readiness Group Operations Department ...................................................................... 1-16 1.6.4 Naval Construction Regiment Operations Department .............................................................. 1-17 1.6.5 Naval Mobile Construction Battalion Operations Department ................................................... 1-19 1.6.6 Underwater Construction Team Operations Department ............................................................ 1-20 1.6.7 Construction Battalion Maintenance Unit Operations Department ............................................ 1-21 1.6.8 Naval Amphibious Construction Battalion Operations Department ........................................... 1-22
1.7 RESERVE CONCEPT AND MOBILIZATION CONSIDERATIONS .................................... 1-23
CHAPTER 2—ENGINEER OPERATIONS
2.1 INTRODUCTION ........................................................................................................................ 2-1
2.2 OPERATIONS OFFICER’S ROLE ............................................................................................. 2-1
2.3 TASK ORGANIZATION ............................................................................................................. 2-1
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2.4 CONSTRUCTION ORGANIZATION CONCEPT ..................................................................... 2-2
2.5 PERSONNEL MANAGEMENT ................................................................................................. 2-3 2.5.1 Personnel Assignments and Staffing ............................................................................................ 2-3 2.5.2 Personnel Distribution Management Tools .................................................................................. 2-4
2.6 FUNCTIONAL ORGANIZATIONS FOR ENGINEER OPERATIONS .................................... 2-6
2.7 NAVAL MOBILE CONSTRUCTION BATTALION AIR DETACHMENT ............................ 2-7 2.7.1 Mission of the Naval Mobile Construction Battalion Air Detachment ........................................ 2-8 2.7.2 Concept of Organization of the Naval Mobile Construction Battalion Air Detachment .............. 2-8
2.8 NAVAL CONSTRUCTION FORCE ENGINEER RELATED MISSION-ESSENTIAL TASKS ................................................................................................ 2-11
2.8.1 Movement of Forces ................................................................................................................... 2-11 2.8.2 Maritime Pre-Positioning Force Operations ............................................................................... 2-13 2.8.3 Construction Engineer Services .................................................................................................. 2-17 2.8.4 Water Well-Drilling .................................................................................................................... 2-18 2.8.5 Engineer Reconnaissance ........................................................................................................... 2-19 2.8.6 Horizontal Construction .............................................................................................................. 2-19 2.8.7 Airfield Damage Repair .............................................................................................................. 2-19 2.8.8 Vertical Construction .................................................................................................................. 2-23 2.8.9 Utilities Construction .................................................................................................................. 2-23 2.8.10 Underwater Construction ............................................................................................................ 2-23 2.8.11 Bridging/Gap Crossings .............................................................................................................. 2-25 2.8.12 Facilities Operations and Maintenance ....................................................................................... 2-27 2.8.13 Rear Area Restoration ................................................................................................................. 2-29 2.8.14 Program Management ................................................................................................................. 2-30 2.8.15 Chemical/Biological/Radiological Environment Defense .......................................................... 2-30
2.9 OPERATIONAL ENVIRONMENTS ........................................................................................ 2-31 2.9.1 Joint Operations .......................................................................................................................... 2-31 2.9.2 Jungle Operations ....................................................................................................................... 2-31 2.9.3 Mountain Operations .................................................................................................................. 2-32 2.9.4 Cold Weather Operations ............................................................................................................ 2-33 2.9.5 Desert Operations ....................................................................................................................... 2-34 2.9.6 Military Operations on Urbanized Terrain ................................................................................. 2-35
CHAPTER 3—TACTICAL OPERATIONS
3.1 INTRODUCTION ........................................................................................................................ 3-1
3.2 OPERATIONS OFFICER’S ROLE ............................................................................................. 3-1
3.3 MILITARY ORGANIZATION ................................................................................................... 3-1
3.4 PLANNING CONSIDERATIONS BY JOINT FUNCTIONS .................................................... 3-2 3.4.1 Overview of Command and Control ............................................................................................. 3-2 3.4.2 Movement and Maneuver ............................................................................................................. 3-4 3.4.3 Intelligence ................................................................................................................................... 3-4 3.4.4 Fires .............................................................................................................................................. 3-4 3.4.5 Force Protection ............................................................................................................................ 3-5
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3.4.6 Logistics/Sustainment ................................................................................................................... 3-6
3.5 MISSION/STAFF PLANNING PROCESS ................................................................................. 3-6
3.6 TROOP-LEADING PROCEDURES ........................................................................................... 3-7
3.7 EXERCISE AND CONTINGENCY OPERATION PLANNING ............................................... 3-8 3.7.1 Identifying the Mission ................................................................................................................. 3-8 3.7.2 Responsibilities ........................................................................................................................... 3-10 3.7.3 Commander’s Critical Information Requirements ...................................................................... 3-10 3.7.4 Commander’s Intent ................................................................................................................... 3-10 3.7.5 Facts and Assumptions ............................................................................................................... 3-11 3.7.6 Organizing, Staffing, and Equipping the Detachment ................................................................ 3-11 3.7.7 Accountability ............................................................................................................................. 3-11
3.8 KEY PLANNING CONSIDERATIONS FOR EXERCISES AND CONTINGENCY OPERATIONS............................................................................................................................ 3-11
3.8.1 Communications Predeployment Preparation ............................................................................. 3-12 3.8.2 Force Protection .......................................................................................................................... 3-13 3.8.3 Personnel ..................................................................................................................................... 3-13 3.8.4 Theater-Specific Training ........................................................................................................... 3-14 3.8.5 Logistics Planning Considerations .............................................................................................. 3-14
3.9 TACTICAL MILITARY RELATED MISSION-ESSENTIAL TASKS ................................... 3-15 3.9.1 Notional Command and Control Facilities ................................................................................. 3-15 3.9.2 Notional Communications and Information Systems Organization ........................................... 3-16 3.9.3 Notional Convoy Security Element Organization ...................................................................... 3-16 3.9.4 Crew-Served Weapons Employment .......................................................................................... 3-17 3.9.5 Protect Individuals and Systems ................................................................................................. 3-18
CHAPTER 4—DEPLOYMENT PLANNING AND THE FLEET RESPONSE TRAINING PLAN CYCLE
4.1 INTRODUCTION ........................................................................................................................ 4-1
4.2 GLOBAL FORCE MANAGEMENT........................................................................................... 4-1
4.3 FLEET RESPONSE TRAINING PLAN CYCLE ........................................................................ 4-2 4.3.1 Fleet Response Training Plan Phases ........................................................................................... 4-3 4.3.2 Cycle Time .................................................................................................................................... 4-6 4.3.3 Assessments, Certifications, and Inspection Events ..................................................................... 4-6 4.3.4 Major Training Events .................................................................................................................. 4-9 4.3.5 Employment Certification and Levels of Readiness ................................................................... 4-10
4.4 NAVAL CONSTRUCTION FORCE UNIT ROTATION CYCLE ........................................... 4-10
4.5 CALL FOR WORK PROGRAM ............................................................................................... 4-11
CHAPTER 5—SEABEE PROJECT CONSTRUCTION MANAGEMENT, PLANNING, AND EXECUTION
5.1 INTRODUCTION ........................................................................................................................ 5-1
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5.2 CONSTRUCTION MANAGEMENT .......................................................................................... 5-1 5.2.1 Project Numbering ........................................................................................................................ 5-1 5.2.2 Types of Construction Projects ..................................................................................................... 5-1 5.2.3 Tasking Documents ...................................................................................................................... 5-2 5.2.4 Funding Considerations ................................................................................................................ 5-4
5.3 SEABEE PROJECT PHASING MODEL .................................................................................... 5-4
5.4 PROJECT PHASE 0: INITIAL PROJECT PLANNING ............................................................. 5-4
5.5 PROJECT PHASE 1: PRELIMINARY DEPLOYMENT PLANNING ...................................... 5-4 5.5.1 Unit-Level Project Planning Process ............................................................................................ 5-6 5.5.2 Unit-Level Project Development ................................................................................................ 5-11 5.5.3 Determination of Unit Tasking ................................................................................................... 5-13 5.5.4 Priorities ...................................................................................................................................... 5-13 5.5.5 Unit Work Schedule.................................................................................................................... 5-14
5.6 PROJECT PHASE 2: DETAILED PROJECT PLANNING ...................................................... 5-14 5.6.1 Critical-Path Method................................................................................................................... 5-14 5.6.2 Levels I, II, and III Planning and Management Bar Charts ........................................................ 5-15 5.6.3 Seabee Project Package .............................................................................................................. 5-17 5.6.4 Tasking Computations ................................................................................................................ 5-17 5.6.5 Predeployment Trip .................................................................................................................... 5-19 5.6.6 Project Planning Teams .............................................................................................................. 5-19 5.6.7 New-Start Projects ...................................................................................................................... 5-20 5.6.8 Material Management ................................................................................................................. 5-20 5.6.9 Project Engineering..................................................................................................................... 5-21 5.6.10 Contracting Organization Inspection/Submittal Requirements .................................................. 5-21 5.6.11 Subcontracted Work ................................................................................................................... 5-21
5.7 PROJECT PHASE 3: FINAL DEPLOYMENT PLANNING AND PROJECT TURNOVER ............................................................................................................. 5-21
5.7.1 Procurement of Material for the Relieving Unit ......................................................................... 5-21 5.7.2 Unit-Level Training Readiness Assessment-Sustainment .......................................................... 5-22 5.7.3 Advance Party and Unit Turnover .............................................................................................. 5-22 5.7.4 Main Body Arrival ...................................................................................................................... 5-22 5.7.5 Turnover Results ......................................................................................................................... 5-22
5.8 PROJECT PHASE 4: PROJECT EXECUTION ........................................................................ 5-23 5.8.1 Operational Readiness Inspection ............................................................................................... 5-23 5.8.2 Project Monitoring ...................................................................................................................... 5-24 5.8.3 Bar Charts ................................................................................................................................... 5-24 5.8.4 Project Reporting Requirements ................................................................................................. 5-25 5.8.5 Visiting the Projects .................................................................................................................... 5-25 5.8.6 Regular Meetings Attended by the Operations Officer .............................................................. 5-26 5.8.7 Involvement of Supported Command’s Contracting Office ....................................................... 5-26 5.8.8 Project Design Changes .............................................................................................................. 5-26 5.8.9 Project Drawings and Files ......................................................................................................... 5-27 5.8.10 Safety Plan .................................................................................................................................. 5-27 5.8.11 Quality Control Plan ................................................................................................................... 5-27 5.8.12 Photographic Coverage ............................................................................................................... 5-28 5.8.13 Determination of Work-In-Place and Man-Days Remaining ..................................................... 5-29
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5.9 PROJECT PHASE 5: FINAL PROJECT TRANSFER/CLOSE-OUT ....................................... 5-31
CHAPTER 6—LOGISTICS AND RESOURCE MANAGEMENT
6.1 INTRODUCTION ........................................................................................................................ 6-1
6.2 LOGISTICS/SUSTAINMENT ..................................................................................................... 6-1 6.2.1 Supply ........................................................................................................................................... 6-1 6.2.2 Maintenance Operations ............................................................................................................... 6-2 6.2.3 Deployment and Distribution ........................................................................................................ 6-3 6.2.4 Health Service Support ................................................................................................................. 6-3 6.2.5 Engineering (General) ................................................................................................................... 6-3 6.2.6 Logistic Services ........................................................................................................................... 6-4 6.2.7 Operational Contract Support ....................................................................................................... 6-4
6.3 PROJECT RESOURCE MANAGEMENT .................................................................................. 6-4 6.3.1 Financial Management .................................................................................................................. 6-4 6.3.2 Table of Allowance ....................................................................................................................... 6-5 6.3.3 Civil Engineering Support Equipment .......................................................................................... 6-6 6.3.4 Materials ....................................................................................................................................... 6-7 6.3.5 Tools ............................................................................................................................................. 6-8
APPENDIX A—RESERVE FORCES MOBILIZATION AND INTEGRATION
A.1 INTRODUCTION ....................................................................................................................... A-1
A.2 ROLES AND RESPONSIBILITIES ........................................................................................... A-1 A.2.1 First Naval Construction Division Special Staff for Reserve Affairs .......................................... A-1 A.2.2 Navy Reserve Forces Command .................................................................................................. A-1
A.3 UNIT MOBILIZATION PROCESS AND CONSIDERATIONS .............................................. A-2 A.3.1 Mobilization Process.................................................................................................................... A-2 A.3.2 Special Considerations ................................................................................................................. A-6 A.3.3 Extensions and Rollover Orders .................................................................................................. A-6
A.4 UNIT DEMOBILIZATION PROCESS AND CONSIDERATIONS ......................................... A-6 A.4.1 Demobilization Process ............................................................................................................... A-6 A.4.2 Special Considerations ................................................................................................................. A-6
A.5 REFERENCES ............................................................................................................................ A-7
APPENDIX B—NAVAL CONSTRUCTION FORCE UNIT TYPE FLEET RESPONSE TRAINING PLANS
B.1 INTRODUCTION ....................................................................................................................... B-1
APPENDIX C—COMMUNICATIONS PREDEPLOYMENT PLANNING CHECKLIST
C.1 COMMUNICATIONS PREDEPLOYMENT PLANNING CHECKLIST ................................. C-1
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APPENDIX D—PROJECT NUMBERING SYSTEM
D.1 GENERAL ................................................................................................................................... D-1
APPENDIX E—PREDEPLOYMENT TRIPS
E.1 INTRODUCTION ........................................................................................................................E-1
E.2 PREDEPLOYMENT TRIPS ........................................................................................................E-1 E.2.1 Predeployment Trip Personnel Assignments ................................................................................E-2 E.2.2 Predeployment Trip Impressions ..................................................................................................E-3
E.3 PREDEPLOYMENT TRIP QUESTION AND ANSWER CHECKLIST ...................................E-3 E.3.1 Camp Facilities .............................................................................................................................E-4 E.3.2 Miscellaneous ...............................................................................................................................E-5 E.3.3 Off-Duty Activities .......................................................................................................................E-6 E.3.4 Projects .........................................................................................................................................E-6 E.3.5 Supply—Equipment......................................................................................................................E-7 E.3.6 Supply—General ..........................................................................................................................E-8 E.3.7 Supply—Tools ..............................................................................................................................E-9 E.3.8 Support Services ...........................................................................................................................E-9 E.3.9 Post Trip Report and Brief ............................................................................................................E-9
APPENDIX F—UNIT TURNOVER CHECKLIST
F.1 INTRODUCTION ........................................................................................................................ F-1
F.2 TURNOVER QUESTIONS AND ANSWERS CHECKLIST ..................................................... F-1 F.2.1 Equipment ..................................................................................................................................... F-1 F.2.2 Material ......................................................................................................................................... F-2 F.2.3 Miscellaneous ............................................................................................................................... F-2 F.2.4 Organizational Coordination ......................................................................................................... F-3 F.2.5 Personnel ....................................................................................................................................... F-3 F.2.6 Projects ......................................................................................................................................... F-4 F.2.7 Quality Control ............................................................................................................................. F-5 F.2.8 Safety ............................................................................................................................................ F-5 F.2.9 Time .............................................................................................................................................. F-6 F.2.10 Tools ............................................................................................................................................. F-6
APPENDIX G—PROJECT TURNOVER PLANNING AND EXECUTION
G.1 INTRODUCTION ....................................................................................................................... G-1
G.2 PROJECT TURNOVER TYPES ................................................................................................. G-1
G.3 PROJECT TURNOVER PLANNING ........................................................................................ G-3 G.3.1 Project Status at Turnover Situation Report Message ................................................................. G-3 G.3.2 Material Status at Turnover ......................................................................................................... G-3
G.4 PROJECT TURNOVER EXECUTION ...................................................................................... G-3 G.4.1 Project Percent Complete at Turnover ......................................................................................... G-4 G.4.2 Adjustment to Work-In-Place ...................................................................................................... G-4
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G.4.3 Turnover Conference ................................................................................................................... G-4
TAB 1 TO APPENDIX G—PROJECT STATUS AT TURNOVER SITUATION REPORT MESSAGE FORMAT ..................................................................................................................................... G-5
TAB 2 TO APPENDIX G—JOINT TURNOVER MEMORANDUM FORMAT ...................................... G-7
APPENDIX H—PRECONSTRUCTION CONFERENCE PLANNING
H.1 INTRODUCTION ....................................................................................................................... H-1
H.2 PRECONSTRUCTION CONFERENCE .................................................................................... H-1
APPENDIX I—ADVANCE PARTY
I.1 INTRODUCTION ......................................................................................................................... I-1
I.2 ADVANCE PARTY RESPONSIBILITIES .................................................................................. I-1
I.3 ADVANCE PARTY STAFFING .................................................................................................. I-1
I.4 ADVANCE PARTY OPERATIONS ............................................................................................ I-3
APPENDIX J—OFFICIAL VISITORS
J.1 INTRODUCTION ........................................................................................................................ J-1
J.2 TYPES OF VISITORS ................................................................................................................. J-1
J.3 CONSIDERATIONS .................................................................................................................... J-2
J.4 BRIEFINGS .................................................................................................................................. J-2
APPENDIX K—MEETINGS
K.1 INTRODUCTION ....................................................................................................................... K-1
APPENDIX L—REPORTS
L.1 INTRODUCTION ........................................................................................................................L-1
L.2 REPORTS .....................................................................................................................................L-1 L.2.1 Daily Reports ................................................................................................................................L-1 L.2.2 Weekly Report ..............................................................................................................................L-1 L.2.3 Biweekly Reports ..........................................................................................................................L-1 L.2.4 Monthly Reports ...........................................................................................................................L-2 L.2.5 Situation Reports...........................................................................................................................L-2 L.2.6 Tactical Reports ............................................................................................................................L-3
L.3 PROJECT REPORTING REQUIREMENTS ..............................................................................L-3 L.3.1 Predeployment Project Planning Situation Report........................................................................L-3 L.3.2 Project Material Status Situation Reports .....................................................................................L-4
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L.3.3 Monthly Situation Report .............................................................................................................L-4 L.3.4 Project Status at Turnover Situation Report Message ..................................................................L-5 L.3.5 Deployment Completion Report ...................................................................................................L-5 L.3.6 Turnover Memorandum ................................................................................................................L-5
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LIST OF ILLUSTRATIONS
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CHAPTER 1—ORGANIZATIONS, RESPONSIBILITIES, AND RELATIONSHIPS
Figure 1-1. Conceptual Naval Construction Force Unit Organization ........................................................ 1-6 Figure 1-2. Naval Construction Force Unit Organizational Element Functions ......................................... 1-7 Figure 1-3. First Naval Construction Division Command Relationships.................................................... 1-9 Figure 1-4. Commander, First Naval Construction Division Geographically Designated
Operational Areas ................................................................................................................... 1-10 Figure 1-5. Geographic Combatant Commander, Navy Component Commander, Navy Operational
Forces, and First Naval Construction Division Organizational Alignment ............................ 1-10 Figure 1-6. First Naval Construction Division and Subordinate Units ..................................................... 1-12 Figure 1-7. Amphibious Construction Battalion Command Relationships ............................................... 1-13 Figure 1-8. Naval Construction Force Operations Departments’ Roles and Functions ............................ 1-15 Figure 1-9. The First Naval Construction Division Operations Directorate Organization ....................... 1-16 Figure 1-10. The Seabee Readiness Group Operations Department Organization ..................................... 1-17 Figure 1-11. Naval Construction Regiment Operations Department Organization .................................... 1-18 Figure 1-12. Naval Mobile Construction Battalion Operations Department Organization ......................... 1-20 Figure 1-13. Underwater Construction Team Operations Department Organization ................................. 1-21 Figure 1-14. Construction Battalion Maintenance Unit Operations Department Organization .................. 1-22 Figure 1-15. Amphibious Construction Battalion Operations Department Organization ........................... 1-23
CHAPTER 2—ENGINEER OPERATIONS
Figure 2-1. Notional Prime/Subcontractor Construction Organization Concept ........................................ 2-2 Figure 2-2. Suggested Information—Data Fields ....................................................................................... 2-5 Figure 2-3. Specialty Organization Assignment Matrix ............................................................................. 2-7 Figure 2-4. Notional Naval Mobile Construction Battalion Air Detachment ............................................. 2-8 Figure 2-5. Naval Mobile Construction Battalion Air Detachment Table of Organization ........................ 2-9 Figure 2-6. Unit Embarkation Organization ............................................................................................. 2-12 Figure 2-7. Notional Mount-Out Control Center Watch Shift Table of Organization .............................. 2-12 Figure 2-8. Naval Mobile Construction Battalion Embarkation Organization
Table of Organization ............................................................................................................. 2-13 Figure 2-9. Maritime Pre-Positioning Force Organization ....................................................................... 2-14 Figure 2-10. Notional Naval Construction Element Off-Load Preparation Party
Table of Organization ............................................................................................................. 2-15 Figure 2-11. Notional Naval Construction Element Survey, Liaison, and Reconnaissance
Party Table of Organization ................................................................................................... 2-15 Figure 2-12. Notional Naval Construction Element Advance Party Table of Organization ....................... 2-16 Figure 2-13. Water Well-Drilling Team Table of Organization ................................................................. 2-18 Figure 2-14. Notional Naval Construction Force Airfield Damage Repair Organization........................... 2-20 Figure 2-15. Notional Airfield Damage Repair (R-1 Set) Table of Organization ....................................... 2-21 Figure 2-16. Notional Construction Diving Detachment Organization ...................................................... 2-24 Figure 2-17. Construction Diving Detachment Table of Organization ....................................................... 2-25 Figure 2-18. Typical Camp Maintenance Organization .............................................................................. 2-28 Figure 2-19. Camp Maintenance Funding Responsibilities for Table of Allowance Sites ......................... 2-29 Figure 2-20. Notional Naval Construction Force Disaster Recovery Team Organization .......................... 2-30
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Figure 2-21. Notional Naval Mobile Construction Battalion Chemical, Biological, and Radiological Organization ........................................................................................................................... 2-31
CHAPTER 3—TACTICAL OPERATIONS
Figure 3-1. Notional Military Rifle Company Organization ....................................................................... 3-2 Figure 3-2. Table of Allowance Weapons’ Maximum Effective Range ..................................................... 3-5 Figure 3-3. Exercise and Engagement Responsibilities and Planning Flowchart ....................................... 3-9 Figure 3-4. Notional Communications and Information Systems Organization ....................................... 3-16 Figure 3-5. Notional Convoy Security Element Table of Organization for Two Teams .......................... 3-17
CHAPTER 4—DEPLOYMENT PLANNING AND THE FLEET RESPONSE TRAINING PLAN CYCLE
Figure 4-1. Engineering Global Force Management Process ...................................................................... 4-2 Figure 4-2. Conceptual Operational Cycle .................................................................................................. 4-3 Figure 4-3. Naval Mobile Construction Battalion Fleet Response Training Plan Cycle Plan of
Action and Milestones ............................................................................................................. 4-4 Figure 4-4. Call for Work Seabee Project Development Planning Horizons ............................................ 4-11
CHAPTER 5—SEABEE PROJECT CONSTRUCTION MANAGEMENT, PLANNING, AND EXECUTION
Figure 5-1. Tasking Documents .................................................................................................................. 5-3 Figure 5-2. Seabee Project Phasing Model ................................................................................................. 5-5 Figure 5-3. Project Planning Checklist ....................................................................................................... 5-7 Figure 5-4. Unit Level Project Planning Flow Chart ................................................................................ 5-10 Figure 5-5. Project Development Plan of Action and Milestones ............................................................. 5-11 Figure 5-6. Master Activities .................................................................................................................... 5-15 Figure 5-7. Level I Bar Chart Sample ....................................................................................................... 5-16 Figure 5-8. Project/Allowable Deviation .................................................................................................. 5-25 Figure 5-9. Sample Project with Four Master Activities ........................................................................... 5-30 Figure 5-10. Actual Work-In-Place ............................................................................................................. 5-30 Figure 5-11. Man-Days Remaining ............................................................................................................. 5-30
CHAPTER 6—LOGISTICS AND RESOURCE MANAGEMENT
Figure 6-1. Supply Classes .......................................................................................................................... 6-2 Figure 6-2. Naval Construction Force—Tables of Allowance .................................................................... 6-6
APPENDIX A—RESERVE FORCES MOBILIZATION AND INTEGRATION
Figure A-1. Mobilization Authority and Duration ...................................................................................... A-2 Figure A-2. Types of Reserve Component Orders ...................................................................................... A-3
APPENDIX B—NAVAL CONSTRUCTION FORCE UNIT TYPE FLEET RESPONSE TRAINING PLANS
Figure B-1. First Naval Construction Division Fleet Response Training Plan ........................................... B-2 Figure B-2. Naval Construction Regiment Fleet Response Training Plan ................................................. B-2 Figure B-3. Naval Mobile Construction Battalion Fleet Response Training Plan ...................................... B-3 Figure B-4. Underwater Construction Team Fleet Response Training Plan .............................................. B-4
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Figure B-5. Construction Battalion Maintenance Unit Fleet Response Training Plan ............................... B-5 Figure B-6. Amphibious Construction Battalion Fleet Response Training Plan ........................................ B-6 Figure B-7. Legend of Fleet Response Training Plan Abbreviations and Acronyms ................................. B-7
APPENDIX C—COMMUNICATIONS PREDEPLOYMENT PLANNING CHECKLIST
Figure C-1. Communications Predeployment Planning Checklist ............................................................. C-1
APPENDIX D—PROJECT NUMBERING SYSTEM
Figure D-1. Project Numbering System ...................................................................................................... D-1 Figure D-2. Project Number Location Codes ............................................................................................. D-2
APPENDIX E—PREDEPLOYMENT TRIPS
Figure E-1. Predeployment Trip Members and Responsibility Checklist ...................................................E-2 Figure E-2. Predeployment Trip “DOs” and “DON’Ts” Checklist .............................................................E-3
APPENDIX G—PROJECT TURNOVER PLANNING AND EXECUTION
Figure G-1. Project Turnover Questions Checklist ..................................................................................... G-2
APPENDIX H—PRECONSTRUCTION CONFERENCE PLANNING
Figure H-1. Typical Attendees at a Preconstruction Conference ................................................................ H-1 Figure H-2. Unit Preparation Checklist for Preconstruction Conference ................................................... H-2
APPENDIX I—ADVANCE PARTY
Figure I-1. Recommended Advance Party Personnel for Main Body Site .................................................. I-2 Figure I-2. Recommended Advance Party Personnel for Detachment Site ................................................. I-3
APPENDIX J—OFFICIAL VISITORS
Figure J-1. Official Visitor and Purpose Matrix ......................................................................................... J-1
APPENDIX K—MEETINGS
Figure K-1. Matrix of Standard Meetings Attended by the Operations Officer ......................................... K-1
APPENDIX L—REPORTS
Figure L-1. Table of Tactical Reports .........................................................................................................L-3
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PREFACE
NTTP 4-04.2 (OCT 2010), Naval Construction Force Operations, is designed to provide NCF operations officers of each command echelon with an overview of their role and necessary guidance to assist them in executing their responsibilities. It provides a useful reference for civil engineer corps (CEC) officers, Seabees, NCF liaison officers (LNOs), NCF training and educational institutions, and planners at all echelons in coordinating general engineering operations.
This publication should be used in conjunction with Naval Warfare Publication (NWP) 4-04, Naval Civil Engineering Operations; Navy Tactics, Techniques, and Procedures (NTTP) 4-04.1/Marine Corps Warfighting Publication (MCWP) 4-11.5, Seabee Operations in the MAGTF; Navy Tactical Reference Publication (NTRP) 4-04.2.1, Doctrinal Reference for the Naval Construction Force; NTTP 4-04.3, Naval Contingency Engineering Operations; and the Seabee Crewleader’s Handbook.
Throughout this publication, references to other publications imply the effective edition. Unless otherwise stated, masculine nouns and pronouns do not refer exclusively to men.
Report administrative discrepancies by letter, message, or e-mail to:
COMMANDER NAVY WARFARE DEVELOPMENT COMMAND ATTN: DOCTRINE 1528 PIERSEY STREET BLDG O-27 NORFOLK VA 23511-2723 [email protected]
ORDERING DATA
Order printed copies of a publication using the Print on Demand (POD) system. A command may requisition a publication using standard military standard requisitioning and issue procedure (MILSTRIP) procedures or the Naval Supply Systems Command Web site called the Naval Logistics Library (https://nll1.ahf.nmci.navy.mil). An approved requisition is forwarded to the specific DAPS site at which the publication’s electronic file is officially stored. Currently, two copies are printed at no cost to the requester.
CHANGE RECOMMENDATIONS
Procedures for recommending changes are provided below.
WEB-BASED CHANGE RECOMMENDATIONS
Recommended changes to this publication may be submitted to the Navy Doctrine Library System, accessible through the Navy Warfare Development Command Web site at: http://ndls.nwdc.navy.smil.mil or https://ndls.nwdc.navy.mil.
URGENT CHANGE RECOMMENDATIONS
When items for changes are considered urgent, send this information by message to the primary review authority, info NWDC. Clearly identify and justify both the proposed change and its urgency. Information addressees should comment as appropriate. See accompanying sample for urgent change recommendation format on page 22.
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ROUTINE CHANGE RECOMMENDATIONS
Submit routine recommended changes to this publication at any time by using the accompanying routine change recommendation letter format on page 23 and mailing it to the address below, or posting the recommendation on the Navy Doctrine Library System site.
U.S. Navy organizations submit recommendations to the Primary Review Authority (PRA):
COMMANDER FIRST NAVAL CONSTRUCTION DIVISION PLANS & DOCTRINE DEPARTMENT (N5A) 258 MAKALAPA DRIVE STE 200 PEARL HARBOR HI 96860 Or order by fax to 808-474-7635 (DSN 315-472-7635) Or order by e-mail to [email protected]
In addition, forward two copies of all recommendations to:
COMMANDER NAVY WARFARE DEVELOPMENT COMMAND ATTN: DOCTRINE 1528 PIERSEY STREET BLDG O-27 NORFOLK VA 23511-2723
CHANGE BARS
Revised text is indicated by a black vertical line in the outside margin of the page, like the one printed next to this paragraph. The change bar indicates added or restated information. A change bar in the margin adjacent to the chapter number and title indicates a new or completely revised chapter.
WARNINGS, CAUTIONS, AND NOTES
The following definitions apply to warnings, cautions, and notes used in this manual:
An operating procedure, practice, or condition that may result in injury or death if not carefully observed or followed.
An operating procedure, practice, or condition that may result in damage to equipment if not carefully observed or followed.
Note
An operating procedure, practice, or condition that requires emphasis.
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WORDING
Word usage and intended meaning throughout this publication are as follows:
“Shall” indicates the application of a procedure is mandatory.
“Should” indicates the application of a procedure is recommended.
“May” and “need not” indicate the application of a procedure is optional.
“Will” indicates future time. It never indicates any degree of requirement for application of a procedure.
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Urgent Change Recommendation Message Format
FM ORIGINATOR
TO (Primary Review Authority)//JJJ//
INFO COMNAVWARDEVCOM NORFOLK VA//N5//
COMUSFLTFORCOM NORFOLK VA//JJJ//
COMUSPACFLT PEARL HARBOR HI//JJJ//
(Additional Commands as Appropriate)//JJJ//
BT
CLASSIFICATION//N03510//
MSGID/GENADMIN/(Organization ID)//
SUBJ/URGENT CHANGE RECOMMENDATION FOR (Publication Short Title)//
REF/A/DOC/NTTP 1-01//
POC/(Command Representative)//
RMKS/ 1. IAW REF A URGENT CHANGE IS RECOMMENDED FOR (Publication Short Title)
2. PAGE ______ ART/PARA NO ______ LINE NO ______ FIG NO ______
3. PROPOSED NEW TEXT (Include classification)
4. JUSTIFICATION.
BT
Message provided for subject matter; ensure that actual message conforms to MTF requirements.
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D E PA RTME NT O F T HE N AVY NAME OF ACTIVITY
STREET ADDRESS
CITY, STATE XXXXX-XXXX
5219 Code/Serial
Date
FROM: (Name, Grade or Title, Activity, Location) TO: (Primary Review Authority) SUBJECT: ROUTINE CHANGE RECOMMENDATION TO (Publication Short Title, Revision/Edition, Change Number, Publication Long Title) ENCL: (List Attached Tables, Figures, Etc.) 1. The following changes are recommended for NTTP X-XX, Rev. X, Change X: a. CHANGE: (Page 1-1, Paragraph 1.1.1, Line 1) Replace “…the National Command Authority President and Secretary of Defense establishes procedures for the…” REASON: SECNAVINST ####, dated ####, instructing the term “National Command Authority” be replaced with “President and Secretary of Defense.” b. ADD: (Page 2-1, Paragraph 2.2, Line 4) Add sentence at end of paragraph “See Figure 2-1.” REASON: Sentence will refer reader to enclosed illustration. Add Figure 2-1 (see enclosure) where appropriate. REASON: Enclosed figure helps clarify text in paragraph 2.2. c. DELETE: (Page 4-2, Paragraph 4.2.2, Line 3) Remove “Navy Tactical Support Activity.” “…the Naval War College, Navy Tactical Support Activity, and the Navy Warfare Development Command are responsible for...” REASON: Activity has been deactivated. 2. Point of contact for this action is (Name, Grade or Title, Telephone, E-mail Address).
(SIGNATURE) NAME
Copy to: COMUSFLTFORCOM COMUSPACFLT COMNAVWARDEVCOM
Routine Change Recommendation Letter Format
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INTENTIONALLY BLANK
NTTP 4-04.2
1-1 OCT 2010
CHAPTER 1
Organizations, Responsibilities, and Relationships
1.1 INTRODUCTION
This manual discusses Navy tactics, techniques, and procedures (NTTP) as executed by the United States (U.S.) Navy Seabees, also known as the naval construction force (NCF) in their warfighting and peacetime roles. The NCF consists of the First Naval Construction Division (1NCD)/Naval Construction Forces Command (NCFC), its subordinate units, and the amphibious construction battalions (PHIBCBs) under the naval beach group (NBG). The NCF provides joint force commanders (JFCs) (e.g., geographic combatant commanders (GCCs), subunified commanders, or joint task force (JTF) commanders) and their subordinate commanders (e.g., joint force maritime component commanders (JFMCCs), joint force land component commanders (JFLCCs), Navy component commanders (NCCs), and fleet commanders) with an expeditionary group of scalable and rapidly deployable military engineers, who perform contingency construction and public works (PW) in support of the full spectrum of military operations.
1.1.1 Purpose
The purpose of this publication is to serve as the primary doctrinal manual that describes tactics, techniques, and procedures (TTP) employed by NCF units, including the synchronization and/or integration in Navy, joint, or multinational military operations. In addition, this publication does the following:
1. Provides NCF operations officers of each command echelon with an overview of their role and necessary guidance to assist them in executing their responsibilities
2. Defines capabilities, standardizes TTP, and incorporates lessons learned and best practices across the NCF
3. Recognizes the need for understanding joint interdependence and the reality that operations are frequently performed in a joint, interagency, and multinational environment
4. Provides a useful reference for civil engineer corps (CEC) officers, Seabees, NCF liaison officers (LNOs), NCF training and educational institutions, and planners at all echelons in coordinating general engineering operations.
1.1.2 Scope
This unclassified publication provides a complete overview of NCF operations from the operation officer’s perspective for each command echelon. Its chapters focus on two areas:
1. Chapters 1–3 discuss common requirements across the six joint functions for all operations officers with respect to conducting operations in a joint environment and provide an understanding of the NCF’s capabilities with regard to mission, organization, and concept of employment.
2. Chapters 4–6 focus on Seabee project planning and construction management with examples centered on the naval mobile construction battalion (NMCB), since it is the primary Seabee unit for conducting construction and engineer operations. This publication notes the differences for other unit types as appropriate.
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This publication is not a guide for Seabee project planning and construction management; rather, it offers an overview of the processes and key aspects that operations officers must know in order to successfully execute their roles and responsibilities. Refer to the Seabee Crewleader’s Handbook for a comprehensive guide in Seabee project planning, construction management, and project execution.
Refer to Navy Warfare Publication (NWP) 4-04, Naval Civil Engineering Operations, for a matrix of engineer tasks organized according to engineer operational environment functions identifying capabilities of the PHIBCB, 1NCD, and its subordinate units compared to capabilities of U.S. Marine Corps (USMC) engineers. Refer to Navy Tactical Reference Publication (NTRP) 4-04.2.1, Doctrinal Reference for the Naval Construction Force, for a thorough breakdown of NCF unit mission, organization, and capabilities; and NTTP 4-04.3, Naval Contingency Engineering Operations, for detailed information on the mission, organization, and capabilities of the Naval Facilities Engineering Command (NAVFACENGCOM) and its elements to conduct contingency engineering operations.
This publication makes limited reference to the PHIBCBs since they are considered part of the NCF. Although not under 1NCD, PHIBCBs are considered part of the NCF because 75 percent of the officers are CEC officers, 50 percent of the enlisted members are occupational field-13 ratings, and the PHIBCB has a limited organic general engineering capability. Discussion of the PHIBCBs’ support of amphibious operations is beyond the scope of this publication. This publication only briefly discusses their mission, organization, and engineering capabilities with respect to general engineering tasks and Seabee project management. PHIBCBs follow 1NCD guidance with respect to engineer missions unless there is NBG instruction on the specific topic. Refer to NTTP 3-02.1M/Marine Corps Warfighting Publication (MCWP) 3-31.5, Ship-to-Shore Movement, and NTRP 3-02.1.2, Naval Beach Group Support Element Operations, for additional information on PHIBCBs.
This publication refers generically to the respective Seabee readiness group (SRG)/cognizant naval construction regiment (NCR), in relation to tactical NCF units (e.g., NMCB, PHIBCB, construction battalion maintenance units (CBMUs)), and underwater construction teams (UCTs) throughout. In this context, unless the PHIBCB detachment is attached to an NCR, the cognizant NBG replaces the respective SRG/cognizant NCR.
While this publication makes general reference to the Marine air-ground task force (MAGTF), Marine planners should reference NTTP 4-04.1M/MCWP 4-11.5, Seabee Operations in the MAGTF, for information on the integration of Seabees into a MAGTF.
1.1.3 Authorities and Doctrine
NWP 4-04 states that NCF units and NAVFACENGCOM resources conduct engineering operations in support of the Navy, USMC, and joint forces. This NTTP builds upon the foundational concepts of NWP 4-04 and aligns with Joint Publication (JP) 3-0, Joint Operations; JP 3-34, Joint Engineer Operations; JP 4-0, Joint Logistics; and national and Department of Defense (DOD) strategic planning documents. Navy doctrine for conducting contingency engineering operations is built upon and consistent with principles of joint operations described in JP 3-0 and JP 3-34.
1.1.4 Key Terms
Key terms used in this publication are defined in JP 1-02, Department of Defense Dictionary of Military and Associated Terms, or NTRP 1-02, Navy Supplement to the DOD Dictionary of Military and Associated Terms. The following key terms that have multiple meanings are defined in NWP 4-04 and NTRP 4-04.2.1:
1. CEC and CEC officer
2. Naval civil engineering forces
3. NCF
4. Occupational construction skills
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5. Seabees
6. Naval construction element (NCE).
1.2 MISSION OF THE NAVAL CONSTRUCTION FORCE
The NCF’s mission is to conduct contingency engineering and expeditionary construction operations to support Navy, USMC, or other services across the range of military operations (ROMO). In carrying out this mission, the NCF provides the following:
1. Responsive military construction (MILCON) support to U.S. operating forces, including operational, logistics, underwater, and ship-to-shore (STS) facilities construction, maintenance, and operations. This includes engineer reconnaissance, battle damage repair (BDR), vertical and horizontal construction, construction and maintenance of advance base facilities, power generation and electrical distribution systems, water and sewer treatment and distribution systems, and contingency PW support.
2. Military, tactical, and sustainment construction support to Navy, USMC, and other forces in military operations; subsequent combat service support (CSS) ashore; and defense against overt or clandestine adversary operations directed toward personnel, camps, and facilities under construction.
3. Foreign humanitarian assistance (FHA), consequence management (CM), and civil support (CS) response, including assistance to civilian agencies in emergencies or catastrophes caused by adversarial actions or natural causes.
4. Forces for humanitarian and civic assistance (HCA) operations.
5. Responsive military logistics support to U.S. operating forces, including STS movement of wet and dry cargos.
The NCF consists of two primary organizations:
1. 1NCD/NCFC and its subordinate units (see Paragraph 1.4)
2. PHIBCB ONE and PHIBCB TWO (see Paragraph 1.5).
1.2.1 Operational Environment
All NCF units conduct construction and engineer operations in climates ranging from cold weather to tropical or desert environments that are often in unsecured and isolated locations. NCF units train and equip for defensive combat operations and are capable of integrating into and supplementing the overall supported unit’s force protection (FP)/security plan. When deployed, NCF units are employed in accordance with joint, Navy, and Marine Corps doctrine.
1.2.2 Naval Construction Force Guiding Principles
The NCF trains, equips, and organizes for the following:
1. Rapid deployment
2. Operation as a cohesive unit within the unified command structure
3. Task-tailored missions, including personnel and equipment
4. Self-sustainment (Class I, 5 days; Class III, 3 days; Class V, 15 days; all Class IV, 0 days for projects other than table of allowance (TOA) provided base camp construction)
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5. Performance of construction tasks and engineering operations across the ROMO (refer to Appendix A of NWP 4-04 for specific engineering capabilities)
6. Defensive military operations.
1.2.3 Concept of Task Organization
The NCF executes mission requirements by providing task-organized NCF units to MAGTFs and JTFs. These units, referred to as an NCE, create a single-mission or a flexible multimission force organized for each operational requirement. Operations are often characterized by numerous subordinate task-organized elements deployed throughout multiple geographic locations. NCF units also use a variety of task and functional organizations internally that fall into two broad categories: engineer operations and tactical operations.
1. Engineer operations focus on construction mission execution and general operations functions not directly linked to tactical operations (e.g., airfield damage repair (ADR) teams, bridging platoon, camp maintenance organization, and water well-drilling teams). Refer to Chapter 2 for further discussion on construction missions and general operations, special functional organizations, and planning considerations.
2. Tactical operations focus on FP and defensive tactics (e.g., convoy security elements (CSEs), crew-served weapons teams, and security companies/reaction forces). Refer to Chapter 3 for further discussion on tactical operations, special functional organizations, and planning considerations.
1.2.4 Detachment Mission Capabilities
The NCF deploys as whole integral units or as task-organized detachments with one of two categories of capabilities: warfighting capable or engineer mission-only capable.
1. Warfighting capable detachments are task-organized to conduct mission support tasks in high-threat operational environments. Detachment mission capabilities include the six joint functions (command and control (C2), intelligence, fires, movement and maneuver, protection, and sustainment) per the unit’s capabilities and limitations defined in NTRP 4-04.2.1. Some of these joint functions (e.g., C2 and sustainment) apply to all operations. Others (e.g., fires) apply as required by the tasked mission.
2. Engineer mission-only detachments are task-organized to conduct specific functional area operations (e.g., construction project tasking, FHA/HCA, and CS/CM operations). Engineer mission-only detachments organize with enough skilled manpower and equipment to execute the tasked mission and require the supported unit to provide CSS and other agreed support requirements designated in an operation order (OPORD). Engineer mission-only detachments are usually employed in low-threat environments (e.g., Phase 0 (Shaping) and peacetime daily operations).
1NCD units/detachments may be a single- or multi-mission force organized to support different operational requirements. When the mission requires it, a supporting command element (CE) (e.g., an NCR) is deployed to ensure C2 and engineer mission coordination. Because detachments may deploy to remote locations, they must contain all required resources (personnel, materials, tools, and equipment) to accomplish the assigned tasking.
Operations officers may assign nonoccupational field-13 personnel to detachments for mission support. Detachment tasking often results in a significant reduction of resources available to the main body. The detachment’s size varies depending on mission and location and typically mirrors the organization of the main body on a smaller scale. Refer to NTRP 4-04.2.1 for the concepts of employment for NCF units/detachments.
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Note
The term detachment is used generically throughout this publication to also describe the term detail, a subordinate element/satellite of a unit. The primary difference is that detachment implies the element is (or is organized to be) operating under the operational control (OPCON) or tactical control (TACON) of another command.
1.2.5 Joint Command Authority Versus Service Authority
In general, misunderstandings occur on the use of OPCON versus operational tasking, administrative control (ADCON) versus administrative duties, and OPCON versus ADCON.
Joint doctrine defines only four command relationships that define the level of authority a commander may have over assigned or attached forces: combatant command (command authority) (COCOM), OPCON, TACON, and support. No other authorities are authorized or legal. These authorities fall under the operational chain of command and are inherent in the COCOM authority of the unified combatant commander (CCDR); OPCON, TACON, and support must be delegated. Unless a unit is assigned or attached to a combatant command or subordinate command and one of the preceding authorities is delegated down through subordinate commanders for an operational mission, these authorities do not apply. A commander can also have authority when coordinating authority, ADCON, and direct liaison authorized relationships are specified. Refer to JP 1, Doctrine for the Armed Forces of the United States, and Appendix A of NTRP 4-04.2.1 for definition and application of these command relationships and other authorities.
ADCON is an authority that falls under the Service chain of command and is synonymous with the Navy’s Title 10 authority and responsibilities to man, train, and equip the Navy. The Secretary of the Navy (SECNAV)/Chief of Naval Operations (CNO) are responsible for the Service organization, and ADCON is promulgated in Office of the Chief of Naval Operations (OPNAV) Note 5400, The Standard Navy Distribution List (SNDL). ADCON does not involve the Global Force Management Implementation Guidance Fiscal Year (FY) 2008–2009 assignment tables. Service chiefs execute/delegate ADCON through subordinate Service Echelon 2 commands. CNO–delegated ADCON is always retained through this construct unless changed in the SNDL. The following examples provide clarity on this issue:
1. ADCON is not synonymous with administrative duties. Administrative duties are not solely the responsibility of the Service chain of command (ADCON). For example, if NMCB SEVEN of Gulfport, Mississippi, deploys to Iraq, ADCON remains through the TWENTIETH SRG to 1NCD to Navy Expeditionary Combat Command (NECC) to Commander, United States Fleet Forces Command (COMUSFLTFORCOM) to CNO. Based on reporting relationships stated in the applicable order, Commander, United States Naval Forces Central Command (COMUSNAVCENT) (or a JFC) may exercise OPCON (if delegated), but COMUSNAVCENT still has administrative responsibilities (not ADCON) for this attached vice assigned Navy force. In this scenario, COMUSNAVCENT has administrative requirements (not ADCON) for NMCB SEVEN for both Service (e.g., mail, casualty report (CASREP) support, detaching/reporting personnel coordination, etc.) and CCDR (e.g., readiness status, capabilities, and employment recommendations, etc.). ADCON is retained per the SNDL.
2. OPCON is not synonymous with operational tasking. Operational tasking may be issued through ADCON by the commander with delegated OPCON/TACON over a unit or via the appropriate Fleet commander. For example, if NMCB FOUR is in homeport at Port Hueneme, California, operational tasking is through the THIRTY-FIRST SRG to 1NCD/1NCD Pacific (PAC). Depending on the mission, 1NCD receives operational tasking from COMUSFLTFORCOM via Commander, Second Fleet (COMSECONDFLT) (for Commander, United States Joint Forces Command (CDRUSJFCOM) and Commander United States Northern Command (CDRUSNORTHCOM) and Commander, United States Pacific Fleet (COMUSPACFLT) (for Commander, United States Pacific Command (CDRUSPACOM)), respectively. In this scenario, the cognizant NCR is assigned construction project management oversight responsibilities (exercising TACON or OPCON only when delegated) based on Commander, First Naval Construction Division (COMFIRSTNCD) designated operational areas (OAs) as discussed in Paragraph 1.4.3. Based on
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the reporting relationships stated in the applicable order, THIRTY-FIRST SRG exercises ADCON and may assign operational tasking, such as construction projects conducted in homeport during the basic and integrated phase of the Fleet Response Training Plan (FRTP).
1.3 TASK ORGANIZATION
The NCF consists of engineer units organized to conduct construction mission tasking. Figure 1-1 illustrates the conceptual organization of the NCF’s primary operational units; the NMCB, CBMU, and PHIBCB. Figure 1-2 illustrates the different functions performed by these organizations based on their assigned mission. The UCT use the same staff positions to organize, but there are several differences due to its mission. 1NCD, the NCRs, and the SRGs have command elements that organize in a similar manner as the command and staff sections illustrate in Figure 1-1. Refer to NTRP 4-04.2.1 for further information on NCF unit-specific organization.
1.4 FIRST NAVAL CONSTRUCTION DIVISION AND SUBORDINATE COMMANDS
Paragraphs 1.4.1 through 1.4.4 provide information on 1NCD and its subordinate units.
1.4.1 First Naval Construction Division/Naval Construction Forces Command
The CNO established 1NCD/NCFC in 2002 to unify the Atlantic and Pacific NCF (excluding PHIBCBs) and to serve as a single command interface. 1NCD/NCFC is an active component (AC)/reserve component (RC) integrated combined staff that is headquartered at Naval Amphibious Base (NAB) Little Creek, Virginia. 1NCD is a permanently structured, operational CE and under the command of a Navy CEC rear admiral. As the Navy’s subject matter expert (SME) for Seabees, NCFC exercises delegated type commander (TYCOM) responsibilities on behalf of NECC and organizes, mans, trains, maintains, and equips 1NCD and its subordinate units.
Figure 1-1. Conceptual Naval Construction Force Unit Organization
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ORGANIZATIONAL ELEMENT NMCB, CBMU UCT PHIBCB
HQ
Overhead, staff, and support functions Provides functions (e.g., command post (CP), camp security, combat operations center (COC), etc.) during contingency operations
Overhead, staff, and support functions
Overhead, staff, and support functions Provides functions (e.g., CP, camp security, COC, etc.) during contingency operations
Alfa
Horizontal construction, embarkation, civil engineering support equipment (CESE) operations, and maintenance
Not applicable
CESE operations and maintenance; elevated causeway system (modular) (ELCAS(M)) construction; and horizontal construction
Bravo Camp maintenance and utilities construction Not applicable
Watercraft operations and maintenance; ELCAS(M) construction; logistics over-the-shore (LOTS) systems installation, operation, and maintenance
Charlie Vertical construction Not applicable
Vertical construction; ELCAS(M) construction; utilities and support; and camp construction and maintenance
Construction Diving Detachment Not applicable
Construction diving operations
Not applicable
Figure 1-2. Naval Construction Force Unit Organizational Element Functions
1NCD provides combat-ready engineer forces to do the following:
1. Fulfill operational and forward engagement requirements of combatant and component commanders
2. Conduct contingency and crisis action planning (CAP) in support of operation plans (OPLANs), theater security cooperation plans (TSCPs), and contingencies
3. Provide contributory engineering support to naval shore activities.
As a scalable, deployable HQ echelon, 1NCD FWD provides C2 over assigned subordinate engineers (e.g., two or more NCRs) and other expeditionary units or detachments, and units from other Services or host nations (HNs) when deployed to an assigned geographical area mission during contingencies, exercises, or war, to support the full spectrum of naval and joint operational expeditionary requirements. 1NCD FWD implements general engineering policy, guidance, and standards, and conducts limited construction contracting capability when augmented by NAVFACENGCOM. 1NCD FWD also provides sustained theater-level general engineering and construction program management oversight.
The size and concept of employment of a deployed 1NCD FWD varies depending on the requirements of the mission. 1NCD FWD only deploys during exercises, contingencies, or major combat operations. It does not conduct regular rotational deployments, except when supporting ongoing contingency operations. 1NCD FWD deploys as a whole unit or as task-organized detachments with warfighting or engineer mission only capabilities. 1NCD FWD is capable of independent employment but acts as a satellite of the HQ of one of its supported units. It is capable of supporting up to an Army Corps– or Marine expeditionary force (MEF)–sized mission across the ROMO. 1NCD FWD may function as the CE of an NCE.
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1.4.2 First Naval Construction Division—Command and Other Relationships
COMFIRSTNCD, with concurrent duties as Commander, NCFC reports to COMUSFLTFORCOM through COMSECONDFLT for operational tasking and is under the ADCON of Commander, Navy Expeditionary Combat Command (COMNECC).
COMFIRSTNCD is dual-hatted as 1NCD PAC and is under the ADCON of COMUSPACFLT. 1NCD PAC also receives operational tasking through COMUSPACFLT. As units assigned under 1NCD enter the geographic area of responsibility (AOR) of a GCC, they are operationally attached to the NCC or other subordinate functional commander supporting that GCC. Under COMFIRSTNCD’s role as SME/principal advisor for NCF matters, 1NCD and subordinate NCRs liaise accordingly to coordinate construction tasking, exercising TACON or OPCON only when delegated.
In addition to these command relationships, COMFIRSTNCD has additional duty (ADDU) to COMUSPACFLT; Commander, United States Naval Forces Europe (COMUSNAVEUR); COMUSNAVCENT; and Commander, United States Naval Forces Southern Command (COMUSNAVSO) as the SME/principal advisor for NCF matters. Figure 1-3 illustrates 1NCD’s command relationships.
NECC, as TYCOM for 1NCD, is the primary Navy capability provider for Navy operational construction forces and fully organizes, trains, maintains, equips, and mans active and reserve Navy expeditionary forces to support global maritime expeditionary engineering operations.
NAVFACENGCOM, as systems command for 1NCD, provides engineering design and fielding of new TOA equipment and systems. Refer to NTRP 4-04.2.1 for more information on 1NCD’s relationship with NECC and NAVFACENGCOM.
1.4.3 First Naval Construction Division’s Global Responsibility
1NCD has standing geographic OAs that designate responsibility for project support requirements. Figure 1-4 illustrates 1NCD’s global responsibility for these standing geographic OAs per COMFIRSTNCDNOTE 3000, Naval Construction Force Support to Navy Component Commanders, and COMFIRSTNCD OPORD 2000-02. Figure 1-5 illustrates the organizational alignment of 1NCD and its subordinate NCRs, with GCCs, NCCs, and Navy operational forces. The cognizant NCRs exercise coordinating authority with these component commands and operational forces to develop and provide project tasking to be assigned to 1NCD subordinate units deploying to their cognizant OA.
If an AC NCR is tasked to support a contingency mission, the NCR’s rear echelon typically continues to support the project support requirements for these OAs. However, another AC NCR may be assigned to take over support requirements or a mobilized RC NCR may backfill a deployed NCR when necessary.
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Figure 1-3. First Naval Construction Division Command Relationships
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Figure 1-4. Commander, First Naval Construction Division Geographically Designated Operational Areas
GCC NCC NAVY OPERATIONAL FORCES 1NCD
CDRUSNORTHCOM COMUSFLTFORCOM COMSECONDFLT 1NCD
CDRUSEUCOM COMUSNAVEUR COMSIXTHFLT 22 NCR
CDRUSCENTCOM COMUSNAVCENT COMFIFTHFLT 25 NCR
CDRUSSOUTHCOM COMUSNAVSO COMFOURTHFLT 25 NCR
CDRUSAFRICOM COMUSNAVEUR COMSIXTHFLT 22 NCR
CDRUSPACOM COMUSPACFLT COMTHIRDFLT COMSEVENTHFLT 30 NCR
Figure 1-5. Geographic Combatant Commander, Navy Component Commander, Navy Operational Forces, and First Naval Construction Division Organizational Alignment
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1.4.4 First Naval Construction Division Subordinate Units Overview
Figure 1-6 illustrates 1NCD’s subordinate units. Refer to fragmentary order (FRAGORD) 084 to COMFIRSTNCD OPORD 2000-02 for information on 1NCD’s Echelon V functional alignment. Refer to COMFIRSTNCD OPORD 2000-02 for guidance to AC subordinate commanders and COMFIRSTNCD OPORD 2000-01 for guidance to RC subordinate commanders. 1NCD’s subordinate units include:
1. Two AC/RC–integrated SRG that plan and deliver training, mobilization, and logistical support to NCF units. SRG instructors work under 1NCD’s training philosophy and policy to conduct realistic, aggressive, and safe training, providing continuity and consistency in the continuum of training and mentoring of Seabees.
2. Three AC and four RC NCRs, that provide C2 over assigned or attached subordinate engineer and other expeditionary units or detachments, and units from other Services or HN when deployed. These NCRs perform construction program management, coordinate CAP, and validate and allocate resources to subordinate units. The NCR implements general engineering policy, guidance, and standards, and conducts limited construction contracting capability when augmented by NAVFACENGCOM.
3. Nine ACs and 12 RC NMCBs that are the primary NCF units for conducting construction and engineer operations capable of deploying an autonomous detachment and providing a full spectrum of contingency and limited combat engineering capabilities for a supported unit, including: (a) BDR; (b) construction and maintenance of advanced base facilities; (c) power generation and distribution; (d) vertical and horizontal construction; and (e) water well drilling, distribution, and storage.
