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On October 10, 1972 to December 2, 1972, Detachment #4, 554th CESHR personnel aided immeasurably in the repair and erection of four modular dormitories including partitioning, air conditioning, and a patio to be used by aircrew members at Takhli RTAFB. In Project Up-grade these facilities were crucial to improving the bases substandard living conditions for the aircrew members and in support of the current mission at the recently activated air base in Thailand. Other facility such as a 16,000 square foot modular dinning hall, relocated from Da Nang Air Base, Republic of Vietnam, was erected under Project Retrograde of preengineered buildings of the relocatable type sent to the air base. With these assets on hand and with strongest dedication and high motivation personnel were able to complete other projects such as the renovation of twenty two latrines throughout the base by up-grading plumbing components and replacement of hot water heaters and structural repairs as necessary also a 40-foot by 100-foot RED HORSE Logistic building, living areas, construction of a wood frame 40-foot by 80-foot shops building, and up-grading the 374th Field Maintenance shops building to increase maintenance capabilities in support of the F-111 fighter aircraft program and the 374th Tactical Fighter Wing mission being assigned to Takhli RTAFB. With the arrival of the F-111 fighter-bombers a major revetment program was underway by the airfields section of RED HORSE. Personnel from other shops were detailed daily for providing the labor force necessary to erect the ARMCO type revetment material providing for aircraft parking areas, refueling pits, maintenance bays and for supporting most critical runway ground equipment. A large workforce was necessary for erecting and filling the revetments after they were built. Anyone not dedicated to a specific project other than the beds down efforts were daily assigned to the airfield project so everyone was gainfully employed at Takhli RTAFB, Thailand.

A 374th Tactical Fighter Wing’s F-111 plane flew the last mission over Cambodia on August 15, 1973. The 554th Civil Engineering Squadron Heavy Repair had a minor role and made the mission possible by providing the engineering tasking of the air base services and up-grading necessary for supporting the 374th Tactical Fighter Wing’s mission. In 1973, PACAF’s combat role was concentrated in Cambodia, following the cease-fires in Vietnam and Laos in January and February. As Communist activities increased in Cambodia so did retaliation by U.S. airpower. PACAF aircraft, augmented by F-4s.F-111s, and A-7s from the Tactical Air Command were flying as many as 200 tactical air sorties a day until the bombing halt took effect August 15, 1973. For the first time in nine years (since the Gulf of Tonkin incident in 1964,) PACAF forces were no longer engaged in combat operations.

Soon afterwards the ending of hostilities brought about the transfer of PACAF’s 374th Tactical Airlift Wing from Taiwan and during November, the wing’s headquarters and two of it’s assigned squadrons were shifted to Clark Air Base in the Philippines. A third squadron was relocated at Kadena Air Force Base. The 554th CESHR would soon follow these movements, as the 554th RED HORSE Squadron would man and staff a new two officer and 63 men Detachment #2 at Clark AB and an OLAA Team operating at Kadena AB. The detachment at Clark Air Base operated continuously from September 1973 to July 1, 1977, which marked the deactivation of Detachment #2 at Clark Air Base. The 65 manning positions were realigned under the parent 554th CESHR Headquarters at Osan AB, Korea. The current assigned people within Detachment #2 were transferred to the 3rd Base Civil Engineers Squadron on Clark AB. But before they did they had accomplished a total monetary value of projects in excess of over $1,000,000 dollars in construction at Clark Air Force Base in the Philippines and had sent a 22-man contingent to Guam for repairing typhoon damage. The 554th CESHR Squadron was providing support to PACOM’s area of responsibility that covered more than forty percent of the earth’s surface; that area contains approximately two billion people under thirty-six different flags but PACAF’s role was charged with planning, conducting, controlling, and coordinating U.S. air operations in the PACOM area. The command had some 49,000 military personnel and more than18,000 civilians. A RED HORSE capability was but one of those squadrons in support of that mission.

