JSLIST - afcec.af.mil...during the Cold War, countries lacking ... right kinds of growth. They need to become the technically schooled experts that we need to provide the long-term

The Civil Engineer - United States Air ForceThe Civil Engineer - United States Air Force

JSLISTChemical Wearfor the EAF

Brig Gen Earnest O. Robbins IIThe Air Force Civil Engineer

FR

OM

TH

E T

OP

Weapons of Mass Destruction: A CE Role

“When there is a visible foe to fight in opencombat … many serve, all applaud and the tide ofpatriotism runs high. But, when there is a long,slow struggle with no immediate, visible foe, yourchoice will seem hard indeed.”

— President John F. Kennedy

Weapons of Mass Destruction (WMD) areamong the gravest threats facing our Air Forcetoday. Due to the loss of global security providedduring the Cold War, countries lackingconventional military superiority have turned todevelopment of chemical and biological weapons,often called the “poor man’s nuke.” To furthercomplicate things, terrorists, non-state actors andreligious cults have managed to develop andweaponize WMD; take the Tokyo subway Sarinnerve agent incident for example. What it all comesdown to is not whether a WMD incident is goingto occur in our homeland or overseas, but when itis going to occur. From fire protection to readinessto explosive ordnance disposal, civil engineers playa major role in the response to potential WMD incidents at (or near) Air Force installations.

In October 1998, the Major Commands attended the United States Air Force Chemical andBiological Threat Response Conference. MAJCOM attendees were instrumental in helpingdevelop our current WMD response. Essentially, we will respond to WMD incidents similar to theway we respond to HAZMAT incidents. Fire protection, along with medical first responders andsecurity forces, will form the initial response. EOD will augment this initial response force if there isa suspected explosive device. The CE Readiness Flight, responsible for WMD planning, will assistand advise the on-scene commander in making decisions.

There are a number of tools needed to accomplish this mission effectively. We provided theMAJCOMs interim guidance on conducting a WMD incident response in April 1999. More formalguidance in the form of an Air Force 90-series policy directive and handbook became available inDecember. An Air Force instruction is also in the works. Finally, we are in the process of providingthe MAJCOMs a baseline equipment list that can be used to determine equipment needs andprogram for additional equipment as necessary.

So we see the light at the end of the tunnel, and I assure you it’s not an oncoming train. And,by the way, remember that you need to train. Effective training, from an integrated, interagencyapproach, including local community first responders, will be the key to success in WMD incidentresponse. I’m confident that our civil engineer community can, and will, make this important aspectof our mission a success story.

CONTENTSCONTENTSCONTENTSCONTENTSCONTENTS

12

Hurricanes, Typhoons, Take Aimat Bases1999’s hurricanes and typhoons left their mark, and extrawork for CE, at several Air Force installations around theworld.

Chemical Wear for the EAFby MSgt Gerald Stroud and CMSgt Carl GloverThe JSLIST and J-FIRE ensembles represent the latest innuclear, biological and chemical environment protection.

Future Total ForceAn interview with the Deputy Air Force Civil Engineer,Michael A. Aimone.

4

The U.S. Air Force Civil Engineer

Winter 1999-2000 Volume 7, Number 4

The Civil EngineerBrig Gen Earnest O. Robbins II

AFCESA CommanderCol Bruce R. Barthold

Chief, Professional CommunicationsLois Walker

EditorLetha Cozart

Graphics/Production EditorDemetress Lovett-West

The Civil Engineer is published quarterly as afunded newspaper by the Professional Commu-nications staff at the Air Force Civil EngineerSupport Agency, Tyndall AFB, Fla. This publica-tion serves the Office of The Civil Engineer, HQU.S. Air Force, Washington, D.C. Readers maysubmit articles, photographs and art work. Sug-gestions and criticisms are welcomed. All pho-tos are U.S. Air Force, unless otherwise noted.Contents of The Civil Engineer are not neces-sarily the official views of, or endorsed by, theU.S. Government, the Defense Department orthe Department of the Air Force. Editorial office:The Civil Engineer, AFCESA/PCT, 139 BarnesDrive Suite 1, Tyndall AFB, Fla., 32403-5319,Telephone (850) 283-6242, DSN 523-6242,FAX (850) 283-6499, and e-mail: [email protected]. All submissions will beedited to conform to standards set forth in AirForce Instruction 35-301 and The AssociatedPress Stylebook. The Civil Engineer maga-zine can be found on the Internet on AFCESA’shome page: http://www.afcesa.af.mil.

Operating Successfully in anInternational Environmentby Capt Aaron OrluckCompleting the mission at Tirana-Rinas InternationalAirport in Albania required skillful coordination withservicemen from other countries.

On the cover ...

14

Also in this issue:It’s On Again! Readiness Challenge VII ....................... 7Reusing Excess RPIE Saves Time, Money ..................11First Two-Phase Design-Build Proves Successful ......16AF-EMIS Improves HAZMAT Management ..............20Promotion Lists ............................................................21CE Civilian Careers: The Second Ladder ....................25A Tradition of Excellence .............................................28Civil Engineer Senior Officers and Civilians ................33

Departments

RED HORSE Leads Constructionat Pohangby 1st Lt Thomas WaldronActive duty and Guard civil engineers combine for aconstruction project in Korea.

CE World ..................... 22CE Training ................. 24CE People ..................... 26

TSgt Ron Childs, Air Forcereadiness training manager,demonstrates the JSLISTensemble and the newlyfielded M-22 AutomaticChemical Agent Alarm — twoof the latest advancements inNBC protection and detection.Story page 12.

8

18

4 The CE ✦ Winter 99-00

The CE: It’s been almost a year since you came on board asthe Deputy Air Force Civil Engineer on January 4, 1999, servingfirst under Maj Gen Eugene A. Lupia and now under Brig GenEarnest O. Robbins II. What are your primary responsibilitiesand what goals have you set for yourself in this position?

Mr. Michael A. Aimone: My first responsibility is to work theagenda of my boss, as any deputy in the Air Force does —from our deputy base civil engineers to deputies here in theother offices of the Air Staff. That agenda is pretty clear:support the policy development and resource allocationprocesses of Headquarters U. S. Air Force and the Secretariat.

As for goals, my main objective is to listen well to theneeds of the Air Force then translate them through the specialrole I have as a member of the Air Force corporate process,called the Air Force Board. In that, I serve by looking not onlyat the engineering issues or the installation issues of a base,but at all the support forces issues in what’s called the installa-tion support area.

The CE: While commander of the 819th RED HORSE Squadronat Malmstrom Air Force Base, Mont., you were part of the

initial Air Force presence in Central America during HurricaneMitch relief efforts last fall. Relief efforts have continued thisyear under the New Horizons ’99 exercise. What is yourimpression of the value of these humanitarian relief efforts astraining exercises for Air Force civil engineers?

Mr. Aimone: The role that the expeditionary combat supportteam plays in humanitarian operations is critical to the AirForce. The amount of nation building the U.S. military providedduring initial hurricane relief efforts in El Salvador, Nicaraguaand Guatemala has set a standard for the Air Force. The same istrue with the follow-on Nuevo Horizons missions in Central andSouth America and with the Air Force Civil Engineer humanitar-ian operation – HUMRO – mission in support of the Kovosarrefugees in Albania called Operation Shining Hope. A newstandard in timeliness, quality and responsiveness has beenestablished.

In my opinion, Air Force civil engineers need to understandthat HUMRO is a mission area and treat it as a mission area. It’snot simply a training opportunity. It is, in fact, doing emergencylifesaving work. When we bring U.S. military forces togetherwith another country’s military engineer forces, we raise and

Future TotalForce

As a civil engineer who has served the Air Force in active duty,Reserve and civilian engineering positions and who has worked as anelectrical engineer in the private sector, Michael A. Aimone, P.E.,understands the CE business from every angle. As the Deputy AirForce Civil Engineer, he draws on this experience when articulatingthe needs of CE to the corporate Air Force. In this interview with TheCE Magazine, he discusses what’s on the horizon for Air Force civilengineering as we look toward the …

The CE ✦ Winter 99-00 5

strengthen and build trust while leaving behind something thecommunity desperately needs, such as water wells and newschools.

At one time I would have said that U.S. SouthernCommand’s New Horizons team exercises were great trainingopportunities for our RED HORSE and Prime BEEF teams. Butafter my first-hand experience during Hurricane Mitch reliefoperations, I’m absolutely convinced that HUMRO is adecisive area of MOOTW, or militaryoperations other than war. Like anymilitary skill, HUMRO requires aConcept of Operations, training, andcommitment to mission execution.

The CE: There is a new division inthe Office of The Civil Engineer, theReadiness and Work Force Manage-ment Division. What brought aboutthis reorganization and what are themain responsibilities of this newdivision?

Mr. Aimone: This is an exciting change that we’ve put in placeto make sure that readiness and work force issues, from militarytraining to the computer business, achieve the right kind ofoversight and resourcing, and are not lost in the vision of TheAir Force Civil Engineer.

The CE: How is the Total Force effort within CE progressing?Can we expect any Total Force CE squadrons to stand up in thenear future?

Mr. Aimone: The Air Force has published its vision for what iscalled “Future Total Force,” which sets as a goal having anintegrated Total Force at the wing level. The long-term visioncould literally be to have Air Force active duty, National Guardand Reserve forces working side by side in our Air Forcesquadrons. Of course, the 819th RHS at Malmstrom was aprecursor to that, and we’re following suit with the 554th RHSat Osan Air Base, Korea. This will be a second addition to the

Future Total Force vision to integrate,at the squadron level, active duty,Guard and Reserve. We’re lookingforward to the 554th fully standing upits active duty, Guard and Reserveflights over the next two years.

While the 819th is one-third AirNational Guard and two-thirds activeduty, the 554th will be just the oppositeof that — one-third active duty andtwo-thirds Guard and Reserve. That’swhat Future Total Force is about,having the best integration — whetherit’s a Guard lead with an active duty

component full-time on station or otherwise.

The CE: What advice do you have for Air Force CE civilianson how to be successful in their career fields? How will the newAerospace Expeditionary Force structure affect the civilianworkforce?

Mr. Aimone: My recommendation to our young civil engineercivilians is to remain flexible in how they go about achievingtheir goals. There’s not a single “right” career path. Each

civilian has to decide what goal he orshe wishes to pursue in their career,and know that there’s not just oneset of stairs that will get them towhere they want to be.

As an institution, we need toallow our civilians to achieve theright kinds of growth. They need tobecome the technically schooledexperts that we need to provide thelong-term continuity that we desire,but they also need to have a breadthof experience so they can go beyonda single position.

Clearly, our civilians wish to bepromoted within the system, and thepromotion system is geared towardgeneralists as you move to the higherpositions. What that means to youngcivilians is that they need to take thetime to become career-broadened intheir technical skills as well as acrossthe Air Force levels — from the baselevel to the major commands to theheadquarters of the Air Force.

“The Air Force has published itsvision for what is called ‘FutureTotal Force,’ which sets as agoal having an integrated TotalForce at the wing level.”

General Richard E. Hawley (left) officiated at the 819th RED HORSE stand up ceremony inAugust, 1997, at Malmstrom AFB, Mont. Aimone (right) commanded the 819th while an AirForce Reserve colonel. (HQ AFCESA photo)


We need our civilians to understand the military environ-ment they operate in — that is to say they need to participate inprofessional military education from the Squadron Officers’School through Air War College.

Regarding GS-14s and 15s,we’re going to ask thosecivilians to be more mobilethan they have been in thepast. This doesn’t mean thatevery civil engineer civilian hasto be mobile, but that will beone of the things we’ll look forin filling a position.

We’re literally blessed inour career field in that we havethree senior executive service,or SES, positions. Many careerfields don’t have that number –in fact some career fields don’thave SES billets assigned. Ifyou include those within the Secretariat and the Office of theSecretary of Defense with the Air Force, there are actuallyseven SES positions in our engineer community for which wecan compete. So there’s a tremendously large set of seniorpositions available if one is willing to look beyond just thenarrow view.

Many people don’t realize that those in SES are deemed tobe very mobile by management. We’re expected to move atsome point in our career, which of course opens up positionsfor others.

One other point that needs to be said: AF CE civilians havean important role to play in the Expeditionary Aerospace Force.My goal is to make sure that we provide, with our civilianleadership, the continuity and the ability to allow the military toproceed with military operations. The key is making sure the

civilians are trained appropriately and that the confidence ofthe commanders is there for them to be able to operate andsustain home base as the military does more of the expedition-ary mobility missions.

The CE: What areas of global technology are we looking atusing to enhance civil engineer training and prepare formission readiness in the 21st century?

For years we have used computers in our business foreverything from computing calculations to geographicinformation systems to providing 3-D pictorials of things.What’s needed in the next five to 10 years is an integration ofour electronic hardware and software computer power andcapability.

One concept we’re working on is called “GeoBase.” TheGeoBase planning system will provide the ability to describe,in a truly interactive database and geographic informationsystem format, the information on an air base. Whateverinformation we can bring down from space assets will providethat 3-D picture.

As Air Force civil engineers we need to lead the challengein how we describe not only those bases that we already knowabout, but those potential expeditionary air bases that we don’tknow much about — those we’ve yet to walk into. HavingGeoBase capability will allow us to work with the war planners

from both space and air to findthose assets wherever they are inthe world and wherever anaerospace power is required to beforward based. The GeoBasesystem can provide the warfighterthat expeditionary combatsupport planning he or she’sgoing to require to bed down inplaces where we have limitedfamiliarity, like Africa and SouthAmerica.

While the technology isn’tthere yet to be able to determinethe hardness of a runway viasatellite, that would be an

ultimate goal. It’s far-fetched today, but that doesn’t meanthat in a future time we won’t have the right algorithm to,from space, assess a runway’s condition and determine if aC-17 could land on it or not.

The CE: What other issues do you see on the horizon for CE inthe year 2000 and beyond?

Mr. Aimone: I think our biggest issue is that as we continue tosustain the best aerospace force in the world, we need toensure that installations are maintained at a level consistentwith modernization efforts in aircraft and missile systems. Whatwe are going to be challenged to do is maintain the integrity ofthe infrastructure. We currently just don’t have enoughresources — people as well as money.

Michael Aimone in his office at HQ U.S. Air Force. (Photo by KeithFred)

“As Air Force civil engineers we need tolead the challenge in how we describe notonly those bases that we already knowabout, but those potential expeditionary airbases that we don’t know much about —those we’ve yet to walk into.”


Readiness Challenge, the Air Force’s multi-nationalcontingency support competition for civil engineers,services and chaplain service personnel, will be held April 29to May 5, 2000, at the Silver Flag Exercise Site, Tyndall AirForce Base, Fla.

The event is a make-up for the 1999 edition of ReadinessChallenge, which was canceled due to military andhumanitarian commitments in Southern Europe. ReadinessChallenge VII would have been held April 24-30, 1999, but wascanceled just 10 days before it was to begin.