4. Two AC/RC integrated CBMUs that provide PW/maintenance management at forward operating bases (FOB) and expeditionary medical facility construction.
5. Two AC UCTs that provide a wide range of specialized underwater repair, inspection, construction, and demolition.
Refer to NWP 4-04 for a matrix of engineer tasks organized according to operational environment functions identifying capabilities of naval civil engineering forces compared to capabilities of USMC engineers; NTTP 4-04.1M/MCWP 4-11.5 for NCF integration into MAGTF operations; and NTRP 4-04.2.1 for further information about the mission, organization, and concept of employment of the NCF.
1.5 NAVAL AMPHIBIOUS CONSTRUCTION BATTALION
There are two PHIBCBs organized under the NBGs as operational Navy commands. PHIBCB ONE is homeported at NAB Coronado, California, and PHIBCB TWO is homeported at NAB Little Creek, Virginia. The PHIBCBs are operational commands that provide personnel and equipment to functional components supporting the commander, amphibious task force, or maritime pre-positioning ships squadron commander for support of the Navy support element (NSE) during the initial assault and the assault follow-on phases of amphibious operations, maritime pre-positioning force (MPF) operations, and/or joint logistics over-the-shore (JLOTS) operations.
Each PHIBCB is an integrated AC/RC organization whose AC is an immediate response force; its RC detachments require a 45-day mobilization and training period for deployment. Direct labor assets are approximately 70 percent of the total basic allowance that may be assigned directly to offload cargo, contingency operations, or other tasking.
The PHIBCB, employed as beach support units, conduct STS transportation of bulk fuel, water, supplies, materials, and equipment in support of amphibious, LOTS, JLOTS, and MPF operations. PHIBCBs also have organizations to support offshore petroleum discharge systems, ELCAS(M), amphibious bulk liquid transfer systems, and lighterage—all of which is beyond the scope of this publication.
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Figure 1-6. First Naval Construction Division and Subordinate Units
Refer to JP 4-01.6, Joint Logistics Over-the-Shore (JLOTS); NTTP 3-02.1M/MCWP 3-31.5; and NTRP 3-02.1.2 for information on amphibious operations. Refer to NTTP 3-02.3M/MCWP 3-32, Maritime Pre-positioning Force Operation, for information on MPF operations. Refer to NTRP 4-04.2.1 for further information about mission, organization, and concept of employment of the PHIBCBs.
The PHIBCBs also construct and operate tactical camps and conduct related CSS, including general engineering and security support in subsequent operations ashore. Figure 1-7 illustrates the notional command relationships of the PHIBCBs.
In addition to its primary mission, the PHIBCB performs general engineering operations as a CSS function. Task areas consist of construction and operation of base camps and logistics support areas. They perform engineer support, light horizontal and vertical construction at the initial/expedient, and the temporary construction standard (e.g., camp maintenance, drainage, power distribution, unpaved roads, and parking area projects). Refer to Appendix A of NWP 4-04 for a list of general engineering tasks within the range of capabilities of the PHIBCBs. Refer to NWP 4-04 for information on construction standards. PHIBCBs conduct project planning, execution, and management for guidance provided for the NCF by 1NCD/NCFC and NAVFACENGCOM. Refer to the Seabee Crewleader’s Handbook for a comprehensive guide in Seabee project planning, construction management, and project execution.
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Figure 1-7. Amphibious Construction Battalion Command Relationships
The PHIBCB deploys task-organized engineer detachments to execute specific mission tasking. These engineer detachments are engineer mission only capable and rely on the supported unit for CSS requirements. Mission tasking and the supported unit organization dictate the type, size, and composition of the supporting engineer detachment provided by the PHIBCB. The operations officer assigns personnel from across the battalion as required. Typically these detachments are staffed with 50–60 personnel and are organized after the model of an NMCB engineer detachment described in NTRP 4-04.2.1.
1.6 NAVAL CONSTRUCTION FORCE—OPERATIONS ORGANIZATIONS
Paragraphs 1.6.1 through 1.6.8 discuss each NCF unit type and command echelon’s operations department organization and responsibilities.
1.6.1 Naval Construction Force Operations Officer’s Responsibilities
The operations officer must coordinate with the commander (CDR), chief of staff (COS)/chief staff officer (CSO), commanding officer (CO), and executive officer (XO), as appropriate, to establish authority and a working relationship. Refer to United States Navy Regulations and Chief of Naval Operations Instruction (OPNAVINST) 3120.32 (series), Standard Organization and Regulations of the U.S. Navy, for general information on these positions.
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Although the operations officer billet is a staff position, unlike other staff officers, this officer is normally granted oversight of other departments, line companies and/or detachments for construction, combat, and FHA/CS/CM operations. Oversight is defined as the limited responsibility delegated to a staff position by the CDR/CO. The unit CDR/CO dictates the oversight limits. The operations officer’s oversight authority varies among organizations and deployment situations. In addition to controlling unit operations, the operations officer must maintain an awareness of all unit activities to be prepared to act in the absence of the CSO/XO.
The operations officer’s responsibilities include but are not limited to the following:
1. Engineer Operations. The operations officer maintains responsibility for planning, organizing, executing, monitoring, and controlling the construction program. The operations officer is the disaster preparedness officer responsible for preparation of the disaster preparedness plan and the execution of FHA/CS/CM operations. In executing these duties, the operations officer is typically granted oversight over the use of the unit’s personnel, equipment, and material resources. Refer to Chapter 2 for further information on engineer operations.
2. Tactical Operations. The operations officer is the principal staff officer for planning and executing tactical operations, including the establishment of the defensive perimeter, the preparation of fire support plans, the operation of the unit COC, and liaison with other military units in the area. Refer to Chapter 3 for further information on tactical operations.
The operations officer is typically assigned the following collateral duties:
1. Command adjutant
2. Ceremonies and drills
3. Disaster preparedness and response officer
4. FP officer
5. Readiness officer
6. Officer Seabee combat warfare board
7. Senior watch officer
8. Advance party (AP) officer in charge (OIC).
Refer to unit-specific standard operating procedures (SOPs) for a description of duties and responsibilities. Figure 1-8 illustrates the vertical relationships of NCF operations departments’ roles and functions for each command echelon.
1.6.2 First Naval Construction Division Operations Directorate
A Navy senior CEC officer who serves as the assistant chief of staff (ACOS) for operations leads the operations directorate (N3), which provides Global Force Management (GFM) and oversight for worldwide Seabee operations. N3 recommends sourcing for global demand of 1NCD units, develops the annual employment plan for the force, reviews and issues OPORDs, schedules all future unit rotations, and manages all embarkation/unit movements.
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Figure 1-8. Naval Construction Force Operations Departments’ Roles and Functions
In conjunction with cognizant NCRs, N3 keep liaison with COMUSFLTFORCOM, COMSECONDFLT, COMUSPACFLT, COMUSNAVEUR, COMUSNAVCENT, COMUSNAVSO, NECC, NAVFACENGCOM, OPNAV, and CDRUSJFCOM to manage worldwide operational employment, manage force-wide readiness, and develop new missions within existing unit Navy Mission-Essential Task Lists (NMETLs) and required operational capabilities (ROCs)/projected operational environments (POEs). Figure 1-9 illustrates the 1NCD operations directorate.
The 1NCD N3 is responsible for the following:
1. Deputy ACOS for Operations. A civilian government employee is responsible for the administrative/executive and reporting requirements of the directorate. The deputy ACOS must be fully informed in operational matters and fills in as the N3 during absences. This position provides continuity for program management as military members rotate.
2. Current Operations. A Navy CEC officer leads the current operations division and is responsible for execution of the annual employment plan and FY spending plans. The current operations division is also responsible for mission and project tasking of subordinate units, readiness program and reporting, and force movement control/embarkation coordination.
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Figure 1-9. The First Naval Construction Division Operations Directorate Organization
3. Future Operations. A Navy CEC officer leads the future operations division and is responsible for GFM planning, coordination, and sourcing for NCF units.
4. Operations Support Staff. Assigned personnel provide the support for the large volume of reports, orders, and briefings produced by the operations directorate.
1.6.3 Seabee Readiness Group Operations Department
A Navy CEC officer leads the operations department (R3) and provides oversight and coordination of SRG and subordinate unit operations. Figure 1-10 illustrates the SRG operations department.
The SRG R3 is responsible for the following:
1. Assistant Operations Officer (R3A). A Navy CEC junior officer is responsible for the administrative/executive and reporting requirements of R3. The R3A must be fully informed in operational matters and fills in as the R3 during absences.
2. Operations Chief (R3C). A Navy occupational field-13 senior chief petty officer (SCPO) is responsible for all technical construction matters through regular contact with subordinate units’ operations chiefs. The R3C also assigns all E-6 and below at the SRG.
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Figure 1-10. The Seabee Readiness Group Operations Department Organization
3. Facilities/Camp Maintenance Division. A Navy CEC officer or Navy occupational field-13 chief petty officer (CPO) is responsible for providing camp maintenance training for the NCF and managing facilities occupied by the SRG and attached subordinate units. The division also coordinates facility requirements with PW and contracting organizations for planned SRG facilities.
4. Operations Division. A Navy CEC officer or Navy occupational field-13 CPO is responsible for division plans, coordinating, and issuing operational tasking to units while in homeport, and for issuing unit homeport OPORDs.
5. Embarkation Division and Movement Control Center (MCC). A Navy occupational field-13 SCPO is responsible for providing embarkation training and operational support for AC/RC NCF units and provides technical expertise in the embarkation of personnel, organizational cargo, construction project material, and equipment by land, sea, and air. It coordinates arrivals and departures of all AC/RC NCF units at the SRG’s respective homeport base location. The embarkation division also develops preliminary load plans for cargo missions, coordinates movement, and instructs embarkation training exercises and classes.
1.6.4 Naval Construction Regiment Operations Department
A Navy CEC officer leads the operations department (R3) to plan, execute, monitor, and control the supported GCC’s AOR construction program as discussed in Paragraph 1.4.3. R3 also assigns project tasking by issuing OPORDs and FRAGORDs to subordinate units. R3 provides engineering reachback support to forward-deployed 1NCD units and supported clients through its in-house engineering staff and with assistance from NAVFACENGCOM. R3 plans and executes the operations of the regimental COC, and liaises with other military units in the OA. NCRs and SRGs conduct their construction quality program per COMFIRSTNCDNOTE 3010, Echelon V Roles and Responsibilities for the Naval Construction Force Construction Quality Program. Figure 1-11 illustrates the NCR operations department.
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The NCR R3 is responsible for the following functional areas:
1. Deputy Operations Officer. A civilian government employee serves as an assistant to the R3 in the management of the department. The deputy operations officer must be fully informed in operational matters and fills in as the R3 during absences.
2. Assistant Operations Officer. An AC Navy CEC junior officer is responsible for the administrative/executive and reporting requirements of R3. The R3A assists the R3 as directed with AC operations. Also, an RC Navy CEC officer assists the R3 as directed with RC operations.
3. Operations Chief. A Navy occupational field-13 SCPO is responsible for all technical construction matters through regular contact with subordinate units’ operations chiefs. The R3C also assigns all E-6 and below at the NCR.
4. Area Operations Division-Outside Continental United States (OCONUS). A Navy CEC junior officer leads the division to oversee the execution of construction readiness training (CRT) projects, exercise-related construction (ERC), and other operations support projects for deployed units as discussed in Paragraph 1.4.3. The division also conducts readiness-to-deploy evaluations, operational readiness inspections (ORIs) at the 30-day review, site visits, construction and engineer project management, exercise coordination, evaluation of deployments, and coordination between other units. There is an assigned officer for each deployment site, CBMU, UCT, and NMCB. An officer is only assigned to PHIBCB detachments when conducting a mission tasked with general engineering support.
Figure 1-11. Naval Construction Regiment Operations Department Organization
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5. Continental United States (CONUS) Operations Division. A Navy CEC junior officer leads this division to oversee the execution of predeployment construction projects, provides assessment for readiness to deploy evaluations, and engineers reachback support to forward-deployed units through NAVFACENGCOM support. The division also develops completed project plans and issues tasking to include coordinating funding, Class IV (construction) material, external contractor augmentation, and construction oversight. It also provides limited design and usability assessments and assists with material procurement/clarification that supports CRT for predeployment construction project tasking and design.
6. Future Operations Division. A Navy CEC junior officer leads this division to develop the annual employment plan for the NCR. It reviews and issues OPORDs, schedules future unit rotations, develops and manages the FY spending plan, develops future homeport and deployed tasking requirements, and oversees project planning and estimating for material procurement and design review. The division also coordinates with the material liaison office (MLO) of subordinate units to ensure the purchasing of materiel for future CRT work. It acts as the lead planner for tasked regimental exercises, performs engineer site-surveys/assessments, and assists/supports clients with current and long-range project planning/forecasting.
7. Embarkation Division. A Navy equipment operator CPO leads this division to coordinate air movement planning for the NCR and its assigned or attached units. The division also develops preliminary load plans for cargo missions, coordinates movement, and maintains embarkation equipment.
1.6.5 Naval Mobile Construction Battalion Operations Department
A Navy CEC officer leads the operations department (S3) in receiving tasking and developing plans and orders to execute and monitor the unit’s operations. The S3 is responsible for the unit’s construction and disaster preparedness programs, and contingency and combat operations (including unit defense planning), and oversees the unit’s readiness reporting. To execute these tasks, the S3 exercises oversight to task company commanders, special assistants, and other department heads. Company commanders report directly to the S3 for manning and resource allocation across the unit.
The S3 is also responsible for the readiness of the battalion and execution of all mission areas and performs planning, coordination, and execution of all core battalion events to ensure all required resources (e.g., personnel, equipment, tools, supplies, materiel, training, and time) are sufficient to achieve mission success. The S3 controls the project planning process, oversees each planning phase, and approves all final project packages. Figure 1-12 illustrates the NMCB operations department.
The NMCB S3 is responsible for the following functional areas:
1. Assistant Operations Officer (S3A). A Navy CEC junior officer is responsible for the administrative/executive and reporting requirements of the operations department. The S3A must be fully informed in operational matters in order to fill in as the S3 during absences.
2. Operations Chief (S3C). A Navy occupational field-13 master chief petty officer/SCPO is responsible for all technical construction matters through day-to-day contact with line company chiefs. The S3C also assigns all E-6 and below to company and special organization positions. The working relationship between the S3 and S3C is critical; they must be like-minded, work with single-purpose intent, and be a strong unified team.
3. Engineering Division. A Navy CEC junior officer or engineering aide CPO leads the engineering division to operate the material testing laboratory; performs surveying, concrete slump and strength tests, drafting, and compaction (in-place-density) tests; reviews drawings; makes shop sketches; and maintains the as-built
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Figure 1-12. Naval Mobile Construction Battalion Operations Department Organization
(red-line) drawings for projects under construction. Usually, the engineering division works closely with the quality control (QC) division and helps coordinate project field adjustment requests. The division also maintains engineering files and the unit’s technical library.
4. Disaster Preparedness Assistant. A Navy CEC junior officer or CPO assists the S3 through collateral duty assignment as the disaster control coordinator. The officer or CPO must develop plans for resource utilization in case of FHA/CS/CM operations and is the resident expert in specialty areas (e.g., chemical, biological, and radiological (CBR) defense measures).
5. Operations Administrative Staff. A yeoman (assigned from the S1 department) assists the S3 with the large volume of reports, orders, and briefings produced by the operations department. The operations administrative staff consists of additional assigned personnel as required to provide assistance in tracking and typing operations reports (e.g., situation reports (SITREPs), timekeeping, and the daily unit man-day effort).
6. QC Division. A Navy CPO leads the QC division to monitor construction projects and perform construction inspections. The QC division develops QC plans for each project and provides technical expertise to resolve field problems. The division typically consists of one experienced petty officer in each of the occupational field-13 construction ratings based on assigned project tasking. The operations officer is directly involved with the QC staff during project execution. The QC chief typically fills in for the S3C during absences.
1.6.6 Underwater Construction Team Operations Department
A Navy CEC chief warrant officer (CWO), who is a Navy-qualified diving officer, leads the operations department. The S3 is responsible for tasking and is granted oversight over the team’s three construction diving detachments by the CO. Duties are similar to those of the NMCB S3 discussed in Paragraph 1.6.5. In addition, the S3 acts as the command’s antiterrorism (AT) officer, intelligence officer, security officer, and manager. The operations officer also coordinates training requirements with the team’s training officer to support future operational requirements. Figure 1-13 illustrates the organization of the UCT operations department.
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Figure 1-13. Underwater Construction Team Operations Department Organization
The UCT S3 is responsible for the following:
1. Operations Chief. A Navy occupational field-13 SCPO, is a Navy-qualified diver, and has duties similar to those of the S3C discussed in Paragraph 1.6.5. In addition, the S3C coordinates requirements for camp facilities and logistics support for its construction diving detachments. The S3C also oversees the unit’s QC program through construction diving detachment OICs.
2. Operations Support Staff. The operations support staff works for the S3C and provides assistance in tracking and typing operations reports (e.g., SITREP, timekeeping, and readiness reporting requirements). The staff also assists with future tasking and exercise planning. Personnel are assigned as tasking and personnel availability dictates.
3. Engineering Support Staff. A Navy engineering aide first class petty officer leads the engineering support staff. Duties are similar to those of the engineering division discussed in Paragraph 1.6.5. In addition, the staff is responsible for planning future logistical support requirements, maintaining unit embarkation data, and maintaining nautical charts and topographical maps of locations per operational tasking.
4. Construction Diving Detachments. A Navy SCPO, who is a Navy-qualified diver, leads each of the three air-deployable construction diving detachments designated Alfa, Bravo, and Charlie. Refer to Paragraph 2.8.10 for further information on UCT construction diving detachments.
1.6.7 Construction Battalion Maintenance Unit Operations Department
A Navy CEC junior officer leads the CBMU’s operations department. The S3 is responsible for tasking and has oversight over the unit’s standing geographic detachments discussed in NTRP 4-04.2.1. Duties are similar to those of the NMCB S3 discussed in Paragraph 1.6.5. The standing CBMU detachments have ongoing
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relationships with regional and installation PW staffs where they are located, thus providing input into CRT project development for future CBMU tasking. Figure 1-14 illustrates the organization of the CBMU operations department and its relationship with the CBMU’s standing geographic detachments.
The CBMU S3 is responsible for the following functional areas:
1. Operations Chief. A Navy occupational field-13 SCPO or CPO is responsible for all technical construction matters through day-to-day contact with company and detachment operations chiefs. The S3C assigns all E-6 and below at the CBMU and coordinates with Navy detailers for filling E-6 and below billets at standing detachment locations. The S3C coordinates and oversees tasking with assigned CBMU company and detachment operations chiefs.
2. QC Chief. A Navy occupational field-13 CPO monitors construction projects and performs construction inspections. The QC chief assists with QC plans for each project and provides technical expertise to resolve field problems. The QC chief works with assigned CBMU company and detachment QC representatives to execute the QC plan. The QC chief typically fills in for the S3C during absences.
3. Engineering Staff. With a smaller staff than the NMCB, operations administration and engineering staff functions are combined. Staff assists the S3/S3C as required to provide assistance tracking and typing operations reports (e.g., SITREP, timekeeping, and readiness reporting requirements). The staff also performs duties similar to those of the NMCB engineering division discussed in Paragraph 1.6.5.
1.6.8 Naval Amphibious Construction Battalion Operations Department
A Navy CEC officer leads the S3 performing duties similar to those discussed in Paragraph 1.6.5. The PHIBCB S3 also prepares an annual OPORD that directs scheduled PHIBCB operations and training. In addition to the collateral duties discussed in Paragraph 1.6.1, the PHIBCB S3 is responsible for camp maintenance, small craft operations and maintenance, and amphibious operations coordination and planning with NBG and MPF elements. Figure 1-15 illustrates the organization of the PHIBCB operations department.
Figure 1-14. Construction Battalion Maintenance Unit Operations Department Organization
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Figure 1-15. Amphibious Construction Battalion Operations Department Organization
The PHIBCB S3 is responsible for the following:
1. Assistant Operations Officer. Rank and duties are similar to those discussed in Paragraph 1.6.5.
2. Operations Chief. An SCPO has duties similar to those discussed in Paragraph 1.6.5. The rating of the S3C varies between fleet ratings (e.g., boatswain’s mate) and occupational field-13 construction ratings (e.g., equipment operator).
3. Engineering Division. Rank and duties are similar to those discussed in Paragraph 1.6.5, except capabilities are limited to the capacity of the available PHIBCB TOA.
4. MPF LNO. A CWO or limited duty officer (LDO) who is responsible for interfacing with commander, MPF or MAGTF, etc.
5. Operations Administrative Staff. Rank and duties are similar to those discussed in Paragraph 1.6.5.
6. QC Division. A CPO or first class petty officer leads the QC division. The duties are similar to those discussed in Paragraph 1.6.5.
1.7 RESERVE CONCEPT AND MOBILIZATION CONSIDERATIONS
The RC contribution to operational availability is crucial to the NCF’s ability to meet CCDR/NCC demand requirements. The NCF is an integrated active duty and reserve force, as emphasized in OPNAVINST 1001.21 (series), Total Force Policy. Seabee RC forces comprise over 50 percent of the NCF. NCF RC units meet the same standards in mission-essential tasks like AC units. They are interchangeable with NCF unit type. NCF RC personnel are organized under either 1NCD or an NBG. Mobilization readiness through a structured training program is the primary goal of all NCF reserve units. Refer to Appendix A for reserve force mobilization and integration considerations.
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CHAPTER 2
Engineer Operations
2.1 INTRODUCTION
This chapter provides the operations officer with information for employing engineer and other nontactical functional organizations and assessing the unit’s capabilities. It also provides the linkage between these considerations and the TTPs disseminated by NWP 4-04 and NTTP 4-04.1M.
Refer to Appendix A of NWP 4-04 for a comparison by functional task of construction capabilities between naval civil engineering units and Marine Corps engineer units.
2.2 OPERATIONS OFFICER’S ROLE
NCF operations officers are typically empowered with oversight of their unit’s construction, tactical, and FHA/CS/CM operations from the unit commander. This may include personnel, equipment, and other resources. The operations officers provide engineer expertise directing the overall construction effort, including organizational assignments and resource allocation. They maintain responsibility for planning, organizing, executing, monitoring, and controlling the entire construction program. Operations officers also function as the disaster preparedness officer, who is responsible for preparation of the disaster preparedness plan and the execution of disaster recovery missions.
When assigned to a JTF during contingency operations, NCF operations officers work with the JTF staff engineer to ensure that mission tasking for the NCF aligns with the JFC’s intent, concept of operation, and scheme of maneuvers.
In tactical units such as NMCBs, PHIBCBs, CBMUs, and UCTs, company commanders and detachment OICs report to the operations officer in their roles as prime contractors and subcontractors. This direct oversight role for the operations officer does not exist in the SRG and NCR because they function as a traditional staff organization.
2.3 TASK ORGANIZATION
One of the primary factors in preparing for an upcoming deployment is establishing the unit’s task organization in a way that executes the tasked mission’s objectives effectively and efficiently. The operations officer reviews the unit’s warning order (WARNORD) (see Chapter 5) to determine general deployment objectives, including military requirements, alert status, and prospective detachment tasking.
From the WARNORD, the operations officer and operations chief determine the construction manning requirements for the main body and detachments and distribute unit manpower accordingly. The operations officer and operations chief are responsible for identifying personnel by name and assigning them to an organization. The company commander/detachment OICs then establish an organization that is compatible with the military organization of the unit. To ensure unit integrity, the construction organization and military organization must mirror each other as closely as possible. Each individual must understand their dual role in the construction and military organizations.
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2.4 CONSTRUCTION ORGANIZATION CONCEPT
NMCB, CBMU, and PHIBCBs organize their construction organization based on the prime/subcontractor concept. UCTs organize by construction diving detachment and are duplicative in capability.
The operations officer assigns a particular company as the lead company or prime contractor for a project or group of projects, with subcontractor support from other companies. In this case, the burden of project management, including planning, scheduling, execution, and evaluation, shifts from the operations officer to the lead company commander. Tasking is by type of work: Alfa Company is responsible for horizontal construction; Bravo Company is responsible for utilities construction (in the NMCB and CBMU); and Charlie Company is responsible for vertical construction (and utilities construction in the PHIBCB). Detachments organize to follow the same concept on a smaller scale. Areas that require particular attention are controlled by priorities and interface between prime and subcontractors. Strengths of the lead company concept are as follows:
1. Maintaining excellent military unit integrity.
2. Facilitating broad skills training. Concentration of skills (ratings) requires less diversified technical and professional skills at middle management levels.
3. Providing flexibility in adapting to new mission requirements, such as combat, disaster recovery, and embarkation.
4. Allowing for greater diversity in types of work undertaken.
Figure 2-1 illustrates the notional NCF’s prime/subcontractor construction organization concept used for executing construction projects.
Figure 2-1. Notional Prime/Subcontractor Construction Organization Concept
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2.5 PERSONNEL MANAGEMENT
One of the primary responsibilities of the operations officer is assignment of personnel to key billets and functional organizations. The following discussion focuses on the NMCB, but these procedures are mirrored throughout the NCF.
Unit tasking requirements drive task organization and personnel assignments. Once tasking is established, company and detachment manning requirements are derived and the personnel assignment process begins. Tasking, task organization, and personnel assignments then drive the unit training plan. Putting the right people in the right job and continually working to develop small unit leadership throughout the command is critical to the success of the mission. Refer to Chapter 4 for information on the unit tasking process, timeline, and unit training process development.
In order to facilitate small unit leadership and unit integrity, the 1NCD executes an employment by fire team concept. Fire team training guidance is provided in Commander, First Naval Construction Division Instruction (COMFIRSTNCDINST) 3502.2 (series), Naval Construction Force (NCF) Training Requirements. The PHIBCBs model this construct.
2.5.1 Personnel Assignments and Staffing
The operations officer recommends the assignments of CPOs (after consulting with the command master chief) and officers to organizational functions (e.g., a detachment OIC, department head, company commander, and key collateral duty billets) for the CO’s approval. The operations officer delegates E-6 and below personnel assignments to the operations chief, who in coordination with the command master chief and company/detachment chiefs, assigns these personnel. The operations officer and operations chief work as a team to manage personnel assignments, including intraunit transfers. In conjunction with making personnel assignments, they also identify any shortfalls or excesses in the organization that may impact its readiness rating.
When recommending the assignment of personnel, the operations officer/operations chief must consider (in order of importance) mission requirements, individual capabilities, and individual desires. Recognizing that personnel assignments or reassignments are highly emotional, prior to changing personnel assignments, the operations officer/operations chief should evaluate the current personnel distribution, understand the rationale behind assignment decisions, and coordinate changes in advance with the appropriate company/department/detachment leadership.
The operations chief interviews and assigns newly reporting E-6 and below personnel to a parent company/department and any applicable functional organizations based on their rate/pay grade, rating, and experience. Occupational field-13 rated personnel are normally assigned to one of the line companies (Alfa, Bravo, or Charlie). Nonoccupational field-13 personnel are normally assigned to HQ Company under the appropriate department. For example, yeomen and personnelmen go to the administrative department; intelligence specialists go to the intelligence department; storekeepers go to the logistics department; and information technicians go to the communications department. The operations officer/operations chief determines the assignment of occupational field-13 personnel to HQ Company, including command staff and various key billet assignments.
The operations officer/operations chief coordinates personnel assignments with the XO, department heads, department chiefs, company commanders, company chiefs, and detachment OICs to avoid unseen negative impacts on their organizations. The operations officer/operations chief should avoid placing subpar performers in key billets and on detachments so that the effectiveness of the mainbody’s mission capability is not minimized.
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Critical nondirect labor billets are:
1. Supply. The operations officer/operations chief assigns occupational field-13 to complement nonoccupational field-13 personnel in areas that directly support the construction mission, such as MLO, central tool room, central store room, and automotive repair parts. The operations officer/operations chief coordinates these assignments, normally made for one operational cycle, with the logistics officer and logistics chief. Personnel are assigned on a rotating basis (usually 45 to 60 days) to functions, such as laundry and mess cooking. This ensures an equal distribution of less than desirable, but necessary, duties.
2. MLO. MLO is comprised of unit logistics personnel and occupational field-13 personnel. Key billets and their responsibilities are identified in Chapter 9 of COMFIRSTNCDINST 4400.3(series), The Seabee Supply Manual. Personnel are assigned to MLO for one complete operational cycle. Some key personnel may be replaced before the end of the deployment to ensure continuity in the MLO organization.
3. Training. A Navy CEC lieutenant commander, LDO, or senior lieutenant normally fills this position and may be assigned as a detachment OIC during deployment. Training department positions per individual unit SOP are filled by experienced petty officers (normally based on their last deployment) who will leave near the end of the homeport period. These assignments are coordinated with the training officer and training chief and are normally made for one operational cycle. However, staffing size may fluctuate due to workload variations between homeport and deployment.
4. QC. The QC chief is usually an occupational field-13 CPO with extensive knowledge and experience within the full spectrum of construction techniques and methods. Similarly, the staff assigned is also comprised of occupational field-13 CPOs and first class petty officers who are top performers with significant experience in the project tasking anticipated during the next deployment cycle. This staff is normally rotated out each operational cycle and put in place at the beginning of the maintenance phase of the FRTP during homeport.
5. Safety. The safety officer is an occupational field-13 CPO, holding Navy enlisted classification (NEC) 6021. The safety officer must be fully knowledgeable regarding all safety office functions and be able to carry out the unit’s safety and health programs. An assistant safety officer, safety supervisors, and detachment safety officers are assigned and trained per COMFIRSTNCDINST 5100.2 (series), Naval Construction Force Occupational Safety and Health Program.
2.5.2 Personnel Distribution Management Tools
Figure 2-2 lists the suggested data fields to be tracked by the operations officer. Each NCF unit modifies this suggested information list to suit their specific requirements. It is the primary management tool used by the operations officer/operations chief; the personal information (the same information listed in a squad leader’s notebook) is used to make decisions about personnel assignments to key billets, detachment, and/or project assignments.
The operations officer uses this information to help determine the following:
1. Manpower Distribution. A list of assigned personnel by location, rating, and organizational element is provided. Gains, losses, and intraunit transfers may also be determined.
2. Labor Distribution. This data is used to track current and anticipated direct labor capabilities per organizational element and accounts for gains, losses, and personnel who will be away from the command or otherwise unavailable for direct labor. Camp maintenance and transportation labor information should also be listed to emphasize their importance in direct labor support.
NTTP 4-04.2
2-5 OCT 2010
DATA FIELD REMARKS DATA FIELD REMARKS
Column 1 Column 2 Column 1 Column 2
PG/PL Prospective gain/prospective loss *Staff As assigned
PG/PL Date As assigned *Naval Mobile Construction Battalion Air Detachment (NMCB AIRDET)
As assigned
Last Name As assigned *ADR As assigned
First Name As assigned *Bridge As assigned
Middle Initial As assigned *CBR As assigned
Rating Occupational specialty (job) *Communications Platoon As assigned
Pay Grade Ex. E-1 through E-9, O-1 through O-6 Crane As assigned
SSN Social security number *CSE As assigned
Last 4 Last four digits of social security number *Disaster Recovery Team As assigned
Khaki Chief or officer *Embark As assigned
Gender Male or female *MPF: (survey, liaison, and reconnaissance party (SLRP), off-load preparation party (OPP), AP)
As assigned
Blood Type As indicated *Water Well Team As assigned
PRD Projected rotation date Range Coach As assigned
EAOS End of active obligated service (date) Ammo Driver As assigned
TIR Time in rate (date of current rank) M2 Qualification As achieved
Key Billet As assigned MK19 Qualification As achieved
*Company As assigned M203 Qualification As achieved
Assignments Future (named detachment) M240B Qualification As achieved
*Homeport Assignment
Current homeport personnel requirements Blouse Size As indicated
DL/IDL/OH Direct labor, indirect labor, overhead labor Pants Size As indicated
NEC Navy enlisted classification (primary) Cover Size As indicated
NEC Navy enlisted classification (secondary) Boots Size As indicated
Clearance Level of security clearance approved Language Skill As indicated
Government Passport
Yes/no/status Country As indicated (place of birth)
Figure 2-2. Suggested Information—Data Fields (Sheet 1 of 2)
NTTP 4-04.2
OCT 2010 2-6
DATA FIELD REMARKS DATA FIELD REMARKS
Column 1 Column 2 Column 1 Column 2
Government Travel Card
Yes/no/status Passenger Numeric indicator for auto summation
Assignment E.g., fleet support billet, MLO, etc. Company As assigned
Rate/Pay Grade The support requirement Temporary ADDU Yes/no
Start Date assignment begins Notes As required
Return Date individual returns to the unit Rate/Name As assigned
* Indicates a corresponding organization chart Operation Iraqi Freedom (OIF)/Operation Enduring Freedom (OEF)
Indicates prior tour of duty
Figure 2-2. Suggested Information—Data Fields (Sheet 2 of 2)
3. Rosters. Company and detachment organizational rosters, in addition to the overall unit rosters, are maintained by the administration and training departments. Rosters may be sorted by rate and function.
4. Homeport Assignments. During homeports, NMCBs are required to provide a number of personnel support billets. These requirements are tasked in the units’ homeport OPORD. Figure 2-2 also illustrates the suggested information used to accurately track these requirements.
Refer to NTRP 4-04.2.1 for notional tables showing the personnel allowance of NCF units. For current detailed information on the distribution of rates and ranks, refer to either the unit’s Fleet Manning Document for deployable NCF units or Activity Manning Document for nondeployable NCF units. The unit’s Enlisted Distribution Verification Report is also useful in that it illustrates monthly current allowances, distribution plans, onboard personnel, and prospective gains and losses. These reports are useful for allocating and monitoring manpower.
2.6 FUNCTIONAL ORGANIZATIONS FOR ENGINEER OPERATIONS
As part of assigned ROCs, NCF tactical units (e.g., NMCB, UCT, CBMU, and PHIBCBs) use special-purpose, functional organizations to conduct operations. These functional organizations are nonstanding, temporarily formed organizations that conduct a special mission. Operations officers assign personnel to each organization, and the unit CO approves the assignments.
Organizations reestablish upon return to homeport and stand up through the homeport period to conduct training and exercises in preparation for the unit’s next deployment. Paragraphs 2.8 through 2.8.15 describe, by mission capability, the concepts and organizations used by the NCF to conduct these missions.
NCF units are not resourced to exercise all special-purpose functions simultaneously, so personnel are usually assigned to multiple organizations. However, units train in-depth and assign personnel based on anticipated mission tasking. Figure 2-3 lists training and organizational conflicts that should be avoided when assigning personnel to specialty organizations. Recognizing that this matrix is a guide and cannot always be followed, the operations officer has to make deliberate choices based on the CO’s guidance and priorities.
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2-7 OCT 2010
ORGANIZATION
N M C B
A I R D E T
A D R
B R I D G E
C S E
C B R
D R I E S C A O S V T E E R R Y
T E A M
E M B A R K
M P F
W A T E R
W E L L
C S R E E R W V E D
W E A P O N S
C O C
NMCB AIRDET * NO NO NO OK OK NO NO NO OK NO
ADR NO * NO NO NO OK OK OK NO NO NO
BRIDGE NO NO * NO OK OK OK OK NO OK NO
CSE NO NO NO * NO NO NO NO NO NO NO
CBR OK NO OK NO * OK OK OK NO NO NO
DISASTER RECOVERY TEAM OK OK OK NO OK * OK OK NO OK NO
EMBARK NO OK OK NO OK OK * NO NO OK NO
MPF NO OK OK NO OK OK NO * OK OK NO
WATER WELL NO NO NO NO NO NO NO OK * NO NO
CREW-SERVED WEAPONS OK NO OK NO NO OK OK OK NO * NO
COC NO NO NO NO NO NO NO NO NO NO *
Figure 2-3. Specialty Organization Assignment Matrix
Notes
• Refer to Paragraph 2.7 for further information about the NMCB AIRDET.
• Because Alfa Company requires large numbers of construction mechanics to prep CESE for embarkation, it is not recommended that they be assigned to the embark organization.
2.7 NAVAL MOBILE CONSTRUCTION BATTALION AIR DETACHMENT
The NMCB AIRDET is an organic component of each NMCB. It is a fully deployable, integral unit, warfighting capable, general engineering, and company-sized organization used to conduct independent operations. The NMCB AIRDET is the primary construction and engineering support organization for rapid response to contingency operations when an autonomous detachment is required; it also serves as an AP for an NCE. Its personnel and equipment are a modular task organization capable of being deployed using a combination of air, ground, and sea assets. It organizes, trains, and equips for rapid deployment via nonorganic strategic air assets to perform engineer planning and light-to-medium horizontal, vertical, and specialized construction.
NTTP 4-04.2
OCT 2010 2-8
2.7.1 Mission of the Naval Mobile Construction Battalion Air Detachment
The NMCB AIRDET provides quick response, and limited expeditionary combat and general engineering support. It conducts initial engineer operations in support of combat operations through permanent infrastructure construction required during security and stability operations. In times of emergency or disaster, NMCB AIRDETs manage and conduct FHA/CS/CM operations, including contingency PW support. The NMCB AIRDET conducts the same tasks as the NMCB, except within its organizational capabilities. Refer to Appendix A of NWP 4-04 for a list of construction and engineering tasks within the range of the NMCB AIRDET’s capabilities.
2.7.2 Concept of Organization of the Naval Mobile Construction Battalion Air Detachment
The NMCB AIRDET is led by a Navy CEC lieutenant. The NMCB AIRDET OIC is assigned by the NMCB CO and does not have Uniform Code of Military Justice Article 15 authority. The NMCB AIRDET is a standardized unit for planning and training purposes, but as is standard practice in the NCF, each NMCB AIRDET is task-organized for the assigned mission. The NMCB AIRDET is notionally comprised of two officers and 87 enlisted personnel and consists of one CE and three platoons: support, horizontal construction, and vertical construction (as illustrated in Figure 2-4), which are further subdivided according to functional work centers, projects, and manning.
Personnel are carefully chosen for the NMCB AIRDET because they are required to mount-out in 48 hours and be the first responders to contingency missions assigned to the command. They maintain a high level of readiness and receive priority in meeting individual and training requirements (e.g., medical shots, weapons qualifications, technical schools, and passports). During the basic and integrated phase of the FRTP during homeport, NMCB AIRDET personnel remain with their parent company/department for the purpose of training in depth.
The NMCB AIRDET periodically stands up to conduct training and exercises in preparation for the next deployment. Because of the 48-hour mount-out requirement, NMCB AIRDET personnel usually remain with the main body during deployment. Approximately 70 percent of the total personnel are direct labor assets that may be assigned directly to construction and contingency operations or other tasking. The NMCB AIRDET is organized to plan, coordinate, and supervise internal engineering support functions. It is structured to facilitate task
Figure 2-4. Notional Naval Mobile Construction Battalion Air Detachment
NTTP 4-04.2
2-9 OCT 2010
organization for operations in support of a Marine expeditionary unit (MEU)–sized MAGTF. Each platoon/functional area is further subdivided according to functional work centers, projects, and manning.
Figure 2-5 is the table of organization for the NMCB AIRDET. Refer to NTRP 4-04.2.1 for the NMCB AIRDET’s concept of employment and a description of its capabilities by joint function.
NUMBER OF PERSONNEL
POSITION RATING/RANK REMARKS
NMCB AIRDET STAFF—C2
1 OIC Lieutenant (O-3)
HEADQUARTERS AND SUPPORT PLATOON
1 Platoon Commander Lieutenant junior grade (O-2) [or ensign (O-1)] Assistant officer in charge (AOIC)
1 Platoon Chief Senior chief construction mechanic or SCPO NMCB AIRDET chief
1 Platoon Right Guide Construction electrician first class petty officer
1 Squad One Leader Construction electrician first class petty officer
2 Fire Team One Leader Construction electrician second class petty officer
2 Automatic Rifleman Construction electrician third class petty officer
4 Rifleman Construction electrician constructionman
1 Squad Two Leader Utilitiesman first class petty officer
2 Fire Team One Leader Utilitiesman second class petty officer
2 Automatic Rifleman Utilitiesman third class petty officer
4 Rifleman Utilitiesman constructionman
1 Squad Three Leader Storekeeper first class petty officer
1 Fire Team One Leader Hospital corpsman first class petty officer
1 Automatic Rifleman Information systems technician second class petty officer
1 Rifleman 1 Hospital corpsman third class petty officer
Rifleman 2 Vacant
1 Fire Team Two Leader Gunner’s mate second class petty officer
1 Automatic Rifleman Culinary specialist second class petty officer
1 Rifleman 1 Culinary specialist third class petty officer
1 Rifleman 2 Storekeeper seaman
1 Fire Team Three Leader
Engineering aide second class petty officer
Figure 2-5. Naval Mobile Construction Battalion Air Detachment Table of Organization (Sheet 1 of 2)
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OCT 2010 2-10
NUMBER OF PERSONNEL
POSITION RATING/RANK REMARKS
1 Automatic Rifleman Engineering aide constructionman
1 Rifleman 1 Yeoman third class petty officer/Seaman
1 Rifleman 2 Yeoman third class petty officer/Seaman
HORIZONTAL CONSTRUCTION PLATOON
1 PLATOON COMMANDER
Equipment operator chief petty officer Equipment Chief
Platoon Chief Vacant
1 Platoon Right Guide Equipment operator first class petty officer
1 Squad One Leader Equipment operator first class petty officer
3 Fire Team One Leader Equipment operator second class petty officer
3 Automatic Rifleman Equipment operator third class petty officer
6 Rifleman Equipment operator constructionman
1 Squad Two Leader Construction mechanic first class petty officer
3 Fire Team One Leader Construction mechanic second class petty officer
3 Automatic Rifleman Construction mechanic third class petty officer
6 Rifleman Construction mechanic constructionman
VERTICAL CONSTRUCTION PLATOON
1 Platoon Commander Builder chief petty officer Operations Chief
Platoon Chief Vacant
Platoon Right Guide Vacant
1 Squad One Leader Builder first class petty officer Platoon Right Guide
3 Fire Team One Leader Builder second class petty officer
3 Automatic Rifleman Builder third class petty officer
6 Rifleman Builder constructionman
1 Squad Two Leader Steelworker first class petty officer
3 Fire Team One Leader Steelworker second class petty officer
3 Automatic Rifleman Steelworker third class petty officer
6 Rifleman Steelworker constructionman
89 Total required personnel for the NMCB AIRDET
Figure 2-5. Naval Mobile Construction Battalion Air Detachment Table of Organization (Sheet 2 of 2)
NTTP 4-04.2
2-11 OCT 2010
2.8 NAVAL CONSTRUCTION FORCE ENGINEER RELATED MISSION-ESSENTIAL TASKS
Paragraphs 2.8.1 through 2.8.15 discuss how NCF units conduct engineer-related mission areas of assigned Navy tactical tasks (NTAs). Most organizations discussed in the following paragraphs form a core group of specifically trained individuals and teams. When employed, NCF units task-organize detachments built on these core personnel to meet specific functional requirements and tasking.
2.8.1 Movement of Forces
Movement of forces is a mission-essential task for all deployable NCF units. NCF units are expeditionary, nonself-deploying operational forces and assets that deploy primarily through the Defense Transportation System in support of contingency operations, exercises, and training. Movement of forces is performed through two broad functions: movement control and embarkation.
2.8.1.1 Movement Control
Movement control is the planning, routing, scheduling, and control of personnel and cargo movements over lines of communications.
The NCF has established MCCs to manage embarkation of assigned units and for integration into the force deployment process. 1NCD, SRGs, and AC NCRs are integral to this process. The PHIBCBs are integrated through their respective NBG. COMFIRSTNCD exercises control of geographically dispersed forces executing deployment or redeployment operations for intertheater movements through a force movement control center (FMCC) located at 1NCD HQ and two subordinate permanent MCCs established at the TWENTIETH and THIRTY-FIRST SRGs. These movement control elements function the same during normal operations as they do during contingencies. Refer to COMFIRSTNCDINST 3100.1, Movement Control Center, for further information on roles and responsibilities for embarkation planning, training, and movement execution within 1NCD’s FMCC and MCCs.
Every deploying NCF unit down to the detachment level activates a unit movement control center (UMCC) to schedule, plan, and track the movement of their unit, its detachments, and/or subordinate units (i.e., intratheater convoy missions and/or intertheater and intratheater embarkations). UMCCs may consist of a single individual or a cell of several personnel. NCF UMCCs integrate and report to the appropriate movement control agency (e.g., theater MCC, FMCC, or MCC) as directed by the respective OPORD. NCF UMCCs affiliate and integrate with the functional area they are supporting. If the UMCC is tasked with supporting project convoys, then the UMCC may be a cell located in the operations department. If the UMCC is tasked with convoy support functions, it may be a cell located in the logistics department or as a cell of the supported unit’s CSS operations center. Refer to unit-specific tactical standard operating procedures (TACSOP) for further information on NCF UMCC organization and responsibilities. Refer to NTTP 4-01.5, Strategic Mobility and Unit Movement Operations, for further information on the integration, management, and utilization of common user air, sea, and land movement control and the force deployment process.
2.8.1.2 Embarkation
Embarkation is the process of putting personnel and/or vehicles and their associated stores and equipment into ships and/or aircraft, trains, or some other type of vehicle in order to deploy/redeploy. NCF commanders are directly responsible for the embarkation readiness of their organization. The key to embarkation success is assigning and maintaining qualified and trained personnel. It is also important to recognize that embarkation is a full-time primary duty during deployment preparations, execution, and redeployment.
Figure 2-6 depicts the standard functional areas of an NCF unit embarkation organization. The unit’s XO, typically the rear echelon OIC, has oversight of the embarkation officer during embarkation operations since the operations officer is typically the AP OIC. The embarkation organization is led by a Navy CEC junior officer assigned by the operations officer as a collateral duty. The embarkation organization stands up to conduct training and exercises throughout the basic and integrated phases of the FRTP in homeport.
NTTP 4-04.2
OCT 2010 2-12
Figure 2-6. Unit Embarkation Organization
NCF units establish a temporary mount-out control center for large scale embarkation operations (e.g., mounting out the NMCB AIRDET). The mount-out control center performs similar functions as the UMCC but focuses on internal embark operations and stands down once the deploying element has been embarked. Figure 2-7 illustrates a notional mount-out control center watch shift personnel requirement. Since embark operations are usually a 24-hour operation, a mount-out control center watch bill and a set number of watch sections are established based on the availability of personnel and the impacts that staffing a mount-out control center would have on other continuing operations. Refer to NTTP 4-01.5 for duties and responsibilities of the embarkation staff. Refer to unit-specific TACSOP for additional information on embarkation organization staffing and procedures.
LINE NUMBER
POSITION RATING/RANK REMARKS
1 Watch Officer Junior officer
2 Watch Chief CPO
3 Watch Clerk First/Second class petty officer
4 Data Systems Operator Second/Third class petty officer
5 Radio/Telephone Operator Third class petty officer or nonpetty officer
5 Total: 1 officer, 4 enlisted
Figure 2-7. Notional Mount-Out Control Center Watch Shift Table of Organization
NTTP 4-04.2
2-13 OCT 2010
Figure 2-8 is a table of organization for the NMCB embarkation organization, whose numbers are adjusted by unit type depending on the unit’s manning and the scope of the embarkation mission. This organization does not account for Alfa Company’s personnel requirements for CESE preparation and internal or external support for convoy operations (including bus transportation requirements) between staging areas, marshaling area, and the airfield point of departure.
2.8.2 Maritime Pre-Positioning Force Operations
MPF operations are a mission-essential task for all deployable NCF units. The goal of the MPF is the rapid establishment of a combat-ready MAGTF ashore. It is accomplished by combining the rapid movement of the
LINE NUMBER
POSITION RATING/RANK REMARKS
1 Embarkation Officer Lieutenant (O-3)
2 Embarkation Chief Chief construction mechanic or SCPO
3 Embarkation Leading Petty Officer
Occupational field-13 first/second class petty officer
4–5 Section Chief Occupational field-13 first/second class petty officer
6–7 Pallet Crew Leader Bravo/Charlie Company first/second class petty officer
8–9 Pallet Builder Team Leader Bravo/Charlie Company second class petty officer
10–25 Pallet Builder Bravo/Charlie/HQ Company third class petty officer or nonpetty officer
26–27 Dunnage Team Leader Bravo/Charlie Company second/third class petty officer
28–33 Dunnage Bravo/Charlie/HQ Company nonpetty officer
34–35 Load Plan Crewleader Bravo/Charlie Company first/second class petty officer
36–39 Load Planners Occupational field-13 second/third class petty officer
40–43 Hazmat Certifier Occupational field-13 second/third class petty officer
44–47 Container Certifier Alfa/Charlie Company second/third class petty officer
48–55 Weight and Marking Bravo/Charlie/HQ Company third class petty officer or nonpetty officer
56–57 Arrival Airfield Control Group/Departure Airfield Control Group Crewleader
Occupational field-13 first class petty officer
58–61 Equipment Support/Ramp Drivers
Alfa Company second/third class petty officer
62–69 Arrival Airfield Control Group/Departure Airfield Control Group Support
Occupational field-13 second/third class petty officer
70–77 Equipment Wipe Down nonpetty officer
77 Total: 1 officer, 76 enlisted
Figure 2-8. Naval Mobile Construction Battalion Embarkation Organization Table of Organization
NTTP 4-04.2
OCT 2010 2-14
MAGTF fly-in echelon (FIE), made up of MPF enablers and main party personnel, through strategic airlift with MAGTF equipment and supplies loaded aboard a forward-deployed maritime pre-positioning ships squadron (MPSRON). The FIE (MAGTF, NCE, and NSE personnel) airlifted by the Air Mobility Command (AMC) assemble with equipment in or adjacent to the secured objective area in preparation for operations ashore.
NCF units are part of the MPF supporting MAGTF operations. Figure 2-9 shows the organization of an MPF–supported MAGTF. The PHIBCB has equipment on each MPSRON required for off-loading; assisted by a UCT, they are part of an NSE required to off-load the MPSRON and are essential for in-stream off-load.
The NCE is assigned to the MAGTF commander and not the MPF or NSE commander. The three MPSRONs operate in the Mediterranean Sea, the Indian Ocean, and the Pacific Ocean. An MPF operation may consist of one ship interacting with a forward-deployed MEU; an MPSRON and a Marine expeditionary brigade FIE; or a MEF falling in on all three MPSRONs. NCF units are assigned to a MEF depending on their geographic location at the onset of the mission. Thus, any NCF unit may be tasked to support any MAGTF, using any MPSRON’s suite of equipment. Accordingly, each MPSRON includes an equipment allowance for one NMCB and one NCR. This may be augmented with additional construction capability augment equipment, tailored to a particular MPSRON. NCF units deploy with the FIE portion of their TOA.
Refer to NTTP 3-02.3M/MCWP 3-32 for additional information on MPF operations, including multiple planning considerations and checklists.
2.8.2.1 Maritime Pre-Positioning Force Equipment
TOA modules are spread-loaded onboard multiple ships within an MPSRON to mitigate the operational impact associated with nonavailability of a single ship. This could occur through combat loss or when a ship detaches from the squadron and returns to CONUS for hull and/or cargo maintenance. Spread-loading could occur across two or three ships depending on the composition of ships in a particular squadron.
1NCD’s TOA equipment necessary to support the FIE, including individual combat personnel gear, individual weapons, crew-served weapons, communications gear, and limited transportation assets, is withheld from load-out aboard the MPSRONs and staged at one of the two NCF homeports.
Figure 2-9. Maritime Pre-Positioning Force Organization
NTTP 4-04.2
2-15 OCT 2010
The NMCB P25 TOA is divided into three Seabee construction modules, each supporting 125 troops with sustainment and general engineering. In addition, the P25 TOA consists of a C2 module. A Seabee sustainment module supplements the Seabee construction modules with additional vertical construction capability and base camp sustainment capability. The equipment maintenance module supplements the Seabee construction modules with additional horizontal construction capability and CESE maintenance shops.
Additional construction capability may be added to an MPSRON load-out to enhance and/or tailor NCF capabilities on an individual MPSRON. These could include construction capability augment equipment from the P-32.
2.8.2.2 Unit Off-Load/Backload Responsibilities
Commanders are directly responsible for the readiness of their organization to conduct MPF operations. The key to successful MPF operations is assigning and maintaining qualified and trained personnel.
Each NMCB is tasked with manning an MPF off-load/backload organization consisting of an OPP, SLRP, and AP. Figures 2-10, 2-11, and 2-12 show tables of organizations for an NCE OPP, SLRP, and AP, respectively. All remaining personnel become part of the main party. Collectively, these four elements are known as the FIE.
LINE NUMBER
POSITION RATING/RANK REMARKS
1 NMCB OPP DET OIC Construction Mechanic Chief Petty Officer NMCB
2–3 Team Leader Construction Mechanic First Class Petty Officer NMCB
4–5 Team Leader Construction Mechanic Second Class Petty Officer NMCB
6–23 Mechanic/Equipment Operator
Construction Mechanic Third Class Petty Officer or non-petty Officer
NMCB
23 TOTAL: 0 officers, 23 enlisted
Figure 2-10. Notional Naval Construction Element Off-Load Preparation Party Table of Organization
LINE NUMBER
POSITION RATING/RANK REMARKS
1 NMCB SLRP OIC Lieutenant commander (O-4) NMCB
2 AOIC—Arrival and Assembly Operations Group (AAOG) NCE LNO
Lieutenant (O-3) NMCB
3 Operations Chief— AAOG NCE LNO (alternate)
Occupational field-13 SCPO or CPO NMCB
4 Medical Officer Lieutenant (O-3) NMCB
5 Administration Construction mechanic first class petty officer NMCB
6 Intelligence Intelligence specialist first class petty officer NMCB
7 Driver/Clerk Construction mechanic second class petty officer NMCB
8 Communications Information systems technician second class petty officer NMCB
08 TOTAL: 3 officers, 5 enlisted (NMCB only)
Figure 2-11. Notional Naval Construction Element Survey, Liaison, and Reconnaissance Party Table of Organization
NTTP 4-04.2
OCT 2010 2-16
LINE NUMBER
POSITION RATING/RANK REMARKS
1 NMCB AP OIC Lieutenant (O-3) NMCB
2 AOIC Chief construction mechanic or SCPO NMCB
3–6 Mechanic Leading Petty Officer Construction mechanic first class petty officer
NMCB
7–26 Mechanic/Inventory Construction mechanic second/third class petty officer
NMCB
27 Equipment Chief Equipment operator SCPO NMCB
28–31 Equipment Operator Leading Petty Officer Equipment operator first class petty officer
NMCB
32–41 Equipment Operator/Inventory Equipment operator second/third class petty officer
NMCB
42 Operations Chief Builder chief petty officer NMCB
43–44 Leading Petty Officer Builder first class petty officer NMCB
45–47 Inventory Builder second class petty officer NMCB
48 MAGTF Deployment Support System II (MDSS II) Clerk
Steelworker third class petty officer NMCB
49 MDSS II Clerk Utilitiesman third class petty officer NMCB
50 Leading Petty Officer Construction electrician first class petty officer
NMCB
51–53 Inventory Construction electrician second/third class petty officer
NMCB
54 Logistics Chief Storekeeper chief petty officer NMCB
55–56 Logistics Leading Petty Officer Storekeeper first class petty officer NMCB
57–61 Inventory Storekeeper second/third class petty officer
NMCB
62–65 MDSS II Clerk Yeoman second/third class petty officer NMCB
66 Communications Information systems technician first class petty officer
NMCB
67 Inventory Gunner’s mate first class petty officer NMCB
68 Inventory Engineering aide first class petty officer NMCB
69 Inventory Hospital corpsman first class petty officer NMCB
69 Total: 1 officer, 68 enlisted
Figure 2-12. Notional Naval Construction Element Advance Party Table of Organization
1NCD coordinates reporting requirements with MEF MPF planning cells. On order, NMCB elements are attached to the MAGTF AAOG and deploy their OPP, SLRP, and AP elements. The NMCB OPP and SLRP augment the MAGTF’s OPP and SLRP. The NMCB AP establishes the NCE arrival and assembly operations element (AAOE). NMCB elements are included in the MAGTF time-phased force and deployment data (TPFDD). The AAOG exercises TACON of these elements until the off-load is complete, after which NCF elements reattach to the NCE commander.
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2-17 OCT 2010
The NMCB operations officer assigns personnel to the OPP, SLRP, and AP; maintains current TPFDD information; and ensures personnel are trained to conduct MPF operations. OPP, SLRP, and AP personnel are drawn from the NMCB’s staff and line companies. The operations officer tasks company commanders to fill MPF organizational assignments. The MPF organization should not have NMCB AIRDET or embark personnel assigned. MPF personnel cannot have multiple positions within the MPF organization (e.g., a member of the OPP cannot also be a member of the SLRP).
