NAVINSGEN Bahrain Area Assessment Report 26 Apr 19.pdf

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NAVAL INSPECTOR GENERAL AREA ASSESSMENT OF NAVAL ACTIVITIES IN BAHRAIN 7 – 17 JANUARY 2019

THIS REPORT IS NOT RELEASABLE without the specific approval of the Secretary of the Navy. The information contained herein relates to the internal practices of the Department of the Navy (DON) and is an internal communication within the DON. The contents may not be disclosed outside original distribution, nor may it be reproduced in whole or in part. All requests for this report, extracts therefrom, or correspondence related thereto shall be referred to the Naval Inspector General.

THIS IS A PROACTIVE DISCLOSURE of Department of Navy information. Generally, redactions in this report were pursuant to the Navy’s OPSEC policy and the following Freedom of Information Action exemptions: • (b)(6) - Information that, if disclosed, would invade another individual's personal privacy.• (b)(7)(C) – Information that identifies a person by name (other than the Navy Inspector General), either directly or indirectly.• (b)(7)(E) – Items that could link to a security weakness, vulnerability, or exploitable fact.

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AREA ASSESSMENT OF NAVAL ACTIVITIES IN BAHRAIN

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Executive Summary

The Office of the Naval Inspector General (NAVINSGEN) conducted an area assessment of naval forces in Bahrain from 7 – 17 January 2019. The last area assessment in Bahrain was conducted in 2016. This area assessment was scoped to focus on support to the operational units on the waterfront following corrective actions put in place by the Readiness Reform Steering Group and Oversight Council, with a specific focus on ship maintenance, logistics support, training, and manning.

Navy-wide efforts to improve Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, and Facilities affecting surface ships have been noted in Bahrain, specifically with ship navigation. However, shortcomings in Training, Materiel, and Personnel present risk to the Navy.

Additionally, some of the doctrine changes that have been promulgated following the

collisions in the Western Pacific, such as fatigue management, are perceived as unachievable due to the small size of the Patrol Coastal ship (PC) and Mine Countermeasures ship (MCM) crews.

Civilian Hiring

A high number of civilian position vacancies was a key negative driver to most areas in this assessment. Civilian hiring and retention is challenging in Bahrain due to the lack of incentive pay, limited number of Dependent Entry Approvals, and availability of medical care for civilian employees and their families. Hiring times in Bahrain did not improve since the 2016 assessment. On average, it takes 173 days to hire civilians, which exceeds the 80-day standard established by the Office of Personnel Management.

Maintenance Capacity and Capability

Additional incentives are needed to fill the civilian vacancies with experienced personnel and subsequently improve FDRMC Detachment Bahrain and Naval Supply Systems Command (NAVSUP) Fleet Logistics Center (FLC) Bahrain performance.

Support to Family.

A Design for Maintaining Maritime Superiority Version 2.0 identified tasks related to the Navy Family Framework and directed evaluation of the effectiveness of support provided to families. Overall, support to families in Bahrain is Partially Effective with Moderate Risk. Support to

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families is hindered due to vacant civilian billets, insufficient family and youth facilities, and limited resources to cope with special health needs not identified during overseas screening.

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Contents Executive Summary .......................................................................................................................... i

Civilian Hiring ......................................................................................................................................... i

Maintenance Capacity and Capability ................................................................................................... i

Support to Family. .................................................................................................................................. i

Methodology ................................................................................................................................... 1

Areas/Programs Assessed ............................................................................................................... 2

Observations and Findings .............................................................................................................. 3

Mission Support ........................................................................................................................................ 3

Special Focus – Waterfront Readiness .................................................................................................. 3

Operations ................................................................................................................................................ 6

Port Operations ..................................................................................................................................... 6

Littoral Combat Ship Operations .......................................................................................................... 7

Airfield Operations ................................................................................................................................ 7

NECC Operations ................................................................................................................................... 8

Personnel .............................................................................................................................................. 8

Security ................................................................................................................................................. 9

Facilities............................................................................................................................................... 10

Family Support ........................................................................................................................................ 13

Dependent Entry ................................................................................................................................. 13

Sponsorship ......................................................................................................................................... 13

Housing ............................................................................................................................................... 14

Medical ................................................................................................................................................ 14

Legal .................................................................................................................................................... 14

Community Support ................................................................................................................................ 15

Pay and Personnel Services ................................................................................................................. 15

Military Equal Opportunity ................................................................................................................. 15

Navy Alcohol and Drug Abuse Prevention .......................................................................................... 15

Suicide Prevention .............................................................................................................................. 16

Sexual Assault Prevention & Response ............................................................................................... 16

Overseas Screening ............................................................................................................................. 16

Sailor Programs ....................................................................................................................................... 16

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Galley .................................................................................................................................................. 16

Command Indoctrination Program ..................................................................................................... 17

Single Sailor Programs......................................................................................................................... 17

Transition Goals, Plans, Success .......................................................................................................... 17

Survey and Focus Group Findings ........................................................................................................... 17

APPENDIX A: SPECIFIC DEFICIENCIES AND REFERENCES ................................................................ 1

Mission Support ........................................................................................................................................ 2

Physical Security, Antiterrorism / Force Protection at NAVCENT Detachment Isa Air Base ................ 2

Facilities................................................................................................................................................. 2

Safety and Occupational Health............................................................................................................ 3

COMMUNITY SUPPORT ............................................................................................................................. 5

Pay and Personnel Services ................................................................................................................... 5

Military Equal Opportunity ................................................................................................................... 5

Navy Alcohol and Drug Abuse Prevention ............................................................................................ 5

Suicide Prevention ................................................................................................................................ 5

APPENDIX B: RECOMMENDATIONS ................................................................................................ 1

Mission Support ........................................................................................................................................ 1

Port Operations ..................................................................................................................................... 1

Airfield Operations ................................................................................................................................ 1

Human Resources ................................................................................................................................. 1

Facilities................................................................................................................................................. 2

Information Technology ........................................................................................................................ 2

Safety and Occupational Health............................................................................................................ 2

FAMILY SUPPORT ...................................................................................................................................... 2

Sponsorship ........................................................................................................................................... 2

Medical .................................................................................................................................................. 3

COMMUNITY SUPPORT ............................................................................................................................. 3

Military Equal Opportunity ................................................................................................................... 3

Navy Alcohol and Drug Abuse Prevention ............................................................................................ 3

APPENDIX C: KEY SURVEY RESULTS ................................................................................................ 1

Quality of Life ........................................................................................................................................ 1

Survey Response Frequency Report ................................................................................................... 15

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Data Presented by Command ............................................................................................................. 24

APPENDIX D: FOCUS GROUP PERCEPTIONS ................................................................................... 1

MANNING ................................................................................................................................................. 5

Civilian Personnel .................................................................................................................................. 5

Security Personnel ................................................................................................................................ 6

Ship Personnel ...................................................................................................................................... 7

Shore Personnel .................................................................................................................................... 8

Isa Air Base Personnel ........................................................................................................................... 9

Resources, Supply and Equipment............................................................................................................ 9

Civilian Personnel ................................................................................................................................ 10

Security Personnel .............................................................................................................................. 10

Ship Personnel .................................................................................................................................... 11

Shore Personnel .................................................................................................................................. 12

Isa Air Base Personnel ......................................................................................................................... 12

Facilities .................................................................................................................................................. 13



Ship Personnel .................................................................................................................................... 14

Shore Personnel .................................................................................................................................. 14


Policies and processes ............................................................................................................................ 16



Ship Personnel .................................................................................................................................... 17

Shore Personnel .................................................................................................................................. 18


medical and dental.................................................................................................................................. 19



Ship Personnel .................................................................................................................................... 21

Shore Personnel .................................................................................................................................. 21


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professional knowledge and development............................................................................................. 22



Ship Personnel .................................................................................................................................... 24

Shore Personnel .................................................................................................................................. 24


pay and compensation ............................................................................................................................ 25



Ship Personnel .................................................................................................................................... 26

Shore Personnel .................................................................................................................................. 27


Leadership ............................................................................................................................................... 28



Ship Personnel .................................................................................................................................... 29

Shore Personnel .................................................................................................................................. 30


cost of living ALLOWANCE (cola) ............................................................................................................ 31



Ship Personnel .................................................................................................................................... 32

Shore Personnel .................................................................................................................................. 32


family support services ........................................................................................................................... 33



Ship Personnel .................................................................................................................................... 34

Shore Personnel .................................................................................................................................. 34


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Methodology

The Office of the Naval Inspector General (NAVINSGEN) conducted an area assessment of naval activities in Bahrain from 7 – 17 January 2019. NAVINSGEN augmented the inspection team with subject matter experts from Naval Safety Center, Naval Sea Systems Command, Naval Criminal Investigative Service, Space and Naval Warfare Systems Command, and United States Fleet Forces Command (USFFC). The last area assessment in Bahrain was conducted in 2016.

An area assessment is an inspection within a defined geographic region that focuses on evaluating specific functions within the Department of the Navy and identifies Navy-wide strengths and weaknesses. During these area assessments, NAVINSGEN assesses mission support to tenant commands and assesses the provision of quality-of-life support to Sailors, civilians, and their families living in that area. In some cases, support services are provided by entities outside the local area, and in some cases support is provided by other services or Department of Defense (DoD) agencies. Prior to this assessment, anonymous surveys were conducted and on-site focus group discussions were held to better understand both the issues of concern and the culture in the area.

Effectiveness was assessed as Effective, Partially Effective, or Not Effective. An Effective mission area or program is achieving the goals of the mission or program. A Partially Effective mission area or program has some shortfalls in performance, but is generally accomplishing its objectives. A mission area or program assessed as Not Effective fails to achieve its performance goals.

Risk was assessed as Low Risk, Moderate Risk, or High Risk. A Low Risk mission area or program is well managed with high potential for continued success. A Moderate Risk mission area or program has some negative elements that may impact future performance. A High Risk mission area or program has critical elements that, if not addressed, are likely to negatively impact future performance.

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Areas/Programs Assessed

Mission Support Special Focus – Waterfront Readiness

Ship Maintenance

Logistics

Training

Manning / ManpowerOperations

Port Operations

Littoral Combat Ship Preparations

Airfield Operations

NECC OperationsPersonnel

Human Resources Security

Anti-terrorism/Force Protection

Physical Security

Combating Trafficking in Persons

Facilities and Safety

Facilities

Information Technology Infrastructure/Communications Support

Safety and Occupational Health

Family Support

Dependent Entry Approval

Sponsorship

Housing

Medical

Legal Support

Community Support

Pay / Personnel Services

Military Equal Opportunity

Navy Alcohol and Drug Abuse Prevention

Sexual Assault Prevention and Response

Overseas Screening

Suicide Prevention Sailor Programs

Galley

Command Indoctrination Program

Single Sailor Programs

Transition Goals, Plans, Success

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Observations and Findings

MISSION SUPPORT

Special Focus – Waterfront Readiness

Navy-wide efforts to improve Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel and Facilities (DOTMLPF) affecting surface ships have been noted in Bahrain, specifically with ship navigation. However, shortcomings in Training, Materiel, and Personnel present risk to the Navy.

Some of the doctrine changes that have been promulgated as part of

the Readiness Reform Steering Group, such as fatigue management, are perceived as unachievable due to the small size of the Patrol Coastal ship (PC) and Mine Countermeasures ship (MCM) crews.

Ship Maintenance

Partially Effective – High Risk.

Since 2017, no CNO-level ship maintenance

availabilities have been completed on time.

Table 1 summarizes the status of ships that are mission capable and the number of maintenance availabilities in progress.

Delays in execution of maintenance availabilities can also be tied to the ability to procure Government Furnished Material required to be provided to the Bahraini shipyards to conduct maintenance availabilities. Although 100 percent of the materials are required to be on hand at the beginning of a maintenance availability, on average, PCs have 92 percent of material available at the beginning of the availability and MCMs have 80 percent. Long lead-time procurement,

is the primary cause for the delays in the execution of availabilities.

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Incentives are needed to fill the civilian vacancies with experienced personnel. Following our assessment, FDRMC was authorized by USFF to offer up to a 25 percent incentive for up to four years when making an offer for employment in Bahrain. In Japan, a 25 percent incentive is authorized for three years upon job announcement. This incentive model is not currently being utilized to fill the vacancies in Bahrain. Additional Dependent Entry Approvals (DEAs) would further incentivize bringing the right talent to Bahrain. Training in project management fundamentals for both FDRMC Detachment Bahrain personnel and Bahraini shipyard project teams is insufficient to execute on-time availabilities.

Table 1. Ship Maintenance Metrics ((b)(7)(E))

Evaluated Area Patrol Coastal Ships Mine Countermeasures Ship

Operational Requirement for ships available

Ships available at the time of assessment

Number of ships in availability

Number of ships in planned availability (based on original schedule)

Average CNO Availability Delay since 2017

Lost Operational Days (Ao) since 2017

Logistics

Partially Effective – High Risk.

Naval Supply Systems Command (NAVSUP) Fleet Logistics Center (FLC) Bahrain and FDRMC Detachment Bahrain lack personnel and experience to perform required logistics and contract planning in support of maintenance availabilities for PCs and MCMs. More than 70 percent of contracting milestones are routinely missed, resulting in delay of ships entering and completing maintenance on time. There is a lack of personnel experienced in NAVSUP FLC Bahrain and FDRMC Bahrain to support accurate bills of material, statements of work, logistics support requirements and cost analyses for on-time contract award for ship repair. Once in a

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maintenance availability, requests for contract changes (RCCs) drove an average growth of $830K for the availabilities conducted in FY17 and FY18. The volume of RCCs, 336 for FY18, coupled with the critical manning shortage, negatively impacts NAVSUP FLC Bahrain’s ability to

award RCCs in less than 10 days.

NAVSUP FLC Bahrain HAZMAT Center, identified storage and facility issues that are included in the facilities deficiencies section of the report.

Local material management complies with Navy policy;

There are no noted issues with Royal Bahraini Air Force (RBAF)-supplied fuel or safety of facilities. There were no major logistics concerns identified at Isa Air Base.

Training

Partially Effective – High Risk. Commander, Naval Surface Squadron FIVE (CNSS-5) conducts Basic Phase Training and is the Certification Executive Agent for the homeported ships.

It is not uncommon for squadron personnel to work six and seven days per week, every week. A manpower study is being completed to establish appropriate manning levels.

There is no formal education for CNSS-5 personnel to conduct training and certification. One specific issue identified in the Comprehensive Review was the inappropriate use of waivers for certification of training. Of note, we found that CNSS-5 has not used waivers to overcome gaps in readiness when an operational need exists.

CTF-52 and CTF-55 conduct advanced level training for MCMs and PCs and recommend certification for these ships to Commander, Fifth Fleet. There is no formal education for these task forces in how to conduct training at this level.

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Manning / Manpower

Partially Effective – Moderate Risk.

Due to the small size of the crew on these ships, every Sailor equates to about a four percent change in these metrics. The small crew size for both PCs and MCMs amplifies the impact of being below manning targets.

USFFC N1 reports that manning shortfalls are not specific to Bahrain.

Type Commanders, in conjunction with USFFC N1, are expected to continue to address specific manning shortfalls and use mitigation strategies to achieve operational levels as outlined in USFFC Manning Control Authority Fleet Directive 15-1.

OPERATIONS

Port Operations

Effective – Low Risk.

The ports service transient vessels from the U.S. and allied nations; they are owned by Bahrain and leased by the U.S. and U.K. Navies. Daily operations are conducted and coordinated by the NSA Bahrain Port Operations department, which is adequately manned to perform its mission.

Port services such as waste disposal, fresh water, and shore power are provided by commercial contract. APM Terminals operates three large tugs and two small tugs to support all movements for KBSP and Mina Salman Naval Base. KBSP is a commercial port, and cruise ships and tankers often have priority for tug usage over Navy vessels. NSA Bahrain conducts inspections on all tugs scheduled to come alongside U.S. vessels;

Tugs are often late for scheduled inspections or are redirected to service another vessel

after the inspection is performed, requiring an additional inspection. No cost-benefit analysis has been conducted to determine the feasibility of procuring or contracting dedicated tugs for U.S. and allied vessel support. This arrangement might mitigate the scheduling risk due to conflicting priorities of the contracted tugs, and reduce the manpower requirements needed to conduct inspections.

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Littoral Combat Ship Operations

Partially Effective – Moderate Risk. The plan for supporting the Littoral Combat Ships (LCS) in Bahrain is not well understood by the stakeholders.

LCS-configured power requirements should be

considered well before their forward staging.

There are seven berths available at MSQW.

Airfield Operations

Effective – Moderate Risk. The NSA III Aviation Unit is located at the Bahrain International Airport.

All four of CTF 53’s government civilian billets are vacant. The lack of a Deputy Air Logistics Officer (GS-13), an Air Terminal Operations Supervisor (GS-11), a Passenger Service Supervisor (GS-9), and an Air Cargo Terminal Supervisor (WS-9), creates strain on the military and Bahrain Grade workforce.

In October of 2017, a U.S. F/A-18 experienced a mechanical failure and ran off the runway at the Bahrain International Airport. Because Bahrain International has only a single runway, flights in and out of the airport were disrupted for several hours.

The F/A-18 mishap highlighted the nonstandard alignment of responsibilities assigned to CTF 53 and NSA Bahrain. Across the Navy, installation air terminals are the responsibility of their respective Commander, Navy Installations Command (CNIC) installations; however, in Bahrain, the air terminal is operated by CTF 53. Consideration should be given to evaluating this alignment and transferring air terminal and associated facilities responsibilities to NSA Bahrain.

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Shifting responsibility of the Aviation Unit to the NSA Bahrain Commanding Officer could remove overlapping responsibilities and align NSA Bahrain with the rest of CNIC Air Terminal Operations.

Discussion with the leadership of air logistics assets deployed to NSA III (e.g., H-60S, H-53, C-2, C-130) revealed dissatisfaction with the level of support provided by the Bahrain Aircraft Intermediate Maintenance Department (AIMD),

This may be a result of inefficient Command and Control (C2), as AIMD Bahrain reports ultimately to the Commander of Seventh Fleet, and does not report to the Fifth Fleet Commander. We recommend this C2 relationship be examined and reorganized to enable AIMD Bahrain to more effectively support the aircraft deployed to the Fifth Fleet area of responsibility.

At Isa Air Base, deployed Navy and Marine Corps aviation units are performing their respective missions effectively. The units maintain their aircraft at facilities designated as “expeditionary,” with a lack of adequate wash-rack facilities and aviation ground support equipment, such as power carts.

NECC Operations

Partially Effective – Moderate Risk.

Depot-level Maintenance is being overseen by TDY

RMC personnel under MOA between NECC and CNRMC.

Personnel

Human Resources

Not Effective – High Risk. Hiring times in Bahrain did not improve since the 2016 area assessment, despite the addition of two local nationals to the staff. An average of 173 days to hire civilians exceeds the 80-day standard established by the Office of Personnel Management. A GS specialist stationed in Naples, Italy was assigned to augment all GS recruitments in Bahrain, bringing the total staff size to 12. The time zone difference between Naples and the Office of Civilian Human Resources – Stennis in Mississippi introduces additional delays into the hiring process, as does extended leave of local nationals in the summer months. However, the average hiring timeframe is consistent throughout the Europe, Africa and Southwest Asia

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Region. Longer timeframes are common due to unique overseas condition of employment requirements, such as passport and allowances determinations.

Less than half of the position descriptions for Bahrain are accurate and current. It was reported to take up to 45 days to classify positions, which could potentially be a symptom of outdated position descriptions. Additionally, hiring-related training for managers has been limited to mandatory training only.

A new Human Resources (HR) Director and staffing supervisor were recently hired. Since then, weekly staff training and more customer engagement is increasing human resources expertise. Standard operating procedures and processes are being established across the region.

There was a 38 percent cancellation rate of requests for personnel action in FY18. Bahrain is a difficult area to recruit and retain the required civilian workforce. The use of direct hiring authority is hindered by the requirement to first post a local announcement.

There are 132 unfilled recruitment requests, and FDRMC and Naval

Facilities Engineering Command (NAVFAC) have the largest number of open positions in Bahrain. Streamlining the approval authority for incentives and overseas rotation extensions might mitigate hiring difficulties. Additionally, strategic hiring planning would position the Human Resources Office to provide more effective services to its customers.

Security

Physical Security, Antiterrorism / Force Protection

Effective – Low Risk. The Antiterrorism (AT) plan was approved on 14 October 2018 and is detailed, relevant, coordinated and being exercised. The AT plan includes the five elements of Antiterrorism / Force Protection in accordance with DODI 2000.16, Department of Defense AT Program. Random AT measures are being conducted by Naval Security Force (NSF) and U.S. Marines. NSF conducts AT threat working group meetings regularly that facilitate information sharing with military, tenant commands, and departments throughout the base. NSF is manned and trained according to requirements of a Forward Operating Site with the primary missions of sentry duty and security reaction force.