“A very hard decision had to be made,” said Col BruceBarthold, commander of the Air Force Civil Engineer SupportAgency. AFCESA sponsors the event along with the AirForce Services Agency, the Air Force Chaplain Service andDetachment 1, 823rd RED HORSE Squadron, owner of thecompetition site. “After spending months honing their skills,teams were not only ready for the competition, but some, likethe team from the United Kingdom, were already en route.”

Colonel Barthold said Air Force leaders waited as long asthey could to make the decision, but it became evident thebombing campaign in Serbia would last longer than initiallyexpected and would require greater support and manpower.

“We turned the competition off, turned our efforts to real-world concerns and achieved great success,” he said. “And,the skills we would have displayed during the competitionwere instead showcased by opening dormant airfields andsupporting our warfighters. Our civil engineers played to amuch bigger audience, and for much higher stakes, than theywould have during the competition.”

Each of the 17 teams chosen for the 1999 competition iseligible to compete in 2000, although AFCESA officials saythey expect some changes in teams, or team composition,because of personnel changes and mission requirements.

“It’s good to have this back on the calendar again,” saidCol Bruce McConnell, AFCESA’s Contingency Supportdirector. “It’s good for the competitors, and it’s good for the

Air Force. By the time April rolls around, it will have been threeyears since the last Readiness Challenge and the commandshave told us their teams are looking forward to going head-to-head once again.”

The EventsThe EventsThe EventsThe EventsThe Events

More than 20 events will be divided into three maincategories: Prime BEEF, Prime RIBS and Chaplain Service. Theevents will test the major mission areas of force beddown, baserecovery and chaplain services. Events are designed tochallenge the competitors with realistic scenarios, as well asincorporate new technology and equipment. Teams will notknow exactly what events will be competed until they arrive atthe competition.

The PThe PThe PThe PThe Participantsarticipantsarticipantsarticipantsarticipants

Each major command, the Air National Guard, the U.S. AirForce Academy and the 11th Wing will field a 32-person teamcomposed of one officer; 20 Prime BEEF personnel, includingfirefighter, readiness and explosive ordnance disposalspecialties; six Prime RIBS services personnel; one chaplainand one chaplain service support person. Each team may bringas many as three personnel from any of the three functionalspecialties as alternates.

Several international allies plan to participate in this year’scompetition. Canada will participate for the fourth time, theUnited Kingdom for the second time, and Japan and Norway forthe first time. Observers are expected from Australia, France,Greece, Israel and the Republic of Korea.

Similar to previous Readiness Challenge competitions,Founders’ Week will once again be held concurrently with RC-VII.

by TSgt Michael WardHQ AFCESA Public Affairs


Super TSuper TSuper TSuper TSuper Typhoon Bart Blasts Kadenayphoon Bart Blasts Kadenayphoon Bart Blasts Kadenayphoon Bart Blasts Kadenayphoon Bart Blasts Kadena

by Maj David LehositKadena AB, Japan

Super Typhoon Bart blew into Kadena Air Base, Japan,Sept. 22, causing an estimated $5.7 million in property damage.718th Civil Engineer Squadron officials estimate the operationsand maintenance damage at more than $4.6 million and militaryfamily housing losses at $1.1 million.

Most O&M damage was attributed to flood-damagedroads, uprooted trees, and four small buildings that housedrunway barriers that were completely destroyed. Housing areasreceived storm water flooding and scattered tree and roofdamage.

“We had tree damage throughout the base,” said DaveGannon, 18th CES Operations Flight. “Many old trees wereuprooted and we had limited flooding in some homes, industrial

buildings and roads. Some buildings lost siding and roofing.However, most of our buildings weathered the storm and peopleare safe, which is great.” No casualties or typhoon-relatedinjuries were reported on Kadena.

According to Lt Col Douglas Tucker, 18th CES commander,the key to the success of the cleanup effort was quick formationof a team composed of the 18th Command Post, weather andsecurity forces.

“This allowed our Damage Assessment and Repair Teamsto get out into the base before residents were allowed to leavetheir quarters,” he said. “We were able to clear roads and makerepairs to areas that were not safe or passable — preventingbase residents from inadvertently stumbling across a downedpower line or other hazard.”

With the storm came sporadic power outages, leavingcrews working throughout the night to get power fully restoredto the base.

“The types of damage we experienced from this stormcaused us to rethink the emergency response equipment we

1999’s hurricanes and typhoons came a little too close for comfort at several coastal Air Force instal-lations around the world. While bases in or near their paths escaped heavy damage, the storms stillmanaged to churn up plenty of extra work for civil engineer squadrons.

Hurricanes, Typhoons, Take Aim at Bases

A weather frontassociated withTyphoon Olga

delivered torrentialrains and 50- to 60-

mph winds to Osan AirBase, Republic of

Korea, for several daysin August. (Right) SrA

Jonathan Ohrt, 51stCES, checks the water

level of the river thatruns adjacent to OsanAB on Aug. 3, after thebase received 8 inches

of rain in 36 hours.(Photo by TSgt Lance

Cheung)


18th CES personnel work to restore power after Super TyphoonBart blew through Kadena AB in September. (Photo courtesy18th Wing Public Affairs)

keep on-hand,” said Tucker. “A lot of our electrical systemsare underground at Kadena, but we still had problems withshorted circuits. We were able to restore power to the mainpart of the base within four hours, but we were ready withitems in stock for just such occasions. The base’s electricalsystem is very outdated in some areas, so we keep partsreadily available for emergencies.

“We’ve also found that it is a good idea to have plenty ofwet vacs available to soak up water. Numerous facilities wereflooded and carpets would have been completely unusable ifwe had not moved quickly to remove the water. We were ableto provide facility managers with the means dry their carpetbefore it mildewed.

“We learned quickly that CE can’t make the recoveryeffort happen alone. Legal and the base photo lab have a lot tocontribute to recovery efforts. We had a lot of damage to

privately owned vehicles, most of them hit by trees or flyingdebris, or stalled in a road. Unless it was a life-threateningsituation we did not immediately remove trees from the tops ofcars or remove cars that were in the middle of flooded streets.We waited until legal had taken pictures and talked to theowner, then we went to work.”

Kadena hadn’t seen a storm of Super Typhoon Bart’smagnitude since Super Typhoon Faye in 1957. With wind gustson Kadena reaching 145-mph and maximum winds in the eye at184 mph, Bart was the equivalent of a Category 5 hurricane, thestrongest category of hurricanes in the Atlantic.

East Coast Bases Feel Effects of East Coast Bases Feel Effects of East Coast Bases Feel Effects of East Coast Bases Feel Effects of East Coast Bases Feel Effects of FloydFloydFloydFloydFloyd

CE Staff Report

Hurricane Floyd was a storm the size of the state of Floridawith 155-mph winds while it was in the Atlantic, but wasdowngraded to a Category 1 hurricane by the time it moved onshore near Pope Air Force Base, N.C., Sept 15. Damage to AirForce bases along the East Coast was minor compared to thepotential for damage had Floyd remained a Category 4 storm.Civil engineer squadrons all the way from Florida’s east coast toVirginia took Floyd’s threat seriously, putting a lot of effort intopreparing for the storm so that damage to the bases wasminimal.

The eye of the storm stayed at sea as it passed close toCharleston AFB, S.C., bringing tropical force winds of 50 to 60mph to the area. The storm caused over $1.8 million in damage onbase to more than 80 buildings and 15 power poles and knockeddown more than 100 trees, seven of which fell on homes.

A 20-member team from the 375th Civil Engineer Squadronfrom Scott AFB, Ill., spent a week at Charleston assisting the

43rd CES personnel repair a 40-footby 40-foot sink hole underneath theflightline taxiway, which was revealedthe morning after Hurricane Floydpassed by Pope AFB. (Photo courtesy43rd CES)

SrA Jerimie Alger and anothermember of the 1st CES place sandbags on a 40-foot trailer duringHurricane Floyd preparations atLangley AFB. (Photo by SSgt VincentParker)


A1C James Bollinger III, above, and other Langley AFB firefighters used boats to evacuatemore than 200 residents of base housing when it flooded due to Hurricane Floyd. Floyd, aCategory I hurricane when it reached Langley, delivered more than 17 inches of rain andwinds in excess of 75 mph. (Photo by TSgt Jack Braden)

437th CES with cleanup efforts suchas restoring power, fixing andinspecting damaged facilities,cleaning up fallen trees andrepairing fences.

“The Scott folks came to uswith their tool boxes in hand andready to run … we immediately putthem to work helping us expeditebase recovery efforts,” said Lt ColJon Roop, 437th CES commander.“We appreciated the quick responsefrom headquarters.”

By the time Floyd made landfallnear the North Carolina border, the43rd CES at Pope AFB, N.C., wasready. Preparation for cleanup beganbefore the storm. According to MajPete Bahm, 43rd CES OperationsFlight commander, approximately 5043rd CES personnel, including 20firefighters, remained at Pope through the storm as membersof a “hurricane ride-out team.” The team was in place andready to do initial damage assessments and repairs as soonas the storm passed.

Floyd’s winds blew down 20-30 trees and power linesand damaged roof tiles, while rains flooded basements,caused a portion of a road to collapse, and created a 40-footby 40-foot sink hole underneath Pope’s primary flightlinetaxiway.

At Seymour Johnson AFB, N.C., about 75 milesnortheast of Pope, Floyd’s high winds downedtrees and did minor damage to roofs, but themajority of damage on base was due to flooding.Seymour Johnson experienced local floodingduring the storm and area flooding later from theNeuse River, which reached record flood levels.

According to Henry Labrecque, 4th CESdeputy base civil engineer, some 38 buildings onbase were flood-damaged. “Most significantly,the Munitions Storage Area, National AirborneOperations Center area and the west end of therunway were flooded,” said Labrecque. “Therunway approach lights as well as electricalsystems in the buildings were affected.” Hurri-cane Floyd inflicted more than $1.5 million inO&M damage at Seymour Johnson.

When floodwaters threatened to overrun thelocal water treatment plant, 15 people from the 4thCES and 20 airmen from Seymour Johnson’s FirstTerm Airmen Center volunteered to help. Theyfilled 3,000 sandbags in three hours to helpprotect the facility.

Hurricane Floyd wasn’t through once it madelandfall. The storm struck Langley AFB, Va., Sept.16, generating the equivalent of four months’rainfall in less than 24 hours. The heavy rainfall

caused a drinking water reservoir to overflow into basehousing. 1st CES firefighters used boats to evacuate more than200 residents from the knee- to waist-deep floodwaters.

In addition to flooding, Langley suffered power outages,downed trees, damaged lift stations and sewer lines, damagedroofs and torn siding on hangars. According to BruceMacDonald, 1st CES deputy base civil engineer, Langleysustained about $2.5 million in damage.

TSgt Lance Filler, 4th CES, removes fallen trees from the Seymour JohnsonAFB family housing area. The 4th CES began clean-up immediately after thestorm passed. (Photo by SrA Kevin Kuhn)


Reusing Excess RPIESaves Time, Moneyby MSgt Gerald Stroud910th Airlift Wing Public Affairs

Inoperative generators or powerdistribution equipment can createmission-threatening conditions on an AirForce base. It’s the base civil engineer’sresponsibility to keep this equipmentrunning in the most efficient andeconomical way possible. The “RPIEReutilization Program” is available to helpBCEs do this. It’s a cost-effectivealternative to purchasing new electricalgeneration and distribution equipment.

RPIE is an acronym for Real PropertyInstalled Equipment. It consists ofpermanently installed items that are partof a utility system, such as electricalgenerators and power distributionequipment. In many locations where otherelectric power systems are non-existent orunstable, base generators ensure qualityof life is maintained for Air Force membersand families. This equipment doesn’tcome cheap — but it is essential toaccomplishing the mission.

The excess RPIE reutilizationprogram is administered by the Air ForceCivil Engineer Support Agency’s CivilEngineer Maintenance, Inspection andRepair Team (CEMIRT). “We act as aclearinghouse and broker to evaluateexcess equipment, primarily dieselgenerator sets that are 100 kilowatt orlarger and high-value distributionequipment,” said Gary Tyree, CEMIRTdirector. “We source it out to majorcommands to meet current and futurerequirements.”

CEMIRT’s operating locations are atDover AFB, Del.; Travis AFB, Calif.; andTyndall AFB, Fla. If a unit has excessequipment or capacity, or if a base closesor has a mission change that will affecttheir generator requirements, they arerequired by AFI 32-1063 to contact one ofthe CEMIRT sites. Once the equipment isidentified to CEMIRT, it is inspected todetermine if it can be used at anotherlocation or if the repair and maintenancecost would be more than the cost of

purchasing new equipment.“Sometimes it’s more cost-effective to

pull the equipment out, overhaul it andreinstall it at another location. We havethat capability at all three CEMIRTlocations,” said Tyree. “The excess RPIEreutilization program is a huge costavoidance to major commands because weprovide this material as government-furnished equipment. Right now we areholding several million dollars worth ofequipment with about $5 million beingprogrammed for placement.”

Equipment recently replaced at BealeAFB, Calif., is a perfect example of how theexcess RPIE reutilization program works.“Their power plant was antiquated. It wasa White Superior diesel system for whichwe could no longer purchase parts fromthe manufacturer,” said Tyree. “Wereplaced it with four 600-kilowatt generatorsets and electrical switchgear from HillAFB, Utah, that we had identified asexcess. This resulted in a cost avoidanceto the government of approximately $1million.”

CEMIRT receives equipment from allthe services. Two generator sets recentlyplaced at Lajes Field, Azores, came fromthe U.S. Naval Academy.

Not all equipment offered to CEMIRT

is placed in the reutilization program. Costand condition, as mentioned, are alwaystaken into account. Additionally, somegood equipment is refused becauseCEMIRT cannot find or project a need forit within the Air Force.

Equipment placed in the program istreated in two ways. Because this type of

equipment often weighs 100,000 poundsplus, if possible it is left in place at itspresent location, or “pickled” as CEMIRTpersonnel call it, until needed. This wasdone with the previously mentioned HillAFB equipment before it was installed atBeale. If the equipment must be movedbecause the base is closing or because thepresent unit needs the space, then it ismoved to one of the three CEMIRToperating locations. Because CEMIRTsites have limited inside storage space butacres of outside storage, most of theequipment moved must be suitable foroutside storage.

CEMIRT’s involvement in reusingRPIE generators had its beginnings in themid-1970s. According to Tyree, it startedby accident while generators were beingremoved from missile silos and shipped toKelly AFB, Texas, for storage, thenoverhauled and reused in other locations.The idea took hold and evolved into whatis now the excess RPIE reutilizationprogram.

“There will always be mission changesand mission relocations — I think this is agiven,” said Tyree. “It only makes sense toreuse the equipment we have invested somuch in. Someone has to do this type ofjob and no one in the Air Force has the

networking capabilitiesCEMIRT has when it comes topower generating and electricaldistribution equipment. I thinkthe program will continue to bea big money saver for the AirForce.”