MPF organizations stand up to conduct training and exercises throughout the basic and integrated phases of the FRTP in homeport. Primary responsibilities of the OPP, SLRP, and AP are:
1. OPP
a. Arrives onboard the ship 96 hours prior to off-load
b. Performs operator level maintenance (repairs and minor adjustments that do not require shop facilities), prestarts vehicles, and documents repairs needed
c. Becomes part of the debark team as drivers and riggers during off-load
d. Returns to the NCE of the MAGTF at completion of off-load.
2. SLRP
a. Deploys with the MAGTF SLRP to the arrival and assembly area (AAA) at least 8 days prior to the first maritime pre-positioning ship arrival
b. Conducts initial reconnaissance, establishes liaison with in-theater authorities, and initiates preparations for arrival of the AP and MPSRON
c. Must be self-sufficient with regard to communications, transportation, rations, and security
d. Has its situational dependent scope and size determined by the MAGTF commander.
3. AP.
a. Must be self-sufficient for 5 days (e.g., food, shelter, and equipment)
b. Arrives at AAA 1 to 2 days prior to the start of off-load
c. Performs 24-hour operations in two 12-hour shifts
d. Must be local area network-capable using MDSS II
e. Receives and prepares NCE TOA for further movement as the NCE AAOE temporarily assigned to the AAOG
f. Prepares for the main body arrival and provides transportation from the AAA to the NCE AAOE.
2.8.3 Construction Engineer Services
Construction engineer services is a mission-essential task of the NMCB only. NMCBs construct or renovate temporary and/or permanent facilities, including constructing marshaling, distribution, and water purification and storage facilities. NMCBs also construct pipelines, construct/renovate fixed facilities, drill wells for water, and dismantle fortifications. Units conduct these tasks as part of their normal organization and operations. Refer to Appendix A of NWP 4-04 for a full list of specific engineering capabilities and capacity by unit.
NTTP 4-04.2
OCT 2010 2-18
2.8.4 Water Well-Drilling
Water well-drilling is a mission-essential task of the NMCB. Each NMCB trains a minimum of one water well-drilling team. Water well-drilling CESE and gear are part of the NMCB’s TOA.
Usually led by an equipment operator SCPO or CPO, each unit is assigned four water well-drilling technicians (NEC 5707), who form the nucleus of the well-drilling team. The team conducts training and exercises throughout the basic and integrated phases of the FRTP in homeport.
The ideal team size of the water well-drilling team is 19 personnel, including the OIC and AOIC. Each team shall consist of four NEC 5707 certified personnel (required), including the OIC. Figure 2-13 is the table of organization for the water well-drilling team.
Refer to NTRP 4-04.2.13, Water Well-Drilling Operations, for information on multiservice procedures for water well-drilling operations.
LINE NUMBER
POSITION RATING/RANK REMARKS
1 OIC Equipment operator SCPO/CPO NEC 5707 driller
2 Tower One Leader Equipment operator first class petty officer NEC 5707 driller AOIC
3 Drill Rig Operator Equipment operator third class petty officer
4 Derick Hand Construction electrician second class petty officer
5 Laborer Construction mechanic third class petty officer
6 Laborer Steelworker constructionman
7 Laborer Utilitiesman constructionman
8 Tower Two Leader Equipment operator second class petty officer NEC 5707 driller
9 Drill Rig Operator Equipment operator third class petty officer
10 Derick Hand Steelworker third class petty officer
11 Laborer Utilitiesman third class petty officer
12 Laborer Construction mechanic third class petty officer
13 Laborer Construction electrician constructionman
14 Tower Three Leader Equipment operator second class petty officer NEC 5707 driller
15 Drill Rig Operator Utilitiesman second class petty officer
16 Derick Hand Construction electrician third class petty officer
17 Laborer Steelworker third class petty officer
18 Laborer Construction mechanic constructionman
19 Laborer Equipment operator constructionman
19 Total: 0 officers, 19 enlisted
Figure 2-13. Water Well-Drilling Team Table of Organization
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2.8.5 Engineer Reconnaissance
Engineer reconnaissance is a mission-essential task of the NMCB and UCT. Units task-organize a detachment or project crews to collect data that provides information on terrain, hydrographic, meteorological, and infrastructure characteristics (e.g., built-up areas, transportation networks, utilities, and existing natural or manmade obstacles) necessary to support commanders for ongoing or future operations. The NCF uses FM 3-34.170/MCWP 3-17.4, Engineer Reconnaissance, as its primary guidance for conducting engineer reconnaissance missions.
2.8.6 Horizontal Construction
Horizontal construction is a mission-essential task of the NMCB and PHIBCB. The PHIBCB’s capability is limited to light expeditionary construction to erect beach improvements, beach exits, helicopter landing areas, minor roads, and camps. NMCBs construct and/or maintain roads and trails, main supply routes, and airfields; prepare sites for structures; or construct base camps, command posts, and maintenance facilities. This task includes asphalt roads and runways, paved storage, staging, parking areas, soil stabilization, drainage system installation, and other actions required to shape the terrain to meet operational requirements. Units conduct these tasks as part of their normal organization and operations. Refer to Appendix A of NWP 4-04 for a full list of specific engineering capabilities and capacity by unit.
2.8.7 Airfield Damage Repair
ADR is a mission-essential task of the NMCB only. Units task-organize a detachment or project crews to repair, maintain, and construct airfields. They repair airfield runways and taxiways by performing damage assessment and rapid runway repair. This task includes repairing single or multiple spalls and craters, removing foreign object damage, and any combination thereof regardless of size.
Each NMCB trains an ADR organization led by a Navy CEC lieutenant who is usually also the Alfa Company commander. This organization stands up to conduct training and exercises throughout the basic and integrated phases of the FRTP in homeport. The United States Air Force (USAF) is the DOD designated lead for ADR TTP development and the NCF uses Air Force pamphlet (AFPAM) 10-219, Volume 4, Airfield Damage Repair Operations, as its primary guidance.
The ADR organization is notionally comprised of 2 officers and 102 enlisted personnel and consists of a staff element and 4 functional elements which are further subdivided according to functional work centers and manning as shown in Figure 2-14. When an ADR detachment is stood up, the OIC adjusts placement of these functions to maximize support and integration with the supported organization/command based on the tasked mission. The ADR organization is modeled to allow for integration with other Service engineers. The NMCB AIRDET also trains a cadre of personnel to form a core group that is ready to conduct ADR. In situations where the NMCB AIRDET is required to have a standing ADR organization, it conducts ADR as its primary task.
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Figure 2-14. Notional Naval Construction Force Airfield Damage Repair Organization
The USAF uses three R-sets of personnel, standardized equipment, vehicles, and materials that are prestaged at air bases to conduct rapid runway repair. The NMCB task-organizes to use the R-set concept as the basis for their ADR organizations. The R-sets are graduated in a building-block manner to provide the following crater-plus-spall-repair capability:
1. The R-1 set (notionally 104 personnel) is a minimum ADR package designed to deal with combat damage to an airfield. This set provides the personnel, equipment, and vehicles needed by an organization to form three crater repair crews, each capable of repairing one crater in 4 hours.
2. The R-2 set (notionally 130 personnel, including the R-1 set personnel), consisting of additional personnel, equipment, and vehicles, that when added to the R-1 set, provides the capability to form six repair teams (three teams for the runway minimum operating strip; three teams for the taxiway), each capable of repairing one crater in 4 hours. Thus, the R-2 set provides a capability to repair six craters in 4 hours.
3. The R-3 set (notionally 150 personnel, including the R-2 set personnel), consisting of additional personnel, equipment, and vehicles, that when added to the R-2 set, provides the capability for six crater repair teams to each repair two craters within 4 hours. Thus, the R-3 set provides a capability for 12 crater repairs in 4 hours.
Figure 2-15 shows the NMCB’s basic ADR personnel requirements as a table of organization, known as the USAF’s R-1 set. As depicted, this figure is modified slightly from the USAF concept to accommodate the NCF’s fire team structure and concept of operation.
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LINE NUMBER
POSITION RATING/RANK REMARKS
ADR ORGANIZATION STAFF—C2
1 OIC/NCF Unit LNO Lieutenant (O-3)
2 AOIC Lieutenant junior grade (O-2)
3 ADR Chief/Damage Assessment Crew and Minimum Operating Strip Crew Chief
Senior chief equipment operator or SCPO
DAMAGE ASSESSMENT TEAMS/MINIMUM OPERATING STRIP SELECTION CREW
4–5 Minimum Operating Strip Selection Team Leader
Builder second class petty officer or engineering aide second class petty officer
Two teams of four
6–7 Plotter Builder third class petty officer or engineering aide third class petty officer
8–11 Laborer Builder constructionman or engineering aide constructionman
12–13 Damage Assessment Team Leader Builder second class petty officer Two teams of four
14–15 Plotter Builder third class petty officer
16–19 Laborer Builder constructionman
CRATER REPAIR CREW
20 Crater Repair Crew Chief Equipment operator first class petty officer
21–23 Crater Repair Team Leader Equipment operator second class petty officer
Three teams of four
24–26 Equipment Operator Equipment operator third class petty officer
27–32 Laborer Equipment operator constructionman
33 Cretemobile Crewleader Builder first class petty officer
34–35 Concrete Placement Team Leader Builder second class petty officer Two teams of four
36–37 Equipment Operator Builder third class petty officer
38–41 Laborer Builder constructionman
42 Cretemobile Operation Team Leader Builder second class petty officer One team of four
43 Equipment Operator Construction mechanic third class petty officer
44 Laborer 1 Utilitiesman constructionman
45 Laborer 2 Construction electrician constructionman
Figure 2-15. Notional Airfield Damage Repair (R-1 Set) Table of Organization (Sheet 1 of 3)
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LINE NUMBER
POSITION RATING/RANK REMARKS
46 Foreign Object Damage Cover Crewleader
Builder first class petty officer Taxiway repair (i.e., matting installation)
47–50 Foreign Object Damage Cover Team Leader
Builder second class petty officer or steelworker second class petty officer
Four teams of four
51–54 Equipment Operator Builder third class petty officer or steelworker third class petty officer
55–62 Laborer Builder constructionman or steelworker constructionman
HAULING CREW
63 Hauling Crew Chief Equipment operator first class petty officer
64–65 Hauling Team Leader Equipment operator second class petty officer or construction mechanic second class petty officer
Two teams of four
66–67 Equipment Operator Equipment operator third class petty officer or construction mechanic third class petty officer
68–71 Equipment Operator Equipment operator constructionman or construction mechanic constructionman
72 Stockpile Team Leader Equipment operator second class petty officer
One team of four
73 Equipment Operator Equipment operator third class petty officer
74–75 Equipment Operator Equipment operator constructionman
SUPPORT CREW
76 Support Crew Chief Equipment operator first class petty officer
77–78 Runway Clearing Team Leader Equipment operator second class petty officer
Foreign object damage removal Two teams of four
79–80 Equipment Operator Equipment operator third class petty officer
81–84 Equipment Operator Equipment operator constructionman
85–86 CESE Support Team One Leader Construction mechanic second class petty officer or EO2
Maintenance and fueling support Two teams of four
87–89 Mechanic Construction mechanic third class petty officer or construction mechanic constructionman
90–92 Equipment Operator Equipment operator third class petty officer or equipment operator constructionman
Figure 2-15. Notional Airfield Damage Repair (R-1 Set) Table of Organization (Sheet 2 of 3)
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LINE NUMBER
POSITION RATING/RANK REMARKS
93–94 Spall Repair Team Leader Builder second class petty officer Two teams of four
95–96 Equipment Operator Builder third class petty officer
97–100 Laborer Builder constructionman
101 Airfield Lighting Installation Team Leader
Construction electrician second class petty officer
One team of four
102 Equipment Operator Construction electrician third class petty officer
103–104 Laborer Construction electrician constructionman
104 Total: 2 officers, 102 enlisted
Figure 2-15. Notional Airfield Damage Repair (R-1 Set) Table of Organization (Sheet 3 of 3)
Although the NCF uses the R-set concept to standardize its ADR personnel and equipment, the NCF does not have prestaged organic materials to conduct ADR (e.g., aluminum mat-2 and folded fiberglass mat). These materials must be provided by the supported command or by the cognizant airfield commander.
NMCB damage assessment teams are not trained to handle and identify unexploded ordnance and shall be augmented by explosive ordnance disposal personnel as required.
Refer to AFPAM 10-219, Volume 4, for ADR TTP, methods, and resource requirements (e.g., CESE, materials, etc.).
2.8.8 Vertical Construction
Vertical construction is a mission-essential task of the NMCB, CBMU, and PHIBCB. The PHIBCB’s capability is limited to light expeditionary construction. The NMCB and CBMU construct, improve, and maintain encampments, CSS areas, and other forward logistics sites and required support facilities. This task includes site preparation, facility inspection, construction, and erecting or assembling pre-engineered structures or advanced base functional component (ABFC) facilities. Units conduct these tasks as part of their normal organization and operations. Refer to Appendix A of NWP 4-04 for a full list of specific engineering capabilities and capacity by unit type.
2.8.9 Utilities Construction
Utilities construction is a mission-essential task of the NMCB, CBMU, UCT, and PHIBCB. This task includes construction and repair of electrical systems, water pipelines, sewage collection systems, and drainage systems. The PHIBCB’s capability is limited to light expeditionary construction. Units conduct these tasks as part of their normal organization and operations. Refer to Appendix A of NWP 4-04 for a full list of specific engineering capabilities and capacity by unit type.
2.8.10 Underwater Construction
Underwater construction is a mission area of the UCT, which is the only unit in the NCF to perform the following mission-essential tasks:
1. Hydrographic Surveys. UCTs conduct prelanding surveys of planned beaches/landing sites/ports to determine ability to support amphibious operations. Hydrographic surveys may be conducted covertly and/or clandestinely. Surveys of port facilities to support off-load shipping and sites for emplacement of JLOTS/LOTS may be conducted overtly by SMEs. Surveys include: bottom mapping of sea lines of
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communications; and seaports of debarkation/embarkation and routes to support mine countermeasures operations.
2. Surf Observations. UCTs conduct timely observation of local surf conditions and enemy positions to provide commanders with necessary information to determine the ability of landing forces to conduct STS movement. Surf observations may be conducted overtly for administrative purposes or covertly and/or clandestinely for operational purposes.
3. Underwater Construction Engineer Services. UCTs construct or renovate permanent waterfront facilities (e.g., piers, wharfs, underwater cable systems, underwater pipelines, and mooring systems). This task includes underwater engineering, construction, repair, and inspection support, site surveying, design, and construction of underwater projects including piers, bulkheads, and other structures to support seaports of debarkation/embarkation.
Led by an occupational field-13 SCPO or CPO diver, a construction diving detachment is comprised of 17 personnel (15 Navy-qualified divers, including an independent duty corpsman qualified diver; one information technician; and one construction mechanic). Diving detachments deploy autonomously worldwide to conduct engineer diving operations. The construction diving detachments may also be task-organized to support specific mission or operational requirements and are deployable by air, sealift, or ground transportation as required by the OPORD. Figure 2-16 shows the organization of a UCT construction diving detachment. Figure 2-17 shows the construction diving detachment table of organization.
Figure 2-16. Notional Construction Diving Detachment Organization
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LINE NUMBER
POSITION RATING/RANK REMARKS
1 OIC (Navy Diver) Occupational field-13 SCPO
2 AOIC (Navy Diver) Occupational field-13 CPO
3–14 Navy Diver Occupational field-13 first/second class petty officer
15 Independent Duty Corpsman (Navy Diver)
Hospital corpsman first class petty officer
16 Mechanic Construction mechanic second class petty officer
17 Communications Information systems technician second class petty officer
17 Total: 0 officers, 17 enlisted
Figure 2-17. Construction Diving Detachment Table of Organization
2.8.11 Bridging/Gap Crossings
Bridge repair, maintenance, and construction, is a mission-essential task for the NMCB. UCTs, although not directly assigned this mission, support NCF and other engineer units with wet-gap crossing and bridge assessment missions as a function of their capabilities. NMCBs task-organize a detachment or project crew to conduct mission-specific tasking. This task includes repairing, maintaining, and constructing standard bridges (e.g., Bailey, medium-girder, and Mabey-Johnson), nonstandard bridges (e.g., steel, timber, pile, and concrete), and permanent construction bridging; supervising other units in bridge construction; and planning and controlling bridging operations in support of mobility operations. Types of gap crossings include river-crossing operations, dry-gap crossing, over bridging operations, and nonstandard bridging operations. The NCF does not normally conduct assault bridge operations, but rather organizes and trains to erect standard bridging in support of follow-on and sustainment forces in a contingency environment. Primary types of bridging are:
1. Standard Bridging. Standard bridging includes any bridging derived from manufactured bridge systems and components that are designed to be transportable, easily constructed, and reused. Examples of standard bridging include the MGB, Mabey-Johnson, and Bailey bridges. The NCF does not have standard bridging assets in their TOA.
2. Nonstandard Bridging. Nonstandard bridging is purposely designed for a particular gap and typically built utilizing commercial products or locally available materials. Nonstandard bridging is typically constructed by construction engineers or contractors utilizing construction materials such as steel, concrete, and/or timber. They are normally used when time permits; materials and construction resources are readily available; standard bridging is inadequate, unavailable, or being reserved for other crossings; and the situation allows for unique construction. These bridges are normally left on-site, even when they are no longer necessary to support military movement.
The United States Army is the DOD designated lead with bridging TTP and asset development. The NCF uses Field Manual (FM) 3-90.12/MCWP 3-17.1, Combined Arms Gap-Crossing Operations; FM 3-34.343 Military Non Standard Fixed Bridging; and FM 5-212 Medium Girder Bridge, as its primary guidance for bridging TTP.
2.8.11.1 Bridge Detachment Training
Each NMCB trains a core group of personnel on several standard bridge designs. The NMCB forms bridge detachments/project crews to conduct training and exercises throughout the basic and integrated phases of the FRTP and the units’ operational cycle. NMCB bridge detachment/project crew is organized to allow for
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maximum flexibility to task-organize and allow for integration with other NMCB elements, NCF units, and other Service engineers. Bridging skills are Level I and II training and on-the-job training (OJT) brought to bear along with unit readiness training exercises. Specific unit bridging skills training requirements are found in COMFIRSTNCDINST 3502.2 (series). These trained personnel form the core group of a bridge detachment/ project crew.
This core group of bridging-trained personnel when task-organized for a specific mission may be reinforced to increase capacity or augmented to add capability based on the assigned mission. Some examples include: additional squads may augment the bridge detachment to provide dedicated FP support/security; a pile-driving crew from Alfa Company may augment the bridge detachment to construct a timber bridge; additional occupational field-13 personnel may reinforce the bridge detachment to increase its capacity to construct a specific bridge set in a required amount of time.
2.8.11.2 Concept of Operations
Bridge missions and gap crossings are complex and vulnerable missions, especially when conducted in a hostile environment. Gap crossing is similar to a bridging operation. Hasty, deliberate, and retrograde gap-crossing operations require advanced planning for training, coordination, and equipment. C2, planning, unit relationships and responsibilities, and participation by various units are different with each type and size of crossing operation.
1. Hasty Gap Crossing. A hasty gap crossing is a decentralized operation using organic, existing, or expedient crossing means. Seabees do not have standard bridging assets in their TOA. A hasty gap crossing is conducted by elements that have been suitably augmented with crossing equipment and personnel well before anticipated crossing operations. It includes the rapid decentralized seizure of existing crossing sites and requires minimal concentration of forces with no loss of momentum.
2. Deliberate Gap Crossing. Seabees have a robust bridging capability and are able to adapt construction tactics and procedures to fit various situations. Because of their pile-driving capability, Seabees can build a cofferdam to narrow a gap in order to fit an available standard bridge set. Seabees do not have standard bridging assets in their TOA. A deliberate pause allows the concentration of combat power and additional bridging or rafting assets.
Transportation assets are sourced from organic Alfa Company assets or a supporting unit. Coordination of these resources is a significant planning consideration for the operations officer.
2.8.11.3 Underwater Construction Team Support to Bridging Missions
UCT divers perform specialized tasks in support of a wet-gap crossing. Divers work closely with bridge units in order to provide accurate information for the crossing site commander. Divers conduct near-shore and far-shore reconnaissance and perform bottom composition surveys. The following information applies to the UCT:
1. The survey of a river crossing site is similar to other hydrographic surveys conducted by divers. The degree of accuracy delivered will depend upon the commander’s requirements and the threat level. In an unsecured location, engineer divers require support from security personnel.
2. To facilitate emplacement of bridging, divers may neutralize underwater obstacles, construct underwater bridge structures, perform in-water repair to bridging and watercraft, recover sunken equipment, and search for and recover casualties. Once the bridging is emplaced, divers may assist in installing impact booms, anti-mine booms, and anti-swimmer nets to prevent damage caused by waterborne munitions and collision of floating debris. Anti-swimmer nets are placed both upstream and downstream to protect bridges from enemy swimmers or underwater demolition teams.
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3. Diving teams conduct inspections and surveys of deep-water fording sites.
4. Engineer divers provide critical support to fixed-bridge crossing sites. Divers conduct both underwater and surface reconnaissance of bridges to determine structural integrity and capacity. Divers may be used to repair or reinforce bridge structures and neutralize underwater obstacles in and around the bridge. Divers may also assist in installing impact booms, anti-mine booms, and anti-swimmer nets to prevent damage to fixed bridging.
Refer to FM 3-34.280, Engineering Diving Operations, for further information on diving operations in support of wet-gap crossing and bridging operations. Refer to FM 3-34.170/MCWP 3-17.4 for further information on wet-gap crossing and bridging operations requirements.
2.8.12 Facilities Operations and Maintenance
Facilities operations and maintenance is a mission-essential task for the NMCB, CBMU, and PHIBCBs. This task includes PW and maintenance management operations to maintain and repair existing advance base shore facilities. This task also includes maintaining water production, as well as steam and electrical power generation and distribution systems for advance base facilities, and maintenance of structures of all types, including wood, prefabricated, steel and concrete, roads, and other paved areas. Units conduct these tasks as part of their normal organization and operations. Refer to Appendix A of NWP 4-04 for a full list of specific engineering capabilities and capacity by unit type.
Currently, there are four OCONUS forward TOA locations that serve as logistical sustainment and throughput hubs as discussed in Paragraph 3.4.2. The NCF has a significant facilities investment in these locations and uses a camp maintenance program to protect that investment. It is vitally important that these locations and the many smaller semi-permanent detachment sites are well-maintained. This section may also serve as a useful planning tool when deploying into contingencies and exercises when assigned camp maintenance responsibilities. Camp maintenance has a priority equal to tasked construction projects. The following discussion focuses on the NMCB, but these procedures are mirrored throughout the NCF.
2.8.12.1 Mission of the Forward Table of Allowance Camp Maintenance Program
Each of the forward TOA locations has an occupational field-13 master chief petty officer or SCPO permanently assigned as the 1NCD camp detachment OIC (commonly referred to as the camp czar). The OICs report to 1NCD under the N3 department. These OICs monitor all ongoing and scheduled contractor work, as well as ensure execution of long-range camp maintenance plans. The 1NCD camp detachment OIC tracks all maintenance operating target (OPTAR) funds to ensure expenditures are in accordance with approved camp maintenance plans. The deployed unit (typically an NMCB) camp maintenance officer works closely with the 1NCD camp detachment OIC to execute the camp maintenance program.
2.8.12.2 Concept of Organization of the Camp Maintenance Program
The deployed unit Bravo Company (Charlie Company for PHIBCBs and construction diving detachments for UCTs) is responsible for camp maintenance. Key camp maintenance personnel must not be dual-hatted or changed out during the deployment. The NMCB camp maintenance organization, which contains 20 direct labor personnel, is not normally assigned to construction projects. No more than 10 percent of the direct labor personnel should rotate during the deployment without written approval from the cognizant NCR operations officer. Figure 2-18 lists the key personnel that make up an effective camp maintenance program.
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POSITION SKILL REQUIREMENTS RECOMMENDED RATE
Camp Maintenance Officer PW experience Lieutenant junior grade/Lieutenant
Camp Maintenance Chief PW experience Construction electrician, utilitiesman, builder, or steelworker CPO
Project/Resource Scheduler Strong coordination skills
Petty officer first class
Project Planner/Estimator OJT Petty officer second or third class
Preventive Maintenance (PM) and Consolidated Shipboard Allowance List (COSAL) Coordinator
COSAL maintenance and use
Petty officer first or second class
Maintenance Shop Foreman Strong leadership skills
Petty officer first class
Air Conditioning and Repair Shop Foreman NEC 6104 Utilitiesman second or third class petty officer
Utilitiesman Shop Foreman NEC 6102 Utilitiesman second or third class petty officer
Pest Control Pest-control training Utilitiesman second class petty officer (if required by 1NCD)
Expeditor Supply training/OJT Petty officer second or third class
Figure 2-18. Typical Camp Maintenance Organization
2.8.12.3 Camp Maintenance Officer
The Bravo Company commander is assigned as the camp maintenance officer and responsible for:
1. Tracking all OPTAR 03 expenditures for camp maintenance materials and personnel support equipment
2. Preparing the camp maintenance plan. At turnover, there must be a minimum maintenance backlog of 900 man-days comprised of 300 man-days ready for scheduling (100-percent material on hand) and 600 man-days for complete planning and estimating.
3. Ensuring proper distribution, tracking, and inventory of personnel support equipment
4. Liaising with the camp czar
5. Being aware of all contract work performed in the camp
6. Acting as the energy/utilities conservation officer
7. Conducting an annual inspection summary as necessary.
2.8.12.4 Funding Responsibilities
The Class I (land) and Class II (buildings, structures, ground improvements, and utilities) plant property records for each location are held by the host command. Figure 2-19 lists the camp maintenance funding sources and different deployed unit responsibilities between Pacific and Atlantic TOA deployment sites.
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PACIFIC TOA DEPLOYMENT SITES ATLANTIC TOA DEPLOYMENT SITES
Host command provides operations and maintenance funding for routine maintenance and cyclical repairs.
Host command does not provide operations and maintenance funding for routine maintenance and cyclical repairs.
NCF OPTAR funds any tenant-requested maintenance and repair costs.
NCF OPTAR must fund all camp maintenance and repair.
Host command prepares annual inspection survey. On-site unit prepares annual inspection summary.
Pest control is provided by host command. Pest control is provided by host command.
Maintenance and repair of major utility systems is funded and provided by host command.
Maintenance and repair of major utility systems is provided by the on-site unit and funded with NCF OPTAR.
Figure 2-19. Camp Maintenance Funding Responsibilities for Table of Allowance Sites
2.8.13 Rear Area Restoration
The capability to conduct FHA, CS, and CM operations are mission-essential tasks for the NMCB, CBMU, UCT, and PHIBCB. The NCF responds to disasters and catastrophes, including natural, man-made, or terrorist incidents, at two levels:
1. The disaster recovery team conducts a first-level response. Each NMCB, CBMU, and PHIBCB has a disaster recovery team organization that is trained to conduct immediate response tasking that primarily focuses on attempting to save lives, protect property, and lessen the threat of additional problems arising. UCTs respond via their construction diving detachments. Each of these units has disaster recovery gear as part of their TOA.
2. The unit conducts a second-level response. NCF units tasked with FHA, CM, and CS operations task-organize detachments to augment the disaster recovery team during disaster recovery, or employ the full unit in response to mission tasking. NCF units take actions specifically to maintain or restore essential services and manage and mitigate problems. They provide assistance and support, with a focus on restoring power and electric service, providing debris removal, performing limited construction services to limit destruction, or providing other services as directed. Refer to Paragraph 2.8.15 for information on CM operations for nuclear/biological/chemical and CBR events.
Figure 2-20 illustrates a notional disaster recovery team organization. Although the following discussion focuses on the NMCB, these procedures are mirrored throughout the NCF. The unit operations officer, who is the unit’s disaster preparedness officer, is responsible for disaster recovery preparation and operations. A Navy CEC junior officer typically has the collateral duty of disaster preparedness assistant and is assigned as the OIC of the unit’s disaster recovery team. This organization stands up to conduct training and exercises throughout the basic and integrated phases of the FRTP in homeport. A core group of personnel are trained and assigned to the disaster recovery team per COMFIRSTNCDINST 3502.2 (series). The PHIBCBs also follow the guidelines for personnel assignments per COMFIRSTNCDINST 3502.2 (series).
In most cases, NCF units have a distinct role in a host command’s disaster preparedness and foul weather plans. It is the NCF unit’s responsibility to identify this role at all homeport and deployment sites. Specific disaster preparedness plans and organizations should be prepared for each location. In any disaster, predicted or not, NCF units must respond promptly and effectively employ all of their resources. The disaster preparedness officer is responsible for resource allocation and expenditures, and must ensure these are monitored and recorded during an FHA/CS/CM operation.
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Figure 2-20. Notional Naval Construction Force Disaster Recovery Team Organization
Refer to JP 3-29, Foreign Humanitarian Assistance; COMUSFLTFORCOM Foreign Humanitarian Assistance Concept of Operations (CONOPS); JP 3-27, Homeland Defense; JP 3-28, Civil Support; NTTP 3-57.2, Civil Support Operations; JP 3-57, Civil-Military Operations; and NWDC TACMEMO 3-07.6-06, Foreign Humanitarian Assistance/Disaster Relief Operations Planning, for information on FHA, CM, and CS operations.
2.8.14 Program Management
Program management is a mission-essential task for each NCF unit. Units perform program management to define, develop, deliver, and launch products, solutions, systems, and applications across the ROMO. This task includes requirements development, project planning, project monitoring and control, risk management, and supplier agreement management. Program management also entails schedule development, cost control, QC, and reachback to engage naval enterprise resources beyond organic capabilities. Units conduct these tasks as part of their normal organization and operations.
2.8.15 Chemical/Biological/Radiological Environment Defense
CBR operations are mission-essential tasks of the NMCB, CBMU, UCT, and PHIBCB. Each NCF unit, trained for individual protective measures against CBR threats, conducts individual and unit-level equipment decontamination. Each unit has CBR gear as part of their TOA and trains a CBR organization capable of conducting:
1. CBR monitoring, survey, and reconnaissance
2. Detailed troop decontamination
3. Detailed equipment decontamination.
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This organization is led by a Navy CEC lieutenant who is usually the NMCB/CBMU Bravo Company commander or the PHIBCB Charlie Company commander. The following discussion focuses on the NMCB, but these procedures are mirrored throughout the NCF. This organization stands up to conduct training and exercises throughout the basic and integrated phases of the FRTP in homeport. In situations where the NMCB AIRDET is required to have a standing CBR organization, the NMCB AIRDET AOIC usually leads the NMCB AIRDET’s CBR organization. Figure 2-21 illustrates a notional CBR organization.
A core group of personnel are trained and assigned to the CBR organization per COMFIRSTNCDINST 3502.2 (series). The PHIBCBs also follow the guidelines for personnel assignments per COMFIRSTNCDINST 3502.2 (series). Refer to NWP 3-11, NBC Defense Operations and Subordinate NTTP/NTRPs, for specific plotting and decontamination TTP, as well as unit-specific TACSOPs, for additional information.
2.9 OPERATIONAL ENVIRONMENTS
Naval civil engineering forces serve in a wide range of operational environments: joint operations, operations in jungles, mountain terrain, cold weather, deserts, and military operations on urbanized terrain (MOUT). Each requires a range of engineering tactics and considerations. Paragraphs 2.9.1 through 2.9.6 describe these operational environments.
2.9.1 Joint Operations
Naval civil engineering forces are trained to understand how other service and coalition engineers and nongovernmental organizations operate, and how naval civil engineering operations fit into the joint environment.
2.9.2 Jungle Operations
Engineering operations in the jungle include road construction, stream crossing, expeditionary airfield construction, water treatment, mine warfare, and mapping. For additional information on jungle operations, refer to FM 90-5, Jungle Operations. Information and special considerations when performing engineering/construction tasks in jungle conditions include:
1. Road Construction. In most combat operations, enemy resistance determines the rate of advance. In jungle operations, the rate of advance is significantly influenced by the rate at which engineers successfully construct and maintain roads and trails. In most jungle areas, roads are undeveloped or nonexistent. Roads that do exist are narrow, winding, and incapable of supporting landing-force vehicles. Heavy rainfall and flooding make construction difficult, placing the majority of the engineering effort on constructing and maintaining essential roads and trails.
2. Wet-Gap Crossing. When the JTF selects crossing sites, it considers the impact of heavy rainfall and flash-flooding conditions, characteristic of most jungle areas. The Seabees, using pile driving and standard and nonstandard bridge engineering expertise, build bridging whenever possible to survive or sustain the ability to pass, despite the effects of flooding. Seabees do not have standard bridging assets in their TOA.
3. FOBs. Clearing and drainage problems encountered in road construction multiply during FOB construction in the jungle. The JTF coordinates site planning with medical personnel to ensure planning for disease, insect, and rodent control.
4. Potable Water. Water treatment is essential when using jungle water sources to guard against waterborne organisms causing serious diseases. With current well-drilling equipment, Seabees can drill water wells up to a depth of 1,500 feet and provide water storage and distribution. For information on water purification, storage, protection, monitoring, and testing, refer to MCWP 4-11.6, Petroleum and Water Logistics Operations; Marine Corps Reference Publication (MCRP) 4-11.1D, Field Hygiene and Sanitation; and FM 10-52, Water Supplies in Theaters of Operations.
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Figure 2-21. Notional Naval Mobile Construction Battalion Chemical, Biological, and Radiological Organization
5. Mine Warfare. Seabees are not trained to clear or place mines, which are an obstacle to vehicles traveling through jungle roads, trails, and patches of cleared land.
6. Mapping. Seabees conducting engineering reconnaissance serve as map surveyors to supplement missing data from unreliable jungle maps, which feature locations of major terrain but omit accurate representations of land and water features such as swamps, streams, inlets, and lagoons. Line-of-sight for land surveying operations requires additional planning considerations for clearing and grubbing in order to establish control points and benchmarks for horizontal and vertical construction projects.
7. Construction. Seabees use raw materials and Class IV (construction) materials from the HN to the greatest extent possible for construction in jungle operations. Reconnaissance is often conducted to establish quarry sites for supplying rock and aggregate material. Seabees establish quarry sites if they are not readily available from the HN.
2.9.3 Mountain Operations
Engineer training that supports mountain operations includes cable and rope rigging, demolition of rock formations, mountain climbing, mountain road clearing and construction, employment of helicopters, expedient stream crossing, and bridge construction. Seabees use mountainous terrain engineering and construction capabilities, such as organic pioneering/heavy timber tool kits, CESE assets, and quarry-blasting capability.
Part of the engineer force is required for lines of communications, construction, and maintenance to operate in mountainous terrain characterized by heavy woods, rocky crags, glacial peaks, extreme weather, high altitudes, and limited routes of communication. Roads and trails in the mountains require extensive engineering and construction work to withstand traffic and severe weather. Helicopters are an invaluable transportation asset in mountain operations, demolition, and the use of mines. Construction operations are slow and complicated by a shortage of local material, heavy-equipment-operating difficulties, and enemy defensive activities. Engineers provide mechanical assistance with air compressors, power saws, heavy construction equipment, explosives, and transportation. For additional information about mountain operations, refer to FM 3-97.6, Mountain Operations.
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Information and special considerations when performing engineering/construction tasks in mountainous conditions include:
1. Road Construction. The construction of roads and trails in mountainous areas is one of the most important engineering tasks. Development of an extensive road network involves intensive use of personnel, material, and time. Initial work improves existing roads and trails using the advantage of natural routes. The extensive road networks usually found near beaches are seldom available in mountain operations. For additional information, refer to FM 5-430-00-1, Planning and Design of Roads, Airfields, and Heliports in the Theater-of-Operations Road Design.
2. Stream Crossing. Engineers employ standard bridging to the greatest extent possible. Expedients such as rope crossings and cableways are useful in mountain operations. Seabees are trained to place standard bridging assets and have a heavy general engineering capability to construct nonstandard bridging and conduct pile-driving operations. Seabees do not have standard bridging assets in the TOA.
2.9.4 Cold Weather Operations
Cold weather operations occur in arctic regions and subarctic areas of North America and Eurasia. The Arctic consists of polar seas, polar land, and ice pack areas. The Arctic is a cold, snow-covered desert with an 8-inch average annual rainfall. Vegetation is dwarfed and scrubby in arctic regions. The subarctic is an area of extremes with hot summers and very cold winters. Arctic/subarctic lines of communication consist of roads, trails, and limited water travel. Seabees do not train for this type of environment; however, UCTs do conduct arctic dive training operations. Seabees would need to be outfitted with cold weather gear. CESE and tool kits would need to be outfitted with special fuel and petroleum, oil, and lubricant additives to function successfully in this environment. Details on cold weather survival and operations are provided in NAVFAC P-1053, Cold Weather Operations Manual; FM 31-70 Basic Cold Weather Manual; and FM 31-71, Northern Operations. Information and special considerations when performing engineering/construction tasks in cold weather conditions include:
1. Road Construction. Engineering support is crucial in cross-country movement of units in the Arctic. Rivers are used as highways in the summer and ice roads in the winter. Existing arctic roads and trails are undeveloped and limit travel. Road networks and railroads are nonexistent, making arctic road construction a major operation. Operators exposed to the elements rapidly become fatigued and require relief after short periods. To prevent equipment from freezing, continuous operation (except for short periodic stops during operator checks and minimum equipment maintenance) is required.
2. Stream Crossing. Engineering and construction units require stream-crossing equipment (e.g., ferries and fixed and floating bridges) for navigating arctic lakes, swamps, and streams. Deep fording is avoided in arctic temperatures. As a result, engineering and construction operations in the Arctic require increased manpower, crossing equipment installation, and careful and regular equipment maintenance. Road construction is also difficult when spring and summer flooding impedes drainage. Northern sources of subarctic rivers thaw and flow, causing ice to melt and flood annually to the south.
3. Construction. Field construction time and difficulty of conventional engineer work increases in cold weather operations. Environmental characteristics that complicate engineer tasks in cold weather are permafrost, extreme and rapid changes in temperature, wind, snow, ice storms, and flooding.
4. Potable Water. In arctic operations, heated shelters aid in the operation of water purification equipment. Providing the troops with a water supply relies on three methods: drawing water from beneath the ice on frozen rivers and lakes; melting ice and snow (a method used only in emergencies); and drilling wells. If water is not available under rivers or lakes, special or improvised ice-melting equipment is used to melt ice instead. To prepare a water hole, shaped charges are used instead of hand tools for cutting holes through thick ice. For additional information on obtaining water in arctic operations, refer to FM 31-71. For information on water purification, storage, protection, monitoring, and testing, refer to MCWP 4-11.6, MCRP 4-11.1D, and FM 10-52.
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5. Fuel. Cold weather operations require increased testing, equipment maintenance, and fuel usage due to extended equipment operation requirements.
6. Casualties. To avoid cold weather casualties, utilize cold weather clothing that employs the following: “C” Keep It…Clean; “O” Avoid…Overheating; “L” Wear It…Loose and in Layers; and “D” Keep It…Dry. In cold environments, the following signs and symptoms need to be monitored: swollen red skin that is tender to touch; bleeding or blistered skin; gray, waxy skin appearance; dizziness; weakness; blurred vision; lack of coordination and impaired judgment; and painful watery eyes (snow blindness).
2.9.5 Desert Operations
Desert terrain shares physical characteristics such as a lack of water and vegetation, extreme temperatures, bright sunshine and moonlight, dust storms, and dry river channels. Operations in the desert, complicated by the task of providing an adequate supply of water, increased requirements for camouflage assistance and deception, and special problems in field fortifications, significantly task engineering resources. There is generally a reduced requirement for road, airfield, and bridge construction (less than in other environmental conditions). Engineer reconnaissance and terrain analysis are crucial operations because desert terrain is rugged. Details on desert operations are provided in FM 90-3, Desert Operations. Information and special considerations when performing engineering/construction tasks in desert conditions include:
1. Potable Water. Seabee engineers supply special well-drilling and pumping equipment to supplement JTF water purification and storage capabilities. Engineer operations must protect and control the limited water supply in desert warfare. This task requires continuous reconnaissance and defenses from air raids. Water distribution is difficult due to the openness of desert terrain and the decreased number of water supply points to dispersed troops. For information on water purification, storage, protection, monitoring, and testing, refer to MCWP 4-11.6, MCRP 4-11.1D, and FM 10-52.
2. Desert Camouflage. Because of sparse vegetation, desert camouflage measures involve the camouflage of objects rather than their concealment. Engineers assist in planning and coordinating camouflage deception techniques with individual unit camouflage activities.
3. Desert Field Fortifications. Engineers build sand berms in desert operations to protect against enemy attack and to deny enemy observation of troops. Construction of permanent structures in desert operations is limited because of the lack of available construction materials and the difficulty moving heavy materials and equipment in that environment.
4. Mines and Obstacles. During mounted operations in the desert, minefields are the most frequently placed obstacles in the path of the enemy in order to prevent surprise attacks. Other obstacles demand more manpower and equipment. Desert minefield emplacement by Marine Corps engineers involves large quantities of mines sited over vast areas. A lack of landmarks in the desert complicates recording the location and layout of minefields. The effect of wind on desert sand can expose the mine emplacements to the enemy, or may bury mines, rendering them ineffective. Engineers camouflage vehicle track patterns to prevent the enemy from detecting minefield gaps and lanes.
5. Vehicles and Equipment. Heat, dust, and cross-country movement pose special maintenance problems for vehicles and equipment in desert operations. Sand and dust are hard on fuel and lubricating systems. Operations in high temperatures over rough, stony, and sandy terrain shorten the life of tires, springs, axles, and filters. Extreme heat also burdens engineer equipment, particularly cooling systems. High desert temperatures and blowing dust damage equipment and impede operators and mechanics in their work.
6. Construction. Warfare in the desert requires little road construction. Flat, sandy desert terrain gives vehicles nearly unrestricted mobility, especially tracked vehicles. The most effective method for building short-distance desert roads over loose sand is the use of tractor-drawn drags and matting. Other considerations for construction are mud and dust storms and during the rainy season, bridging for gully crossing is frequently required. To prevent damage to equipment and injury to personnel in convoys
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moving through dust storms, engineers consider dust abatement operations early in the planning process, during FOB planning and construction.
2.9.6 Military Operations on Urbanized Terrain
Seabees support construction projects in urban and populated areas even though they are not an offensive force. The presence of population and man-made construction complicates MOUT. The number of Seabees training in MOUT continues to increase. UCTs conduct limited MOUT training since a majority of their work at seaports is expected to be in urban environments. When tasked to conduct operations in urban environments (e.g., Afghanistan and Iraq), Seabees receive specific training, including the following, prior to deployment.
1. Complex Obstacle Systems in Urban Warfare. Buildings in urban terrain are readily made into fortresses by reinforcing the structures with local materials. Cellars, sewers, subway tunnels, thick masonry walls, and reinforced concrete floors and roofs provide excellent cover and concealment. Craters, demolished walls, overturned or derailed railroad cars, steel rails, autos, and rubble can be used to channel troop movement while easily covering movement by machine gun fire and artillery. Time, equipment, and ingenuity are the only limits to the creation of complex obstacle systems. For additional information, refer to FM 3-06, Urban Operations, and MCWP 3-35.3, Military Operations on Urbanized Terrain (MOUT).
2. Urban Combat Engineering Tasks. Combat engineering tasks within Seabee capabilities and training in urban areas include the following:
a. Clearing rubble, removing obstacles, and widening roads after hazardous explosive (e.g., mine, improvised explosive device, and unexploded ordnance) clearing operations have been conducted
b. Securing subterranean avenues of approach, including sewers, subway systems, and cellars
c. Assessing the need for unique items (e.g., rope ladders, grappling hooks, bridging across buildings, nonexplosive obstacle construction/emplacement, and survivability enhancements).
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CHAPTER 3
Tactical Operations
3.1 INTRODUCTION
This chapter provides the NCF operations officer with guidelines for employing the tactical/military skills and capabilities of NCF units. It also indicates the relationships between these considerations and the TTPs disseminated by unit TACSOP; NAVFACENGCOM professional series (P)-1161, Construction Battalion Battle Skills Guide, Books 1–4; and other applicable Service doctrine.
The NCF conducts operations across the ROMO and in any operational environment, from those conducted in war to actions that support peace and mitigate disasters. In addition to executing construction projects, Seabees are trained to fight and defend themselves. Although not front line troops, the NCF does not solely conduct operations in passive rear areas or execute missions independently during all phases of an operation. As operations change and expand, the role of the NCF also expands and evolves.
3.2 OPERATIONS OFFICER’S ROLE
In addition to directing the overall construction effort of their unit, NCF operations officers are typically empowered with oversight over their unit’s tactical operations by the unit commander. This may include personnel, equipment, and other resources. They have principal responsibility for overseeing tactical level of war operations (particularly in the tactical NCF units, which include NMCB, CBMU, UCT, and PHIBCBs). However, all NCF units must be ready to accomplish both tactical and construction operations, especially in a combat environment. These dual roles require operations officers to be both leaders and trainers. NCF officers must be self-motivated, self-disciplined, tactically and technically competent, and physically and mentally conditioned for the demanding responsibilities they carry. They must pursue the highest possible standards of quality across the board. They must also be in control of, and accountable for, every aspect of the unit’s operations.
The NCF’s mandate for training is simple and compelling. The nation must have construction forces that are ready for combat. Because the NCF trains for war, the intended battle determines training directions and goals. The expanded role of the NCF requires commanders and NCF operations officers to accomplish focused individual, team, and unit military training. The NCF’s training philosophy is for its individuals, teams, and units to train as they intend to fight. One of the key documents used by the operations officer is a unit’s TACSOP that establishes the unit’s TTP for the organization to implement its missions. Unit TTP must be based on approved joint and Service doctrine such as this publication. Operations officers must know it, use it, and demand their organization trains to it.
3.3 MILITARY ORGANIZATION
NMCB, CBMU, and PHIBCB units use a notional military organization to task-organize to a specific operation/mission. Each company organization modifies as necessary to remain consistent with actual manning and assigned organic weapons. The company organization is also the basis for each company’s administrative organization and basic military training of Seabees assigned as members of a fire team, squad, and platoon. This standard military organization sources functional organizations, such as security companies/platoons, and CSEs. Refer to unit-specific TACSOP Annex A, Task Organization, and Annex C, Operations, for further information on functional organizations that conduct tactical operations. Figure 3-1 illustrates the notional military rifle company organization.
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LEGEND
CDR commander Asst assistant PLT platoon SQD squad LDR leader
O# officer pay grade E# enlisted pay grade FTL fire team leader AR automatic rifleman R rifleman
Figure 3-1. Notional Military Rifle Company Organization
3.4 PLANNING CONSIDERATIONS BY JOINT FUNCTIONS
The operations officer is the command’s primary representative at mission planning and coordination conferences and participates in all phases of operations. As such, the operations officer bears special responsibility for gaining an understanding of the NCF mission to be accomplished, as well as the various joint function requirements needed to support that mission. Close collaboration and coordination with the various staff officers is mandated if unit assets are to be effectively employed to enhance mission accomplishment.
Paragraphs 3.4.1 through 3.4.6 describe significant planning considerations and responsibilities of the operations officer relating to tactical operations for each joint function. Refer to NTRP 4-04.2.1 for a description of the six joint functions and a discussion of each NCF unit-type capability in each joint function, broken out by chapter.
3.4.1 Overview of Command and Control
Effective C2 is vital for proper integration and employment of operational capabilities. To achieve this, NCF units operate, or depend upon, an extensive array of telecommunications systems and networks to provide their deployed elements access to critical C2, logistics, technical engineering data with reachback capabilities, combat
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support, CSS, voice, video, and data services. NCF units support not only Navy and Marine Corps forces, but also joint and allied Services, DOD, and non-DOD federal and state agencies.
Paragraphs 3.4.1.1 and 3.4.1.2 provide an overview of C2 and communications and information systems (CIS) from the NCF’s perspective. Refer to unit-specific TACSOP Annex K, C4 Systems, for further information.
3.4.1.1 Command and Control
NCF commanders exercise C2 over assigned units through general and special staffs and subordinate commanders by using organic communications assets. This system permits the commander to structure organizations, assign appropriate missions and tasks, and establish appropriate command relationships that enhance efforts to achieve centralized control while facilitating decentralized execution of tasks.
When required, a commander task organizes elements from the assets of the functional units to accomplish specific tasks with economy of force. The mission and composition of the supported unit dictate the type, size, and composition of the supporting NCEs.
Connectivity depends upon unit mission tasking and must be determined during the planning process. It is implied that units maintain the capability for autonomous internal C2 at the tactical level.
Paragraph 3.9.1 discusses the typical C2 facilities organization and manning that requires operations officers’ involvement.
3.4.1.2 Communications
NCF units operate an extensive array of CIS to provide their deployed elements access to critical C2, communications, computers, intelligence, logistics, and technical engineering data with reachback capabilities. The NCF has sufficient organic communications capabilities to install, operate, and maintain communications systems for internal and limited external communications requirements, including voice, video, and data links using high frequency, very-high frequency, super-high frequency, and ultra-high frequency, with military and commercial satellite, telephone, wire, wireless, and fiber optic connectivity. To use satellite communications equipment, units require bandwidth allocation by the supported unit.
While the CIS officer is responsible for determining the requirements for lift, enclosures, power, logistics, and distribution of CIS assets, it is the operations officer who effects the planning and interunit/command coordination that provides for these support infrastructure requirements.
The operations officer must understand the constraints that are imposed on unit operations by various network architectures, assigned bandwidth, frequencies, geographic features in the OA, distances between CPs, COCs, and units, among other factors. The operations officer’s assessment figures prominently in the assessment of alternative courses of action and must work closely with the CIS officer to evaluate the capabilities of CIS equipment to support a particular course of action. Finally, it is the operations officer who is the primary conduit by which NCF CIS requirements are communicated into the planning process.
C2 connectivity to support operations is achieved through the development of communications plans, guidance, and directives. Key guidance is found in the following documents:
1. Unit SOPs and TACSOPs
2. Communications-electronics operating instructions
3. CIS plan
4. CIS estimate
5. CIS concept
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6. Paragraph 5 of the basic order of an OPLAN or OPORD
7. Annex K, C4 Systems, to an OPLAN or OPORD.
Refer to COMFIRSTNCDINST 2000.2 (series), Communications Information Systems Policy and Procedures, for further information on CIS plans, orders, and directives.
Each NCF unit has a functional organization known as a communications platoon. Refer to the unit’s TACSOP for the communication platoon’s organization, tasks, and functions. In order to effectively operate CIS equipment, personnel must train and remain proficient in its proper operation and in the required maintenance. Current CIS skill and training requirements are listed by NCF unit type in COMFIRSTNCDINST 3502.2. Refer to COMFIRSTNCDINST 2000.2, for information on the 1NCD’s CIS training program. Paragraph 3.9.2 discusses the typical CIS organization and manning that requires operations officers involvement. Refer to NTRP 4-04.2.1 for information on CIS leadership, duties, and capabilities.
3.4.2 Movement and Maneuver
NCF units deploy around the world as required by GCC and subordinate commanders’ engineering demands to provide immediate response through forward presence. NCF units deploy to forward TOA locations that serve as logistical sustainment and throughput hubs, and deploy detachments from these forward locations to execute tasking. 1NCD maintains pre-positioned TOA and augments equipment at OCONUS sites, including Camp Covington Naval Station (NAVSTA) Guam; Camp Shields Okinawa, Japan; Camp Mitchell NAVSTA Rota, Spain; and aboard MPF ships. The NCF also maintains TOAs at CONUS homeports.
NCF units also provide tactical-level support to ground forces in a hostile environment through functional organizations known as CSEs. COMFIRSTNCD’s tactical memorandum 01-08, Convoy Security Element Requirements for a Naval Mobile Construction Battalion provides NCF policy that standardizes the number, composition, and training of CSEs. Paragraph 3.9.3 discusses the CSE organization and TTP.
Refer to unit-specific TACSOP Annex C, Operations, for further information.
3.4.3 Intelligence
The NCF has intelligence support from a combination of organic assigned intelligence personnel and networked reachback to the greater intelligence community. Formally trained to support operational commands, naval intelligence personnel aid in operational decisionmaking and are experts in reducing uncertainty and risks by identifying adversary capabilities, vulnerabilities, and intentions.
NCF intelligence personnel are trained, organized, and capable of performing full-spectrum intelligence operations in an expeditionary environment. NCF units provide engineer intelligence within their engineering capability; this does not include engineer intelligence missions normally assigned to combat engineer units.
In addition, 1NCD units may be augmented or receive support from the Navy Expeditionary Intelligence Command. Navy Expeditionary Intelligence Command is a subordinate command of COMNECC and provides expeditionary intelligence, surveillance, reconnaissance, and intelligence exploitation and dissemination in support of NECC forces conducting contingency operations, including irregular warfare missions. Refer to unit-specific TACSOP Annex B, Intelligence, for further information.
3.4.4 Fires
The NCF has organic firepower capability to include only individual and crew-served weapons. The NCF must rely on nonorganic unit elements for artillery, naval surface fire support, and aviation fire support, including fire support coordination capabilities as dictated by the threat condition. Refer to unit-specific TACSOP Annex C, Operations, for further information. Figure 3-2 lists NCF TOA weapons and their maximum effective range.
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DESCRIPTION NOMENCLATURE MAX EFFECTIVE RANGE AREA TARGET (M)
MAX EFFECTIVE RANGE POINT TARGET (M)
Rifle, 5.56 mm
M16 800 550
Carbine, 5.56 mm
M727 Colt 800 550
Pistol, 9 mm
M9 50 50
Machine gun, 7.62 mm
M240B 1800 800
Machine gun, 40 mm
MK 19 2212 1500
Machine gun, .50 cal
M2HB 1830 1500
Grenade launcher, 40 mm
M203 350 150
Shotgun, 12 gauge (riot control)
M500A2 50 50
Anti-Tank (AT4), 84 mm
M126 300 300
Figure 3-2. Table of Allowance Weapons’ Maximum Effective Range
3.4.5 Force Protection
The NCF provides local security against ground attacks at established project sites and base camp installations, and employs defensive measures against other forms of attack. NCF units defend against organized battalion-sized ground combat units, special operations forces, and guerrilla or terrorist elements.
Although the NCF is capable of integrating into and supplementing the overall FP/security plan of a joint force, it does not have an organic antiair, counter battery fire, or antimechanized capability. Additionally, conducting security operations degrades general NCF engineering and construction project support capacity. NCF units provide organic security for lines of communication in areas used by units for transporting supplies, equipment, and personnel. CSEs train and equip to meet joint commander designated area of operations (AO) convoy operation requirements, including communications and reporting TTP. NCF units coordinate security requirements with supported units for the same types of movement within the supported units’ AOs.
Refer to unit-specific TACSOP Annex C, Operations, for further information on the following topics and functional organizations:
1. Rules of engagement, rules for the use of force, and escalation of force/deadly force
2. CSE (Refer to Paragraph 3.9.3 for CSE organization and TTP.)
3. Crew served weapons teams (Refer to Paragraph 3.9.4 for crew-served weapons teams organization and TTP.)
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4. Security company (Refer to Paragraph 3.9.5 for security company/reaction force organization and TTP.)
5. Static defense.
a. Using higher, adjacent, and subordinate units in an operational environment for security support
b. Defensive plans (360º perimeters)
c. Squad, platoon, company, and battalion fire-support plans.
3.4.6 Logistics/Sustainment
Refer to Paragraphs 6.2 for information on the NCF’s capabilities in logistics/sustainment operations.
3.5 MISSION/STAFF PLANNING PROCESS
Mission/staff planning is central to NCF mission execution. Mission/staff planning is a separate and distinct function from NCF project planning. The NCF follows the precepts and principles of Navy planning process (NPP) as described in NWP 5-01, Navy Planning, and Marine Corps planning process (MCPP) as primary planning tools and adapts to the planning process of the supported unit.
It is vital for the NCF to be involved in the planning process from the beginning of an operation or mission. NCF personnel must prepare to participate in planning conferences and send a sufficient number of SMEs to participate in concurrent planning cells (e.g., operations, communications, and logistics). The planning process includes CEC officers and Seabees at multiple echelons of command. Mission/staff planning uses two types of planning methods to conduct planning at various command echelons.
1. Non-Time-Sensitive Planning. Generally, the amount of time available to the organization between receipt of mission and execution determines the type of planning to be used. When time is not a critical factor, planners use a process that reflects the non-time-sensitive nature of the planning. At the tactical level of warfare, this means that there is sufficient time available for each echelon in the planning architecture to complete its initial planning before information or orders are passed to subordinates.
Non-time-sensitive planning has four phases: strategic guidance, concept development, plan development, and supporting plan development. The Joint Strategic Capabilities Plan initiates planning using the Joint Operation Planning and Execution System (JOPES), and the end product is a plan (operations plan or concept plan).