Combating Trafficking in Persons

Effective – Moderate Risk. This is new assessment area for NAVINSGEN that has been directed by SECNAVINST 5520.6, Department of the Navy Combating Trafficking in Persons Policy.

The large number of other country nationals residing within the Kingdom of Bahrain, along with the emphasis on tourism and construction, creates a high risk environment for trafficking in persons. This risk is being adequately mitigated by the Department of the Navy through proactive law enforcement activities and face-to-face Combating Trafficking in Persons briefings to incoming NSA Bahrain personnel given by legal, religious, and training officials, and command leadership.

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Table 2 reflects FY18 training metrics for Combating Trafficking in Persons for Bahrain Commands.

Command % of Personnel CTIP Trained FY18

Branch Clinic Bahrain 92%

Isa Air Base 99%

NSA Bahrain 88%

NSA Bahrain Security Forces 90%

NAVSUP Fleet Logistics Center Bahrain 84%

PSD Bahrain 56%

Public Works Department Bahrain 93%

Overall Navy-wide 58%

Table 2. Combating Trafficking in Persons Training Completion Rates

NAVSUP FLC-Bahrain was aware of the requirement to complete Combating Trafficking in Persons Acquisition online course for all DoD personnel with job responsibilities that require daily contact with DoD contractors and/or foreign national personnel. NAVSUP FLC-Bahrain did not have a method to track contractor Combating Trafficking in Persons Training.

Facilities

Facilities

Partially Effective - Moderate Risk. The investment of $200 million in military construction projects completed since 2011 has improved the effectiveness of mission and community support at NSA Bahrain. The $350 million in projects currently in construction and programmed through fiscal year 2021 will address critical mission and infrastructure requirements at the main base and at Isa Air Base.

The waterfront has benefited from recent wharf and utility trench repairs and will benefit even more upon completion of projects to rebuild the Mina Bin Salman Pier, repair the small boat Trident Piers, and extend shore power to the waterfront.

Other areas have shortfalls that reduce effectiveness and add risk. Navy-leased facilities in the vicinity of the Bahrain International Airport are inadequate. Long-standing shortfalls on the west end of the runway include two hangars with no hangar doors, a parking apron and hangar decks that require re-surfacing, and a water supply that is not considered fit for human consumption.

NSA Bahrain has submitted a proposal to consolidate and improve conditions, but cumbersome host nation processes lend no certainty as to when the facilities shortfalls may be corrected.

Similar host nation dynamics have impeded other facilities efforts. At Isa Air Base, the Royal Bahraini Air Force mandates use of expeditionary rather than permanent facilities, which

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imposes high operations and maintenance costs, increases the frequency of replacing equipment at the end of its life cycle, and delays the start of projects such as the installation of aircraft wash-down equipment.

Slow progress in these other areas has stalled plans to

put an area leased from the Bahrain-Australia-New Zealand Corporation to more effective use.

Shore facilities planning priorities do not effectively address Navy expeditionary requirements. CTF-56 does not have facilities to accommodate growth in the headquarters staff or the planned arrival of table of allowance equipment.

More broadly, survey respondents identified the quality of workplace facilities as a negative driver of quality of work life, and focus groups identified facilities as one of the top three topics of concern. Even with 25 percent of its positions vacant, the Bahrain Public Works Department meets Navy performance standards for emergency response time and completion of urgent and routine work orders. It would most likely meet standards for completing preventive maintenance if it could resolve a problem receiving performance data digitally from its base operating support contractor.

A February 2018 DoD Inspector General report found the U.S. Navy did not provide effective oversight of base support contracts in Bahrain. According to the report, the Navy’s management actions addressed the root of the identified deficiencies. We found that the Navy continues to use contractor performance assessment representatives vice required government personnel to assess base operating support contract performance in the United Arab Emirates.

Information Technology / Communications Support

Partially Effective – High Risk. There are gaps in civilian information technology (IT) (GS-2210-1X) required billets; these gaps are related to difficulties hiring qualified trained government civilian personnel. Similar 2210 series civilian positions are one to two paygrades higher in other parts of Europe / Africa / Southwest Asia region.

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This arrangement is contrary to Memorandum of Agreement, OPNAV N2/N6, Ser N2N6/4C119517, 28 Apr 2014, paragraph 4.e.(2), which delineates that CNIC is responsible for risers and conduit on Navy piers.

Due to the complexity of the IT

environment, these assigned officers would benefit from billet-specific training vice generic staff officer training. Enlisted personnel assigned to NAVCENT/5th Fleet N6 directorate attend schools that do not reflect current job classifications or billet descriptions. In many cases, the Sailors are receiving navy enlisted classifications on systems/equipment that is not being used at the command, or that is obsolete.

The IT personnel assigned to the NAVCENT/5th Fleet N6 directorate are detailed to one of two-unit identification codes (UICs): N57007 (NAVCENT), or N57045 (5th Fleet).

Some clearance packages have taken up to six months to process, and most of the personnel who are on one-year orders will only work in their designated billets for less than half of an unaccompanied tour length.

Since the operating system and required controls are not in place, this process is in violation of DoDI 8500.01 and DoDI 8510.0. A trouble ticket to address this shortcoming was reported to be submitted by the previous NSA Bahrain N6, but the ticket number could not be located by NSA Bahrain N6.

Safety

Partially Effective - Moderate Risk. NAVCENT, NSA Bahrain, and Public Works have effective safety programs in place. The Public Works Department was recently awarded a Secretary of the Navy Safety Excellence flag for meeting Voluntary Protection Program standards. At NSA Bahrain, locally-hired employees provide continuity. In contrast, safety programs at Isa Air Base, FDRMC Detachment Bahrain, and CNSS-5 have deficient programs.

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The safety officer at NAVCENT Detachment Isa Air Base performs his duties as a collateral duty and does not have the requisite safety officer training. There is no aviation safety officer at Isa, and the 1,500 military, civilian, and contractor personnel at Isa Air Base receive no base operating support safety services from NSA Bahrain. Isa Air Base safety program deficiencies include: no mishap investigations and reporting, no annual workplace inspections, no mishap prevention and hazard abatement program, and no annual self-assessments.

Likewise, the safety officer at FDRMC Detachment Bahrain performs his duties as a collateral duty and has not had the required safety officer training. One of two safety assistants has completed the required training. FDRMC Detachment Bahrain receives base operating support safety services from NSA Bahrain, but safety program shortfalls interfere with its maintenance oversight responsibilities. For example, with no gas free engineer, FDRMC Detachment Bahrain employees cannot oversee contractor maintenance activities that take place in shipboard confined spaces. With no fall protection program, FDRMC Detachment Bahrain cannot oversee work aloft. A Fleet Maintenance Area Assessment completed in April 2018 reported the lack of a fall protection program and four other findings. FDRMC has not corrected those deficiencies, or put interim controls in place.

FAMILY SUPPORT

Partially Effective – Moderate Risk. The CNO’s A Design for Maintaining Maritime Superiority Version 2.0 identified tasks related to the Navy Family Framework and directed evaluation of the effectiveness of support provided to families. Support to families is hindered due to vacant civilian billets, funding limitations, insufficient family and youth facilities, and limited resources to cope with special health needs not identified during overseas screening.

Dependent Entry

Effective - Moderate Risk. The U.S. Navy has a quota of 686 Dependent Entry Approvals (DEAs), allowing military personnel and civilian employees to take their families to Bahrain; this results in approximately 1,700 dependents on the island. The approvals are often allocated for critical military and civilian billets, such as coxswains in the Harbor Patrol Unit at the Fleet Logistics Center. Focus group and interview participants report that the limited number of DEAs results in billet gaps and vacancies; the NSA Fire Chief billet is an example. The Chief of Naval Operations and Commander, U.S. Central Command, endorsed a request for additional DEAs to help alleviate these gaps. We could not, however, find data to measure the impact of limited DEAs on hiring actions and assignments.

Sponsorship

Partially Effective -Moderate Risk. Sponsorship programs at NSA Bahrain, NAVCENT, and various other tenant commands are managed in accordance with OPNAVINST 1740.3C. The CNO’s A Design for Maintaining Maritime Superiority Version 2.0 directs that authoritative Navy information be provided online. Focus group participants expressed frustration over the lack of

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accessibility to such information, and gave examples of how the lack of information or misinformation created hardships.

Housing

Effective - Moderate Risk. Since our previous inspection in 2016, NSA Bahrain opened two new barracks and moved all unaccompanied, permanent party E-4 and below Sailors on base. The Housing Service Center (HSC) also hired additional staff, allowing it to reduce the average number of days incoming Sailors use Temporary Living Allowance from 38 days in 2016 to 32 days in 2018. HSC maintains an average overall customer satisfaction score over 95 out of 100. The combined effect of housing investments reduced on-island Overseas Housing Allowance and Living Quarters Allowance expenditures from $119 million in 2016 to $68 million in 2018.

The unaccompanied housing staff keeps common areas and equipment in excellent condition, and it has planned and budgeted projects to replace furniture and improve flooring and air conditioning systems in two older barracks. Senior leadership attention was lacking in the barracks. During our assessment, NSA Bahrain assigned a Senior Enlisted Leader to the HSC.

Medical

Effective - Moderate Risk. Naval Branch Health Clinic Bahrain meets performance metrics set by the Bureau of Navy Medicine. Widespread community misunderstanding about standards of care and access to care on base and off base adds risk that service members, civilian employees, and family members will make misinformed decisions that can potentially affect their health care. The clinic routinely holds health fairs to inform the community, but its website does not adequately indicate services provided. We found that the clinic does not participate in indoctrination for incoming service members, civilian employees, and families.

Legal

Effective - Low Risk. The Regional Legal Service Office (RLSO) Detachment provides effective command services and legal assistance services in Bahrain. Judge Advocates General (JAGs) assigned to RLSO provide Staff Judge Advocate support to NSA Bahrain and tenant commands on investigations, military justice, non-judicial punishment, and disciplinary issues. The JAGs each support specific commands, which fosters continuity and strengthens working relationships. RLSO also provides legal assistance services for active duty, reservists, civilian employees, and dependents; services include wills, powers of attorney, divorce, child custody, and other personal legal advice. RLSO’s walk-in hours and appointment availability meet the community’s demand.

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COMMUNITY SUPPORT

Pay and Personnel Services

Partially Effective - Moderate Risk. The Personnel Support Detachment (PSD) does not meet pay and personnel timeliness requirements set forth by MILPERSMAN 1000-025, although its performance is better than the Navy-wide average. For example, in October and November 2018, PSD met timeliness standards for 90 percent of activity gains and 93 percent of entitlement transactions; the Navy standard is 97 percent for each. Navy-wide performance was 42 percent for activity gains and 77 percent for entitlement transactions.

Over the past year, Command Pay and Personnel Administrators (CPPAs) have had a poor attendance record at monthly meetings at PSD. These meetings are required by MILPERSMAN 1000-021 and are necessary to coordinate actions, provide training, and improve performance. Of the 77 CPPAs in Bahrain, 27 attended in October, nine in November, and eight in December. As the Bureau of Naval Personnel reduces the brick-and-mortar footprint of PSDs around the Navy, the role of the CPPA becomes more important. The consistently poor pay and personnel metrics we have seen - not only in Bahrain, but at other locations we have assessed - suggest continued attention on the PSD/CPPA transition is needed. In focus groups, mobilized reservists reported delays of three months or more from the start of their mobilization to when they started receiving pay.


Partially Effective – Moderate Risk. NAVCENT and NSA Bahrain have partially effective equal opportunity (EO) programs. The extended absence of the NAVCENT command climate specialist (CCS) interfered with timely completion of FY18 command climate assessments and the assessments required after changes in command. A gap in the NSA Bahrain CCS billet interfered with establishment of a Command Resilience Team. CCS support for the MCMs and PCs in Bahrain is provided from Norfolk


Partially Effective - High Risk. The Drug and Alcohol Program Advisor (DAPA), Substance Abuse Rehabilitation Program (SARP) counselor, and Urinalysis Program Coordinator at NSA Bahrain are well trained and proficient, but the SARP counselor and DAPA carry heavy workloads. For example, in FY18 the DAPA processed 104 cases, as compared to 29 cases at NAS Lemoore, which has twice the Sailor population. The DAPA has also taken over the caseload of tenant commands, which are required to have their own DAPAs per OPNAVINST 5350.4D. In the third quarter of FY18, one SARP counselor managed 41 screenings. By comparison, during the same quarter, 17 counselors at NAS Jacksonville managed a total of 34 screenings; NAS Jacksonville has twice as many sailors as NSA Bahrain. NSA Bahrain has since hired a second counselor and is in the process of hiring a third. NSA Bahrain has not received required oversight from the Region Alcohol and Drug Control Officer. Given the high caseloads, we recommend a Navy Region Europe/Africa/Southwest Asia assessment of the NSA Bahrain Navy Alcohol and Drug

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Abuse Prevention program to ensure personnel and resources are in place to effectively meet Sailor needs and ensure preventive measures are in place.

Suicide Prevention

Effective – Moderate Risk. Medical and counseling resources in Bahrain are engaged and effective. Two December 2018 apparent suicides in Bahrain (one of which was from a coalition partner nation) and one in Djibouti, together with a Navy-wide trend of increased suicide rates, have raised suicide awareness. Command climate surveys taken this past year for tenant commands in Bahrain indicate some units with high rates of suicide ideation. In the past year, 20 psychiatric cases were admitted to inpatient care at a local hospital in Bahrain – 16 from permanent party personnel and four from transiting ships. Thirteen of those admissions were for suicide ideations, and nine of the 20 cases were subsequently evacuated from the island. Commands, however, did not consistently refer Sailors to the NSA Bahrain Sailor Assistance and Intercept for Life coordinator within 24 hours of discharge from treatment.

Sexual Assault Prevention & Response

Effective – Moderate Risk. The NSA Bahrain Sexual Assault Response Coordinator is engaged and well supported by base and tenant command leadership and a network of 93 victim advocates. The number of reported sexual assaults in Bahrain declined from 2017 (23 unrestricted, six restricted, and two requests for expedited transfer) to 2018 (16 unrestricted, six restricted, and one request for expedited transfer). However, command climate surveys taken this past year indicate some units with high rates of tolerance for behaviors that may lead to sexual assault.

Overseas Screening

Partially Effective - Moderate Risk. In 2018, the NSA Bahrain Clinic rejected 102 incoming overseas screening packages for non-compliance with NAVCENT policy, and returned nine service members home early for medical reasons; another nine were returned early for mental health reasons. These numbers reflect a small fraction of the service members, civilian employees, and family members assigned to Bahrain, yet early returns create significant workload for affected commands, the clinic, and aggravate manning shortfalls.

SAILOR PROGRAMS

Galley

Effective – Moderate Risk. The galley is being managed in accordance with the NAVSUP publication [P 486]; however, there were areas of risk identified. Food is being prepared in accordance with the Armed Forces Recipe Cards, Food Operations Inspections Reports are being conducted as required, and food handling sanitation training is conducted and documented. The galley is required to have a Food Service Officer (FSO) assigned to provide proper oversight of daily food operations, however the billet is gapped. An FSO has been hired, but is not yet onboard, with no clear date identified for arrival. The galley was outfitted with

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equipment to support a capacity of up to 600 meals per day, but is producing in excess of 1,000 meals daily. This puts a strain on equipment and galley personnel to meet higher demand.

Command Indoctrination Program

Effective – Low Risk. This program is being managed in accordance with OPNAVINST 1740.3D by NSA Bahrain, NAVCENT, and the tenant commands. All the coordinators were engaged and fully supported by their leadership teams.

Single Sailor Programs

Effective – Low Risk. The NSA Bahrain Single Sailor Program is a model program. In 2018, Morale, Welfare, and Recreation (MWR) offered 671 events and programs, including monthly runs, fitness events, and local trips and tours. Additionally, 26 entertainment events were executed in cooperation with Armed Forces Entertainment. This level of support to Sailors, civilians, and families resulted in the MWR program being recognized as a 5-Star Accredited Program by CNIC.

Transition Goals, Plans, Success

Effective – Low Risk. This program is being managed in accordance with policy by a very engaged leadership team.

SURVEY AND FOCUS GROUP FINDINGS

A comprehensive analysis of pre-event survey and focus group responses are included in the appendices of this report.

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FOR OFFICIAL USE ONLY A-1 Enclosure (1)

APPENDIX A: SPECIFIC DEFICIENCIES AND REFERENCES

Deficiencies that follow require responses in the form of Implementation Status Reports (ISRs). The appropriate echelon 2 Inspector General office should submit ISRs as specified for each applicable deficiency.

• Submit initial ISRs using OPNAV Form 5040/2. Each ISR should include an e-mail address for the action officer, where available. ISRs should be submitted to the collective email address

• Submit quarterly ISRs, including "no change" reports until the deficiency is closed by the Office of the Naval Inspector General (NAVINSGEN). When a long-term action is dependent upon prior completion of another action, the status report should indicate the governing action and its estimated completion date. Further status reports may be deferred, with NAVINSGEN concurrence.

• When required action is accomplished, the status report submitted should contain the statement "Action is considered complete." Upon NAVINSGEN’s approval to close a deficiency, no further quarterly reports for that deficiency are required.

• NAVINSGEN point of contact for ISRs is , telephone: facsimile: e-mail:

• Chart identifies responsible echelon 2 command:

2019 Bahrain Area Assessment

CNIC Deficiencies 1-29, 38, 42-45

Recommendations 1-2, 5-8, 11-13, 18

NAVCENT Deficiencies 40, 41

Recommendations 3, 10

NAVSEA Deficiencies 30-33

Recommendations N/A

BUPERS Deficiencies 39

Recommendations N/A

BUMED Deficiencies N/A

Recommendations 14-16

OCHR Deficiencies N/A

Recommendations 4

USFF Deficiencies 34-37

Recommendations 9, 17

(b)(6), (b)(7)(C) (b)(6), (b)(7)(C)

(b)(6), (b)(7)(C) (b)(6), (b)(7)(C) (b)(6), (b)(7)(C)

(b)(6), (b)(7)(C)

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MISSION SUPPORT

Physical Security, Antiterrorism / Force Protection at NAVCENT Detachment Isa Air Base

Deficiency 1. [CNIC] All tenant commands’ Antiterrorism (AT) plans are not on file or referenced in the Naval Security Forces AT Plan. Reference: DODI 2000.16, Section 3.5, AT Standard 3.

Deficiency 2. [CNIC] The Physical Security Plan does not address the protection of Arms, Ammunition, and Explosives to include tenant commands. Reference: OPNAVINST 5530.13C Section 0101.

Deficiency 3. [CNIC]

Deficiency 4. [CNIC] The Key and Lock Control Officer has not established a key and lock program for all keys, locks, padlocks, and locking devices to meet security and loss prevention objectives. Reference: OPNAVINST 5530.14E, Section 0209.

Facilities

Deficiency 5. [CNIC] Public Works Department Bahrain monitors base operating support contractor performance in the United Arab Emirates through a contractor performance assessment representative; this role must be performed by a government employee. References: NAVFAC B-14.3 Performance Assessment, section 14.3.2, and NAVFACINST 4200.1, paragraph 3.c.(2)(d).

Deficiency 6.

Deficiency 7. [CNIC] Reference: National Fire

Protection Association (NFPA) 16, page 10 paragraph 1.3; NFPA 30 page 44 paragraph 16.4.

Deficiency 8. [CNIC] Reference: National Fire Protection Association (NFPA) 101 Chapter 7.

Deficiency 9. [CNIC] does not have climate control. Reference: NAVSUP PUB 573 paragraphs 4.1 thru 4.20.

Deficiency 10. [CNIC] . References:

NAVSUP PUB 573 paragraphs 4.1 thru 4.20.

(b)(7)(E)

(b)(7)(E)

(b)(7)(E)

(b)(7)(E)

(b)(7)(E)

(b)(7)(E)

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Deficiency 11. [CNIC] The Naval Support Activity (NSA) Bahrain Commanding Officer, Executive Officer, or equivalent does not chair the safety council; minutes are not retained for a minimum of three years. Reference: OPNAVINST 5100.23G, chapter 4, paragraphs 0402.f. and 0402.f.(1).

Deficiency 12. [CNIC] The NSA Bahrain safety manager does not have all core training courses in an individual development plan. Reference: OPNAVINST 5100.23G CH-1, chapter 6, paragraph 0602.d.(2).