The CE ✦ Winter 99-0012

JSLIST — TheLatest in NBCProtective Gearby MSgt Gerald Stroud910th Airlift Wing Public Affairs

The proliferation in recent years ofweapons of mass destruction, particularlynuclear, biological and chemical (NBC)weapons, means that U.S. forces must beprepared for conflict in a chemical warfareenvironment. This demands developmentof new force protection strategies andtechnologies to fight and win on acontaminated battlefield.

One of the latest innovations in thisarena comes from the Joint ServiceLightweight Integrated Suit Technology(JSLIST) program. JSLIST’s chemicalprotective duty uniform (CPDU) answersthe need for a durable, comfortable andlightweight uniform that providesincreased protection against NBC agents.

“This new uniform is the nextgeneration of chemical protective gear forour ground personnel,” said MSgt TroyStalvey, Air Force program manager forNBC defense equipment, HeadquartersAir Force Civil Engineer Support Agency,Tyndall Air Force Base, Fla. “The goal ofthis program is to field a better fitting,lightweight and launderable chemicalprotective uniform for personneloperating in NBC environments.”

The current means of protectionagainst NBC agents is the battledressovergarment, or BDO. One problem withthe BDOs is that they are worn overclothing, making them hot and bulky.Wearing one decreases an individual’sdexterity. The JSLIST CPDU is designedto be worn next to the skin as a part ofthe standard duty uniform, providingbetter movement and more dexterity,

Chemical Wear for the EAFwhile generating less body heat.

The CPDU is a two-piece garmentmade using carbon sphere technology.Instead of layering charcoal protectioninto the suit fabric, as in the BDO, theprotective charcoal is formed into tinybeads and woven into the suit fabric.This carbon sphere technology trapsless heat against the body.

If a liquid chemical agent contactsthe CPDU, the outer layer repels theagent, causing it to bead and evaporate.Any agent that penetrates the outerlayer is absorbed in the charcoal-impregnated fabric.

“A main advantage of the JSLISTCPDU over the current battle dressovergarment chemical suit is we nolonger have to use charcoal impregnatedfoam,” said Stalvey. “There wereproblems with the foam releasingcharcoal particles into an individual’sskin. Since the beads of charcoal in theJSLIST CPDU are woven into the fabric,it can be worn with direct skin contact.The old suit can be worn as anovergarment only.”

According to Stalvey, the CPDU issplit sized and will be split issued. Thejacket and pants are packagedseparately and are configured in uppertorso and pant-length sizes. Personnelcan mix and match sizes to meet theirneeds.

The CPDU jacket comes with anintegrated hood, so the rubber hoodthat is part of the present chemicalwarfare ensemble is no longerneeded. The integrated hoodenables the wearer to achieve abetter fit with the gas mask. It willalso reduce the time it takes to donthe suit.

There will also be animproved chemical-biological protectiveglove and multi-purpose overshoe, orMULO. The gloves willbe made of the same materialas the CPDU and will have better fingerdexterity and grip. They will replace the

current vinyl gloves, which have a shelf-life of 15 years, as they expire. Theovershoes are made of a rubbercompound that is weather-proof andchemical- and petroleum-resistant. TheMULO has better soles for more tractionthan the current vinyl overboots, and willcome sized to fit combat boots. A size 8MULO will fit a size 8 combat boot.

The JSLIST CPDU is currently beingfielded to firefighters and explosiveordnance disposal personnel worldwide.Next in the fielding priority are in-placechemical-biological warfare threat areapersonnel, followed by overseas/CONUSdeployable personnel.

The current Air Force CPDU fundingrequirement is approximately $1.28million. The Services’ combinedrequirements are more than $5 million.“Funding for this program is projectedthrough fiscal year 2010, so someCONUS Air Force units will not seeJSLIST for several years,” Stalvey said.

According to Stalvey, there is an

The JSLIST and J-FIRE ensembles areamong the latest innovations in NBCagent protection. (The CE Staff photos)


J-FIRE Protectsin NBCEnvironmentsby CMSgt Carl GloverHQ AFCESA, Tyndall AFB, Fla.

Air Force fire departments are nowbetter equipped to conduct fire fightingoperations in a chemical environmentthanks to new, state-of-the-art J-FIREprotective equipment.

J-FIRE (an acronym for JointFirefighter’s Integrated ResponseEnsemble) is an element of the JointService Lightweight Integrated SuitTechnology (JSLIST) program. TheJSLIST chemical protective duty uniform(CPDU) has been integrated intospecialized fire fighting gear, providingtotal protection for firefighters duringoperations where a nuclear, biological orchemical (NBC) threat is present.

Previously, firefighters wore thesame chemical warfare suit as everyoneelse. The problem was that aluminizedproximity fire fighting outergarmentscouldn’t be worn over the old overgar-ment. This left troops to fight fires asbest they could from outside a buildingor aircraft if an NBC threat was present.

Additionally, filters in the standardMCU-2A/P chemical mask didn’t protectfirefighters from smoke, oxygen-deficientatmospheres, or hydrazine (an emer-gency fuel source for F-16s), hinderingtheir response to incidents and mishaps

existing plan for product improvement inthe JSLIST program. “The next stage ofthe program, as the CPDU is beingfielded, is to improve the fabric,” he said.“We need to move on to the nextgeneration of fabric that is supposed toprovide a significant reduction in heatburden with, basically, a thinner fabricthat provides the same protection.”

“Our goal is to continuedevelopment in this area to ensure thatthose who are put in harm’s way areequipped with the best that technologyhas to provide in protective gear,” saidStalvey. “We will continue to do our bestto protect our forces in the field.”

where use of a self-contained breathingapparatus was required. Also, therubber-like hoods in the old suits couldmelt when exposed to the intensetemperatures inside a burning buildingor aircraft.

With the J-FIRE, firefighters canhook their new masks into air tanks, puton protective silver outer gear, andrespond to a fire or aircraft mishap. Afterfire fighting is complete, firefighters nowhave the capability to switch fromsupplied air back to the chemicalenvironment canister air, withoutremoving their mask.

The J-FIRE is made up of severalkey components: JSLIST CPDU,Interspiro NBC firefighter’s mask,modified structural/ARFF helmet, nomexhood, standard firefighter proximity coatand trousers, standard firefighter’sboots, and firefighter chemical warfareproximity gloves.

Fielding of JSLIST CPDUs andproximity gloves is currently underway.Each UTC-assigned firefighter willreceive four “real-world” suits as well as

one “practice” suit for exercises andtraining. Fielding is scheduled to becomplete by the end of 1999.

Several fire departments have putthe new chemical protective equipment tothe test during base-level contingencyresponse exercises requiring basemembers to don full NBC protective gear.The new gear provided increasedcapabilities for firefighters, but notwithout limitations.

The JSLIST CPDU, like the currentNBC overgarment, can contribute toincreased body heat build-up, fatigueand restricted mobility when worn understandard firefighting gear. Feedback onthe CPDU, mask and gloves will bemonitored during this first year offielding to determine if enhancements areneeded.

CMSgt Carl Glover is the Air Force fireprotection career program manager,Headquarters Air Force Civil EngineerSupport Agency, Tyndall AFB, Fla.


by Capt Aaron OrluckNellis AFB, Nev.

Over 3,600 cubic meters of concrete, 13,800 cubic meters ofbase course and ballast rock, and 20 tons of steel dowels,skillfully constructed into a 1,016- by 90-foot, 15-inch thicktaxiway in the middle of Albania — it would have been amonumental task for any engineer squadron or constructioncompany.

And this taxiway had a catch — it had to be completedwithin 45 days without interrupting flight operations crucial tothe Kosovar humanitarian effort. The call went out to REDHORSE, the only unit ready and capable to successfully meetthe challenge.

Eighty-one personnel from the 820th RED HORSESquadron, Nellis AFB, Nev., set up 24-hour operations atTirana-Rinas International Airport, placing concrete at nightinto forms prepared by the day shift. Work was doneconcurrently placing culverts at the intersections of the newtaxiway with the runway and commercial ramp and reroutingunderground utility lines. It was a coordinated effort between

all of the RED HORSE craftsmen.Their efforts were frequently complicated by the need to

temporarily vacate the construction area to allow arrivals anddepartures of C-17s and C-130s that were the lifeblood of JointTask Force Shining Hope. However, RED HORSE rose to andmet the challenges — placing all required concrete within 20days and successfully completing the project in 40 days, withthe 4th of July as their only day of rest.

Many aspects of this contingency support mission wereunique and permitted the 820th RHS to use their specialcapabilities in a “real world” environment. Chief among thesewas RED HORSE’s organic security defense capability.

After the bombing campaign against Serbia provedsuccessful, changes in objectives of the deployed forces calledfor the withdrawal of Joint Task Force Shining Hope forcesfrom Albania. As these forces redeployed from Tirana-Rinas,the secure perimeter was reduced until the taxiway project wasoutside the secured area. RED HORSE stepped up to providejob site and work party security. This security extended farbeyond visibility from the camp as RED HORSE was calledupon for convoy operation and security between Tirana-Rinasand the port of Durres, Albania. RED HORSE met thischallenge, successfully convoying 95 pieces of heavyequipment, over 890 short tons, to Durres without incident.

RED HORSE was further able to use their special

Operating Successfully in anOperating Successfully in anOperating Successfully in anOperating Successfully in anOperating Successfully in anInternational EnvironmentInternational EnvironmentInternational EnvironmentInternational EnvironmentInternational Environment

An aerial view of Tirana AB, Albania, taken on July 21, 1999,shows the flightline and the newly completed taxiway built by the820th RHS. (Photo by SrA Gina Prescott)

The mission at Tirana-Rinas International Airport was unique — requiring special capabilities, dedication, and the ability tocoordinate between the 19 NATO countries and 16 other nations participating in Joint Task Force Shining Hope.


capabilities to provide assistance to the U.S. Army explosiveordnance disposal team at Tirana-Rinas. A combined team ofthree JTF-SH EOD personnel and six members of the 820th RHSDemolition Team disposed of excess live ordnance prior todeparting Albania. In total, the joint team used 24 cases of C4explosive to dispose of over 4,500 pounds of ordnance,including five HELLFIRE missiles, a LAW rocket, a 155mmHowitzer round, and a variety of small arms ammunition.

Members of the 820th RHS also stepped up to their role asU.S. ambassadors while in Albania. They adopted an Albanianschool as part of a project initiated by the JTF-SH Chapel. Foursquadron members constructed and installed new doors, hungblackboards, repaired 38 pieces of furniture and conductedmiscellaneous structural repairs to the facility.

They also provided support to other nations representedat Tirana-Rinas. Upon first arriving at the airfield, team membersconstructed a protective berm over 300 meters long to protectthe Austrian and Swiss camps from small arms fireoutside the airport perimeter.

The team also took advantage of an opportunity towork with French engineers. To assist in Frenchconstruction of a concrete helicopter apron, the 820thRHS loaned two light carts and a truss concrete screedto the unit and provided training on their proper use.The French subsequently returned the favor by loaningRED HORSE concrete one night when the supplierbrought an insufficient quantity to complete the padbeing placed.

The 820th RHS also supported United ArabEmirates helicopter operations. To properly prepare thehelicopters for air transport out of Albania, the 820thRHS provided a crane and operator to removehelicopter rotors. The UAE previously had beenextremely supportive of RED HORSE by lending apaving machine to the asphalt crew during constructionof the asphalt access road to the airfield.

Engineering, construction, security, explosiveordnance disposal, international relations — REDHORSE proved yet again that they are prepared toprovide rapid response and independent operations inremote, high-threat environments worldwide.

Capt Aaron Orluck is executive officer for 820th REDHORSE Squadron, Nellis AFB, Nev.

(Top photo) SSgt Michael Streah, an 820th RHS pavementand equipment specialist, guides fresh concrete from the

truck during construction of taxiway Bravo at Rinas Airportin Albania. (Center) SrA Mike Stokes, an 820th RHS

pavement and equipment specialist, removes metal stakesfrom the forms that mold the concrete for the taxiway.

(Bottom) SSgt Joseph Ingram (left), a heating, ventilation,air conditioning and refrigeration specialist, and SrA

Dennis Maldonado, an electrician, both from the 820thRHS, construct the forms used to make the new taxiway.

(Photos by SrA Patty Zimmerman)


by Vincent Delli CarpiniWright-Patterson AFB, Ohio

Tinker AFB Corrosion Control Facility —A Lesson In Short Fuse Construction

It was Sept. 10, 1999, at Tinker AirForce Base, Okla., and several dignitaries,including Sen. Jim Inhofe, Rep. ErnestIstook, and Tinker installation com-mander Maj Gen Michael E. Zettler, weregathered to cut the ribbon on a brandnew $15 million dollar corrosion controlfacility that the depot at “Oke City” hadbeen asking for since 1995. The projecthad taken two years to be approved and18 months to be constructed. What veryfew people at the ribbon cutting knewwas that this project signaled a new erain construction execution and manage-ment — two-phase design-build.

What became the first Department ofDefense project executed as a two-phasedesign-build began in spring 1997.Construction of a corrosion controlfacility at Tinker AFB had been on holdwhile the feasibility of acquiring thefacility through privatizing was explored.

An announcement was releasedrequesting expressions of interest fromprivate industry, followed by a requestfor proposals to nail down specific costs.The results were not promising and aftera period of review the privatizing effortwas abandoned. Air Staff released AirForce Materiel Command to pursueexecution through the regular militaryconstruction, or MILCON, program.

The project came to AFMC in April1997 with zero design effort completedand a need to be awarded before fundsexpired in the year of appropriation,FY97. Tinker needed an operationalcorrosion control facility by November1999 to meet the National EmissionStandards for Hazardous Air Pollutants(NESHAP) deadline. As a result, a newlyenacted procedure called two-phasedesign-build was selected for executionas it provided the only viable method foraccomplishing construction within thetimeframe established by the customer.

Using this procedure, the Tinkerproject was awarded nine months earlier

and construction was completed sixmonths faster than could have beenaccomplished by traditional methods.

“Tinker’s two-phase design-buildproject was successful in meeting thegoal of obtaining the best-designedaircraft facility for the best value,” saidJerald Terrell, industrial engineer for theFacilities Engineering Section of theOklahoma City Air Logistics CenterAircraft Division. “The entire project,from defining the requirements tocompletion and operation, was accom-plished in a timeframe that would havebeen impossible using the traditionaldesign and construction method,eliminating a serious paint capacityshortfall and bottleneck in the repair ofC/KC 135, B-52, E-3 and B-1 aircraft.”

“This procurement method was agreat help on this project,” said MarkHill, 72nd Civil Engineer Group projectengineer, Tinker AFB. “Not only did itallow the facility to be constructed beforethe funds expired, but it allowed the basemore direct input and participation in theprocess.”

The Tinker AFB two-phase design-build project was accomplished by apartnership between the Air Force as thefacility user, the U.S. Army Corp ofEngineers as the contracting authority,and The Austin Company as the design-build contractor.

What does Two-Phase Design-Build meanto the Air Force and the rest of DoD?