Non-time-sensitive planning at the tactical level is normally initiated through the higher joint force HQ and is frequently in the form of supporting plans or orders.
2. Time-Sensitive Planning. When time becomes a critical factor, planners at the tactical level use a process that reflects the time-sensitive nature of the planning. In the JOPES, CAP is initiated in response to a specific event. Time-sensitive planning at the tactical level is also initiated through the joint force HQ and uses the JOPES crisis planning process.
The overall process of time-sensitive planning parallels that of non-time-sensitive planning but is better able to respond to changing events. Time-sensitive planning promotes a logical, rapid flow of information and timely preparation of courses of action. Time-sensitive planning also creates situations where planning and execution occur simultaneously.
Many NCF officers and Seabees are familiar with the NPP and MCPP, but increasingly the NCF may find itself working with the Army. When NCF units are assigned or attached to Army units, NCF commanders and their staffs must become familiar with the Army’s military decision-making process (MDMP) to ensure proper
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planning integration. Although there may be minor nuances between the joint and Service planning processes, overall the processes are the same.
Refer to JP 3-33, Joint Task Force Headquarters, for information on integration with a JTF HQ; JP 5-0, Joint Operation Planning, about the joint operation planning process; NWP 3-32, Maritime Operations at the Operational Level of War, for information on Navy doctrine for maritime operations; NWP 5-01, about NPP; MCWP 5-1, Marine Corps Planning Process, about the MCPP; and FM 5-0, Army Planning and Orders Production, for additional information about the MDMP.
JP 5-0 incorporates all adaptive planning initiatives currently approved for implementation and complements the adaptive planning processes and procedures defined in the latest version of the Chairman of the Joint Chiefs of Staff Manual (CJCSM) 3122.01 (series), Joint Operation Planning and Execution System (JOPES), Volume I (Planning Policies and Procedures); CJCSM 3122.02 (series), Joint Operation Planning and Execution System (JOPES), Volume III (Crisis Action Time-Phased Force and Deployment Data Development and Deployment Execution); and CJCSM 3122.03 (series), Joint Operation Planning and Execution System (JOPES), Volume II, Planning Formats and Guidance.
Navy commanders with a coordinating staff use the NPP as their primary planning process. Company-level and smaller units that do not have formal staffs use troop leading procedures (TLP) to plan and prepare for operations. This places the responsibility for planning primarily on the commander or small-unit leader. Refer to Paragraph 3.6 for information on TLP.
3.6 TROOP-LEADING PROCEDURES
Planning at the small-unit leader level requires TLP, dynamic processes used by small-unit leaders to analyze a mission, develop a plan, and prepare for an operation. Leaders of company/detachments and smaller units use TLP to develop plans and orders. TLP also provide the framework for leaders to make the best use of planning time while preparing their unit for a mission. The sequence of TLP is not rigid; leaders may modify them to meet the mission, situation, and available time. Some steps must occur in sequence, while others are concurrent or continuous throughout the mission. Leaders use TLP when working alone or with a small group to solve tactical problems. For example, a company commander may use the assistant company commander, company chief, project operations chief, supply petty officer, and communications petty officer to assist in developing a five-paragraph order to conduct a movement to a new project site.
The NCF, like the Marine Corps, uses begin the planning, arrange for reconnaissance, make reconnaissance, complete the planning, issue the order, supervise (BAMCIS); whereas, the Army uses an eight-step process. NCF small-unit leaders generally understand TLP and are familiar with the six-step BAMCIS process. However, in many cases, small-unit leaders fail to use TLP in planning company/detachment, platoon, and squad operations. This is often due to poor time management or leader complacency, not a lack of understanding in the importance of TLP. Regardless of the type of operation (e.g., a checkpoint, combat logistics patrol, or the initial occupation of a project site), failure to understand and properly conduct TLP has a detrimental effect on mission accomplishment. For example, in training, failure to use TLP effectively could result in embarrassment in an after-action review.
The NCF operations officers should insist on sustained use of TLP by their subordinates. Officers should also receive back briefings from subordinate leaders on their plan development, schedule time to observe rehearsals, and provide feedback to subordinate leaders regarding their TLP.
The six-step NCF/Marine Corps BAMCIS process is as follows:
1. Begin the planning (use mission, enemy, terrain and weather, and troops and support available-time available). The Army adds civil considerations.
2. Arrange for reconnaissance.
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3. Make reconnaissance and coordination.
4. Complete the planning.
5. Issue the order (use situation, mission, execution, administration and logistics, command and signal).
6. Supervise.
Refer to NAVFACENGCOM P-1161, Book 2, and MCRP 3-11.2A, Marine Troop Leaders Guide, for information on the BAMCIS process. Refer to FM 5-0 and Center for Army Lessons Learned (CALL) No. 07-27, Leader’s Handbook—The First 100 Days, Appendix A, for information on the Army’s eight-step TLP process.
3.7 EXERCISE AND CONTINGENCY OPERATION PLANNING
NCF unit tasking may include Joint Chiefs of Staff (JCS) exercises and/or theater engagement detachments. They exercise the ability of military engineering forces to sustain their mission under austere conditions. Although not an all-inclusive list, Paragraphs 3.7.1 through 3.7.7 discuss key aspects of planning, forming, and preparing detachments for exercises and contingency operations. Used in conjunction with Paragraph 3.8, the typical considerations addressed are also germane to regular deployments.
Refer to Commander, Second Naval Construction Brigade/Commander, Third Naval Construction Brigade Instruction (COMSECONDNCB/COMTHIRDNCBINST) 3502.1 (series), Joint Chiefs of Staff Exercise and Deployment for Training Operations Procedures, for further information.
Figure 3-3 illustrates exercise and engagement planning responsibilities.
3.7.1 Identifying the Mission
NCF units frequently deploy as part of a JTF in support of JCS exercises and/or conduct short-term theater engagements. Although JCS exercises and theater engagement detachments are different, NCF units typically meet both by deploying detachments from one of their operational units.
1. JCS exercises are joint-service deployments to support existing GCC OPLANs. Units usually provide resources for a specific ERC project or HCA operations. These may include construction of piers; construction and/or repair of hospitals, clinics, and schools; and water well-drilling. These exercises often take place in conjunction with medical readiness and training exercises.
2. Theater engagement detachments are task-specific, short-duration projects that support TSCPs. They are most common in third-world countries where there are limited support facilities. The unit participating in these engagements could be responsible for funding portions of these engagements. However, GCCs may fund a high-interest engagement. Theater engagements build host and partner nation capacity through training and presence in addition to developing unit skills in mobilization, survivability, sustainability, and contingency/expeditionary construction.
3. Projects accomplished during JCS exercises or theater engagements are generally funded with JCS, Service Incremental Fund, ERC, FHA, HCA, Port Handling and Inland Transportation, and operations and maintenance, Navy (O&MN) funds. This funding usually includes military or commercial airlift, sealift, materials, supplies, base camp services, fuel cost, line haul, telephone services, water, and vehicle rental. Each project is individually funded and requires separate accounting. HCA should not be confused with FHA; HCA is deliberate and proactive, whereas FHA occurs in response to a crisis/disaster. Refer to JP 1-06, Financial Management Support in Joint Operations, for JTF financial management information.
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3.7.2 Responsibilities
JCS exercises typically involve the deployment of NCF detachments, as well as other supporting units. The NCF could be tasked to deploy a detachment as the lead unit or as an attachment to the JTF. Component commanders of lead units are typically assigned as the executive agent as illustrated in Figure 3-3. The executive agent, through its lead unit, is responsible to plan, coordinate, and administer the JTF. On JCS exercises, NCF detachments attach to a JTF and typically fall under the OPCON or TACON of the JTF commander. The JTF commander is responsible for establishing security policies and setting security levels and liberty policies for the JTF. If the NCF is tasked as the lead unit, it must appoint a JTF commander and is responsible for providing logistic support to all units attached to the JTF. Additional unit responsibilities for JCS exercises and theater engagement detachments are as follows:
1. Arranging transportation for troops and equipment necessary to fulfill the mission
2. Training personnel to execute the mission
3. Providing sufficient personnel to support the mission
4. Providing an OIC or duration commander
5. Providing sufficient personnel to fill billets in the duration site staff organization (if applicable)
6. Providing an LNO to the HQ command (if tasked)
7. Providing C2 over the exercise detachment
8. Preparing and submitting country/theater clearances for all detachment personnel
9. Preparing a SITREP to parent unit/cognizant NCR weekly (or as directed)
10. Photographing project progress, camp conditions, and liberty events weekly (or as directed)
11. Preparing an after-action report to the cognizant NCR within 20 days of tasking completion
12. Preparing an expenditure report to the cognizant NCR comptroller.
3.7.3 Commander’s Critical Information Requirements
Early, close, and continuous liaison with the supported customer organization is crucial to identifying specific requirements and keeping abreast of any changes. Depending on the quality and extent of available information, the CO may establish a list of commander’s critical information requirements (CCIRs). A CCIR is an information requirement identified by the commander as being critical to facilitating timely decisionmaking. The two key elements are friendly force information requirements and priority intelligence requirements. The CCIR process enables the CO, operations officer, and detachment OIC to reduce a potential abundance of information and focus the effort of the unit staff in acquiring, processing, and filtering information. When the full scope of required support is in place, the operations officer then starts to plan the size, staff, and equipment of the detachment. Refer to NWP 5-01 for development of CCIRs.
3.7.4 Commander’s Intent
Commander’s intent is the commander’s personal expression of the purpose of the operation. It must be clear, concise, and easily understood. It may also include how the commander envisions achieving a decision as well as the end state or conditions that, when satisfied, accomplish the purpose. Commander’s intent helps subordinates understand the larger context of their actions and guides them in the absence of orders. It allows subordinates to exercise judgment and initiative when the unforeseen occurs. This freedom of action, within the broad guidance of
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the commander’s intent, creates tempo during planning and execution. Refer to MCWP 5-1 or NWP 5-01 for further information on the use and development of commander’s intent.
3.7.5 Facts and Assumptions
Facts are statements of known data concerning the situation, including enemy and friendly dispositions, available troops, project materiel, and CESE availability. Mission and commander’s intent are key facts. The operations and detachment staffs develop assumptions when facts are not available. The assumptions in the high headquarters’ (HHQ) plan may be appropriate if they affect the unit’s/detachment’s mission. An assumption is appropriate if it meets the following tests:
1. Validity. The test of validity determines whether or not an assumption is likely to occur. Simply assuming away potential problems is an example of using an invalid assumption. Timely resolution of assumptions must be handled via the request for intelligence/information process. An assumption becomes a risk if it remains an unknown.
2. Necessity. The test of necessity determines whether or not the assumption is absolutely essential for the plan’s development. If planning continues without requiring an assumption, the assumption fails the test of necessity and is inappropriate.
3.7.6 Organizing, Staffing, and Equipping the Detachment
Detachment organizations should contain the following four basic elements:
1. Command section (e.g., OIC, AOIC, and detachment chief (as applicable))
2. Horizontal construction element (including equipment maintenance)
3. General or vertical construction element
4. Support or sustainment element (e.g., FP, medical/dental, messing, supply and construction materiel management, engineering, or communications support).
The relative sizes of these elements, the personnel that staff them, and the equipment with which they embark depends upon the situation and mission. The detachment OIC should take only the people, equipment, and supplies necessary to complete the assigned tasking. This includes not only CESE and tool kits, but also tents, weapons, communications equipment, medical supplies, messing equipment, and any other items required to sustain the personnel involved for the duration of the anticipated mission. In short, the detachment should travel light, taking no more than it needs.
3.7.7 Accountability
In addition to identifying the people and assets used to undertake a mission, accountability must be established and maintained throughout the operation. Of the utmost concern is the accountability of personnel and sensitive items (e.g., communications gear, weapons, and ammunition). Unit and detachment leadership must remain apprised regarding personnel and equipment location, disposition, and casualties.
3.8 KEY PLANNING CONSIDERATIONS FOR EXERCISES AND CONTINGENCY OPERATIONS
Although not an all-inclusive list, Paragraphs 3.8.1 through 3.8.5.3 discuss key planning considerations for planning and preparing detachments for exercises and contingency operations. Used in conjunction with Paragraph 3.6, the typical considerations addressed are also germane to regular deployments.
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The following list contains considerations when preparing for a deployment:
1. In what areas must assumptions be made in order to effectively plan for the mission?
2. What specific AT/FP concerns does the deployment site raise? Will the detachment provide security for camps, convoys, and projects?
3. What are the specific communication plans and assets at the deployment site? Is communications support available from other units if necessary?
4. What are the lines of OPCON and TACON?
5. What methods of embarkation are available to meet the supported commander’s required arrival date for the detachment? Is there any flexibility to the arrival date?
6. What medical/dental services are available at the deployment site? What are the medical evacuation (MEDEVAC) assets and procedures?
7. What other support services and facilities are available from friendly forces or HN at the deployment site? Which of the following facilities will the unit/detachment fall-in on and which must be brought in/built?
a. Berthing
b. Messing
c. Potable water
d. Electricity
e. Sewage
f. Telephone.
8. What are the channels for replenishment of the various classes of supply? What is the required/anticipated lead times for replenishment?
9. What specific Class IV materials are needed?
a. Which materials are available locally?
b. Are batch plants/quarries available for concrete, asphalt, or mineral products?
c. Have long lead items been identified?
10. What reports does HHQ require? What are the formats and periodicities?
11. What planning factors are the construction customers using as their standards? (e.g., How many beds per strongback tent/Southeast Asia hut? How many people per head? What is the military load class for road repair/construction?)
3.8.1 Communications Predeployment Preparation
The GCC or JTF commander usually prescribes communications requirements. The unit must ensure detachments assigned to JCS/theater engagement exercises have the proper equipment and sufficiently trained personnel to comply with communications requirements. A developed communications plan should establish radio
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communications with the embassy and the LNO for the country. The OIC is responsible for the adequacy, accountability, security, and proper use of the equipment at the site. Refer to Appendix C for a communications predeployment planning checklist. Refer to COMFIRSTNCDINST 2000.2 for further information on CIS planning.
3.8.2 Force Protection
FP consists of active and passive measures designed to deter and defeat threats toward U.S. military personnel, facilities, and equipment. The GCC and JTF commander have AT/FP policies that all detachment personnel must review prior to mobilization. The JTF commander is responsible for AT/FP measures on-site. All personnel should be aware of on-site countermeasure methods, conducting periodic briefs and drills to stress their importance.
3.8.3 Personnel
The names, ranks, security clearances, and social security numbers of all personnel assigned to JCS exercises/ theater engagement detachments must be submitted to the cognizant NCR no later than 45 days prior to mobilization. Security clearances must be validated in the Joint Personnel Adjudication System at the destination command/supported unit for the clearance to be valid. Also, country and theater clearances for all personnel shall be submitted to the cognizant HHQ no later than 45 days prior to mobilization. All personnel must have the following with them at the time of deployment:
1. ID card
2. Dog tags
3. Government travel card
4. Passport and valid visa (if required)
5. Medical and dental records
6. Orders (RC only).
3.8.3.1 Reserves
The RC often participates in JCS exercises and theater engagement detachments. They offer a large variety of skills and are a valuable asset to missions. They should be fully integrated into the mission completion schedule. The following information is for reference purposes:
1. RC personnel deploy from their parent reserve center.
2. Reserve personnel most often travel via the commercial ticket program from their home (if included in the JCS lift TPFDD).
3. The command where the reserve personnel attach is responsible for travel arrangements to and from the deployment site. The active duty units must make travel arrangements for augment personnel.
4. The parent command must ensure that each person assigned has the proper, serviceable uniforms.
5. The detachment OIC is responsible for properly endorsing orders of reserve personnel.
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3.8.3.2 Nondeployable Personnel
It is extremely important to choose the best possible personnel for JCS exercises and theater engagement detachments. Personnel shall not deploy to a JCS exercise or theater engagement detachment if any of the following apply:
1. They have a documented history of chronic heat casualty.
2. They have not had a negative human immunodeficiency virus test in the past 12 months.
3. They do not have current dental x-rays.
4. Their dental classification is III or IV.
5. They do not have current immunizations.
6. They are pregnant.
3.8.4 Theater-Specific Training
Assigned personnel must receive theater-specific briefings prior to arriving in theater. The detachment OIC must coordinate appropriately to set up necessary briefings during deployment planning. Often, these briefs include the following:
1. HN customs and traditions
2. Cultural differences between the HN and the United States
3. Human rights training
4. Threat conditions
5. Rules of engagement.
3.8.5 Logistics Planning Considerations
Paragraphs 3.8.5.1 through 3.8.5.3 discuss the logistic planning considerations a unit is responsible for when tasked with JCS exercises and/or theater engagement detachments. Refer to Figure 6-1 for a listing of the ten classes of supply.
3.8.5.1 Table of Allowance Tools and Equipment Usage
The unit uses its own TOA when conducting JCS exercises and theater engagement detachments. The unit provides a complete list of required equipment, tool kits, and consumables to the cognizant NCR at least 150 days prior to JCS exercises/theater engagement detachments mobilization for sea transported items and 120 days for air transported items. The cognizant NCR assists in filling any remaining equipment and tool kit requirements not filled by TOA availability. The following provide guidance on TOA tools and equipment usage:
1. Include requirements using camp augment and assigned TOA assets where possible
2. Use OPTAR funds to purchase required consumables
3. Establish and execute a maintenance and material management (3M) program for all equipment and tools in the detachment
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4. Make appropriate repairs or replacements before returning items to storage
5. Coordinate procurement with local vendors and suppliers where possible.
3.8.5.2 Table of Allowance Weapons
The theater to which JCS exercises/theater engagement detachments are deploying may be in threat conditions that require personal weapons. The following list provides guidance on TOA weapons:
1. Establish and execute a 3M program for all weapons in the detachment
2. Store weapons in accordance with Navy regulations if the threat condition does not warrant them
3. Conduct daily weapons and ammunition inventories
4. Report any negligent or intentional discharge of weapons to the chain of command.
3.8.5.3 Preventive Medicine
Most JCS exercises and theater engagement detachments are in third-world countries. Living conditions in many of these countries pose serious health risks to troops. It is imperative that all medical requirements for the country are known. The operations officer ensures that assigned detachment personnel have the proper immunizations. Often, conditions warrant the prescription of chemoprophylaxis. This should also be closely monitored by the unit’s medical officer to ensure there is an adequate supply for all detachment personnel.
3.9 TACTICAL MILITARY RELATED MISSION-ESSENTIAL TASKS
Paragraphs 3.9.1 through 3.9.5 discuss how NCF units conduct tactical military related mission areas of assigned NTAs.
3.9.1 Notional Command and Control Facilities
NCF units operate an extensive array of CIS equipment to provide their deployed elements access to critical C2, intelligence, logistics, technical engineering data with reachback capabilities, combat support, and CSS. Commanders should be located as close to the AO as practical for optimum coordination of actions.
Operations centers for ground forces operating together should be colocated, if possible. Commanders may conduct operations from a COC or a jump CP. When operating forward from a jump CP, the commander typically travels with only the staff and communications assets to maintain contact with the main COC. Refer to unit-specific TACSOP for further information on C2 facilities, organization, and responsibilities. The commander and staff conduct operations from a COC, which:
1. Provides C2 of the unit and detachments
2. Plans and executes operations
3. Provides for:
a. Fire planning and deconfliction
b. Logistics
c. FP.
4. Manages the information flow throughout the unit
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5. Manages the unit’s operational environment and directs and controls convoy operations
6. Synchronizes and facilitates CSS operations
7. Maintains contact with higher, adjacent, and supporting units.
3.9.2 Notional Communications and Information Systems Organization
The NCF is not organized with dedicated CIS units. Each NCF unit has dedicated information systems personnel by table of organization assigned to its unit CIS organization. Occupational field-13 personnel, assigned as radio/telephone operators, assist information systems personnel and functional area users to ensure effective planning, installation, operation, and maintenance of CIS networks. At NCRs and below, the communications personnel are an integral part of the communications department.
The communications officer and a small permanent staff of information systems technicians, electronics technicians, and construction electricians provide communications support. A communications platoon, organized with trained personnel from across the battalion, is a secondary function that is stood up as required to establish the communications infrastructure and to meet contingency mission requirements. Other unit capabilities degrade when the communications platoon stands up. Refer to unit-specific TACSOP for further information on organization and staffing. Figure 3-4 illustrates a notional CIS organization of an NCF unit.
3.9.3 Notional Convoy Security Element Organization
Tactical convoys are mission-essential tasks of the NMCB and PHIBCB. These units have standing organized and trained CSEs to conduct convoys in hostile environments such as in OIF or OEF. All NCF units train every
Figure 3-4. Notional Communications and Information Systems Organization
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individual to conduct convoy operations, but CSE perform these duties as a primary mission. Employment of CSEs reduces the direct labor capacity of the unit.
Tactical convoys are defined as a deliberately planned combat operation to move personnel and/or cargo, via a group of ground transportation assets, in a secure manner to or from a designated destination under the control of a single commander in a permissive, uncertain, or hostile environment.
Each NMCB and PHIBCB trains two CSEs. This organization stands up to conduct training and exercises throughout the basic and integrated phases of the FRTP in homeport. The CSE organization is notionally comprised of 1 officer and 59 enlisted personnel and consists of 6 gun trucks manned as listed in Figure 3-5.
The NCF uses NTTP 4-01.3, Tactical Convoy Operations, as its primary guidance for multi-Service TTP used in convoy operations. Refer to unit-specific TACSOP for further information on organization and responsibilities. Also refer to a unit’s deployment OPORD for further information on AO–specific requirements.
3.9.4 Crew-Served Weapons Employment
NCF units train crew-served weapons teams. The number of personnel trained is dependent on the number and type of crew-served weapons assigned to a unit’s TOA. Guidelines for training are per COMFIRSTNCDINST 3502.2 (series).
LINE NUMBER
POSITION RATING/RANK REMARKS
GUN TRUCK #1, 2, 3, AND 6
1–8 Driver Third class petty officer
9–16 Gunner Second/third class petty officer
17–24 Alternate Gunner Nonpetty officer
25–32 Communicator Third class petty officer/nonpetty officer
33–40 Vehicle Commander First/second class petty officer
GUN TRUCK #4
41–42 Driver Third class petty officer
43–44 Gunner Second/third class petty officer
45–46 Alternate Gunner/Navigator Construction mechanic second class petty officer Mechanic
47–48 Communicator Third class petty officer/nonpetty officer
49–50 Vehicle Commander First/second class petty officer or occupational field-13 CPO
GUN TRUCK #5
51–52 Driver Third class petty officer
53–54 Gunner Second/third class petty officer
55–56 Alternate Gunner/Navigator Nonpetty officer
57–58 Communicator Hospital corpsman first class petty officer Corpsman
59–60 Vehicle Commander Lieutenant (O-3) or occupational field-13 SCPO OIC/AOIC
60 TOTAL: 1 officer, 59 enlisted
Figure 3-5. Notional Convoy Security Element Table of Organization for Two Teams
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The NCF uses MCWP 3-15.1, Machine Guns and Machine Gun Gunnery, as its primary guidance for the employment and gunnery of conducting engineer reconnaissance missions. Refer to unit-specific TACSOP for further information on crew-served weapons employment.
3.9.5 Protect Individuals and Systems
FP is a mission-essential task for all NCF units. This task includes uses of protective positions, measures, or equipment to reduce the effects of enemy and friendly weapons systems and enhance force effectiveness. This activity physically protects a military unit, area, activity, or installation against acts designed to impair the unit’s effectiveness and capability to perform its missions and tasks. These missions and tasks include the following:
1. Organizing and preparing primary, alternate, and supplementary protective defense positions that allow fields of fire and maneuver for troops and systems engaging the enemy
2. Conducting patrols to collect information, confirm or deny accuracy of previously gained information, and provide security
3. Employing local security, observation posts, and protective positioning of equipment.
A platoon-sized reaction force provides responsive, mission-tailored, lightly armed troops that can be employed on short notice and can provide immediate or emergency response. All NCF units train every individual to conduct basic FP measures and marksmanship with their TOA weapon; but during deployment, troops assigned to the unit’s reaction force perform these duties as a primary mission. Employment of a unit’s reaction force reduces the direct labor capacity of the unit’s. NCF reaction forces perform the function of an interior guard with the following responsibilities:
1. Reaction force
2. Entry control points
3. Internal camp security, including COCs.
Refer to unit-specific TACSOP for further information on organization and responsibilities. Also refer to a unit’s deployment OPORD for further information on AO–specific requirements.
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CHAPTER 4
Deployment Planning and the Fleet Response Training Plan Cycle
4.1 INTRODUCTION
This chapter provides the operations officer with an overview of the integration of GFM, the Navy’s FRTP cycle, and 1NCD’s call for work program with the NCF’s unit planning and deployment schedule.
4.2 GLOBAL FORCE MANAGEMENT
GFM is a DOD process designed to meet CCDR needs by identifying, validating, and sourcing mission requirements. In order to gain efficiency and balance in identifying and deploying joint-capable, mission-ready forces to meet emerging GCC requirements, the Secretary of Defense (SecDef) implemented the GFM program and designated CDRUSJFCOM as the primary joint force provider (JFP) to globally assess, identify, and make timely allocation recommendations in support of JCS–validated CCDR requests for forces/capabilities (RFFs/RFCs).
The GFM process includes all force requirements for operations, exercises, and joint manning documents. The GFM process provides comprehensive visibility of global availability, operational readiness, and commitment of conventional forces in order to provide senior decisionmakers with a vehicle to quickly and accurately assess the impact and risk of proposed allocation recommendations. The end result of the GFM process is the Global Force Management Allocation Plan (GFMAP), which is a SecDef–approved deployment order. Figure 4-1 illustrates the GFM process for employing engineer forces.
After the annual GFMAP is published, emerging CCDR requirements are handled by the RFF process as outlined in the Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 3122.01 and The Global Force Management (GFM) Manual. Forces/capabilities required beyond those currently assigned and/or attached to a CCDR are submitted to JCS for validation and sourcing through the JFP process via COMUSFLTFORCOM. The Joint Engineering Working Group is comprised of members from the CCDR staffs and Service providers. The Joint Engineer Working Group develops sourcing strategies for missions requiring engineer support or employment. The 1NCD future operations officer is a member of the Joint Engineering Working Group, and interacts with the group on a regular basis.
The 1NCD operations directorate is an active participant in the GFM process. 1NCD works closely with COMUSFLTFORCOM to identify all CCDR requirements and determine which requirements could be filled by NCF forces. Upon issuance of the GFMAP by SecDef, all assigned missions are given a force tracking number. 1NCD issues orders to the NCRs tasking-specific NCF units to fill required force tracking numbers. The NCF must operate inside this process to commit forces. In the strictest sense, the NCF only deploys and does as the SecDef instructs via issuance of the GFMAP. Naval civil engineering forces, including individual augmentees (IAs), are requested through this process. Refer to Appendix A for further information on IAs.
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Figure 4-1. Engineering Global Force Management Process
4.3 FLEET RESPONSE TRAINING PLAN CYCLE
The Navy’s Fleet Response Plan was developed and designed to ensure units and forces are trained and certified in defined, progressive levels of employable capability in order to meet the requirements of the GFMAP. The FRTP is aligned with the Fleet Response Plan and provides a logical progression through required individual qualifications and schools, and unit-level team training evolutions toward achieving the required unit capability and readiness certification. The purpose of the FRTP is to ensure that NCF units are capable of fully executing all missions and capability areas required by current tasking, OPLANs, OPORDs, doctrine, CONOPS, and ROCs.
Paragraphs 4.3.1 through 4.3.5.5 provide an overview of the FRTP as it pertains to NCF units, discussing the four phases of the FRTP, major events, and levels of readiness. Refer to COMFIRSTNCDINST 3502.1 (series), Naval Construction Force Training Manual, for further information on 1NCD’s FRTP cycle and for graphic representations of the FRTP for each 1NCD unit type. Refer to COMNAVSURFORINST 3502 (series), Surface Force Training Manual, for further information on the PHIBCB’s FRTP cycle and for a graphic representation of its FRTP. Refer to Appendix B for sample graphic representations of each NCF unit type FRTPs. Figure 4-2 illustrates how the FRTP aligns with the NCF’s operational cycle.
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Figure 4-2. Conceptual Operational Cycle
Figure 4-3 illustrates 1NCD’s plan of action and milestones for an NMCB’s FRTP cycle. This timeline focuses on the AC NMCBs, but these procedures are mirrored throughout the NCF. The time column indicates the number of months before or after deployment; D-0 is the date the unit’s AP deploys. The right side column indicates the phase of the FRTP.
4.3.1 Fleet Response Training Plan Phases
Paragraphs 4.3.1.1 through 4.3.1.4 provide information on the four phases of the FRTP.
4.3.1.1 Maintenance Phase
The maintenance phase of the FRTP begins when a unit returns to homeport and is typically 1 to 3 months in duration, ending with the start of the basic FRTP phase. This phase includes a post-deployment stand down period. It is the optimal period to focus on individual/team training, manning of personnel with the right NECs, and establishing the foundational organization for the future FRTP cycle.
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TIME (months)
ACTION/DELIVERABLE AC NMCB FRTP
PHASE (cycle time)
D-12 • AC NMCB publishes their homeport calendar and rough next deployment calendar. • AC NMCB redeploys to homeport. • AC NMCB begins maintenance phase of the FRTP during homeport. • AC NMCB stands down/transitions to new organization.
Transition from
Sustainment to
Maintenance (1)
D-11 • AC NMCB begins field training exercise (FTX) planning. • AC NMCB commences training.
Maintenance (2)
D-7 • Respective SRG initiates unit-level training readiness assessment for AC NMCB to achieve readiness level: expeditionary surge-ready.
Basic (6)
D-5 • Respective SRG conducts FTX with AC NMCB participation. • AC NMCB participates in final evaluation period (FEP) to achieve readiness level: independent unit ready for tasking (RFT). This event concludes the unit level training readiness assessment.
Basic (8)
D-4 • Unit begins integrated phase of the FRTP upon successful completion of FEP. Integrated (9)
D-3 • AC NMCB conducts integrated exercise to achieve readiness level: maritime security surge-ready.
Integrated (10)
D-2 • AC NMCB begins sustainment phase of the FRTP during homeport. Sustainment (11)
D-1 • Respective SRG and cognizant NCR conduct unit-level training readiness assessment-sustainment with AC NMCB to revalidate readiness level: independent unit RFT/maritime security surge-ready.
Sustainment (12)
D-0 • AC NMCB deploys.
Note
Forces, not command relationships, are transferred between commands. When forces are transferred, the command relationship the gaining commander will exercise (and the losing commander will relinquish) over those forces must be specified. Refer to JP 1 for further information on command relationships.
• Respective SRG issues homeport OPORD for the deploying unit’s next FRTP cycle.
Sustainment (13)
Figure 4-3. Naval Mobile Construction Battalion Fleet Response Training Plan Cycle Plan of Action and Milestones (Sheet 1 of 2)
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TIME (months)
ACTION/DELIVERABLE AC NMCB FRTP
PHASE (cycle time)
D+3 • AC NMCB conducts a command assessment of readiness and training (CART) as directed by respective SRG in preparation for readiness and training conference. • Respective SRG conducts a readiness and training conference. AC NMCB prepares an 85% draft of the unit readiness and training plan to be presented at the readiness and training conference. • AC NMCB participates in the readiness and training conference and begins to consider future personnel assignments.
Sustainment (16)
D+4 • AC NMCB provides initial draft of unit level training plan to SRG for concurrence. Sustainment (17)
D+5 to
D+6
• AC NMCB CO approves the unit readiness and training plan. • AC NMCB redeploys main body to homeport. • AC NMCB schedules homeport confirmation brief to respective SRG; includes briefing the unit readiness and training plan.
Sustainment (18)
Figure 4-3. Naval Mobile Construction Battalion Fleet Response Training Plan Cycle Plan of Action and Milestones (Sheet 2 of 2)
4.3.1.2 Basic Phase
The basic phase of the FRTP is typically 5 to 6 months in duration for AC units and 7 to 9 months for RC units. It begins at the end of the maintenance phase, ends with the FEP, and transitions into the integrated phase.
The basic phase focuses on completion of unit-level training requirements, specialized schools, team training, unit-level exercises, various field and construction training events (unit work-ups), FTXs, unit assessments, qualifications, and certifications. A key component for success during the basic phase is the unit’s ability to conduct and develop its self-training capability and to maximize individual skill development.
Basic phase training follows a schedule of capability-specific training events and sub events necessary to prepare for the certification. Required training periods take place in the unit’s employment schedule to deconflict and minimize conflicts with completing basic phase training requirements. This effort requires close cooperation and coordination between the unit and SRGs.
Units that successfully complete the basic phase meet COMFIRSTNCD certification criteria, are proficient in the Navy mission-essential tasks (NMETs), and are ready for more complex integrated training.
Events are planned, scheduled, and executed to train units in their core capabilities in order to certify at the end of the basic FRTP phase. The following areas describe some of the key events that occur during this phase:
1. Formal Individual/Fire Team Training. Individuals and fire teams attend formal schools/courses.
2. Informal Individual/Fire Team Training. Individuals and fire teams attain skills through OJT. These skills are accessed through the use of the skills application yard and/or projects.
3. Construction Exercise. Small unit and project leaders schedule and execute construction exercises to develop, reinforce, and assess skills that support unit core capabilities. Small unit leaders assess, and the immediate superior in command (ISIC) certifies, performance through the use of the skills application yard and/or projects.
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4. Other Events. C2, CIS, and other exercises are scheduled to develop, reinforce, and assess skills, as well as develop skills required for FTX and FEP certification.
4.3.1.3 Integrated Phase
The integrated phase of the FRTP synthesizes unit/staff CE actions into integrated expeditionary operations with other NCF, NECC, Navy, joint/coalition, or interagency forces in challenging, multidimensional environments.
This phase provides the opportunity for task group decisionmakers to exercise C2, complete staff planning, conduct multi-unit field training, and build on individual/fire team skill proficiencies attained in their respective basic phase.
The integrated phase is adaptable in order to provide training for maritime security surge and/or maritime security surge-ready certification, and/or tailored training to support emergent GCC requirements. The following considerations also apply:
1. NCF AC units certify as maritime security surge or maritime security surge-ready by the end of the integrated phase. The integrated phase is typically 2 to 5 months.
2. NCF RC units enter the integrated phase when the unit certifies as ready for mobilization. RC units remain in the integrated phase until either the beginning of the next maintenance phase or mobilization. The integrated phase for nonmobilized RC units is typically 8 to 12 months and 2 to 4 months for mobilized RC units.
4.3.1.4 Sustainment Phase
The sustainment phase of the FRTP begins upon completion of the integrated phase, includes deployment, continues throughout the post-deployment period, and ends with the commencement of the maintenance phase. The sustainment phase focuses on executing a unit’s full range of expeditionary capabilities to carry out assigned tasks. NCF units maintain individual/fire team, unit, and integrated proficiency during the sustainment phase through ongoing unit and integrated training, GCC exercises, and normal operations as directed by the supported command. Task group commanders and ISICs are responsible for reporting readiness levels achieved in sustainment training events after initial certification. The following considerations also apply:
1. NCF AC units begin the sustainment phase upon completion of the integrated phase, which typically includes a scheduled deployment. The sustainment phase for AC units is typically 8 to 12 months.
2. For NCF RC units, the sustainment phase begins upon mobilization and completion of the FEP. The sustainment phase for RC units is typically 6 to 8 eight months.
4.3.2 Cycle Time
Cycle time is the duration of time it takes to work through all four phases of the FRTP. Cycle lengths vary by the unit type and component, from 18 months to 48 months.
4.3.3 Assessments, Certifications, and Inspection Events
Paragraphs 4.3.3.1 through 4.3.3.6 describe the assessments, certifications, and inspection events conducted by units in conjunction with the FRTP. Refer to COMFIRSTNCDINST 3502.1 (series) or COMNAVSURFORINST 3502 (series) for certifying authorities, respective roles, and responsibilities of assessment and certification events.
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4.3.3.1 Command Assessment of Readiness and Training
The CART is a unit commander’s in-depth, self-assessment of operational proficiency, formal school training, personnel shortfalls, team training, inspections/assists, and materiel/equipment readiness. The CART determines unit proficiency, identifies risks or shortfalls that could affect the ability of the unit to meet either FRTP certification or timeline, and identifies specific training requirements. It is the basis for establishing unit-level training syllabi and training objectives for the next FRTP cycle. Units conduct a CART at the unit commander’s discretion; however, the following applies:
1. Units must conduct at least one CART prior to the start of the maintenance phase.
2. Units should conduct CARTs near the end of deployment or sustainment phase for AC units and mobilized RC units.
3. RC units that have not mobilized should conduct CARTs approximately 5 months prior to the beginning of the maintenance phase.
The CART begins the training planning process and is the basis for establishing the training plan for the next FRTP cycle. Commanders determine current training proficiency levels by analyzing all available training information, reviewing projected personnel turnover rates, and factoring feedback from NMETL evaluations, unit-level training readiness assessment, end of deployment review, training attainment, self-assessment, other evaluations, and reports. In addition to past training information, other information about future events influences the assessment. The following are additional considerations:
1. Respective SRG commanders provide intent (purpose, method, and end state) to subordinate units. The respective SRG commander’s intent sets the guiding principles for conducting the CART, development, and execution of the unit’s training plan.
2. The CART enables unit COs to develop their training vision and priorities. This is a broad concept for training the organization to achieve and sustain wartime proficiency. The CO’s training vision and priorities must take into account guidance from the ISIC.
3. Through the training planning process, the CO’s guidance (training vision, goals, and priorities) is melded together with intent, NMETL, and the training assessment into manageable training plans.
Refer to COMFIRSTNCDINST 3502.2 (series) for CART checklist templates.
4.3.3.2 Readiness and Training Conference
The primary purpose of the readiness and training conference is to develop the training plan for the next FRTP cycle, utilizing findings from the CART, ORI (30-day review), other evaluations and reports, and information about future tasking. The readiness and training conference is conducted following the CART and prior to the start of the maintenance phase, and includes representatives from the deploying unit, cognizant NCR, and respective SRG. The respective SRG leads this effort, provides guidance, and validates and approves the unit training plan with support from the cognizant NCRs for AC units and supported NCRs for RC units.
The training plan that is developed is based on an analysis of the upcoming deployment/employment requirements, the CART, and the readiness and training conference. For NCF RC units, the training plan ensures mobilization readiness followed by specific post-mobilization training in order to achieve independent unit RFT certification. The ISIC monitors the plan and ensures higher-level awareness where appropriate to obtain and allocate resources. The SRGs provide guidance to the unit commanders/COs and validate and approve the unit training plan.
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4.3.3.3 Unit-Level Training Readiness Assessment
Unit-level training readiness assessment is an ISIC–conducted, performance-based assessment of a unit’s readiness in each mission area through assessing NMETL–based training proficiency.
During the unit-level training readiness assessment, units may demonstrate, and/or certify, in one or more assigned capabilities. Furthermore, the unit-level training readiness assessment shall identify areas that need further focused training. The unit-level training readiness assessment serves as an assessment and planning tool to assist in developing or modifying the short-range training plan by refining allocations of assets and resources to meet training goals and requirements.
Unit-level training readiness assessment is further defined as the initial certification unit-level training readiness assessment and unit-level training readiness assessment-sustainment, which are conducted in the basic phase and sustainment phase respectively. The following are additional considerations:
1. Unit-level training readiness assessment operates in conjunction with FTXs. Outcomes of the unit-level training readiness assessment lead to certification in capabilities that meet certification criteria and identify areas that need further training.
2. NCF units require unit-level training readiness assessment-sustainment only after independent unit RFT certification is in excess of 3 months prior to deployment. It is intended to allow the certifying authority to have an objective, measured look at a unit across all certification areas in order to determine if the unit has sustained its appropriate level of combat readiness following its independent unit RFT certification. Consequently, the unit-level training readiness assessment-sustainment is conducted within 3 to 5 weeks before unit deployment, prior to completion of homeport. During the unit-level training readiness assessment-sustainment, specific C2 and project tasking input from the gaining command may be used to evaluate the unit’s performance. RC units normally do not conduct a unit-level training readiness assessment-sustainment since they typically deploy immediately following independent unit RFT certification.
4.3.3.4 Final Evaluation Period
The FEP marks the end of the basic phase for NCF AC units, at which time the unit is designated independent unit RFT certified. NCF RC units complete their FEP upon mobilization. During the FEP, the unit must demonstrate proficiency in execution of its NMETs as the basis for certifying in assigned capability areas/capabilities. The intent is to have the unit conduct multiple simultaneous missions and support functions under stressful conditions. The SRGs provide the details for the FEP to assess unit performance. The FEP includes ISIC evaluation of the unit’s ability to execute its training plan. The following timeframe is applicable:
1. AC units conduct their FEP within 3 to 5 days after completion of FTX.
2. RC units conduct their FEP during the post-mobilization training period.
1NCD and AC NCRs conduct a certification exercise, which is equivalent to the FEP for C2 units. RC NCRs only complete a certification exercise if they are mobilized.
4.3.3.5 Integrated Exercises
An integrated exercise is a robust exercise that enables the ISIC to conduct a performance-based assessment of a subordinate unit’s ability to integrate actions into coordinated group operations in a challenging, multiwarfare operational environment.
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4.3.3.6 Certification Exercises
A certification exercise is the equivalent of the FEP for C2 staffs (1NCD and NCRs). 1NCD and NCRs are required to demonstrate proficiency in execution of their NMETs against expected conditions and standards as the basis for certifying in assigned capabilities. The goal is to have C2 staffs certified as maritime security operation-ready by COMSECONDFLT or Commander, Third Fleet (COMTHIRDFLT) supported by the TYCOM and/or force commander.
4.3.4 Major Training Events
Paragraphs 4.3.4.1 through 4.3.4.5 describe the major training events conducted by units in conjunction with the FRTP.
4.3.4.1 Field Training Exercise
The designated exercise control group (typically the respective SRG for 1NCD tactical units) oversees the unit training event called the FTX, lasting from 6 to 14 days, and certifies that the unit meets certain required capabilities. If necessary, the exercise control group identifies areas that require further training. Reassessment of those capabilities takes place during the FEP.
4.3.4.2 Other Navy-Integrated Exercises
NCF units integrate into major Navy training events. Examples of other Navy-integrated exercises are:
1. Rimpac. The purpose of exercise Rimpac is to enhance interoperability between Pacific Rim armed forces, as a means of promoting stability in the region to the benefit of all participating nations. NCF units perform engineering civic action projects and humanitarian assistance in support of CDRUSPACOM to demonstrate U.S. commitment and friendship. Tasking includes construction and renovation of schools, clinics, and community centers, as well as water well-drilling.
2. Continuing Promise. The purpose of exercise Continuing Promise is to train personnel while providing humanitarian assistance to our HNs and send a strong message of U.S. compassion, support, and commitment to the Caribbean and Latin America. NCF units perform engineering civic action projects and humanitarian assistance in support of Commander, United States Southern Command (CDRUSSOUTHCOM) to demonstrate U.S. commitment and friendship. Tasking includes construction and renovation of schools, clinics, and community centers, as well as water well-drilling.
4.3.4.3 Joint- or Multinational-Integrated Exercise
NCF units integrate into joint or multinational training events to support a JTF, JFMCC, or JFLCC, in JTF, GCC, and coalition related exercises. Examples of joint- or multinational-integrated exercises are:
1. Key Resolve. The purpose of exercise Key Resolve is to conduct effective and realistic C2 of all NCF units operating in support of III MEF and the Combined Marine Component Commander. This exercise is designed to familiarize 1NCD FWD battle staff with the Korea OPLAN and the III MEF mission, and gain an understanding of the terrain and conditions of the Korean peninsula.
2. Cobra Gold. The purpose of exercise Cobra Gold is to improve U.S. joint and multinational interoperability, and capability, and to plan and execute complex multinational operations. NCF units perform engineering civic action projects and humanitarian assistance in support of CDRUSPACOM to demonstrate U.S. commitment and friendship. Tasking includes construction and renovation of schools, clinics, and community centers, as well as water well-drilling.
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4.3.4.4 Interagency-Integrated Exercise
NCF units integrate into an interagency training event, typically to support the U.S. Coast Guard, Federal Emergency Management Agency, or other federal agencies concerning homeland security/homeland defense (HD), FHA, HCA, or other military support to civil authority missions.
4.3.5 Employment Certification and Levels of Readiness
Employment readiness certification is based upon completion of required NMETLs assessed during the various phases of the FRTP. The targeted level of readiness for NMCBs, CBMUs, UCTs, and PHIBCBs is an independent unit RFT. The targeted level of readiness for 1NCD and NCRs is maritime security operations-ready. Paragraphs 4.3.5.1 through 4.3.5.5 describe the levels of readiness that each NCF unit progresses through.
4.3.5.1 Expeditionary Surge-Ready
NCF units become expeditionary surge-ready upon completion of the unit’s basic phase training program to be certified in core organizational capabilities, those capabilities specifically called for in the RFF/RFC and completion of the FTX. This certification is usually achieved prior to completion of the basic phase.
4.3.5.2 Ready for Mobilization
A special category for RC units, ready for mobilization marks the completion of the basic phase of the FRTP for RC units and moves the unit into the integrated phase of the FRTP. At this point RC units may receive tasking to execute CRT, deploy a task-organized detachment for a short mission, or participate in an NECC–integrated exercise. Ready for mobilization units may neither be fully manned and trained to full proficiency in all NMETs, nor certified in all their mission capabilities/certification areas.
4.3.5.3 Independent Unit Ready for Tasking
NCF AC units are independent unit RFT certified upon completion of the FEP and the basic phase of the FRTP. NCF RC units are independent unit RFT certified upon mobilization and completion of the FEP. A unit designated independent unit RFT is manned, equipped, and trained to all its NMETs and certified in its mission capabilities. Independent unit RFT certified units may receive tasking in support of Phase 0 operations, HD, FHA, HCA, or other specific, focused operations in support of GCCs. Additional training targets specific missions prior to deployment.
4.3.5.4 Maritime Security Surge
NCF AC units are maritime security surge certified upon entering into the integration phase of the FRTP and prior to completion of an integrated exercise. This level of certification applies to units identified by RFF/RFC as requested surge assets in support of emergent nonmajor combat operations tasking with insufficient time to achieve maritime security operation-ready.
4.3.5.5 Maritime Security Operation-Ready
NCF units are maritime security operation-ready upon completion of an integrated exercise during the integrated phase of the FRTP. To achieve certification, they must demonstrate the ability to operate in joint/coalition operations and proficiency in leading required missions. NCF AC and mobilized RC units designated maritime security operation-ready receive certification in all of their capabilities, achieve integration training across the full spectrum of missions at the operational JFMCC, JFLCC, JTF, or MEF level, and are ready to deploy.
4.4 NAVAL CONSTRUCTION FORCE UNIT ROTATION CYCLE
1NCD operations directorate creates unit type deployment schedules and conducts order development for mission and construction project tasking in synchronization with the FRTP cycle, 1NCD’s call for work, and the project
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planning process. Some NCF units deploy on a regular rotational basis; others do not. The SRGs are not operational units; they are administrative organizations and do not deploy. 1NCD, NCRs, CBMUs, and PHIBCBs deploy in whole (or in part) only to conduct planned exercises or to respond to a contingency mission; they do not conduct rotational deployments. The NMCBs and the UCTs conduct rotational deployments all the time. Refer to COMFIRSTNCDINST 3502.1 (series) for 1NCD and its subordinate units or COMNAVSURFORINST 3502 (series) for PHIBCBs and for graphic representations of the FRTP for each NCF unit type.
Note
1NCD adjusts deployment schedules as necessary. The most current plan is available at: https://www.fleetforces.navy.mil/necc/1ncd/N3/default.aspx.
4.5 CALL FOR WORK PROGRAM
The call for work program is 1NCD’s primary method for programming construction projects that provide CRT opportunities to the NCF. This noncontingency construction supports the sustainment, restoration, and modernization program; improves the quality of life for Sailors and Marines; increases naval readiness by reducing deficiencies at shore facilities; and maintains NCF readiness to respond to global contingencies. CEC officers are on GCC and NCC engineer staffs to aid this process. Additionally, each MEF has a resident Navy CEC officer on staff, as an NCF LNO, who along with other engineer staff officers, acts as a point of contact (POC) to initiate requests for naval civil engineering support.
Note
Navy, Marine Corps, and other DOD agencies should submit project nominations through the web-based call for work system at: https://www.fleetforces.navy.mil/ necc/1ncd/CFW/default.aspx.
The call for work program typically has three planning horizons; far, mid, and near. Figure 4-4 illustrates these planning horizons. At each time horizon, the focus of effort and the planning lead shifts. Products from the far-planning horizon are inputs for the mid-planning effort; similarly, products from the mid-planning horizon are inputs for the near-planning effort.
PLANNING HORIZON
PLANNING LEAD
PLANNING FOCUS OF EFFORT
Far Horizon
1NCD • Project nomination by station to GCC, NCC, and Commander, Navy Installations Command. Cognizant AC NCR assigned by OA after NCF call for work submission. • Cognizant NCR area operations team and NAVFACENGCOM acquisition director conduct informal staffing. • Cognizant NCR rank projects internally prior to call for work conference. • 1NCD and AC NCRs conduct call for work conference and establish an integrated priority list. • 1NCD develops annual employment plan.
Mid Horizon
AC NCR • Cognizant NCR sends next FY design tasking to NAVFACENGCOM or other architect/engineer firm as 1NCD approves call for work. • Cognizant NCR completes designs (100% plans and specifications). • Cognizant NCR publishes WARNORD (tentative tasking).
Near Horizon
Operational Unit
• Conduct project construction management, planning, and execution per the Seabee project phasing model discussed in Chapter 5.
Figure 4-4. Call for Work Seabee Project Development Planning Horizons
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CHAPTER 5
Seabee Project Construction Management, Planning, and Execution
5.1 INTRODUCTION
This chapter provides the operations officer with an overview of the Seabee project phasing model and project construction management, planning, and execution conducted at the unit level. Good construction management, planning, and execution are essential to the ability of the NCF to provide quality construction responses.
Note
The scope of this publication allows only for an overview of Seabee project planning and management and shows how significant tasks and functions performed by the operations officer are integrated. Refer to the Seabee Crewleader’s Handbook for a comprehensive guide in Seabee project construction management, planning, and execution.
5.2 CONSTRUCTION MANAGEMENT
Paragraphs 5.2.1 through 5.2.4 discuss key topics and management tools universally used by the NCF.
5.2.1 Project Numbering
To facilitate construction management, all 1NCD construction projects are assigned a project number. The project number (used universally throughout the NCF) is a seven-character alphanumeric identifier indicating project location and the FY assigned. Refer to Appendix D for more information on project numbers.
5.2.2 Types of Construction Projects
The NCF performs two broad types of construction projects:
1. Facilities Projects. Facilities projects are prepared and executed in order to support an installation’s mission, to meet the Navy’s goals for facilities infrastructure management, and provide the NCF with construction readiness training opportunities.
2. Contingency Projects. Contingency projects support tasking for theater engagement detachments and specific engineer tasking in support of a contingency mission (e.g., OIF and OEF).
Individual projects are classified according to the following four work areas:
1. Repair
2. Construction
3. Maintenance
4. Equipment installation.
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The classification of a project determines the appropriate funding thresholds for the requirement. The funding threshold/budget determines the specific project type.
Further discussion regarding classification of work, facility project development, and funding thresholds is beyond the scope of this publication. Refer to OPNAVINST 11010.20 (series), Facilities Project Instruction, for policy and guidance for the classification, preparation, submission, review, approval, and reporting of facilities projects at Navy shore installations.
NCF units perform project tasking assigned as direct labor in the OPORD that normally fits into one of the following five categories:
1. Special Project. This is a project whose funded cost exceeds the regional commander’s approval limits as specified in OPNAVINST 11010.20 (series) and, in the case of construction projects, is below the MILCON threshold for cost. The cognizant NCR develops bill of materials, master activities, construction activities, and the initial logic network for these projects.
2. Station Funded Projects/Station Design. This is a project whose funded cost is within the regional commander’s approval limits as specified in OPNAVINST 11010.20 (series) and where the same contractor designs and builds the project. NCRs and deployed NMCBs do most of the initial estimates on these projects.
3. NMCB Design/Build Projects. This is a project whose funded cost is within the supported unit CO’s approval limits and where the NCF unit designs and builds the project. The deployed unit designs; develops bill of materials, master activities, construction activities, and the initial logic network; and constructs these projects.
4. CO/OIC Discretionary Projects. The CO/OIC is authorized by the construction project tasking OPORD to allocate man-days for projects to support local commands. These projects are developed and executed in accordance with local command priorities and other constraints. The following constraints apply:
a. Project man-days are allocated by the unit’s OPORD. Deviation from OPORD must be approved by the cognizant NCR before the start of the project.
b. The supported command must provide all materials and make them readily available.
5. Seabee TOA Camp Location Projects. The cognizant NCR camp detachment OIC reviews and approves all proposed TOA location facilities projects. Camp maintenance is allocated man-days in the project tasking OPORD based on discussions between the camp OIC and cognizant NCR. TOA location facilities projects are executed in accordance with Paragraph 2.8.12.
5.2.3 Tasking Documents
Prior to a unit’s deployment, the cognizant NCR provides detailed manning and project planning information. The primary tasking documents issued to the unit during this process are discussed in Paragraphs 5.2.3.1 through 5.2.3.4. Figure 5-1 illustrates tasking documents milestone points that provide timely information to the unit. This timeline focuses on the AC NMCBs, but these procedures are mirrored throughout the NCF.
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TIME (months)
ACTION/DELIVERABLE
D-8 WARNORD (tentative tasking)
D-4 Revised WARNORD or planning order
D-2 OPORD
D+1 ORI
D+2 FRAGORD (revised OPORD), if applicable
Figure 5-1. Tasking Documents
5.2.3.1 Warning Order/Planning Order
The cognizant NCR issues a WARNORD/planning order to NCF units to provide sufficient tentative tasking information to begin planning for their next deployment and assist with planning homeport training efforts. This message is tentative and subject to change. It includes the following planning information:
1. Project number/title/location
2. Design status
3. Funding status
4. Tasked man-days
5. Start/stop work-in-place percentages
6. Project description.
5.2.3.2 Revised Warning Order/Planning Order
The revised WARNORD or planning order message is issued to the deploying unit in conjunction with the deployed unit’s FRAGORD revising tasking based on the deployed unit’s ORI. After the ORI is conducted on the deployed unit and publication of the deployed unit’s revised OPORD, the cognizant NCR issues a revised WARNORD to the scheduled relieving unit. It lists all project tasking based on projected completion of projects currently in progress and any revised priorities from the supported commands as determined by the cognizant NCR. The cognizant NCR shall adjust its material estimating and procurement efforts as required.
5.2.3.3 Operation Order
The OPORD, which includes construction project tasking, is issued by the cognizant NCR. The unit must execute all tasked projects in accordance with the OPORD, which includes the following:
1. Primary construction projects
2. CO/OIC discretionary projects
3. Engineering support tasking
4. Other pertinent data that applies to the upcoming deployment.
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Achieved work-in-place, not man-days, is the basis for OPORD project tasking. The OPORD includes notes that provide specific tasking for each project, such as whether or not the unit will complete the project. The OPORD tasks the unit to complete each project to a definitive milestone. The OPORD also includes a section of special notes giving general project guidance and requirements.
5.2.3.4 Revised Operation Order
After the ORI, the cognizant NCR issues a FRAGORD to the on-site unit revising its OPORD, thus formalizing its revised tasking. Consequently, the unit prepares a revised deployment execution plan. The FRAGORD is the understood contract between the unit and the cognizant NCR; the unit must execute its project workload in accordance with its revised deployment execution plan. This FRAGORD is the basis for future tentative tasking messages and revised tasking messages for follow-on units.
5.2.4 Funding Considerations
At the unit level, MLO controls the project funds, but it is the crewleader’s responsibility to manage the project within cost. When a project comes on line, money is given by the customer to HHQ. The bulk of the money is given to the NCR to purchase CONUS material, and a smaller amount of money is given to the main body and detachments to buy materials locally. This money (for local purchase) is held by station fiscal departments and tracked by MLO.
Every month the MLO completes an Estimate at Completion Report that tracks money spent on the project (including locally procured materials) and provides a projected final cost estimate of the project. Every time an add-on is submitted, the final project cost increases and additional funds must be approved if over the allocated amount. Refer to the Seabee Crewleader’s Handbook and COMFIRSTNCDINST 4400.3 (series) for further information on the estimate at completion report and budget management.
5.3 SEABEE PROJECT PHASING MODEL
The NCF uses a six-phase model to conduct Seabee project construction management, planning, and execution. Figure 5-2 illustrates the NCF’s six-phase Seabee project phasing model. Paragraphs 5.4 through 5.9 discuss each section of the phasing model.