Pacific Air Forces (PACAF) major operational units of which Thirteenth Air Force. Headquarters, Clark Air Base, Philippines having eight wings, one air division, one air base group and one combat support group under 13th Air Force command during the month and year of May 1974. Of the eight wings, the 56th Special Operations Wing was but one of those that RED HORSE would support in 1972-73. The history of NKP’s 56th SOW began before World War II, first activated January 15, 1941. Since that time it has been activated and deactivated several times but in April 1967 at Nakhon Phanom (NKP) as an Air Commando Wing of Pacific Air Forces. With the reassignment of MACV Headquarters, 7th Air Force out of Saigon, and the Republic of South Vietnam on February 12, 1973 to NKP, Detachment #5 was prior activated there to up-grade the living standards and provide for the bed down of the accompanying 7th Air Force personnel consisting of both civilian and additional military officers and enlisted members of the headquarters. Once again the 554th CESHR Squadron’s personnel would demonstrate and consistently display an unusual affinity for hard work, attention to detail, and superior planning and management of dispersed teams throughout Southeast Asia especially now within Thailand. A moving away locally of the support of the South Vietnamese Government from Saigon now to the Thailand bases.

Usually two officers and twenty-five or more enlisted personnel would deploy to a base having specific needs; a borrowing of manpower from the 400 man authorized strength of the Headquarters, 554th Squadron. NKP was now the priority for RED HORSE working against an imposed deadline for leaving out of Saigon by MACV. Detachment #5 realized that it would do what it took to met or exceed the demands placed upon the small workforce. The Noncommissioned officers and enlisted airman were selected for their ability to work as a team not by their rank. A Master Sergeant assigned to the Airfields Section was often seen with a rake or shovel in his hands working on landscaping the areas around completed senior officer quarters, both generals and admirals grade, just to add some momentum to expedite the projects. None of the team members would stand on ceremony when it came to getting the job accomplished-- it was something RED HORSE had always done since 1965. By demonstrating outstanding qualities of self-initiative, native ability, and resourcefulness this all aided immeasurably while dealing with complex and sensitive problems encountered almost daily in the performance of the duties assigned to each member of the team. Technicians and Shop supervisors were called upon to pick up their tools once again and help with the relocation of the American Embassy now moving into the NKP Air Base facilities also modifications would be necessary for such a movement. Getting it right the first time was a must so higher levels of expertise were employed since only military personnel could work on this significant endeavor. The transition from an often-special utilization NKP Air Base was now becoming a major operating location for the combined US military commands being stationed there.

The bed down of the accompanying forces required the erection of two modular dormitories used to house the 7th Air Force Staff personnel, and those being retrograde buildings coming out of Vietnam that were hastily dismantled, processed, and shipped to NKP, Thailand for further use and erection by RED HORSE. The construction process had remained the same but when the units were new fewer problems were encountered in the assembly phase. However, the load bearing supporting foundations, three long horizontally poured concrete foundations remained the very same in either case. The floors and side pop-in walls were warped and sometimes badly damaged, especially the latrine and shower units. Separating the good from the bad would allow time for making the necessary repairs as time allowed and constraints permitted while other construction continued. The massive forming of the trenches for the three long 36 inch deep footings and end wall ties took up most of the time and now looking back maybe trying an earthen concrete pour, and then only forming the top ten to twelve inches of the final exposed beams; of which acted as a bearing surface and for the attachment of anchor bolts may have been more appropriate since the soil at NKP Air Base was firm, stable, and could be trenched easily to the width and depth required. No matters, for both phases of the project were executed by the many other time saving techniques that allowed for meeting the completion deadline on the dormitories. Army General Creighton Abrams, MCAV Commander, stopped by the project to shake hands and announce his fullest appreciation for the speedy work being done and the quality of work being accomplished there. In addition, to the dormitory project other tasks and up grade improvements were being constructed.

A MACV Command Section, General Officer’s quarters and living area was also underway by the assigned RED HORSE personnel. Although, the self-contained trailer units required a supporting base they also required some interior modifications both electrically and structurally. Newer methods of interior finishing were utilized by using shipping crates made of teak plywood for a wainscot surface within the senior officer’s quarters those walls having damaged surfaces. When the rough material was sanded and having received a coat of varnish the teak grain improved the appearance of the finished product. It was a simple way of improvising the décor. Air conditioning was also installed on the outside pads of each senior officer’s individual living unit. RED HORSE work crews maintained a strict work schedule of completion on these base quarters on a pre-need schedule dependant upon the first out of Vietnam and first arrivals to NKP Air Base. This was accomplished to eliminate any inconvenience to the distinguish occupants. The workmanship, technical knowledge, and site management coupled with a wealth of experience proved repeatedly that superior craftsmen as well as outstanding supervisors were chosen to fulfill this important mission of the MACV relocation to Thailand. Overall, the entire project was a credit to those men selected to accomplish the tasking it was achieved only with careful planning for eliminating confusion and reducing to a minimum delays and indecisions only possible by personal initiative, versatility, motivation, and strong dedication to purpose. The finished housing site when viewed by those building the trailer park housing area was of it being an up-scale Family-camp park much like those on some of our Air Force Bases but also well maintained for the most senior of VIPs.