Two-phase design-build was anoption thanks to a change in Federal lawand the Federal Acquisition Regulation(FAR) in January 1997, which providedfor use of a new procedure for selectingcontractors for award of design-buildcontracts. Following this change, thegovernment could evaluate initial offerswithout regard to price, and select up tofive contractors for a final evaluation,which included price. This procedure isparticularly encouraged by the FARwhen design work must be performed byofferors, and the offerors will incur asubstantial amount of expense inpreparing offers.

A major advantage of the two-phasedesign-build method is the time saved inoverall project schedule. The duration ofphysical construction is shorter thanwith traditional methods due to betterdesign and construction integration andfewer delays due to design disputes.

“The two-phase design-buildprocess is extremely useful when highlycomplex projects must be fielded on shortnotice due to critical mission require-ments,” said Bob McCollum, projectmanager, Tulsa District Corps of Engi-neers. “In the case of this hangar, thecapability and experience of potentialcontractors for designing and buildingthis specific type of facility was crucialand this was the only process whichallowed us to capitalize on those factors.”

“Also, because design work must beperformed by the offerors before devel-oping price or cost proposals, thisprocess insures that the total responsibil-ity for the design and construction lieswith the successful offeror. For single-phase (traditional) design-build projectswe occasionally have issues ariseconcerning the intent of the RFP versusthe completed design. The two-phasedesign-build process eliminates thispotential source of confusion in thecontract.”

As another advantage, total “deliv-ery time” — the period between thecustomer’s decision to build and benefi-cial use of the facility — is shorterbecause many of the two-phase design-build planning and procurement activitiesare concurrent.

“I believe this method increased thelevel of competition on the project,” saidRick Hedrick, Tulsa District Corps ofEngineers contracting officer. “In anormal design-build acquisition, werequire all potential contractors to spenda great deal of time and effort preparingproposals for consideration,” he said. “Inthe two-phase method, we greatly reducethis requirement in the first phase andmake it more attractive for offerors tosubmit a proposal. Only during thesecond phase, when the competition hasbeen reduced to the top three to fivefirms, do we require an extensive pro-

First Two-Phase Design-Build Proves Successful


posal. According to our feedback fromthe contractor community, this is adefinite plus for them.”

According to William Niksch, vice-president of The Austin Company, thisproject was well suited for a design-buildcontractor to respond and participate.“Major proposals of this nature canrepresent a significant investment for thedesign-build contractor, and the Phase 1pre-qualification allows for a deferral ofthe significant proposal costs until ashort list is established,” he said. “Theknowledge that you are considered oneof a small number qualified to competefor a specific project is an incentive tospend the time and effort appropriate tocreating a thorough proposal.”

The key to successful execution oftwo-phase design-build is the transfer ofresponsibility for both design andconstruction to one entity. The RFP mustinclude sufficient information on how thefacility must “perform” so variousdesigns can be proposed by the pre-qualified design-build firms. By allowinglatitude to develop innovative andcompetitive designs that meet projectneeds, the Air Force and DoD can benefitfrom a “best value” cost-versus-technicaltrade-off.

To accomplish this at Tinker, wedeparted from the traditional “prescrip-

tive” type of design specification.Instead we defined the functional“performance” needs of the project sothat the pre-qualified firms were able toprepare responsive and innovativeproposals.

According to Niksch, the use ofperformance specifications without otherrestrictive, preconceived solutionsallowed the design-builders the opportu-nity to think “outside the box” anddevelop “best value” solutions, fullyutilizing their specific design expertiseand experience.

“By giving the contractor someflexibility in the process, we were able toevaluate three totally different approachesto meeting the project requirements,” saidHill. “This made it much easier to evaluatetechnical differences in the proposals andallowed us to consider much more thanjust who is giving us the best finishes andquality of materials.”

Using Two-Phase Design-Build to Producea Quality Facility

The two-phase design-build processshould be considered as a possibleacquisition strategy on all projects,particularly those involving highlycomplex facilities. To fully capitalize onthe benefits:

� define the project performancecriteria early and completely

� pre-qualify the best firms based onpast performance and managementcapability

� allow the design-builder enoughlatitude to add value to the projectwhile fulfilling performance andquality requirements

� minimize user changes duringconstruction

The success of the Tinker projectwas attributed to achieving theseobjectives, thereby shortening deliverytime and enhancing construction value.For more information on the TinkerAFB project and the two-phase design-build process, contact the author at DSN787-5126, commercial (937) 257-5126, ore-mail [email protected].

Vincent Delli Carpini is the militaryconstruction program manager,Engineering Division, Headquarters AirForce Materiel Command, Wright-Patterson AFB, Ohio.

Successful execution of two-phase design-build resulted in this new corrosioncontrol facility at Tinker AFB, Okla. (Photos courtesy 72nd CEG)


by 1st Lt Thomas WaldronOsan AB, Korea

The mission: Deploy to the Republic of Korea MarineCorps Base at Pohang to construct a combination helicopterhangar/warehouse facility for the U.S. Marine Corps and AirMobility Command. The Air National Guard would provideteams on two-week rotations to construct the facility. Logisticaland engineering design support would come from the 554th

RED HORSERED HORSERED HORSERED HORSERED HORSE Leads Construction

This TTTTTotal Fotal Fotal Fotal Fotal Forceorceorceorceorce project involved active dutyactive dutyactive dutyactive dutyactive duty Air FAir FAir FAir FAir Forceorceorceorceorce and GuardGuardGuardGuardGuard civil engineersusing PPPPPacific Air Facific Air Facific Air Facific Air Facific Air Forcesorcesorcesorcesorces, GuardGuardGuardGuardGuard and Air Mobility CommandAir Mobility CommandAir Mobility CommandAir Mobility CommandAir Mobility Command funding and U.S.U.S.U.S.U.S.U.S.ArmyArmyArmyArmyArmy and MarineMarineMarineMarineMarine contract support to construct a U.S. Navy/Republic of KoreaU.S. Navy/Republic of KoreaU.S. Navy/Republic of KoreaU.S. Navy/Republic of KoreaU.S. Navy/Republic of KoreaMarine facility in a true display of today’s commitment to Joint OperationsJoint OperationsJoint OperationsJoint OperationsJoint Operations.

RED HORSE Squadron, Osan Air Base, Korea.A typical RED HORSE project. However, with the involve-

ment of all four services, two major commands, the Air NationalGuard, and the ROK, not to mention the contingency construc-tion environment on the Korean peninsula, a unique set ofchallenges was presented.

Pohang is 220 miles southeast of Osan, but it might as wellhave been an entire world away. The only construction supportavailable at Pohang was a small pre-engineered building (PEB)for billeting, along with very limited support from the base’ssmall Marine and Navy permanent party contingent and thenearby Marine Expeditionary Camp.

Several other obstacles made this project particularlychallenging. There was no dining facility available, the tapwater on base was not potable, there was no local source forvehicle fuel and there was not enough commercial electricityavailable to sufficiently power the billeting PEB.

This meant all our supporting equipment and supplieswould need to be trucked in — no small task as the 554th RHSvehicle fleet, at its peak, numbered 38. Nearly half of thesevehicles were either driven or trucked down from Osan and theremainder were pulled out of war reserve materiel storage atTaegu and Kimhae ABs. In addition to typical constructionequipment, a 5,000-gallon water trailer for potable water, a 1,200-gallon fuel truck, a mobile kitchen trailer, refrigerator boxes andnumerous generators were needed.

The project kicked off March 15 with a full week dedicated

RED HORSE and Air National Guard civil engineers worktogether to construct an aircraft hangar on a Koreanmilitary installation. (Photos courtesy 554th RHS)


(Top) The front of the 8,000 square foot hangar accommodates an 80 foot by 28 foothangar door to enable USMC helicopters to be moved into and out of the facility.(Above) The rear of the hangar is for storage of materiel handling equipment withaccess through four roll-up doors. continued on page 23

to line haul assets to Pohang from Osan and Taegu. In all, ittook 20 tractor trailer trips from Osan and another 10 from Taeguand Kimhae ABs to get all the vehicles and constructionsupplies in place.

Rations were provided by the U.S. Army and delivered tothe project site weekly from a storage depot at Pusan. Fortu-nately for the team, they also received help from the DefenseEnergy Office in Taegu in facilitating fuel deliveries with as littleas a 24-hour lead time. Contracting support was provided bythe Army contracting office and the U.S. Marine Corps LiaisonTeam at Camp Henry in Taegu. Potable water was trucked fromthe Army’s Camp Carroll at Waegon. The project’s logistical tailwas rather large as we pulled together assets from all over the

Korean peninsula. It took a supreme effort from all the servicesand personnel involved to make this happen.

When the first ANG construction team arrived at Kimhaeon March 28, all of the equipment, the vehicles and the buildinghad been delivered to the project site. The Guardsmen, from the202nd RHS, Florida ANG, Camp Blanding, Fla., and the 154thCivil Engineer Squadron, Hawaii ANG, Hickam Air Force Base,Hawaii, set to work immediately, clearing off three 80-foot-longstands of metal bin revetment to make way for the new 90- by180-foot PEB.

Work crews also began making the first of approximately800 linear feet of concrete saw cuts. The building was sited onan existing piece of aircraft parking ramp that was between 16 to

18 inches thick. To speed construction,holes were cut so that the footers and pierscould be formed and poured. The remain-der of the pavement was left in place toserve as the floor of the building. This notonly saved construction time, but alsosaved significant costs in disposal fees asconcrete rubble is treated as hazardouswaste in Korea.

By the time the second rotation ofANG personnel arrived two weeks later,three-quarters of the foundation had beencompleted. However, the most complicatedpart of the work remained — the doorpockets for the massive aircraft hangardoors. The front portion of the buildingfeatured an 80-foot-wide by 28-foot-tallaircraft hangar door to support mainte-nance of Marine CH-53 helicopters. Therear portion needed four roll-up doors to

at Pohang


AF-EMISImprovesHAZMATManagement

by Gil DominguezHQ AFCEE Public Affairs andMaj Dave FunkPentagon, D.C.

Pollution prevention is fast becoming a way of life as theAir Force attempts to reduce or eliminate use of hazardousmaterials (HAZMAT) at the source rather than at the “end ofthe pipe.” Many tools have been developed to institutionalizethis effort which, in many ways, comes down to individual dailyactivities such as recycling and chemical usage.

The U.S. Department of Defense mandated that theservices reduce their generation of hazardous waste by 50percent in 1999, using a 1992 baseline. A key tool in meeting thisobjective was development of the Air Force EnvironmentalManagement Information System (AF-EMIS). AF-EMIS is usedto record the acquisition, use and disposal of HAZMAT on AirForce bases.

The heart of AF-EMIS is a database that serves as thecentral repository for HAZMAT tracking. It allows environmen-tal managers to follow a product from procurement authoriza-tion (before it is acquired) through its final disposal as hazard-ous waste. The database resides on a Windows NT server ateach base. Client computers with Windows-based AF-EMISsoftware connect to the database via base local area networks.

A centralized authorization process

Before AF-EMIS came on the scene, information onhazardous material was scattered throughout different systems,making it difficult to get an overall picture of where HAZMATwas located and how much of it there was, said AF-EMISprogram manager Bill Kivela. “With AF-EMIS, this informationis in one place and is easily accessible through standard and adhoc reports,” he noted.

The system centralizes the HAZMAT authorizationprocess. It contains information such as which shop on base isauthorized to have what material and for what purpose. Shopsthat want to use hazardous products — anything from paint tosolvents — must first obtain purchase authorization from the

base hazardous material pharmacy or“HAZMART,” where such items are stored andissued.

To request authorization, users specify whatthey are asking for, how much they’ll need, howoften they’ll use it and in what process, and howthey will dispose of it. Requestors must alsoprovide a technical order reference that mandatesuse of the HAZMAT over a more environmentallyfriendly product.

The HAZMART staff feeds this informationinto the database. The AF-EMIS system thentracks the status of the authorization as thebase’s Hazardous Materials ManagementProcess (HMMP) team reviews it and eitherapproves or disapproves the request, based on anumber of factors.

The HMMP team consists of representatives from basebioenvironmental engineering, logistics, safety, and theenvironmental section of the civil engineer squadron. AF-EMIShelps HMMP team members make their decision on “yeas” or“nays” by supplying them with regulatory, training, health,safety and environmental protection information on all materialsbeing requested. Cross-functional HMMP teams are required atevery installation, at major commands and at the Air Staff. Theyserve as the “governing body” for HAZMAT management.

AF-EMIS also works hand-in-hand with the HAZMART,which Kivela calls the “hub” of the HAZMAT managementprogram on a base. HAZMART personnel use the datasupplied by AF-EMIS to determine if requesters really needmaterials in the quantities they request or if they could do thesame job with less, and to learn if safer alternatives are avail-able.

The common sense questions employed by the systemsometimes help users determine that they don’t actually need touse a HAZMAT to get their job done.

A highly effective pollution prevention tool

Environmental managers can look at where HAZMATs arebeing used, and can focus their reduction efforts where benefitscan be gained. AF-EMIS makes it simpler to stop the procure-ment of materials that cause environmental, safety, or healthproblems at an installation.

By limiting the amounts of hazardous products beingpurchased, the system reduces the amounts of materials withexpired shelf life, which then likely become hazardous waste. Italso facilitates the reuse and redistribution of leftover materialthat can be approved for other uses.

AF-EMIS data makes it possible to track HAZMATs downto their chemical constituents, which helps environmentalmanagers with product research. They can find out, for example,which materials contain a certain chemical that is of concern tothem. The system also provides a history of the products usedon base that contain the chemical. This type of information isvaluable for disaster preparedness and safety awareness, aswell as in overall environmental management.


At the December 1999 DoDPollution Prevention Conference,the Air Force unveiled a web-based “Shop-Level PollutionPrevention Course” to instructall shop personnel on the “what,who and how” to make individualcontributions to reducingHAZMAT usage and preventingpollution.

1999 Colonel-Selects

Congratulations to the following civil engineer officers who were recently selected for promotion to the rankof colonel.

Peter J. BaldettiMaryann H. ChisholmPatrick R. Daly

Marvin N. Fisher*Steven E. HoarnEdmond B. Keith*

Robert D. KoppJeffrey L. LeptroneDavid T. Peters

1999 Chief Master Sergeant-SelectsThe following civil engineer NCOs have been selected for promotion to the rank of chief master sergeant.Congratulations to all on their dedication and accomplishment.

Jeffrey AltJerry L. BockDanny M. BrockGarrick BurneyPaul DersarkisianDavid G. ForceLinnard F. Ford

Terry G. FordKeith P. HinnersSteven W. KembelMyrl F. KibbeDaryle L. LopesGilbert LozanoRoger D. Maynor

Dane R. MonellThomas M. MorrisKevin L. MortensonGilbert NoelRhea A. PrattAlvis G. J. RobersonAntonio Savo

The Air Force has begun stressing pollution prevention asa means of reducing the regulatory burden as well. Besideshelping to reduce hazardous waste, AF-EMIS provides, in oneneat package, all the data needed for reports required by lawand regulatory agencies. For example,it provides information needed by theEmergency Planning and CommunityRight-to-Know Act (EPCRA) and theToxic Release Inventory (TRI).