Deficiency 13. [CNIC] Navy Region Europe/Africa/Southwest Asia has not completed a safety and occupational health management evaluation of NSA Bahrain within the last 3 years. Reference: OPNAVINST 5100.23G CH-1, chapter 9, paragraph 0901.b.

Deficiency 14. [CNIC] NSA Bahrain does not have a non-ionizing radiation program for the Class III and IV lasers used by the Naval Security Force. Reference: OPNAVINST 5100.23G CH-1, chapter 22, paragraph 2210.

Deficiency 15. [CNIC] NSA Bahrain does not have safety awards program applicable to the mission and operations of the command. Reference: OPNAVINST 5100.23G CH-1, chapter 32, paragraph 3205.

Deficiency 16. [CNIC] Thirty-seven of 158 motorcycle riders at NSA Bahrain do not meet training requirements. Reference: OPNAVINST 5100.12J, paragraph 6.l.(2).

Deficiency 17. [CNIC] Forty-one of 351 military personnel under the age of 26 have not received annual refresher traffic safety training. Reference: OPNAVINST 5100.12J, paragraph 8.a.

Deficiency 18. [CNIC] NSA Bahrain does not carry out surface impact test of the deck covering at the Child Development Center playground. Reference: OPNAVINST 5100.25C, paragraph 6.b.

Deficiency 19. [CNIC] The Public Works Department safety manager does not have all core courses in an individual development plan. Reference: OPNAVINST 5100.23G CH-1, chapter 6, paragraph 0602.d.(2).

Deficiency 20. [CNIC] Naval Facilities Engineering Command Europe/Africa/Southwest Asia has not completed a safety and occupational health management evaluation of Public Works Department Bahrain within the last 3 years. Reference: OPNAVINST 5100.23G CH-1, chapter 9, paragraph 0901.b.

Deficiency 21. [CNIC] The NSA Bahrain Safety Office has not notified receiving activities at U.S. Naval Forces Central Command (NAVCENT) Detachment Isa Air Base of the level and availability of base operating support safety services. Reference: CNICINST 5100.3A, paragraph 3.b.(7)(b).

Deficiency 22. [CNIC] NAVCENT Detachment Isa Air Base does not have a safety organization that is staffed and organized commensurate with the missions and functions of the command. OPNAVINST 5100.23G CH-1, chapter 3, paragraph 0303.a.(1).

Deficiency 23. [CNIC] NAVCENT Detachment Isa Air Base does not perform a self-assessment of the command safety program at least annually. Reference: OPNAVINST 5100.23G CH-1, chapter 5, paragraph 0505.

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Deficiency 24. [CNIC] The collateral duty safety officer at NAVCENT Detachment Isa Air Base does not have an individual development plan to complete necessary training. Reference: OPNAVINST 5100.23G CH-1, chapter 6, paragraph 0602.e.(4).

Deficiency 25. [CNIC] NAVCENT has not completed a safety and occupational health management evaluation of NAVCENT Detachment Isa Air Base in the past 3 years. Reference: OPNAVINST 5100.23G CH-1, chapter 9, paragraph 0901.b.

Deficiency 26. [CNIC] Competent safety inspectors do not inspect all workplaces at NAVCENT Detachment Isa Air Base at least annually. Reference: OPNAVINST 5100.23G CH-1, chapter 9, paragraphs 0902.b., 0903.a., and 0903.b.

Deficiency 27. [CNIC] NAVCENT Detachment Isa Air Base does not identify and correct hazards and maintain a current hazard abatement plan. Reference: OPNAVINST 5100.23G, chapter 12, paragraph 1206.a.(1).

Deficiency 28. [CNIC] NAVCENT Detachment Isa does not direct the investigation of all mishaps and report mishaps. Reference: OPNAVINST 5102.1D, chapter 1, paragraph 1005.8.e.

Deficiency 29. [CNIC] NAVCENT Detachment Isa Air Base does not provide annual refresher traffic safety training for military personnel under the age of 26. Reference: OPNAVINST 5100.12J, paragraph 8.a.

Deficiency 30. [NAVSEA] The collateral duty safety officer and a safety assistant at Forward Deployed Regional Maintenance Center Bahrain do not have individual development plans to complete necessary training. Reference: OPNAVINST 5100.23G CH-1, chapter 6, paragraph 0602.e.(4).

Deficiency 31. [NAVSEA] The Forward Deployed Regional Maintenance Center Bahrain fiscal year 2018 (FY18) self-assessment did not adequately evaluate its compliance posture in that it did not identify deficiencies concerning its gas-free engineering, radiation safety, and fall protection programs. Reference: OPNAVINST 5100.23G CH-1, chapter 5, paragraph 0505.a.

Deficiency 32. [NAVSEA] Forward Deployed Regional Maintenance Center Bahrain does not have an assigned gas-free engineer. Reference: OPNAVINST 5100.19E, chapter B8.

Deficiency 33. [NAVSEA] Forward Deployed Regional Maintenance Center Bahrain does not have a fall protection program. Reference: OPNAVINST 5100.23G CH-1, chapter 13, paragraph 1303.

Deficiency 34. [USFF] The Commander Naval Surface Squadron 5 does not direct the investigation of all mishaps. Reference: OPNAVINST 5102.1D, chapter 1, paragraph 1005.8.e.

Deficiency 35. [USFF] The Commander Naval Surface Squadron 5 does not perform a self-assessment of the command safety program at least annually. Reference: OPNAVINST 5100.23G CH-1, chapter 5, paragraph 0505.

Deficiency 36. [USFF] Commander, Naval Surface Forces Atlantic (SURFLANT) has not completed a safety and occupational health management evaluation of Commander Naval Surface Squadron 5 within the last 3 years. Reference: OPNAVINST 5100.23G CH-1, chapter 9, paragraph 0901.b.

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Deficiency 37. [USFF] The Commander Naval Surface Squadron 5 does not identify and correct hazards and maintain a current hazard abatement plan. Reference: OPNAVINST 5100.23G, chapter 12, paragraph 1206.a.(1)

Deficiency 38. [CNIC] Tenants aboard NSA Bahrain use golf carts and other low speed vehicles that do not meet Department of Transportation Federal Motor Vehicle Safety Standards on roadways that are used for commercial and private motor vehicle traffic. Reference: OPNAVINST 5100.12J, paragraph 14.b.

COMMUNITY SUPPORT

Pay and Personnel Services

Deficiency 39. [BUPERS] Personnel Support Detachment Bahrain does not meet the standard timeliness of 97% for personnel transactions within 4 working days of the effective date of the transaction in accordance with MILPERSMAN 1000-025, paragraph 2.


Deficiency 40. [NAVCENT] NAVCENT did not complete its FY18 follow-up command climate assessment within 9 to 12 months of the previous assessment. Reference: OPNAVINST 5354.1G, chapter 2, paragraph 6.l.

Deficiency 41. [NAVCENT] The previous NAVCENT Commander did not complete a command climate assessment within 90 days after assumption of command. Reference: OPNAVINST 5354.1G, chapter 2, paragraph 6.l.

Deficiency 42. [CNIC] Command Resilience Team which performed the FY18 command climate assessment did not hold designation letters per OPNAVINST 5354.1G.


Deficiency 43. [CNIC] The Alcohol and Drug Control Officer at Navy Region Europe/Africa/Southwest Asia does not monitor alcohol and drug abuse prevention education programs at NSA Bahrain. Reference: OPNAVINST 5350.4D, paragraph 8.m.(1)(a).

Deficiency 44. [CNIC] Some tenant commands at NSA Bahrain have no Drug and Alcohol Program Advisor. Reference: OPNAVINST 5350.4D, paragraph 8.p.(6).

Suicide Prevention

Deficiency 45. [CNIC] Tenant commands do not consistently refer Sailors to the NSA Bahrain Sailor Assistance and Intercept for Life coordinator within 24 hours of discharge from treatment. Reference: NAVADMIN 027/17.

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FOR OFFICIAL USE ONLY B-1 Enclosure (1)

APPENDIX B: RECOMMENDATIONS

Recommendations that follow require responses in the form of Implementation Status Reports (ISRs). The appropriate echelon 2 Inspector General office should submit ISRs as specified for each applicable recommendation.

• Submit initial ISRs using OPNAV Form 5040/2. Each ISR should include an e-mail address for the action officer, where available. ISRs should be submitted to the collective email address

• Submit quarterly ISRs, including "no change" reports until the deficiency is closed by NAVINSGEN. When a long-term action is dependent upon prior completion of another action, the status report should indicate the governing action and its estimated completion date. Further status reports may be deferred, with NAVINSGEN concurrence.

• When required action is accomplished, the status report submitted should contain the statement "Action is considered complete." Upon NAVINSGEN’s approval to close a deficiency, no further quarterly reports for that deficiency are required.

• ISRs for recommendations shall either state “implemented” or “not-implemented.” Any decision declining to implement a recommendation shall be made by the commander along with the justification.

• NAVINSGEN point of contact for ISRs is telephone: facsimile: e-mail:

MISSION SUPPORT

Port Operations

Recommendation 1. [CNIC] Conduct a cost-benefit analysis to determine the feasibility of procuring or contracting dedicated tugs to support U.S. and allied vessel operation.

Airfield Operations

Recommendation 2. [CNIC] Assess the effectiveness of shifting responsibility for the Naval Support Activity (NSA) 3 Aviation Unit facilities to the NSA Bahrain Commanding Officer. This will clarify roles and responsibilities, and align NSA Bahrain facilities with the rest of Commander, Navy Installations Command Air Terminal Operations.

Recommendation 3. [NAVCENT] Assess the effectiveness of realigning, as appropriate, the command and control of NSA Bahrain’s Aircraft Intermediate Maintenance Department, which reports to U.S. 7th Fleet, to maximize the support provided to aviation units deployed to the U.S. 5th Fleet area of responsibility.

Human Resources

(b)(6), (b)(7)(C) (b)(6), (b)(7)(C)

(b)(6), (b)(7)(C) (b)(6), (b)(7)(C) (b)(6), (b)(7)(C)

(b)(6), (b)(7)(C)

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Recommendation 4. [OCHR] Office of Civilian Human Resources should broaden the use of hiring incentives in Bahrain to mitigate hiring difficulties, including streamlined approval authority for incentives and overseas rotation extensions.

Facilities

Recommendation 5. [CNIC] Public Works Department Bahrain should maintain real-time visibility of the performance of its base operating support contractor carrying out preventive maintenance tasks.

Information Technology

Recommendation 6. [CNIC] Perform a survey and mapping of existing cable runs on Naval Support Activity Bahrain.

Recommendation 7. [CNIC] Transfer funding to Naval Computer and Telecommunications Station (NCTS) Bahrain to maintain conduit and pier risers for NSA II.

Recommendation 8.

Recommendation 9. [USFF] NCTS Bahrain coordinate with their Budget Submitting Office to analyze civilian employee manning and pay levels. Identify all open information technology analyst (2210 series), government civilian positions and expedite all direct hiring authorities where possible.

Recommendation 10. [NAVCENT] Evaluate process to determine security clearances needed for prospective Sailors to ensure that enlisted personnel report to Bahrain ready to work with appropriate clearances.

Recommendation 11.


Recommendation 12. [CNIC] An Aviation Safety Officer should be assigned to manage aviation safety functions at Isa Air Base.

FAMILY SUPPORT

Sponsorship

Recommendation 13. [CNIC] NSA Bahrain should undertake a consolidated, comprehensive effort to provide consistent pre-arrival information as well as establish a single point of contact for to answer questions for all prospective Sailors and their families with orders to the Bahrain area.

(b)(7)(E)

(b)(7)(E)

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Medical

Recommendation 14. [BUMED] The Naval Branch Clinic Bahrain website should be updated to indicate all services provided and department points of contact.

Recommendation 15. [BUMED] Medical clinic representation should be included in indoctrination courses for service members, civilian employees, and families.

Recommendation 16. [BUMED] The medical clinic leadership should be represented at base town hall meetings and ombudsmen assemblies.

COMMUNITY SUPPORT


Recommendation 17. [USFF] SURFLANT should enter a formal agreement with NAVCENT or Navy Region Europe/Africa/Southwest Asia to provide Command Climate Specialist support for ships homeported in Bahrain.


Recommendation 18. [CNIC] Navy Region Europe/Africa/Southwest Asia should assess the NSA Bahrain Navy Alcohol and Drug Abuse Prevention program to ensure personnel, material, and tools are in place to effectively meet Sailor needs and ensure preventive measures are in place to deglamorize the use of alcohol.

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FOR OFFICIAL USE ONLY C-1 Enclosure (1)

APPENDIX C: KEY SURVEY RESULTS

In support of the area assessment, NAVINSGEN conducted an anonymous online survey of active duty military and Department of the Navy (DON) civilian personnel at Naval Support Activity Bahrain. The survey produced 1,059 respondents (893 military, 166 civilian). Participation was sufficient to gain insight into workforce quality of life, with a better than three percent margin of error at the 99 percent confidence level. Selected topics are summarized in the sections below, followed by a frequency report of specific questions.

Quality of Life

Quality of Work Life

Quality of life was assessed using a scale from 1 to 10, where 1 is worst and 10 is best. The overall Naval Support Activity (NSA) Bahrain average quality of work life (QOWL), 6.21, was statistically about the same as our historical area assessment average, 6.39 and our overseas average of 6.40 (Figure 1). The overall NSA Bahrain average quality of home life (QOHL), 6.62, was statistically lower than our historical area assessment average, 7.13; but, statistically the same as out overseas average of 6.64 (Figure 2).

Figure 1. Distribution of QOWL from the pre-event survey. The x-axis lists the rating scale and the y-axis represents the number of survey respondents. Response percentages for ratings are shown at the base of each bar. Counts for each rating are shown above each bar. The most frequent rating is shown in blue.

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Figure 2. Distribution of QOHL ratings from the pre-event survey. The x-axis lists the rating scale and the y-axis represents the number of survey respondents. Response percentages for ratings are shown at the base of each bar. Counts for each rating are shown above each bar. The most frequent rating is shown in blue.

Figure 3 compares females and males rating of QOWL. Figure 4 compares military and civilian rating of QOWL. There are no significant differences in how females and males or military and civilians rated QOWL.

Figure 3. Distribution of QOWL from the pre-event survey. The x-axis represents the percentage of survey participants and the y-axis lists the rating scale. Scanning from left to right allows the reader to compare the percentage of female and male participant ratings on QOWL.

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Figure 4. Distribution of QOWL from the pre-event survey. The x-axis represents the percentage of survey participants and the y-axis lists the rating scale. Scanning from left to right allows the reader to compare the percentage of military and civilian participant ratings on QOWL.

In order to get a clearer understanding of the drivers of survey participant QOWL rating, participants were asked to indicate whether the following factors have a positive, neutral, or negative impact on their QOWL rating. These factors included:

Job satisfaction

OPTEMPO

Personnel Support Detachment

Human Resources Services

Legal Services

Safety Department

Quality of workplace facilities

Religious Services

Fleet and Family Support Center

Morale, Welfare, and Recreation

Public Works

Transportation/Commute

On-base dining options

Parking

Transiting on and off base

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Factors of potential concern were identified by distributional analyses, where 20 percent negative responses served as a baseline. The baseline is derived from a simple assumption that Navy leadership may want to be alerted to a factor in which potentially more than one out of five respondents would indicate that the topic had a negative impact on their rating. The aggregate of all survey participants indicated there were five overall negative factors of QOWL: parking (45 percent rated negative), food choices availability (33 percent rated negative), quality of work place facilities (29 percent rated negative), transiting on and off base (25 percent rated negative), and transportation/commute (20 percent rated negative). Comparisons between demographic groups yielded more specific results. Civilians indicated parking (69 percent rated negative), human resource services (53 percent rated negative) and public works (26 percent rated negative) presented unique differences from military participants. Females rated job satisfaction (27 percent) as negative impact on QOWL ratings. Overall, MWR (62 percent rated positive), Fleet and Family Support Center (45 percent rated positive), Religious Services (41 percent rated positive), the Safety Department (40 percent rated positive), and Legal Services (36 percent rated positive). In addition to the above survey questions, survey participants were asked to provide comments, positive or negative, on what influenced their quality of work life rating. Overall, there were six common themes among respondents regarding QOWL. These were work place facilities, pay and compensation, parking, job satisfaction and morale, human resources office, and workload. The top three were parking, work place facilities, and pay and compensation (Figure 5).

Figure 5. Main Topic Themes for the QOWL Essay

Parking: All respondents discussed the lack of parking at NSA 1. Respondents expressed frustration at not being able to find a parking spot after 0730 to 0800. Several respondents commented that foreign service nationals’ use of on base parking prevented spouses from parking on base or dependents prevented employees from finding spaces. Other respondents expressed frustration over reserved parking spots that go unused. A number of respondents requested a multilevel parking structure as a solution to the parking problem. Several

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respondents noted that while there is available parking at NSA 2, the difficulty lies in the extra 30 minutes of traffic during rush hour to U-turn to head home.

“Parking is a huge problem. Too many dependents who do not need to be on base take up the parking for everyone who needs to be on base in the morning for work duties. Should limit dependent access to base during morning hours to help with parking situation. Also CO/XO/CMC have designated parking spots both inside second gate and out in main parking. NAVCENT has many of the same situations and some reserved parking that is usually vacant. There should be no reserved spots in the main parking lot.” – military member “Parking--horrific on NSA 1. The base has grown tremendously with personnel but no accommodation for parking. There are cars constantly circling the lot, both military members and dependents, waiting for someone to leave. It will cost money, but assuming we're not leaving here soon, there has to be a fix eventually. Just build up with a parking garage in the current location. Added levels would provide ample parking, provide shade, and provide a security screening from all of the buildings off the base on that side that have direct visual surveillance of our premises.” – military member “Parking needs to be investigated by the IG for the designation of parking spaces and interior base access. There are only 3 handicapped spaces in the main parking lot, while the CO, XO, and CMC each have 3 parking spaces. None of the handicapped spaces are under shade. There is no provision for a handicapped person to park next to their workplace because first they have to get approval for interior access, then find a spot. With how many persons have multiple spaces on the interior of the base (one for golf cart, one for POV, one for GOV), there is little space for a handicapped person to park within a reasonable distance from work." – civilian “Because of the silly layout of Bahrain itself most people that work here at NSA 2 park on NSA 1. This is because if you live in nearby Juffair and park at NSA 2 you have to fight all the traffic going over the Hidd bridge just to turn around and cross it again to get back (this is about 30 to 90 minutes depending on traffic). If you park at NSA 1 and live in Juffair, it takes about 5 minutes to get home. There's also the convenience of the NEX at NSA 1. A simple solution is to allow one-way traffic from NSA 2 to NSA 1 straight out the gate in the afternoon from about 1500-1700. This will alleviate almost all parking issues. The base CO said no and gave reasons which were questionable but ultimately didn't matter since it's his base and his decision. So parking at NSA 1 and working on NSA 2 often requires the afore mentioned bus and helps cause the afore mentioned problems.” – civilian

Work Place Facilities: Respondents raised issues related to the buildings where they worked and office equipment. Several respondents reported their building had no working air conditioning making it difficult to work in a hot climate. Others noted that work spaces including hangars and offices were run down and equipment broke regularly. Respondents

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commented that sewer pipes frequently backed up in restrooms. Several respondents did comment that the MWR facilities were great.

“Our workplace facilities are outdated and in need of serious remodeling. Throughout the summer, I submitted a minimal of five TF1's, and have yet to have the AC repaired. I have worked all summer without any AC in my spaces and the work has been postponed repeatedly.” – military member “Workplace seems like there is no money for repairs. AC is the biggest problem, especially in the summer. And during the rainy season everything floods!!!” – military member “Work spaces on base are in grave need of upgrades, one building has signs posted that there is an asbestos hazard, yet personnel are working in that space and there has been construction done on the building and more construction is planned in the future with no plan to remove the asbestos hazard. This is a serious health hazard and issue.” – civilian “Our building facilities are sad and work equipment (printers/copies/faxes) have all kinds of problems. Makes it frustrating to try and get work done." – civilian

Pay and Compensation: Both military and civilian respondents reported that pay and reimbursement are often incorrect and the length of time to get it corrected can be a financial burden. Many military members discussed the difficulty of getting travel claims reimbursed in a timely manner. They reported significant out of pocket costs because travel claims take too long. Several other military respondents expressed frustration in having their COLA taken away with the addition of a galley that is too far for most to go to during work hours.