The NKP Air Base had been changed for the better since in the early days more Navy personnel were at Nakhon Phanom than Air Force. In the year of 1963, the Navy SEABEES built the base’s first runway and buildings but the United States Air Force would later improve upon that base in 1972 with our own Air Force heavy construction capabilities by having two squadrons the 555th and 554th CESHR deployed to Vietnam in early 1966, a mere three years had passed, and then other RED HORSE Squadrons would be formed solidly now in competition with the Navy and Army engineers. Now the men of the 554th CESHR Squadron were there now at NKP AB to welcome some of the Navy personnel back home as their most capable engineering equals.

From April 1973 to October 1974, Detachment 1, 554th Civil Engineering Squadron Heavy Repair located at Osan Air Base initially provided for the bed down of the advanced party of 13 personnel from Headquarters at U-Tapao RTAFB, in April 1973 beginning with the renovation of a flight line located facility to accommodate the assigned personnel. The facility when renovated would serve as the billeting for the 50 member enlisted personnel until they were housed within a more permanent barracks having two-man individual rooms in April 1976. The detachments FY-74 construction program began with working on the 51st Base Civil Engineering Squadron Complex; a completely different and newly designed area for replacing a much older 1950’s era Quonset hut buildings left over from the Korean War period. Within the compound RED HORSE would site locate a new 64-foot by 120-foot administrative building, a 50-foot by 200-foot PASCO type combined maintenance shops building, two 50-foot by 100- foot Butler type supply storage buildings, and a fenced in open bulk storage yard a total cost in excess of $350,000 dollars. Through this vast building effort, from November 1973 to October 1974, a total of 60,000 square feet of new office, maintenance, and storage space was realized at a funded cost of $600,000 dollars. Adjacent to the BCE compound was a newly constructed 50-foot by 100-foot PASCO type War Readiness Materials Warehouse (WRM) and also the temporary locations for a RED HORSE Administration building, Operations shops and Supply building. During this period a total placing, screeding and finishing of 22,680 square feet of concrete floor slabs. The shared compound with the BCE was part of the heavy equipment parking area for both types of vehicles assigned to the detachment.

A crew began working on a 64-foot by 120-foot Transportation Management Office building funded at $95,000 dollars and a 20-foot by 180- foot storage shed with the BCE Design Branch progressing with new designs for other plotted buildings located throughout Osan Air Base. The masonry and concrete crew had placed and finished the sum total of 1,500 cubic yards pf concrete and laid 2,000 CMU blocks to form, mechanical rooms, firewalls, office and latrine areas all during this period. In this capacity, the management began to realize a need for Korean Nationals to assist and advise on the $1,000,000 dollar major construction efforts soon to begin in Korea. To get our own shops building; we had to remove a total metal building from an Army Support Command, District Engineers Facilities compound located in Seoul, South Korea and truck it back to Osan for our erecting it to serve as a multi- shop combined specialist working area. The RED HORSE work crew during the dismantling phase performed those duties in a manner described only as being truly outstanding by completing the assignment within only eight hours time. By having the means and methods for the disassembly phase that impressed even the Army’s own engineers. Once back at Osan RED HORSE personnel hastily prepared the building foundation and pad then the erection phase began. Connecting the metal building to a wooden built in-place structure it would serve the detachment well throughout early 1973 to 1975. The detachment received additional military personnel and with additional people and equipment more projects could be supported.