The new and improved AF-EMIS6.0 version was released August 30,1999. It contains significant changesthat greatly enhance the system’sability to produce EPCRA and TRIreports. Also included is a new all-electronic HAZMAT authorizationsystem.

The new authorization systemallows requestors to enter theirhazardous material requests directlyinto AF-EMIS, after which the HMMPteam can review and approve or disapprove the authorizationelectronically. The system will alert each reviewer to the factthat they have authorizations pending that require review andapproval.

“This should greatly improve efficiency over the currenthard copy HAZMAT authorization process,” Kivela said.

AF-EMIS has been making its way throughout the AirForce during the past few years and is now being used byactive duty, Guard and Reserve units at 168 installationsworldwide. The system was originally developed at Kelly Air

Force Base, Texas, and is now fielded for the Air Force by theAir Force Center for Environmental Excellence, Brooks AFB,Texas. AFCEE is responsible for the system’s technical,developmental and deployment aspects, as well as training Air

Force personnel on its use.As the Air Force continues to

institutionalize pollution preventionefforts, AF-EMIS has become a hard-hitting vehicle to effectively monitor,track and thus significantly reduce theamount of HAZMAT used on ourinstallations. This is evidenced by theAir Force’s reduction in hazardouswaste generation from 25,277 tons in1992 to 9,760 tons in 1998; surpassingthe DoD reduction requirement threeyears early.

The bottom line is that byencouraging reductions in the use ofhazardous substances, AF-EMISmakes possible very large savings in

costs associated with materials purchasing and disposal andhandling of hazardous waste. AF-EMIS is a key instrument inour pollution prevention tool kit to advance the pollutionprevention cause … a responsibility we all share.

For more information on AF-EMIS, contact Bill Kivela,AF-EMIS program manager, Environmental Quality Division,Air Force Center for Environmental Excellence, at DSN240-3769, or e-mail [email protected].

Paul W. SomersArvil E. White III

*Below-the-Promotion Zone

Thomas J. J. ScheidePeter K. SmithRandy A. StoneCurtis N. WalkerEppie L. Walker


CE Helps Ready“Warrior” SiteCE Staff Report

Air Force civil engineers who deployed to Lackland AirForce Base, Texas, this summer received not only a greattraining opportunity, but a chance to contribute to a changingAir Force.

CEs converged on Lackland to help complete basictraining’s “Warrior Week” site in time for the Oct. 1 kick off.Warrior Week is a new addition to Air Force Basic MilitaryTraining.

Established as a foundation for the Expeditionary Aero-space Force, the seven-day, contingency training exercise isdesigned to produce mission-ready airmen straight from basictraining while exposing them to a deployed environment.

“This was a great training tour,” said Capt Dan Connors,chief of operations for the 914th Civil Engineer Squadron,Niagara Falls Air Reserve Station, N.Y. “It was nice to have anopportunity to contribute to such a big change in the AirForce.”

The 820th RED HORSE Squadron, Nellis AFB, Nev.; the175th CES, Maryland Air National Guard, Baltimore, Md.; the165th CES, Georgia ANG, Garden City, Ga.; the 927th CES,Selfridge Air National Guard Base, Mich.; the 307th RHS, KellyAFB, Texas; and Lackland’s own 37th CES, transformed the 57-acre site into the beginnings of a tent city with water, sewer andelectricity. They also widened the road leading to the site andbuilt a concrete headwall to prevent erosion of the road where astream crosses under it.

“Our objective in constructing the site was to keep thenatural vegetation intact to provide a real atmosphere completewith coverage and concealment,” said SMSgt Steve Kisling,820th RHS member and Warrior Week encampment projectsupervisor.

According to Maj Rob Hill, 37th CES chief of operations,several Reserve and National Guard CE units visited Lacklandthis summer to help complete the Warrior Week site.

“Between the 820th RED HORSE Squadron constructioncrew who built most of the Warrior Week site, and Reserve andNational Guard teams who came after them, the project movedalong in a seamless manner,” Hill said. “They made it possible

for the 737th Training Group to begin this newest improvementto basic training on time.”

The $1.5 million site features 56 concrete tent pads, a largetent pad for a dining facility, a 6,000-square-foot cadre buildingfor both instructors and supply storage, and four permanentfacilities for showers, shaving and laundry. (Wayne Bryant andSrA Chad Hackney of the 37th Training Wing Public AffairsOffice contributed to this article.)

AFCAP Implementedto Aid EarthquakeVictimsby TSgt Michael WardHQ AFCESA Public Affairs

The Air Force Civil Engineer Support Agency, TyndallAFB, Fla., activated the Air Force Contract AugmentationProgram to send approximately 4,800 tents along withgenerators, latrines and water bladders to aid victims of theAug. 17 earthquake in Turkey.

The AFCAP contractor, Readiness Management Supportof Panama City, Fla., a subsidiary of Johnson Controls Inc.,shipped the equipment to Turkey.

Much of the equipment was already overseas inwarehouses in Greece, Albania and Turkey, where it had beenstored since June. The equipment was ordered earlier this yearas the U.S. set up relief camps for Kosovo refugees displacedby Serb forces.

“USAFE had a plan to put a good chunk of material leftover from Kosovo into a prepositioned humanitarian reliefpackage for just this type of emergency,” said Col BruceMcConnell, AFCESA’s Contingency Support director, “but weneeded it before we even had a chance to complete the plan.”

Colonel McConnell said if the equipment hadn’t alreadybeen in Europe, it would have taken two or three weeks,instead of two or three days, to ship this portion of the U.S.relief effort.

Hundreds of thousands were left homeless due to the 7.4magnitude earthquake. Because of the extent of the damage inTurkey, it could be months before many of the survivors findhomes.


OperationAllied ForceAppreciationDay

Air Force personnel wererecognized for their contributionsto the Balkan campaign during anOperation Allied ForceAppreciation Day at Andrews AirForce Base, Md., on Sept. 15. GenMichael E. Ryan, Air Force Chief ofStaff, visited civil engineeringdisplays which highlighted theoutstanding efforts of CEprofessionals supportingOperation Allied Force.

facilitate rapid movement of AMC material handling equipment.The door pocket footers and walls were formed and poured

in four separate increments over a 10-day period. As workprogressed, it became clear that the airlift scheduled to bring theremaining ANG construction teams into Korea was going to dryup as the U.S. increased its involvement in Kosovo. Project costlimitations prohibited further ANG construction teamparticipation.

Only three Guardsmen from the 202nd RHS and one fromthe 219th RHS were able to remain for the project’s duration. Asthe majority of the Guard personnel departed for the CONUS viacommercial airlines, the 554th RHS stepped in with 15 personnel.This in itself was remarkable, considering that in February thiswould have been impossible, but with plus-up of the squadronunderway sufficient personnel were available.

With the help of one 20-ton and one 10-ton crane, thestructural steel was erected in less than three weeks. This becamea major task when the weather played havoc with construction.Strong winds blowing onshore in the afternoon limited the typeof work that could be performed. The team also had to workaround frequent helicopter takeoffs and landings on a helipadabout 50 feet from the edge of the construction site.

When the wind wasn’t a factor, the building provided otherchallenges. The main challenge was the hangar door. As an add-on to the facility, the door required an extensive amount of fieldwork. The upper and lower guide rails had to be field locatedand installed. Since the hangar door was not motorized, theguide rails had to be within one-eighth of an inch of level toensure that the doors could be opened by hand — not an easytask when the guide rails are 130 feet long.

The final three weeks of the project were devoted to

installing the roof and wall panels and insulation. Wind againplayed havoc with construction. On several occasions thewind was simply too strong to do any work with the metalpaneling. On these days, the electrical system and roll-updoors were installed. High bay lighting was installedthroughout the building and two floodlights were installedover the hangar door. Since no commercial power was availableto permanently power the facility, a generator quick disconnectwas installed. When contingencies require use of the building,a single 30-kW generator will power the entire facility.

As the project neared completion, there was still a lot ofwork left in redeploying RED HORSE assets back to Osan,returning vehicles to WRM storage and packing ANG toolsand equipment for sea shipment back to Florida. This took thebetter part of a week, ending when the last convoy left Pohangfor Osan June 10.

The key to this project’s success was the great supportprovided by everyone involved. The construction team on theground at Pohang was the focal point for the effort, but theyhad help from an extraordinary supporting cast from all overKorea and the U.S. The ANG construction teams were greatTotal Force partners. The U.S. Navy and Marine Corps and theROK Marine Corps were outstanding hosts at Pohang. TheU.S. Army provided us with great food, clean water and timelycontracting support. AMC stepped in with funding and workedairlift requirements. Completion of the project on time andwithin budget is a credit to all involved.

1st Lt Tom Waldron is a project engineer for the 554th REDHORSE Squadron, Osan AB, Korea.

554th RED HORSE Hangar

Gen Michael E. Ryan (center) visits with Maj Efren Garcia, Office of The Civil Engineer, Envi-ronmental Division (left) and Capt Kurt Bergman, 823rd RED HORSE Squadron, Hurlburt Field,Fla. (right), who were manning CE displays during Operation Allied Force Appreciation Day.

continued from page 19


by TSgt Ron ChildsHQ AFCESA, Tyndall AFB, Fla.

In these days of doing more withless, do you ever wonder how civilengineers are going to get trained on theequipment and the many procedureswe’re currently required to use? Not tomention all the new equipment that willbe fielded over the next few years.

Part of the solution is a new series

This new edition to the FieldEngineering and Readiness Laboratoryat the U.S. Air Force Academyfunctions as both art and instructionaltool. (Photo courtesy USAFA)

CE Staff Report

The latest edition to the U.S. AirForce Academy’s Field Engineering andReadiness Laboratory (FERL) site is acomplicated steel structure that standsonly 10 feet high and, unlike thewarehouses and two-sided pre-engineered buildings on the site,provides no protection from the weather.In fact, most would not label it a structureat all, but a piece of artwork.

Maj Carl Jerrett, a member of theDepartment of Civil and Environmental

Steel Art isUSAFATeachingAid

IntegratingMultimediaIntoReadinessTraining

of multimedia training packages beingdeveloped by the Air Force Civil Engi-neer Support Agency (AFCESA) atTyndall Air Force Base, Fla., for Readi-ness Flights throughout the Air Force.Ultimately, there will be a single Readi-ness Training Package (RTP) for eachcourse that Readiness Flights arerequired to teach, and a QualificationTraining Package (QTP) for each complex

operation and piece of equipment that isa core task in the career field specialtytraining standard (STS).

The purpose of these new RTP andQTP training packages is to provideinstructors with a high quality, integratedcourse that allows them to tailor subjectareas to specific class types, incorporateprofessional graphics and video, andtruly standardize the curriculum taughtthroughout the Air Force.

The first multimedia RTP beingdeveloped is Nuclear, Biological andChemical (NBC) Warfare Defense. It willbe fielded in mid- to late-December 1999.HQ AFCESA will send two CDs to eachactive duty, Guard and Reserve Readi-ness Flight. The RTP will provideinstructors with a high quality slide showthat can be used on a PowerPoint-based,computerized projection system. It alsoprovides a plan of instruction, written

Engineering when the sculpture waserected this summer, described it as a“steel sculpture and teaching aid.”

Set between a concrete pad uponwhich cadets make concrete beams and alaboratory where cadets get hands-onexperience with welding and steelconstruction, the 4,000 pound sculptureis a signature piece of artwork thatdefines the types of activities that takeplace at FERL. The sculpture illustratesabout 30 different steel connection andconstruction details, allowing cadets tovisualize many aspects of steelconstruction.

“Now that we have this sculpture,cadets can touch and see in threedimensions construction details thatpreviously were only seen by looking atdrawings in a textbook — it’s a veryeffective teaching tool,” said Jerrett.

The $15,000 sculpture, including allfoundation and delivery costs, wasdonated by the Rocky Mountain Steel

Construction Association. It is one ofabout 35 sculptures RMSCA has erectedat universities across the United States.


by Ron SmithPentagon, D.C.

As Air Force civil engineeringprofessionals, we all have to makedecisions about the directions ourcareers should take. Whether we chooseengineering, housing, real estate, orfirefighting, most of us begin bypursuing the technical experience andtraining necessary to achieve proficiencyat the journeyman level. Once fulltechnical proficiency is obtained, the nextdecision usually facing us is whether tocontinue pursuing greater technicalexpertise, or to begin taking onleadership responsibilities.

This is not an easy decision to make,because choosing the leadership pathrequires learning a new set of skills —very different ones from those acquiredon the way to achieving technicalproficiency. In effect, having reached thetop of one ladder, we must contemplatewhether the potential rewards meritbeginning to climb another.

For those who choose this secondladder, the Department of Defense andthe Air Force have made a substantialinvestment toward ensuring that you willhave every chance to succeed. Followingis an outline of the comprehensivecatalog of programs resulting from thatinvestment. These programs aredesigned to provide you with theleadership skills and experiencenecessary to succeed if you choose to

tests, a performance checklist and theability to print student handouts andnote taking guides.

Following fielding of the NBCWarfare Defense RTP, AFCESA willbegin developing multimedia RTPs forBase Emergency Preparedness Orienta-tion, the Senior Leaders NBC DefenseCourse and the Disaster PreparednessSupport Team course. Readiness Flightsthat are currently using slide showsthey would like to submit for incorpora-tion into the Air Force product cancontact the author by e-mail atRon.Childs @tyndall.af.mil or by phone

at DSN 523-6458 or commercial 850-283-6458.

Some of the multimedia QTPs thatare either in the field or awaitingdistribution are the M90 Chemical AgentAlarm, the M22 Automatic ChemicalAgent Alarm, and the Global PositioningSystem. AFCESA is also developingQTPs for the following subject areas,with many more to follow:

� NBC Plotting and Hazard Prediction� Camouflage, Concealment and

Deception Assessment� Camouflage Netting

� Air Base Threat and ProtectiveAction Assessment

� Chemical Agent Monitor (CAM),Improved CAM (ICAM), and CAMSimulator (SIM CAM)

� Lightweight NBC ReconnaissanceVehicle

These multimedia QTPs will bedistributed to each Readiness Flightthrough the squadron’s training section.For a complete list of the multimediaQTPs available to instructors, visit thetraining page on AFCESA’s web site atwww.afcesa.af.mil.

climb the second ladder. Your part of thebargain is to apply them toward ensuringthe success of the Air Force.