5.4 PROJECT PHASE 0: INITIAL PROJECT PLANNING
Phase 0 is built around an annual cycle and consists of the call-for-work process and development of 1NCD’s annual employment plan. Refer to Chapter 4 of this publication for further information on the call-for-work process. The PHIBCB does not have an active role in the call-for-work process
5.5 PROJECT PHASE 1: PRELIMINARY DEPLOYMENT PLANNING
This phase begins with receipt of the unit’s WARNORD/planning order. The operations officer’s staff reviews project tasking and, using the cognizant NCR’s man-day estimate, develops a preliminary Level I bar chart for the unit. The PHIBCB operations staff does their own project estimates.
The operations officer then tasks projects to the companies and detachments. Each company commander and detachment OIC is expected to identify planning and estimating staff. The planning and estimating staff should include the project supervisors and crewleaders and should also remain relatively stable through the homeport period. A unit’s project responsibilities begin upon receipt of project tasking and continue until beneficial occupancy or the project is turned over to the relieving unit. Preliminary planning involves an in-depth review of all project and site information received on both new-start and turnover projects.
The relieving unit operations officer must obtain schedules of all turnover projects from the on-site unit and carefully review monthly SITREPs of the on-site unit to identify problem areas and possible unplanned turnover projects. The relieving unit operations officer requests all drawings, specifications, master activity messages, and bill of materials for each project tasked by the WARNORD from the cognizant NCR.
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Figu
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For new-start projects, the cognizant NCR provides drawings, specifications, and bill of materials, although occasionally last-minute tasking occurs. Preliminary planning should consist of determining the following:
1. The number of detachments and their manning
2. Special training requirements
3. The basic nature of the tasking (e.g., labor availability by rating).
Once the preliminary planning is complete, personnel manning and assignments for the homeport and next deployment are made. To best employ resources, the unit operations officer establishes relative priorities of the construction effort and the desired start and completion dates. This information is available from the cognizant NCR and is reflected in the deployment OPORD. After designation, the company commanders/detachment OICs work with the operations officer/operations chief to staff companies and detachments. Approximately one-and-a-half months prior to the homeport period, the operations and administrative officers should meet to determine overall staffing requirements and what preliminary excesses and deficiencies exist. This is crucial to the overall planning process. From this information, the operations officer makes preliminary personnel assignments by rank and rating, taking into account future gains and anticipated losses. Once assigned projects, the company commanders/detachment OICs validate personnel requirements for the upcoming deployment.
5.5.1 Unit-Level Project Planning Process
Figure 5-3 illustrates a project planning checklist. This is the primary tool used by the operations officer to monitor the project planning process. This checklist may also be used by operations staff, company commanders, detachment OICs, project chiefs, and crewleaders to identify key tasks and facilitate tracking of planning progress for a project by assigning due dates in the remarks column.
Note
Resource-use charts (discussed in Figure 5-3, line item 31) account only for the first 45 days of the deployment. Subsequent leveling is ongoing throughout the deployment.
Figure 5-4 illustrates the NCF’s project planning process at the unit level. This flow chart is used in conjunction with the project planning checklist (Figure 5-3) and shows the sequence of planning steps inclusive of Seabee project phases 1 through 3. The reference numbers shown on the flow chart correspond to the line item numbers in Figure 5-3.
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LINE ITEM
TASK DESCRIPTION REMARKS
1. Project Assignments. The unit operations officer distributes tasking letters to company/detachments.
2. Designate Crewleaders and Planning and Estimating Staff. Company/detachments, designated crewleaders, and planning and estimating staff are submitted to the operations officer for review and approval.
3. Preplanning Conference. Company commanders, detachment OICs, crewleaders, planning and estimating staff, MLO, and the operations officer attend conferences and resolve all questions.
4. Plans and Specifications. Plans and specifications are received and submitted to company/detachments.
5. Bill of Materials Received. Bill of materials is submitted to company/detachments after material take-off is completed.
6. Review Plans and Specifications. Crewleaders and planning and estimating staff are thoroughly familiar with plans and have highlighted specifications.
7. Milestone List. Company/detachments develop their own milestone list to meet deadlines established by the operations officer.
8. Scope Sheet. Standard project package form is completed by company/detachments and submitted to the operations officer for review and approval; basic scope of work is initially provided in the tasking letter to company/detachments.
9. Identify Required Skills and Training. Company/detachments identify special training required and submit them to the training department for action.
10. Master Activity Listing. Standard project package form is completed by company/detachments and submitted to the operations officer for review and approval; rough man-day estimates and durations is provided for master (Level II) activities.
11. Long Lead Items Identified. Standard project package form is completed by company/detachments and submitted to the operations officer for review and approval; the operations officer forwards a copy of the approved list to MLO; MLO sends appropriate message to the cognizant NCR.
12. Rough Level II Bar Chart. Standard project package form is completed by company/detachments and submitted to the operations officer for review and approval. Rough man-day estimates and durations are used.
13. Construction Activity Listing. Complete listing of construction activities are submitted to the operations officer for review and approval.
14. Independent Material Take-Off. Standard project package form for material take-off is completed by company/detachments and submitted to the operations officer for review and approval.
15. Bill of Materials/Material Take-Off Comparison. Standard project package form is completed by company/detachments and submitted to the operations officer with line items that require add-on/reorders highlighted; the operations officer reviews and approves to complete action.
16. Add-On/Reorder Bill of Materials. From approved bill of materials/material take-off comparison worksheet, the standard project package form for add-on/reorder is completed by company/detachments and submitted to the operations officer for review and approval. The operations officer forwards an approved copy to MLO; MLO sends required message to the cognizant NCR.
Figure 5-3. Project Planning Checklist (Sheet 1 of 3)
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LINE ITEM
TASK DESCRIPTION REMARKS
17. 30/60/90-Day Material List to MLO. Standard project package form is completed by company/detachments and submitted to MLO; MLO enters material status and forwards to the operations officer for action; a separate form for each (30/60/90-day) requirement is submitted.
18. 30/60/90-Day Material List to NCR. Standard project package form is completed by the operations officer and forwarded to cognizant NCR; one form may be used as long as 30/60/90-day requirements are separated.
19. Level III Logic Network. Level III logic network is completed by company/detachments and submitted to the operations officer for review and approval.
20. Level III Precedence Diagram. Level III precedence diagram is completed by company/detachments and submitted to the operations officer for review and approval.
21. Level III Bar Chart. Level III bar chart is completed by company/detachments and submitted to the operations officer for review and approval.
22. Complete Construction Activity Summary Sheets. Standard project package form is completed by company/detachments and submitted to the operations officer for review and approval.
23. Complete Tool Summary Sheets. Standard project package form is completed by company/detachments and submitted to the operations officer for review and approval.
24. Complete Equipment Summary Sheets. Standard project package form is completed by company/detachments and submitted to the operations officer for review and approval; an approved copy of main body projects is forwarded to the Alfa Company commander by the operations officer.
25. Complete Shop Drawings, Slab Layouts, Rebar Bending Schedule, Etc. These are completed by company/detachments and submitted to the operations officer for review and approval; any shop drawing or sketches developed must be submitted for review; a slab layout may be made from a copy of the prints; the copy must be highlighted showing all utility stub-ups/outs, anchor bolt locations, and embedded items; and the rebar bending schedules shall also be submitted where applicable.
26. Complete Master Activity Summary Sheets. Standard project package form is completed by company/detachments and submitted to the operations officer for review and approval.
27. Smooth Level II Bar Chart. From Level III precedence diagram and Level III bar chart, standard project package form is completed by company/detachments and submitted to the operations officer for review and approval.
28. Compare Project and QC Plans. Standard project package forms are completed by company/detachments and QC; the plans are compared and any differences are reconciled.
29. QC Plan Review. Standard project package form is completed by company/detachments and submitted to the operations officer for review and approval.
30. Safety Plan Review. Standard project package form is completed by company/detachments and submitted to the safety officer for review and approval.
Figure 5-3. Project Planning Checklist (Sheet 2 of 3)
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LINE ITEM
TASK DESCRIPTION REMARKS
31. Finalize Packages. Company (prime contractors) develops final resource-use charts for each project for tools and manpower using tool summary sheets and Level III bar charts; resource-level only manpower for each project. Alfa Company develops the unit level equipment resource-use chart using the equipment summary sheets from each project; constraints are identified and resolved with the prime contractors. Detachments develop final resource-use charts for each project for tools and manpower using tool summary sheets and Level III bar charts; resource-level only manpower for each project. Develop detachment-level equipment resource-use chart using equipment summary sheets and identify and resolve constraints.
32. Resource Level. Company (prime contractors) combines input from resource-use charts for each project and current Level I bar chart to develop unit level tool and resource-use charts. Identify constraints and resolve as described in line item 31. Submit final resource-use charts and required changes to main body and detachment Level I bar charts to the operations officers for review and approval.
33. Confirm Material On-Site. Company/detachments review latest project control report/project status report or call deployment site if necessary.
34. Project Briefing. Company/detachments brief the operations officer on all aspects of assigned projects.
35. Unit-Level Training Readiness Assessment-Sustainment. Company/detachments brief the cognizant NCR on all aspects of assigned projects.
36. Deployment Execution Plan. Developed by the operations officer with all plan discrepancies from the unit-level training readiness assessment-sustainment corrected and submitted to HHQ.
Figure 5-3. Project Planning Checklist (Sheet 3 of 3)
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5.5.2 Unit-Level Project Development
Figure 5-5 illustrates 1NCD’s plan of action and milestones for project development. This timeline focuses on the AC NMCBs, but these procedures are mirrored throughout the NCF. The time column indicates the number of months before or after deployment; D-0 is the date the unit’s AP deploys. The project phase column indicates project phase number of the Seabee project phasing model illustrated in Figure 5-2. Figure 5-5 is used in conjunction with Figure 4-3 for a complete overview of the AC NMCB operational cycle.
TIME (months)
ACTION/DELIVERABLE PROJECT PHASE
NUMBER
D-12 • AC NMCB returns to homeport. • AC NMCB finalizes homeport personnel assignments. • AC NMCB prepares recommendations for officer and chief assignments for next deployment.
0
D-10 • Cognizant NCR completes designs (100% plans and specifications). 0
D-9 • AC NMCB determines disaster recovery training requirements (after personnel assignments).
0
D-8 • Cognizant NCR publishes WARNORD (tentative tasking). • AC NMCB requests drawings and specifications from cognizant NCR. • AC NMCB finalizes officer and chief assignments for the next deployment (requires CO approval). • AC NMCB announces project assignments; operations officer distributes tasking letters to companies and detachments. • AC NMCB begins planning for JCS exercises and other engineer detachments. • Cognizant NCR completes cost estimate and bill of materials. • Cognizant NCR requests project funds from customer.
1
D-7 • Cognizant NCR includes newly funded projects on monthly estimate at completion report. • AC NMCB makes initial detachment and main body personnel assignments for deployment.
1
D-6 • AC NMCB makes first cut Level I for project execution based on tentative tasking, and other initial planning steps. Continue on to the detailed planning step as soon as possible.
1
D-5 • AC NMCB begins planning for predeployment visit. • AC NMCB conducts FTX.
1
D-4 • Cognizant NCR publishes revised tasking message. • AC NMCB evaluates revised tasking message from cognizant NCR. • AC NMCB begins deployment project planning. • AC NMCB conducts predeployment projects (some may be executed prior to FTX at unit discretion). • AC NMCB evaluates OPORD from cognizant NCR. • AC NMCB makes predeployment visit.
2
Figure 5-5. Project Development Plan of Action and Milestones (Sheet 1 of 3)
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TIME (months)
ACTION/DELIVERABLE PROJECT PHASE
NUMBER
D-3 • AC NMCB conducts predeployment visits (continued). • AC NMCB completes bill of materials/material take-off comparison. • AC NMCB completes the bill of materials preparation for deployment projects. Transmits 30/60/90-day material requirements to the on-site unit.
2
D-2
• Cognizant NCR publishes OPORD to supporting unit. • AC NMCB arranges for cognizant NCR predeployment brief. • Cognizant NCR conducts an OPORD/expectation brief with supporting unit. • On-site unit orders 30-day material list for relieving unit. • AC NMCB evaluates project status at turnover SITREP message and revises assignments as necessary. • AC NMCB completes predeployment projects. • Unit-level training readiness assessment-sustainment conducted by cognizant NCR.
3
D-1
• AC NMCB completes deployment project planning. • AC NMCB finalizes review of organization and staffing for deployment. • AC NMCB finalizes organization and schedule for AP/main body embarkation. • AC NMCB gives deployment confirmation brief to cognizant NCR. • AC NMCB completes deployment OPORD and goals. • Cognizant NCR publishes turnover letter to supporting units. • On-site unit orders 60-day material list for relieving unit.
3
D-0 • AC NMCB deploys AP and conducts turnover at all sites. • AC NMCB deploys main body personnel. • AC NMCB starts deployment completion report. • AC NMCB begins construction tasking.
4
D+1 • AC NMCB reviews and adjusts deployment execution plan. • On-site unit orders 90-day material list. • Cognizant NCR conducts ORI (30-day review) with supporting unit.
4
D+2 • Cognizant NCR conducts ORI of supporting unit. • AC NMCB prepares for outgoing turnover, including next unit’s predeployment trip.
4
D+3 • Cognizant NCR publishes revised OPORD to supporting unit. • AC NMCB prepares for outgoing turnover, including next unit’s predeployment trip. • AC NMCB receives preliminary construction tasking for homeport and next deployment during the readiness and training conference and evaluates scopes and types of work. • Draft homeport organization and start development of unit readiness and training plans. • AC NMCB meets with cognizant NCR and respective SRG to establish homeport goals for predeployment projects and inspections.
4
D+4 • AC NMCB continues to prepare for current deployment’s turnover. • AC NMCB provides a project status at turnover SITREP message to the cognizant NCR and the relieving unit. Refer to Appendix G for further information.
4
Figure 5-5. Project Development Plan of Action and Milestones (Sheet 2 of 3)
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TIME (months)
ACTION/DELIVERABLE PROJECT PHASE
NUMBER
D+5 • AC NMCB safely completes all revised construction tasking to quality standards and within budget. • AC NMCB finalizes AP and main body embarkation assignment.
5
D+6 • AC NMCB redeploys AP to homeport and conducts turnover with relieving unit at all sites. • AC NMCB completes deployment completion reports prior to leaving the deployment site. • AC NMCB redeploys to homeport.
5
Figure 5-5. Project Development Plan of Action and Milestones (Sheet 3 of 3)
5.5.3 Determination of Unit Tasking
Once the unit or detachment man-day capability is established, the training allocation and projects from the employment plan are tasked until the total of these estimated man-days equals the man-day capability. The estimated man-days of the tasked projects are determined by comparing the difference between the tasked work-in-place at deployment completion and the projected work-in-place at deployment start against total estimated project man-days. The total estimated man-days for each project is obtained from the cognizant NCR unit man-day estimates. The other factors which are considered in determining a unit’s tasking are as follows:
1. Projected turnover tasking
2. Supported unit priorities
3. Material availability
4. Funding status
5. Correlation of resources versus tasking.
Note
Achieved work-in-place, not expended man-days, is the basis for project accomplishment.
5.5.4 Priorities
Units execute projects based on the following priority order unless superseded by specific cognizant NCR direction as follows:
1. Punch list
2. Turnover work
3. New-start
4. Engineering tasking
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5. CO/OIC’s discretionary work
6. Optional construction projects.
5.5.5 Unit Work Schedule
Units set their own schedules, as needed, to accomplish assigned tasking. The work schedule reflects an average of 50 hours of direct labor per Seabee per week, which includes physical and other training. The total workday duration must be set to achieve the desired number of working hours on-site (not including travel, lunch, breaks, etc.). Units must ensure achievement of an average of 9 hours of productive work-per-day.
5.6 PROJECT PHASE 2: DETAILED PROJECT PLANNING
Good project planning is essential to successful project execution. The detailed project planning phase identifies the tools, equipment, materials, and personnel required for each construction activity. Satisfactory execution of construction tasking requires that many resources come together at a specific time and place.
During the detailed planning phase, all bills of materials, QC plans, and safety plans for current and future work are prepared by the planning teams and distributed through the chain of command to the operations officer for review. In addition, the unit begins receiving material status reports from the cognizant NCR with updates in order to monitor the material availability for all projects. This detailed planning phase yields a significant number of questions that are typically resolved during the predeployment trip. Discussion of construction estimating is beyond the scope of this publication. Refer to NTRP 4-04.2.3/General Service Technical Manual (GSTM) 3-34.41/AFPAM 32-1000/MCRP 3-17.7M, Construction Estimating, for further information on components of a project estimate and material takeoff procedures.
5.6.1 Critical-Path Method
Construction planning and management in the NCF is based on critical-path method (CPM) scheduling and is nearly identical to construction management techniques used in the private construction industry. To create the project schedule, project managers/supervisors break a project down into logical, sequenced general areas of work known as master activities. Master activities are further divided into more specific work items known as construction activities.
1. Master Activities. Master activities represent large, functional parts of a project and are based on divisions of the MasterFormat™ standard effective in 2004, as established by the Construction Specifications Institute. This is a universal standard used throughout private construction industry and the DOD. Figure 5-6 lists the standard master activities used by military engineers. After careful review of the plans and specifications, the project is divided into master activities. Master activities are used to develop the Level II construction management bar chart discussed in Paragraph 5.6.2.
2. Construction Activities. Construction activities are subsets of the master activities and identify specific functional parts of the project. Project estimates are organized and formatted using these construction activities. They are generally less than 15 days in duration and require the same resources through the entire duration. Construction activities are used to develop the Level III construction management bar chart discussed in Paragraph 5.6.2. Refer to NTRP 4-04.2.3/GSTM 3-34.41/AFPAM 32-1000/MCRP 3-17.7M for a list of standard construction activities used by military engineers.
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MASTER ACTIVITY
DESCRIPTION MASTER ACTIVITY
DESCRIPTION
00 Procurement and contracting 23 Heating, ventilating, and air conditioning
01 General requirements 25 Integrated automation
02 Existing conditions 26 Electrical
03 Concrete 27 Communications
04 Masonry 28 Electronic safety and security
05 Metals 31 Earthwork
06 Wood, plastics, and composites 32 Exterior improvements
07 Thermal and moisture protection 33 Utilities
08 Openings 34 Transportation
09 Finishes 35 Waterway and marine construction
10 Specialties 40 Process integration
11 Equipment 41 Material processing and handling equipment
12 Furnishings 42 Process heating, cooling, and drying equipment
13 Special construction 43 Process gas and liquid handling, and purification and storage equipment
14 Conveying systems 44 Pollution control equipment
21 Fire suppression 45 Industry-specific manufacturing equipment
22 Plumbing 48 Electrical power generation
Figure 5-6. Master Activities
5.6.2 Levels I, II, and III Planning and Management Bar Charts
Three types of bar charts known as Levels I, II, and III are used for both planning and tracking Seabee construction projects. The operations officer monitors Level II and updates Level I bar charts based on performance and new mission requirements. Bar charts track progress on each project. They show if the project is ahead, behind, or on schedule. Bar charts track actual work-in-place against what was planned. The three levels are as follows:
1. Level I. The Level I bar chart is the primary management tool used by the operations officer and detachment OICs to manage overall unit tasking. Level I bar charts are developed through the planning phases and kept current throughout the deployment. The timeline for a Level I bar chart shows months of the deployment/operation; the vertical line items are individual projects and reflect total man-days planned and/or expended. Figure 5-7 is a sample Level I bar chart.
2. Level II. The Level II bar chart is used to plan a project and control and evaluate progress on each project. The Level II chart is the primary construction management tool used at the company level. A Level II bar chart is maintained for each project. Similar to the Level I in format, Level II shows the master activities of a single project rather than individual projects. It shows a timeline in weeks, the master activities for that
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particular project, and allocated manpower resources. The operations officer also tracks project status using Level II charts provided by each company/detachment.
3. Level III. The Level III bar chart is used to plan, conduct, and manage the day-to-day operations of the project. The Level III chart is the primary construction management tool used by project supervisors and crewleaders. A Level III chart is maintained for each project. The Level III is similar to the Level II in format, but goes into greater detail. It shows a timeline in days, construction activities for that particular project, and crew size by crewleaders. The purpose of the Level III is to provide a plan for crewleaders to accomplish their project tasking. Crewleaders update their Level III bar chart daily. At the end of each 2-week period, crewleaders plot the actual percent completed on their Level II bar chart.
Refer to the Seabee Crewleader’s Handbook for further information on project management, scheduling, and tracking using bar charts.
5.6.3 Seabee Project Package
A standard five section Seabee project package is developed for all tasked projects over 100 man-days, unless otherwise directed. The project package is the collection of all information required to plan, schedule, monitor, and execute a project. It is maintained throughout the life of a project. The information contained therein reflects the complete project requirements and history. Standardized forms used in the project package are available from the cognizant NCR.
Project packages must be continuously updated and revised to be effective working tools. The planning process may use either computer or manual techniques. Project planning packages are a tool for planning, resource reviews, and allocation. They contain the project scope sheet, logic network, bill of materials, bill of materials worksheets and summary sheet, safety plan, QC plan, resource estimates, and construction activity summary sheets. These tools are used to convert information into a procurement and construction schedule.
During the construction phase, inspection reports, field adjustment requests, design change directives, and project correspondence are added to the project package to complete the history file. It also contains all submittals (e.g., samples, shop sketches, and manuals) from various vendors and procurement agencies as well as red-lined, as-built drawings. This project package must be turned over to the relieving unit or transferred to PW as directed by the cognizant NCR upon completion of the project. Refer to Paragraph 5.9 for information on the disposition of project files. Refer to the Seabee Crewleader’s Handbook for Seabee project package requirements.
5.6.4 Tasking Computations
Paragraphs 5.6.4.1 and 5.6.4.3.2 describe tasking computations used to develop labor estimates.
5.6.4.1 Man-Day Capability Computation
The cognizant NCR determines a unit’s workload by matching the total estimated man-days of projects tasked with the man-day capability of the unit at each respective main body and detachment site. The man-day capability (total capability) formula is as follows:
MC = DL × WD × ME × AF
where:
1. MC is the total man-day capability.
2. DL is the direct labor (personnel) assigned to a project(s) or training.
3. WD is the available workdays.
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4. ME is the man-day equivalent, which is the actual man-hours worked “swinging hammers” on the job site during a workday. It is the length of the workday, minus lunch, minus breaks, minus travel time to and from the job site (including lunch), divided by 8 (the number of hours in a man-day).
5. AF is the availability factor, which commonly = 0.75 (main body), 0.80 (detachments), and 0.90 (theater engagement detachments and contingencies), respectively.
Refer to the Seabee Crewleader’s Handbook for additional information on calculating the man-day capability.
5.6.4.2 Available Workdays
The number of workdays available equals the total number of days in the deployment, less the following:
1. All Sundays and nonwork Saturdays
2. All federal holidays
3. Ten days for each turnover
4. One day for change of command (main body only, if applicable).
5.6.4.3 Training Labor Targets
The formula in Paragraph 5.6.4.1 computes the total man-days available for direct labor personnel. This direct labor calculation includes the number of man-days direct labor personnel spend on project sites and in training. The construction project tasking annex of the OPORD provides a deployment training allocation to ensure that deployed training targets are met.
This training allocation only accounts for the training of direct labor personnel. Total training man-days exceeds the direct labor training man-day target since, in direct labor/overhead, personnel are also training. However, since only direct labor training is relevant to the unit’s man-day availability/project-tasking determination process, only direct labor training man-days count against the training allocation.
Paragraphs 5.6.4.3.1 and 5.6.4.3.2 describe how to compute the direct labor training allocation.
5.6.4.3.1 Main Body Direct Labor Training Determination
The direct labor training allocation for a unit main body shall include the following:
1. FTX (readiness exercise) = DL × WD × ME × AF
where:
a. DL is the number of direct labor personnel participating in the training evolution or assigned to the exercise
b. WD is 12 days
c. ME is 1.125
d. AF is .90.
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2. General military training = DL × WD × ME × AF
where:
a. DL is the number of direct labor personnel participating in the training evolution
b. WD is the number of days negotiated with the cognizant NCR
c. ME is 1.125
d. AF is per Paragraph 5.6.4.1.
3. Physical readiness training =
5.6.4.3.2 Detachment Direct Labor Training Determination
The direct labor training allocation for a detachment follows Paragraph 5.6.4.3.1. If a detachment is not scheduled to conduct an FTX or readiness exercise, direct labor man-days are omitted in the detachment’s direct labor training allocation.
5.6.5 Predeployment Trip
Project planning teams developing questions for the predeployment trip is another tool to further the preliminary planning efforts of the unit. It normally includes a visit to the main body and all current and anticipated detachment sites. In addition, the trip usually includes stops at the cognizant NCR. Refer to Appendix E for further information.
5.6.6 Project Planning Teams
Once crewleaders and planning teams are assigned by companies and detachments, they begin detailed project planning. Planning teams use the Turnover Question and Answer Checklist provided in Appendix F to facilitate the planning effort. Planning and estimating is dependent upon receipt of the project plans, specification, and predeployment trip feedback.
They must analyze the on-site unit’s efforts to estimate the point at which each project turns over. This analysis includes a distribution of the resources that are required during various timeframes to accomplish the mission tasking. This data, coupled with modifications to existing networks and new networks, must then be coordinated into a schedule based on the best information available, subject to change as new information surfaces or as priorities change.
In conjunction with the detailed analysis and scheduling effort, the individual company must complete and compare its material take-off to the bill of materials provided by the customer or cognizant NCR to ensure it is correct (referred to as material take-off/bill of materials bounce). When the unit QC office deems the material take-off satisfactory, as prepared by the crewleader, the crewleader receives the NCR bill of materials for the material take-off/bill of materials bounce. The comparison of this independent estimate allows the unit to validate its estimation process and provide the greatest training to the crewleader. The estimate comparison is used to generate a list of additional materials required to complete the project. Each line item on the bill of materials should be associated with a particular construction activity. Additionally, tools and equipment (including safety equipment) needed for each construction activity should be identified and compared with available tools and equipment at the deployment site. If not available, they need to be added to the bill of materials so they are purchased along with the construction materials.
The preparation of the unit bill of materials and the comparison with the bill of materials provided by the cognizant NCR or customer must be completed in sufficient time to order material, but normally not later than
number of sessions × 1 hour × DL × AF 8 hours
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3 months (D-3) prior to departure of the AP. This allows timely transmission of the 30/60/90-day material list to the on-site unit.
A significant part of project planning is preparing for the project turnover. Refer to Appendix G for project turnover planning and must-know information (e.g., project status at turnover, material status at turnover, and turnover conference).
Upon completion of this detailed planning step, the crewleader prepares a preliminary schedule with annotations for all tools, equipment, personnel, time, and material resources. The crewleader works through the project supervisors and company commanders/detachment OICs to finalize and submit. This schedule should be compared with the actual resources available to identify excesses and deficiencies. The unit operations officer, logistics officer, and Alfa Company commander (and HHQ, if necessary) should review the deficiencies to determine solutions. Resource leveling must be accomplished in the prefinal evaluation stage and followup action taken to assure that unresolved deficiencies are corrected. Thorough safety plans (refer to Paragraph 5.8.10) and QC plans (refer to Paragraph 5.8.11) must also be developed for each construction activity.
5.6.7 New-Start Projects
All new-start projects tasked shall be planned through 100-percent completion prior to deployment. The relieving unit coordinates with the on-site unit to start tracking material status. Prior to commencement of work, a preconstruction conference should be held with the contracting officer. Refer to Appendix H for further information on preconstruction conference planning and a preparation checklist.
Note
The term contracting officer is used as a generic term in this publication and makes general reference to the applicable facilities engineering and acquisition division, resident officer in charge of construction (ROICC), and officer in charge of construction (OICC).
5.6.8 Material Management
Key components of material management, accountability, and financial responsibility use the following tools:
1. Bill of Materials. The bill of materials is the primary management tool used to order, track, and manage costs of a project. The bill of materials must include everything needed to complete the project: construction materials, special tools, and safety items not found in the battalion’s TOA, plus any technical assistance required (e.g., balancing a heating, ventilation, and air conditioning (HVAC) system or certifying a fire alarm system).
2. Material Take-Off. The material take-off is an estimating tool used by project planners to create an independent list of estimated materials by type and quantity required to construct the project, performed as discussed in Paragraph 5.6.6.
3. Bill of Materials and Material Take-Off Bounce. These are used to determine shortages or overages of items listed on the bill of materials, performed as discussed in Paragraph 5.6.6.
4. Add-On Bill of Materials and Reorder Procedures. These are processes and procedures used to add or delete items to the bill of materials. Refer to the Seabee Crewleader’s Handbook and COMFIRSTNCDINST 4400.3(series) for further information.
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5.6.9 Project Engineering
Unit engineering requirements are divided into two categories: engineering tasking and project support engineering. In either case, all project plans and specifications must be reviewed for constructability and value engineering. The following describes the two categories:
1. Engineering Tasking. The unit may be tasked to develop plans, specifications, bill of materials, cost estimates, and/or labor estimates for future projects.
2. Project Support Engineering. For tasked projects with architect/engineer developed plans and specifications, additional definitive drawings may be needed or advance base facility drawings may require adaptation to existing site conditions. In these cases, the unit prepares working/shop drawings, field adaptation of drawings/specifications furnished by others, bill of materials/material substitutions, and/or as-built drawings as required.
5.6.10 Contracting Organization Inspection/Submittal Requirements
NCF units must ensure that all project material submittals requiring contracting officer approval are in accordance with plans and specifications prior to installing the material on the project. The project submittal register or log, developed by the designer and maintained by the project crewleader, lists all required material submittals. The unit inspects all material received to ensure that it conforms to the project specifications. These requirements apply to both CONUS and locally procured material. The unit keeps the contracting officer or designee, such as the contracting officer’s technical representative (COTR), advised of the submittal status on all projects.
5.6.11 Subcontracted Work
There are certain construction tasks that Seabees do not typically perform (e.g., asbestos removal, hazardous materials (HAZMAT) abatement, and high pressure welding). There are also other reasons requiring civilian contractor involvement (e.g., certifying fire protection systems, air balancing HVAC systems, and other highly specialized tasks). The unit obtains approval from the cognizant NCR for all work to be subcontracted prior to beginning the contract advertisement/bid process. Refer to COMFIRSTNCDINST 4400.3(series) for contracting guidance.
5.7 PROJECT PHASE 3: FINAL DEPLOYMENT PLANNING AND PROJECT TURNOVER
Paragraphs 5.7.1 through 5.7.5 discuss key topics under Phase 3.
5.7.1 Procurement of Material for the Relieving Unit
The procurement of project material by the on-site unit for both new-start and turnover projects tasked to the relieving unit is critical for the overall strength of the NCF construction program. Failure of the on-site unit to procure adequate material for the relieving unit may cause project delays and slippage, which disrupts the NCF program for two or three succeeding deployments. It is essential that the on-site unit procures project material for the relieving unit. The on-site unit (main body and all detachment sites) shall have 100 percent of the first 30- and 60-day material requirements, 80 percent of the 90-day material requirements, and 80 percent of all remaining materials on hand prior to the arrival of the relieving unit’s AP. The percentage of materials on hand is listed by project for the relieving unit’s tasked projects on the Project Status at Turnover SITREP message. This requirement excludes HAZMAT. Refer to Paragraph G.3.1 for further guidance.
The on-site unit shall submit a monthly local material procurement status SITREP. This SITREP provides the procurement status of all locally procured project material. Refer to list item 2 in Paragraph L.3.2 for further guidance.
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For HAZMAT, the following considerations also apply:
1. Procure all materials coded as HAZMAT (except for bulk materials (e.g., cement and lime)) from CONUS unless specifically approved by the cognizant NCR
2. Minimize the procurement, storage, and use of HAZMAT
3. Do not procure, store, or use HAZMAT that does not have a material safety data sheet
4. Order HAZMAT to arrive on-site no earlier than 30 days prior to project commencement or expected use.
Refer to COMFIRSTNCDINST 4400.3(series) for further guidance on HAZMAT ordering
5.7.2 Unit-Level Training Readiness Assessment-Sustainment
Approximately 1 month prior to the deployment of the AP, the respective SRG and cognizant NCR conduct a unit-level training readiness assessment-sustainment exercise to evaluate the unit’s readiness to deploy. Refer to Paragraph 4.3.3.3 for additional information.
5.7.3 Advance Party and Unit Turnover
The final assignment of personnel and resources to accomplish mission tasking must be completed prior to the deployment of the AP. An AP deploys to the main body location and various detachment sites. The primary mission of the AP is to prepare for the arrival of the unit’s main body, conduct a relief in place and transfer of authority (known as a unit turnover in the NCF). During this timeframe, the planning to date is finalized to ensure immediate employment of main body personnel. Refer to Appendix I for information on AP staffing and conducting the unit turnover. Refer to COMFIRSTNCDINST 5450.1, Seabee Camp Turnover, for conducting forward TOA location camp turnover.
5.7.4 Main Body Arrival
The arrival of the main body indicates the end of the primary planning cycle. Planning continues throughout the deployment to further refine in-progress and planned projects, especially during the first 30 days of construction to prepare for the ORI.
5.7.5 Turnover Results
Based on turnover results, the preliminary deployment execution plan receives revisions and confirmation within 30 calendar days of the main body’s arrival at the deployment site. The cognizant NCR (copy to the respective SRG) receives the revised deployment execution plan for approval at the ORI. The deployment execution plan shall include the following information for the main body and each detachment site:
1. Unit construction organization
2. Labor availability/personnel distribution
3. Deployment calendar
4. Level I deployment schedule
5. Level II schedule for each tasked project
6. Man-day availability/tasking requirement analysis.
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5.8 PROJECT PHASE 4: PROJECT EXECUTION
Project execution includes actual construction and project monitoring. Construction techniques are beyond the scope of this publication and are taught in various technical schools. Project monitoring is the technique used to evaluate the status of a project and compare the actual progress to the scheduled progress. Paragraphs 5.8.1 through 5.8.14 contain an overview of key project management topics under Phase 4. Refer to the Seabee Crewleader’s Handbook for further information on project monitoring.
5.8.1 Operational Readiness Inspection
An ORI is conducted by the cognizant NCR approximately 30 days into the deployment. The ORI is a complete review of the unit’s performance to date and is used to update the unit’s tasking based on current on-site situations. The cognizant NCR issues a FRAGORD to the resident unit and a revised tasking message to the future follow-on unit.
The ORI is internal to the unit and focuses on project execution, programs, and procedures directly impacting project execution, including supply functions and CESE utilization. The ORI primarily involves unit personnel. However, to assist in the review process, the unit should arrange meetings with supported commanders/COs and/or PW officers.
The ORI also develops and revises tentative tasking for the next two units. The review takes into account the following factors:
1. Unplanned turnover from the previous unit on-site
2. Revised unit project planning information
3. Current material status
4. Revised/new station priorities
5. Revised unit/detachment capability projections
6. New priority tasking
7. Field adjustment requests/scope change
8. TOA location camp maintenance
9. Main body/detachment organization
10. Labor availability/personnel distribution
11. Level I deployment schedule
12. Level II schedule for each tasked project
13. Marked-up Level III
14. Resource leveling/man-day capability by rate/tasking analysis
15. Deployment calendar
16. Complete project packages
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17. Time card data
18. Preliminary deployment execution report
19. Local material status report for projects tasked to follow-on units.
5.8.2 Project Monitoring
The unit executes its project workload to successfully complete its OPORD tasking. It is imperative not to compromise the construction precedence to merely continue reporting work-in-place. During routine construction, there is no excuse for poor quality. The unit shall adhere to the following priorities to accomplish its tasking:
1. Safety
2. Quality of work
3. Production
4. Within budget.
Once the unit issues its revised deployment execution plan, this plan shall not change unless specifically approved by message from the cognizant NCR. The unit shall track the actual project work-in-place and continually compare it to the scheduled project work-in-place for that time. If the actual project work-in-place is less than the scheduled work-in-place by more than the percentages shown in Figure 5-7, the unit shall take the following action:
1. Advise the cognizant NCR in the next SITREP message of the unit’s plan to bring the project back on schedule. This plan details the unit’s actions to bring the project back on schedule and should address any impact that the plan has on other project tasking. If the unit determines that a project cannot catch up with its original schedule and cannot meet tasking, the unit should immediately notify the cognizant NCR and the relieving unit if it is to result in an unplanned turnover. If the result causes unplanned turnover, the unit shall forward a copy of the project package to the relieving unit so that it may begin planning.
2. The work-in-place curve shall be continuous throughout the history of a project. The only exceptions to this policy are approved scope increases or decreases.
3. If the unit wants to revise the currently reported work-in-place on a project for any reason, it should submit a request for the change to the cognizant NCR, with a detailed justification for the revision. This also applies during unit turnovers when the relieving unit disagrees with the percent completed being reported by the on-site unit.
Even if construction problems or local material procurement problems occur, the unit must still manage resources to accomplish the OPORD tasking. This may include balancing or shifting of labor, equipment, or materials.
There is an allowable deviation between the actual and scheduled work-in-place. Figure 5-8 shows the allowable percent deviation between the actual work-in-place and the scheduled work-in-place.
5.8.3 Bar Charts
Bar charts are used to plot and track progress on each project. At the end of each 2-week period, companies and detachments plot the actual percent complete on each Level II bar chart by taking the percent complete from the SITREP feeder provided by the crewleader and plotting it against the percentages contained in the left column of the Level II bar chart. The operations officer consolidates inputs from each Level II and updates the unit’s Level I. Refer to the Seabee Crewleader’s Handbook for further information on the use of bar charts, SITREP feeder, and the unit SITREP.
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TOTAL PROJECT (Man-Day Range)
ALLOWABLE PERCENT DEVIATION (Actual Work-in-Place vs. Scheduled Work-in-Place)
0–1,000 Man-Days 10%
1,000–2,000 Man-Days 5%
2,000+ Man-Days 2.5%
Figure 5-8. Project/Allowable Deviation
5.8.4 Project Reporting Requirements
The NCF uses various feeder reports to provide company commanders/detachment OICs and department heads information required for resource monitoring. Appendix L discusses standard NCF reporting requirements.
5.8.5 Visiting the Projects
The CO and the operations officer shall periodically visit each project site to check progress. The operations officer sets the expectations during homeport planning for all unit project sites with company commanders and detachment OICs, who in turn set them with crewleaders. If project conditions are below expectations, the operations officer notes the situation and takes the appropriate actions via the chain of command. If the project is on or ahead of schedule, the on-site personnel should receive commendations immediately and personally.
Ensure any project discussions take place with the proper responsible party. Make it a habit to personally check in with the project supervisor, offer assistance, and provide information on the purpose of the visit. In the absence of the project supervisor, contact the next senior person. Any project direction should be given only to the company commander or detachment OIC. Proper use of the chain of command in this regard ensures a productive and quality output through higher unit morale. Before departing, debrief key personnel, informing them of observations and analyses of the current situation. This is an effective tool for establishing open communication and good rapport with project and detachment personnel. The effectiveness of the operations officer depends largely on the rapport the officer establishes with all levels of the chain of command.
Note
Operations officers should address any deficiencies noted during the project visit with the senior member on-site. Issues related to safety or quality may be significant enough to warrant immediate corrective action; but, in general, concerns must be raised with the appropriate level of the chain of command to avoid on-the-spot direction being given to the crewleader or crew member.
The operations officer also typically schedules several detachment visits during the deployment. On these detachment visits, the operations officer is the direct representative of the CO and should act accordingly. Detachment visits include a review of all detachment actions that could affect unit policy or troop morale. Operations officers should offer assistance in resolving issues outside of the operations department AOR and follow up on these issues with the responsible departments upon returning to the main body. Additionally, the operations officer may need to hand-carry items to and from detachment and main body locations. This service is invaluable, especially at remote detachment locations. Make every effort to accommodate the request if possible and arrange excess baggage authorization, if necessary.
As the command representative on detachment site visits, the operations officer should make calls to the PW officer/contracting officer and members of the host command. These calls foster good working relationships between the detachment and the host command. They may also prove invaluable in increasing the effectiveness of the detachment. If time constraints or schedule conflicts prevent these calls, at a minimum, the contracting officer and key host command personnel should know a command representative is on-site.
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Upon return from a detachment visit, the operations officer should brief appropriate staff members on the findings. This gives a more responsive approach to the detachment’s needs. This brief is also an opportune time to follow up on personal inquiries received during the trip and to distribute hand-carried material.
In the day-to-day activities of the main body, it is easy to forget a detachment that is several thousand miles away. The operations officer must ensure that all detachments get the main body support needed to do their jobs. The operations officer should promptly follow up on all questions and problems.
The main body and detachments must be ready to receive official visitors from outside their command. Refer to Appendix J for further information on official visitors.
Refer to the Seabee Crewleader’s Handbook for further information on project visits.
5.8.6 Regular Meetings Attended by the Operations Officer
Meetings provide a platform for obtaining information and disseminating policy and guidance. While meetings are necessary, they should be kept to a minimum and involve only essential personnel. Perhaps the most important meeting is the operations meeting. The atmosphere in the operations meeting must be one where parties introduce and discuss problems freely, without fear of reprisal, and where all parties are working together toward a common goal. The operations officer must be well-prepared for the meeting and take charge, leading the discussion to areas that provide the most benefit to the command. The operations meeting, if conducted properly, also provides an excellent basis for the operations officer to evaluate the effectiveness of the middle managers. Refer to Appendix K for information on the meetings by the operations officer. Another important meeting is the preconstruction meeting. Prior to commencement of work, a preconstruction conference is held with the contracting officer. Refer to Appendix H for further information on preconstruction conference planning and a preparation checklist.
5.8.7 Involvement of Supported Command’s Contracting Office
NCF operations officers must liaise with and ensure cognizant contracting offices are actively involved with their unit’s construction projects. The contracting office and their representatives must take part in preconstruction meetings and frequent site visits and play a major role in addressing the NCF unit’s QC program in accordance with the contracting office’s Quality Assurance Program. The NCF unit’s operations officer must seek the supported unit and contracting office’s feedback to ensure expectations regarding quality are being met and that mission requirements are being satisfied.
5.8.8 Project Design Changes
Approved design change directives and field adjustment requests are the only authorized means of creating changes to project plans and/or specifications. The unit, contracting officer, or customer may initiate changes to project plans or specifications. Changes are processed in a manner similar to the procedure used by the contracting officer for civilian contractors. The two methods are:
1. Design Change Directive (DCD). A DCD is a customer initiated/contracting officer directed change. It must be approved by the contracting officer prior to execution by the NCF unit. It is informally known as a DCD in the NCF.
2. Field Adjustment Request. A field adjustment request is a contractor requested change. These requests initiated by the crewleader seek approval for an alteration to the original project plans due to situations such as site conditions differing from the original plans or print defects discovered. The crewleader must advise of any impact on tasked work-in-place. Changes that require 50 or more man-days of additional direct labor or increase the cost of the project by $500 or more, require approval of the cognizant NCR. The contracting officer has final approval on field adjustment requests. These are informally known as a FAR in the NCF.
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If a significant scope change is approved after the unit’s FRAGORD has been issued, the unit revises its execution plan and advises the cognizant NCR of the impact on project tasking. In such cases, the cognizant NCR issues a FRAGORD revising the units project tasking.
NCF units incorporate all changes into the project package; update plans/as-built red-line drawings and/or specifications upon receipt of approved design change directives and field adjustment requests.
5.8.9 Project Drawings and Files
NCF units maintain the following project drawings and files:
1. File Drawings. A set of project drawings shall be on file in the operations office, as well as available at each project site. Each drawing identifies the design agent and includes approval signature and the date.
2. Drawing Changes. Approved field adjustment requests may warrant changes to existing drawings or preparation of additional drawings. Amended drawings shall include authorizing signatures and the approval date. The unit must forward copies of field-revised drawings to the cognizant NCR. 1NCD camp detachment OICs must also receive copies of drawings for camp projects.
3. As-Built Drawings. Two sets of marked-up drawings known as red-lined drawings reflecting as-built conditions are maintained throughout the project.
4. Project Files. Each project shall have an up-to-date project file. The relieving unit should receive updated files for incomplete projects as part of the turnover. In cases where the unit is not relieved on-site, the cognizant NCR receives the updated project. Under no circumstances shall the unit retain project files when it redeploys to homeport.
5.8.10 Safety Plan
The operations officer monitors the results of safety inspections and reports as they affect work schedules. The operations staff keeps the operations officer informed on the status of projects’ safety plans. Involvement of the operations officer is a must if corrective action in the form of a safety infraction or rework is required.
Safety is the responsibility of all hands. The unit safety officer is responsible for administering the unit safety program and providing technical guidance. Company commanders and detachment OICs are responsible for the development of subordinate safety plans and ensuring that they are followed. Each project also has a safety petty officer assigned. The safety petty officer is responsible for ensuring the daily safety plan and lectures are carried out. Lectures shall include the construction activities planned for that day’s work.
All command echelons in the NCF employ operational risk management and shall incorporate it into safety plans and operations. Refer to the Seabee Crewleader’s Handbook for further information on safety plans.
5.8.11 Quality Control Plan
The operations officer monitors the results of QC inspections and reports. The operations staff keeps the operations officer informed on the status of projects’ QC plans. Involvement of the operations officer is a must if rework is necessary. The unit notifies the cognizant NCR of all rework estimated to require over 50 man-days or $500.
QC plans establish checks and balances to ensure that workmanship and materials meet the plans and specifications. The crewleader is responsible for ensuring the project is in compliance with QC plans. It is essential that all QC functions are performed prior to beginning subsequent dependent activities. The crewleader conducts continual inspection of activities in progress. The QC chief/staff conducts daily inspections of construction quality to ensure work complies with plans and specifications.
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The contracting officer is responsible for inspection and surveillance of ongoing Seabee projects and for reviewing daily QC reports to ensure compliance with plans and specifications. The contracting officer approves the QC plan before the start of any construction. Any discrepancies noted by the contracting officer are corrected in the unit’s QC plan prior to starting work on the project. Refer to the Seabee Crewleader’s Handbook for further information on QC plans and procedures.
5.8.12 Photographic Coverage
NCF units must submit digital photographs to the cognizant NCR to document operations, using the highest resolution to ensure the pictures are adequate for publications and presentations. They should depict all significant achievements and evolutions of the main body and detachments.
Candid photos are preferable, but careful screening is necessary to ensure that the photographs portray a professional image in order to make a good impression. Photos depicting safety violations, poor construction procedures, and/or unsatisfactory uniforms or grooming standards should not be submitted. Uses for photographs include the following:
1. Presentations and briefings to a higher authority
2. Monitoring unit performance and measuring command effectiveness
3. Indoctrination of personnel reporting to the unit
4. Providing public relations data to various groups
5. Indoctrinating units that are to deploy to a particular location
6. Emphasizing construction milestones or problem areas.
Photographic coverage primarily supports project documentation, accident, and public affairs photographic requirements.
5.8.12.1 Project Documentation and Monitoring
The most important photographic coverage depicts the execution of a tasked project. This includes various exercises, training, and construction projects. Digital photos should chronologically cover all major milestones (e.g., groundbreaking and ribbon-cutting events and other situational developments), clearly depicting status and progress. To allow for ease of comparison, all photos should be taken from the same position, direction, and distance. Project photographs should be included in the project documentation and turnover packages provided to the relieving unit.
5.8.12.2 Accident Coverage
Photographic coverage shall document accident investigations and safety violations. Photographs are an invaluable training tool in avoiding future occurrences. They are admissible legal evidence as to the facts surrounding a certain accident and, in some cases, are submitted to higher authority. The following is guidance for accident investigation and safety violation photos:
1. Photograph all accidents and conditions surrounding the accident site
2. Provide a general map area to illustrate the angles from which the photos were taken
3. Use notes to record any significant nuances depicted in the photo.
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5.8.12.3 Public Affairs
Most public affairs coverage illustrates a completed project or people performing a mission. This photo coverage is primarily for press releases, spouses, organization briefings, cruise books, and unit newspapers. All press releases must have command approval and be in accordance with applicable public affairs instructions. These photos generally receive wide dissemination and should be as follows:
1. Oriented toward personal aspects of the mission
2. Accompanied by captions or articles
3. Of general interest.
5.8.13 Determination of Work-In-Place and Man-Days Remaining
The operations department performs a self re-evaluation at the end of the fourth month of deployment to ensure that everything is on schedule. The self re-evaluation coincides approximately with the predeployment trip of the relieving unit.
Work-in-place and man-days remaining are a reflection of how much work is complete and how much work remains on the project; it does not involve the number of man-days expended. Work-in-place or project man-days remaining calculations should not include man-days expended. The list below explains work-in-place and man-days calculations:
1. Work-in-Place and Man-Days Remaining Calculations. Work-in-place and man-days remaining shall be determined by actual construction in place. Each master activity is assigned a given weighted percentage of the total project (agreed to by the unit at the ORI with the cognizant NCR). This weighted percentage is based on the estimated man-days for each master activity compared to the total estimated man-days for the project. Then each master activity receives a percent complete status. For master activities that are complete, the percent complete equals 100. For master activities not started, the percent complete equals zero. When the master activity is under construction, the unit assigns the percent complete for that master activity based on an actual measurement (e.g., linear feet, cubic yards, and square feet) of work-in-place from Level III activities. The overall project reflects the percent of work-in-place for each master activity. Figure 5-9 is an example of a project with four master activities.
2. Actual Work-in-Place. This calculation uses the weighted percentages and percent complete activities from Figure 5-9. Weighted percentages must not change after the ORI without approval from the cognizant NCR. Use the following formula: Actual work-in-place = (weighted percent × percent complete). (See list item 1 in Paragraph 5.8.13.) Figure 5-10 is an example of an actual work-in-place calculation.
3. Project Man-Days Remaining. This calculation uses the man-days estimated and percent complete activities from Figure 5-9. Remaining man-days required to accomplish all master activities (not just those tasked to the unit) that have not started shall be determined by review of the project Level IIs and IIIs and activity summary sheets. Use the following formula: Remaining man-days = (man-days estimated × [1-percent complete]). (See list item 1 in Paragraph 5.8.13.) Figure 5-11 is an example of a man-days remaining calculation.
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MASTER ACTIVITY
MAN-DAYS ESTIMATED
WEIGHTED PERCENT
PERCENT COMPLETE
PROJECT WORK-IN-
PLACE
MAN-DAYS REMAINING
10 Site Work 80 0.200 100 20.0 0
20 Slab 120 0.300 70 21.0 36
30 Utilities 50 0.125 60 7.5 20
40 Pre-Engineered Building
150 0.375 0 0.0 150
Total 400 100 48.5 206
Figure 5-9. Sample Project with Four Master Activities
Actual Work-In-Place = MA 10: 0.200 × 100 = 20.0
MA 20: 0.300 × 70 = 21.0
MA 30: 0.125 × 60 = 7.5
MA 40: 0.375 × 0 = 0
Total 48.5
Figure 5-10. Actual Work-In-Place
Man-Days Remaining = MA 10: 80 × (1 - 1.00) = 0
MA 20: 120 × (1 - 0.70) = 36
MA 30: 50 × (1 - 0.60) = 20
MA 40: 150 × (1 - 0.00) = 150
Total 206
Figure 5-11. Man-Days Remaining
4. Direct Labor Analysis. Comparing the estimated percent complete and the earned work-in-place percent complete curves shows whether a project is behind or ahead of schedule. The labor analysis should be divided into considerations of crew efficiency and the actual availability factor. The considerations, listed below, provide guidance. Both the efficiency and availability of workers may make the actual performance different from the planned performance. Units must meet planned AF. The following considerations are also applicable:
a. If the estimated man-days equal actual/expended man-days and the project is behind schedule, the man-day estimate is inaccurate and/or the crew is inefficient.
b. If the estimated man-days equal actual/expended man-days and the project is ahead of schedule, the man-day estimate may have been too high and/or the crew is very efficient.
c. If the actual/expended man-days are more than the estimated man-days and the project is on schedule, the man-day estimates may have been too low.
d. If the estimated man-days are greater than actual/expended man-days, the crew is not meeting the planned availability factor, regardless of the project status. Adjustments are necessary to ensure crews
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get to the work site. The actual AF must be determined to ensure the planned AF is met. Find this by using the following formula:
Actual AF = where:
(1) Actual man-days are the man-days expended based on unit time cards
(2) DL is the direct labor assigned to the project
(3) WD is the available workdays
(4) ME is the man-day equivalent.
Note
If the actual AF is less than the planned AF, the unit will rarely accomplish its tasking. Refer to Paragraph 5.6.4.
5.9 PROJECT PHASE 5: FINAL PROJECT TRANSFER/CLOSE-OUT
On beneficial occupancy date and final turnovers, the contracting officer prepares a reassignment letter or inventory transfer documents. The unit shall comply with the following during the final transfer/close-out phase of each project. Refer to Figure G-1 for additional turnover checklist information.
1. Punch List. Following the preliminary acceptance inspection, the unit expeditiously completes punch list items. With the possible exception of small items of minor work (usually cosmetic in nature), the punch list items are corrected prior to establishing the usable completion date.
2. Transfer Letter. Immediately after customer acceptance of the facility by the activity, a transfer letter is forwarded to the contracting officer, the cognizant NCR, and the cognizant NCR Camp Detachment OICs (for in-camp projects). The transfer letter should include the following as attachments:
a. One set of as-built drawings
b. All installation, operation, and maintenance manuals, and parts catalogs for installed equipment
c. A statement of actual material (CONUS and local) and statistical labor costs. If requested by the customer, the cognizant NCR provides statistical man-day labor costs.
3. Acceptance. The contracting officer forwards an acceptance letter to close out the project. This letter should become a permanent part of the project file.
4. Completed Files. Completed project files shall be retained in the deployed location operations files for the designated warranty period. After this period they may be discarded except for in-camp project files, which shall be forwarded to the cognizant NCR.
5. Project Turnover. Every effort must be made to minimize unscheduled turnover of projects either at the punch list state or with incomplete final transfer documentation. Projects should not be beneficial occupancy dated or turned over to the customer in an effort to get credit for work-in-place. Excessive punch list items are a reflection of a project not yet ready for turnover and should be completed prior to the beneficial occupancy date. The relieving unit shall not plan for any substantial man-days for a project reported as complete, making it critical for the on-site unit to resist the temptation to report a project complete when significant work still remains. During turnover, the relieving unit shall ensure that all correspondence is current and all project files are up-to-date before accepting the project.
Actual MDs DL × WD × ME
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6. Warranty. The outgoing unit shall provide a listing of all completed projects still under warranty with warranty expiration dates.
7. Certificate of Cost Incurred. When required, the cognizant NCR provides applicable input for preparation of the Certificate of Cost Incurred.
8. Recapture of Funds. After the beneficial occupancy date, the cognizant NCR recaptures all remaining project funds to return to the major claimant/customer. If there is a concern over probable warranty items, the unit should request approval to retain contingency funds.
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CHAPTER 6
Logistics and Resource Management
6.1 INTRODUCTION
This chapter discusses various methods used for project logistics and resource management at the tactical unit level. Sustainment, one of the six joint functions discussed in Paragraph 3.3, is the provision of logistics and personnel services necessary to maintain and prolong operations until successful mission completion.
6.2 LOGISTICS/SUSTAINMENT
COMFIRSTNCDINST 4400.3 (series) is the primary document that promulgates supply/logistics policies and clarifies procedures for all 1NCD AC and RC subordinate units. The PHIBCBs are fleet units under the NBGs and follow the respective Naval Supply Systems Command (NAVSUP) publications; P-485 (Volume I), Naval Supply Procedures Afloat Supply; P-485 (Volume II), Naval Supply Procedures Supply Appendices; and P-485 (Volume III), Naval Supply Procedures Ashore Supply. JP 4-0 provides an overview of planning, associated C2 systems associated with logistics, and the seven core logistics capabilities associated with the sustainment joint function. The core logistics capabilities are as follows:
1. Supply
2. Maintenance operations
3. Deployment and distribution (formerly known as transportation)
4. Health service support
5. Engineering
6. Logistics services
7. Operational contract support.
Naval doctrinal publication (NDP) 4, Naval Logistics, also provides insight into core logistics capabilities but does not include operational contract support and is undergoing a major overhaul to align with JP 4-0 at the time of this publication.
Paragraphs 6.2.1 through 6.2.7 discuss the NCF’s capabilities in logistics operations at the operational and tactical level using the JP 4-0 core logistics capabilities. Refer to unit-specific TACSOP Annex D, Logistics, for further information.
6.2.1 Supply
The NCF is capable of limited organic supply support. Figure 6-1 illustrates the nine supply classes per JP 4-0.