“The PSD is not customer oriented. Money and entitlements are immediately stopped but getting items processed (e.g. dual BAH) is very slow. PSD and pay/entitlement needs to be vastly improved. Without advances of TLA (you get paid after you pay your hotel bill), a Sailor needs to be prepared to have about $5k to $10k in funds before they see the money back. I blame the centralization of functions in Millington as another factor for the degradation of PSD services across the Navy since I joined 23 years ago.” – military member “I don't like the fact that my COLA as well as my BAS was taken out of my pay check. I'm fine with some of my BAS taken out for the cafeteria but not my COLA as I do not use the cafeteria at all and due to its inconvenient location I don't try to go there.” – military member “Pay and incentive actions are processed incorrectly or take months. HRO personnel refuse to fulfill requests without explaining the basis for refusing." – civilian

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“I've been here for almost a year, and my pay from the first week has not been resolved by HRO as of yet. I work in a temporary box on stilts with no windows. We are 60% manned, which means we do the work of two people, which can't be done in a normal workday, so we have to work 6-7 days a week, 10-12 hours a day. I wish these were exaggerations, but this is reality.” – civilian

Quality of Home Life

Figure 6 compares females and males survey participants on their ratings of QOHL. Figure 7 contrasts military and civilian participants on their rating of QOHL. No differences were observed between males and females or between military and civilian. To aid in the understanding of the drivers of survey participant QOHL rating, participants were asked to indicate whether the following factors have a positive, neutral, or negative impact on their QOHL rating. These factors included:

Quality of your home

Quality of the school for dependent children

Quality of the childcare available

Shopping and dining opportunities

Recreational opportunities

Access to spouse employment

Access to quality medical/dental care

Cost of living

Figure 6. Distribution of QOHL from the pre-event survey. The x-axis represents the percentage of survey participants and the y-axis lists the rating scale. Scanning from left to right allows the reader to compare the percentage of female and male participant ratings on QOHL.

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Figure 7. Distribution of QOHL from the pre-event survey. The x-axis represents the percentage of survey participants and the y-axis lists the rating scale. Scanning from left to right allows the reader to compare the percentage of military and civilian participant ratings on QOHL.

Factors of potential interest were identified by distributional analyses, where 20 percent negative responses served as a baseline. The aggregate of all survey participants indicated the most frequent positive drivers of QOHL included: quality of home (68 percent) and shopping and dining opportunities (52 percent). Negative drivers of QOHL included cost of living (42 percent), spouse employment (41 percent), and access to quality medical/dental care (26 percent).

Quality of Home Life (QOHL) Essay: Overall, there were six common themes among respondents regarding QOHL. These themes revolved around cost of living, living conditions, medical and dental care, recreation, spousal employment, and work impact on home life (Figure 8). The top three themes were cost of living, medical and dental care, and recreation.

Figure 8. Main Topic Themes for the QOHL Essay

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Cost of Living: Respondents commented that the cost of living allowance did not help offset the expenses. Some respondents reported that those from the United States paid a higher amount of housing on the local economy compared to locals and other expats. Utilities, on-base dining, NEX, and the commissary1 were also noted as being expensive. While respondents mentioned the availability of shopping and dining was a positive factor, many also noted that it was very expensive.

“The economy is aware of the money we are allotted for housing and charge us the entire amount. The neighbor who is local has the same exact place but pays half the amount. Basically, we are paying the economy when we could just give the money to the SVM and let them negotiate their price with the landlord.” – military member “I lost COLA for the galley but I still have to pay for other things to live and it’s very expensive.” – military member “Shopping and dining in Bahrain off post is fair, some places are more expensive than others, it just comes down to choice. But on the other hand, the cost of buying groceries on base is more expensive than off base for the same items, especially produce. For example, two sweet potatoes will be around $14.00, a pack of beef sausages is $11.00. There should be a criminal investigation for charging those prices.” – civilian “The cost of living expenditures is high; which American personnel are treated as a bank by the housing establishment on the outside. We are charged double on our housing rent than other military personnel assigned to C5F.” – civilian

Medical and Dental: Medical and dental concerns were different for military and civilian respondents. Military members felt that access to care and quality care was lacking. Some noted it was difficult to get timely appointments and others discussed care was limited to minor issues for both medical and dental. Civilians were mainly frustrated that they could not use the medical and dental facilities on base and the cost of going off base was expensive.

“Medical care is limited. Anything beyond a general check-up requires going to Host Nation facilities, which are not the best.” - military member “ISA personnel cannot receive dental cleanings unless there is an urgent need due to lack of facilities and personnel. Personnel should be able to receive annual cleanings while assigned/deployed otherwise it could be 18 months between cleanings. Ounce of prevention = a pound of cure.” – military member “Medical care is a constant worry for me. I’m overall healthy, but to hear the horror stories of the medical care out the gate is deeply concerning. I went to a local physician for knee pain. He immediately wanted to perform a knee replacement. My insurance is Tri-Care

1 While there is no commissary and the NEX sells produce, people commented as if the NEX was a regular commissary.

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retired, so filing the claim was tedious and took quite some time to be reimbursed.” – civilian “Access to medical care is very expensive for civilian employees who must be seen out in town for medical dental concerns and must pay up front, and this typically results in hundreds to thousands of dollars up front.” – civilian

Recreation: Respondents who wrote about recreation opportunities commented that the opportunities were limited and need to be improved. Several respondents noted that MWR does their best but the hot weather does not allow for outdoor opportunities. Other respondents commented that their workload prevented them from taking advantage of the recreational opportunities.

“Limited local travel or recreational opportunities. High temperatures and low air quality in Bahrain.” - military member “I do not take advantage of recreational opportunities partially due to the busy work schedule and I have not seen anything too interesting put forward. That being said, it is clear that MWR tries very hard with the limited resources they have and with what they do put on it is usually pretty good.” – military member “The recreation available on the island is very limited and is expensive. If you choose to travel for recreation, the time and cost of leaving the island is very limited. There are very few easy options for weekend or short duration travel.” – civilian “As a federal employee (GS) who happens to be single, there are not any activities/recreational opportunities catered to our needs or interests. All recreational activities for single individuals are for active duty Navy personnel only.” – civilian

Area Support and Services

Satisfaction with area support and services was assessed using a scale from 1 to 10, where 1 is worst and 10 is best. Figure 9 below illustrates the various area support base services surveyed and the average rating.

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Figure 9. Distribution of Support Services from the pre-event survey. The x-axis represents the rating scale of 1 (worst) to 10 (best) and the y-axis lists the Support Service.

Additional analysis revealed the following amplification of the area support and services. Religious services, Fleet and Family Support and Legal were the highest rated services. Participants reported that all four factors, meeting religious needs, facilities, confidentiality, and availability of chaplain for counseling were positive drivers. For Fleet and Family Support, family/social services available, quality of services, appointment availability, staff's customer service, and hours of operation were positive drivers. Participants indicated services available (such as wills, powers of attorney, rental contracts, etc.), quality of services provided, timeliness of services, staff's customer service, hours of operation, and location.

There are area-support and base services that can be improved upon. Human Resources, Commissary, and Public Works were the lowest rated base services. For Human Resources, participants indicated timeliness of queries and recruitment process were negative drivers. For Public works, participants indicated timeliness of service was a negative driver. The main negative drivers of for the Commissary included variety and quality of products, produce, and meat selection and cost. An important note here: there is no commissary in Bahrain. But, the NEX does offer commissary services to fill that gap. These results should be expected given the limited role the NEX has in providing commissary services.

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Participants were asked to provide recommendations on what additional services they would like to see MWR include. There were four main themes that emerged in the MWR essay. The themes were related to food, praise for MWR, the gym and fitness, and trips and tours. The most frequent topic was related to the gym and fitness closely followed by trips and tours and food issues (Figure 10). The praise respondents gave to MWR was that they felt MWR was doing a great job.

Figure 10. Main Topic Themes for the MWR Essay

Gym and Fitness: When it came to the gym and fitness, respondents wanted more hours, more space, and more classes. Many respondents commented the gym should be open for 24 hours. Others reported that the gym was too small for the number of people who use it. Some respondents wanted a greater variety of classes that are held in the evenings outside of normal work hours. Some respondents talked about the need for an indoor gym at NSA 2 for ship-based sailors. Those located at NSA 2 commented that it was difficult to get to NSA 1 during working hours.

"The gym cannot support the number of personnel on the base which discourages PT. They have tried to make up for it with the outdoor gyms but those are unusable for over half the year due to the extreme heat." – military member "The gym needs to be open 24/7 to allow shift workers the ability to work out after work." – military member “The gym is nice but the exercise classes are not geared towards individuals who work a normal 8-hour day.” – civilian

Trips and Tours: Respondents were consistent when they discussed trips and tours. Many commented that they wanted the ability to go on inexpensive trips and tours of the area through MWR.

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"More possible tours to other areas of interest we're in the middle east what about a possible tour to the Great Pyramids? Or maybe to something in Dubai (Water Park or resort getaway). Stop thinking so locally. Check with the Far East MWR, they have tours all over the Far East." – military member "ISA air base MWR does not provide with enough trips and local cultural tours." – military member “More trips. MWR in the past has organized trips to Thailand, Barcelona, Zanzibar, etc., but has not organized anything recently.” – civilian

Food Issues: Many respondents who commented on food wanted healthier and more accessible food options. Other respondents reported that the quality of food at the food court was low, the food was expensive, and bugs in and around the food were a problem. Several respondents requested vending machines where food and soda could be available all day, especially since they were told soda could not be sold in the food court.

"We need more food options for those that can't make it to the galley (that is supposed to be for the shore duty Sailors on NSA I, which was a great idea by the way to put it on the opposite side of base)." – military member "Get the Coca-Cola Machines working again or the problem with buying soda resolved at the food court." – military member "There is a ‘Bug’ problem where the food is. I have, on more than one occasion, seen roaches in and near the food and around the soda machines. Please, please do something about this. We love spending time in that area." – civilian "There are a variety of foods offered on base but the choices are not healthy choices. Everything is FRIED. There have been roaches and worms found in the prepared food - food being served at the Oasis eating places. Flies have been seen flying inside the deli display cabinet inside the NEX." – civilian

Galley Essay: We added a question to the survey to assess the impact of the new galley. There were three main themes that emerged from the essay about the galley. A majority of respondents only stated they did not use the galley. Only a few provided additional detail such as they couldn’t use it due to the distance or were frustrated by how it affected BAS and COLA. Respondents who discussed food quality reported that the quality was low and variety was lacking. Civilians and retirees commented they were not allowed to use it. See Figure 11 below.

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Figure 11. Main Topic Themes for the Galley Essay

"Galley was recently put in. But it is over on NSA 2 which most people who work on NSA1 don't have cars or have to walk all the way over there. I haven't used the galley so i can only remain neutral.”– military member "The Galley, in the 3 weeks it has been open has lowered morale faster than I've ever seen. What makes it worse, is for those that benefited from BAS not only for work but also personally, are being denied when putting in a special request chit for return of BAS. I can understand requiring the galley for E-3 and below but denying E-4 and E-5 special request is only hurting morale and upsetting personnel which will in turn cause NSA Bahrain's Favorability to drop dramatically. Personally I wanted to extend when the pay wasn't bad, the food options at the NEX are good, and MWR has great options. But now with pay cuts and a terrible galley I longer want to extend in Bahrain.”– military member "The food is not good, the variety is terrible and the location is not feasible for sailors who work on the other side of the base." – military member

Additional Summary Comments

The last question on the survey asked participants to submit additional comments or concern they may have. Several themes that did emerge in the short answer essay were related to main themes in earlier essays. For example, respondents discussed the poor food quality, the cost of food, and frustration with the distance of the galley and its impact on BAS and COLA. The medical issues respondents raised in the short answer essay were the same as the medical issues raised in the QOHL essay. Several respondents expressed frustration with the survey because there were issues that did not apply to them but they were forced to provide an answer. Respondents who discussed the commissary talked about it as being separate from the NEX, while others noted that a commissary was needed.

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Figure 11. Main Topic Themes for the Short Answer Essay

Survey Response Frequency Report

Numerical values in the following tables summarize survey responses to forced-choice questions as counts and/or percentages (%). Response codes are listed below in the order that they appear.

SD Strongly Disagree D Disagree N Neither Agree or Disagree A Agree SA Strongly Agree - Negative N Neutral + Positive N Never R Rarely S Sometimes F Frequently A Always

Participation in Survey

Military Civilian

Male Female Male Female

Count 731 162 113 53

% 69% 15% 11% 5%

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On a scale from 1 (worst) to 10 (best), please rate your Quality of Work Life (QOWL). QOWL is the degree to which you enjoy where you work and the availability of opportunities for professional growth.

1 2 3 4 5 6 7 8 9 10

Count 66 58 75 66 138 96 146 202 119 93

% 6% 5% 7% 6% 13% 9% 14% 19% 11% 9%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your QOWL rating.

+ N -

Job satisfaction 50%

31%

19%

OPTEMPO 34%

44%

22%

Personnel Support Detachment 39%

41%

20%

Human Resources Services 29%

51%

19%

Legal Services 36%

59%

5%

Safety Department 40%

54%

6%

Quality of workplace facilities 35%

37%

29%

Religious Services 41%

56%

3%

Fleet and Family Support Center 45%

51%

4%

MWR 62%

30%

7%

Public Works 28%

56%

16%

Transportation/Commute 35%

45%

20%

On base dining options 33%

35%

33%

Parking 14%

41%

45%

Transiting on and off base 33%

43%

25%

On a scale from 1 (worst) to 10 (best), please rate your Quality of Home Life (QOHL). QOHL is the degree to which you enjoy where you live and the opportunities available for housing, recreation, etc.

1 2 3 4 5 6 7 8 9 10

Count 22 23 73 71 143 98 184 259 81 105

% 2% 2% 7% 7% 14% 9% 17% 24% 8% 10%

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For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your QOHL rating.

+ N -

Quality of your home 68% 23% 9%

Quality of the school for dependent children 58% 28% 14%

Quality of the childcare available 44% 40% 15%

Shopping & dining opportunities 52% 34% 14%

Recreational opportunities 37% 41% 22%

Access to spouse employment 23% 36% 41%

Access to quality medical/dental care 36% 37% 26%

Cost of living 20% 38% 42%

Rate your satisfaction with your Child Development Center (CDC) on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 1 3 4 7 9 9 5 15 4 13

% 1% 4% 6% 10% 13% 13% 7% 21% 6% 19%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for the Child Development Center (CDC).

+ N -

Availability of childcare services (regular

and/or drop off) 54% 18% 28%

Quality of childcare services (regular and/or

drop off) 53% 35% 12%

Cost of childcare services 51% 29% 19%

Staff's customer service 71% 22% 7%

Hours of operation 60% 34% 6%

Location 75% 22% 3%

Rate your satisfaction with your Child Development Center (CDH) on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 0 1 0 1 2 0 3 7 0 6

% 0% 5% 0% 5% 10% 0% 15% 35% 0% 30%

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For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for the Child Development Center (CDC).

+ N -

Travel distance from home to local approved

CDH 44% 44% 11%

Availability of childcare services (regular

and/or drop off) 50% 39% 11%

Quality of childcare services (regular and/or

drop off) 44% 50% 6%

Cost 39% 39% 22%

Staff 56% 39% 6%


Location 67% 33% 0%

Rate your satisfaction with your Personnel Support Detachment (PSD) on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 42 28 55 72 113 62 126 157 99 99

% 5% 3% 6% 8% 13% 7% 15% 18% 12% 12%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for the Personnel Support Detachment (PSD).

+ N -

Quality of service 40% 46% 15%

Timeliness of responses to my queries 33% 43% 24%

Accuracy of responses to my queries 34% 48% 18%

Staff customer service 41% 46% 13%


Location 43% 47% 10%

Rate your overall satisfaction with services provided by Human Resources on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 79 22 36 35 90 55 75 85 38 52

% 14% 4% 6% 6% 16% 10% 13% 15% 7% 9%

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For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for the Human Resources.

+ N -


Timeliness of responses to my queries 28% 44% 28%

Accuracy of responses to my queries 28% 49% 23%

DON Civilian Recruitment Process 19% 55% 26%



Rate your overall satisfaction with the Fleet Family Support Center (FFSC) services on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 5 3 3 8 57 35 83 125 75 122

% 1% 1% 1% 2% 11% 7% 16% 24% 15% 24%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for the Fleet and Family Support Center (FFSC).

+ N -

Family/Social Services available 54% 44% 3%

Quality of services 60% 39% 1%

Appointment availability 51% 46% 3%



Rate your overall satisfaction with your Navy provided healthcare on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 106 25 54 39 156 109 152 188 75 137

% 10% 2% 5% 4% 15% 10% 15% 18% 7% 13%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for your Navy provided healthcare.

+ N -

Types of healthcare services available 40% 36% 24%


Waiting time 38% 41% 21%

Time with staff or care provider 45% 39% 17%


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Rate your overall satisfaction with your family's Navy provided healthcare on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 114 14 25 32 298 85 113 139 62 155

% 11% 1% 2% 3% 29% 8% 11% 13% 6% 15%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for your family's Navy provided healthcare.

+ N -

Types of healthcare services available 26% 57% 16%


Waiting time 23% 61% 16%

Time with staff or care provider 29% 59% 13%


Rate your overall satisfaction with the Morale Welfare and Recreation (MWR) on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 28 10 21 28 64 53 128 205 148 225

% 3% 1% 2% 3% 7% 6% 14% 23% 16% 25%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for the Morale Welfare and Recreation (MWR).

+ N -

Variety of MWR services available 68% 23% 9%

Quality of services 68% 26% 7%

Cost 51% 36% 13%



Rate your overall satisfaction with the Navy Exchange (NEX) on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 25 25 39 40 114 76 147 231 122 205

% 2% 2% 4% 4% 11% 7% 14% 23% 12% 20%

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For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for the Navy Exchange (NEX).

+ N -

Variety of merchandise selections 44% 29% 26%

Quality of merchandise 56% 31% 13%

Cost 42% 32% 26%



Rate your overall satisfaction with the Commissary on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 117 16 38 47 69 54 87 106 44 102

% 17% 2% 6% 7% 10% 8% 13% 16% 6% 15%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for the Commissary.

+ N -

Variety of products/produce/meats selection 32% 25% 43%

Quality of products/produce/meats selection 34% 30% 37%

Cost 30% 27% 43%



Rate your overall satisfaction with your residence on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 40 27 29 45 111 87 139 229 145 176

% 4% 3% 3% 4% 11% 8% 14% 22% 14% 17%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for your residence.

+ N -

Location of dwelling 71% 23% 6%

Quality of dwelling 60% 29% 11%

Affordability of the dwelling 41% 41% 18%

Within Basic Allowance for Housing amount 54% 35% 11%

Affordability of insurance 29% 67% 5%

Quality of neighborhood 47% 43% 10%

Safety and security 61% 33% 6%

School system 19% 75% 6%

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Rate your overall satisfaction with Public Works on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 54 17 34 47 100 52 91 111 38 70

% 9% 3% 6% 8% 16% 8% 15% 18% 6% 11%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for Public Works.

+ N -


Timeliness of service 31% 42% 26%

Cost 24% 61% 16%



Rate your overall satisfaction with Religious Services on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 4 1 6 6 38 22 33 63 57 142

% 1% 0% 2% 2% 10% 6% 9% 17% 15% 38%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for Religious Services.

+ N -

Meets my religious needs 68% 26% 6%

Facilities 67% 30% 3%

Confidentiality 71% 27% 2%

Availability of chaplain for counseling 70% 28% 2%

Rate your overall satisfaction with Base Security Services on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 28 13 23 31 103 74 131 237 120 255

% 3% 1% 2% 3% 10% 7% 13% 23% 12% 25%

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For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for Base Security Services.

+ N -

Security staff's professionalism 64% 25% 10%

Feel safe while on base 78% 19% 3%

Pass and ID Customer Service 60% 28% 12%

Vehicle traffic at gates during rush hours 52% 35% 14%

Pedestrian traffic at gates during rush hours 62% 31% 6%

Incident notification system (computer notification and giant voice)

60% 33% 7%

Rate your overall satisfaction with Safety Department on a scale of 1 (worst) to 10 (best).

1 2 3 4 5 6 7 8 9 10

Count 27 8 15 16 171 85 129 226 120 218

% 3% 1% 1% 2% 17% 8% 13% 22% 12% 21%

For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your rating for Safety Department.

Yes I do not

know No

Has a safety professional inspected your

workplace in the past year? 48% 45% 7%

Have all mishaps (on and off duty) that you are aware of been reported to Base Safety

Department?