The largest group of programsavailable is administered by the CivilEngineer Career Program (CECP). Theseare:

� the Long-Term, Full-Time MastersProgram, which pays for selectedapplicants to obtain a master’sdegree in residence at a university

� Career Broadening Assignments,which facilitate development of newskills through same-grade transfersinto positions set aside for rotationalassignments

� the Air Force Civilian CompetitiveDevelopment Program (CCDP),which is intended to identify anddevelop candidates with leadershippotential, Air Force-wide, who are ingrade levels GS-12 through 15. Itoffers opportunities to attendintermediate and senior serviceschools such as the service warcolleges, legislative fellowshipassignments, and post-graduateacademic programs such as theSloan Fellowships

� the U.S. Office of PersonnelManagement’s ManagementDevelopment Center courses

� developmental assignmentopportunities

� Education With Industry, which is a12-month program providing career-

broadening experience throughplacement in a managementdevelopment program with a private-sector employer

� tuition assistance that pays for orreimburses tuition costs for thoseobtaining a bachelor’s or master’sdegree on their own time

In addition to these Air Forceprograms, the Defense Leadership AndManagement Program (DLAMP) is aDoD-managed program that seeksproven civilian leaders at the GS-13through 15 levels, with the purpose ofpreparing them, through a six-yeartraining and development regimen, to fillfuture Senior Executive Service positions.The CCDP complements DLAMP bypreparing Air Force civilians to becompetitive in the DLAMP selectionprocess.

The CECP has published a MasterDevelopment Plan for each of its careerfields to help you decide how theseprograms can help you achieve yourcareer objectives. View the plan on-line athttp://www.afpc.randolph.af.mil/cp/Career_Paths/default.htm.

For more detailed information aboutany of these career development tools,contact the CECP.

Ron Smith is a military constructionprogram manager in the EngineeringDivision of The Office of The CivilEngineer, Washington, D.C.

CE Civilian Careers: The Second Ladder


TSgt Michael WardHQ AFCESA Public Affairs

The Air Force picked up three of fourDepartment of Defense firefighter awardspresented at the International Associa-tion of Firefighters convention in KansasCity, Mo., Aug. 30 to Sept. 2.

� SrA Delton Tills, U.S. Air ForceAcademy, Colorado Springs, Colo.,was named Military Firefighter of theYear.

� Tetsuro Hayashi, assistant fire chiefat Kadena Air Base, Japan, wasnamed Civilian Firefighter of theYear.

� The 314th Civil Engineer Squadron,Fire Protection Flight, Little Rock AirForce Base, Ark., was named Fireand Emergency Services Departmentof the Year.

Cannan Promoted toCannan Promoted toCannan Promoted toCannan Promoted toCannan Promoted toBrigadier GeneralBrigadier GeneralBrigadier GeneralBrigadier GeneralBrigadier General

Col David M. Cannan was promotedto the rank of brigadier general onNovember 1. Brig Gen Cannan wasassigned as The Civil Engineer, Air ForceMateriel Command, Wright-Patterson AirForce Base, Ohio, in December. He waspreviously The Civil Engineer, AirEducation and Training Command,Randolph Air Force Base, Texas.

Gen Cannan has held a variety of AirForce civil engineer positions at thesquadron, major command, and Air Stafflevels, including commander of the3380th Civil Engineering Squadron,Keesler Air Force Base, Miss. Whilecommander there, his squadron earnedthe 1986 Air Force Association Verne OrrAward as the unit with “the mosteffective use of human resources in theUnited States Air Force.”

The general’s positions at thePentagon, Washington, D.C., haveincluded chief, Program RequirementsBranch, Programs Division, and chief,Closure Integration Division, both in theDirectorate of Engineering and Services,Headquarters U.S. Air Force, andDirector, Air Force Base Disposal Agencyin the Air Force Secretariat.

Among Gen Cannan’s awards anddecorations are the Legion of Merit, theBronze Star, and the Meritorious ServiceMedal with three oak leaf clusters. He isalso last year’s recipient of The Societyof American Military Engineers’ NewmanMedal.

(left to right) BrigGen Earnest O.

Robbins II, The AirForce Civil Engineer;

Tetsuro Hayashi,assistant fire chief,Kadena AB, Japan;Harold Stringfellow,

fire chief, 314th CES,Little Rock AFB,Ark.; SrA Delton

Tills, U.S. Air ForceAcademy, ColoradoSprings, Colo.; andCol Bruce Barthold,

commander, HQAFCESA, Tyndall

AFB, Fla.; during theawards presentation

at the InternationalAssociation of

Firefightersconvention.

In addition, David LaPlante, MoodyAFB, Ga., received the Air Force HeroismAward for his actions in extinguishing aflowing gasoline fire at a gas stationwhile protecting nearby businesses,automobiles and bystanders from danger.

This year’s conference was hostedby the U.S. Army. Next year, theconvention will be held in Dallas and theAir Force Civil Engineer Support Agency,Tyndall AFB, Fla., will represent the AirForce in hosting the conference.

Brig Gen David M. Cannan


category went to Dyess AFB, Texas, forthe 7th CES’s efforts in implementing aWest Texas Utilities Demand SideManagement Task Order. The Dyessteam eliminated problems withinsufficient lighting for 345,798 squarefeet of space in seven hangars,increasing light levels over 1,000 percentand improving the quality of life in 27buildings through retrofits in airconditioning and office lighting, whilesaving $347,428 per year in energy costs.

Water ManagementThe organizational award in this

category went to Andersen Air ForceBase, Guam, to recognize water conser-vation results achieved by the 36th CES.More than 140 million gallons of waterwere saved through aggressive mainte-nance and repair of the base’s waterdistribution system and implementationof water conservation measures. Actualsavings in energy, water production andsewage treatment costs exceeded$490,000 in FY98, while projected costsavings in FY99 are $789,000.

The awards were presented Oct. 28at a ceremony in Washington, D.C., asthe finale to Energy Awareness Month. Acomplete list of the 1999 winners can beviewed on the web at: www.eren.doe.gov/femp/newsevents.html.

For more information on FederalEnergy and Water Management Awards,contact Tim Adams, Air Force CivilEngineer Support Agency, at DSN523-6168, commercial (850) 283-6168, ore-mail [email protected].

General Officer MovesGeneral Officer MovesGeneral Officer MovesGeneral Officer MovesGeneral Officer Moves

Maj Gen Robert J. Courter, Jr., hasbeen reassigned from Director, Plans andPrograms, Headquarters Air ForceMateriel Command, Wright-Patterson AirForce Base, Ohio, to Director, DefenseCommissary Agency, Fort Lee, Va.

Maj Gen Todd I. Stewart has beenselected for reassignment from CommandCivil Engineer, to Director, Plans andPrograms, Headquarters AFMC.

Brig Gen David M. Cannan has beenselected for reassignment from CommandCivil Engineer, Air Education andTraining Command, Randolph AFB,Texas, to Command Civil Engineer, AFMC.

Col Russell L. Gilbert, Deputy Com-mand Civil Engineer, AETC, replacesGeneral Cannan as the AETC Civil Engineer.

CE Selected TCE Selected TCE Selected TCE Selected TCE Selected TopopopopopReserve OfficerReserve OfficerReserve OfficerReserve OfficerReserve Officer

by Gil DominquezHQ AFCEE Public Affairs

Capt Mark Gillem, a reservist withthe Air Force Center for EnvironmentalExcellence, Brooks Air Force Base, Texas,has been named the Air Force ReserveOutstanding Junior Officer for 1999.

He will be presented the award bythe Air Force Reserve Officers Associa-tion at the organization’s annual conven-

tion Jan. 23-26 in Washington, D.C.Gillem, a licensed architect and

certified planner, is assigned to AFCEE’sDesign and Construction Directorate. Heis currently a Ph.D. candidate andgraduate student instructor at theUniversity of California at Berkeley.

“Receiving the award is not onlyexciting but also quite an honor becausethere are other officers out there equallyas qualified,” Gillem said. “I knowbecause I work with a number of them atAFCEE.”

Center officials said the reservist’s“innovative and award-winning” masterplans for Air Force installations wererecognized by senior leadership asmodels of “mission effectiveness,environmental stewardship and cus-tomer involvement.” They noted alsothat the captain had displayed “extraor-dinary leadership” abilities as leader ofdesign assistance teams sent to threeAir Force installations, including oneoverseas. The teams prepared long-range base master plans for constructiontotaling $130 million at those installa-tions.

Gillem has received a number ofother awards in the past, including the1998 Design Excellence Award and theCrocker Award that same year forexcellence in teaching at the Air ForceInstitute of Technology, Wright-Patterson Air Force Base, Ohio.

DoE Awards EnergyDoE Awards EnergyDoE Awards EnergyDoE Awards EnergyDoE Awards Energyand Wand Wand Wand Wand Water Savingater Savingater Savingater Savingater Saving

Efforts Efforts Efforts Efforts Efforts

The Department of Energy honored51 groups and individuals with FederalEnergy and Water Management Awardsfor implementing improvements thatsaved more than $60 million in energycosts this past fiscal year. The awardsrecognize outstanding contributions inenergy efficiency, renewable energy,water conservation, and cost-beneficiallandscaping.

Award winners were selected from166 nominations submitted by federalagencies representing all parts of the U.S.government, including the Department ofDefense, the Department of Agriculture,the Department of Energy, the GeneralServices Administration and the NationalAeronautics and Space Administration,among others.

Air Force individuals andorganizations won in the followingcategories:

Energy Efficiency/Energy ManagementElizabeth Clement, P.E., C.E.M., base

energy engineer at the U.S. Air ForceAcademy, Colorado Springs, Colo., wasrecognized with an individual award inthis category. Clement is the key personfor initiating and executing theAcademy’s energy program, which had ameasurable energy reduction of threepercent below fiscal year 1997 levels,representing a cost savings of $140,000.

Energy Efficiency/Energy ManagementThe small group award in this

category went to Kirk Spudy, CarlBruning and Thomas Meyers of the 56thCES, Luke Air Force Base, Ariz. The teamused plate and frame heat exchangertechnology for cooling in lieu of electricchillers. By using this technology, TeamLuke efficiently cooled almost 250,000square feet of facilities while savingalmost 1,400,000 kilowatt-hours ofelectricity and $50,000 in associatedcosts in less than one year.

Alternative FinancingThe organizational award in this


by Lois WalkerHQ AFCESA Historian,Tyndall AFB

Brigadier General Archie S. MayesAward

The most outstanding Engineering Flight is recognizedeach year with an award named for Brig Gen Archie S. Mayes, aformer Deputy Chief of Staff for Civil Engineering at HQ TacticalAir Command, HQ Pacific Air Forces, and HQ Strategic AirCommand.

General Mayes was born in 1920 in Warrensburg, Mo., andwas one of the few civil engineer general officers to rise to aposition of leadership from the enlisted combat engineeringranks of World War II. He began his military career with theMissouri National Guard in 1938. In December 1940 his NationalGuard unit was called to active duty and he rose to the rank oftechnical sergeant in the Army. In 1942 he went to OfficerCandidate School at Ft. Belvoir and was commissioned asecond lieutenant in May 1942. His first assignment was as aplatoon leader in the 301st Engineer Combat Battalion at Ft.Meade, Md. During World War II, he served with the Army inEurope and earned the European-African-Middle EasternCampaign Medal with five service stars. The unit in which he wasa battalion operations officer participated in 43 river assaults andbridging operations for General George Patton’s Third Army.

Following the war, General Mayes held engineering jobs inAlaska and Pennsylvania. He transferred to the Air Force inSeptember 1949, and in the early Air Force era served as basecivil engineer at Castle Air Force Base, Calif., Fairchild AFB,Wash., and Loring AFB, Maine. He served two tours at HQEighth Air Force at Westover AFB, Mass., and was the com-mander of Goose Bay Air Base, Labrador, for one year. In 1963,he graduated from the Industrial College of the Armed Forces.

General Mayes made stellar contributions to the civilengineering community during the 1960s. He was the DCS forCivil Engineering at HQ TAC from 1963 to 1966. From January1966 to July 1967, he wore four hats while serving in Vietnam:director of civil engineering for Seventh Air Force, head of theAir Force Regional Civil Engineer (AFRCE) office for Vietnam,head of the RED HORSE program to whom the five REDHORSE squadron commanders reported, and program directorfor Project Turnkey. Project Turnkey represented the first timethe Air Force acted as its own construction agent to constructa complete air base from the ground up. In General Mayes’words, “It demonstrated to all the services that Air Force civilengineering had come of age and was fully capable of buildingan Air Force base on its own.” According to General Mayes, itwas the only base in Vietnam built within the money allocated($52 million) and on schedule.

His experience in Vietnam prepared him well for his next jobas the DCS for Civil Engineering at HQ PACAF, from 1967 to1969. His final assignment was as the DCS for Civil Engineeringat HQ SAC. Following retirement, he worked for 13 years asdirector of maintenance for the Dallas-Fort Worth internationalairport.

General Mayes retired from active duty in 1973 and makeshis home in Texas.

The annual Air Force Civil Engineer Awards program recognizes civil engineer organizations and individuals for outstand-ing achievements and contributions to the Air Force mission. This is the final article in a three-part series on the civil engineerswhose contributions we honor each year. The following seven awards recognize outstanding Air Force civil engineer flights.


Brigadier General Michael A.“Mick” McAuliffe Award

This award honors Brig Gen Michael A. McAuliffe, formerCommand Civil Engineer for Air Combat Command. Itrecognizes the year’s most outstanding Housing Flight.

General McAuliffe was born in Ashland, Wisc., in 1941.He entered the Air Force through the Reserve Officer TrainingCorps program at Kansas State University, where he earnedhis bachelor’s degree in civil engineering in 1965. He began hisAir Force career as a project engineer for the Air ForceRegional Civil Engineer, Western Region, in Portland, Ore., andlater in San Francisco, Calif.

In 1968, he embarked on a series of overseas tours, firstwith Prime BEEF Team 71 at Osan AB helping bed down theairpower buildup in Korea following capture of the Navy shipPueblo by North Korea, and then as chief of design at HQSeventh Air Force in South Vietnam. In the spring of 1970, hehelped charter and was assigned as first commander of the7002nd Civil Engineering Flight at Ramstein AB, WestGermany. The 7002nd was a design and construction flightmade up largely of German nationals and civilians from othercountries.

In 1974 he returned to the United States and worked forHQ U.S. Air Force, Washington D.C., first in the EnvironmentalPlanning Division then as executive officer to then Directors ofEngineering and Services, Major Generals Robert Thompsonand William D. Gilbert. He completed a master’s degree inindustrial management at The George Washington Universityin 1977 and was a distinguished graduate of the Armed ForcesStaff College in 1979.

From 1979 to 1982, he commanded the 834th CivilEngineering Squadron at Hurlburt Field, Fla., and also servedas the Peacekeeper consultant for the Air Force BallisticMissile Office. He attended Air War College in residence,graduating in 1983, then had two more assignments at HQUSAF, as chief of the Housing and Services Division and chiefof the Programs Division for the Director of Engineering andServices.

General McAuliffe served as the DCS for Engineering andServices at HQ Air Force Logistics Command from 1988 to1990. As the DCS for Engineering and Services for HQ TACfrom 1990 to 1992, he provided civil engineering support toOperations Desert Shield/Desert Storm. He also oversaw thecomplex merger of civil engineer operations from TAC andStrategic Air Command into a single command, then served asthe first Command Civil Engineer for ACC from 1992 to 1994.He was the recipient of The Society of American Military

Engineers’ Newman Medal in 1987.General McAuliffe retired in 1994. He and his wife Nancy

make their home in Virginia.