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SUPPLY CLASS DESCRIPTION
Class I Subsistence: includes all types of food and potable water
Class II Clothing/Textiles/Individual Equipment/Tools: includes general stores (e.g., tentage, administrative supplies, and small arms)
Class III Bulk Petroleum, Oils, and Lubricants (POL): includes packaged items
Class IV Construction/Barrier Material: includes lumber, concrete, and barrier materials (e.g., barbed wire and sand bags)
Class V Ammunition: includes all types of conventional ammunition, ranging from small arms rounds to bombs, and ordnance materiel
Class VI Personal Demand Items: includes Navy Exchange and ships store merchandise for health and welfare
Class VII Major End Items: includes items such as ships, vehicles/CESE, aircraft, and missiles
Class VIII Medical Material
Class IX Repair Parts: includes repair parts for CESE
Figure 6-1. Supply Classes
NCF relies on the supported organization for selected consumer-level and full intermediate-level ground supply support, including Class I (subsistence).
NCF units do not deploy to support construction projects with Class IV (construction) materials other than those required to establish their own camp. Financial support for Class IV material procurement is the responsibility of the supported command. To provide the necessary Class IV material support and contracting authority, the NCF establishes, as required, logistic support areas and integration with logistics nodes; other CSS installations commensurate with the level of operations to ensure responsive and timely support for the sustainment of the engineer/construction effort. Class IV material management support resides primarily in the NCR and NMCB. Upon agreement, NCF units may serve as the Class IV material project procurement agents for supported commands. NCF units do not have Class VII (standard bridging) assets in their TOA.
Naval Facilities Expeditionary Logistics Center (NFELC) (located at Naval Base Ventura County (NBVC) Port Hueneme, California, and under NAVFACENGCOM), in coordination with 1NCD N41 (Supply) and N43 (TOA Readiness), resupplies Seabee-unique items to NCF units wherever they deploy. It provides the systems that 1NCD uses to manage its TOA supplies and equipment for AC and RC forces. NFELC also coordinates with NBG/PHIBCB logistics officers for the NSE TOAs (both the P01A and TA-55). Refer to NTRP 4-04.2.1 for additional information on classes of supply and NFELC support of the NCF. Refer to COMFIRSTNCDINST 4400.3 (series) for 1NCD supply information.
6.2.2 Maintenance Operations
The NCF is capable of organizational and intermediate levels of maintenance on organic equipment. NCF units use the Navy’s 3M program to schedule and conduct routine maintenance. Primary maintenance capability lies within the NMCB and the PHIBCB for TOA equipment. Private contractors conduct most depot-level maintenance for CESE, but other military Service maintenance depots and NFELC Construction Equipment Divisions located at construction battalion center (CBC) Gulfport, Mississippi, and NBVC Port Hueneme, California, also conduct maintenance. For non-CESE items (e.g., weapons and communications equipment) the cognizant NCR in coordination with NFELC makes decisions on how and who conducts depot-level maintenance. Refer to NTRP 4-04.2.1 for additional information on the levels of maintenance and construction equipment division support of the NCF.
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6.2.3 Deployment and Distribution
The global force manager for the NCF is 1NCD, except for the PHIBCBs. Force movement requirements and embarkation for units assigned under 1NCD are managed by two MCCs located at CBC Gulfport, Mississippi, and NBVC Port Hueneme, California. These MCCs, in coordination with the FMCC, located at 1NCD HQ, plan, coordinate, and execute the inter- and intra-theater movements of NCF units or other assigned or attached subordinate elements from and through ports of embarkation and debarkation. The two NBGs coordinate movements of their respective PHIBCBs.
The NCF requires external support for operational and strategic levels of deployment. NCF units travel to and from theaters using land, sea, and air transportation provided through Commander, United States Transportation Command and its three Service components: Military Sealift Command (MSC), AMC, and the Surface Deployment and Distribution Command. The majority of NCF personnel with limited TOA equipment travel by airlift for most missions. In addition, NMCB, NCR, and PHIBCB TOAs are also pre-positioned on the three geographically dispersed MPSRON. All NCF TOAs are capable of deploying via MSC or MSC–contracted ships from homeports or OCONUS TOA sites.
The NCF is capable of organic distribution support at the tactical level. Organic medium and heavy line-haul vehicles transport NCF elements in echelons. Primary line-haul capability resides in the NMCB. NCF units require external motor transport augmentation to move the complete TOA and personnel in one convoy. The use of organic transportation to move the NCF units degrades its ability to provide simultaneous construction/ engineering support.
Two MCCs, under the cognizance of the local SRG, act as the executive agent of 1NCD’s FMCC. The MCCs do the following:
1. Maintain technical continuity in embarkation processes and training
2. Provide support to the NCRs for tasks involved with the planning, routing, scheduling, authorization, and transport via air, sea, and land in support of the movement of personnel, supplies, and other Service requirements
3. Act as the single POC as reachback support for 1NCD units that are deploying or redeploying.
6.2.4 Health Service Support
Health services maintain, preserve, and restore the combat power of the force in war and peace. The only units within 1NCD that have an organic medical capability are the NMCBs. The NMCB provides basic medical and dental support to other NCF units when colocated.
Refer to unit-specific TACSOP Annex D, Logistics, and COMFIRSTNCDINST 6000.1, Seabee Medical Procedures, for information on medical services, battalion aid station operation, and unit MEDEVAC procedures.
6.2.5 Engineering (General)
The NCF is fully capable of executing general engineering support. It is capable of extensive engineering efforts involving detailed planning and preparation to meet standards, design, and construction criteria from the initial/expedient standard through permanent infrastructure construction. The NCE, providing C2 over an NCF organization, has a reachback capability that taps into a wide range of NAVFACENGCOM design expertise and construction contracting capability beyond the organic capabilities of assigned NCF units.
Chapter 2 discusses task-organized general engineer company-sized organizations capable of conducting multiple vertical and horizontal construction projects, and specialized functional organizations in support of embarkation, MPF, CBR, and others.
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6.2.6 Logistic Services
The NCF has limited capability of services support to organic NCF units in the functional areas of postal, legal, pastoral care, exchange services, civil affairs support, and graves registration. It typically relies on the supported unit for these services.
Most NCF units have limited organic-food service support capability.
Most NCF units are capable of limited self-administration. The NMCB, UCT, and CBMU require administrative services and disbursing support from a supported unit when not deployed as part of an NCE with an NCR. PHIBCB detachments may deploy with some level of administrative assets or they may reachback to the PHIBCB rear echelon for administrative support.
6.2.7 Operational Contract Support
Most NCF units have a limited capability to provide contractor quality assurance oversight. An NCE is capable of construction project management as described in Chapter 5 but requires specific contracting authority to provide limited contracting capability or augmentation from NAVFACENGCOM contracting officers for a robust capability to award and administer construction, facility service, maintenance, and operations contracts.
6.3 PROJECT RESOURCE MANAGEMENT
Paragraphs 6.3.1 through 6.3.5 discuss financial management, the TOA, and CESE.
6.3.1 Financial Management
The major responsibility for financial management rests with the unit’s logistics officer. However, the operations officer must provide funding requirements and feedback on project accounting. Although actual accounting procedures differ, depending on the cognizant NCR, the funding types are the same. Typical funding types encountered by NCF units include the following:
1. O&MN. Each unit receives O&MN funds from their ISIC to finance day-to-day operations. O&MN funds are dispersed in the form of OPTARs for maintaining and replenishing the TOA, providing parts, POL, equipment, and materials and special tools for camp maintenance. The logistics officer is responsible for managing these funds.
2. Other Procurement, Navy (OPN). Financial responsibility for expenditures of OPN funds is minimal at the unit level. The primary purpose of OPN funds is to finance investment items, such as special tools or equipment in excess of $250,000 per item. OPN funds are generally used for initial TOA outfitting and new additions or changes, regardless of cost. Funds are programmed and disbursed by NFELC, NBVC, Port Hueneme, California.
3. Project Funds. Funds for contributory support projects generally come from one of three sources: supported unit O&MN, nonappropriated, or military construction. The operations officer must be aware of both the source of funds and funds available for each project in that these parameters often govern the project execution methods. Statutory requirements and local funding limitations in the O&MN or nonappropriated areas are a consideration in every case. Poor financial management may lead to a disaster in supported unit relations but is avoidable if resource utilization on each project is closely monitored and controlled. Refer to the supported command for precise information on available and allocated funds for each project.
4. Other funds. Carefully examine other fund sources and limitations to ensure they are used appropriately.
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6.3.2 Table of Allowance
NAVFACENGCOM develops and maintains all NCF, NSE, and expeditionary force allowances. TOA custodians for forward TOA camp locations are normally the logistics officer; the SRG supply officers are the TOA custodians for the homeport TOAs.
All maintenance costs are chargeable to the unit or the forward TOA camp location’s O&MN OPTAR with the exception of civil engineering end items, appropriated purchase account items, initial issue of complete kits, and assemblies when a component shipping program is available at a fleet industrial supply center. Request new/replacement TOA tool kits through the cognizant NCR only. The maintenance for CESE equipment is charged to the forward TOA camp location’s OPTAR, not the on-site unit. Tools and equipment must be maintained at 100 percent of the authorized TOA.
NFELC has the sole responsibility for the development, publication, and biennial update of the NCF TOA. The camp czar at 1NCD forward TOA locations is the direct representative of the 1NCD TOA manager and is responsible for monitoring the TOA at the camp. A complete list of facilities, equipment, and supplies contained in each TOA is found on NAVFACENGCOM’s ABFC/TOA Web site: https://abfcview.navfac.navy.mil/login.cfm. The list is accessed by choosing ABFC/TOA and entering the unit’s TOA alphanumeric designator in the search box. Access requires a .mil address or a DOD digital certificate. Figure 6-2 illustrates the common NCF TOAs, each with a corresponding ABFC component number.
Special tool and equipment requirements not found in TOAs are often filled on a short-term basis through rental, lease, or borrowing from a local source. Unless the item is useable on several projects, the project requiring the equipment incurs the costs of rental or leasing. If the item is for general usage (e.g., equipment repair or camp maintenance) the unit’s operating funds are used. Whenever possible, rental, leasing, or borrowing is accomplished through another government agency to minimize costs and administrative burden. Specific use agreements must be signed between the parties involved when tools and equipment are rented, leased, or borrowed. The following checklist is provided to assist in monitoring special tool and equipment assets:
1. Maintain a complete list of all tools’ subcustody to each detachment site
2. Ensure that each company has a complete list of their checked-out equipment
3. Ensure that required biweekly tool inventories are performed and that shortages are accounted for or on order
4. Ensure that central tool room personnel perform the required planned maintenance system on all power equipment
5. Ensure that issued equipment is properly stored and used
6. Limit the number of personnel authorized to check out equipment from central tool room
7. During project planning, identify equipment that is critical to a particular job and monitor usage to ensure availability and operability when needed
8. Ensure the logistics department maintains a complete record (an annotated inventory listing is generally the best method) of equipment distribution by company, detachment, site, staff element, or project, and that this listing is periodically provided to the operations staff
9. Work closely with the logistics officer to ensure adequate systems are used to maintain the availability of equipment.
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ABFC COMPONENT NUMBER DESCRIPTION
P01A PHIBCB (assault echelon, assault follow-on echelon, JLOTS, and homeport support)
P05 CBMU
P25 NMCB
P29 NCR modular
P30 1NCD
P32 Construction capability augment
P35 UCT
P36 NMCB ADR (rapid runway repair component)
P47 Mobilization and training
TA55 PHIBCB (MPSRON rollup)
TA57 NMCB+NCR (MPSRON, less NMCB FIE equipment)
Figure 6-2. Naval Construction Force—Tables of Allowance
6.3.3 Civil Engineering Support Equipment
Each NCF TOA has CESE and related repair parts. A unit is normally augmented with additional equipment to satisfy peacetime tasking requirements. The Alfa Company commander controls all CESE at both the main body and detachment sites, ensuring the equipment is maintained and properly used. CESE is divided into the following categories:
1. Automotive. Equipment having an equipment category code between 0001/00 and 0999/0. This category of equipment includes all cars, trucks, trailers, and wheeled hauling equipment.
2. Materials-Handling Equipment. Equipment having an equipment category code between 1000/00 and 1999/99, including all forklift-type equipment. This equipment is unique in that its inventory is controlled by NAVSUP. All other equipment inventories are controlled by NAVFACENGCOM.
3. Construction Equipment. Equipment having an equipment category code between 2000/00 and 9999/99. This includes all construction items such as tractors, conveyors, cranes, excavating equipment, crushers, asphalt plants, concrete plants, and special hauling equipment (e.g., water, asphalt, and concrete transit mixer trucks).
CESE is also divided into the following three basic groups:
1. Organic CESE. This equipment is assigned as part of the unit TOA. A list of all organic CESE is contained in the current inventory listing, provided by the cognizant NCR.
2. Augment CESE. This equipment is assigned for specific project requirements to support outlying detachments or to supplement the organic TOA. Augment equipment may encompass all equipment assigned to a unit, if a standard allowance is deployed for contingency purposes. Due to the limited number of construction mechanics, it is important that only essential augment items are requested.
3. Theater-Provided CESE. CESE belonging to the HN, other services, and multinational forces are present in every theater. Since CESE may be in short supply, particularly at the beginning of a contingency operation, planning ahead and confirming use of this equipment is important. Specific use agreements must be signed between the parties involved if CESE is rented, leased, or borrowed. Also, a realistic evaluation of the
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equipments’ operational capability, availability of repair parts, licensing requirements, and maintenance personnel must be considered.
6.3.3.1 Repair Parts
NCF units have large inventories of CESE repair parts assigned with the TOA. These parts are maintained in automotive repair parts, an outlet of supply. However, automotive repair parts are normally contained in the Alfa Company spaces for access by the mechanics. Automotive repair parts are stocked by NAVSUP modifier codes that are dictated by the specified COSAL. COSAL modifier code 97 contains parts that are common and modifier code 98 contains parts that are peculiar. Modifier code 96 is a mini-modifier code 97 applicable to the NMCB AIRDET only. The modifier codes are comprised of parts determined essential from equipment maintenance history. COSALs are maintained at specified stocking levels and are designed for a period of 90 days of support. As items are expended, replacement parts are ordered by the unit. The operations officer must be familiar with the repair parts support program as it may severely impact mission execution.
6.3.3.2 Equipment Maintenance
The equipment maintenance function must also receive attention from the operations officer since an effective PM program is key to proper availability and utilization. The NCF uses the 3M program for equipment maintenance. Conflicts that frequently occur in the area of availability versus required maintenance are minimized by ensuring that all key Alfa Company personnel are aware of unit schedules and planned evolutions. Equipment manager involvement is necessary in the planning phase for construction projects and other functions where equipment is required. This allows sufficient time to analyze requirements and equipment availability to determine priorities where conflicts are apparent. The operations officer should maintain situational awareness of the location and condition of all equipment by equipment category code.
Refer to the Seabee Crewleader’s Handbook for further information on equipment management concerning project execution. Refer to COMFIRSTNCDINST 11200.2, Naval Construction Force Equipment Management Instruction, for procedures on the day-to-day operation and upkeep of automotive, construction, and support equipment.
6.3.4 Materials
Materials for construction projects and camp maintenance are not contained in the TOA. They are determined by project tasking. Without Class IV materials, NCF units cannot accomplish their mission.
6.3.4.1 Performance-Based Agreement for Class IV Material
To satisfy the NCF and MEF requirements for Class IV material worldwide, HQ Defense Logistics Agency, Defense Supply Center Philadelphia (DSCP), 1NCD, HQ Marine Corps, and Installations and Logistics have formed a partnership and share business processes to establish the strategic objective of leveraging organic/ commercial resources to acquire and deliver Class IV construction material to designated sites, regardless of site location. To accomplish this, 1NCD/DSCP memorandum of agreement was established in April 2004 to support 1NCD. As part of this memorandum of agreement, a performance-based agreement for Class IV material was established providing guidance and procedures for Class IV material support to 1NCD and MAGTF units.
The performance-based agreement for Class IV material is part of a Navy logistics integration initiative to integrate the Navy and Marine Corps logistics chain while improving its responsiveness for the attainment/ sustainment of Class IV material to forward deployed forces by ensuring delivery of the right items, in the right quantity, at the right time, to the right place, and at the right price. During predeployment and deployment phases, 1NCD and MAGTF units use their appropriate chain of command to execute support actions under the performance-based agreement. Refer to the Naval Logistics Integration Playbook for further information.
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6.3.4.2 Logistics Department Support
Material procurement, tracking, and control prior to receipt at the deployment site are generally outside the cognizance of the operations or logistics officers. Thus, the unit must maintain close coordination with other agencies to ensure timely receipt and information. Once the material is received on-site, an effective material management program is crucial. The receipt, storing, and issuing of all materials is a function of the logistics department and is accomplished through the MLO. The MLO is responsible for receiving, inspecting, segregating, storing, and issuing all construction and camp maintenance materials. For the MLO to function effectively, the operations staff must provide timely and accurate information and support.
The logistics department is generally not directly involved in providing project materials to outlying detachments. However, they may provide assistance through followup on outstanding materials. For an effective interface between operations and supply, the operations department must understand the logistic department’s requirements as discussed in COMFIRSTNCDINST 4400.3 (series). Conversely, the logistics department must understand the operations department’s requirements as dictated by the mission tasking. Every effort must be made to prevent last-minute panic and interruptions. This is best accomplished by joint advanced planning and continuous day-to-day liaison. The logistic department’s mission is to support the needs of the unit. As such, the logistics department must know how and where to obtain items that are not in stock. Refer to the Seabee Crewleader’s Handbook for further information on material management concerning project execution.
6.3.5 Tools
Effective tool management requires knowledge of what tools are available, where they are located, when and where they are required, and their overall condition. The logistics department is responsible for obtaining, storing, and issuing all tools. Custody of all tools must be transferred at unit turnover. The four types of tools are as follows:
1. Allowance or Organic. These individual tools or tool kits are part of the TOA.
2. Augment or Nonorganic. Augment tools (consisting of tools above and beyond the assigned TOA) are required for specific tasking. They are provided as required from another allowance such as the P32 TOA through the cognizant NCR. The operations department must be aware of all assigned augment tools. Periodically, these assignments are reviewed, in conjunction with the logistics department, to determine if they are still needed for mission accomplishment. Seek guidance from the cognizant NCR for disposition instructions.
3. Project Purchase. Special tools required for a specific project that are not normally available in any allowance are purchased with project funds, if renting, leasing, or borrowing is not viable or cost effective. The requirement for these tools must be explicitly stated on the project bill of materials. These tools are turned over to the supported unit upon completion of the project for which they were ordered. If the supported unit does not want them, they become part of the central tool room augment tool inventory and shall be reported to the cognizant NCR.
4. Rent/Lease/Borrow. When purchasing is not viable or economical, special tools may be resourced through rental, lease, or by borrowing as discussed in Paragraph 6.3.2.
Refer to the Seabee Crewleader’s Handbook for further information on tool management concerning project execution.
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APPENDIX A
Reserve Forces Mobilization and Integration
A.1 INTRODUCTION
This appendix provides operations officers with an overview of roles, responsibilities, and RC–specific issues concerning mobilization/demobilization challenges.
A.2 ROLES AND RESPONSIBILITIES
The NCF RC organizes under 1NCD as commissioned commands that include FIRST NCR, THIRD NCR, SEVENTH NCR, NINTH NCR, and their subordinate units. NCF RC is also integrated into AC units (e.g., AC NCRs, CBMUs, and PHIBCBs). The NCF is a fully integrated active/reserve force, with active duty and/or full-time support billets in RC NCRs and NMCBs, and RC key staff billets at AC NCRs and within 1NCD. The PHIBCBs do not have full-time support billets, but Selected Reserve (SELRES) detachments led by OICs that have required designators and/or skill sets. In addition, these SELRES detachment OICs may be designated to perform reserve shadow staff functions of the AC PHIBCB.
Activation of the RC makes force expansion possible to meet GFM and TPFDD demand signals. Mobilization is the general term used for activation of reserve forces. Mobilization authority resides with the President, Congress, or Service Secretaries as specified in Title 10 United States Code (USC). Recall authority and limitations differ based upon the reason for mobilization. Figure A-1 illustrates the various mobilization authorities and duration.
NECC’s mobilization management plan (under development) provides guidance and procedures for mobilization. The HHQ N1 directorate provides oversight of all mobilizations, active duty for special work (ADSW), 2- or 3-year recall, mobilization for Service augmentee, and active duty for training (ADT) for duty longer than 30 days.
A.2.1 First Naval Construction Division Special Staff for Reserve Affairs
A Navy RC CEC senior officer serves as the special assistant to COMFIRSTNCD on reserve policy, processes, and utilization.
A.2.2 Navy Reserve Forces Command
Navy Reserve Forces Command organizes into six regional Navy reserve readiness commands. A Navy captain leads each Navy reserve readiness command and has an administrative staff that oversees and assists in the operations of Navy operational support centers (NOSCs) and Navy reserve force units within the region. The Navy reserve readiness command’s mission is to maintain assigned personnel and equipment in a state of readiness and availability, which provides peacetime support and permits rapid deployment in the event of partial or full mobilization.
The NOSC is responsible for supporting the individual reservist’s mobilization readiness. Reservists are assigned to an RC unit or detachment and drill at a designated NOSC or their parent command as dictated by the unit’s
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PUBLIC LAW
MOBILIZATION LEVEL
INVOKED BY
REASON
APPLICABLE TO
LIMITATION
10 USC 12301(a)
Total/Full Congress
War, national emergency, or otherwise authorized by law
Ready Reserve, Standby Reserve, and Retired
Duration of war or emergency plus 6 months
10 USC 6485
Total/Full Congress
War or national emergency
Fleet Reserve Duration of war or emergency plus 6 months
*10 USC 12302
Partial President
National emergency Ready Reserve (SELRES/IMA/IRR)
1,000,000/ 24 months
10 USC 12304
Presidential reserve call-up
President
Operational requirements
SELRES/IMA Involuntary
200,000/ 270 days
10 USC 6485 (a)(2)
Selective President
National emergency Fleet Reserve None
10 USC 688
Selective SECNAV
National defense interest
Retired members of the Navy with 20 years of active duty and Fleet Reserve
None
10 USC 12301(b)
Selective SECNAV
No purpose specified Ready Reserve 15 days
* See Figure A-2 legend for a list of acronyms and abbreviations.
Figure A-1. Mobilization Authority and Duration
Unit Readiness Training Plan or FRTP. Refer to NTRP 4-04.2.1 for information on how the Navy Reserve supports the NCF.
A.3 UNIT MOBILIZATION PROCESS AND CONSIDERATIONS
Mobilizations are unit focused. Involuntary mobilization orders are issued for personnel mobilized in support of overseas contingency operations including OIF/OEF. Involuntary mobilization orders are written under Title 10 USC, Section 12302. Mobilization order authorization is for up to 365 days duration but can be terminated upon completion of mission. The actual duration of the individual’s orders is determined by the reserve tracking number and fleet response tracking event number. Figure A-2 illustrates the six types of RC orders and their intended use. For further information on Commander, Naval Reserve Force (COMNAVRESFOR) policy and guidance, refer to COMNAVRESFOR Instruction (COMNAVRESFORINST) 1001.5 (series), Administrative Procedures for the Drilling Reserve and Participating Members of the Individual Ready Reserve (IRR).
A.3.1 Mobilization Process
A unit’s mobilization process starts with the approval of a fleet response tracking event number by the SecDef. A by-name-roster is compiled by the mobilizing unit’s mobilization LNO about 12 months before the unit’s AP reports to the Navy mobilization processing site (NMPS). The by-name-roster aligns the unit’s manning and Defense Readiness Reporting System-Navy (DRRS-N) requirements for the deployment with personnel. The mobilization LNO is typically a reservist assigned to the staff and mobilized up to 1 year in advance of the unit’s deployment under a reserve tracking number sourced by the HHQ N1. The by-name-roster provides information
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for the mobilization alert message submitted by the HHQ to its ADCON chain of command for briefing and approval by the appropriate authority per SECNAV Memorandum of August 20, 2008.
Upon approval of the mobilization alert message, reserve tracking numbers are generated and individual orders written against each line requirement in the by-name-roster. The reserve tracking numbers are the mobilization to billet authority and is specific between officer and enlisted pay grades. Allow 4 to 8 weeks between by-name-roster submission to reserve tracking number generation. NOSC notifies individual members of mobilization. Members report to the NOSC, are screened for duty, and sent to the NMPS for gain to active duty.
ORDER TYPE
USE POLICY/ GUIDANCE
ORDER RESPONSIBILITIES
COMMENTS
AT
Per Title 10 Section E, RC members are authorized 14 days annually (includes travel days). Policy is to allow 12 days CONUS with one additional travel day. OCONUS orders are up to 17 days duration with two travel days allowed (19 total).
1. Title 10 USC, Subtitle E, Part I, Chapter 1005, Paragraph 10147
2. Title 10 USC, Part II, Chapter 1209, Paragraph 12301(b)
3. COMNAVRESFORINST 1001.5F
4. A-2
Member generates request for orders in Navy order writing system. NOSC screens member’s record as fit-for-duty, and for financial delinquency before approving; then routes to member’s command funding authority; and finally to ticketing agency. Orders are liquidated using DD Form 1351-2, via NOSC and supporting personnel support detachment (PSD). Member is required to report to NOSC before executing orders.
Policy is set annually. Refer to current policy note.
IDTT
Per Title 10 Section E, RC members are authorized 48 drills (24 days) annually. Use in conjunction with member’s drills (base pay) to allow member to travel to training site. Authorized for personnel who must travel more than 100 miles from home or reserve center.
1. Title 10 USC, Subtitle E, Part I, Chapter 1005, Paragraph 10147
2. COMNAVRESFORINST 1001.5F
Member generates request for orders in Navy order writing system. NOSC screens member’s record for financial delinquency before approving; then routes to member’s command funding authority; and finally to ticketing agency. Orders are liquidated using DD Form 1351-2, via NOSC and supporting PSD. Member is not required to report to NOSC before executing orders.
ADT
An additional period of AT, which may be authorized, for training, schools, or gaining command support. Travel may or may not be authorized for ADT.
1. COMNAVRESFORINST 1001.5F
Member generates request for orders in Navy order writing system. NOSC screens member’s record for financial delinquency before approving; then routes to member’s command funding authority; and finally to ticketing agency. Orders are liquidated using DD Form 1351-2, via NOSC and supporting PSD. Member is not required to report to NOSC before executing orders.
Figure A-2. Types of Reserve Component Orders (Sheet 1 of 3)
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ORDER TYPE
USE POLICY/ GUIDANCE
ORDER RESPONSIBILITIES
COMMENTS
ADSW/ ADOS
Member volunteers for ADSW/ADOS for duty over 29 days in duration, not to exceed up to 365 days in the same FY. Funded through Echelon II working capital fund.
1. COMNAVRESFORINST 1001.5F
Command generates approved ADSW/ADOS request with or without a by-name-roster. Request is forwarded to Echelon IV for approval, then forwarded to NECC and COMUSFLTFORCOM for action by NPC.
If order/ project duration is less than 179 days, command must pay for members per diem expenses. If orders are over 180 days, it is considered a PCS move and member gets station allowances.
PRC
Often called presidential recall: a voluntary recall to active duty for up to 270 days, by order of the President of the United States in support of national emergency or contingency operations.
1. Title 10 USC, Subtitle E, Part I, Chapter 1209, Paragraph 10304
2. Title 10 USC, Section 101(a) (13).
Member applies for advertised position; applicants are screened for position by requesting command.
Commonly used for contingency operations.
Figure A-2. Types of Reserve Component Orders (Sheet 2 of 3)
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ORDER TYPE
USE POLICY/ GUIDANCE
ORDER RESPONSIBILITIES
COMMENTS
Mobili-zation
(INVOL/VOL)
Currently used to support Executive Order 13223 OEF and OIF.
1. Title 10 USC, Subtitle E, Part I, Chapter 1209, Paragraph 12301(d) & 12302
2. Title 10 USC, Section 101(a)(13)
3. SecDef Memorandum of June 19, 2007, for Utilization of the Total Force
4. Assistant SecDef Memorandum of August 26, 2008, for Reserve Component Alert/Mobilization Decision Process Implementation.
An RFF is generated. HHQ tasks subordinate units based on unique capabilities. Two types of orders are written: 12302 involuntary recall or 12301D in which individuals volunteer for mobilization. All orders are written for 365 days with requirement tracking numbers being assigned to each set of orders written. Fleet response tracking or event number relative to individual orders determines the actual length of time an individual is mobilized. SecDef requires each member receives a minimum of 60 days for notification (notification is made by NOSC with a goal of 180 days of notification before report date for mobilization). Per NAVADMIN 235/08, Reserve Component Individual Augmentation Mobilization Business Rules, NPC 4G1 may write orders for 60 days, which can be waivered by the individual to 30 days.
Legend ADOS active duty operational support IMA individual mobilization augmentee PCS permanent change of station ADSW active duty for special work INVOL involuntary PRC Presidential Reserve Call-up ADT active duty for training IRR Individual Ready Reserve PSD personnel support detachment AT annual training NAVADMIN naval administrative (message) USC United States Code IDTT inactive duty training travel NPC Navy Personnel Command VOL voluntary
Figure A-2. Types of Reserve Component Orders (Sheet 3 of 3)
Navy Personnel Command (NPC) policy requires all reservists to complete and screen for duty based on Military Personnel Manual 1300-318 (NAVMED Form 1300-4 and NAVPERS Form 1300-22) before the member executes mobilization orders. Other theater specific screening requirements are completed at the NMPS before the member is provided post-mobilization training by an SRG. Post-mobilization training is typically 4 to 12 weeks in duration for units and 2 to 4 weeks duration for individuals needing only expeditionary refresher training.
The PHIBCBs submit a by-name-roster with required report dates via the cognizant NBG to NPC Reserve Mobilization Branch Head. SELRES check out of their NOSC once activated and report to NMPS. After completion of NMPS, they report to PHIBCB for integration into companies.
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A.3.2 Special Considerations
SecDef policy states that reserve units and individuals receive a 1:5 dwell time goal, which is a 1:5 ratio of the mobilization employment period versus homeport time. Dwell is calculated in days. Dwell time is reset with a second set of involuntary recall orders within the limits of 730 days cumulative active-duty time in a running 6-year period.
Mobilization employment period time is defined as the time after the member leaves the NMPS when gained to active duty, until the member completes the demobilization processing at the NMPS. Time that does not count toward mobilization employment period includes post-mobilization leave and absences (terminal leave), medical hold, mobilization time specifically for individual skills training, or ADDU qualifications for deployment. Periods of active duty not considered mobilization employment period time are counted as dwell time until a subsequent tour of active duty with involuntary mobilization orders per Title 10 USC, Section 12302.
Individuals who are required to report with less than 60 days notification must sign a voluntary waiver of 60-day notification form. Members volunteering to be mobilized within their allotted dwell (1:5) must sign a volunteer acknowledgment form even for involuntary orders under Title 10 USC, Section 12302. These forms must be submitted by the gaining command to the HHQ in order for the NPC Mobilization Order Writing Branch to issue individual mobilization orders. Mobilization orders are specific to the individual and include all individual stops required for processing and training before reporting to the ultimate duty station/command.
A.3.3 Extensions and Rollover Orders
Personnel volunteering for an extension of their mobilization orders past the expiration of the reserve tracking number, who volunteer to mobilize with a unit other than their own parent command, or who volunteer to rollover for another deployment in a new reserve tracking number, must submit a formal request through their ADCON chain of command to their HHQ’s N1 no later than 90 days from the date of mobilization or continued mobilization (rollover). If request is approved, the member is required to sign a voluntary service agreement for continuing active duty form. The COMFIRSTNCD is the approval authority for requests from 1NCD subordinate units. The PHIBCB CO is the approval authority for requests from PHIBCB RC personnel.
Note
Volunteer acknowledgment and voluntary service agreement forms are regularly revised by NPC. For the latest forms, refer to: http://www.npc.navy.mil/CareerInfo/ Augmentation/Pers4G1/.
A.4 UNIT DEMOBILIZATION PROCESS AND CONSIDERATIONS
Demobilization is the process of obtaining release from active duty and returning back to the SELRES (drilling reserve), IRR, or civilian sector. Demobilization orders are automatically generated by NPC 4G1 based on post-mobilization training track, deployment time, and terminal leave total time. All reserve tracking numbers terminate on the same date unless notification is provided to NPC 4G1.
A.4.1 Demobilization Process
A unit or command submits a demobilization phasing plan to HHQ N1 no less than 60 days prior to redeployment. This plan provides the phasing plan for individual demobilization and details those who need to be extended past the reserve tracking number expiration date. Extensions require OPNAV approval and gaining command concurrence on a case-by-case basis.
A.4.2 Special Considerations
Navy mobilization policy states members must report to NMPS within 15 days of arriving in CONUS. All orders state: the “Members should be demobilized when the mission requirement is complete or no longer required.”
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Order modification requests for individuals required to stay on orders beyond 15 days must be routed to the HHQ N1 via the member’s chain-of-command as part of the demobilization phasing plan. Additional considerations are as follows:
1. Extensions are limited to either 30 or 45 days in duration.
2. Medical holds are transferred once in NMPS to medical reserve tracking numbers.
3. Legal holds are transferred to legal reserve tracking numbers once the host command receives guidance from the respective force legal officer.
4. Schools are not authorized on the returning deployment.
5. All personnel are required to execute demobilization orders as written.
6. Unit flag and PSD personnel do not transfer back to readiness support sites and original PSD until all collective routing indicator reserve tracking numbers are closed out.
A.5 REFERENCES
For further information on the individual augmentation program and RC mobilization/demobilization, refer to the following references:
1. CJCSI 1301.01 (series), Individual Augmentation Procedures
2. OPNAVINST 1001.24 (series), Individual Augmentation (IA) Policy and Procedures
3. OPNAVINST 3060.7 (series), Navy Manpower Mobilization/Demobilization Guide.
Refer to the Expeditionary Combat Readiness Center’s Web site for additional references and information on individual augments: http://www.ecrc.navy.mil/1/idc_predeploy/faqs.htm.
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APPENDIX B
Naval Construction Force Unit Type Fleet Response Training Plans
B.1 INTRODUCTION
This appendix provides the operations officer with graphic representations of each NCF unit type FRTP. Refer to Paragraph 4.3 for an overview of the NCF’s FRTP program and definitions of events and certifications.
Figures B-1 through B-6 depicts a sample FRTP for the following type units respectively:
1. 1NCD
2. AC NCR and RC NCR
3. AC NMCB and RC NMCB
4. UCT
5. CBMU
6. PHIBCB.
Refer to COMNAVSURFORINST 3502 (series) for Navy surface force response plan guidance. The PHIBCBs follow this guidance.
Refer to COMFIRSTNCDINST 3501.4, Naval Construction Forces (NCFCs) Fleet Response Training Plan (FRTP), and COMFIRSTNCDINST 3502.2 (series) for comprehensive information on the Fleet Response Plan and FRTP for 1NCD and its subordinate units.
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Figure B-1. First Naval Construction Division Fleet Response Training Plan
Figure B-2. Naval Construction Regiment Fleet Response Training Plan
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Figure B-3. Naval Mobile Construction Battalion Fleet Response Training Plan
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Figure B-4. Underwater Construction Team Fleet Response Training Plan
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Figure B-7 is a legend for abbreviations and acronyms used in this appendix. Refer to COMFIRSTNCDINST 3502.1 for further information.
ACRONYM/ ABBREVIATION
MEANING ACRONYM/ ABBREVIATION
MEANING
AT annual training IEX integrated exercise
CART command assessment of readiness and training
IURFT independent unit ready for tasking
CE command element MOB mobilization
CERTEX certification exercise MRX mission rehearsal exercise
CPX command post exercise MSO-R maritime security operations-ready
CTG/MSC combined task group/major subordinate command
RFM ready for mobilization
ESR expeditionary surge-ready RTC readiness and training conference
FEP final evaluation period ULTRA unit-level training readiness assessment
FRTP fleet response training plan ULTRA-C ULTRA–Certification
FTX field training exercise ULTRA-S ULTRA–Sustainment
Figure B-7. Legend of Fleet Response Training Plan Abbreviations and Acronyms
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APPENDIX C
Communications Predeployment Planning Checklist
C.1 COMMUNICATIONS PREDEPLOYMENT PLANNING CHECKLIST
This appendix provides the operations officer and key personnel with general guidance for communications predeployment planning as it relates to CIS equipment and personnel. This information is applicable from preparing for a full unit regular deployment through a small detachment going to a contingency operation. Figure C-1 is a checklist for predeployment planning as it relates to CIS equipment and personnel.
Note
This checklist is not all-inclusive but serves as an operations officer guide for the major considerations involved in communications redeployment preparation. Refer to COMFIRSTNCDINST 2000.2 or the appropriate NBG/PHIBCB instruction as applicable for further information on CIS planning.
LINE ITEM
TASK DESCRIPTION REMARKS
1. Review Existing Plans and Orders. OPLAN and OPORD communications-electronics/CIS annexes, TPFDD files, planning guidance, and any other appropriate documentation, including after-action reports and CIS annexes from previous operations of a similar nature and unit SOPs should be reviewed.
2. Prepare Troop and Equipment Lists. Determine and prepare personnel requirements and the troop list. The troop list should include rank, rate/rating, line number, and billet description. The CIS officer should determine equipment requirements and prepare an equipment list summarizing all CIS items to be deployed.
3. Request Augmentation. Request augmentation of personnel and/or equipment if shortfalls exist in either area. The CIS officer must be familiar with any existing memorandums of agreement for support from other Services and the procedures for exercising those agreements, as well as procedures for obtaining support from the RC.
4. Coordinate Frequencies. Identify the type and number of frequencies required in sufficient time and forward to the frequency manager. Make liaison with the frequency coordinator no later than 30 days prior to the required use date so that required frequencies are obtained, assigned, and distributed. The frequency coordinator provides guidance on frequencies used in garrison, during embarkation, in transit, and in the OA.
5. Request Satellite Access. The CIS officer should identify requirements and coordinate requests no later than 50 days prior to the required use date for satellite access through the frequency manager.
6. Compile a Publications Library. Embark general and technical publications to ensure that deployed units have access to the information they need. It may be advantageous to maintain some publications on mass storage media.
Figure C-1. Communications Predeployment Planning Checklist (Sheet 1 of 3)
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LINE ITEM
TASK DESCRIPTION REMARKS
7. Initiate Telecommunications Service Requests. To request U.S. or HN commercial resources, a telecommunications service request must be submitted. The telecommunications service request format is found in various Defense Information Systems Agency circulars and should also be included in the unit CIS SOP. Telecommunications service requests are normally submitted via the chain of command well in advance of the operation.
8. Conduct Communications/CP Exercises. These exercises are designed to test personnel and equipment readiness. In a communications exercise, the viability of the communications network is tested. In a CP exercise, unit staff functioning and information systems support are exercised to prepare for an operation. The optimal way to test both the staff and the adequacy of CIS support is by combining these two exercises. The staff becomes familiar with the information systems they employ in the operation and the CIS officer is able to test the adequacy of the communications network as well as the information systems support before operational employment.
9. Provide CIS Support for Embarkation. Support is required throughout the embarkation phase. Movement to sea and aerial POE requires communications nets for convoy control and coordination, and the actual embarkation of troops, equipment, and supplies is most efficient when supported with information systems. The preferred means of providing this support is through the use of equipment and personnel who are not deploying with the unit.
10. Submit Communications Guard Shifts. Upon deployment, a unit must submit a communications guard shift message to ensure continued receipt of its recorded traffic. Guard shift messages are used to update the common source route file. Guard shift procedures are contained in Naval Telecommunications Procedures 4 (series), Naval Communications. Deployed organizational and individual e-mail systems must also be established and redesignated for the deployment period.
11. Request Communications Security Material. Expeditiously request appropriate cryptographic material (equipment keys, etc.) through the appropriate chain of command to the controlling authority for each key required. The controlling authority validates the request and forwards it to the director of the Communications Security Material System for processing. The requisitioning process may be lengthy.
12. Equipment. To ensure equipment readiness, limited technical inspections are conducted on all equipment scheduled for embarkation. These inspections are conducted as early as possible to allow time for correction of deficiencies before embarkation. Waterproofing and weatherproofing of equipment before deployment are essential to protect the equipment while in transit.
13. Power Requirements. The CIS officer must identify the electrical power requirements necessary to support CIS equipment and determine how to satisfy power needs.
14. Embarkation. Units should maintain standard boxes for embarkation of communications equipment.
15. Hazardous Cargo. Hazardous cargo is any material that is prone to fire, explosion, or toxic seepage, thereby presenting an inherent danger to personnel and equipment, as well as ships and aircraft. This type of material is identified, packaged according to existing transportation regulations, and certified by a competent authority only. Since many restrictions apply, it is critical to address these matters before embarkation so that vital equipment and supplies are not rejected by loadmasters or combat cargo officers during embarkation.
Figure C-1. Communications Predeployment Planning Checklist (Sheet 2 of 3)
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LINE ITEM
TASK DESCRIPTION REMARKS
16. Repair and Maintenance. Sustained operations result in the need to maintain and repair equipment. Required repair parts, based on the equipment density list, must either accompany the deploying unit or be staged in the OA. In addition to repair parts, appropriate test equipment and maintenance personnel must be available. Regardless of the operational readiness of equipment at embarkation, it will deteriorate if not properly maintained during sustained operations. Required items are often held in a contingency block that is identified by need and held ready for issue on demand. It is the responsibility of the CIS officer to request this block through the unit’s logistics officer.
17. Supplies. In addition to repair parts, the CIS officer must ensure that adequate provisions are made for resupply of other critical, high-volume consumables (e.g., batteries and POL).
18. Effect Liaison/Coordination. For the CIS officer to accurately assess requirements and plan the necessary CIS support, close liaison and coordination with senior, adjacent, supporting, and subordinate CIS officers, as well as other staff officers, is essential.
Figure C-1. Communications Predeployment Planning Checklist (Sheet 3 of 3)
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APPENDIX D
Project Numbering System
D.1 GENERAL
This appendix provides the operations officer with guidance on 1NCD’s system of project numbering. The PHIBCBs typically receive construction tasking for their engineer detachments through the cognizant HHQ to which the detachment is assigned/attached (e.g., NSE, NCR, and MAGTF) and models their internal project numbering using this system.
All 1NCD construction projects are assigned a project number by the cognizant NCR. These projects include repair, maintenance, and direct project support. The project number is a seven character alphanumeric identifier indicating a project’s location and the FY in which it was assigned. It is always associated with the bill of materials and a project funding code. The project number shall be used for direct labor accounting and must be referenced on all documents pertaining to the project. Figure D-1 illustrates how the project numbering system is applied.
The numbering system is based on a series of seven alphanumeric characters, i.e., PQRS-TYZ
PQ Indicates the construction site location. Refer to Figure D-2 for a list by geographic region.
RS Indicates the last two digits of the FY in which the project was funded or assigned.
T
Indicates which unit has assigned the project number by the following schedule:
1. Reserved for future use 2. Projects assigned for CONUS projects 3. Seabee camp projects 4. Mineral projects (as applicable) 5. CO discretionary projects 6. TOA familiarization projects 7. Projects assigned to UCTs 8. Projects assigned by cognizant NCR R3 9. Contingency location projects.
YZ
Indicates consecutively assigned numbers per “T” code character by PQ location. The number runs from 01 through 99 regardless of FY. This series of numbers is a project tracking number, not a priority number. The following exception applies: if the 5 YZ series (CO discretionary projects) is used by units at deployment site, the series numbers will begin at 01 as the new unit completes turnover.
Example: GM04-803. GM: Project in Guam (PQ) 04: Project funded or assigned to the NCF in FY04 (RS) 8: Project assigned by cognizant NCR R3 (T) 03: Sequential tracking number, for this example, assigned by THIRTIETH NCR R3 for Guam (YZ)
Figure D-1. Project Numbering System
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Figure D-2 lists project number location codes by geographic regions. If additional deployment sites are established, 1NCD N3 in coordination with the cognizant NCR assigns a new location code.
GCC AREA LOCATION LOCATION CODE
CDRUSNORTHCOM Canada Argentia AR
CDRUSNORTHCOM Alaska Alaska AL
CDRUSNORTHCOM CONUS
Annapolis, Maryland Atlanta, Georgia Camp Lejuene, North Carolina Corry Station, Florida Dam Neck, Virginia Gulfport, Mississippi Jacksonville, Florida Key West, Florida Kings Bay, Georgia Little Creek, Virginia NAS Oceana, Virginia New London, Connecticut New Orleans, Louisiana Newport, Rhode Island Norfolk, Virginia Pensacola, Florida Thurmont, Maryland Washington, District of Columbia UCTONE Projects
AS AN CL CS DN GP JA KW KB LC OC NL NO NP NV PE TH DC TC
CDRUSNORTHCOM Other Atlantic locations UCTONE Projects TC
CDRUSNORTHCOM 1NCD Theater engagement: various sites: sequential numbers TE: #91–99
CDRUSSOUTHCOM Bahamas Andros Eleuthra Grand Turk
AD EH GT
CDRUSSOUTHCOM Cuba Guantanamo Bay GB
CDRUSSOUTHCOM Caribbean Haiti HT
CDRUSSOUTHCOM Caribbean Dominican Republic DR
CDRUSSOUTHCOM Caribbean Jamaica JM
CDRUSSOUTHCOM Caribbean Antigua AT
CDRUSSOUTHCOM Caribbean Barbados BB
CDRUSSOUTHCOM Virgin Islands St. Croix St. Thomas
SC ST
CDRUSSOUTHCOM Puerto Rico
Culebra Fort Allen Roosevelt Roads Sabana Seca Viegues West End
CU FN RR SS VI WE
Figure D-2. Project Number Location Codes (Sheet 1 of 4)
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GCC AREA LOCATION LOCATION CODE
CDRUSSOUTHCOM Central America El Salvador ES
CDRUSSOUTHCOM Central America Nicaragua NG
CDRUSSOUTHCOM Central America Honduras HD
CDRUSSOUTHCOM Central America Ecuador ED
CDRUSSOUTHCOM Central America Costa Rica CC
CDRUSSOUTHCOM Central America Panama, Panama Canal PC
CDRUSSOUTHCOM South America Colombia CO
CDRUSSOUTHCOM South America Trinidad, Tobago TT
CDRUSSOUTHCOM South America Peru PU
CDRUSSOUTHCOM South America Brazil BZ
CDRUSSOUTHCOM South America Bolivia BO
CDRUSSOUTHCOM South America Argentina AA
CDRUSSOUTHCOM South America Chile CE
CDRUSSOUTHCOM South America Paraguay PG
CDRUSSOUTHCOM South America Uruguay UY
CDRUSSOUTHCOM South America Venezuela VZ
CDRUSSOUTHCOM South America Guyana GY
CDRUSSOUTHCOM South America Suriname SN
CDRUSSOUTHCOM South America French Guiana FG
CDRUSSOUTHCOM 25 NCR Theater engagement: various sites: sequential numbers TE: #61–90
CDRUSCENTCOM Southwest Asia Southwest Asia SW
CDRUSCENTCOM Southwest Asia Israel IS
CDRUSCENTCOM Southwest Asia Iraq IZ
CDRUSCENTCOM Southwest Asia Camp Moreell MO
CDRUSCENTCOM Southwest Asia Bahrain BH
CDRUSCENTCOM Southwest Asia Camp Beuhring CB
CDRUSCENTCOM Southwest Asia Combined Joint Special Operations Task Force Detachment XD
CDRUSCENTCOM Southwest Asia Classified CDRUSCENTCOM XC
CDRUSCENTCOM Southwest Asia Camp Arifjan AJ
CDRUSCENTCOM 25 NCR Theater engagement: various sites: sequential numbers TE: #61–90
Figure D-2. Project Number Location Codes (Sheet 2 of 4)
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GCC AREA LOCATION LOCATION CODE
CDRUSEUCOM England England EN
CDRUSEUCOM United Kingdom St. Mawgan UK
CDRUSEUCOM Germany Germany GE
CDRUSEUCOM Greece Greece Crete
GR CR
CDRUSEUCOM Iceland Keflavik KF
CDRUSEUCOM Italy
Gaeta Naples Sardenia Sigonella
GA NA SR SI
CDRUSEUCOM Portugal Azores AZ
CDRUSEUCOM Scotland Edzell EZ
CDRUSEUCOM Spain Rota SP
CDRUSEUCOM Bulgaria Bulgaria BU
CDRUSEUCOM Ukraine Ukraine UR
CDRUSEUCOM Latvia Latvia LT
CDRUSEUCOM Romania Romania RM
CDRUSEUCOM 22 NCR Theater engagement: various sites: sequential numbers TE: #31–60
CDRUSAFRICOM Africa Djibouti DJ
CDRUSAFRICOM Africa Ethiopia ET
CDRUSAFRICOM Africa Uganda UG
CDRUSAFRICOM Africa Kenya KY
CDRUSAFRICOM Africa Tunisia TN
CDRUSAFRICOM Africa Senegal SE
CDRUSAFRICOM Africa Burkina Faso BF
CDRUSAFRICOM Africa Mauritania MA
CDRUSAFRICOM Africa Mali ML
CDRUSAFRICOM Africa Benin BE
CDRUSAFRICOM Africa Ghana GH
CDRUSAFRICOM Africa Ivory Coast IC
CDRUSAFRICOM Africa Comoros KM
CDRUSAFRICOM Africa Eritrea ER
CDRUSAFRICOM Africa Sudan SU
CDRUSAFRICOM Africa Tanzania TZ
Figure D-2. Project Number Location Codes (Sheet 3 of 4)
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GCC AREA LOCATION LOCATION CODE
CDRUSAFRICOM Africa Cameroon CM
CDRUSAFRICOM Africa OEF-Trans Sahara TS
CDRUSAFRICOM Africa Sao Tome SO
CDRUSAFRICOM 22 NCR Theater engagement: various sites: sequential numbers TE: #31–60
CDRUSPACOM Diego Garcia Diego Garcia DG
CDRUSPACOM Guam Guam GM
CDRUSPACOM Hawaii Hawaii HW
CDRUSPACOM Japan
Atsugi Fuji Iwakuni Misawa Okinawa Sasebo Yokosuka
AG FJ IW MI JK SA YO
CDRUSPACOM Korea Chinhae Pohang
CK PK
CDRUSPACOM Philippines Joint Special Operations Task Force-P PA
CDRUSPACOM Singapore Singapore SG
CDRUSPACOM Timor Leste Timor Leste TL
CDRUSPACOM CONUS
Bangor Civic Action China Lake El Centro Fallon Lemoore Miramar North Island Port Hueneme Point Mugu San Diego Vandenberg Air Force Base UCT TWO Projects
BA CA CH EL FA LA MR NI PH PM SD VA CT
CDRUSPACOM Other Pacific locations UCT TWO Projects AP
CDRUSPACOM 30 NCR Theater engagement: various sites: sequential numbers TE: #01–30
CDRUSPACOM Classified location 1. 2. etc.
XA XB X etc.
Figure D-2. Project Number Location Codes (Sheet 4 of 4)
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APPENDIX E
Predeployment Trips
E.1 INTRODUCTION
This appendix provides the operations officer and key personnel with information for predeployment trips. Properly planned predeployment trips play a significant role in ensuring that a unit can successfully execute its deployment tasking. This appendix focuses on the preparation for an NCF unit to deploy and relieve a unit(s) in concern of its primary construction mission at a forward TOA site and/or detachment sites. When practical, it is a good idea to plan predeployment trips before any tasked mission. This appendix may also serve as a useful planning tool when deploying an AP into contingencies and exercises.
Note
This appendix, although not all-inclusive, provides a useful foundation for information that should be available to complete construction project planning prior to deployment.
E.2 PREDEPLOYMENT TRIPS
Key personnel make predeployment trips for the upcoming deployment approximately 3 months prior to main body deployment. The primary purpose of predeployment trips is to accomplish the following:
1. Meet counterparts
2. Conduct preliminary coordination for AP arrival per the responsibilities and guidelines discussed in Paragraph I.4, Advance Party Operations
3. Gather information about project tasking and site conditions in order to complete the unit’s construction project planning requirements. Information gathering focuses on answering the predeployment trip question and answer checklist provided in Paragraph E.3.
Operations officers should ensure the following items are completed prior to conducting a predeployment trip:
1. Review existing OPORDs/OPLANs for each site, noting possible problems or situations
2. Make preliminary organizational assignments
3. Determine site-peculiar requirements
4. Develop a preliminary organizational and resource allocation plan outlining construction and military task needs
5. Review all specifications, material listings, and project schedules; and obtain copies of these prior to the trip
6. Prepare an analysis of available and projected availability of resources (personnel, facilities, time, material, and equipment), and formulate specific questions to evaluate uncertainties.
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E.2.1 Predeployment Trip Personnel Assignments
Figure E-1 lists recommended predeployment trip members and their responsibilities. The operations officer designates key personnel to conduct these trips based on mission tasking. Designated personnel should establish informal liaisons with their counterparts prior to the predeployment trip. The actual composition and numbers of personnel assigned to a predeployment visit is usually small. The relieving unit operations officer may negotiate the number of personnel to conduct predeployment visits with the cognizant NCR depending on known or anticipated conditions and future missions.
Regardless of the final composition of predeployment trip personnel, the responsibilities listed in Figure E-1 must be accomplished, and the predeployment trip question and answer checklist provided in Paragraph E.3 must be answered during the predeployment trip.
PERSON PREDEPLOYMENT TRIP RESPONSIBILITY COMPLETED
CO (optional)
• Command and customer interfacing • Evaluation of facilities • Evaluation of mission challenges.
S3 S3C
• Evaluate projects, QC plans, reporting procedures, and anticipated turnover status • Review existing resource distribution • Evaluate camp maintenance • Evaluate facilities • Evaluate shop equipment • Gather additional project-oriented documentation • Consider night operations • Command, contracting officer, and customer interfacing • Determine special training requirements • Determine existing disaster preparedness control plans and the unit’s involvement • Evaluate existing contingency plans and information available to support them • Post trip report and brief.
S4 S4C MLO 3M
Coordinator
• Command and customer interfacing • Evaluate warehouse, berthing, messing, sanitation, and disbursing facilities • Determine existing support agreements and sources of support • Determine what contracting support is required • Determine all allowance excesses and deficiencies • Determine normal requisition lead times and local requisitioning procedures • Determine budgeting and funding constraints • Determine camp-owned equipment/equipage • Determine what unit-owned items could be left on-site • Determine requirement for culinary specialists and other support personnel • Review status and procedures for MLO • Evaluate postal service and best routing.
Detachment OIC
Detachment AOIC
• Accomplish all of the above functions for the particular site, alone or in conjunction with one or more of the other team members • Evaluate armory and military training facilities • Evaluate communications equipment • Post trip report and brief.
Figure E-1. Predeployment Trip Members and Responsibility Checklist
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E.2.2 Predeployment Trip Impressions
The predeployment trip is normally the first official meeting between the relieving unit, on-site unit, and local officials. Impressions made by unit representatives have a significant impact on the turnover and the entire following deployment. Figure E-2 provides recommended “DOs” and “DON’Ts” to guide the interaction between both units’ personnel.
E.3 PREDEPLOYMENT TRIP QUESTION AND ANSWER CHECKLIST
During a predeployment trip, the on-site unit should expect the following questions and be prepared to provide the necessary information. In addition to this checklist, a Predeployment Site Visit Summary should be completed for each project. Refer to the Seabee Crewleader’s Handbook for format and guidance.
PREDEPLOYMENT “DOs” REVIEWED
• Arrange a mutually convenient trip schedule with the unit to be relieved
• Ensure trip members: – Are totally knowledgeable in their assigned areas – Have up-to-date immunizations, passports, and visas if required – Have proper travel orders, flight reservations, and country and security clearances.
• Ensure trip preplanning is accurate and timely
• Make a checklist
• Keep trip to a minimum duration (avoid nonworkdays at the host command)
• Arrange meetings with members of the on-site unit’s homeport training team
• Visit the main body site last
• Visit the cognizant NCR as part of the trip
• Visit 1NCD (as applicable) as part of the trip (ensure they are aware of your visit well in advance)
• Meet all local commands possible
• Meet all local key CEC officers
• Start each site visit with a briefing by the host unit
• Establish a feeling of mutual respect and cooperation
• Debrief the host unit prior to departure
• Make arrangements for the AP
• Ask if you may assist the unit in any way
• Take digital photos of everything
• Don’t commit your unit to a particular change or schedule
• Don’t criticize the work or procedures of the on-site unit
• Don’t foster preconceived notions
• Don’t demand information; request it
• Don’t be an ungrateful guest.
Figure E-2. Predeployment Trip “DOs” and “DON’Ts” Checklist
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Note
This checklist, although not all-inclusive, provides a useful foundation for information that should be available to a relieving unit.
E.3.1 Camp Facilities
1. What kind(s) of laundry equipment is available and how is it maintained?
2. What is the condition of the armory?
3. Are local weapons ranges available for unit use? Who is the POC, and what is the phone number?
4. Is a public address system installed? Is it readily available for unit use?
5. What types and kinds of telephones are available? Where are they located? Who owns the system? What regulations are there concerning modifications and maintenance? Is the system adequate and reliable?