Using both types of metal buildings, PASCO and Butler; also with a workforce of Korean employees RED HORSE took on the construction of several projects that would improve the quality of life for all assigned personnel to Osan Air Base, and would become the largest vertical square footage gains at Osan since the Korean War ended. RED HORSE would also be tasked to rebuild the Osan main gate entry point when an Army vehicle crashed into it. It was an opportunity for providing a different design for a building much more suitable for the new and improved Osan Air Base main gate. RED HORSE also developed local methods using oil fired heating furnaces, H-1 aircraft portable heaters, and PVC sheeting material used as tenting covers. Now we were capable of construction twelve months of the year instead of eight months. Without heat the masonry and concrete phase of outdoors construction would cease from the months of November until April. The work on the BCE Administrative and Maintenance complex would continue expediently as this became the focus of priority number one for the remainder of this period

In October 1975, most of the Headquarters’ staff and personnel had departed U-Tapao Air Base, Thailand and the Commander would be reassigned to Osan Air Base our total operation staged within the old #800 buildings area that once served as the Base Civil Engineering shops facilities. The move into the newer 51st BCE complex was completed and the older buildings would now become our next permanent Headquarters, 554th CESHR located at Osan Air Base, Korea. Detachment 1, 554th CESHR would then relocate to Kunsan Air Base, Korea. Work on the area #800 would begin as a priority but other structures would begin also and they were being designed for the use of a combination of masonry and steel preengineered metal buildings dismantled and removed now from Thailand. The effort for dismantling buildings within Thailand continued as Headquarters made the final move out of Southeast Asia but small work parties remained to retrograde assets both vertical, revetment, and runway A-M2 matting. On October 15, 1973, the detachment was tasked with the construction of a 50-foot by 100- foot PASCO building to be used as an Automotive Maintenance building at Taegu Air Base. Although, the facility was already under construction additional detachment personnel were required to fabricate and install a mechanical exhaust blower and ducting system. In addition, to manufacture a tire tube tester stand and modify the environmental heating system. Within as little as ten working days this facility was fully operational and the crew returned to Osan Air Base.

In January 1974, personnel erected a Multi-purpose Recreation Facility, of the Wonder Arch type, in the early stages of construction at Kwangju Air Base, Korea. This facility was the first ever erected in Korea. Some problems were due to a long outside storage of the package; parts were missing and items such as the hardwood flooring, for the handball and squash courts were warped or deteriorated needing repairs. Utilizing shared joint knowledge and other available resources were necessary to achieve outstanding results and a highly professional project upon completion in May 1974. Some other projects were started and supported like the Religious Educational Center, Base Education Center and the relocation of the RED HORSE temporary compound.

RED HORSE was rapidly approaching an advancing construction peak, however, due to the 1975-76 class rotation replacement gains of fully qualified and trained personnel were not arriving from stateside Base Civil Engineering Squadrons most had only minor maintenance skills. Therefore, the approved extensions of a small cadre of qualified senior NCO enlisted leaders were essential for the local training and management so the old timers were the most valuable of the squadron’s personnel assets. Most RED HORSE, Commanders recognized this but only one Commander didn’t get it but even so a few senior NCOs were able to acquire assignments back to Korea; in spite of the one Commander, and the others having the foresight for historically not changing out an entire class yearly. Having the methodology retained within cadre added insurance that someone or persons unknown would be there when adversity was encountered and would then advance an idea, or a mode and method for solving an equation when having some difficulty. Like the project for construction a facility funded at $31,000, a unique method of constructing a building over an existing Quonset hut Communications facility and then removing the older structure from within the newer one once it was erected, closed in, insulated, and with roof and sidewalls skinned. The method used was required due to the need for reducing the down time of a critical Korean Defense Communications asset. During the initial construction phases, until a final completion of the vertical structural facility, no down time was ever necessary as the crew even poured the expanded floor slab right up to the edge of the electrical service boards and gear attached to a remaining very small floor area left undisturbed. A remarkable achievement only possible through constant outstanding daily efforts and the leadership qualifications contributing factors in maintaining the quality standards expected from RED HORSE personnel.

The Detachment personnel had applied extensive job knowledge, experience, and managerial capabilities in such a manner as to reflect the most capable and viable RED HORSE spirit in support of the Korean Defense. Not only was this undertaken at Osan Air Base, but elsewhere like the construction project for Headquarters, 8th U.S. Army Garrison, located at Yongsan, Seoul, South Korea. This important RED HORSE project funded at $42,000 consisted of the construction, erection, and repair of a 30-foot by 120-foot PASCO preengineered metal building for use as a Department of Defense Dependent School Classroom facility. Due to the highly outstanding supervisory abilities and demonstrated astute job accomplishments the crew showed initiative and self-discipline it was always apparent from the beginning to the successful completion of the ninety-day construction period. Working with a strictly military crew, a total of sixteen personnel, this undertaking is but another example of the willingness to achieve highly successful results no matter the challenge, resources available or the conditions under which the tasks are performed. Added to that are the facts; it can be said also, no matter how high up the agency is when tasking RED HORSE expertise. In October 1975 personnel built a RED HORSE covered storage building funded at $67,000 dollars. Each project completed had an active supervisory role that contributed to the, wealth and depth, efforts for training needs of all crafts persons assigned to this unique Air Force Construction Team. Concrete crews personally assisted in placing, screeding and finishing 10,000 square feet of concrete floor slabs. Their work and skills were abundant as were the carpentry steel erection crews working on projects having the perfect training opportunities.