Colonel Frederick J. RiemerAward

This award honors the lifetime accomplishments of ColFrederick J. Riemer, the first Air Force officer to be assigned tothe disaster preparedness career field. It recognizes the year’smost outstanding Readiness Flight.

Colonel Riemer was born in Little Falls, Minn., in 1934. Heserved eight years with the U.S. Navy as a combat aircrewmember in an anti-submarine squadron during the 1950s, thenjoined the Air Force as an enlisted radar technician in 1960. Hewas commissioned in 1963 after receiving his bachelor’s degreein electronics from Oklahoma City University. His firstassignment was as a plans officer with the 455th StrategicMissile Wing at Minot AFB, N.D. He received a master’s degreein management from the University of Southern California in1972.

Colonel Riemer’s distinguished career as a disasterpreparedness officer began in 1967 at Fifteenth Air Force,March AFB, Calif. From there he was assigned to HQ PACAF in1972, then to HQ USAF where, among other positions, heserved as an operations officer in the Project Checkmate office.In 1978 he was assigned to the 832nd Combat Support Group atLuke AFB, Ariz., as chief of the Disaster Preparedness Divisionand subsequently as deputy base commander.

He is best remembered for his outstanding contributions todisaster preparedness while assigned to HQ U.S. Air Forces inEurope from 1983 to 1985 and as commander of the 36th CombatSupport Group at Bitburg AB, West Germany, from 1985 to 1987.While there, he became the first officer in the disasterpreparedness career field to be promoted to full colonel and sawexpansion of the disaster preparedness discipline into whatbecame known as air base survivability. The career field movedfrom Operations to Civil Engineering in 1985.

Colonel Riemer retired from active duty in 1989 ascommander of the 4th Combat Support Group at SeymourJohnson AFB, N.C. Because he helped mold and develop thedisaster preparedness program at all strata — from base level tothe Pentagon — during his career, Colonel Riemer was selectedas the namesake for today’s Outstanding Readiness FlightAward. He is still active in organizing reunions for formerdisaster preparedness personnel. He and his wife, Jean, maketheir home in Arizona.


Chief Master Sergeant Ralph E.Sanborn Award

This award honors Fire Chief (former CMSgt) Ralph E.Sanborn, who dedicated his 44-year career to improving AirForce fire protection equipment and capabilities. It recognizesthe year’s most outstanding Fire Protection Flight.

Chief Sanborn was born in 1924 in Hollis Center, Maine. Heenlisted in the Army Air Corps in 1943 and trained as a combatengineer at Baton Rouge, La. He served in England, Belgiumand Germany during World War II as a firefighter assigned to aC-47 troop carrier unit. Following the war he came back to theUnited States, but returned to Germany as a firefighter duringthe Berlin Airlift.

In the early 1950s, he served in assignments at Ft. Wayne,Ind., at O’Hare Airport in Chicago, Ill., and in Alaska. In 1955 hebegan his long career with Strategic Air Command at ForbesAFB, Kan. In 1959 he served a tour in the Pacific at AndersenAFB, Guam, and in the early 1960s moved to Offutt AFB, Neb.,where he worked in technical services with the base firedepartment. He was among the first rounds of Air Force enlistedpersonnel to be promoted to chief master sergeant.

Aside from a tour with the 72nd Bomb Wing at Ramey AFB,Puerto Rico, beginning in 1963, and a deployment to U Tapao,Thailand, in 1969-1970, Chief Sanborn spent the remainder ofhis military career, and subsequently his civil service career, atHQ SAC. He retired from active duty in 1973 and was amainstay in the SAC fire protection program for 14 additional

Major General Eugene A. Lupia AwardIn July 1999, the Outstanding Civil Engineer Manager of the Year Awards were

renamed in honor of Maj Gen Eugene A. Lupia, to recognize his extraordinary efforts asa champion of junior enlisted and commissioned civil engineer personnel. The first twoawards, for candidates in the airman through technical sergeant category and thesecond lieutenant to captain category, will be awarded in February 2000.

Born in 1946, General Lupia hails from Brooklyn, N.Y. He entered the Air Force in1967 after graduating from the U.S. Air Force Academy with a bachelor’s degree in civilengineering. He received his master’s degree in civil engineering from Oklahoma StateUniversity in 1968. His first active duty assignment was as operations officer for the317th CES at Lockbourne AFB, Ohio.

From 1971 to 1972, General Lupia served as an advisor to the Vietnamese base civilengineer at Tan Son Nhut AB, South Vietnam. He then served two assignments at HQ

years until his death in 1987.Chief Sanborn is survived by his wife Lina, two sons Greg

and Glen, and daughter Sandra Bowers.The Sanborn Award was originally a SAC award. After

inactivation of SAC in 1992 and transfer of its mission to ACC,the award was adopted as the Air Force Civil Engineer FireProtection Flight Award in 1994.

Senior Master Sergeant Gerald J.Stryzak Award

This award honors SMSgt Gerald J. Stryzak, an explosiveordnance disposal technician who died in an aircraft crashduring a tactical rapid response exercise in Egypt in 1980. Itrecognizes the year’s most outstanding EOD Flight.

Sergeant Stryzak was born in 1940 in Philadelphia. Hegraduated from Upper Moreland High School in Willow Grove,Pa., in 1958 and enlisted in the Air Force in February 1962. Afterattending technical training at Lowry AFB, Colo., he wasassigned as a munitions specialist at Morbach AmmunitionStorage Station in West Germany from August 1962 to February1966. He returned to the United States and served as the EODTeam Chief with the 2701st Explosive Ordnance Squadron at HillAFB, Utah, from 1966 to 1970.

Sergeant Stryzak served in Vietnam as NCOIC of the EODbranch of the 431st Munitions Maintenance Squadron at TuyHoa Air Base from February to November 1970. He wasrecognized for supervising the safe recovery and disposal ofover 135,000 U.S. and foreign ordnance items during his tour.

In 1970 he reported to Cannon AFB, N.M., as assistant


NCOIC for EOD at the 27th Munitions Maintenance Squadron.From 1972 to 1976 he served as EOD Superintendent at HQTAC at Langley AFB, Va., and from July 1976 to July 1977 asNCOIC of the EOD Element of Detachment 5, 425th MunitionsSupport Squadron, Canadian Forces at Base Comox, BritishColumbia.

In August 1977 he returned to Cannon AFB as NCOIC ofthe EOD Section of the 27th Equipment MaintenanceSquadron. On November 12, 1980, Sergeant Stryzak and twoother members of the EOD unit for the 27th Tactical FighterWing, SrA Raymond Bianchi and A1C Blaine Meyer, were killedwhen their C-141 aircraft crashed on landing at Cairo West,Egypt, during a tactical rapid response exercise. SergeantStryzak was posthumously awarded the Meritorious ServiceMedal (First Oak Leaf Cluster). He is survived by his wife,Susan, and two children, Michelle and Jeffrey.

Major General Robert C.Thompson Award

This award honors Maj Gen Robert C. Thompson, whoserved as Director of Engineering and Services from 1975 to1978. It recognizes the year’s most outstanding ResourcesFlight.

General Thompson was born in Tyrone, Pa., in 1920. Heserved in the Army Air Forces in enlisted status from the fall of1942 until January 1944, when he graduated from Officers’Candidate School and was commissioned as a secondlieutenant. His first assignment was with the Special WeaponsTest Group at Wendover Field, Utah, as Post Engineer and Test

Range Officer. He was relieved from active military duty inJanuary 1947, but returned to active duty in October 1948 andwas sent to Okinawa as the Post Engineer and headquarterscommandant for the U.S. Army Quartermaster Group. During theKorean conflict he was assigned to Lowry AFB, Colo., as chiefof operations and maintenance with the 3415th TechnicalTraining Wing.

In 1955 he transferred to the Joint U.S. Military Group,Spain, where he worked in the Directorate of Construction andwas engaged in construction of Air Force and Navy basesthroughout Spain. After graduating from Air Command andStaff College in residence in 1960, he worked at the Pentagonfor five years as a facilities programming officer in the Office ofthe DCS for Research and Development. From there he wastransferred to the Air Force Western Test Range at VandenbergAFB, Calif., as chief of the Programs and Operations Division.During his career he completed a bachelor of science degreeand a master of arts degree from the University of Marylandand completed all coursework for a doctoral degree.

General Thompson served in Vietnam as chief of the civilengineer Programs Division at Seventh Air Force at Tan SonNhut AB. Following his tour in Vietnam, he was assigned as theDCS for Civil Engineering in three different locations, at HQEighth Air Force at Westover AFB, Mass., at HQ Second AirForce at Barksdale AFB, La., and at HQ USAFE. It was duringhis tenure that HQ USAFE moved from Wiesbaden AB toRamstein AB, West Germany.

In 1974 General Thompson returned to Washington as theDeputy Director of Civil Engineering under Maj Gen BillyMcGarvey, and in 1975 was named the Director of CivilEngineering. It was under his leadership that services mergedwith the civil engineering community. He also oversaw creationof the Air Force Commissary Service, the Air Force Engineeringand Services Agency, and the Civil Engineering and ServicesManagement Evaluation Team (CESMET). General Thompsonserved as director until his retirement in 1978.

General Thompson passed away in March 1982. He isburied at Arlington National Cemetery.

USAF, as a construction management engineer in the Housing Division, and as a special assistant to three consecutive directors,Maj Gen Maurice “Tex” Riley, Maj Gen Billy McGarvey and Maj Gen Robert Thompson.

He completed Air Command and Staff College in 1977 and Armed Forces Staff College in 1978. From February 1978 to July1981 he commanded the 381st CES at McConnell AFB, Kan. He then attended the Industrial College of the Armed Forces for ayear, and subsequently served as an Industrial College of the Armed Forces mobilization fellow with the Federal EmergencyManagement Agency, studying nuclear blast protection for critical American industries.

In 1983, General Lupia was assigned as the director of planning and programming for the DCS for Engineering and Servicesat HQ USAFE at Ramstein AB, West Germany. From 1986 to 1988 he commanded the 377th Combat Support Wing at Ramstein.

In July 1988, he became the DCS for Engineering and Services at HQ SAC at Offutt AFB, Neb. Until his promotion tobrigadier general in 1991, he flew aboard the SAC airborne command post “Looking Glass” as an engineering damage assessmentofficer. From 1991 until joining the Air Staff in 1995, he served as U.S. Strategic Command airborne command post mission directorof the “Looking Glass.”

General Lupia was Director of Civil Engineering at HQ Air Mobility Command at Scott AFB, Ill., from 1992 to 1995. He waspromoted to major general in May 1995 and assumed responsibilities as The Air Force Civil Engineer in July 1995. General Lupiaretired from active duty in July 1999. He and his wife Diane make their home in Virginia.


by Lt Col Tom DombrowskyHQ AFCESA, Tyndall AFB, Fla.

Those in explosive ordnancedisposal have a tradition ofremembering and honoring fellowEOD technicians who have died inthe line of duty. The first officialEOD memorial was dedicated in1970 at the Naval School, ExplosiveOrdnance Disposal at Indian Head,Md. Then in January 1999, theribbon was cut on a new EODtraining complex at Eglin Air ForceBase, Fla., where all EOD trainingwas to be consolidated.

With the move and consolida-tion of the EOD School from IndianHead to Eglin, the EOD memorialneeded to move as well. The EODMemorial Scholarship Committeeraised funds to relocate andreconstruct the memorial at Eglin,where it would be an inspiration to new EOD technicians as they train and are indoctrinated into the EOD community.

Brig Gen Lawrence Enyart, mobilization assistant to The Air Force Civil Engineer and Joint Explosive Ordnance DisposalProgram Board member for the Air Force, participated in the memorial’s official ground-breaking ceremony at Eglin in May.

“EOD training used to be partly at Indian Head and partlyat Eglin,” said Gen Enyart. “With the entire school at Eglin, itwas appropriate for the memorial to be moved.”

Construction was completed in December and thememorial is now open to the public. An official dedicationceremony is scheduled for Feb. 3, 2000.

The 83- by 29-foot memorial stands directly across fromthe new EOD school. It will be used as a troop formation areaduring special ceremonies.

Its design resembles an ammunition bunker, with thebackside rounded and the front side flat. The front four insetplaques, one for each of the services, bear the names of thedeceased honorees. The dedication is on a plaque in front ofthe wall. Sixty-nine names were placed on the memorial when itwas first dedicated at Indian Head. There are 154 names, 12 AirForce, on the new memorial at Eglin.

The memorial move and reconstruction was funded bybrick sales and individual donations. The bricks, which areinscribed with the names of donors who contributed to therelocation and construction fund, pave the walkway and thearea in front of the memorial. Individuals or organizations maystill purchase inscribed bricks, with proceeds going to the EODScholarship Fund. For more information, visit the EODMemorial Scholarship Committee’s web site at http://eodscholarship.dreamhost.com.

(Left to right) Capt Jerry Reeves, U.S. Navy, director, EnlistedTraining and Education Division, chief of Naval Education andTraining; Col Rick Fernandez, commander, 96th Civil EngineerGroup; Capt John Fraser, USN, commanding officer, NavalSchool Explosive Ordnance Disposal; Brig Gen LawrenceEnyart, mobilization assistant to The Civil Engineer and U.S. AirForce Program Board Member, DoD EOD Program Board;CWO4 Charles Doak, USN EOD Representative, EOD MemorialCommittee; Jonathan Green, president, The Green-SimmonsCompany, Inc.; and Reate Davis, architect, participated in theofficial ground-breaking ceremony for the new joint-serviceEOD memorial at Eglin AFB, Fla. (Photo courtesy AF/ILE)

Artist’s rendering of the new EOD Memorial at Eglin AFB, Fla.