45% 51% 4%

Are known safety hazards properly and

promptly abated? 49% 43% 8%

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Data Presented by Command

I am assigned to: Military Civilian

Region/Sub region Total Male Female Male Female

Total 1059 731 162 113 53

An Afloat command e.g.: PC or MCM 93 89 3 1 0

Harbor Patrol Unit (HPU) 4 16 13 3 0 0

ISA Air Base personnel 91 70 19 0 2

Naval Forces Central (NAVCENT) Command 165 122 32 9 2

Naval Support Activity Bahrain 233 109 44 42 38

Naval Support Security Force (NSF) 60 51 8 1 0

Other command not captured in above units 242 139 37 57 9

U.S. FIFTH Fleet (Task Forces, etc.) 159 138 16 3 2

6.19

5.63

5.40

6.80

6.75

6.22

7.05

6.81

6.62

5.67

4.19

6.47

5.90

6.41

5.02

6.71

6.29

6.21

1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00

An Afloat command e.g.: PC or MCM

Harbor Patrol Unit (HPU) 4

ISA Air Base personnel

Naval Forces Central (NAVCENT) Command

Naval Support Activity Bahrain

Naval Support Security Force (NSF)

Other command not captured in above units

U.S. FIFTH Fleet (Task Forces, etc.)

Grand Mean

Quality of Work Life and Quality of Home Life Averages by Command

On a 1 to 10 Scale where 1 is "Worst" and 10 is "Best"

QOWL QOHL

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For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your QOWL rating. Job satisfaction

Region/Sub region + N -

Total 50% 31% 19%

An Afloat command e.g.: PC or MCM 43% 30% 27% Harbor Patrol Unit (HPU) 4 19% 38% 44% ISA Air Base personnel 55% 33% 12% Naval Forces Central (NAVCENT) Command 41% 37% 22% Naval Support Activity Bahrain 49% 33% 18% Naval Support Security Force (NSF) 33% 38% 28%

Other command not captured in above units 57% 26% 16%

U.S. FIFTH Fleet (Task Forces, etc.) 58% 26% 15% OPTEMPO


Total 34% 44% 22%

An Afloat command e.g.: PC or MCM 15% 38% 47%

Harbor Patrol Unit (HPU) 4 25% 25% 50%

ISA Air Base personnel 43% 53% 4%

Naval Forces Central (NAVCENT) Command 30% 41% 28%

Naval Support Activity Bahrain 36% 48% 16%

Naval Support Security Force (NSF) 18% 68% 13%


U.S. FIFTH Fleet (Task Forces, etc.) 44% 35% 21%

Military Pay and Personnel Support


Total 39% 41% 20%









Human Resources Services


Total 29% 51% 19%









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Legal Services


Total 36% 59% 5%









Safety Department


Total 40% 54% 6%









Quality of workplace facilities


Total 35% 37% 29%









Religious Services


Total 41% 56% 3%









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Fleet and Family Support Center


Total 45% 51% 4%









MWR


Total 62% 30% 7%









Public Works


Total 28% 56% 16%









Transportation/Commute


Total 35% 45% 20%









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Food choices availability


Total 33% 35% 33%









Parking


Total 14% 41% 45%









Transiting on and off base


Total 33% 43% 25%









For each of the factors below, please indicate whether they have a positive, neutral, or negative impact on your QOHL rating.

Quality of your home


Total 68% 23% 9%









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Quality of the school for dependent children


Total 58% 28% 14%









Quality of the childcare available


Total 44% 40% 15%









Shopping & dining opportunities


Total 52% 34% 14%









Recreational opportunities


Total 37% 41% 22%









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Access to spouse employment


Total 23% 36% 41%









Access to quality medical/dental care


Total 36% 37% 26%









Cost of living


Total 20% 38% 42%









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FOR OFFICIAL USE ONLY D-1 Enclosure (1)

APPENDIX D: FOCUS GROUP PERCEPTIONS

On 7, 9, 10, and 13 January 2019, NAVINSGEN conducted 56 focus groups with various active duty military (477), civilian personnel (53), and spouse and Ombudsman (57) for a total of 587 participants. Each focus group lasted 60 minutes; each included one facilitator and two note takers. The facilitators followed a protocol script: (a) NAVINSGEN personnel introductions, (b) brief introduction to the NAVINSGEN mission, (c) statements about privacy, non-attribution, and basic ground rules, (d) participant-derived list of topics having the most impact on the mission, job performance, or quality of life (QOL), and (e) subsequent discussion of participant-derived topics with an emphasis on refinement and understanding of perceived impact. Focus group participants were asked to characterize as major, moderate, or minor the impact on the mission, job performance, and/or quality of life for each topic using a standardized Impact Matrix (See Matrix 1 below). Note takers transcribed focus group and interview proceedings, which were subsequently coded by the NAVINSGEN staff to protect the confidentiality of participants.

IMPACT

Matrix 1: Command Inspection Impact Matrix

Table 1 lists the focus group topics that were expressed as a major impact on the mission, job performance, or QOL from all focus groups. Attendance in focus groups was excellent. The overall tone of the focus groups was positive and professional. The most frequent topics brought to our attention included; manning, resources/supplies/equipment, facilities, policies

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and processes, and medical and dental. The most frequent topics from civilians focus groups discussed included: medical and dental, human resources, pay and compensations, manning, and professional knowledge and development.

Military security forces (Table 2) on NSA Bahrain focus groups most frequently talked about resources/supplies/equipment, manning, government vehicles, and leadership. Military ship personnel (Table 3) on NSA Bahrain focus groups most frequently discussed resources/supplies/equipment, manning, OPTEMPO, and professional knowledge and development. Military shore personnel (Table 4) on NSA Bahrain focus groups most frequently discussed: manning, policies and processes, family support services, facilities, and COLA. The most frequent topics from military personnel on Isa Bahrain focus groups (Table 5) included: facilities, MWR, resources/supplies/equipment, policies and processes, and pay and compensation. Spouse focus groups most frequently discussed sponsorship program, medical and dental, COLA, DODEA schools, family support programs, hiring process, and pay and compensation. The following paragraphs summarize the topics and presents a sample of the actual focus group notes captured by our note takers to help the reader best understand the conversations from each of the focus groups topics portrayed in Table 1. Actual quotes are noted with quotation marks. Comments without quotation marks are the note takers best attempt to capture a participant’s comments.

Impact

Topic Major Moderate Minor

Manning

Resources/Supplies/ Equipment

Facilities

Policies/Process

Medical/Dental

Professional Knowledge & Dev.

Pay/Compensation

Leadership

COLA

Family Support Services

Notes. Descending order of the number of focus group topics that were expressed as a major impact on the mission, job performance, and/or quality of life in military, spouse, or civilian focus groups; colored arrows indicate active duty military (),civilian ()and spouse (). An arrow pointing up indicates a positive impact. An arrow pointing down is a negative impact. An arrow pointing sideways is mixed.

Table 1. Participant-Derived Focus Group Topics Expressed as a Major Impact on the mission, job performance, or quality of life.

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Impact

Topic Major Moderate Minor Resources/Supplies/Equipment

Manning/Manpower

Government Vehicles

Leadership

Professional Knowledge & Development

Funding

Workload

Notes. Descending order of the number of focus group topics that were expressed as a major impact on the mission, job performance, and/or quality of life in military; colored arrows indicate active duty military (). An arrow pointing up indicates a positive impact. An arrow pointing down is a negative impact. An arrow pointing sideways is mixed.

Table 2. Security Forces Participant-Derived Focus Group Topics Expressed as a Major Impact on the mission, job performance, or quality of life.

Impact

Topic Major Moderate Minor Resources/Supplies/Equipment

Manning/Manpower

OPTEMPO

Professional Know and Dev

Leadership

Policies/Processes Notes. Descending order of the number of focus group topics that were expressed as a major impact on the mission, job performance, and/or quality of life in military focus groups; colored arrows indicate active duty military (). An arrow pointing up indicates a positive impact. An arrow pointing down is a negative impact. An arrow pointing sideways is mixed.

Table 3. Ship-Board Participant-Derived Focus Group Topics Expressed as a Major Impact on the mission, job performance, or quality of life.

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Impact


Manning/Manpower

Policies/Processes

Family Support Services

Facilities

COLA

PSD

Resources/Supplies/Equipment

Notes. Descending order of the number of focus group topics that were expressed as a major impact on the mission, job performance, and/or quality of life in military focus groups; colored arrows indicate active duty military (). An arrow pointing up indicates a positive impact. An arrow pointing down is a negative impact. An arrow pointing sideways is mixed.

Table 4. Shore-Based Participant-Derived Focus Group Topics Expressed as a Major Impact on the mission, job performance, or quality of life.

Impact


Facilities

MWR

Resources/Supplies/Equipment

Policies/Process

Pay/Compensation

Food

Gym

Internet/Corporate Tools Notes. Descending order of the number of focus group topics that were expressed as a major impact on the mission, job performance, and/or quality of life in military focus groups; colored arrows indicate active duty military (). An arrow pointing up indicates a positive impact. An arrow pointing down is a negative impact. An arrow pointing sideways is mixed. Table 5. Isa-Based Participant-Derived Focus Group Topics Expressed as a Major Impact on the mission, job performance, or quality of life.

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MANNING

Manning/manpower is perceived by 32 out of 56 focus group participants as a negative impact on missions, job performance, and quality of life. Specifically, three of seven civilian groups, nine of twelve security groups, all eight of ship groups, nine of twelve shore groups, and three of eleven Isa focus groups discussed the impact of manning. Within the Ships, Shore, and Security components, participants’ perception of manning deficits showed themselves in the form of poor fit. Participants indicated that sailors did not arrive with adequate training or experience, did not have critical NECs and were unable to get trained. Within the Shore, Security, and Civilian components, there was an additional frequent mention of the lack of positions filled. For all components, Sailors and civilians noted that they took on multiple roles for which they were getting the job done but not effectively. In all components, the manning process was reported as highly delayed and contributed to frustration and exhaustion. Civilians noted a lack of applicants for needed positions. Spouses mentioned in other discussion topics that burnout due to their Sailors having to take on multiple roles and working long hours. Those at ISA discussed the impact of the lack of manning on workload. The sole positive comment was recorded at Isa Air Base concerning chaplain services.

Civilian Personnel

Civilian notes: Position descriptions are not correct. “You are hired for one job, but doing many. Too many responsibilities, not enough people to do the job.” Jobs are difficult to fill. Takes a long time to hire, retention is poor, no one is applying. Participants indicated they are doing twice as much work, but no more money. They are only allowed compensatory time and not overtime. Employees are expected to do multiple jobs that are not in the same "family group." Mission is growing, but jobs aren't being created for them. New jobs are being created, but jobs aren't being created for the new responsibilities. Civilian employees are the continuity, and expected to train military who are only here for 12 months. Once military personnel are trained, it's time for them to leave. This leaves civilian employee in training situation continuously. Frustrating when new leadership comes in and doesn't understand the job and does things their own way. Military tours should be lengthened substantially. There is no efficiency here, "We're manned and thought of as if we're 20 years ago." “Human Resource advertises jobs; but, the same people come back to Bahrain.” “No one will take the housing director job because nobody wants to do that much work.” “Currently we are 60 percent manned. I spend seven days a week 12 hours a day working. No overtime, regular pay and compensatory time. No time to take comprehensive time. Staff is visioning this as a sweat shop mentality.” “I work 65 hours a week, or more. I've been doing it for years.” “Offering incentives for people to come here something happens and the incentive never comes through then the individual is frustrated and you will never be able to convince them to stay.” "I'm down 7 of 14.” “I have three hires from back in July; but, the Stennis, N11, and HR Bahraini process it is slow.” “I have lost to candidates before because of this process.” “Fleet Forces came back with a CMAP [Command Manning Assessment Team] with the number of civilians needed was 21.” “Because the process, I am converting billets to O3s which creates constant

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turnover.” "Another problem is the dependent Entry Quota. It causes problems attracting personnel to jobs.”

Spouse notes: No notes capture directly for this topic.

Security Personnel

Enlisted notes: “They will send sailors that never swam before.” “We have to have certain NECs [Navy Enlisted Classification] for certain billets. We do not have enough to fulfill CNIC [Commander, Nay Installations Command] requirements.” It forces us to do more with less. “We have shortfalls in Coxswains.” People have to work more as a result. Senior personnel are volunteering to do watches that junior people do because of the shortfall. “Manning effects all levels in all organizations.” “We are pulling from other areas to fill the mission.” Harbor security training division is impacted. People are moved around to meet mission. “Have NPC [Navy Personnel Command] give us more manning. Have the losing command held accountable to make sure the personnel are qualified.” They are sending members to Bahrain without appropriate NEC Coxswain level II. They don't have level II coxswains. PERS [Navy Personnel Command] keeps sending gunners and quad zeros that are not qualified. There is not enough people to cover duties when personnel go on leave. The opposite shift must cover down on gap. Leadership will not allow for interim coxswain Level II without the NECs. “Why can't we get a school out here.” We are hampered by competing manpower requirements between NSF [Navy Security Forces] and HSB [High Speed Boats]. We are unable to cover down on absent personnel due to medical and personal time away. There is not enough dwell time in the schedule. There are too many chiefs and not enough Indians to do the job. There are more chiefs and officers than junior enlisted. Watch Bill Coordinator says manning is so bad that duty chiefs are required to stand posts normally assigned to E1's.

They get physically run from call to call. Sick

Sailors are forced to stand watch.

“The workload is not going away but the manning is.” Personnel who get "downloaded" [cannot carry

weapons due to disciplinary, alcohol, suicidal ideations] causing manning hardships.

. NSA [Naval Support Activity] is short on Yeoman to route all requisitions and correspondence. Personnel are getting shuffled between Harbor and NSF UICs [Unit Identification Code]. They are forced to work on their day off, so it ends up being 3-1-3-3 (vice3-2-2-3) work schedule. “Horrible! We are always scratching for bodies.” “We have a 2nd class who don't want to stand post.” “Especially in the summer - it gets bad [due to high outdoor temperatures].” “We should be able to take watch standers with

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the right quals from other departments when needed, but we don't.” “There have been times we are really low manning, and needed help, but we could not get any.” “This could be fixed but eliminating the unnecessary watch stations.

Ship Personnel

Officer notes:

There

are two shipyards; one terrible, other somewhat better but still poor. PC's [Patrol Class ship] have limited supply and manning. The weapons officer doubles as SUPPO [Supply Officer] and only one CS [Culinary Specialist]. Fill is good [percent of billets held by sailors]. Fit is poor [the right sailor in the right job]. There are significant critical NECs gapped.

Forced to control manning with OPHOLD

[Operational Hold on a sailor not allowing the sailor to move on to a new assignment]. Prospective gains arrive without critical NEC and then will have to be sent back to CONUS for critical schools. We draw from other ships to fill gapped billets to get underway. Overseas screening process is flawed. Overseas screening failures cause gapped billets. OPHOLD is common across all hulls. DEA [Dependent Entry Approval] process and the number allowed is flawed. Eighteen month orders don’t have an option to bring member’s family; but, they often get OPHELD for six months.

Enlisted notes: I came from an aircraft carrier, but there are so few people out here to help. “I'm an engineer, and I'm one deep, and it's frustrating when there are four or five GM's [Gunners Mate].” There are many vacancies and gapped billets. “You don't get a proper turnover and I'm the only ET.” I was a 3rd Class running a work-center for 3-weeks and was here until 2000/2100 every day. People get Op-held because reliefs get delayed due to legal and overseas screening process. It causes people here to loose follow-on orders that they really wanted. "We get people TAD [Temporary Additional Duty] from other ships to get underway, but when you get back to port, they leave and we're stuck with all of the maintenance.” Because XO/COs [Executive Officer/Commanding Officer] are only here for a year, they try to get as much underway time as possible to get a good FITREP [Fitness Report – performance evaluation]. “The crew really feels they push to get thru inspections so the CO can get the ship underway. We work every holiday.” They changed tour length from 12 to 18-moths to cover gapped billets, but there's still gapped billets. (three to nine months). “For the Sailors on the ship, it's almost a guarantee. It's a running joke.” “We're getting a lot of first-term Sailors when we are heading into inspections.” They are sending personnel who are not qualified (post-admirals’ aide, shore duty, CVN to a PC or MCM). We don't have time to train new people because everything else takes a priority. Junior Sailors suffer. We have rack constraints as the first PC to allow females, spaces have been allocated for females, but they are partially populated.

. So everyone wants to lead, and no

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one wants to do the work." Engineers (3rd, 2nd, and 1st Classes) are failing overseas screening, some at the direction/advice of their Chiefs. PC/MCMs cannot gap billets, so they Op-hold personnel (six months). We Op-held our IC twice; six months both times, Sept-Feb and again until July. We are hot-racking because we have too many Mineman and not enough engineers. Chief's relief was cancelled, so he was Op-held 6-months and his billet was cancelled in CMSID. He guesses that his billet will be gapped three to four months when he leaves. PCs don't have enough SAR Swimmers, so they pass him around. SAR Swimmer gets burned out because he is constantly deploying with successive ships. NIOC (5 personnel) and PC (4 personnel) had these people sent home after arriving for suicidal ideations and backs and such; after passing overseas screening to deploy here. MCM overmanned by two E7 and three officers causing rack shortages; exacerbated with ship riders during Light-off Assessments and other cert evolutions.

Shore Personnel

Officer notes: “Coalition Comms manned at 57 percent fill, supported by reservists.” HPU and Security manning low due to specific qualifications required. HPU is short Training Supervisors which impacts ability to conduct training to qualify new watch-standers. Unfunded billets at some commands. Other units have surplus. Recommend a billet scrub and reallocation. Unplanned losses are not prioritized for fast fill. Clearance requirements are not published in orders, resulting in personnel showing up without proper level clearance. Mission scope increase is not taken into consideration when allocating manpower. “Bahrain is forgotten.” A manpower review hasn’t happened since 2007. We have 50 percent officer manning, which has increased watch requirements. Billet priority seems bad. Fill and Fit is bad. Short tour lengths exacerbate the manning issue with the 12 month tours. Open Single Scope Background Investigations do not get closed while here so we cannot do certain jobs. Just does not seem that Bahrain is treated as truly FDNF. Some units’ civilian manpower is 50 percent manned. Positions are not attractive enough to bring in civilian hires. DEA/LQA/Tax Free status negatively affect recruitment. The hiring timeline takes too long.

System is broken and requires work arounds. Navy Overseas Screening program and NAVPTO are unaware of process to support. Certain billets are not being advertised, even when gapped. CENTCOM MOD13 Instruction is a tripwire for GS employment here. Some units at 50 percent manning with a long lead hiring time. You have to start over if person drops or declines the job offer. It is a nine to fifteen months lead time to hire. The medical process is tough. We are experiencing task saturation. Air wing staffing too small for mission which is growing.

. It is hard to compete against other locations such as Naples and Sigonella. Unable to easily hire spouses. We have validated billets without funding. USFFC turned down funding the billets, NAVCENT forced to internally source billets. It creates risk to mission.

Enlisted notes: A 1st Class and a Chief were replaced by a 1st Class and a Master Chief from different rates. Manning does not match EDVR [Enlisted Distribution Verification Report]. Billets gapped for six months. FC1 (CIWS Tech) [Close in weapons system] is billeted to Bahrain with no CWIS-based ships. He is doing logistics. A Master Chief 3M was TAD from SURMAC

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[Southeast Regional Maintenance Center] to fill-in, but he is gone. Sailors are forced to do three jobs with skill sets from three different rates. By the time they learn that, their 12 months is up and the knowledge is lost, or they are Op-held. E6 was told to be prepared to save $5,000 to cover costs on arrival. My command is billeted for seven Oss [Operation Specialist]. An E6 GCCS [Global Command and Control System] operator was billeted here to the watch floor that doesn't even have GCCS. “Our admiral was hell-bent on fixing the billets, then he was gone after five to six months.” “A lot of people working out of rates. We put people in positions with little or no training and then they don't have the answers and can't do the job.” “We do not have what the EDVR says we should have.” “We don't have enough people to meet the mission.” “My NEC (0348-LINKS) was attached to my orders, and then when I get here, they tell me they don't need that NEC, but they needed GCCS.” He was taught GCCS by an OS1 in two weeks, but has basic knowledge. LS1 – “I came out here to do logistics, but I'm doing OS work. They trained me in a hurried fashion so I could stand the watch-bill, but if I mess up, they're going to come down on me.” “The command has four OSs doing operations and an LS and AZ doing supply.” “My command hasn't had a manning review since 2007. We do the same things as our sister command in Japan, but we have half the manning.” “Additionally, we help the squadrons at ISA, deployed here for six months, make it thru the holidays.” “At my command we have huge gaps between billets; two years for a TOA [Table of Allowance] manager.”

Isa Air Base Personnel

Officer notes: One person doing the job of five different individuals; fire, emergency, safety, training and ordinance officers. Request for Forces (RFF) has been adjusted. CNIC holds base to same standards as permanent installation. Many errors and legacies in the RFF as far as older billets that haven’t had personnel assigned. Ten personnel in public works are all rotating at the same time. Recommend staggering personnel rotation. Religious ministry that supports 1,200 personnel average base population only has staff of two personnel; one chaplain and one RP [Religious Program Specialist].