On January 5, 1976, with that date Air Force Orders established 554th Headquarters at Osan Air Base, Korea. RED HORSE personnel moved into Liberty Hall that year and off the flight line billeting that had served as a barracks up until that period. The construction and cost of a $295,000 dollar Osan Air Base Recreation Center, a 17,900 square foot building; appropriately called the Mustang Recreation Center, was underway also was the renovation of the 20,000 square foot Base Dinning Hall project. Through outstanding management, pre-planning, and direct supervision outstanding results were achieved on both projects. With the selection of a Project Manager construction of a funded cost of $48,000 dollars a 2,400 square foot Base Procurement Office and a funded $67,000 dollar 2,800 square foot Civilian Personnel Office buildings, and a Fire Training Facility began. Both buildings were constructed of cement masonry blocks, wooden trusses, and having corrugated asbestos roofing material. By using the employed and unique methods well developed to control the requirement for constant heating controls the laying of masonry unit blocks and pouring of the concrete floor slabs during sub-freezing weather was made possible using heaters and plastic covering. A Vehicle Operations building funded at $47,000 dollars was also begun with the foundation slab and footings poured using these same methods RED HORSE was making use of the many H-1 portable aircraft heaters from the Aircraft Ground Equipment Section. These four vertical construction projects were well funded in excess of $162,000 dollars. There were many future projects in the RED HORSE construction program having a total estimated cost in excess of $1,500,000 dollars. Approximately 1,000 cubic yards of concrete was used in the construction of numerous projects during the period. Extra labor and man-hours were necessary while cold weather construction continued especially to obtain an acceptable finished product. All personnel showed an outstanding attitude thoroughly understanding the necessity for the extra effort and that extra effort aided in accomplishing a viable construction program year around in Korea. The exterior painting and joint finishing of interior walls and ceilings by the paint shop for all completed and current projects were costing approximately $750,000 most of the retrograde metal buildings required extensive protective coatings and finished in specially applied paints. Newly installed wallboard required joint taping and sanding. Surfaces used inside on wooden wall framed offices and shop maintenance spaces required near perfection as workmanship was sought and demanded by upper management. Professional quality and quantity was achieved by working harder and longer for meeting deadlines. Construction of a 4,500 square foot building for a tenant organization flying the U-2 aircraft was worked on by a twelve-hour shift, seven days per week. The entire facility was renovated, painted, and occupied within ten calendar days.

Shop supervisors and work leaders mostly young Staff Sergeants and those below in rank resulted in making such an effort possible due to their outstanding combined joint efforts but this was the expected norm for the 554th RED HORSE enlisted personnel. A project manger is usually assigned to only one project, however, the more experienced mid-level managers are sometime asked to take responsibility for two $70,000 dollar projects, since they had demonstrated the capacity to manage the projects simultaneously achieving outstanding results on each. This takes a very mature person having a solid based responsible attitude rarely observed in most but not as unusual as it might seem. RED HORSE personnel were well trained by the time this event occurred and management expected more from the very special naturally high achievers.

But working in a shop, as a craftsman, or in an Administrative office they all contributed greatly to the completed picture of a highly functional organization. Others like the Cost Accountants and Operations Center also helped to keep, command and management alike, on the right tract and having a solid footing for cost expenditures so as not to exceed the project’s funded cost approvals set by PACAF, Headquarters, by the establishment of local cost procedures, and reporting monthly cost data first to Headquarters 554th CESHR and then to PACAF. Accurate cost summaries of all funded and unfounded cost were closely tracked for remaining strictly on target. Mandatory reporting was always rendered in a timely manner and was error free. Comprehensive and auditable ledgers were achieved through project initiatives and the development of local forms to summarize cost daily on each project. A resources manager could better tract his cost more frequently just by a daily glancing at the available local forms. Commended by the Headquarters, PACAF Civil Engineering Management Evaluation Team for establishing an excellent program. A necessary tool required for preventing or not exceeding the approved funded cost on each project. The Cost Accountants were the first line of defense to avoid a cost overrun and they did a superb and challenging job under pressure and sometimes delayed reporting of data but always being highly informed individuals capable of the increased responsibilities.