EOD Memorial Moves to Eglin


Civil EngineerSenior Officersand Civilians

General OfficersHQ USAF Maj Gen (S) Robbins, Earnest O. II Pentagon The Air Force Civil EngineerHQ AFMC Brig Gen Cannan, David M. Wright-Patterson AFB Command Civil EngineerHQ DeCA Maj Gen Courter, Robert J., Jr. Fort Lee Director, Defense Commissary AgencyHQ USAF Brig Gen Enyart, Lawrence (AF Res.) Pentagon MA to The Civil EngineerHQ AMC Brig Gen Fox, L. Dean Scott AFB Command Civil EngineerHQ USAF Brig Gen Sheehan, Lawrence F. Pentagon MA to SAF/MIHQ AFMC Maj Gen Stewart, Todd I. Wright-Patterson AFB Director, Plans and Programs

ColonelsHQ USAFE Alston, Lavon Ramstein AB Deputy Command Civil EngineerAETC Amend, Joseph H., III Wright-Patterson AFB Dean, CE & SVS School, AFITHQ AMC Baldetti, Peter J. Scott AFB Chief, Environmental Programs DivisionSAF/MII Baldwin, Carey Pentagon Director, Facility ManagementHQ AFMC Ballog, Dennis F. Wright-Patterson AFB Chief, Engineering & Construction DivisionHQ AFCESA Barthold, Bruce R. Tyndall AFB Commander, AF Civil Engineer Support AgencyPACOM Baughman, James D. Yong San, Korea DACOS, Engineer, HQ ROK-US CFCAMC Bird, David F., Jr. Travis AFB Commander, 60 SPTGACC Borges, Scott K. Langley AFB Chief, Agile Combat Spt. Mission Area TeamAFSPC Boyce, Steven C. Vandenberg AFB Commander, 30 CESOSD Bradshaw, Joel C., III Pentagon Chief, Air Force ProgramsHQ AFCESA Brendel, Lance C. Tyndall AFB Director, Operations SupportHQ PACAF Burns, Patrick A. Hickam AFB Command Civil EngineerHQ USAF Byers, Timothy A. Pentagon Chief, Readiness & Work Force Mgt DivisionHQ ACC Carmody, Cornelius J. Langley AFB Assistant Command Civil EngineerAFMC Charles, Jeffrey R. Wright-Patterson AFB Commander, 88 CEGHQ ACC Chisholm, Maryann H. Langley AFB Deputy Chief, Programs & Constr. DivisionHQ AFCEE Coke, Ronnie L. Brooks AFB Director, Environmental RestorationHQ AFCESA Cook, Michael J. Tyndall AFB Director, Technical SupportPACAF Coullahan, Patrick M. Elmendorf AFB Eleventh Air Force Civil EngineerAFMC Cuddihee, Michael A. Tinker AFB Vice Commander, 72 ABWAFMC Daly, Patrick R. Hanscom AFB Deputy Commander, 66 SPTGHQ USAF DeFoliart, David W. Pentagon Chief, Programs DivisionHQ ACC Destadio, Frank J. Langley AFB Command Civil EngineerAETC DiRosario, Joseph P. Maxwell AFB Commander, 42 SPTGHQ PACAF Drake, William J. Hickam AFB Deputy Command Civil EngineerAMC Elliott, Gus G., Jr. Fairchild AFB Commander, 92 SPTGHQ USAF Eng, William F. Pentagon Chief, Engineering DivisionAETC Eulberg, Delwyn R. Randolph AFB Commander, 12 SPTGHQ USAFE Fernandez, Richard Ramstein AB Chief, Programs DivisionHQ USAFE Fetter, Clifford C. Ramstein AB Chief, Environmental DivisionHQ AETC Fink, Patrick T. (BSC) Randolph AFB Chief, Environmental Management DivisionACC Fisher, C. Brian Holloman AFB Commander, 49 Materiel Maintenance GroupHQ USAF Fisher, Marvin N. Pentagon Spcl Asst. to CE Congr. Fiscal MattersACC Fitz, Michael S. Shaw AFB Commander, 20 SPTGAETC Floyd, William R. Maxwell AFB Air War College studentPACAF Formwalt, William A. Osan AB Seventh Air Force Civil EngineerACC Fouser, John D. Offutt AFB Commander, 55 CESACC Fukey, Michael F. (Pilot) Langley AFB Chief, Base Support Division

Editor’s Note: A list of Air Force Reserve and Air National Guard civil engineer colonels and their billets will be published in the next issue ofThe CE magazine. The next issue will also include a list of active duty civil engineer chief master sergeants and their billets.


HQ AFCEE Garcia, Samuel E. Brooks AFB Exec. Director, AF Center for Env. ExcellenceHQ AETC Gilbert, Russell L. Randolph AFB Command Civil EngineerHQ AFMC Griffith, Thomas M. Wright-Patterson AFB Chief, Programs & Operations DivisionPACAF Guy, Homer L. Yokota AB Fifth Air Force Civil EngineerHQ USAFE Haggstrom, Glenn D. Ramstein AB Command Civil EngineerHQ PACAF Hayden, Thomas F., III Hickam AFB Chief, Readiness DivisionACC Hoarn, Steven E. Langley AFB Deputy Chief, Base Support DivisionAETC Horsfall, John D. Maxwell AFB HQ AU Inspector GeneralHQ PACAF Howell, Richard C. Hickam AFB Chief, Operations DivisionHQ AFSOC Hrapla, Michael F. Hurlburt Field Command Civil EngineerACC Hutchinson, Darrell B. Nellis AFB Commander, Det. 1, 99th SPTGPACAF Ingenloff, Richard J. Hickam AFB Commander, 15 SPTGACC Janiec, Gordon R. Holloman AFB Commander, 49 SPTGAMC Jeffreys, John R. McChord AFB Special Asst. to CC for ReadinessAFMC Judkins, James E. Edwards AFB Commander, 95 CEGAETC Kanno, Neil K. Maxwell AFB Air War College studentACC Keith, Edmond B. Langley AFB Commander, 1 CESHQ AFMC Kennedy, James R. Wright-Patterson AFB Chief, Organization & Privatization DivisionHQ USAF Kopp, Robert D. Pentagon Chief, Readiness Programs BranchAFMC Korslund, Per A. Hill AFB Commander, 75 CEGHQ PACAF Lancaster, Louis K. Hickam AFB Chief, ProgramsAMC Leptrone, Jeffrey L. MacDill AFB Commander, 6 CESHQ ANG Lundgren, Samuel G. (ANG) Andrews AFB The ANG Civil EngineerHQ AFCEE Lyon, James D. Brooks AFB Director, Env. Conservation & PlanningACC Mayfield, Edward D. Hurlburt Field Commander, 823 RHSHQ AFCESA McConnell, Bruce F. Tyndall AFB Director, Contingency SupportHQ AFMC McDonald, Thomas J. Wright-Patterson AFB Exec. Director, Installation SupportHQ USAF Miller, Brian L. Pentagon Chief, Environmental DivisionHQ AFCEE Miller, Ross N. (BSC) Brooks AFB Director, Environmental QualityHQ ACC Minto, Paul E. Langley AFB Chief, Readiness DivisionHQ AFRC Mogge, John W., Jr. Robins AFB Command Civil EngineerHQ AFCESA Moreau, David C. (ANG) Tyndall AFB Director, Executive Support/CE ANG AdvisorAFMC Norrie, Michael D. Robins AFB Commander, 78 CEGACC Parker, Richard P. Nellis AFB Commander, 820 RHSHQ ACC Patrick, Michael R. Langley AFB Chief, Environmental Programs DivisionHQ AFSPC Perry, Gilbert T., Jr. Peterson AFB Deputy Command Civil EngineerOSD Peters, David T. Pentagon Pollution Prevention Team LeaderHQ ACC Peters, Robert L., II Langley AFB Chief, Programs & Construction DivisionUSAFE Pokora, Edward J. Ramstein AB Commander, 86 CEGAFMC Purvis, Quincy D. Eglin AFB Commander, 96 CEGPACAF Quinn, William R. Kadena AB Commander, 18 CEGJCS Richardson, Cardell K. Pentagon Engineer Staff OfficerAFMC Riggs, Gregory E. Kelly AFB Special Asst. to the CommanderAMC Rojko, Paul M. Pope AFB Commander, 43 SPTGAMC Romano, Sebastian V. McGuire AFB Commander, 305 CESAMC Ryburn, James T. McGuire AFB Commander, 305 SPTGHQ AFSPC Schmidt, Michael H. Peterson AFB Chief, Programs DivisionOSD Selstrom, John P., Jr. Pentagon Director, Env. Restoration Program ManagementPACAF Showers, Duncan H. Elmendorf AFB Commander, 3 CESHQ AETC Singel, Kenneth R. Randolph AFB Chief, Programs DivisionHQ AMC Skrypczuk, Oleh Scott AFB Deputy Command Civil EngineerHQ USAF Smith, Emmitt G. Pentagon Chief, Housing DivisionAETC Somers, Paul W. Columbus AFB Deputy Commander, 14 SPTGHQ AFMC Stanley, Tad A. Wright-Patterson AFB Deputy Command Civil EngineerHQ USAF Streifert, Scott E. Pentagon Chief, Comp. Sourcing & Privatization DivisionAFMC Strom, Randie A. Kirtland AFB Commander, 377 CEGAETC Sweat, David A. Maxwell AFB Air War College studentUSAFA Swint, David O. USAF Academy Prof. & Dept Head, Civil & Env. Engineering11 Wing Thady, Randall J. Bolling AFB Commander, 11 CESHQ AFSPC Tickel, J. Carlton, Jr. Peterson AFB Command Civil EngineerHQ AETC Turner, Randall L. Randolph AFB Chief, Operations DivisionHQ AMC Verlinde, Jon D. Scott AFB Chief, Planning and Programming DivisionACC Wallington, Cary R. Moody AFB Commander, 347 SPTGUSAFA Waylett, Susanne M. USAF Academy USAFA Civil Engineer/Commander, 10 CEGAETC White, Arvil E., III Tyndall AFB Commander, 325 CESHQ ANG Willcocks, Raymond H. (ANG) Andrews AFB Deputy ANG Civil EngineerACC Woods, Clinton C. Malmstrom AFB Commander, 819 RHS


Senior Executive ServiceHQ USAF Aimone, Michael A. Pentagon Deputy Air Force Civil EngineerHQ AFCEE Erickson, Gary M. Brooks AFB Director, AF Center for Env. ExcellenceAFBCA Lowas, Albert F., Jr. Arlington VA Director, AF Base Conversion Agency

GS/GM-15sHQ AFCESA Anderson, Myron C. Tyndall AFB Chief, Civil/Pavements DivisionAFMC Bailey, Lawrence O., Jr. Kelly AFB Director, Environmental ManagementHQ AFCEE Bakunas, Edward J. Brooks AFB Chief, Comprehensive PlanningHQ USAF Barrett, Robert C., III Pentagon Masters Program, University of Southern CaliforniaHQ AFSPC Bratlien, Michael D. Peterson AFB Chief, Engineering DivisionAFMC Brunner, Paul G. McClellan AFB Director, Environmental ManagementAFMC Clark, Michael J. Eglin AFB Deputy Base Civil EngineerHQ ANG Conte, Ralph Andrews AFB Chief, Programming DivisionAFBCA Corradetti, John J., Jr. Arlington VA Program Manager, Division AJCS Corsetti, William V. Pentagon Strategic Planner, J5, Strategy DivisionHQ AFRC Culpepper, Hilton F. Robins AFB Assistant Command Civil EngineerAFMC Dalpais, E. Allan Hill AFB Director, Environmental ManagementHQ AFMC Daniels, Ralph F. Wright-Patterson AFB Director, Programs DivisionHQ AFCESA Daugherty, Patrick C. Tyndall AFB Chief, Mechanical/Electrical DivisionUSSOCOM Dwight, Stephen F. MacDill AFB Command Civil EngineerAFREA Edwards, William E. Bolling AFB Director, AF Real Estate AgencyHQ USAF Ferguson, Kathleen Pentagon Chief, Programs and Analysis BranchHQ AFCESA Firman, Dennis M. Tyndall AFB Exec. Director, AF Civil Engineer Support AgencyAFBCA Frank, Joyce K. Arlington VA Deputy Director, AF Base Conversion AgencyHQ USAF Franklin, George H., Jr. Pentagon Chief, Facility Privatization BranchHQ PACAF Fujimoto, George Hickam AFB Chief, Environmental DivisionHQ AFMC Garcia, Marvin L. Wright-Patterson AFB White House Task Force on RecyclingAFBCA Jackson, Dale O. Arlington VA Program Manager, Division DAFMC Johnson, Gary K. Wright-Patterson AFB Deputy Base Civil EngineerSAF/MII Leehy, Lawrence R. Pentagon Director for Installations ManagementHQ AFCEE Leighton, Bruce R. Brooks AFB Technical Assistant, Env. Conservation PlanningAFMC Lester, Ronald J. Wright-Patterson AFB Director, Environmental ManagementAFCEE Lopez, Edward Dallas TX Director, Central Region Environmental OfficeAFSPC Lowsley, James P. Vandenberg AFB Deputy Base Civil EngineerHQ AMC Mack, Robert D. Scott AFB Chief, Housing DivisionHQ AFSPC Maher, Gary Peterson AFB Chief, Environmental DivisionHQ USAF Maldonado, Rita Pentagon Chief, Operations & Maintenance DivisionHQ USAF McCard, Sidney Pentagon Chief, Program ManagementHQ USAF McGhee, Michael Pentagon Chief, Environmental Planning BranchHQ ACC Moore, Robert M. Langley AFB Industrial College of the Armed ForcesHQ AFCEE Nelson, Glenn E., Jr. Brooks AFB Technical Assistant, Environmental RestorationHQ ACC Parker, Paul A. Langley AFB Chief, Operations DivisionAFCEE Pennino, James San Francisco CA Director, Western Region Environmental OfficeHQ AFCEE Perritt, Rolan M. Brooks AFB Chief, Design Group DivisionHQ USAF Pohlman, Teresa Washington D.C. Industrial College of the Armed Forces studentAFMC Polce, Ronald L. Arnold AFB Technical Director for FacilitiesHQ USAF Reinertson, Kenneth Pentagon Program Manager, Office of Policy, Dept of Trans.HQ AFCEE Ritenour, Donald L. Brooks AFB Director, Design and ConstructionHQ AFMC Sculimbrene, Anthony F. Wright-Patterson AFB Exec. Dir, Dayton Aviation Heritage CommissionHQ AFCEE Shebaro, Bassim D. Brooks AFB Director, Operations and DevelopmentAFCEE Sims, Thomas D. Atlanta GA Director, Eastern Region Environmental OfficeAFBCA Smith, John Edward B. Arlington VA Chief, Environmental Programs and PlansAFMC Stephens, Eric L. Brooks AFB Human Systems EngineerHQ USAFE Thompson, John D. Ramstein AB Chief, Engineering DivisionAFMC Tuss, Margarita Q. Wright-Patterson AFB Chief, Engineering DivisionHQ AMC Van Buren, John L. Scott AFB Chief, Project Engineering DivisionHQ ANG VanGasbeck, David C. Andrews AFB Chief, Environmental DivisionAFMC Whitney, Richard G. Wright-Patterson AFB Chief, Acquisition ESH DivisionHQ ANG Whitt, William B. Andrews AFB Command General EngineerAFMC Wood, Richard A. Edwards AFB Director, Environmental ProtectionHQ PACAF Yasumoto, Stanley Y. Hickam AFB Chief, Engineering DivisionSAF/MIQ Yonkers, Terry A. Pentagon Deputy for Resource ManagementHQ AETC Zugay, Anthony Randolph AFB Chief, Engineering Division

The CE

✦ W

inter 200036

820th RED HORSE Squadron personnel combined withReserve and National Guard civil engineer teams thissummer to construct the new “Warrior Week” site atLackland Air Force Base, Texas. Story page 22. (Photocourtesy 37th Training Wing Public Affairs

Documents

JSLIST - afcec.af.mil...during the Cold War, countries lacking ... right kinds of growth. They need to become the technically schooled experts that we need to provide the long-term