Enlisted notes: Aviation Intermediate Maintenance Depot (AIMD) at NSA is under staffed and under resourced to meet maintenance requirements. They have a small group of permanently-assigned personnel (augmented by CVNs when in theater). Most personnel are inexperienced. Marines wanted to send their personnel over to AIMD to complete work and help assigned Sailors. Fixing personnel manning at AIMD will help Marine squadrons by having qualified personnel who can perform work without having to devote manpower to assisting them. Chapel is Open 24/7 but only one chaplain and one RP. We have requested more manning. Chaplain is doing a great job with services, connecting with sailors and CREDO [Chaplains Religious Enrichment Development Operation].

RESOURCES, SUPPLY AND EQUIPMENT

Resources, supplies, and equipment were perceived in varying degrees of negativity, with one group rating specific elements moderately positive, 26 out of 56 focus groups. Specifically, one of seven civilian groups, nine of twelve security groups, six of eight ship groups, five of twelve

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shore groups, and five of eleven Isa focus groups discussed the impact of resources, supplies, and equipment.

. Civilians cited RSE as a major negative but noted it was sufficient.

Spouses did not have input in this category.

Civilian Personnel

Civilian notes: Generally, equipment required to accomplish job is in good shape and adequate to accomplish job.

Spouse notes: Not discussed in focus groups.

Security Personnel

Enlisted notes: Many of the vehicles do not have any air conditioning. “Many of these vehicles would be out of service because they are falling apart, like mirrors falling off.” “Many of the vehicles were here the last time I was stationed here.” “We should be issuing boots to the new sailors coming to their first duty station rather them having to order their boots online.” “Frogs should be made available to the sailors because they are so much cooler for them.” “Sailors are buying frog skins or operational tops out of their own pockets rather than us issuing them.”

. Watch rotation is demanding. request inclement weather gear. Participant express they need to have it issued to them. Duty cell phones drop calls. Filled out proper paperwork to replace broken [brand deleted] phones but has not happened. Members end up using personal cell phone for work on the water.

Leadership is aware of the issues. Equipment needs to fit the member in the extreme desert environment. Tactical gear appears to lack Life Cycle Management. They report that they don't have their own machine gun range which presents a challenge to schedule and keep members qualified.

In building 266, we've submitted trouble calls to get it repaired but no action taken. NSA staff gets new facilities, new equipment (cars, golf carts, etc.), but security has the same old facilities and old equipment.

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They received new batons that are larger than the old

holsters, and the baton binds when being drawn quickly. They are low on handcuff keys. Supply says they are low on keys and deny issue. They are required to be possessed by all guards.

Damaged during heavy rain storms. Trouble call submitted, but not fixed.

“I was issued a vest with duct tape when I got here.” “There are too many people on the top that are ordering for the people at the bottom without having done the job.” Many Sailors buy their own gear on-line, because it's better and works, but CNIC instructions say they can't use their own stuff. “Naples is better supplied than we are.” They are given black ballistic vests vice coyote brown. Handcuffs are in short supply.

Slings are not adjustable. “Tied in knots/hope it fits.”

Rounds are removed and reloaded by someone else. Sometimes loaded in backwards.

But they are so old they are held

together with duct tape. It's the cheapest thing they can buy. Buy better equipment in the first place!

Ship Personnel

Officer notes:

Some part/system are not NIIN [National Item Identification

Number] supported and must be purchased COTS [commercial off-the-shelf], which is challenging to accomplish. MCMs in San Diego have many of the available parts.

Enlisted notes: “We don't have parts.” “One of the parts we got last week, we got from E-bay, a valve. It was going to take four to six weeks to get the part. The DIVO [Division Officer] had it sent to their mom's house, then she sent it to us.” “We had to go out in town to have a part fabricated because we had to get underway.” “We had no water underway. Our reverse osmosis system broke, so we took baby-wipe showers.” “Automatic Work Notification (AWN) [system to order parts] is trash.” It is supposed to sync with shore-side AWN, but it fails and then you have to re-order it. Why can't we cut out the middle man and just enter it into shore-side. NSS Supply will have parts cancelled, but they won't tell us. A lot of parts that we need

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are not available or they are refurbished. I constantly hear that MCMs are going away.

We have no money for tools and paint. We had three radios drop into the ocean. They cancelled the order. PCs get $20,000 per quarter. PCs break a lot so we spend that the first week of the quarter. Yeoman bought a laptop and wireless hotspot to perform their job. They had been burning files to CD, then packing up and moving to a shore office to be able to work. “Don't criticize me for doing a job, when I'm trying to take care of everybody.”

Sometimes it takes up to a year to receive. Jobs open in excess of 500 days are cancelled because it's a whole new crew by then because they are not aware of it. “We make one ship out of several ships.”

Shore Personnel

Officer notes: We want fire retardant organization gear (FROG) tops for our watch standers. It helps reduce heat exhaustion. Harbor Patrol Unit (HPU boats) are 10 years old, 6,000 plus hours on engines.

MCM parts lead times excessive due to sun-downing.

Equipment missing at NSA-3 to move damaged aircraft F/A-18 damaged 18 months ago still here. One MWD [military working dog] death last year due to A/C issue. Aviation Parts Forward: USMC established a program to get into theatre in advance of needs. Spare parts on hand here in Bahrain. Improved readiness and repairs.

Enlisted notes: We don't have basic items such as cleaning and office supplies and unable to order items. It would help to have a representative that couple pay for supplies instead of having someone from NSA I. Our printer/scanner wasn't working, we need that, we were stuck, was down for three weeks. Our printers go down every other week, so we have to go outside

and its challenging. The support people take a long time. We don’t have a cleared person to fix our stuff. Our golf cart lights were not working, I fixed it myself. We use outdated software, The severely outdated system disrupts daily work, officers asks why isn't this here or updated, I repeatedly have to stop and answer.


Officer notes: We have crew vans. CO/XO vehicles fine, but pilot's vans have holes in the floor, disintegrating steering wheel, bad wheel that later blew out, and other safety issues such as a door that doesn't open. Hertz did not do anything when brought to their attention. Things that should only take a few days take months to fix. Not sure who's in charge of this ultimately.

Enlisted notes: Guard posts box fans don't all work and are not reliable. Mister and box fan are really important during hot weather for outdoor guard posts. Perception [contractor name

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deleted] doesn't prioritize repair. Flies are a problem. Perception there is no pest control measures in certain parts of the base. Flypaper is used but not effective. “The water in the misters is not changed often enough and the water gets nasty, so you don't want to use the mister.” Many work orders submitted from summer of 2018, and [contractor name deleted] has not fixed; they see it as a low priority. The flies are a big problem and the command does not perform any measures to mitigate it. “Sticky tapes that are installed fill up within a day and nobody changes them.” Issued drop holsters (Type 2) at NIAC or ECRC before deploying to Isa but no longer authorized. Currently authorized hop holsters. But there are not enough; so, still issue drop holsters. Chain of command is trying to correct. Frog shirts were previously issued, but are no longer. Frog shirts are greatly needed and would like to be issued in time for hot weather. We were issued Type II drop-holsters, which are not allowed as per CNIC instruction, but we all still have them because we were not issued replacements. All of our equipment was issued at NIAC. They should have issued us the proper gear before we deployed. Not everyone got Frog-shirts, which makes a huge difference in the summer. The prior group was issued them, but they have not ordered them for successive deployers. Some of the SAPI plates are out of date. ECRC x-rayed them, prior to deployment, and called them good. Small pool of support equipment present at Isa. Belongs to different USMC units with no one unit assigned for upkeep or replacement.

Faulty assumption that there is sufficient gear in place at Isa for units rotating in. Huge delays to make unplanned and unscheduled repairs to keep gear running. The government vehicles are junk; old tires and in rough shape. Someone is going to get hurt. Thirty percent of our fleet is out for service. HMVEEs are failing miserably. We are supposed to get new vehicles, but, it has gone too far, it is dangerous for people to drive. It takes about a month for an oil change. We need vehicles that are designed for the mission. We have HMVEEs that its door fell off another the tire fell off. They are beyond their vehicle lifetime. They are being replaced by passenger vehicles not suited for this environment. [Contractor] is on its third extension and they know they are not getting the new contract so they are letting them go to hell.

FACILITIES

Facilities were discussed in 22 of 56 focus groups. Specifically, one of seven civilian groups, two of twelve security groups, two of eight ship groups, eight of twelve shore groups, and nine of eleven Isa focus groups discussed the impact of facilities. The Ship component perceived facilities as major to moderately negative, with poor pier services mentioned the most followed by limited infrastructure for NSA 2 and poor HAZMAT. The Shore component was moderately negative due to aged and poor infrastructure with exposed wires creating a safety hazard. The Security component perceived facilities as a moderate negative due to lack of computers and storage. ISA component perceived facilities to be a major negative with the poor quality of the heads mentioned most followed by HAZMAT being flawed in multiple ways, from storage to security. Civilians perception of the facilities were majorly negative due to physical building concerns (holes, gaps, lack of HAZMAT storage) and social limitations due to the building nature (no privacy or areas to relax). Spouses did not have input in this category however, they did express concern about the childcare facilities ability to meet the needs of older children.

(b)(7)(E)

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Civilian Personnel

Civilian notes: , gaps at ceiling, holes at the bottom. Facility is being leased through [deleted]. No improvements can be made without approval from [deleted]. There are buildings with no sprinkler systems. There is nothing for hazmat, nothing for oil, nothing for burns. There is one way in and one way out, middle door has been sealed. Emergency Management Office has no private offices to do counseling. Housing Office served as the lounge for the junior sailors. No privacy to discuss business with customers. Impacts the junior sailors by taking away their lounge.


Security Personnel

Enlisted notes: Building 266 is inadequate for the number of sailors on board, computers, furniture, etc. E-6 and above work out computer user, however, not practical for E-5 and below. There are too few computers for E-5 and below. We need lockers to stow our gear. It's a pain in the ass to store gear back in barracks, then transport back across the bridge. “The bathroom [bat 5] is disgusting. The water is non-potable. No one wants to sit on that toilet.” “Looks like it's about to fall apart.”

Ship Personnel

Officer notes: Pier services are poor. We use generators on pier. There is no shore power. CHT, potable water, etc. are all trucked, and not installed. NSA Support provides poor Hazmat support. NSA-1 CO NSA-1 said at FRG he wouldn’t get more parking for spouses. Nurse hotline manned by foreign nationals. Medical support is poor. No infrastructure support on NSA-2 such as ATM or gym.

Enlisted notes: Not discussed in focus groups.

Shore Personnel

Officer notes: General facilities are old and run down. New facilities were designed to accommodate smaller workforce. Buildings are not at standards. There is asbestos in back rooms. New buildings being built without input from proposed tenant command. One building missing SIPR that requires it. Seats assigned for buildings is defined as 60-70 percent of actual manning. Investment for modernization required. There is not enough investment for habitability. P911 is too small. There is not enough support for the waterfront. Bahrain seems to be growing despite Global Power Competition. Port services for ships is insufficient. NSA-3 is out of sight, out of mind. The facilities are degraded[NSA-3]. Facilities at NSA-3 is not US owned. A/C not working [NSA-3]. Bahraini charging for passes to get to flight line [NSA-3].

Enlisted notes: Barracks room assignments needs to have more foresight on roommates’ assignments to ensure their schedules align as to not create issues such as inspections, sleep, etc. There is no hot water, in building 263. We been without a roof in building 50 for a couple

(b)(7)(E)

(b)(7)(E)

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months because of the contract. The support services are subpar. The base gym does not have enough locker space for females. The spa service has been broken since April/May. And it is always packed. The gym is not big enough to support the base population. Barracks on NSA I building 266 and 264 are not kept up. Rodent infestation in building 50 (CTF 56 and PWD). BOS [Base Operations and Support] provides rodent control services. There are a lot of exposed wires, I've run over them with my chair and it causes problems when they are damaged. This is a safety issue. A few departments that works in a storage container experience water seepage, the service cuts out, they were supposed to be there 5 years, been in for 10, mold everywhere. No working AC, really hot with machines and people. NSA has same problem. small tight space, too hot.


Officer notes: What to say about the heads… the curtains get sucked in and wrap on your legs, if you put on the outside it ruins the floor from leaky water, disgusting, toilets are disgusting, the hole is in the wrong spot so you have to clean up after yourself after each time, passive aggressive notes telling you to do so. Base shuts off water for a day with no communication. Bathrooms are gross. They could be major if people get sick.

Enlisted notes: In regards to mission, their [contractor] response is poor and repair completion timeline is long. One service member says delays are attributed to our location. Recommend a review of the contract because they don't do what they are supposed to do in the galley. During the rainy season most Relocatable Barracks (RLBs) leaked and [contractor] was not repairing the problems. Road Conditions - rocks go straight through shower shoes. Many sailors have experienced twisted ankles, especially on flight line. Heads are external and may be a hundred yards away which is challenging, especially at night. Non-potable used in some of the heads which is harsh on the skin. Some heads are very slippery and can be tricky to walk on. “I don't drink water, because at 0200 in the morning, I don't want to go to the Head.” The shower curtains are mildewed. [Contractor] is responsible for cleaning. I've almost slipped in the heads because of the way the water runs (drains) on the floor. Flight line area “is almost set up for failure” because limited in amount of HAZMAT storage gear can bring. There is not a storage area to properly store months’ worth of supplies. But takes months to receive HAZMAT supplies ordered once deployed here at Isa. Brought two months’ worth of HAZMAT and was told that you could order stuff on-site. There is no authorized place to store six months’ worth of HAZMAT. The site is supposed to be secured, by instruction, but the storage cage is vulnerable to unauthorized entry. Transient units come and go, and poor ownership of departing units leaves headaches for relieving units. NSA storage was offered, but the NSA individuals do not have access to Isa, and the Marines at Isa do not have the vehicles to transport large barrels of hydraulic fluid. There is not adequate lighting -light carts-- to do maintenance at night. Major safety concern and forced to do work arounds--only experienced pilots allowed to fly at night. Unit has mitigated by bringing own light carts. Hangar-only have one dilapidated canvas on metal frame with one side open which allows birds to roost. Causes mess when aircraft are parked. Not sufficient to protect aircraft. Wash Rack-There is not one here at Isa. Unable to wash aircraft as prescribed by USMC/Navy regulations. We operate a makeshift wash rack or have to wash Aircraft on flight apron. This unsatisfactory because

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insufficient and creates potential FOD [foreign object debris]. Flight line gym could use refreshing but it serves the purposes. Hangar: You need some type of netting installed or one of those owls to scare away the birds. “There should be a separate trailer for showers and one for toilets.” “The shower curtains don't work. The drains clog. It's just gross.” “The people in the new berthing have it pretty bad. There are not enough bathrooms.” “They are all rotted out.” “They went from 18 down to six [bathrooms] for 300 people.” “There are not enough bathrooms. They are always running out of water.” “The flushing is a mixed bag - You never know if it is going to work.” “For the female heads in the 4000 area, we need paper towels.” “There is no air blower in the female head by the galley.” “The shower curtains are nasty. If you accidentally touch it, you want to cut your arm off.” “It gets ridiculously dirty in there.” “For female showers, they are usually clogged up.” “The water is usually lukewarm.” Hours of the galley an issue, opened 24hrs on flight line. It should be opened 24hrs on side with barracks. It should be open where you can at least make a sandwich like on the flight line. Having this option would be great.

POLICIES AND PROCESSES

Policies and processes were conversed in 26 out of 56 focus groups. Specifically, three of seven civilian groups, three of five spouse groups, two of twelve security groups, three of eight ship groups, eight of twelve shore groups, and seven of eleven Isa focus groups discussed the impact of policies and processes on mission, job performance, and quality of life. Policies and processes as perceived by the Shore, Ship, and Civilian components were a major negative. Issues for the Shore component were related to perceived confusion on Dependent Entry Approval (DEA), confined liberty policies, and inefficient procurement processes. For Ships, the perceived issues were with inefficient acquisition processes and lack of their input on policy/process related products (such as readiness manuals). Civilians voiced frustrations with DEA, tour recruitment, length, and extension, and the Foreign Labor Program. The Security component perceived liberty policies and processes as moderately negative and the increased drinking age policy as moderately positive. The ISA component felt the liberty policy/process was major to moderately negative. Spouses perceived polices/processes related to PCS and pets as moderately negative. The cited examples were; with little lead time in orders, pets are left behind in the US. With enough lead time, pets are brought to Bahrain and then abandoned due to unknown policy/process issues that prevents them from returning to the US.

Civilian Personnel

Civilian notes: Dependent Entry Program – there should be no limit on dependents. Dependent entry is capped. Dependent entry is determined by the base, not by command. It should be broken down by command. New employee can request to bring family, but there is no guarantee to get quota for dependent entry. Tour Lengths - GS employees are the only ones with restriction on tour length limitations. Personnel understand the reason for the limitation, but it hurts the mission. The personnel with the expertise are being forced to leave. Tour Extensions - Hard to keep qualified people due to tour constraints. Management can offer an incentive to get people here, but you can't offer an incentive to stay here for retention. “We

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flip certs all the time, it takes months to hire people.” “Fifty percent of our time is spent on trying to recruit.” HR is planning to begin training management on how to entice individuals to want to come and/or stay in Bahrain. “I submitted one tour extension for one of my employees two months ago and it hasn't even left the base yet.” When people leave the employees left behind are forced to work multiple jobs. “I'm over 500 comp time hours, but when can I take it?”

Foreign Labor Program - Most of the work force is third country workforce on Visa's. Five out of hundred foreign Nationals are actually Bahraini. Foreign Nationals can't fully do their jobs without security clearances. Have been told they need to hire more BD's [Bahraini employees] but not willing to do that because of the clearance issues. Nobody is mining the program.

Spouse notes: Tour Length - Hard for husband to do his job with the sailors doing one year tours. Tour lengths need to increase for continuity. Do not allow tours to change from two years to one year. If sailor is sent for a two year accompanied tour, leave it as two years. Do not decrease to one year. Family was told there were no two year tours available, but when he arrived he was offered a two-year tour. Spouse had to make all arrangements on her own. Boy scouts and girl scouts are not supported. Other youth groups can get a booth; but, scouts were told no in direct violation DODI. This will cause these programs to die on the vine. “[Pets and PCS'ing] We get our orders too late, right before we move; so, there is no room for us to bring our pets.” “People are forced to leave their pets here in Bahrain - it contributes to the wild dog problem in Bahrain.” Significant challenges returning pets back to US. Pets are an entitlement. Not a privilege.

Security Personnel

Enlisted notes: “It is a positive that we moved the drinking age to 21.” It is not popular with the sailors. “You create a bad habit with drinking, when they get back to the states, it causes DAPA problems. Changing the age to 21 will help that.” Participants expressed frustration that they can't be out after 0100 to go the gym.

Ship Personnel

Officer notes: [Parts Acquisitions and Cannibalization] MCM parts are in San Diego. It is a lengthy process to locate and ship parts. [PCs cannibalization] PC in shipyard donates parts to others operating. FLC is very slow on contracts. Often award is done on day of period of performance starting.

[MCM/PC Directive] participants’ opinion that they were not written with any PC/MCM input or consideration. CNSS-5 is slowly making headway inputting changes.

Enlisted notes: Participant indicated drinking will help him cope with stress from work, environment. Participants indicated they use alcohol to relax and a means of socializing. People turn to alcohol to cope with the challenges. They feel the drinking age should not have been changed to 21. Challenging for Sailors who are not 21 to hang out with the friends because they are 21. One sailor was the only one under 21.

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Shore Personnel

Officer notes: [Leave Travel Process] "absurd" to go on leave. Leave verses special liberty for 45-minute flight. PACOM allows 6-hour flight on Special Liberty. Leave is required for UAE which is only 45 minutes away. [Dependent Entry Approval] needs a lot of higher level attention. Detailer states accompanied orders, but not always the case months later due to quota. NAVCENT and Millington are not in sync. Quotas are not as numerous. Procurement Processes are not well defined. It is tough to obtain equipment. Process is unknown on how to dispose of classified equipment. [Reserve Integration] there is lack of guidance on establishing pay and an inconsistent process to establish housing. Reserve Component IA orders varied between nine to eleven months. Recommend a means to extend reservists past 365 days easily as many would opt to. Participants discussed issues with getting ships through Consolidated Maintenance Availability at ASRY/BASREC [two local shipyards].