6. What radio equipment is available? Where is it located and what is its current condition?
7. What is the condition of the medical facility, dental facility, and chapel? Obtain floor plans.
8. What facilities are available for the storage of classified materials, narcotics, and funds?
9. Who provides various utilities, and what is the unit responsibility for maintenance and funding? These include but are not limited to:
a. Electric
b. Gas
c. Sewer
d. Water
e. Garbage.
10. What types of unit-owned boilers must be maintained? Are their certifications current?
11. Are there sewage lift stations that must be maintained?
12. What type of climate control systems are available, and what is their condition?
13. How are repair parts for unit facilities and camp equipment obtained? What is the status of current inventories?
14. Is any special maintenance training recommended?
15. Are maintenance manuals available?
16. What camp improvement projects are funded, in progress, or anticipated?
17. What major camp maintenance problems are being experienced?
18. What type of PM and controlled inspection programs are there?
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19. What replacements of camp equipment are planned or in progress?
20. Is there a camp fire department? If not, who provides fire fighting and inspection services?
21. What type of grounds maintenance contract is in effect and how is it administered?
22. Are there any specialized contracts (e.g., boiler maintenance and repair)?
23. Are there back-up power requirements for equipment and frequency converters?
24. Are non-NCF–owned shop facilities available for NCF use?
25. What generators are used/available in the camp?
26. Is there an existing security/FP plan?
27. Obtain complete layout drawings of all unit facilities. These include but are not limited to the following:
a. General site plans
b. Enlisted, officer, and CPO quarters floor plans
c. Floor plans of unit office spaces
d. Floor plans of company facilities
e. All utility plans
f. Camp maintenance plans.
E.3.2 Miscellaneous
1. What is the composition of the current watch organization?
2. What local procedures are used to obtain transportation for personnel, equipment, tools, and repair parts?
3. Is the unit or detachment required to assist in cargo ship off-loading?
4. How are advancement exams administered if they occur during turnover?
5. What are the normal climatic (i.e., temperature, humidity, and precipitation) conditions for each site?
6. What contingency/alert plans and procedures exist?
7. Are all contingency plan files to be turned over?
8. Are all ship’s loading characteristics plans and vehicle templates to be left on-site?
9. What local holidays are there?
10. Are there any peculiarities of association with foreign nationals? Obtain copies of books on local customs.
11. What host command’s disaster preparedness plans are there, and how does the unit fit into these plans?
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12. What host/area coordinator’s reaction force plans are there, and what role does the unit have in those plans?
13. Are inoculations required? If “yes,” what type?
14. Are translators required? If “yes,” are they available?
15. What is the policy for vetting HN personnel that work in the camp?
16. Review applicable crisis/contingency plans.
17. Obtain maps and tour pamphlets of all local areas.
18. Obtain local commands’ Welcome Aboard booklets.
19. Obtain base and unit camp phone directories and procedures for using phones.
E.3.3 Off-Duty Activities
1. Is there a United Service Organization? What does it offer?
2. What off-duty educational activities are available?
a. College extension classes
b. Host command-sponsored courses.
3. Are athletic facilities available in the camp?
4. Are athletic facilities available at the host and neighboring commands?
5. Are special service facilities available? What are the requirements for their use?
6. What types of local tours are available?
7. What are the athletic leagues in which the unit may participate?
8. What private sector social and athletic facilities are available?
9. Are there other liberty activities?
10. Where may dependents stay for short periods?
11. May personnel own a vehicle? Motorcycle?
12. What are the licensing/registration regulations?
E.3.4 Projects
1. Is all the required information for project turnover available?
2. What is the intended status of each project at turnover?
3. What particular skill training is required?
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4. What types of management tools are being used? Obtain copies.
5. What local construction QC procedures, forms, and instructions are there?
6. Are there any permits required for construction?
7. Are there any differences between reported and observed project status?
8. How are locally procured project materials obtained?
9. Are intended active projects during the turnover period identified?
10. Where are local borrow and disposal areas?
11. What is the material status for each project?
12. What civic action projects were done, and who is the local base coordinator?
13. Are local contracts normally used to augment unit capability?
14. What is the status of required project submittals?
15. How much time is necessary to get to each project and detachment?
16. Do any projects require security clearances?
17. Who is the contracting officer (or project manager) and COTR for each project?
18. Obtain copies of all current reporting requirements and the format of each report.
19. Obtain copies of all missing drawings, specifications, networks, bills of materials, schedules, QC plans, and safety plans not presently held by the unit.
20. Obtain minutes of preconstruction conferences for all projects that may be turned over.
E.3.5 Supply—Equipment
1. What is the layout of all equipment maintenance, office, and storage facilities?
2. Where is all unit equipment located, and what is its current condition code?
3. What equipment replacement is planned?
4. Is any equipment in inactive equipment maintenance storage?
5. What procedures are used for borrowing or renting equipment from local government agencies?
6. What equipment may be rented or leased from the civilian sector?
7. What types of fueling facilities exist?
8. Is a unit-operated taxi service required?
9. If mineral products are purchased, must the unit pick up and deliver them?
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10. What mineral products does the unit produce?
11. Are local driver’s licenses required and how are they obtained?
12. What is normal lead-time for repair parts?
13. Is a body shop available?
14. What preventative maintenance cycle is being used?
15. What particular maintenance problems are there?
16. How is the weight-handling equipment load testing performed? When was the last test performed?
17. Are all TOA maintenance tools and equipment available?
18. Obtain copy of equipment turnover record from last battalion equipment evaluation program.
E.3.6 Supply—General
1. What warehousing facilities are available, and what is their condition?
2. Are there enough bunks, mattresses, pillows, linens, and bedspreads available? What is their condition?
3. Are commercial or other government laundry services available?
4. What date will financial records be closed out and turned over?
5. What date will the general mess be turned over?
6. Is there contract mess cook service available? If so, how is the contract administered?
7. Where are provisions for mess(es) obtained?
8. Are there any discrepancies in the TOA? Obtain inventories.
9. What is the condition of all the galley equipment?
10. What nonaccountable items are procured with camp funds, and where will they be at turnover?
11. What procedures are to be used for turnover, and what is the anticipated schedule?
12. What items are hard to obtain that the unit should bring with them?
13. Who holds the plant account for the camp? What support does the plant account holder provide?
14. Will culinary specialists or messing support be required? If “yes,” how many?
15. Check bachelor officer quarter’s/bachelor enlisted quarter’s maid and service charges.
16. Obtain copy of most recent logistics officer’s relieving letter and list of open requisitions.
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E.3.7 Supply—Tools
1. Is a complete tool kit allowance available?
2. What augment tools are available at the main body and each detachment site?
3. What tools are available from project funds, and where are they?
4. What tools are currently borrowed, rented, or leased? How are these controlled, and under what provisions are they obtained?
5. What facilities exist for repair of tools? Is there a supply of replacement parts for power tools?
6. Does an effective PM program exist?
7. Is there an inspection schedule for portable electric tools?
8. Is there a complete allowance of ground fault circuit interrupters? Where are they located: main body, detachments, or both?
E.3.8 Support Services
1. Are local printing services available? What procedures are used to obtain this service? How long does it normally take to print something? What is the cost?
2. Is a photo lab available for unit use?
3. Who are the primary contacts at the local Red Cross chapter?
4. How is mail delivered? What is the delivery frequency? How long does it take to receive mail from typical locations?
5. What inter-Service support agreements exist?
6. How are office machines repaired?
7. Where are disbursing funds obtained?
8. What medical and dental services are available off-camp?
9. Where is the message center? Are there any local rules for message communications?
10. What material testing laboratories are available?
11. Is legal assistance available for courts-martial and administrative discharges?
12. What administrative/personnel support will the detachments have?
E.3.9 Post Trip Report and Brief
1. Provide a post trip report and brief to the unit’s chain of command per the unit’s briefing SOP.
2. Brief troops on the trip’s findings and include pictures.
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APPENDIX F
Unit Turnover Checklist
F.1 INTRODUCTION
This appendix provides a guide to questions that the operations officer must ensure are answered prior to deployment of the unit’s AP to their next deployment site(s) and focuses on construction project operations. In preparation for deployment, all department heads, company commanders, and detachment OICs shall review and complete the Turnover Questions and Answer Checklist provided in Paragraph F.2 during the integrated and sustainment phase of homeport. It is used in conjunction with the predeployment trip checklist discussed in Appendix E. The questions serve as a reminder of factors to be considered and possible impacts. This appendix may also serve as a useful planning tool when deploying an AP into contingencies and exercises.
Note
This appendix, not all-inclusive, provides a useful foundation of information and questions that help prepare the unit for construction project operations deployment. Refer to COMFIRSTNCDINST 5450.1 for a description of turnover areas, references, and how to conduct a forward TOA location camp turnover for all joint functional areas.
F.2 TURNOVER QUESTIONS AND ANSWERS CHECKLIST
F.2.1 Equipment
1. What equipment is available at each site?
2. What is the condition of the equipment at each site?
3. Is any additional equipment required to carry out the assigned mission?
4. Is desired and alternate equipment indicated on project networks and schedules?
5. Have mechanics received training in the maintenance of equipment at each site?
6. Have both road master and accident investigator received appointments in writing?
7. How will detachment sites manage equipment use and maintenance?
8. Who will maintain nonunit stock number-numbered construction equipment?
9. Who will maintain installed unit stock number-numbered equipment in the camp (e.g., generators, boilers, and laundry skids)?
10. What is the battalion equipment evaluation program schedule?
11. Does the unit have a fuel conservation program?
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F.2.2 Material
1. Are all bills of materials available for turnover, new, and future projects?
2. Are material requirements keyed to individual network activities?
3. Are material deficiencies known, and what is being done to correct discrepancies?
4. Have bills of materials worksheets been provided and reviewed?
5. Are the required installation and maintenance manuals in hand?
6. Who prepared the bills of materials?
7. Who procured or will procure the project materials?
8. Are procedures established to monitor and control expenditure of project funds?
9. Are material status reports reviewed?
10. What schedule adjustments need to be made to account for lack of project materials?
11. Are shelf-life materials clearly indicated, and what provisions are made to monitor their use?
12. What monitoring tools are used to manage material availability?
13. How will funding and materials be obtained in the case of a field change?
14. How are project materials delivered to the job site?
15. What provisions have been made for the stocking of camp maintenance materials?
F.2.3 Miscellaneous
1. Is a disaster preparedness plan developed?
2. Is a general embarkation plan developed?
3. Are contingency plans considered in the organizational composition and resource allocation?
4. Does the technical library contain all the required and desired publications?
5. Does the unit have an energy conservation program?
6. Is the unit aware of what computer services are available and how to use them?
7. Are standard forms developed and in use to the maximum extent?
8. Do formal check-in and check-out procedures exist?
9. Are all first-line supervisors and upper-level unit managers aware of who to contact if assistance is needed?
10. Do resource utilization monitoring tools exist? Do they clearly indicate command production goals?
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11. How are advancement exams being administered? Will the exam cycle occur during turnover or another critical period?
12. How are public affairs responsibilities handled for the detachments?
13. Has an FP plan been developed for the movement of AP and main body?
F.2.4 Organizational Coordination
1. How are detachments managed?
2. Are prime and subcontractors identified for each project?
3. How are schedule changes promulgated?
4. Are reporting requirements known?
5. Does each company have and understand the OPORD and/or OPLAN?
6. How are conflicts with available resources resolved?
7. What production goals are established for each company and detachment?
8. How is performance monitored?
F.2.5 Personnel
1. How many operators are licensed to operate each piece of equipment at each site?
2. Are personnel designated for the NMCB AIRDET?
3. Are personnel assigned to various disaster recovery teams?
4. What is the manpower distribution by rating for all companies and detachments?
5. How does current onboard strength compare to allowance strength?
6. How does projected onboard strength compare to allowance strength and mission requirements at future dates?
7. What provisions are made to obtain necessary additional personnel?
8. What skill deficiencies exist, and what steps are/who is correcting the situation?
9. Are prospective gains already tentatively assigned within the unit?
10. What are the expected manpower requirements at each detachment?
11. How does the tentative leave schedule affect personnel availability?
12. Are security clearances required for personnel on certain jobs?
13. Are local driver’s licenses required at any construction location?
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F.2.6 Projects
1. Are the following prepared, obtained, and/or reviewed for each project:
a. Bills of materials
b. Bills of materials worksheets
c. Installation and maintenance manuals
d. Material status reports
e. Network diagrams
f. QC plan
g. Resource requirements
h. Safety plan
i. Special tool listings.
2. Are turnover projects closely monitored to accurately predict status at turnover?
3. Are qualified supervisors designated for each project?
4. What is the schedule for accomplishing the project(s)?
5. What management and monitoring tools are used to evaluate performance?
6. What skill optimization techniques (e.g., crew rotation and resource management system) are employed?
7. What does the AP check-off list for each project and each site look like?
8. How is resource utilization by companies and detachments managed?
9. Are there any requirements for technical representatives?
10. Do schedules adequately consider use of limited resources?
11. How often is a unit-wide review of command production goals evaluated?
12. What considerations are in place for possible weather delays at each project?
13. Is an expeditor, QC representative, and safety representative identified for each project?
14. What key outstanding tools and materials are there for each site?
15. What provisions are made to provide technical and management assistance to detachments?
16. Are environmental impact statements obtained for projects that require them?
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F.2.7 Quality Control
1. Is a general QC plan available?
2. Is each project network annotated to indicate required QC efforts by activity?
3. Are sufficiently trained QC personnel available?
4. Are local contracting officer/NCF working agreements and instructions reviewed?
5. Has the contracting officer reviewed and approved the general QC plan?
6. What procedures are established to monitor and control field changes?
7. Are QC inspection, surveillance, and testing forms available?
8. Are project QC personnel identified and qualified?
9. How are construction QC efforts of detachments managed?
10. What material testing equipment and facilities are available at each site?
11. Are all personnel aware of the specific requirements for QC on each project?
12. Are necessary vendor submittals obtained?
13. On turnover projects, are the existing QC plans provided and are there procedures established for documenting discrepancies?
F.2.8 Safety
1. Is a general safety plan available?
2. Is each project network annotated to indicate particular safety precautions?
3. Are personnel licensed on particular equipment and use of special tools (e.g., Hilti guns)?
4. Are members of the safety supervisors committee designated?
5. Are the safety officer and safety representatives appointed in writing?
6. Are the safety officer and safety representatives qualified and properly trained?
7. Are project safety representatives designated?
8. Is sufficient safety equipment available?
9. Is a safety plan prepared for each project?
10. What kind of safety training program is planned?
11. What relationship exists between the road master, accident investigator, and safety chief?
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12. How is the safety program for detachments managed?
13. What provisions are made to store and dispose of HAZMAT/waste?
F.2.9 Time
1. How many workdays are there in the deployment?
2. How many days are set aside for each of the following:
a. Contingency exercises
b. Holidays
c. Parades, ceremonies, etc.
d. Parties
e. Rain/weather
f. Training.
3. Are night shifts required?
4. Are there any specified completion dates?
5. Are certain projects only available for work during certain periods?
6. How many work hours on each job site are expected each day?
F.2.10 Tools
1. What tools are available at each site?
2. Are tools purchased with project funds identified?
3. Are there any tool deficiencies?
4. What procedures are established to repair and/or replace tools at the main body and detachments sites?
5. Are personnel licensed to operate the specialty tools that require a license?
6. How are issuing of tool kits and power tools controlled?
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APPENDIX G
Project Turnover Planning and Execution
G.1 INTRODUCTION
This appendix provides information on project turnover planning and execution, and guidance for conducting project turnover conferences. This appendix focuses on Seabee project turnover requirements. Refer to Appendix F for general unit turnover procedures and Appendix I for information concerning AP procedures.
When preparing the relieving unit to conduct a turnover of multiple construction projects as part of the overall unit turnover, the primary role for the operations officer is to work concurrently with the on-site unit operations officer and establish clear guidance on personnel behavior, schedules, and expectations for the turnover of individual projects. This information must be disseminated through both units’ chain of command down to the individual project crewleaders. The most important thing for all personnel is to be professional at all times.
Units make impressions, good or bad, based on how they conduct themselves at turnover. Remember people outside of the NCF only see Seabees; not separate units. It is not professional to run down the other unit. The outgoing unit’s primary concern should be to set the incoming unit up for a successful start. The relieving unit must protect the reputation of the outgoing unit after they are gone. If a problem with quality or timeliness of construction is blamed on a previous unit, nothing is accomplished. By doing this, customers form the impression that the Seabees, as a whole, are a less than professional organization.
G.2 PROJECT TURNOVER TYPES
Four types of project turnovers may occur in the NCF:
1. Unit Relief. This is the most common type of NCF turnover and the primary focus of this appendix. This type of relief is defined by a unit turning over a construction project to a relieving unit, who in turn, continues the project through completion or another turnover.
2. Embarkation. This is considered a hold project and follows the same guidance provided for a unit relief except that the unit turns over the project to the camp OIC or contracting officer/customer. This type of turnover only occurs when a unit is required to redeploy due to an actual exercise or contingency operation. The camp OIC or contracting officer determines the disposition of the project.
3. Beneficial Occupancy Date. This type of turnover occurs when the facility is available for occupancy and ready to fulfill its intended purpose. Refer to Paragraph 5.9 for further information.
4. Final. This type of turnover occurs when all project work, including change orders and punch list, is complete. Refer to Paragraph 5.9 for further information.
Figure G-1 is a checklist that can assist in preparing for project turnover. The checklist notes which information must be provided, depending on the type of turnover.
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ITEM TYPE OF TURNOVER
RELIEF EMBARK BOD FINAL
1. Is an annotated project schedule available indicating current status? X X
2. Are activity scope sheets available for remaining activities? X X
3. Has the contracting officer approved all work in place? X X X
4. Is complete project file and project planning package available containing:
a. As-built drawings X X X
b. QC plan X X
c. Safety plan X X
d. QC reports X X X
e. Vendor submittals for approval X X X
f. Operations and maintenance manuals X X X
g. Change order records X X X
h. Record of manpower expended X X X
i. All project correspondence X X X
j. Fabrication drawings X X X
k. Project specifications X X X
l. Job photographs. X X
5. Is the following information on project materials available:
a. Complete material take-off and addendum X X X
b. Bills of materials worksheets and sketches X X X
c. Annotated material take-off indicating in-place, on-site, in-warehouse, excess, or on-order status X X
d. Material status reports X X
e. Requisition followup status X X
f. Listing of shelf-life materials and expiration dates X X
g. Listing of HAZMAT. X X
6. What is the current status of funds held by the NCF in terms of assigned, expended, obligated, and committed? X
7. What tools for construction were provided with project funds and what are their conditions? X X X
8. Are progress monitoring tools available? X X X
Figure G-1. Project Turnover Questions Checklist (Sheet 1 of 2)
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ITEM TYPE OF TURNOVER
RELIEF EMBARK BOD FINAL
9. Is a lessons learned summary prepared? X X
10. What recommended method improvements were submitted? X X X
11. Are all noncompleted electrical systems tagged and identified? X X
12. Are all circuits, conduits, and piping labeled? X X X
13. What percent complete is the project? X X
14. Is a punch list prepared and approved by the contracting officer? X
Legend BOD beneficial occupancy date
Figure G-1. Project Turnover Questions Checklist (Sheet 2 of 2)
G.3 PROJECT TURNOVER PLANNING
The on-site unit is responsible for providing turnover information to the contracting officer and relieving unit. Paragraphs G.3.1 and G.3.2 provide information on material status required for project planning.
G.3.1 Project Status at Turnover Situation Report Message
Sixty days prior to redeployment, in preparation for project turnovers, the on-site unit shall provide the cognizant NCR, the relieving unit, and the respective SRG with a project status at turnover SITREP message. The purpose of the SITREP message is to report the status of each of the deployed unit’s tasked projects through to the deployment completion/turnover date for the relieving unit. The format shall include specific comments for each project by deployment site and a tabulation of man-day data. The final paragraph must contain a compilation of the deployed unit’s work-in-place data. Tab 1 to this appendix illustrates the submittal format.
G.3.2 Material Status at Turnover
Material status is a major concern at turnover. The crewleader is responsible for all material turned over on the project site and makes arrangements with MLO staff to inspect project materials as soon as the MLO joint inventory is conducted. Although MLO counts project material, the crewleader needs to check the quantity, quality, type, and condition of the materials.
The on-site unit is responsible for procuring and having adequate materials available at turnover to avoid material delays for the relieving unit. For turnover projects and new-start repair/alteration projects, the on-site unit must procure and have 100 percent of the local purchase materials available. For new-start construction projects, the on-site unit must have on hand 50 percent of local purchase materials. The on-site unit shall submit a monthly Local Material Procurement Status SITREP that provides the procurement status of all locally procured project material.
Planners for the relieving unit monitor the monthly Local Material Procurement Status SITREP and Project Control Report/Project Status Report to confirm material availability on-site. Refer to the Seabee Crewleader’s Handbook for further information.
G.4 PROJECT TURNOVER EXECUTION
During turnover, the relieving unit operations officer shall ensure that all project files are up-to-date before accepting the project from the outgoing unit. The primary tool for monitoring the status of a project’s turnover is the Joint Turnover Memorandum. It is the responsibility of each of the project’s prime contractors of the relieving
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unit to document conditions at turnover and decisions reached using this memorandum. Tab 2 to this appendix illustrates the submittal format. All participants shall receive a copy in addition to the project file. Refer to the Seabee Crewleader’s Handbook for further information.
G.4.1 Project Percent Complete at Turnover
The procedure for determining percent complete at turnover is included in Paragraph 5 of the Joint Turnover Memorandum. The focus is on man-days of work remaining. The two units and the contracting officer go through the project estimates activity by activity until they agree on the estimate of total man-days remaining. If there is a dispute as to whether or not part of the work-in-place conforms to the plans and specifications, the units should consult the contracting officer for a determination. Any rework estimated to require over 50 man-days or $500 in materials requires approval of HHQ.
G.4.2 Adjustment to Work-In-Place
The project work-in-progress curve must be continuous through the history of the project unless there is an approved scope change from HHQ. If the unit wishes to revise a previously reported work-in-progress on a project, a request for the change with justification must be submitted by message to HHQ. This also applies to any downward adjustment in work-in-progress during turnover negotiations. Any downward adjustments in work-in-progress in the turnover SITREP must be explained. After turnover, the relieving unit cannot reduce the previously reported work-in-progress without justification to HHQ.
G.4.3 Turnover Conference
A turnover conference is held for each turnover project. The outgoing unit schedules project turnover conferences and invites the appropriate personnel. Attendees should be the same as those attending the preconstruction conference per Figure H-1. Minutes of the turnover conferences, including decisions reached therein, are prepared by the contracting officer, signed by the appropriate NCF representatives and COTRs, and made part of the project file. The minutes of the preconstruction conference indicate the contracting officer’s approval of the QC and safety plan with any proposed changes.
While the meeting format may vary between contracting organizations, such as a facilities engineering and acquisitions division at a Navy PW department, an OICC established for temporary construction programs, ROICC onboard a non-Navy installation, or another Services contracting organization during a contingency, there are certain common elements in working with any of them.
The relationship between the contracting organization and the on-site unit is crucial to the unit’s success. Operations officers must provide guidance to subordinates on their expectations of how unit personnel interact with the contracting officer, COTR, local personnel, and contractors. Weekly meetings between the operations officer and the contracting officer or COTR usually eliminate potential problems and provide necessary communications. Refer to the Seabee Crewleader’s Handbook for further guidance.
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TAB 1 TO APPENDIX G
Project Status At Turnover Situation Report Message Format
FM <DEPLOYED UNIT>
TO COM TWO TWO NCR//R33// OR COM TWO FIVE NCR//R33// OR COM THREE ZERO NCR//R33// <RELIEVING UNIT>//S3//
INFO TWO ZERO SEABEE READINESS GROUP GULFPORT MS//R3// OR THREE ONE SRG SEABEE READINESS GROUP PORT HUENEME CA//R3//
BT UNCLAS //<NXXXXX>// MSGID/GENADMIN/<DEPLOYED UNIT>//
SUBJ/PROJECT STATUS AT TURNOVER//
REF/A/DOC/NTTP/4-04.2/NAVAL CONSTRUCTION FORCE OPERATIONS//RMKS/l. IAW REF A, THE FOLLOWING IS THE PROJECT STATUS OF UNIT <DEPLOYED UNIT> TASKED PROJECTS TO THE DEPLOYMENT COMPLETION DATE OF <_________> //
2. MAIN BODY (OR DETACHMENT SITE)
A. PROJECT STATUS (READ IN FOUR COLUMNS). (List all projects and their status.)
PROJECT #
TITLE PROJECTED WORK-IN-PLACE AT TURNOVER (PERCENT)
MAN-DAYS REMAINING (HORIZONTAL/VERTICAL)
B. PROJECT SUMMARY. (List each project.)
PROJECT #, TITLE COMMENTS: (Enter concise summary comments on anticipated project status at turnover, provide projected work-in-progress at turnover for each master activity, and list material problems which exist at turnover and any other significant factors.)
MASTER ACTIVITY SECTION MASTER ACTIVITY WORK-IN-PLACE COMPLETION (PERCENT)
//BT//
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TAB 2 TO APPENDIX G
Joint Turnover Memorandum Format
Date
From: <Relieved Unit> <Relieving Unit>
Subj: JOINT TURNOVER MEMORANDUM
1. The status at turnover for the subject NCF project is as follows:
a. Project Number:
b. Project Title:
c. Customer Contact: Phone:
d. Contracting Officer Contact: Phone:
e. COTR Contact: Phone:
2. Project scope of work (list from project scope sheet)
3. Work completed to date (list work-in-place by master activity based on physical observations)
4. Rework required (list work-in-place that does not conform to plans and specifications)
5. Work remaining (list work remaining by master activity based on work-in-place)
a. Unit (summary of work remaining by master activity)
b. Subcontract (summary of work remaining by subcontract).
(1) Title
(2) Cost
(3) Date request for contractor proposal submitted
(4) Date contract awarded
(5) Start
(6) Completion
(7) Status.
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6. Labor statistics
a. Man-day estimate established at ORI (30-day review) by unit
b. Man-days expended (actual) by previous unit
c. Man-days expended (actual) by outgoing unit
d. Unit estimate of remaining man-days by rate (negotiated between unit crewleaders)
e. Unit estimate of remaining man-days by master activity (negotiated between unit crewleaders)
f. New man-day completion estimates (6b+6c+6d)
g. Man-days expended total (6b+6c)
h. Actual percent complete (total of column e4)
i. Projected beneficial occupancy date.
DESCRIPTION BU SW UT CE EO EA OTHER TOTAL
Rework
Remaining work
Total estimate of remaining man-days
(1) (2) (3) (4)
MASTER ACTIVITY
ESTIMATE OF TOTAL MAN-DAYS
ESTIMATE OF MAN-DAYS REMAINING
PERCENT COMPLETE (BASED ON
WORK-IN-PLACE)
Totals
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7. Project files (joint inventory by both crewleaders)
DESCRIPTION CIRCLE ONE
a. Correspondence Y N N/A
b. Messages Y N N/A
c. Job specifications Y N N/A
d. QC reports Y N N/A
e. Test results Y N N/A
f. Field adjustment requests, design change directives, and requests for information Y N N/A
g. Manufacturer’s specifications Y N N/A
h. Operation and maintenance manuals Y N N/A
i. Bills of materials/material take-off/worksheets Y N N/A
j. QC plans Y N N/A
k. Safety plans Y N N/A
l. Activity sheets Y N N/A
m. Discrepancies/explanation: Y N N/A
8. Engineering (joint inventory by engineering and QC staffs)
DESCRIPTION CIRCLE ONE
a. As-built drawings Y N N/A
b. Digging permits Y N N/A
c. Other permits Y N N/A
d. Pending field adjustment requests Y N N/A
e. Discrepancies/explanation: Y N N/A
9. Construction company (joint inspection by crewleaders)
DESCRIPTION CIRCLE ONE
a. Project network Y N N/A
b. Electrical systems tagged Y N N/A
c. Piping labeled/capped/clear Y N N/A
d. Material on job site tagged Y N N/A
e. Discrepancies/explanation: Y N N/A
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10. Project material status (joint inventory by both crewleaders)
DESCRIPTION CIRCLE ONE
a. Project status report Y N N/A
b. List of shelf life material/expiration Y N N/A
c. List of hazardous material/location Y N N/A
d. Complete bill of materials and worksheets Y N N/A
e. Payback items identified Y N N/A
f. Review outstanding requisitions Y N N/A
g. Inventory conducted Y N N/A
h. Bills of materials status (1) Total line items (2) Line items received (3) Line items on-order, but not received (4) Line items not ordered.
Y N N/A
i. Discrepancies/explanation: Y N N/A
11. Funding status
a. Funds provided
b. Actual expenditure cost
c. Pipeline costs
d. Future funding requirements
e. Total costs (11b+11c+11d)
f. Funding contingency ((11c+11d) × 10 percent)
g. Estimate at completion (11e+11f)
h. Additional funds requested (list the date-time-group of the message for each request)
i. Discrepancies/explanation:
TOOLS CONDITION LOCATION CUSTODIAN
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12. Project tools (joint inventory by both crewleaders of tools purchased with project funds)
13. Contracting officer’s punchlist of completed work (information taken from contracting officer’s acceptance letter).
_____________________________ _____________________________
Operations Officer, Operations Officer, Unit (Relieved Unit) Unit (Relieving Unit)
Copy to: Contracting Officer Cognizant NCR
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APPENDIX H
Preconstruction Conference Planning
H.1 INTRODUCTION
This appendix provides the operations officer and key personnel with information for a new-start project or resumption of a hold project’s preconstruction conferences. This conference is a key event in the QC procedures to mark the project’s formal start. Paragraph G.4.3 describes the meeting format and relationships for the turnover meeting which are also germane to this topic. Refer to the Seabee Crewleader’s Handbook for further guidance.
H.2 PRECONSTRUCTION CONFERENCE
Prior to commencement of work, the unit must hold a preconstruction conference. The purpose of this conference is for the unit (contractor) to present its methods for accomplishing the project in accordance with the plans, specifications, and QC procedures. Figure H-1 lists the key personnel who typically attend the preconstruction conference.
Figure H-2 illustrates key questions NCF personnel need to consider in advance of the preconstruction conference. This checklist is also a valuable tool to help a unit prepare for a project turnover, if not completed before redeployment. At the completion of the conference, the contracting officer must be convinced that the unit is adequately prepared to perform the construction in accordance with the schedule. The contracting officer then issues a notice to proceed to indicate approval of the QC and safety plan with any proposed changes. This notice to proceed may be canceled if the project is not executed in accordance with plans presented.
It is the responsibility of the project’s prime contractor to take meeting minutes and document any decisions reached using the Preconstruction Conference Summary form. All attendees receive a copy of these minutes and a copy is placed in the project file. Refer to the Seabee Crewleader’s Handbook for format and guidance.
1. Contracting officer
2. COTR
3. Operations officer, assistant operations officer, and operations chief
4. Company commander(s)/Detachment OIC
5. Subcontractor representatives
6. Project supervisors and crewleaders
7. Project QC representative
8. Project safety representative
9. Customer representative(s)
Figure H-1. Typical Attendees at a Preconstruction Conference
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1. What questions are unanswered regarding plans and specifications?
2. Have field conditions been verified?
3. What operation and maintenance manuals are to be provided?
4. Have required vendor submittals been requested and/or approved?
5. What materials, by line item, are required for each construction activity?
6. Are additional material take-offs required? Have they been forwarded?
7. What is the current status of all project materials?
8. Does the schedule adequately consider all time delays and unit efficiency?
9. Are the general safety and QC plans approved?
10. Has a project QC plan been prepared for approval?
11. Has a project safety plan been prepared for approval?
12. What equipment and tools are required for each activity?
13. Has a network schedule, with milestones, been prepared?
14. Is any nonorganic technical assistance required?
15. What is the priority of this project?
16. How will the priority be affected by other projects and missions?
17. Are excavation permits required? What is the request process? Have they been submitted/approved?
18. What is the schedule for required utility outages?
19. Who will connect new utilities into existing systems?
20. What provisions have been made for temporary utilities?
21. Who is the project manager? Crewleader? What are their authority limits?
22. What will be the normal working hours?
23. Who is the POC if an after-hours problem arises?
24. Has base security been advised of the construction plans? If not, who is responsible for advising them?
25. Has security advised you of any unusual requirements?
26. What off-site prefabrication is anticipated? Where will it be done?
27. Have projected curves for manpower expenditures and percent completed been prepared? Do they match the project schedule?
28. What are the project reporting requirements?
29. Are there any environmental hazards/protection requirements? What plans are required?
30. Have the requirements of command safety instructions been met?
31. What are the project’s subcontract requirements and schedules?
32. What are the procedures for resolving problems relating to plans, specifications, field adjustment requests, etc.?
33. What are the procedures for continuing the project in the event the NCF unit is called away?
Figure H-2. Unit Preparation Checklist for Preconstruction Conference
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APPENDIX I
Advance Party
I.1 INTRODUCTION
This appendix provides the operations officer with guidance for the composition of an NCF unit’s AP and its responsibilities to conduct a relief in place and transfer of authority (known as a unit turnover in the NCF). The appendix focuses on an NMCB relieving another NMCB at a forward TOA site and/or concurrent detachment sites, but may also serve as a useful planning tool for NCF units when deploying an AP into contingencies and exercises.
Note
This appendix, although not all-inclusive, provides a useful foundation of information to prepare the AP for deployment.
I.2 ADVANCE PARTY RESPONSIBILITIES
The primary mission of the AP is to prepare for the arrival of the main body and conduct the unit turnover. Approximately 10 days before the main body departure, an AP deploys. The AP is responsible for the following:
1. Turning over all camp facilities and functional areas
2. Turning over construction sites (refer to Appendix F for information on project turnover)
3. Performing battalion equipment evaluation program inspection
4. Finalizing construction plans
5. Preparing for the main body arrival so that all incoming personnel have adequate facilities and can begin working within 2 to 3 days of arrival.
I.3 ADVANCE PARTY STAFFING
The AP is staffed with the best available personnel to ensure the accuracy of required functions during the unit turnover. Figure I-1 and Figure I-2 illustrate the recommended minimum AP personnel required to turn over the main body and detachment sites, respectively.
The actual number of personnel allowed on the AP is determined by a number of factors: site conditions (quantity of CESE, the number of tasked projects, availability of transportation, and berthing space available); imposed restraints from higher authority; and transportation availability. The unit operations officers must coordinate with each other, unit embarkation staff, and the cognizant NCR throughout the planning process to identify limitations and determine the actual number of personnel that may be assigned to the AP. Frequently the number of personnel assigned to the AP of the relieving unit is the number of personnel allowed to depart from the on-site unit.
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DEPT ADVANCE PARTY PERSONNEL FOR MAIN BODY SITE NO. OF PERSONNEL
CHECKLIST
S1 Yeomen (generally an E-7 +2) 3
Personnelmen (generally E-4 or E-5) 2
Security manager or assistant (could be the E-7 Yeoman) 1
S2 Intelligence officer or representative 1
S3 Operations officer (generally acts as AP OIC) 1
Operations chief 1
Engineering aides (generally an E-7 +2) 3
P&E/QC staff 2
Yeoman 1
S4 Supply officer 1
Disbursing officer and clerk 2
Culinary specialists (generally an E-7 +5) 6
Central tool room and central store room personnel 4
MLO personnel 5
Automotive repair parts personnel 3
Storekeepers 2
Postal clerk 1
Other personnel for inventory 2
S6 Communication officer and assistant 2
S7 Training officer or training chief 1
Armory personnel 2
OTHER HQ
Hospital corpsman (E-7 preferred; E-6 okay) 1
Special services 1
Master-at-Arms 1
ALFA Alfa Company commander 1
Maintenance supervisor 1
Operations supervisor and assistant 2
Transportation supervisor 1
Dispatcher 1
Construction mechanics (approximate number) 40
Equipment operators (approximately 1/3 are mechanics) 13
Machinery repairman/construction electrician/steel worker 3
Figure I-1. Recommended Advance Party Personnel for Main Body Site (Sheet 1 of 2)
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DEPT ADVANCE PARTY PERSONNEL FOR MAIN BODY SITE NO. OF PERSONNEL
CHECKLIST
BRAVO Bravo company commander 1
Camp maintenance chief 1
Maintenance personnel 6
Shop personnel (i.e., construction electrician, utilitiesman, steel worker, and builders)
4
Specialty personnel (i.e., air conditioning units, boilers, diesel engines, etc.)
2
Project supervisors 2
CHARLIE Charlie Company commander 1
Project supervisors (approximate number) 8
Expeditor 1
Company clerk 1
TOTAL AP PERSONNEL 138
Figure I-1. Recommended Advance Party Personnel for Main Body Site (Sheet 2 of 2)
ADVANCE PARTY PERSONNEL FOR A DETACHMENT SITE NO. OF PERSONNEL
CHECKLIST
OIC 1
Project supervisors Varies
Maintenance supervisor 1
MLO/Central tool room 1
Expeditor 1
Construction mechanics Varies
Equipment operators (approximately 1/3 are mechanics) Varies
Others (as tasking dictates) Varies
Figure I-2. Recommended Advance Party Personnel for Detachment Site
I.4 ADVANCE PARTY OPERATIONS
NCF unit turnovers involve functional areas across the full spectrum of a unit’s mission capabilities. It is not just a construction projects turnover event. The orderly and efficient execution of a unit turnover is facilitated by detailed planning and the use of specific guidance from the cognizant NCR, 1NCD, or cognizant NBG. This guidance provides commanders with a structured, systematic approach to ensure the unit’s projects, supplies, and equipment are properly inventoried and accounted for. Refer to COMFIRSTNCDINST 5450.1 for a description of turnover areas, references, and information on conducting a forward TOA location camp turnover.
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The AP does not normally begin work on tasked projects. If tasking demands an early project start, the AP size should be adjusted accordingly. Conversely, the on-site unit should have all work completed when the AP arrives. The only project work to be done should be the work required to reach a good turnover point and to clean up project sites. Attempting full-scale project work during turnover is generally counterproductive and should be avoided.
Tensions between the two units could mount during turnover. To help avoid friction, leaders must set the proper example of professionalism and ensure expectations of proper behavior are established through the units. If issues arise, they should be brought to the attention of the operations officers/operations chiefs for resolution.
The following guidelines (also coordinated during the predeployment trip) are used by both units to conduct the unit turnover:
1. Upon arrival, key command members should meet their counterparts to confirm/establish a mutually acceptable turnover schedule.
2. Only essential items should be covered during the turnover. The on-site unit must provide maximum assistance and cooperation to ensure a smooth transition.
3. The on-site unit provides troop and cargo transportation to and from the airfield. The relieving unit provides transportation for the main body echelon of the unit being relieved.
4. The on-site unit should arrange AP berthing, office spaces, and equipment.
5. Every arriving flight should have a meal, other refreshments, and rest within an hour of arriving at the camp.
6. Projects should be turned over with the completion of a Joint Turnover Memorandum. Refer to Tab 2 to Appendix G for format and guidance.
7. Classified materials transfers should be delayed until the end of turnover.
8. The on-site unit mans the watch bill until 2 days prior to the departure of their last flight. At that time, the AP assumes all watches.
9. All equipment remains in the custody of the on-site unit until the battalion equipment evaluation program is complete.
10. The on-site unit must provide messing for all troops until their last full day. The AP then takes over galley operations.
11. The on-site unit provides administrative services until their departure.
12. The on-site unit continues camp maintenance operations until 2 days prior to the departure of their last flight.
13. The on-site unit must maintain sick bay and dental functions until their last full day.
14. The on-site unit should divulge any problems and lessons learned.
15. The on-site unit is responsible for a Turnover Binder containing consolidated required documentation from the unit turnover that is provided to the relieving unit.
16. The OIC of the relieving unit AP should arrange for an appropriate, but simple, relieving formation, and ceremony prior to the on-site unit’s departure.
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17. The relieving unit is responsible for acceptance of all facilities, functions, and projects.
18. Upon completion of particular inventories, custody transfers to the relieving unit.
19. Confirm that an FP plan has been developed.
Refer to Appendix F for the Turnover Questions and Answer Checklist to be used during the unit turnover.
Note
Remember, turnover is the last opportunity to deal with the on-site unit (in this case, resident expert). Obtain as much information as possible and ensure that everyone will be working upon arrival.
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APPENDIX J
Official Visitors
J.1 INTRODUCTION
Throughout the operational cycle of NCF units, there are numerous visitors and several inspections of various types. The unit operations officer is involved in virtually all of these visits. In this appendix, three major areas are discussed: types of visitors, considerations for visitors, and briefings.
J.2 TYPES OF VISITORS
All visitors are important and should be treated with respect and professionalism. There are two basic types of visitors. First, there are those with whom unit personnel deal on a regular basis in the execution of their duties. Second are official visitors who interact with the unit’s command in an official capacity. Figure J-1 lists typical official visitors and their intended purpose. When deployed, units should also expect visits from foreign officials. These visits are particularly sensitive and must be handled with the utmost diplomacy through close coordination of the operations officer and the unit’s public affairs officer.
OFFICIAL VISITOR PURPOSE
• Flag/general officer/very important person (VIP) (non-CEC)
• Basic who, what, when, and why • May be interested in specific projects.
• Flag officer (CEC) • General information with specific interest areas which usually include troop morale, project status, and leadership assessment.
• Commander, 1NCD • NCR/SRG commanders
• May be general in nature, but is more familiar with current operations • Evaluates command readiness, capabilities, and leadership • Renders specific assistance in a particular area.
• Other CEC/Seabee visitor • Generally present for a specific reason • Almost always an assistance or indoctrination visit.
• PWO/contracting officer • Interested in specific projects and their status • Always interested in QC.
• Architect/engineer • Generally interested in design review • Usually accompanied by the contracting officer/COTR.
• Technical representative • Present for a specific reason, commonly to provide special training or to perform installation or maintenance.
• Civic groups • Usually interested in a general briefing • Usually looking for NCF involvement in civic action projects • May want unit to act as a host for a tour of scouts, orphans, or school children • May provide positive publicity opportunity.
Figure J-1. Official Visitor and Purpose Matrix
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J.3 CONSIDERATIONS
Regardless of the types of visitors or their purpose, they may greatly influence the current and future operations of the unit. For all official visitors, the following applies:
1. Sponsor. Each visitor must have a sponsor. The sponsor should be the visitor’s counterpart or the person most directly involved with the purpose of the visit. The sponsor should act as the host and ensure that all visitor needs are satisfied. The sponsor should walk the ground prior to the visitor’s tour and leave nothing to chance to ensure a successful visit.
2. Schedule. An itinerary should be prepared based on the visitor’s interest and provided to the visitor prior to arrival. The host shall ensure the schedule is adhered to and appropriate changes are made if needed.
3. Transportation. The command may need to provide pick-up and delivery service, which should be tailored to the status of the visitor. Ensure that the driver, if assigned, is intimately familiar with the visitor’s itinerary and routes of travel. (A model Seabee should be selected as the driver.)
4. Messing and Berthing. The sponsor should arrange for appropriate messing and berthing prior to the visitor’s arrival. Berthing facilities should be neat, clean, and equipped with clean linens, towels, and a visitor’s information kit.
5. Briefings. All visitors should receive an official briefing of a general or specific nature upon arrival. This may include a VIP binder of information about the unit and tasking specifically targeted for each visitor.
6. Special Considerations. Ensure that the necessary clearances, clothing, and equipment (e.g., hard hats and ear plugs) are available for the visitor.
7. Tours. Almost all visitors are interested in a tour of facilities and projects. These should be carefully coordinated to ensure the most favorable results for the command. Certain visitors are also interested in seeing local scenic attractions, which the host should arrange at the visitor’s convenience.
8. Social Events. Distinguished or senior visitors are normally involved in various social events that also serve as a forum for unit personnel to meet the visitor and discuss specific areas of interest. If possible, the operations officer should attend each event.
9. Personal Protective Equipment (PPE). Plan to have available all necessary PPE (i.e., helmet, kevlar vest, and weapon (as applicable)).
10. Debriefing. The visitor generally debriefs prior to departure. The command should seek feedback regarding impressions made and improvement actions required.
11. Followup. Inform the chain of command of any visitor feedback and general outcome of the visit. Also inform other NCF commands that may not be in the chain of command, but who may have an interest in the visit’s outcome.
J.4 BRIEFINGS
The briefing sets the general tone for the visit and provides the opportunity to showcase command capabilities. To provide maximum benefit, the briefing should:
1. Thoroughly cover the subject and have back-up experts present or available during the briefing
2. Stress particular areas that are of interest to the audience
3. Be concise, match content, and be relevant to the target audience
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4. Be presented logically
5. Use simple visual aids (e.g., computer presentations, slides, models, charts, and displays) to amplify and describe critical points
6. Be delivered in a room that is compatible with the size of the audience and the method of presentation.
The briefer should:
1. Pause the presentation when you want the visitor to think about a particular subject
2. Use concise terms and phrases that are easily understood
3. Be flexible to the needs of the audience without memorizing the brief
4. Answer questions as concisely as possible
5. Use body language to stress points
6. Always look at the audience and have them watch you.
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APPENDIX K
Meetings
K.1 INTRODUCTION
This appendix provides information on regular meetings attended by the operations officer. The appendix focuses on an NMCB, but the table of meetings can be adopted for use across the NCF. Figure K-1 lists standing meetings that the operations officer attends.
Meetings provide a platform for obtaining information and disseminating policy and guidance. While meetings are necessary, they should be kept to a minimum and involve only essential personnel. Perhaps the most important meeting is the operations meeting. The atmosphere in the operations meeting must be one where parties introduce and discuss problems freely without fear of reprisal and where all parties are working together toward a common goal. The operations officer must be well prepared for the meeting and take charge, leading the discussion to areas that provide the most benefit to the command. The operations meeting, if conducted properly, also provides an excellent basis for the operations officer to evaluate the effectiveness of the middle managers.
Note
This appendix is not all-inclusive.
MEETING ATTENDEES PURPOSE
Safety Policy Committee Meeting (monthly)
• Committee member • Invited command members
• Discuss results of safety supervisors’ meeting • Discuss particular safety problems • Discuss results of traffic court • Issue command safety policy
Safety Council Meeting (monthly)
• Commander/CO • Safety officer • Department/detachment safety representatives • Other council members
• Discuss safety problems • Review safety record • Review individual accidents • Recommend command policy
Unit Staff Meeting (weekly)
• Commander/CO • COS/CSO/XO • Command master chief/senior enlisted advisor • Department heads/special staff • Company commanders and detachment OICs
• Disseminate policy • Update key personnel on current/planned status • Discuss significant problems • Resolve intracommand conflicts
Figure K-1. Matrix of Standard Meetings Attended by the Operations Officer (Sheet 1 of 2)
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MEETING ATTENDEES PURPOSE
Operations Meeting (weekly)
• Operations officer • Selected operations staff members • Company commanders and detachment OICs • MLO
• Discuss status of projects • Review resource distribution • Coordinate unit efforts • Discuss particular problems and new techniques • Disseminate policy and schedules
Operations Staff Meeting (daily and/or weekly)
• Operations officer • Operations staff • Key department staff members • Invited guests
• Disseminate information • Discuss particular problems • Disseminate policy and goals • Review administrative requirements • Review plans and schedules
Planning Board for Training (biweekly or monthly)
• CSO/XO • Training officer • Operations officer • Designated department staff • Company commanders and detachment OICs
• Convene a forum to ensure both operations and training objectives are being achieved with regard to the unit’s FRTP • Coordinate training events • Discuss status of training attainment
Preconstruction Conference (as required, refer to Appendix H)
• Operations officer and operation chief • Contracting officer and COTR • Prime contractor representatives: company commander/detachment OIC, projects chief, project supervisor, and crewleader • Selected operations staff members (e.g., QC chief, etc.) • Safety officer or representative
• Discuss a particular project and the techniques to be used to execute the project • Disseminate schedule
Turnover Meeting (as required)
• Contracting officer and COTR • On-site unit key personnel • Relieving unit key personnel
• Resolve remaining work • Discuss outstanding materials • Discuss status of QC issues • Transfer manuals, as-built drawings, and all project documentation
Figure K-1. Matrix of Standard Meetings Attended by the Operations Officer (Sheet 2 of 2)
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APPENDIX L
Reports
L.1 INTRODUCTION
This appendix provides an overview of required reports for NMCB, CBMU, and UCT units that are significant to an operations officer’s duties. Many of the reports are also germane to the PHIBCBs and used by them to the greatest extent possible.
L.2 REPORTS
Company commanders and detachment OICs submit feeder information for various formal reports. This information enables operations officers to monitor and evaluate unit efforts. Higher authorities use reports to monitor unit capabilities and readiness. They may also use reports to provide information to the general public. The reports discussed below are those that are normally under the purview of operations officers.
L.2.1 Daily Reports
Reports that are necessary on a daily basis include:
1. QC Report. The inspector for each project must submit QC reports daily. The assistant operations officer and operations chief must review all QC reports. If possible, the operations officer should also review them. At a minimum, the operations officer must personally review all derogatory reports and follow up on rework.
2. Safety Report. The safety petty officer for each project or detachment must submit a daily safety report. The safety petty officer submits this report directly to the unit safety chief. The operations officer (and the CO) shall be notified of any safety violations.
L.2.2 Weekly Report
Theater engagement detachments are high profile and very short duration missions. Weekly reports are required as photo SITREPs to the cognizant NCR and supported unit HQ. The cognizant NCR provides format guidance in the detachment’s OPORD.
L.2.3 Biweekly Reports
Reports that are necessary on a biweekly basis include:
1. Project Material Status Report. The cognizant NCR generally forwards its subordinate units’ Project Material Status Reports biweekly. This report, typically large in size, can be condensed by the logistics department for operations review. A Critical Outstanding Material List, updated biweekly, should also be maintained for each project.
2. Company Biweekly SITREP Feeders. For monitoring, timekeeping, and reporting purposes, all companies/detachments submit a SITREP feeder report biweekly to the operations department.
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L.2.4 Monthly Reports
Reports that are necessary at the end of each month include:
1. Unit Monthly SITREP. The operations department prepares the monthly SITREP for submittal to higher authority. This report provides an accurate status of current unit efforts. Detachments also submit input for inclusion in the monthly SITREP. The cognizant NCR provides format guidance in the unit’s OPORD.
2. Safety Report. The monthly minutes of the safety supervisors, automotive and construction equipment safety committees, and safety policy committee meetings must be forwarded to the cognizant NCR with the monthly Mishap Report. The operations officer carefully monitors these reports and checks them against other reports. Accuracy is paramount.
3. Manpower Report. The unit receives an enlisted distribution verification report each month indicating current allowances, distribution plans, on-board personnel, and prospective gains and losses. While the administrative department is responsible for updating this report, the operations department must also review it to plan resource availability and initiate action to identify and follow up on critical shortfalls.
4. Readiness Reports. The unit submits a readiness report monthly and under the conditions specified in COMFIRSTNCDINST 3501.3 (series), Naval Construction Force Status of Resources and Training System Joint Report (SORTS)-Navy Readiness Reporting Guidance. Also refer to NTTP 1-03.3, Status of Resources and Training System Joint Report-Navy (SORTSREPNV), and NTTP 1-03.5, Defense Readiness Reporting System-Navy (DRRS-N) (draft). The operations officer must be actively involved in the preparation of this report that indicates the capability of the unit to perform its mission. The operations officer must have an in-depth understanding of the factors that go into the report in order to accurately gauge the unit’s ability to perform mission tasking.
5. Monthly CESE Report. The unit equipment officer prepares this report for submission to the cognizant NCR. The report lists all equipment on deadline or out of service, outstanding requisitions related to the equipment, and actions being taken to bring equipment back into service. This report provides an overall status of the unit’s equipment and is a valuable indicator of equipment maintenance capability.
L.2.5 Situation Reports
SITREPs include but are not limited to the following:
1. Deployment Completion Report. This report, covering all deployment aspects, must be submitted within 45 days of return to homeport. It is primarily used as a historical record, but deploying units may also use it as reference to gain lessons learned for a particular area. Preparation and submittal procedures are contained in the unit’s deployment OPORD. Lessons learned must also be entered as observations in the joint lessons learned information system.
2. Mishap Reports. Every mishap or near mishap must be reported in accordance with unit safety instructions.
3. Exercise Completion Reports. Upon completion of any exercise requiring actual or simulated movement of unit resources, a report must be submitted to the cognizant NCR. Any additional reporting requirements are outlined in the tasking message. Typical exercises requiring a report are NMCB AIRDET exercises, a full unit mount-out, JCS exercises, or detachments.
4. Radiographic Reports. Special reports are required for any equipment that uses radioactive isotopes.
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5. Personnel Evaluations. Periodic evaluations for all enlisted personnel and officers are required. Every effort must be made to ensure that these reports are timely and accurate. The operations officer is normally responsible for preparation of evaluations and/or fitness reports for the operations department staff and all company commanders/detachment OICs. The operations officer should also review the evaluations of all key unit personnel. Refer to Bureau of Naval Personnel Instruction (BUPERSINST) 1610.10 (series), Navy Performance Evaluation System, for further information.
6. OPORDs. An OPORD must be prepared prior to any evolution involving a significant redistribution of unit resources. The operations officer should also require company commanders and detachment OICs to prepare an OPORD for their organizations as a matter of professional development. The OPORD is done in a five-paragraph format. Refer to the Construction Battalion Battle Skills Guide for further information.
L.2.6 Tactical Reports
Figure L-1 lists the various tactical reports. Refer to specific unit TACSOPs or cognizant OPORD for information on a report format and guidance.
L.3 PROJECT REPORTING REQUIREMENTS
Paragraphs L.3.1 through L.3.6 discuss general NCF project reporting requirements. Review the cognizant OPORD/FRAGORD for required reporting requirements and formats per specific operational tasking.
L.3.1 Predeployment Project Planning Situation Report
Each unit in homeport shall submit a monthly predeployment planning SITREP detailing the project planning status for the respective SRG and/or cognizant NCRs. The format for this SITREP, published in the unit’s homeport OPORD, shall report the planning status at the end of the month and shall be submitted within 3 working days of the end of the reporting period.
TACTICAL REPORTS
CASREP NBC-1, Observer’s Report
Civil Engineer Support Equipment Report NBC-3, Immediate Warning of Expected Contamination
Chemical Downwind Message NBC-4, Recon, Monitoring, and Survey Results
Combined Highway Clearance Request NBC-5, Areas of Actual Contamination
Communication Status Report NBC-6, Detailed Information on Chemical or Biological Attacks
Daily Bulk Logistics/POL Report NCR Slant Report
Displacement Report Personnel Status Report
Frequency Interference Report Replacement Report
Health Services Report Size, Activity, Location, Unit, Time, and Equipment (SALUTE) Report
Intelligence Report Shell/Mortar/Bomb Report
March Credit Highway Clearance Request SITREP
Medical Disposition Report SPOT Report
MEDEVAC Request Standard Patrol Report
Figure L-1. Table of Tactical Reports
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L.3.2 Project Material Status Situation Reports
In order for the cognizant NCR to monitor the planning and material procurement status of the projects tasked to either on-site units or relieving units, homeported units and deployed units shall submit the following monthly SITREPs:
1. Project Planning and Material Procurement Status SITREP. Cognizant NCRs shall submit a monthly message SITREP to the deployed unit and the relieving unit(s), with an information copy to the respective SRG, providing project planning/estimating information and the status of CONUS material procurement for each deployment site. This message shall include the status of all projects tasked to the unit on-site and all projects tasked to relieving unit(s) based on the tentative tasking or revised tentative tasking per the relevant WARNORD/OPORD/FRAGORD currently in effect. Project reporting shall commence at D-10 (in months) when tentative tasking is issued and end when 100 percent of the project material is on-site. The cognizant NCR provides format guidance in the unit’s OPORD for this report.
2. Local Material Procurement Status SITREP. In order to ensure that the procurement of local project material for the relieving unit is progressing satisfactorily, the on-site unit shall submit a monthly Local Material Procurement Status SITREP by message to the relieving unit, with an information copy to the cognizant NCR and the respective SRG. This SITREP lists all projects (turnover/new-start) tasked to the relieving unit, including detachment sites. The unit shall commence submitting this SITREP after issuance of the cognizant NCR’s WARNORD containing tentative tasking to the relieving unit. The cognizant NCR provides format guidance for this report in the unit’s OPORD.
