Chapter 5 Seabee Batallion Turnover and Tool Management

CHAPTER 5 SEABEE BATTALION TURNOVER AND TOOL MANAGEMENT LEARNING OBJECTIVES: Identify the tasks required to turn over and accept a Seabee camp from one battalion to another; describe the methods used in the tool management program. The crew leader must be concerned with a variety of items during a turnover. Good use of time available during a turnover will make for a smooth deployment startup. The most important part of a successful turnover is displaying a professional attitude! Battalion personnel definitely make lasting impressions. These impressions, whether good or bad, are based on conduct during the turnover. Outgoing battalions must be concerned about getting the incoming battalion off to the best possible start. Incoming battalions must be concerned with protecting the reputation of the outgoing battalion after they are gone. This good start and good reputation are much more important than any competition between battalions. People outside the NCF often have a misconception of Seabees and their competitive nature. Just remember, our customers are not Seabees. Blaming problems of quality or timeliness of construction on a previous battalion accomplishes nothing. It is unprofessional and harmful. Do not give our customers the impression that the NCF, as a whole, is a less than professional organi- zation. Derogatory statements or signs concerning other battalions cannot be tolerated. A professional attitude must begin at the uppermost level. The main purpose of a turnover is to turn over custody of project files, equipment, and tools from the outgoing battalion to the incoming battalion. Keep this purpose in mind, act professionaly, and Seabees and their customers will all benefit. PREDEPLOYMENT TRIPS AND ADVANCE PARTIES Before the deployment of the battalion main body from home port, two significant groups of battalion personnel deploy to the future deployment sites. These two groups are primarily involved in preparing for the arrival of the main body. They make sure that plans are updated and the mission execution phase can begin upon arrival of the main body. This section of the chapter covers the predeployment trips, the advance parties, and some valuable checklists for items that must be considered during each of these evolutions. The 2ndNCB/3rdNCBINST 5400.9 series and 4650.1 series govern these evolutions. PREDEPLOYMENT TRIPS Approximately 3 or 4 months before the deploy- ment of the main body, a group of selected battalion personnel conduct a predeployment visit to all the sites involved in the upcoming deployment. The visit is intended primarily to provide the relieving battalion with an idea of the facilities, the available equipment, and the current and projected status of projects. This visit also allows the relieving battalion an opportunity to meet key members of each command at each site and review the initial planning efforts of the battalion. To get the desired predeployment trip results, follow these steps before departure: – Review the existing OPORDER/OPLANs for the particular sites to determine likely situations to be encountered. Make preliminary organizational assignments and determine site-peculiar requirements. Develop a preliminary organizational and resource allocation plan using a listing of con- struction and military tasks to be accomplished. Review all plans, specifications, material listings, and project schedules for developing a total construction plan. Make an analysis of available and projected availability of resources (personnel, material, equipment, facilities, time) with specific ques- tions formulated to evaluate uncertainties. 5-1