Enlisted notes: "OTEIP [Overseas Tour Extension Incentive Program] Special leave program for 24 month orders available to sailors. Once sailor's request was denied because no funds were available. Apparently, the money was used to send sailors TDY to Kuwait. Not enough DEA billets here. Sailors don't understand why DEAs aren't extended to Sailors. There is a disconnect between detailer and NAVCENT (NAVCENT approves DEA requests) as to availability of DEA quotas. Participants feel DEA are reserved for higher ranking personnel and civilians. Participants don't agree with liberty hours and dress codes. They report the felt the dress code is outdated. “…been in for 19 years and this is the worst liberty code place.” Members are asked at the front end of their tours by their command on whether they are going to OTEIP. We have to make a decision to OTEIP within 90 days of arrival. Participants would like to see the liberty policy change so single sailors can stay out as late as sailors who have liberty buddies. Currently they have to be in by 2200. “[Funded Environmental Morale Leave - FEML] We had $124,000 for FEML for 55 persons and it was used up by five people.” “No one else is getting FEML.” “Our command has a lot of first time sailors. You must be here for at least one year before you can apply for FEML.” “[Curfew] The buddy rule for two people out after 2200. You want me to leave right when it is starting get fun.” “Stop announcing that we have to leave at the club.” “I have had buddies stay out in town hiding out in an alley so they won't get in trouble.”

“All the DUIs that I have dealt with a DAPA were officers not E5 and below.” “Both of the SARCs here could use a bit of training. The program here sucks. The base indoc is creepy. We all wore civilian clothes. We all had to write things on the board and a lot of people wrote kinks on the board. And, she said that was fine we need to talk about these things.” “We have alcohol points on the base. That is a positive thing.”


Officer notes: [Taking photos on base] you have to get them released by PAO. Every cruise has a cruise book. It is an unclear and contradictory policy. It is hard to get ahold of PAO, every cruise has the book and in the age of social media telling a bunch of marines not to take pictures is naive.

(b)(7)(E)

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Enlisted notes: [Liberty] E4s at NSA get to go out but without having to sign in and out. But if you are at ISA, you have to check in and out and have to be back on base by 2200. You have to put in an overnight liberty chit 72-hrs prior just to stay out…if it gets approved. What they observe when they go back into town, other sailors are living a normal life; why can't we have those privileges extended to us. “[Alcohol Policy] I heard that NSA has a point system. Why are we limited to only 3 drinks per person per day?” “At least we can drink, the Army and Marines cannot drink.” [Liberty] We should be treated like an adult and get to go on liberty and be responsible for ourselves. If someone on base gets in trouble, everyone gets punished. There are too many steps in Check in/check out procedures. Have to run a chit to go on leave at NSA. Isa has to maintain 60 percent manning. Participants are dissatisfied with Bahrain liberty rules; they are too restrictive. Ten-day notice required to go on liberty for more than 2 days. This is an Isa base policy all approvals go through Isa OIC. Why do we have to run so many chits to get off base. We, Isa, have to get a hotel room and run a chit and be in our hotel rooms by 0100. The people at NSA get to come and go as they please. “It makes people so stressed out that they don't want to leave." We have Super [Supervisor] duty where two people, who are on liberty, are required to stay on base in case someone on duty has to be replaced. If you want to stay out in town more than 24-hours, the chit has to be routed thru the CoC (up to Isa OIC) 10 days prior. There is a chit accountability issue. Chits (electronic) get lost and Sailors lose their hotel deposits, and/or plans. [Liberty policy] We have to sign a liberty log to leave the base. Up North they don't have to do it. They are calling us and harassing us on liberty to make sure we get back on time. It should be immediately suspended. For overnight liberty submitted two weeks early, you reserve a hotel; but, you do not hear back on approval till it too late to cancel the room costing you money. These overnight liberty requests are for our days off. Bus schedule changes, you have to capture an earlier bus to ensure you get back on time. But, if the bus is packed, you may not get back on time. It is a free for all up North. Why do we have two different rules for the same island.

MEDICAL AND DENTAL

Medical and dental was discussed in 17 of 56 focus groups. Specifically, six of seven civilian groups, three of five spouse groups, two of twelve security groups, no ship groups, three of twelve shore groups, and three of eleven Isa focus groups discussed medical and dental. Shore, Security, mentioned it was moderate to majorly negative, due to perceived poor quality of care, inadequate expertise, availability of care, availability for dependents, availability for children’s care, perception of misinformation, and cost of care/reimbursement process in town. ISA component perceived medical to be a major negative citing lack of quality care and availability of care. Civilians found medical a major negative; they perceived that they could not use the clinic, did not get reimbursed in a timely manner, were unable to utilize government medical insurance, and had to pay significant amounts of money to be seen in town or to fly back to the US for care. NAF employees mentioned they did not have insurance at all. Spouses found medical to be a major negative primarily due to the lack of communication, professionalism, scheduling ability, and mental health awareness. The Ship component did not have any mention of medical/dental.

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Civilian Personnel

Civilian notes: We don't have medical insurance. It’s very expensive outside. We are not supported. We pay out of pocket. A participant reported he or she had a recent angiograph and it was 4,000 Bahraini dollars. “So, I went to India to do it.” It costs $3,000 to be seen at the ER. You must pay up front prior to being seen. If you have insurance, you may be reimbursed a percentage. Civilians cannot be seen on base. Government Service employee, contractor previously, stated he was seen for blood clot with no out of cost pocket. Benefits of contracting world does not equate to GS benefits. Individuals with dependents, here face a huge risk for healthcare costs. Health Insurance will only pay your out of network amounts. Member paid out of pocket for hip surgery. No VA here for veterans and you cannot use TRICARE. It costs $2,000 for root canal. Trying to find local healthcare coverage. "Clinic is a death trap." It's cheaper to go off base and quicker for treatment. You have to pay upfront out of pocket, then request to be reimbursed. Pharmacy does not fill prescriptions written off base for controlled substances. Medical is increasing the facility size, but not increasing the services. Retirees and GS employees are not able to be seen. "Contract ambulance service on base is scary." Fire Department personnel are EMT certified, but has zero EMS. Contracted to host National Hospital. Prior to coming to Bahrain, told about clinic on base, but when they arrived they find out they cannot use it. NAF personnel do not have access to medical benefit option. Doctor visit can be very expensive. In Japan, we could use the medical facilities. Here we have to go out in town. Blue Cross Blue Shield requires us to get reimbursement. They [Bahrain doctors] use a different pain policy management. Child birth is natural with no epidurals available. "Medical is a train wreck."

Spouse notes: Participants provided multiple complaints about medical services. Medical is scaring mothers into thinking they should not come to Bahrain if they are pregnant. Participants expressed that there is a lack of accountability with pharmacy services. They reported that a service member was turned away from the pharmacy because they did not have an I.D. The member ended up dying a few days later. "Clinic does not communicate well.” Spouses reported that they were not aware of how to make appointments. When appointment was made, reported to appointment to be behind 35 Sailors checking in to their appointments at the only window. Clinic has restricted hours for immunization 1000-1200. Pulled kids out of school, took them to the clinic at 1130 and was turned away because they said they wouldn't be able to get thru everyone (other parents with their children) by 1200, and they were closed for two hours. They reported rumors of a Sailor with a head injury reporting without his ID, who was turned away. Online clinic appointment system requires you to look under NAS Sigonella, but clinic doesn't tell you that. “I didn't know that the clinic had a walk-in mental health clinic until the event.” VCNO told wives during visit that there was a walk-in mental health clinic where they would help you right away, but wives are not sure where it is located. Can FRGs have a mental health care provider embedded for the wives (arduous duty station). “CTF-56 has a mental health care provider embedded in the unit provided by NECC.” Took five different visits to get vaccines for children. Hours change and are sporadically placed on the door. Waits can be about two hours to be seen. Waiting room has inappropriate shows on television while waiting to be seen. Desk employees refuse to change

(b)(6), (b)(7)(C)

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channel. People calling in needing mental health help are being told they have to wait weeks to be seen. Personnel answering phones aren't knowledgeable. Medical personnel not qualified to give diagnosis are giving inappropriate and inaccurate diagnosis. Process for families being medevacked off the island isn't consistent. Vaccinations out in town aren't the same quality as the vaccinations out in town. Employees not allowed to be seen on base don't know who they should see out in town for medical services.

Security Personnel

Enlisted notes: Night check Sailor said he went to medical with severe illness. Waited one and half hours to be seen while medical staff went to dinner, and they refused to issue SIQ chit three times. HM1's are always the ones to hassle Sailors. HM3's hook him up because they know the HM1's are hard. "If they are going to lunch, they will not see anyone." Sailor went to medical with glass in hand; was given Ibuprofen and sent away. Returned three days later with large infection and had to go out in town to get it cut out and infection controlled. Medical shuts down often for pizza parties, training days. "They are shut down for many days. People can't get their HIMARs done, Overseas Duty Screens done on time. We only have two days off at a time.” MAs have an HM2 assigned, but he is not an IDC, so his capabilities are limited. "I busted my eye playing basketball and they turned me away for two hours. I was bleeding and they turned me away." You can't go out in town, because they will bleed you dry. They will admit you overnight just for the money. They kept one Sailor for 48 hours for alcohol in their system, even though he was fine and asking to leave.

Ship Personnel

Officer notes: Not discussed in focus groups.


Shore Personnel

Officer notes: Medical clinic doesn’t seem to be able to fully support dependents. Medical screening for pregnancies are not done properly. Clinic medical provider uses scare tactics to persuade pregnancies to return CONUS. Providers are stating that the facilities out in town are subpar and should not be used, but almost all experience of dependent births out in town are positive. Medical clinic sends personnel to Germany, etc. for simple fractures that could be addressed in local Bahrain facilities. Bahrain hospital facilities are very good. Medical facility is inadequate for volume of personnel. Sigonella Medical is ISIC for clinic. EFM [Exceptional Family Member] screening doesn’t properly address what local economy can actually address. Orthodontics for example would down check EFM.

Enlisted notes: The clinic has only one Pediatrician when there are so many dependent kids assigned here. If they can't accommodate you here, then you have to go out in town, pay out of your pocket and get reimbursed which takes two months. “My wife had an established care plan when she came here, but they changed it when she got here and it took a year to get back to where she was in the first-place.” “I have back pain, but they told me to do more stretches;

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they wouldn't even give me Motrin.” Two Sailors have died here after being misdiagnosed. One Sailor died after hitting his head in the pool. A female was in severe pain and was dismissed for several months. She finally got seen by a command (not the clinic) with a corpsman, and after he did tests, she was diagnosed with cancer and sent home to the states. "I wouldn't want to catch anything serious out here." The nurse practitioners are not enough. Sailor reported coughing up blood was given an SIQ chit and four days off. Called to arrange a follow-on for another SIQ chit and was told that the appointment would be three weeks out.



Enlisted notes: “We understand this is an expeditionary medical facility; but, feel they don't provide much in the way of care and accessibility is limited.” Sick call hours are too restrictive or limited, especially for the night shift. You have to decide to sleep or go to sick call. There is a perception Corpsman don't always listen to patients. Medical is not aggressive enough in diagnosing or treatment--"just band aid measures." but acknowledge limited resources at Isa. Sick call hours at Isa are extremely difficult. Security is really busy and the hours are really restrictive (0800-1000). "Working nights, it's hard to go; I would lose sleep to go to medical." "Medical is pretty good, but several Corpsmen wouldn't listen to me (the fact that I work at night, which is when he wanted me to take medication)." "A friend of mine had a sprained ankle, and they gave him an ankle brace and some Motrin. A month later, he is still experiencing pain. I think they should have done more (x-rays)." Have to get a referral from ISA medical to be seen at NSA Medical. Same referral requirement for Dental. Referral policy is not well advertised. Deck-plate gouge is just wait to get home to get treated for anything chronic because of the hassle to go through Isa medical. Also concerns that medical staff is to ready to demobilize personnel too quickly instead of treating them. "Sick call hours (0800-1000) are ridiculous." "Friday and Saturday, you're not allowed to be sick." "I got a concussion and Went to see an HMCS. They gave me 325mg Tylenol and SIQ chit for three days. Later I had to go to Bahraini hospital for headaches." "You can't just go to NSA clinic, you have to be referred. It has to be worked out between Isa and NSA." We don't have dental services here, but we have to be referred to go to dental at NSA. "I had a sinus infection and they kept giving me Sudafed. It took me three trips before they would refer me to NSA clinic." "If people don't feel like they are getting proper care here, they should be allowed to go up there." "For major things here, you are better off waiting until you get home." "People are hiding stuff (back aches) from ECRC so they don't get stuck here while they resolve it before they De-Mob."

PROFESSIONAL KNOWLEDGE AND DEVELOPMENT

Professional knowledge and development was discussed in 14 of 56 focus groups. Specifically, three of seven civilian groups, five of twelve security groups, four of eight ship groups, and two of twelve shore groups focus groups discussed professional knowledge and development. The Shore, Ship, and civilian components perceived professional knowledge and development as major negatives while the Security component varied in the degree of negative perception. ISA component and spouses had no inputs on this topic. The Shore component perceived

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professional knowledge and development as a major negative due to perceptions of poor quality nature of training after arrival, the rushed nature of training and mismatch of training to the job. The Ship component perceived this area as a major negative due to lack of training before arrival and lack of ability to be trained after arrival, negatively influencing both mission and career. The Security component perceived this area as negative in varying degrees (minor to major) with reasons including perceptions of lack of training opportunities, poor process, and a lack of training fidelity. For the Civilian component GS civilians perceived this topic to be a major negative due to the lack of training the inability of schedules to support training if there were opportunities. The NAF employees rated professional knowledge and development as a major positive due to the Star service training they received.

Civilian Personnel

Civilian notes: This company cares, another company I worked for I got poisoned. I never had food poisoning here. They have good food handling training. They have Star service training which focuses on customer service, it’s very good and yearly. I like that we are getting more training. It’s a good idea. There is a lack of training opportunities. We lose our qualifications. We can't afford to send people out so we lapse our quals. We are a back office, we are here for a long time, we need Navy to recognize we need feeding on the backside. Treat Bahrain better. This is a hardship place. We are not competitive after here. We don't have time, I had 467 visits a year. every day no weekends I have to push to others, all stop. Effects our futures, our assets, we don't have or know everything detriment to sailors that go out and deploy. "This is very challenging environment for intelligence personnel. I spend a good portion of my day training people how to do their job." "Ladder grade progression is really nothing in a place for them. They need to get their training in the states. Because of this short manning, I don't have time to train my people." "Clearances are a problem because there is no one on island to conduct the interviews.”


Security Personnel

Enlisted notes: Qualification process, specifically, the admin process, paperwork sent up, but lost. designation letter. Lag time in training department, then admin. Yeoman has many competing tasks that affect processing PQS paperwork. Participants are frustrated with the challenges of having to work with combined training and admin responsibilities with Naval Security Forces. There is lack of opportunities for junior sailors to go to navy schools (NECs) while on station and enroute to follow on duty station. Would be a good incentive for junior sailors. Navy should increase incentives to come out to Bahrain to improve manning and morale. “There are opportunities to go to other departments, but we never find out about them.” “A person can just say they have suicidal ideations, and they get moved off watch into an admin role. It is like they are being rewarded.” “It is 130 degrees in the summer. People just say they can't do it, and they get moved. It punishes watch standers who are toughing it out.” “Training drills need to be changed; high risk environment but doing low speed drills; we haven't done a mass causality drill since I have been here.” “We use plastic guns during training

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but can't say bang, it might trigger someone so we say pew pew…not real world training.”

Only one week for Naval Security Force (NSF) academy training. They jam it all in. There is not enough, getting people straight from boot camp.

Hope they increase length of tours, that would fix things. Offer A school followed by C school, that should help. Refresher for C school good, but new folks can't perform, don't have training. PQS states six months to get quals.

It's positive that we have training in general

though.

Ship Personnel

Officer notes: [MCM specific training] many personnel reporting aboard without specific MCM training. Officers have to attend minesweeper planning course, but it does not seem enlisted get adequate platform specific training. They lack of platform specific training. ISIC staff experience is lacking. Only two CNSS-5 personnel with MCM experience. SWO training pipeline lacking. The Basic Division Officer Course is Power Point centric. There is no bridge time, only simulator. Training is specifically geared to Division Officer administration, and not competent bridge watch standing. Many schools required for NECs require expensive travel to CONUS or other locations. Many I-stops are missed and therefore commands bear burden of costs. Priority seating for schools seems to go to regular gray hulls. Orders to FDNF I-stop missing for many PGs so missing basic qualifications such as SRF-A/B, basic DC. CNSS-5 Training/Certification is not manned to conduct the recurring certification events and often the Qualifications/certifications are lacking substance. "this is the issue that will result in the next Farsi Island"

Enlisted notes: "Sailors are not getting schools in route. They often cannot be released to go back to school because then the ship would be below 90 percent manning.” FDNF is telling Sailors incorrect school dates which causes them to miss classes enroute. They arrive without the necessary quals and then the ship has to figure out how to pay for getting the Sailor back to the States for training. There is no communication with FDNF to avoid this. A participant [Chief] reported that they went to 100 days-worth of training enroute; only about 2 weeks-worth were applicable. Fleet-centric courses (Fitness Leader, CMEO, etc.) which are taught locally fill up quickly. They should hold more iterations due to high turnover rate and requirement to train more personnel."

Shore Personnel


Enlisted notes: SEABEE electricians are working at NCTS, but do not feel qualified working with fiber optics and other IT-centric wiring. A lot of times they are relegated to escorting BATELCO TCNs and contractors into rooms containing SIPR terminals, but do not possess the knowledge to ensure that they are not accessing systems they are not authorized. They were not provided

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requested training to ensure that they can properly monitor the technicians. Training is fast-paced so they can get you qualified so they can get you on the watch bill. “An OS2 was rushed through training and made three big mistakes during her first month.” “My training (Expeditionary Combat Skills) enroute had nothing to do with my job here.” “My training is OJT by breaking it, and then trying to fix it.” E6 re-evaluated all positional NECs and had them approved. Placement said that it would take two years before any changes take effect.




PAY AND COMPENSATION

Pay and compensation was talked about in 22 of 56 focus groups. Specifically, five of seven civilian groups, three of five spouse groups, three of twelve security groups, one of eight ship groups, three of twelve shore groups focus groups, and seven of eleven Isa groups discussed leadership. Participants reported delays in being paid back after PCS. The Security component perceived discussed reductions in COLA and BAS. The ISA component perceived varying degrees of negative from minor to major due to perceptions of disparity in per diem between NSA I ($100 versus $3.50), lack of communications regarding the savings deposit plan, and lack of dispersing office on site. Civilians perceived pay/compensation as primarily a major negative due to perceptions that they work more than they are compensated for, that they pay taxes when others do not, and the perceived mismatch between pay and cost of living. Spouses discussed delays in being paid back after pcs with massive costs paid in the meantime, requiring loans.

Civilian Personnel

Civilian notes: If you apply for a GS position here, you are not eligible for living quarter allowance (LQA) if you're hired locally. Nov 2016, I received a job offer. I came onboard Nov 2017. I received my offer Dec 2016, then a firm offer May 2017. I came onboard June 2017. LQA rule should be streamlined and everyone should be eligible. The rules are outdated. If you have more than one contract, you are not eligible for LQA. There should be an incentive to live in a less expensive house to save money. Landlords charge the amount of your LQA. In the states, you're allowed to pocket the difference in BAH and actual cost of living expenses. Here in Bahrain, there is no incentive to save money. As contracted, I received $1,900 for living expenses. I found a place for $1,700 and was able to keep difference. Military and contractors are tax free. GS employees are not tax free. “GS employee are not under a contract, we are still here until they tell us to go. We have the continuity why not give us the same benefits as everyone else.” GS employees are the only ones not tax free. Just PCS'd here and found out that plane ticket, household goods, car shipment, and hotel stays are all being taxed. I was not notified these would be taxed prior to coming here. Participants said they would like better pay and benefits. They reported that they an increase cost of living. “I put in on average 32 hours

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of comprehensive time monthly. I have not had a day off since December 16. It effects my quality of life.” “Because of work hours we are not getting the quality personnel. There are no incentives for them to come here. We do not get tax free like the contractors and military.”