Sometimes some projects rise in importance and when called upon RED HORSE personnel would meet or exceed any challenge by providing the management and technical skills necessary to construct a Department of Defense Dependent School Classroom facility. This was yet another opportunity for RED HORSE to demonstrate versatility for accepting any and all construction project just because it was well known that the project could be and would be finished on time, within budget, and a quality product produced. The completed school facility was completed in time for a fall opening. Squadron members maintained high self-imposed standards for maintaining quality construction and demonstrated outstanding managerial abilities and leadership even from the young Airman and NCOs assigned to the squadron who could be totally relied upon to accomplish great responsibilities, under pressure, cost constraints, and manpower. All of these performed without daily direct supervision.

Project Manger for the renovation of the Osan Base Dinning Hall, consisting of a complete rehabilitation of the 40,000 square feet of floor space, dinning and kitchen areas were funded at $418,000. The project was necessary for maintaining acceptable Air Force Environmental and Dinning standards. The challenge was accepted willingly and through constant managerial alertness and technical knowledge this would expedited the completion of the single most important project since the feeding of the troops was essential to the morale and well being of all personnel assigned to Osan Air Base. By using efficient scheduling methods and uncanny approaches towards supply management remarkable results were achieved. A few of the problems encountered were in the supporting utilities systems that had to be repaired or replaced as discovery of the deteriorated conditions were made known but those could not have been planned for since they were hidden utilities within walls or floor slabs. However, the ability to schedule such additions to the total work necessary on the jobsite when such potential delays were encountered were resolved quickly and the construction was unparalleled in the manner in which it was managed and supported. The supply and material control sections effectively and efficiently procured local resources of available materials and supplies. Effective scheduling of manpower resources and capable leadership were shown while working towards an established deadline of July 1, 1976 the project was completed prior to that scheduled date.

The construction of the Canine’s Kennel was noteworthy due to freezing weather conditions and the scope of this project for an early completion date requested requiring many hours of additional off-duty time. In the month of December 19766, the crew worked in snow and freezing rains erecting a temporary building shell to protect the project so work could continue throughout the winter months so that the concrete footings and floor could be poured. By erecting this protective shell the project was completed far ahead of schedule. This was the technique of choice most used on all projects during the winter months in Korea. It was a natural and normal effort to keep all our workforces gainfully employed and to demonstrate a year-round capability of the, “HORSE,” to go anywhere and accomplish anything asked of the squadron. The structural concrete crew poured 285 cubic yards of concrete and steel toweled floor slabs to a uniform finish on the many structural projects during this period of construction.