L.3.3 Monthly Situation Report
On deployment, the unit shall submit a SITREP message monthly within 5 workdays after the last day of each month. The report shall include all tasked projects listed in increasing numerical sequence. Once construction has started on a project, the project shall be considered active and shall not be removed from the report until such time as the project has been accepted as totally complete by the contracting officer. Once a project is completed, and a usable completion date/beneficial occupancy date is established, it may be deleted from future reports. The cognizant NCR provides format guidance in the unit’s OPORD for this report. Additional guidance is as follows:
1. Project Status Summary. All SITREPs shall include a summary by location. The first line of the summary shall provide the average number of direct labor personnel who worked the project and number of workdays in the reporting period. In addition, the summary provides project work-in-place, remaining project man-days, and completion date percentage data, as well as a brief description of the work accomplished during the reporting period for each project. Each location shall be reflected as a separate subparagraph. For projects, for which no work was accomplished during the reporting period, the master activities status and activities reporting lines may be shown as no report. However, when no work is accomplished, the reason for no work shall be adequately explained in the comment line as part of the status explanation.
2. Change of Usable Completion Date. Except for projects with critical completion dates, usable completion dates shall be established. When delay of a usable completion date becomes necessary, the unit shall advise the cognizant NCR of the cause and estimated duration of the delay. The usable completion date reflected in the SITREP, however, shall not be adjusted until approved by the cognizant NCR. When adjusting usable completion dates, the unit shall take action, as appropriate, to ensure that a minimum number of usable completion dates are affected by the delay.
3. Work-In-Place. Work-in-place shall be determined in accordance with the guidance contained in Paragraph 5.8.14.
4. Detachment Identification and Summary Report Column Headings. Project status summaries for detachments shall be identified by the plain language address identifiers (e.g., YANKEE JULIET) listed in COMSECONDNCB/COMTHIRDNCBINST 2300.1 (series), Assignment of NMCB Use of Plain
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Language Addresses in the Naval Telecommunications System. Column headings for safety, labor, and personnel summaries shall be alphabetic characters (e.g., YO) for the site reported, as indicated in Figure D-2.
5. Distribution. SITREPs shall be submitted to the cognizant NCR with information copies to the supported NCC, the respective SRG, on-site contracting officers, the respective NCF Camp Detachment OIC (if applicable), the cognizant NCR equipment office, and the relieving unit. Additional distribution shall be as directed by the cognizant NCR.
L.3.4 Project Status at Turnover Situation Report Message
Sixty days prior to redeployment, the deployed unit shall provide the cognizant NCR, the relieving unit, and the respective SRG with a project status at turnover SITREP message. Refer to Paragraph G.3.1 for further information on this report.
L.3.5 Deployment Completion Report
A deployment completion report is submitted at the completion of each deployment as described in Paragraph L.2.5.
L.3.6 Turnover Memorandum
A Joint Turnover Memorandum is provided by the incoming and outgoing units to the cognizant NCR. The memorandum reports the status of tasked projects turned over to the relieving unit. Refer to Paragraph G.4 for format and guidance.
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REFERENCES
The development of NTTP 4-04.2 is based upon the effective edition of the following references.
GENERAL
Title 10, United States Code, Armed Forces
Uniform Code of Military Justice
DOD PUBLICATIONS
SecDef Memorandum of June 19, 2007, for Utilization of the Total Force
Assistant SecDef Memorandum of August 26, 2008, for Reserve Component Alert/Mobilization Decision Process Implementation
Global Force Management Implementation Guidance FY 2008–2009
The Global Force Management (GFM) Manual
JOINT PUBLICATIONS
CJCSI 1301.01 (series), Individual Augmentation Procedures
CJCSM 3122.01 (series), Joint Operation Planning and Execution System (JOPES), Volume I (Planning Policies and Procedures)
CJCSM 3122.02 (series), Joint Operation Planning and Execution System (JOPES), Volume III (Crisis Action Time-Phased Force and Deployment Data Development and Deployment Execution)
CJCSM 3122.03 (series), Joint Operations Planning and Execution System (JOPES), Volume II, Planning Formats and Guidance
JP 1, Doctrine for the Armed Forces of the United States
JP 1-02, Department of Defense Dictionary of Military and Associated Terms
JP 1-06, Financial Management Support in Joint Operations
JP 3-0, Joint Operations
JP 3-27, Homeland Defense
JP 3-28, Civil Support
JP 3-29, Foreign Humanitarian Assistance
JP 3-33, Joint Task Force Headquarters
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JP 3-34, Joint Engineer Operations
JP 3-57, Civil-Military Operations
JP 4-0, Joint Logistics
JP 4-01.6, Joint Logistics Over-the-Shore (JLOTS)
JP 5-0, Joint Operation Planning
NAVY PUBLICATIONS
BUPERSINST 1610.10 (series), Navy Performance Evaluation System
COMFIRSTNCDINST 2000.2 (series), Communications Information Systems Policy and Procedures
COMFIRSTNCDINST 3100.1, Movement Control Center
COMFIRSTNCDINST 3501.3 (series), Naval Construction Force Status of Resources and Training System (SORTS) Joint Report—Navy Readiness Reporting Guidance
COMFIRSTNCDINST 3501.4 (series), Naval Construction Forces (NCFCs) Fleet Response Training Plan (FRTP)
COMFIRSTNCDINST 3502.1 (series), Naval Construction Force Training Manual [draft]
COMFIRSTNCDINST 3502.2 (series), Naval Construction Force (NCF) Training Requirements
COMFIRSTNCDINST 4400.3 (series), The Seabee Supply Manual
COMFIRSTNCDINST 5100.2 (series), Naval Construction Force Occupational Safety and Health Program
COMFIRSTNCDINST 5450.1 (series), Seabee Camp Turnover
COMFIRSTNCDINST 6000.1, Seabee Medical Procedures
COMFIRSTNCDINST 11200.2 (series), Naval Construction Force Equipment Management Instruction
COMFIRSTNCDNOTE 3000, Naval Construction Force Support to Navy Component Commanders
COMFIRSTNCDNOTE 3010, Echelon V Roles and Responsibilities for the Naval Construction Force Construction Quality Program
COMFIRSTNCD OPORD 2000–01, Basic Order
COMFIRSTNCD OPORD 2000–02, Basic Order
COMFIRSTNCD’s Tactical Memorandum 01-08, Convoy Security Element Requirements for a Naval Mobile Construction Battalion
COMNAVRESFORINST 1001.5 (series), Administrative Procedures for the Drilling Reserve and Participating Members of the Individual Ready Reserve (IRR)
COMNAVSURFORINST 3502 (series), Surface Force Training Manual
NTTP 4-04.2
Reference-3 OCT 2010
COMSECONDNCB/COMTHIRDNCBINST 2300.1 (series), Assignment of NMCB Use of Plain Language Addresses in the Naval Telecommunications System
COMSECONDNCB/COMTHIRDNCBINST 3502.1 (series), Joint Chiefs of Staff Exercise and Deployment for Training Operations Procedure
COMUSFLTFORCOM Foreign Humanitarian Assistance (FHA) Concept of Operations (CONOPS)
Construction Battalion Skills Guide
Military Personnel Manual 1300–318
NAVADMIN 235/08, Reserve Component Individual Augmentation (IA) Mobilization Business Rules
Naval Logistics Integration Playbook
NDP 4, Naval Logistics
Naval Telecommunications Procedures 4 (series), Naval Communications.
NAVFAC P-405, Seabee Planner’s and Estimator’s Handbook
NAVFAC P-1053, Cold Weather Operations Manual
NAVFAC P-1161, Construction Battalion Battle Skills Guide (Books 1–4)
NAVSUP P-485 (Volume I), Naval Supply Procedures Afloat Supply
NAVSUP P-485 (Volume II), Naval Supply Procedures Supply Appendices
NAVSUP P-485 (Volume III), Naval Supply Procedures Ashore Supply
NTRP 1-02, Navy Supplement to the Department of Defense Dictionary of Military and Associated Terms
NTRP 3-02.1.2, Naval Beach Group Support Element Operations
NTRP 4-04.2.1, Doctrinal Reference of the Naval Construction Force (draft)
NTRP 4-04.2.13 (FM 5-484), Water Well-Drilling Operations (draft)
NTTP 1-03.3, Status of Resources and Training System Joint Report—Navy (SORTSREPNV)
NTTP 1-03.5, Defense Readiness Reporting System—Navy (DRRS-N)
NTTP 3-02.1M/MCWP 3-31.5, Ship-to-Shore Movement
NTTP 3-02.3M/MCWP 3-32, Maritime Pre-positioning Force Operations
NTTP 3-57.2, Civil Support Operations
NTTP 4-01.3, Tactical Convoy Operations
NTTP 4-01.5, Strategic Mobility and Unit Movement Operations
NTTP 4-04.1M/MCWP 4-11.5, Seabee Operations in the MAGTF
NTTP 4-04.2
OCT 2010 Reference-4
NTTP 4-04.3, Naval Contingency Engineering Operations
NWDC TACMEMO 3-07.6-06, Foreign Humanitarian Assistance/Disaster Relief Operations Planning
NWP 3-11, NBC Defense Operations and subordinate NTTP/NTRPs
NWP 3-32, Maritime Operations at the Operational Level of War
NWP 4-04, Naval Civil Engineering Operations
NWP 5-01, Navy Planning
OPNAVINST 1001.21 (series), Total Force Policy
OPNAVINST 1001.24 (series), Individual Augmentation (IA) Policy and Procedures
OPNAVINST 3060.7 (series), Navy Manpower Mobilization/Demobilization Guide
OPNAVINST 3120.32 (series), Standard Organization and Regulations of the U.S. Navy
OPNAVINST 11010.20 (series), Facilities Project Instruction
OPNAVNOTE 5400, The Standard Navy Distribution List (SNDL)
Seabee Crewleader’s Handbook
SECNAV Memorandum of August 20, 2008
United States Navy Regulations
AIR FORCE PUBLICATIONS
AFPAM 10-219, Volume 4, Airfield Damage Repair Operations
Center for Army Lessons Learned (CALL) Publication No. 07-27, Leader’s Handbook—The First 100 Days
ARMY PUBLICATIONS
FM 3-06, Urban Operations
FM 3-34.170/MCWP 3-17.4, Engineer Reconnaissance
FM 3-34.280, Engineering Diving Operations
FM 3-34.343, Military Non Standard Fixed Bridging
FM 3-90.12/MCWP 3-17.1, Combined Arms Gap-Crossing Operations
FM 3-97.6, Mountain Operations
FM 10-52, Water Supplies in Theaters of Operations
FM 31-70, Basic Cold Weather Manual
NTTP 4-04.2
Reference-5 OCT 2010
FM 33-71, Northern Operations
FM 5-430-00-1, Planning and Design of Roads, Airfields, and Heliports in the Theater-of-Operations Road Design
FM 5-0, Army Planning and Orders Production
FM 5-212, Medium Girder Bridge
FM 90-3, Desert Operations
FM 90-5, Jungle Operations
MARINE CORPS PUBLICATIONS
MCRP 3-11.2A, Marine Troop Leaders Guide
MCRP 4-11.1D, Field Hygiene and Sanitation
MCWP 3-15.1, Machine Guns and Machine Gun Gunnery
MCWP 3-35.3, Military Operations on Urbanized Terrain (MOUT)
MCWP 4-11.6, Petroleum and Water Logistics Operations
MCWP 5-1, Marine Corps Planning Process
WEB SITES
https://www.fleetforces.navy.mil/necc/1ncd/CFW/default.aspx
https://www.fleetforces.navy.mil/necc/1ncd/N3/default.aspx
http://www.npc.navy.mil/CareerInfo/Augmentation/Pers4G1/
http://www.ecrc.navy.mil/1/idc_predeploy/faqs.htm
NTTP 4-04.2
OCT 2010 Reference-6
INTENTIONALLY BLANK
NTTP 4-04.2
Glossary-1 OCT 2010
GLOSSARY
administrative control (ADCON). Direction or exercise of authority over subordinate or other organizations in respect to administration and support, including organization of Service forces, control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions of the subordinate or other organizations. (JP 1-02. Source: JP 1)
advance party. 1. A task organization formed by the Marine air-ground task force commander that consists of personnel designated to form the nucleus of the arrival and assembly organizations. The primary tasks of the advance party are to arrange for the reception of the main body and provide force protection. 2. A team that coordinates the convoy’s arrival at the destination. It may move with the main body initially but must arrive at the destination sufficiently ahead of the main body. (NTRP 1-02. Source: MCRP 5-12C)
advanced base. A base located in or near an operational area whose primary mission is to support military operations. (JP 1-02. Source: N/A)
advanced base functional components (ABFC). A grouping of personnel, facilities, equipment, supplies, and materiel designed to perform a specific function or accomplish a mission at an advanced base. (NTRP 1-02)
amphibious construction battalion (PHIBCB). A permanently commissioned naval unit, subordinate to the commander, naval beach group, designed to provide an administrative unit from which personnel and equipment are formed in tactical elements and made available to appropriate commanders to operate pontoon causeways, transfer barges, warping tugs, and assault bulk fuel systems, and to meet salvage requirements of the naval beach party. (JP 1-02. Source: JP 3-02)
annual training. The minimal period of training reserve members must perform each year to satisfy the training requirements associated with their Reserve Component assignment. (JP 1-02. Source: N/A)
area of operations (AO). An operational area defined by the joint force commander for land and maritime forces. Areas of operation do not typically encompass the entire operational area of the joint force commander, but should be large enough for component commanders to accomplish their missions and protect their forces. (JP 1-02. Source: JP 3-0)
area of responsibility (AOR). The geographical area associated with a combatant command within which a geographic combatant commander has authority to plan and conduct operations. (JP 1-02. Source: JP 1)
attach. 1. The placement of units or personnel in an organization where such placement is relatively temporary. 2. The detailing of individuals to specific functions where such functions are secondary or relatively temporary, e.g., attached for quarters and rations; attached for flying duty. (JP 1-02. Source: JP 3-0)
capability. The ability to execute a specified course of action. (A capability may or may not be accompanied by an intention.) (JP 1-02. Source: N/A)
clandestine operation. An operation sponsored or conducted by governmental departments or agencies in such a way as to assure secrecy or concealment. A clandestine operation differs from a covert operation in that emphasis is placed on concealment of the operation rather than on concealment of the identity of the sponsor. In special operations, an activity may be both covert and clandestine and may focus equally on operational considerations and intelligence-related activities. (JP 1-02. Source: JP 3-05.1)
NTTP 4-04.2
OCT 2010 Glossary-2
combatant command. A unified or specified command with a broad continuing mission under a single commander established and so designated by the President, through the Secretary of Defense and with the advice and assistance of the Chairman of the Joint Chiefs of Staff. Combatant commands typically have geographic or functional responsibilities. (JP 1-02. Source: JP 5-0)
combatant command (command authority) (COCOM). Nontransferable command authority established by title 10 (“Armed Forces”), United States Code, section 164, exercised only by commanders of unified or specified combatant commands unless otherwise directed by the President or the Secretary of Defense. Combatant command (command authority) cannot be delegated and is the authority of a combatant commander to perform those functions of command over assigned forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction over all aspects of military operations, joint training, and logistics necessary to accomplish the missions assigned to the command. Combatant command (command authority) should be exercised through the commanders of subordinate organizations. Normally this authority is exercised through subordinate joint force commanders and Service and/or functional component commanders. Combatant command (command authority) provides full authority to organize and employ commands and forces as the combatant commander considers necessary to accomplish assigned missions. Operational control is inherent in combatant command (command authority). (JP 1-02. Source: JP 1)
combatant commander (CCDR). A commander of one of the unified or specified combatant commands established by the President. (JP 1-02. Source: JP 3-0)
combat engineering. Those engineering capabilities and activities that support the maneuver of land combat forces and that require close support to those forces. Combat engineering consists of three types of capabilities and activities: mobility, countermobility, and survivability (JP 1-02. Source: JP 3-34)
combat operations center (COC). The primary operational agency required to control the tactical operations of a command that employs ground and aviation combat, combat support, and combat service support elements or portions thereof. The combat operations center continually monitors, records, and supervises operations in the name of the commander and includes the necessary personnel and communications to do the same. (MCRP 5-12C)
combat service support (CSS). The essential capabilities, functions, activities, and tasks necessary to sustain all elements of operating forces in theater at all levels of war. Within the national and theater logistic systems, it includes but is not limited to that support rendered by service forces in ensuring the aspects of supply, maintenance, transportation, health services, and other services required by aviation and ground combat troops to permit those units to accomplish their missions in combat. Combat service support encompasses those activities at all levels of war that produce sustainment to all operating forces on the battlefield. (JP 1-02. Source: JP 4-0)
combat support (CS). Fire support and operational assistance provided to combat elements. (JP 1-02. Source: JP 4-0)
command and control (C2). The exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of the mission. Command and control functions are performed through an arrangement of personnel, equipment, communications, facilities, and procedures employed by a commander in planning, directing, coordinating, and controlling forces and operations in the accomplishment of the mission. (JP 1-02. Source: JP 1)
command and control system. The facilities, equipment, communications, procedures, and personnel essential to a commander for planning, directing, and controlling operations of assigned and attached forces pursuant to the missions assigned. (JP 1-02. Source: JP 6-0)
command element (CE). The core element of a Marine air-ground task force that is the headquarters. The command element is composed of the commander, general or executive and special staff sections, headquarters
NTTP 4-04.2
Glossary-3 OCT 2010
section, and requisite communications support, intelligence, and reconnaissance forces necessary to accomplish the Marine air-ground task force mission. The command element provides command and control, intelligence, and other support essential for effective planning and execution of operations by the other elements of the Marine air-ground task force. The command element varies in size and composition. (JP 1-02. Source: JP 3-02)
component (COMP). 1. One of the subordinate organizations that constitute a joint force. Normally a joint force is organized with a combination of Service and functional components. (JP 1) 2. In logistics, a part or combination of parts having a specific function, which can be installed or replaced only as an entity. (JP 1-02. Source: JP 4-0)
concept of operations (CONOPS). A verbal or graphic statement that clearly and concisely expresses what the joint force commander intends to accomplish and how it will be done using available resources. The concept is designed to give an overall picture of the operation. (JP 1-02. Source: JP 5-0)
consequence management (CM). Actions taken to maintain or restore essential services and manage and mitigate problems resulting from disasters and catastrophes, including natural, man-made, or terrorist incidents. (JP 1-02. Source: JP 3-28)
continental United States (CONUS). United States territory, including the adjacent territorial waters, located within North America between Canada and Mexico. (JP 1-02. Source: JP 5-0)
contingency. A situation requiring military operations in response to natural disasters, terrorists, subversives, or as otherwise directed by appropriate authority to protect US interests. (JP 1-02. Source: JP 5-0)
contingency contracting. The process of obtaining goods, services, and construction via contracting means in support of contingency operations. (JP 1-02. Source: JP 4-10)
contingency operation. A military operation that is either designated by the Secretary of Defense as a contingency operation or becomes a contingency operation as a matter of law (Title 10, United States Code, Section 101[a][13]). It is a military operation that: a. is designated by the Secretary of Defense as an operation in which members of the Armed Forces are or may become involved in military actions, operations, or hostilities against an enemy of the United States or against an opposing force; or b. is created by definition of law. Under Title 10, United States Code, Section 101 (a)(13)(B), a contingency operation exists if a military operation results in the (1) call-up to (or retention on) active duty of members of the uniformed Services under certain enumerated statutes (Title 10, United States Code, Sections 688, 12301[a], 12302, 12304, 12305, 12406, or 331-335); and (2) the call-up to (or retention on) active duty of members of the uniformed Services under other (non-enumerated) statutes during war or national emergency declared by the President or Congress. (JP 1-02. Source: JP 1)
contingency planning. The Joint Operation Planning and Execution System planning activities that occur in noncrisis situations. The Joint Planning and Execution Community uses contingency planning to develop operation plans for a broad range of contingencies based on requirements identified in the Contingency Planning Guidance, Joint Strategic Capabilities Plan, or other planning directive. Contingency planning underpins and facilitates the transition to crisis action planning. (JP 1-02. Source: JP 5-0)
control. 1. Authority that may be less than full command exercised by a commander over part of the activities of subordinate or other organizations. (JP 1) 2. In mapping, charting, and photogrammetry, a collective term for a system of marks or objects on the Earth or on a map or a photograph, whose positions or elevations (or both) have been or will be determined. 3. Physical or psychological pressures exerted with the intent to assure that an agent or group will respond as directed. 4. An indicator governing the distribution and use of documents, information, or material. Such indicators are the subject of intelligence community agreement and are specifically defined in appropriate regulations. (JP 1-02. Source: N/A)
convoy. 1. A number of merchant ships and/or naval auxiliaries usually escorted by warships and/or aircraft—or a single merchant ship or naval auxiliary under surface escort—assembled and organized for the purpose of
NTTP 4-04.2
OCT 2010 Glossary-4
passage together. 2. A group of vehicles organized for the purpose of control and orderly movement with or without escort protection that moves over the same route at the same time and under one commander. (JP 1-02. Source: N/A)
coordinating authority. A commander or individual assigned responsibility for coordinating specific functions or activities involving forces of two or more Military Departments, two or more joint force components, or two or more forces of the same Service. The commander or individual has the authority to require consultation between the agencies involved, but does not have the authority to compel agreement. In the event that essential agreement cannot be obtained, the matter shall be referred to the appointing authority. Coordinating authority is a consultation relationship, not an authority through which command may be exercised. Coordinating authority is more applicable to planning and similar activities than to operations. (JP 1-02. Source: JP 1)
crisis action planning (CAP). One of the two types of joint operation planning. The Joint Operation Planning and Execution System process involving the time-sensitive development of joint operation plans and operation orders for the deployment, employment, and sustainment of assigned and allocated forces and resources in response to an imminent crisis. Crisis action planning is based on the actual circumstances that exist at the time planning occurs. (JP 1-02. Source: JP 5-0)
deployment. 1. In naval usage, the change from a cruising approach or contact disposition to a disposition for battle. 2. The movement of forces within operational areas. 3. The positioning of forces into a formation for battle. 4. The relocation of forces and materiel to desired operational areas. Deployment encompasses all activities from origin or home station through destination, specifically including intra-continental United States, intertheater, and intratheater movement legs, staging, and holding areas. (JP 1-02. Source: JP 4-0)
depot maintenance. That maintenance performed on materiel requiring major overhaul or a complete rebuild of parts, assemblies, subassemblies, and end-items, including the manufacture of parts, modifications, testing, and reclamation as required. Depot maintenance serves to support lower categories of maintenance by providing technical assistance and performing that maintenance beyond their responsibility. Depot maintenance provides stocks of serviceable equipment by using more extensive facilities for repair than are available in lower level maintenance activities. (JP 1-02. Source: N/A)
direct liaison authorized (DIRLAUTH). That authority granted by a commander (any level) to a subordinate to directly consult or coordinate an action with a command or agency within or outside of the granting command. Direct liaison authorized is more applicable to planning than operations and always carries with it the requirement of keeping the commander granting direct liaison authorized informed. Direct liaison authorized is a coordination relationship, not an authority through which command may be exercised. (JP 1-02. Source: JP 1)
direct support (DS). A mission requiring a force to support another specific force and authorizing it to answer directly to the supported force’s request for assistance. (JP 1-02. Source: JP 3-09.3)
doctrine. Fundamental principles by which the military forces or elements thereof guide their actions in support of national objectives. It is authoritative but requires judgment in application. (JP 1-02. Source: N/A)
embarkation. The process of putting personnel and/or vehicles and their associated stores and equipment into ships and/or aircraft. (JP 1-02. Source: JP 3-02)
employment. The strategic, operational, or tactical use of forces. (JP 1-02. Source: JP 5-0)
engineer reconnaissance. The gathering of specific, detailed, technical information required by supporting engineer forces in order to prepare for and accomplish assigned missions. (NTRP 1-02. Source: MCRP 5-12C)
NTTP 4-04.2
Glossary-5 OCT 2010
engineer support plan (ESP). An appendix to the logistics annex or separate annex of an operation plan that identifies the minimum essential engineering services and construction requirements required to support the commitment of military forces. (JP 1-02. Source: JP 3-34)
facility. A real property entity consisting of one or more of the following: a building, a structure, a utility system, pavement, and underlying land. (JP 1-02. Source: N/A)
force beddown. The provision of expedient facilities for troop support to provide a platform for the projection of force. These facilities may include modular or kit-type facility substitutes. (JP 1-02. Source: JP 3-34)
forward operating base (FOB). An airfield used to support tactical operations without establishing full support facilities. The base may be used for an extended time period. Support by a main operating base will be required to provide backup support for a forward operating base. (JP 1-02. Source: JP 3-09.3)
forward operations base (FOB). In special operations, a base usually located in friendly territory or afloat that is established to extend command and control or communications or to provide support for training and tactical operations. Facilities may be established for temporary or longer duration operations and may include an airfield or an unimproved airstrip, an anchorage, or a pier. A forward operations base may be the location of special operations component headquarters or a smaller unit that is controlled and/or supported by a main operations base. (JP 1-02. Source: JP 3-05.1)
fragmentary order (FRAGORD). An abbreviated form of an operation order issued as needed after an operation order to change or modify that order or to execute a branch or sequel to that order. (JP 1-02. Source: JP 5-0)
general engineering (GE). Those engineering capabilities and activities, other than combat engineering, that modify, maintain, or protect the physical environment. Examples include: the construction, repair, maintenance, and operation of infrastructure, facilities, lines of communication and bases; terrain modification and repair; and selected explosive hazard activities. (JP 1-02. Source: JP 3-34)
general support (GS). 1. That support which is given to the supported force as a whole and not to any particular subdivision thereof. 2. A tactical artillery mission. (JP 1-02. Source: JP 3-09.3)
geospatial information and services (GI&S). The collection, information extraction, storage, dissemination, and exploitation of geodetic, geomagnetic, imagery (both commercial and national source), gravimetric, aeronautical, topographic, hydrographic, littoral, cultural, and toponymic data accurately referenced to a precise location on the Earth’s surface. Geospatial services include tools that enable users to access and manipulate data, and also include instruction, training, laboratory support, and guidance for the use of geospatial data. (JP 1-02. Source: JP 2-03)
horizontal construction. General engineering projects involving time, manpower, material, and equipment-intensive tasks. Construction usually involves extensive earthwork and consists of such work as roads, airfields, berms/revetments, and ditches. (NTRP 1-02. Source: NTTP 4-04.3)
host nation (HN). A nation that receives the forces and/or supplies of allied nations, and/or NATO organizations to be located on, to operate in, or to transit through its territory. (JP 1-02. Source: JP 3-57)
host-nation support (HNS). Civil and/or military assistance rendered by a nation to foreign forces within its territory during peacetime, crises or emergencies, or war based on agreements mutually concluded between nations. (JP 1-02. Source: JP 4-0)
intelligence. The product resulting from the collection, processing, integration, evaluation, analysis, and interpretation of available information concerning foreign nations, hostile or potentially hostile forces or elements, or areas of actual or potential operations. The term is also applied to the activity which results in the product and to the organizations engaged in such activity. (JP 1-02. Source: JP 2-0)
NTTP 4-04.2
OCT 2010 Glossary-6
irregular warfare (IW). A violent struggle among state and non-state actors for legitimacy and influence over the relevant population(s). Irregular warfare favors indirect and asymmetric approaches, though it may employ the full range of military and other capacities, in order to erode an adversary’s power, influence, and will. (JP 1-02. Source: JP 1)
joint. Connotes activities, operations, organizations, etc., in which elements of two or more Military Departments participate. (JP 1-02. Source: JP 1)
joint force commander (JFC). A general term applied to a combatant commander, subunified commander, or joint task force commander authorized to exercise combatant command (command authority) or operational control over a joint force. (JP 1-02. Source: JP 1)
joint force land component commander (JFLCC). The commander within a unified command, subordinate unified command, or joint task force responsible to the establishing commander for making recommendations on the proper employment of assigned, attached, and/or made available for tasking land forces; planning and coordinating land operations; or accomplishing such operational missions as may be assigned. The joint force land component commander is given the authority necessary to accomplish missions and tasks assigned by the establishing commander. (JP 1-02. Source: JP 3-0)
joint force maritime component commander (JFMCC). The commander within a unified command, subordinate unified command, or joint task force responsible to the establishing commander for making recommendations on the proper employment of assigned, attached, and/or made available for tasking maritime forces and assets; planning and coordinating maritime operations; or accomplishing such operational missions as may be assigned. The joint force maritime component commander is given the authority necessary to accomplish missions and tasks assigned by the establishing commander. (JP 1-02. Source: JP 3-0)
joint functions. Related capabilities and activities grouped together to help joint force commanders synchronize, integrate, and direct joint operations. Functions that are common to joint operations at all levels of war fall into six basic groups—command and control, intelligence, fires, movement and maneuver, protection, and sustainment. (JP 1-02. Source: JP 3-0)
joint logistics over-the-shore operations (JLOTS). Operations in which Navy and Army logistics over-the-shore forces conduct logistics over-the-shore operations together under a joint force commander. (JP 1-02. Source: JP 4-01.2)
Joint Operation Planning and Execution System (JOPES). A system of joint policies, procedures, and reporting structures, supported by communications and computer systems, that is used by the joint planning and execution community to monitor, plan, and execute mobilization, deployment, employment, sustainment, redeployment, and demobilization activities associated with joint operations. (JP 1-02. Source: JP 5-0)
joint publication (JP). A publication containing joint doctrine that is prepared under the direction and authority of the Chairman of the Joint Chiefs of Staff and applies to all Armed Forces of the United States. (JP 1-02. Source: CJCSI 5120.02)
Joint Strategic Capabilities Plan (JSCP). The Joint Strategic Capabilities Plan provides guidance to the combatant commanders and the Joint Chiefs of Staff to accomplish tasks and missions based on current military capabilities. It apportions limited forces and resources to combatant commanders, based on military capabilities resulting from completed program and budget actions and intelligence assessments. The Joint Strategic Capabilities Plan provides a coherent framework for capabilities-based military advice provided to the President and Secretary of Defense. (JP 1-02. Source: JP 5-0)
joint task force (JTF). A joint force that is constituted and so designated by the Secretary of Defense, a combatant commander, a subunified commander, or an existing joint task force commander. (JP 1-02. Source: JP 1)
NTTP 4-04.2
Glossary-7 OCT 2010
liaison. That contact or intercommunication maintained between elements of military forces or other agencies to ensure mutual understanding and unity of purpose and action. (JP 1-02. Source: JP 3-08)
logistics. Planning and executing the movement and support of forces. It includes those aspects of military operations that deal with: a. design and development, acquisition, storage, movement, distribution, maintenance, evacuation, and disposition of materiel; b. movement, evacuation, and hospitalization of personnel; c. acquisition or construction, maintenance, operation, and disposition of facilities; and d. acquisition or furnishing of services. (JP 1-02. Source: JP 4-0)
logistic support. Support that encompasses the logistic services, materiel, and transportation required to support the continental United States-based and worldwide deployed forces. (JP 1-02. Source: JP 4-0)
maintenance (materiel). 1. All action taken to retain materiel in a serviceable condition or to restore it to serviceability. It includes inspection, testing, servicing, classification as to serviceability, repair, rebuilding and reclamation. 2. All supply and repair action taken to keep a force in condition to carry out its mission. 3. The routine recurring work required to keep a facility (plant, building, structure, ground facility, utility system or other real property) in such condition that it may be continuously used at its original or designed capacity and efficiency for its intended purpose. (JP 1-02. Source: N/A)
Marine air-ground task force (MAGTF). The Marine Corps principal organization for all missions across the range of military operations, composed of forces task-organized under a single commander capable of responding rapidly to a contingency anywhere in the world. The types of forces in the Marine air-ground task force (MAGTF) are functionally grouped into four core elements: a command element, an aviation combat element, a ground combat element, and a combat service support element. The four core elements are categories of forces, not formal commands. The basic structure of the MAGTF never varies, though the number, size, and type of Marine Corps units comprising each of its four elements will always be mission dependent. The flexibility of the organizational structure allows for one or more subordinate MAGTFs to be assigned. (JP 1-02. Source: N/A)
Marine expeditionary force (MEF). The largest Marine air-ground task force (MAGTF) and the Marine Corps principal warfighting organization, particularly for larger crises or contingencies. It is task-organized around a permanent command element and normally contains one or more Marine divisions, Marine aircraft wings, and Marine force service support groups. The Marine expeditionary force is capable of missions across the range of military operations, including amphibious assault and sustained operations ashore in any environment. It can operate from a sea base, a land base or both. (JP 1-02. Source: N/A)
maritime pre-positioning force operation. A rapid deployment and assembly of a Marine expeditionary force in a secure area using a combination of strategic airlift and forward-deployed maritime pre-positioning ships. (JP 1-02. Source: JP 4-01.6)
materiel. All items (including ships, tanks, self-propelled weapons, aircraft, etc., and related spares, repair parts, and support equipment, but excluding real property, installations, and utilities) necessary to equip, operate, maintain, and support military activities without distinction as to its application for administrative or combat purposes. (JP 1-02. Source: JP 4-0)
military capability. The ability to achieve a specified wartime objective (win a war or battle, destroy a target set). It includes four major components: force structure, modernization, readiness, and sustainability. a. force structure—Numbers, size, and composition of the units that comprise US defense forces; e.g., divisions, ships, air wings. b. modernization—Technical sophistication of forces, units, weapon systems, and equipments. c. unit readiness—The ability to provide capabilities required by the combatant commanders to execute their assigned missions. This is derived from the ability of each unit to deliver the outputs for which it was designed. d. sustainability—The ability to maintain the necessary level and duration of operational activity to achieve military objectives. Sustainability is a function of providing for and maintaining those levels of ready forces, materiel, and consumables necessary to support military effort. (JP 1-02. Source: N/A)
NTTP 4-04.2
OCT 2010 Glossary-8
mission. 1. The task, together with the purpose, that clearly indicates the action to be taken and the reason therefore. (JP 3-0) 2. In common usage, especially when applied to lower military units, a duty assigned to an individual or unit; a task. (JP 3-0) 3. The dispatching of one or more aircraft to accomplish one particular task. (JP 1-02. Source: JP 3-30)
mobilization (MOB). 1. The act of assembling and organizing national resources to support national objectives in time of war or other emergencies. See also industrial mobilization. 2. The process by which the Armed Forces or part of them are brought to a state of readiness for war or other national emergency. This includes activating all or part of the Reserve Component as well as assembling and organizing personnel, supplies, and materiel. Mobilization of the Armed Forces includes but is not limited to the following categories. a. selective mobilization—Expansion of the active Armed Forces resulting from action by Congress and/or the President to mobilize Reserve Component units, Individual Ready Reservists, and the resources needed for their support to meet the requirements of a domestic emergency that is not the result of an enemy attack. b. partial mobilization—Expansion of the active Armed Forces resulting from action by Congress (up to full mobilization) or by the President (not more than 1,000,000 for not more than 24 consecutive months) to mobilize Ready Reserve Component units, individual reservists, and the resources needed for their support to meet the requirements of a war or other national emergency involving an external threat to the national security. c. full mobilization—Expansion of the active Armed Forces resulting from action by Congress and the President to mobilize all Reserve Component units and individuals in the existing approved force structure, as well as all retired military personnel, and the resources needed for their support to meet the requirements of a war or other national emergency involving an external threat to the national security. Reserve personnel can be placed on active duty for the duration of the emergency plus six months. d. total mobilization—Expansion of the active Armed Forces resulting from action by Congress and the President to organize and/or generate additional units or personnel beyond the existing force structure, and the resources needed for their support, to meet the total requirements of a war or other national emergency involving an external threat to the national security. (JP 1-02. Source: JP 4-05)
movement control (MCC). 1. The planning, routing, scheduling, and control of personnel and cargo movements over lines of communications. 2. An organization responsible for the planning, routing, scheduling, and control of personnel and cargo movements over lines of communications. (JP 1-02. Source: JP 3-10)
naval advanced logistic support site (NALSS). An overseas location used as the primary transshipment point in the theater of operations for logistic support. A naval advanced logistic support site possesses full capabilities for storage, consolidation, and transfer of supplies and for support of forward-deployed units (including replacements units) during major contingency and wartime periods. Naval advanced logistic support sites, with port and airfield facilities in close proximity, are located within the theater of operations but not near the main battle areas, and must possess the throughput capacity required to accommodate incoming and outgoing intertheater airlift and sealift. When fully activated, the naval advanced logistic support site should consist of facilities and services provided by the host nation, augmented by support personnel located in the theater of operations, or both. (JP 1-02. Source: JP 3-35)
naval base. A naval base primarily for support of the forces afloat, contiguous to a port or anchorage, consisting of activities or facilities for which the Navy has operating responsibilities, together with interior lines of communications and the minimum surrounding area necessary for local security. (Normally, not greater than an area of 40 square miles.) (JP 1-02. Source: N/A)
naval beach group (NBG). A permanently organized naval command within an amphibious force composed of a commander and staff, a beachmaster unit, an amphibious construction battalion, and assault craft units, designed to provide an administrative group from which required naval tactical components may be made available to the attack force commander and to the amphibious landing force commander. (JP 1-02. Source: JP 3-02)
naval component commander. The service component commander responsible for Navy forces assigned to a joint operation. (NTRP 4-04.2)
NTTP 4-04.2
Glossary-9 OCT 2010
naval construction element (NCE). The principal Navy expeditionary organization for engineer/ construction missions. Composed of rapidly deployable engineer forces task-organized under a single commander, the NCE performs three core functions: command, construction operations, and combat service support. The number, size, and type of units involved are mission dependent. (NTRP 1-02)
naval construction force (NCF). The combined construction units of the Navy, including primarily the mobile construction battalions and the amphibious construction battalions. These units are part of the operating forces and represent the Navy’s capability for advanced base construction. (JP 1-02. Source: JP 3-34)
naval forward logistic site (NFLS). An overseas location, with port and airfield facilities nearby, which provides logistic support to naval forces within the theater of operations during major contingency and wartime periods. Naval forward logistic sites may be located in close proximity to main battle areas to permit forward staging of services, throughput of high priority cargo, advanced maintenance, and battle damage repair. Naval forward logistic sites are linked to in-theater naval advanced logistic support sites by intratheater airlift and sealift, but may also serve as transshipment points for intertheater movement of high-priority cargo into areas of direct combat. In providing fleet logistic support, naval forward logistic site capabilities may range from very austere to near those of a naval advanced logistic support site. (JP 1-02. Source: JP 3-35)
Navy support element (NSE). The maritime pre-positioning force element that is composed of naval beach group staff and subordinate unit personnel, a detachment of Navy cargo handling force personnel, and other Navy components, as required. It is tasked with conducting the off-load and ship-to-shore movement of maritime pre-positioned equipment and/or supplies. (JP 1-02. Source: JP 3-02.2)
operating forces. Those forces whose primary missions are to participate in combat and the integral supporting elements thereof. (JP 1-02. Source: N/A)
operation. 1. A military action or the carrying out of a strategic, operational, tactical, service, training, or administrative military mission. 2. The process of carrying on combat, including movement, supply, attack, defense, and maneuvers needed to gain the objectives of any battle or campaign. (JP 1-02. Source: N/A)
operational area (OA). An overarching term encompassing more descriptive terms for geographic areas in which military operations are conducted. Operational areas include, but are not limited to, such descriptors as area of responsibility, theater of war, theater of operations, joint operations area, amphibious objective area, joint special operations area, and area of operations. (JP 1-02. Source: JP 3-0)
operational control (OPCON). Command authority that may be exercised by commanders at any echelon at or below the level of combatant command. Operational control is inherent in combatant command (command authority) and may be delegated within the command. Operational control is the authority to perform those functions of command over subordinate forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction necessary to accomplish the mission. Operational control includes authoritative direction over all aspects of military operations and joint training necessary to accomplish missions assigned to the command. Operational control should be exercised through the commanders of subordinate organizations. Normally this authority is exercised through subordinate joint force commanders and Service and/or functional component commanders. Operational control normally provides full authority to organize commands and forces and to employ those forces as the commander in operational control considers necessary to accomplish assigned missions; it does not, in and of itself, include authoritative direction for logistics or matters of administration, discipline, internal organization, or unit training. (JP 1-02. Source: JP 1)
operation order (OPORD). A directive issued by a commander to subordinate commanders for the purpose of effecting the coordinated execution of an operation. (JP 1-02. Source: JP 5-0)
operation plan (OPLAN). 1. Any plan for the conduct of military operations prepared in response to actual and potential contingencies. 2. In the context of joint operation planning level 4 planning detail, a complete and detailed joint plan containing a full description of the concept of operations, all annexes applicable to the plan,
NTTP 4-04.2
OCT 2010 Glossary-10
and a time-phased force and deployment data. It identifies the specific forces, functional support, and resources required to execute the plan and provide closure estimates for their flow into the theater. (JP 1-02. Source: JP 5-0)
organic. Assigned to and forming an essential part of a military organization. Organic parts of a unit are those listed in its table of organization for the Army, Air Force, and Marine Corps, and are assigned to the administrative organizations of the operating forces for the Navy. (JP 1-02. Source: N/A)
organizational maintenance. That maintenance that is the responsibility of and performed by a using organization on its assigned equipment. Its phases normally consist of inspecting, servicing, lubricating, and adjusting, as well as the replacing of parts, minor assemblies, and subassemblies. (JP 1-02. Source: N/A)
overt operation. An operation conducted openly, without concealment. (JP 1-02. Source: JP 3-05.1)
permissive environment. Operational environment in which host country military and law enforcement agencies have control as well as the intent and capability to assist operations that a unit intends to conduct. (JP 1-02. Source: JP 3-0)
reconnaissance (RECON). A mission undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy or adversary, or to secure data concerning the meteorological, hydrographic, or geographic characteristics of a particular area. (JP 1-02. Source: JP 2-0)
redeployment. The transfer of forces and materiel to support another joint force commander’s operational requirements, or to return personnel, equipment, and materiel to the home and/or demobilization stations for reintegration and/or out-processing. (JP 1-02. Source: JP 3-35)
reinforcing. A support mission in which the supporting unit assists the supported unit to accomplish the supported unit’s mission. Only like units (e.g., artillery to artillery, intelligence to intelligence, armor to armor, etc.) can be given a reinforcing/reinforced mission. (JP 1-02. Source: N/A)
Selected Reserve. Those units and individuals within the Ready Reserve designated by their respective Services and approved by the Joint Chiefs of Staff as so essential to initial wartime missions that they have priority over all other Reserves. Selected Reservists actively participate in a Reserve Component training program. The Selected Reserve also includes persons performing initial active duty for training. (JP 1-02. Source: JP 4-05)
service component command. A command consisting of the Service component commander and all those Service forces, such as individuals, units, detachments, organizations, and installations under that command, including the support forces that have been assigned to a combatant command or further assigned to a subordinate unified command or joint task force. (JP 1-02. Source: JP 1)
strategic mobility. The capability to deploy and sustain military forces worldwide in support of national strategy. (JP 1-02. Source: N/A)
subordinate command. A command consisting of the commander and all those individuals, units, detachments, organizations, or installations that have been placed under the command by the authority establishing the subordinate command. (JP 1-02. Source: JP 1)
support. 1. The action of a force that aids, protects, complements, or sustains another force in accordance with a directive requiring such action. 2. A unit that helps another unit in battle. 3. An element of a command that assists, protects, or supplies other forces in combat. (JP 1-02. Source: JP 1)
sustainment. The provision of logistics and personnel services required to maintain and prolong operations until successful mission accomplishment. (JP 1-02. Source: JP 3-0)
NTTP 4-04.2
Glossary-11 OCT 2010
sustainability. The ability to maintain the necessary level and duration of operational activity to achieve military objectives. Sustainability is a function of providing for and maintaining those levels of ready forces, materiel, and consumables necessary to support military effort. (NTRP 1-02).
table of allowance (TOA). An equipment allowance document that prescribes basic allowances of organizational equipment, and provides the control to develop, revise, or change equipment authorization inventory data. (JP 1-02. Source: JP 4-09)
tactical convoy. A deliberately planned combat operation to move personnel and/or cargo via a group of ground transportation assets in a secure manner to or from a target destination under the control of a single commander in a permissive, uncertain, or hostile environment. (NTRP 1-02)
task organization. The organization of forces for operational purposes to provide the necessary flexibility for meeting changing operational requirements while retaining a clear indication of the chain of command. (NTTP 4-04.2)
task-organizing. The act of designing an operating force, support staff, or logistic package of specific size and composition to meet a unique task or mission. Characteristics to examine when task-organizing the force include, but are not limited to: training, experience, equipage, sustainability, operating environment, enemy threat, and mobility. (JP 1-02. Source: JP 3-05)
theater. The geographical area for which a commander of a geographic combatant command has been assigned responsibility. (JP 1-02. Source: JP 1)
theater security cooperation plan (TSCP). A deliberately developed plan covering non-combat military activities with other nations within a region. A TSCP implements the combatant commander’s theater security cooperation strategy and thus is a way to shape the security environment to protect and promote U.S. interests and regional objectives. (NTTP 4-04.2)
unified command. A command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments that is established and so designated by the President, through the Secretary of Defense with the advice and assistance of the Chairman of the Joint Chiefs of Staff. (JP 1-02. Source: JP 1)
vertical construction. General engineering projects involving time, manpower, material, and equipment-intensive tasks. Construction usually involves vertical structures (i.e., buildings) with minimal earthwork and consists of such work as carpentry, steelwork, electrical, and plumbing. (NTRP 1-02)
NTTP 4-04.2
OCT 2010 Glossary-12
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NTTP 4-04.2
LOAA-1 OCT 2010
LIST OF ACRONYMS AND ABBREVIATIONS
1NCD First Naval Construction Division
3M maintenance and material management
AAA arrival and assembly area
AAOE arrival and assembly operations element
AAOG arrival and assembly operations group
ABFC advanced base functional component
AC Active Component
AC-LT Assistant Operations Officer
ACOS assistant chief of staff
ADCON administrative control
ADDU additional duty
ADOS active duty operational support
ADR airfield damage repair
ADSW active duty for special work
ADT active duty for training
AF availability factor
AFPAM Air Force pamphlet
AIRDET air detachment (USAF)
AMC Air Mobility Command
AO area of operations
AOIC assistant officer in charge
AOR area of responsibility
AP advance party
AR automatic rifleman
NTTP 4-04.2
OCT 2010 LOAA-2
AT antiterrorism
BAMCIS begin the planning, arrange for reconnaissance, make reconnaissance, complete the planning, issue the order, supervise (USMC)
BDR battle damage repair
BOD beneficial occupancy date
BUPERINST Bureau of Naval Personnel instruction
C2 command and control
CALL Center for Army Lessons Learned
CAP crisis action planning
CART command assessment of readiness and training
CASREP casualty report
CBC construction battalion center
CBMU construction battalion maintenance unit
CBR chemical, biological, and radiological
CCDR combatant commander
CCIR commander’s critical information requirement
CDR commander
CDRUSAFRICOM Commander, United States Africa Command
CDRUSCENTCOM Commander, United States Central Command
CDRUSEUCOM Commander, United States European Command
CDRUSJFCOM Commander, United States Joint Forces Command
CDRUSNORTHCOM Commander, United States Northern Command
CDRUSPACOM Commander, United States Pacific Command
CDRUSSOUTHCOM Commander, United States Southern Command
CE command element (MAGTF)
CEC civil engineer corps
CERTEX certification exercise
CESE civil engineering support equipment
NTTP 4-04.2
LOAA-3 OCT 2010
CIS communications and information systems
CJCSI Chairman of the Joint Chiefs of Staff instruction
CJCSM Chairman of the Joint Chiefs of Staff manual
CM consequence management
CNO Chief of Naval Operations
CO commanding officer
COC combat operations center
COCOM combatant command (command authority)
COMFIFTHFLT Commander, Fifth Fleet
COMFIRSTNCD Commander, First Naval Construction Division
COMFIRSTNCDINST Commander, First Naval Construction Division instruction
COMFIRSTNCDNOTE Commander, First Naval Construction Division Note
COMFOURTHFLT Commander, Fourth Fleet
COMNAVRESFOR Commander, Naval Reserve Force
COMNAVRESFORINST Commander, Naval Reserve Force instruction
COMNAVSURFORINST Commander, Naval Surface Forces instruction
COMNECC Commander, Navy Expeditionary Combat Command
COMSECONDFLT Commander, Second Fleet
COMSECONDNCB Commander, Second Naval Construction Brigade
COMSEVENTHFLT Commander, Seventh Fleet
COMSIXTHFLT Commander, Sixth Fleet
COMTHIRDFLT Commander, Third Fleet
COMTHIRDNCBINST Commander, Third Naval Construction Brigade instruction
COMUSFLTFORCOM Commander, United States Fleet Forces Command
COMUSNAVCENT Commander, United States Naval Forces, Central Command
COMUSNAVEUR Commander, United States Naval Forces, Europe
COMUSNAVSO Commander, United States Naval Forces, Southern Command
COMUSPACFLT Commander, United States Pacific Fleet
NTTP 4-04.2
OCT 2010 LOAA-4
CONOPS concept of operations
CONUS continental United States
COS chief of staff
COSAL consolidated shipboard allowance list
COTR contracting officer’s technical representative
CP command post
CPM critical-path method
CPO chief petty officer
CPX command post exercise
CRT construction readiness training
CS civil support
CSE convoy security element
CSO chief staff officer
CSS combat service support
CTG combined task group
CWO chief warrant officer
DCD design change directive
DET detachment
DL direct labor
DL/IDL/OH direct labor, indirect labor, overhead labor
DOD Department of Defense
DRRS-N Defense Readiness Reporting System-Navy
DSCP Defense Supply Center Philadelphia
EAOS end of active obligated service (date)
ELCAS(M) elevated causeway system (modular)
ERC exercise-related construction
ESR expeditionary surge-ready
FAR field adjustment request
NTTP 4-04.2
LOAA-5 OCT 2010
FEP final evaluation period
FHA foreign humanitarian assistance
FIE fly-in echelon
FM field manual (Army)
FMCC force movement control center
FOB forward operating base/forward operations base
FP force protection
FRAGORD fragmentary order
FRTP fleet response training plan
FTL fire team leader
FTX field training exercise
FWD forward
FY fiscal year
GCC geographic combatant commander
GFM Global Force Management
GFMAP Global Force Management Allocation Plan
GSTM general service technical manual
HAZMAT hazardous materials
HCA humanitarian and civic assistance
HD homeland defense
HHQ higher headquarters
HN host nation
HQ headquarters
IA individual augmentee
IDTT inactive duty training travel
IEX integrated exercise
IMA individual mobilization augmentee
INVOL involuntary
NTTP 4-04.2
OCT 2010 LOAA-6
IRR Individual Ready Reserve
ISIC immediate superior in command
IURFT independent unit ready for tasking
JCS Joint Chiefs of Staff
JFC joint force commander
JFLCC joint force land component commander
JFMCC joint force maritime component commander
JFP joint force provider
JLOTS joint logistics over-the-shore
JOPES Joint Operation Planning and Execution System
JP joint publication
JTF joint task force
LDO limited duty officer
LDR leader
LNO liaison officer
LOTS logistics over-the-shore
MA master activity
MAGTF Marine air-ground task force
MC man-day capability
MCC movement control center
MCPP Marine Corps planning process
MCRP Marine Corps reference publication
MCWP Marine Corps warfighting publication
MD man-day
MDMP military decision-making process
MDSS II Marine air-ground task force Deployment Support System II
ME man-day equivalent
MEDEVAC medical evacuation
NTTP 4-04.2
LOAA-7 OCT 2010
MEF Marine expeditionary force
MEU Marine expeditionary unit
MGB medium-girder bridge
MILCON military construction
MLO material liaison office
MOB mobilization
MOUT military operations on urbanized terrain
MPF maritime pre-positioning force
MPSRON maritime pre-positioning ships squadron
MRX mission rehearsal exercise
MSC Military Sealift Command
MSO-R maritime security operations-ready
MWR morale, welfare, and recreation
N3 operations directorate
N3A Deputy Assistant Chief of Staff for Operations
NAB naval amphibious base
NAVADMIN naval administrative (message)
NAVFAC Naval Facilities Engineering Command
NAVFACENGCOM Naval Facilities Engineering Command
NAVMED Navy Medical (Command)
NAVPERS Navy Personnel (Command)
NAVSTA naval station
NAVSUP Naval Supply Systems Command
NBC nuclear, biological, and chemical
NBG naval beach group
NBVC Naval Base Ventura County
NCC Navy component commander
NCE naval construction element
NTTP 4-04.2
OCT 2010 LOAA-8
NCF naval construction force
NCFC Naval Construction Forces Command
NCR naval construction regiment
NDP naval doctrinal publication
NEC Navy enlisted classification (code)
NECC Navy Expeditionary Combat Command
NFELC Naval Facilities Expeditionary Logistics Center
NMCB naval mobile construction battalion
NMCB AIRDET naval mobile construction battalion air detachment
NMET Navy mission-essential task
NMETL Navy Mission-Essential Task List
NMPS Navy mobilization processing site
NOSC Navy operational support center
NPC Navy Personnel Command
NPP Navy planning process
NSE Navy support element
NTA Navy tactical task
NTRP Navy tactical reference publication
NTTP Navy tactics, techniques, and procedures
NWP Navy warfare publication
O&MN operations and maintenance, Navy (funding)
OA operational area
OCONUS outside the continental United States
OEF Operation Enduring Freedom
OIC officer in charge
OICC officer in charge of construction
OIF Operation Iraqi Freedom
OJT on-the-job training
NTTP 4-04.2
LOAA-9 OCT 2010
OPCON operational control
OPLAN operation plan
OPN other procurement, Navy
OPNAV Office of the Chief of Naval Operations
OPNAVINST Chief of Naval Operations instruction
OPORD operation order
OPP off-load preparation party
OPTAR operating target
ORI operational readiness inspection
P&E plan and estimate
PAC Pacific
PCS permanent change of station
PG/PL prospective gain/prospective loss
PHIBCB amphibious construction battalion
PLT platoon
PM preventive maintenance
POC point of contact
POE projected operational environments
POL petroleum, oils, and lubricants
PPE personal protective equipment
PRC Presidential Reserve Call-up
PRD projected rotation date
PSD personnel support detachment
PW public works
PWO public works officer
QC quality control
R3 operations department (SRG or NCR)
R3A assistant operations officer (SRG or NCR)
NTTP 4-04.2
OCT 2010 LOAA-10
R3C operations chief (SRG or NCR)
R3D Deputy Operations Officer
RC Reserve Component
RFC request for capabilities
RFF request for forces
RFM ready for mobilization
RFT ready for tasking
ROC required operational capability
ROICC resident officer in charge of construction
ROMO range of military operations
RTC readiness and training conference
S1 Administrative Department
S2 Intelligence Department
S3 operations department
S3A assistant operations officer
S3C operations chief
S4 Logistics Department
S6 Communications Department
S7 Training Department
SALUTE size, activity, location, unit, time, and equipment
SCPO senior chief petty officer (USN, USCG)
SecDef Secretary of Defense
SECNAV Secretary of the Navy
SELRES Selected Reserve
SITREP situation report
SLRP survey, liaison, and reconnaissance party
SME subject matter expert
SNDL Standard Navy Distribution List
NTTP 4-04.2
LOAA-11 OCT 2010
SOP standard operating procedure
SORTS Status of Resources and Training System
SORTSREPNV Status of Resources and Training System Joint Report-Navy
SQD squad
SRG Seabee readiness group
SSN Social Security number
STS ship-to-shore
TACMEMO tactical memorandum
TACON tactical control
TACSOP tactical standard operating procedures
TIR time in rate (date of current rank)
TLP troop leading procedures
TOA table of allowance
TPFDD time-phased force and deployment data
TSCP theater security cooperation plan
TTP tactics, techniques, and procedures
TYCOM type commander
UCT underwater construction team
ULTRA unit-level training readiness assessment
ULTRA-C unit-level training readiness assessment-certification
ULTRA-S unit-level training readiness assessment-sustainment
UMCC unit movement control center
U.S. United States
USAF United States Air Force
USC United States Code
USMC United States Marine Corps
VIP very important person
NTTP 4-04.2
OCT 2010 LOAA-12
VOL voluntary
WARNORD warning order
WD work day
WIP work-in-place
XO executive officer
NTTP 4-04.2
LEP-1 OCT 2010
LIST OF EFFECTIVE PAGES
Effective Pages Page Numbers
OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010 OCT 2010
1 thru 24 1-1 thru 1-24 2-1 thru 2-36 3-1 thru 3-18 4-1 thru 4-12 5-1 thru 5-32 6-1 thru 6-8 A-1 thru A-8 B-1 thru B-8 C-1 thru C-4 D-1 thru D-6 E-1 thru E-10 F-1 thru F-6 G-1 thru G-12 H-1, H-2 I-1 thru I-6 J-1 thru J-4 K-1, K-2 L-1 thru L-6 Reference-1 thru Reference-6 Glossary-1 thru Glossary-12 LOAA-1 thru LOAA-12 LEP-1, LEP-2
NTTP 4-04.2
OCT 2010 LEP-2
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NTTP 4-04.2 OCT 2010