Spouse notes: "GS13’s make twice as much housing allowance as an O-6.” “Teachers make twice as much. You should see where my teacher lives!” “One teacher told me they're retiring here because they make so much.” Too low for housing within reasonable distance to base. There is a feeling of you're only here for two years, so suck it up. There are ten TLA hotels and only three that take dogs. We had a dog so we had to stay at the [hotel name deleted], which I would not ask anyone to stay at because of the bad conditions. It had a kitchen, but it didn't work and was too dirty to use. I've been here two months. We get 580BD/two-week stay in hotel with kitchenette. You can only get TLA for 45-days, but it is hard to find housing here. Alternately, there is a really nice furnished apartment available for 1000BD/30-day rate that would save the gov't money. We had to work hard with housing, but we were not spending Christmas in the [hotel deleted]." There are discrepancies on the amount of LQA paid to personnel on base. Landlords know how much is given and sets rent at the maximum amount of LQA paid. Between 80-90 percent of the loans that NMCRS is because of pay issues. The TLA does not come in time. It is exorbitantly expensive to stay in the hotels. PSD does not quickly make the changes to the Sailors pay. This also ties back to sponsorship. “My husband had to stay in a hotel when he came here. He spent $15,000. He got paid a year and a half later.” It's not just the hotels - you also have to pay a month’s rent up front. PSD is not timely, efficient, or effective.

Security Personnel


Enlisted notes: “EWAH [New 5 percent tax for all Bahrainis] everything used to be all inclusive. Now we have to pay a rent payment and a utilities payment.” “OHA just covers the rent, not utilities. But, it used to include everything.” “This came out just as COLA was decreased. It will take some time to catch up.” “Money is good in Bahrain.” The BD is increasing and they are cutting E5 COLA. Removal of pay and COLA is a loss of control. They take our money for the galley. They took COLA and BAS from their pay and forced them to use the galley and mid-rats. Mid-rats are often cold and soggy because it's been sitting for 45-60 minutes. The cleanliness is poor. Not worth the amount of money taken. The food is so poor that you can't eat it, so then you still have to pay to buy edible food.

Ship Personnel


Enlisted notes: It takes many months to get allowances turned on. Many times the Sailors old BAH has been turned off, so it is very noticeable. Sailors who have long-term training, I-stops, enroute have to soak up the costs. Then when you arrive, you have to prepay your hotel room, 45 BD - about $200 - per night, for five nights; all before you can settle your travel claim and get reimbursed. You cannot use GTCC because it is still considered PCS travel.

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Shore Personnel


Enlisted notes: “Being here is better for E3 and below. I make more here than I would stateside.” TLA is not paid on time, so Sailors have to carry more personal debt longer until they get reimbursed. You may be in debt up to $10,000 for a few months until you get reimbursed and entitlements turned on. “It's hard for a Chief, but I don't know how junior enlisted do it.” “This isn't the most desirable place in the Navy.” People who have never been here are here because of the needs of the Navy and get short-fused orders, then they have to hurry up to prepare to PCS. Many Sailors have TS clearances which are placed at risk due to circumstances beyond their control. “You know I'm coming. Why can't you just prepay for my hotel.” “I had to pay for hotel and first month rent out of pocket, equaled about $5000.” They took his Basic Allowance for Housing so his next check was $300. Emails are being sent out to incoming sailors telling them to come over with $8,000 to $10,000 before they come here. They will have to pay for everything out of pocket and be reimbursed. “Nobody should have to pay to do their own job.” “Navy stopped my BAH at when I still have children I have to take care of at home.


Officer notes: It is labeled as austere conditions on orders. However, we are able to go out in town, use the local economy. If that is the case, why don't we get per diem consistent with our counterparts at NSA. "25 miles south, but worlds apart." [Savings Deposit Plan] not clear about how to set this up, 10 percent interest = an extra $700, but many people don't think it’s worth the hassle. When the people who came to help set up accounts, they did not do a good job. The point is there should be a dedicated disbursing office. The plan is positive but execution is negative. We don't have the ability to use it, if you count those who were unable, it would be in the thousands.

Enlisted notes: “[Per Diem Policy specific for Reservists] why do we only get $3.50/day when NSA gets $100/day. But IA's at NSA get $100/day per diem and we only get $3.50. Why can't we get the same per diem? Use per diem on basic living expenses (mattress pad, pillow, air purifier). If you go to a food truck instead of galley it will cost $10, blowing 3-days of per diem for one meal. Based on the fact we are in an austere environment, our per diem should be higher. Concern about disparity in per diem for Isa personnel vs. NSA personnel. “We are told no per diem because Isa has galley, but so does NSA so what's the difference?” Several examples of problems with reimbursements for travel claims. Reported that there is a lack of communication if there are problems or issues with individual claims. Often, reimbursement is late even if no problem with travel claim. A sailor with a name change has had enduring pay problems for several months. Another sailor reported that it took 9 months to get fully reimbursed for travel claim. Another sailor received hit on credit record because of late GOVCC payment due to late reimbursement. According to Department of State website, Isa AB should receive the same Per Diem as NSA. Isa receives only $3.50. NSA has far more resources than Isa. NSA has a galley now, but they are still getting Per Diem. “I have $1,200 on my GTCC which

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has not been settled and it's well over 60 days. They made a mistake in spelling my name, so they had to resubmit it, but if I hadn't checked, they would have never told me.” “It took me over 90-days to get a travel claim from mobilization on 7 Sep. I just got paid last week [week of 7 Jan].” I don't use the GTCC because I know it's going to be late, and I'm going to take the hit on the credit, so I just put it on my personal credit card and take the points.” “I'm confused. Why did I get a hit on my credit report when we are directed to use the GTCC and they are not supposed to report you?” “I came on orders 7 Sep; I did not get a paycheck until 15 Oct.” “They are not paying us enough money on time. I am having to pay a lot of bills out of pocket. I did not get a paycheck for a month and a half.” “I understand that there are challenges moving from active to reserve pay but we are the most powerful Navy in the world - but we can't even get paid right!” “They say we are on deployment, but $3.50 is not enough per diem. There is still a liberty policy. 3.50 is an insult.” “There are folks up at NSA 1 getting $117 a day - and they have access to the galley now.” “100 percent or at least 95 percent of the people here in October still haven't been paid completely. It will get worse as PSDs across the nation close.” “Sixty to ninety-day back log for active duty too.” “Sailor getting foreclosure notice has not got full pay from September and now no pay in January.” “If you owe the government, they take it right away.”

LEADERSHIP

Leadership was a topic of discussion in 12 of 56 focus groups. Specifically, two of seven civilian groups, five of twelve security groups, two of eight ship groups, one of twelve shore groups focus groups, and two of eleven Isa groups discussed leadership. Perceptions of leadership amongst the various components was primarily negative, however there were some positives. The Shore perceived leadership as a major negative due to perception of a lack of consistency and poor quality. The Ship component perceived leadership as primarily a major negative due to perceptions of lack of support, inequitable social cohesion, and generally poor quality. One military group perceived materiel support from CNSS-5 as a major positive. The Security component perceived a lack of care for the Sailor, threats of punishment, and top heavy leadership in competition with each other at the expense of junior Sailors. For the ISA component the perception was a major negative primarily due to the lack of cohesion in the chain of command which negatively influences the mission. Within the civilian’s component GS employees perceived leadership as a major negative due to lack of senior leadership while NAF employees rated this area as a major positive due to perception of positive relationships with their leadership. Spouses had no comment on this topic.

Civilian Personnel

Civilian notes: MWR employees reported that they enjoy their job and has good experience with supervisors. Supervisors steps in and helps when busy. We have a GS13 who serves as our senior authority. We need a GS15 or SES as Executive Director rather relying on an O6 Chief of Staff. Most O6s don't have experience working with civilians.


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Security Personnel

Enlisted notes: Participants reported that they appreciate the senior enlisted leadership and DIV-O. They feel they are looking out for their sailors. One sailor complained that they never get to see MWR events with celebrities. Leadership made it mandatory instead of voluntary, thus longer working hours, delays in checking equipment out, which is affecting mission. A-Section is worst. Threatened with Captains Mast for many small infractions (5 minutes late for watch, saying something smart during a conversation). MA1 threatened to “take that crow off myself and make you a Seaman again”. Allegations of fraternization between a 1st Class and three Seaman. Once confirmed, 1st Class was moved to another section with no action taken. “I feel like my Watch Commander is a threat.” “I feel like my Watch Commander is looking for something to go wrong so that he can have you stay after and tear into you some more.” “My current Watch Commander had a TIS on his desk for 1 month, then a new Watch Commander transfers in and knocked it out in a day.” “Our E7 would just let this guy [E6] just run rampant. He watches YouTube all day. He is very senior and is about to retire, so his care level is low.” “After this IG is complete, even though nothing is supposed to leave this room, something is going to get back to the supervisors, and there's going to be reprisals. They're going to find some young kids and string them up.” We have to write watch bills two to three months in advance. Our SECO has given up so much authority to the CO, but the CO is not a SME. People will stand watches they are not allowed to stand. There are many Chiefs and Senior Chiefs who homestead here awaiting retirement and want to “stack some cash.” They are not here for the Sailors. There is no follow-through or accountability. Senior enlisted at the SECOs CUB, they present the same issues from CUB to CUB without putting any effort into correcting. There is little ownership and a lot of reactionary actions. They all had sections, then several people were named on command climate survey, so instead of reassigning those bad actors, they changed out the whole section. This breaks trust developed between the Sailors and Chiefs and the Sailors learned to just wait out the time for the Chiefs to rotate. “I had a Sailor who wanted to quit because she had no consistency.” She had 12 Chiefs in two years. During the last Chiefs season, 13 made Chief, so they had to put them to work.in section. “People aren't willing to learn from people junior to them even if they have more experience or quals.” “This command has crazy amount of chiefs and & E6s, 30 plus leadership competing with each other.” “E6 and E7 collecting trophies and tokens based on what they can make junior sailors to get qualification.” "I would follow some 1st class into firefight before some chiefs.”

Ship Personnel


Enlisted notes: “I have a weapons Chief that is always down on me. I cannot wait to get out of the Navy.” “Every day I wake up and think that I only have five years until I can get out.” It is hard to be out here for a first tour because you are asked to do so much. I know a person who failed his overseas screening because he knew what he was getting into. I as a first-tour Sailor didn't know what I was getting into. When I ask for instructions and why we are doing something outside the instruction and they dismiss me. “We overman our watches.” “I stand double watches every day.” We are asked to do things sometimes which we don't know how to

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do, and when you ask for help, you are sent away. My Chief has a saying, “Just FITFO it (Figure it the F**k out).” Several Sailors went to mast because he was told to figure it out, and inspectors found bad tag outs during an inspection. Sailors are being asked to perform tasks for which they have had no, or little training and are told to “figure it out.” “Our new XO [deleted] is really cool. He gets yelled at by our CMC for working too much He is hands on with the Sailors. He is the only good one on the ship. The CMC yells at him because he is making the CMC look bad.” “Our leadership is scary.” We had an E3 yell at a Chief. Engineering was told to report at 0800 when rest of ship reports at 0700. CO, XO and CMC were 'hot'. Nothing happened to engineer Chief for not informing triad of decision. Chiefs voice the mentality that they don't care to say anything because nothing is going to change. Nothing changes until the CMEO survey, and people off the ship see the issues. Our ship had a problem with anyone who's not in engineering talking to engineering. Engineering leadership was negative towards a female Sailor who was being mentored by female YN1 because she was seeking assistance from outside of engineering. “There are a lot of officers who have sexual relationships with enlisted Sailors out here.” Ship CO claimed that he had six 72-hour liberty periods during his command, but ship is on 3-section duty. CO was surprised when Sailor told him that the longest they can have is a 48-hour liberty because of the watches."

Shore Personnel


Enlisted notes: People [leaders] who are new come in and change things up which disrupts the workflow, ruins it, wish they would not do that. Gives us more to do, and it’s harder to do what we do, rather than the old way. We have a department run by civilians, negative attitude, don't care, they are rude, don't like to work, tough to get along with, raised voices at us, it’s like they do stuff as a favor rather than work with us, we have complained but attitude hasn't changed, I'm told to deal with it, there's a back and forth.



Enlisted notes: Active-duty Member at ISA took advancement exam but was never submitted by ISA chain of command. Member missed advancement cycle. Perception chain of command did nothing to assist member get status of exam or correct the non-submission. Navy exam was never submitted to be graded. Checked on-line and it said "no exam was submitted." When investigating, a Chief told them they never took it, but a 1st Class helped her out. It was late and not accepted, but they were told that if they pass the next exam with a higher final multiple score, they would advance with back-pay. Chain of Command locally lost prior Eval, and Chain of Command at home never submitted Eval to BUPERS Online, so they are still fighting to get admin correct for next exam. Good support from chain of command in Security. LCPO was very helpful in getting personal time to take care of errands. “My Chief has reached out to my NOSC to help me prepare for this next exam.” “My Chief is there to support us 100 percent.” “They [leadership] keep going back and forth with every decision. Make a decision

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and stick with it.” “I think they are confused a lot. They are lost in the sauce.” “If I want to take a class or a course or try to better myself, they say they will look into it, but they never do.” “They do not have the knowledge to point me in the right direction for my career. I did not know how unprepared they were. No one knows anything.” “The process changes every day. Things are constantly changing.” “Communication is jacked up from E-6 and above. Everything is a struggle. It stresses out the E-4's. It is frustrating at times. I am an easygoing person, but I need to know what is going on with work.” “The chains of command do not talk to each other. When you put a certain verbiage in the logbook, and then go on liberty, you get called because the Chiefs are mad because you put the wrong verbiage in the logbook and it was how the MA1 wanted me to do it.” “They can't come up with a coordinated answer for anything.” “Chain of Command is terrible. When the new chain of command got here, they started making decisions that made no sense - like driving around with a 240 on such a small base, just because they want us to look cool.” “The chain of command at night works way differently than the chain of command during the day.”

COST OF LIVING ALLOWANCE (COLA)

COLA was a topic of discussion in 11 of 56 focus groups. Specifically, two of five spouse groups, two of twelve security groups, one of eight ship groups, and six of twelve shore groups focus groups. COLA was perceived negatively by the Shore, and Security components. ISA, Ships, and civilians had no input on this topic.

Civilian Personnel

Civilian notes: Not discussed in focus groups.

Spouse notes: Cost of living in light of recently reduced COLA, and newly introduced Bahraini VAT [Value Added Tax] makes it hard to live here. Few personnel took most recent survey. Sailors don't often have time to access a computer to take the survey, and personnel were not allowed to take it unless they have been stationed here for six months. Make COLA survey mandatory. The person paying bills should fill out survey. COLA amount is based on the survey responses. If there is not at least 33 percent participation, the COLA rate decreases automatically. COLA has decreased at the same time 5 percent taxes [VAT] were implemented. The COLA survey is advertised in August when most are off the island or just coming in. Souses should be allowed to take the survey; the members aren't likely the ones paying the bills or know costs. Survey is sent to military member’s emails. Member may not have enough time to complete the survey.

Security Personnel


Enlisted notes: COLA assessment methodology did not take into account the new 5 percent tax [VAT]. Taking BAS away from junior sailors…” killed morale for junior sailors.” “The Navy took

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away all this money and the quality of the food is not good [referring to new galley]." “Why is the COLA also getting taken away from the junior sailors in addition to the galley?”

Ship Personnel

Officer notes: COLA dropped down and yet Bahrain added a new 5 percent VAT tax. Survey participation was challenging due to poor connectivity at pier. “Fleet Master chief said, ‘too bad, you should have had taken your survey.’”


Shore Personnel

Officer notes: COLA was reduced in Bahrain. Reportedly a survey was conducted online and had poor turnout. Utilities allowance not high enough for electricity during summer months.

Enlisted notes: A Sailor, an E1, reported he lost BAS and part of COLA when the new galley opened. He was in the Barracks the entire time. He was told that everyone who is eating at the galley receives partial COLA. He is often living paycheck to paycheck because of enjoying moderate entertainment in town. AIMD Sailors at ISA are sent TAD to NSA 3, but they do not receive BAS and they cannot eat at the galley due to distance between bases. These Sailors are just paying out of pocket. The NEX used to allow price-matching of all items even compared to stateside exchanges. They recently stopped doing it for all dairy and cold-products. NEX Claimed that COLA should cover the difference. When you have to buy car parts or something on the economy, it goes fast. Local landlords abuse COLA. A landlord was giving discounts to local residents in an apartment, and charging it all to the military member. When confronted, the landlord stated 'what, you get money for it.' Many landlords are overcharging for power, and Sailors are paying for it uncontested. They frequently get military to pay to cool common areas and such. Sailor, a single father, receiving BAH in states was denied OHA in Bahrain because he had to provide documentation of child custody. He was not told this, and it took four months to rectify, but the rules for BAH do not require the same level of admin hurdles. Many reservists come out here and are not getting per diem. Parent reserve commands are not releasing them in the systems. Reservists who are overpaid in travel, even $10, have to rectify that repayment before they can be activated. COLA survey had poor participation, below the required threshold. COLA went down at the same time that Bahrain enacted a 5 percent VAT. Food in the NEX Shoppette is too expensive, for example a bag of shredded cheese. I am living off ramen noodles because food is too expensive. COLA dropped and it's still expensive to live out in town. It is not cheap to go shopping in the NEX. The exchange rate hasn't changed at all. Infantryman emphasized that he needs to eat all the time to stay a certain way.




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FAMILY SUPPORT SERVICES

Family support services was a topic of discussion in 11 of 56 focus groups. Specifically, four of five spouse groups, two of twelve security groups, and five of twelve shore groups focus groups discussed family support services. The Shore and Security components perceived family support services as major negatives, Spouses varied in negative perceptions, civilians had positive perceptions, meanwhile, the Ship and ISA components had no inputs. The Shore component consistently perceived this topic as major negative due to lack of dependents, poor application and understanding of policies, perceived discrimination of policy against single parents, poor resources for families, and the impact on mission when family support is not present. The Security component perceived family support services as major negative due to the dependent entry approval issues that negatively influences quality of life.

Civilian Personnel

Civilian notes: Family support is good. There are activities for children to do. Quality of family life is good. Children are bussed from school and taken to Child Youth Services.

Spouse notes: “Dependent Entry Approval message traffic approval sent, but supporting documents not complete. It holds up family members from getting to Bahrain. DEA quota seems subjective. Full reported for some folks after already with accompanied orders. EFM capabilities in Bahrain are not properly communicated to EFM personnel screening families for transfer to Bahrain. Often results in families unable to come to Bahrain due to a stated inability to address a particular EFM, despite the capability of Bahrain facility to support the particular EFM. “[Overseas Screening] we were stationed in Sigonella and the screening process was really easy. I was up to date on all my shots, but the left hand was not talking to the right hand and they gave me extra MMR shots and others.” You have to wait for everyone here to sign off on everything and we finally got approval three days before we were packing out to move here. I have a CAT 3 EFM. We were being seen out in town. We were told to go to the base to get additional x-rays, then told to go back out in town. Communication was horrible. “The spouses feel like a side note here.” Plan events at times when they can attend. There's no support to help you get here other than the Facebook page.” [Spouse Indoctrination Training] needs to be a mandatory process run by the base. The spouse indoctrination process is currently running by volunteer spouses. There is so much information that can be provided and is necessary for new spouses to the island to learn important pointers to survive and navigate. Many didn't know about the current spouse indoctrination available. Spouses don't know who the Ombudsman is or what they can be used for. Spouse indoctrination is positive, but not being pushed. The base needs to take ownership. Compass/Core. Requested and declined, work for FFS and its not in budget, 1 FRG nothing else. Lot of new spouses, spouse 101 would be nice, chiefs had it and they wished they had it earlier on. Where compass would have helped maybe Naples could come here. Would be a great addition. You don't know what you don't know when you didn't come to indoctrination and you didn't get information, it’s all related.

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Security Personnel


Enlisted notes: [Dependent Entry Approval] member on two-year accompanied orders, but not allowed to bring family because there was a change in the DEA requirements restricting DEA for critical NECs. This occurred after the service member transferred to Bahrain. Other negative comments on the DEA process. Overall, affecting quality of life that spills over into work life. Family members are a close-knit group, but there are so few of them trying to do so much that they get burned out. Spouses do not have enough to do and they feel like baggage. Job opportunities are few and the hiring timelines are too long.

Ship Personnel



Shore Personnel

Officer notes: Spouse employment opportunities are poor. MWR activities in Bahrain limited for families and dependents. DEA approval and quota process lacks for enticing personnel to take longer orders. There is not enough medical care available for dependents. DOD School is poor. It all impacts ability to recruit families. Medical, MWR, Jobs for teenage dependents are all lacking. Need more DEA quotas.

Enlisted notes: [DEA] very limited as to how many can bring their families. Sailors are being told their DEA is approved, then while the sailor was trying to execute orders they find out their family cannot accompany them. Sometimes the member ends up backing out of the orders because they were not able to bring their dependents, creating a billet gap. There is an assumption that the detailer does not understand the DEA process. “Some of us are here without our kids. I have children back home. Single parents are not allowed to have the kids here.” “Having family visit here is allowed. But, commands are not teaching us how.”




Brenna.Folkman

Cross-Out

NAVINSGEN Bahrain Area Assessment Report 26 Apr 19.pdf

Documents