On November 1976 to November 1977, a major effort was underway for the construction, erection, and repair of eleven modular dormitories erected at Osan Air Base. Eight of the buildings were joined together; a new technique developed by a Kunsan Air Base NCO in Detachment 1, 554th CESHR, to make four individual two-story dormitories consisting of 16,800 square feet of living areas, latrines, dayrooms and a laundry room. Each facility had forty-eight two men rooms providing a modern living environment for ninety-six enlisted personnel. Each new completed dormitory was outfitted with new and decorative furnishings, central heat and air conditioning system, and spacious dayrooms. The total project cost exceeded $2,000,000 dollars and provided for two single officer and one visiting officers’ dormitories, as well as the four airman dormitories. In the time specified, four of the facilities were completed with the three remaining buildings to be completed by December 31, 1977. Some of the very best people worked on this massive vertical structural construction effort and being a top priority the project received the required manpower, equipment and resources of both materials and supplies. As well, a competent daily management team maintained outstanding progression on the completed four of these dormitories with the remaining under various stages of completion reflecting the most capable and consistently professional results while exposed to adverse weather conditions, had limited manpower and sometimes experienced constant material delays. Although, those were factors to be managed, being always on the minds of each and every member within the squadron, in some ways each of them were playing a huge part also in the construction effort. Having the foresight to take precautions whenever required in doing so during the winter months to preclude job stoppages and to gain full utilization from the workforce, assignments held steady at fifty military and Korean Nationals with some additional special requirements backfilled when ever heavy equipment and an operator were necessary during the foundation footings and erection phases were underway. In addition, most of the personnel worked numerous overtime hours finishing concrete to achieve an acceptable end product and to ensure protection of the freshly poured concrete by providing a heating capability as has been further explained therein. One Project Manager of a project site was often seen working on his project even during the normal lunch periods taking the absolute minimum time off necessary for him to eat but also working very late into the night toweling concrete and even before a completed building was inspected for acceptance always doing a final clean-up and touch-up as required for maintaining a better finished product. This type of dedication was not an exception but was the rule since RED HORSE personnel of the 554th CESHR daily showed their own devotion to duty and it was well known to all involved in the program and to the Commanders of Osan Air Base and the 314th Air Division Commanding General. These visual acts and distinctive accomplishments and actions reflected self-motivation and organizational pride. The Project Mangers carried a tremendous workload upon their shoulders each of them charged with the responsibility for the workmanship, time accountability, resources management, and the scheduling of equipment; in the process had to utilize badly deteriorated modulux modules, bent frame sections having damaged roofs now each having been used within two other countries previously, i.e., Vietnam and Thailand assets, and finally in Korea. Expected to construct a quality livable facility to ease the critical housing shortage on Osan and Kunsan Air Bases. The challenges would be met and exceeded with the completion of an outstanding real property asset to the base occupants and the 51st COMPOSITE Wing and the 8th Tactical Fighter Wing. The completed dormitories met the scrutiny of base officials, PACAF Headquarters, the Chief of Staff, Air Force and Department of Defense their comments given were all highly favorable and received due to the combined efforts of all assigned personnel during the period. Again, as much effort was undertaken in all other assignments working simultaneously on other important RED HORSE projects.

From September 1977 through December 1977, a senior NCO was sent on temporary duty to Clark AB in the Philippines for the construction of a Cope Thunder project and to closeout the remaining RED HORSE project still in progress at the air base. Acting as Detachment #2, Superintendent, supervising 81 personnel in completing the last of the former projects at Clark Air Force Base, PI. These six remaining projects included the new Base Recreation Gymnasium, maintenance and repair of 8 Airman dormitories, alter automatic fire detection system, and the installation of a BAK 13 Aircraft Arresting Barrier. The assigned 33 military personnel came under RED HORSE management and supervisory control only on loan from the 3rd BCE Squadron. Included in the manning and remaining in tack was an Administrative section, Vehicle Maintenance section, Material Control, Planning section, Cost Accounting section, and the Operations Branch NCOICs. Essentially, it was like performing the duties of a Detachment Commander’s position for a limited duration. However, the two officers had been reassigned elsewhere, for overall supervisory control the team relied upon Headquarters, 554th CESHR, Operations Officer at Osan Air Base, Korea during this period. At the same time a designated project to alter the internal structure of Building 7285 and the construction of a new latrine facility for the Clark AB, “COPE THUNDER,” training building. This project upgraded the training operations facilities providing for an Administrative area, Operations Office, classrooms, and a briefing room. The project had a very short construction period of 90 days; it scheduled to begin between student Cope Thunder Exercise classes. By developing a construction plan broken-down in phases this enabled meeting the scheduled completion date. The project was only just designed upon arrival at the base so materials had to be estimated, ordered, and received before beginning any other work on the project. The project’s completion was one week prior to the next scheduled Cope Thunder Exercise in January 1978. 13th Air Force, Commander, Major General Poston, attended the ribbon cutting ceremony and he praised the newly completed facilities. The entire facility was totally renovated with the addition of a new latrine the facility now could better serve the Operations personnel, students, and the training capabilities of this important PACAF Aircraft Pilot training mission. All the remaining RED HORSE projects were subsequently finished, accepted, and those were turned over to the 3rd Base Civil Engineers as well all of the remaining enlisted personnel. Detachment #2 ceased operations effectively, on December 1977.

REPUBLIC OF KOREA
KUNSAN AIR BASE, KOREA
Detachment #1
554th CESHR Squadron

Written By: CMSgt Wayland Davis

From January 1978 to October 1980, Detachment 1, 554th Civil Engineering Squadron Heavy Repair located at Kunsan Air Base continually provided sustained superior performance and professional workmanship significantly contributing to the successful construction of twenty-one major projects having a total cost of $1.8 million dollars. The leadership and resourcefulness of the assigned personnel were instrumental in this Squadron being awarded three additional Air Force Outstanding Unit Awards yearly and its selection as the Best Civil Engineering Squadron in the Pacific Air Forces for 1978. The Squadron accomplished many great achievements on Kunsan Air Base as well as at Osan, Taegu, Sachon, Kwangju, and Kimhae Air Bases. The 554th CESHR Squadron personnel became recognized as the resident pre-engineered metal-building experts as they went about the task of selecting unassembled buildings, verifying serviceability and intended usages. Based on this unique capability and experience the leadership selected the men of the steel erection crews of those individual supervisors were given a task to erect specific projects as team chiefs or project managers. These individuals were appointed from the best having demonstrated their ability to communicate on a technical level with both employees of the military and of a foreign nationality earning their respect enabling the leaders to mold their crews into a cohesive team.

Working independently of the other Operations shops the crew’s primary responsibilities were to transport the building form a central storage site, accomplish corrosion control measures, inventory the building parts to ensure all components were available for erection, and procure the structural bolts necessary to assemble the structural members. Sometimes it became necessary to locally manufacture missing or deteriorated parts. The sheet metal specialists would in most cases provide them with those items. A completion of twenty-six retrograde preengineered metal buildings that were shipped from bases in Vietnam and Thailand in 1976. These buildings provided a total of 117,000 square feet of critically needed warehouse storage space, administrative and shop maintenance facilities, and munitions preload facilities for bases within Korea. The facilities improved the working and living environment of base personnel and increased the mission capabilities of the 8th Tactical Fighter Wing. Under the squadron’s outstanding direction these projects helped the Air Force realize a cost avoidance into the millions of dollars.

The Squadron’s heavy construction program and remarkable achievements were all highlighted by the fact that this construction was accomplished without a major industrial accident, even though each was performed under extremely hazardous conditions and adverse weather. Knowledgeable senior Noncommissioned Officers and Officers developed a training program used it Squadron-wide to train other newly assigned RED HORSE personnel before they were dispatched to Taegu Air Base and other places to assist the 554th CESHR, OLAA Officer In charge with projects such as the erection of a Telecommunications building (DSTE)—a facility critical to the base Communication Squadron’s use during Exercise Team Spirit 1980. The detachment working with a mostly inexperienced crew was trained in the metal building erection procedures and identification of the building components while the construction progressed on schedule. A member of the squadron and the most knowledgeable NCO was requested by the 314th Air Division Chief, Civil Engineer Division to supervise the construction by a local contractor of the Harvest Eagle warehouse at Sachon and Kimhae Air Bases, Korea. The Sergeant also assisted Headquarters’ PACAF in identifying structural retrograde assets located in the Philippines, and he processed those for shipment back to Korea for use in the construction of the Airman dormitories at Taegu Air Base. During the period covering the stated years the squadron’s performance and dedication of its personnel had clearly been directly responsible for improving the combat capability of combat forces in the Republic of Korea.

The Kunsan Air Base, Civil Engineer Maintenance shops was another project where the detachment personnel undertook a huge responsibility for constructing a large masonry structure but before doing so a 9,600 square foot lumber storage warehouse needed to be constructed. Mission requirements dictated that this facility be completed well before the completion of a Base Civil Engineer Maintenance shop, which was programmed to be constructed in the immediate vicinity of the existing storage facility. Because the location of the new maintenance shop would drastically reduce accessibility to the existing lumber storage requiring the using agency to transfer materials from the existing storage to the new area. Because of some excellent management in the harsh winter months, the warehouse was now scheduled to be completed four months before the completion of the maintenance shop. The Exterior Electrical Shop contributed vast and immeasurable contributions and made improvements in facility construction completed by the detachment including the design of an overhead primary electrical distribution system supporting a 500-man tent city constructed at Kunsan AB, ROK for a combined forces, “TEAM SPIRIT EXERCISE.” Another major effort was to design and relocate 800 feet of overhead electrical distribution system servicing the Base Civil Engineering compound, and supporting new facilities such as a Base Civil Engineering Electrical Shop, Covered Storage Building, and Open Storage Shed by rerouting of the primary cable and elimination of one overhead span of electrical distribution along with a decision for upgrading the remaining existing system saving three projects approximately $1,000 dollars in materials and labor. The in-house design ability relieved tasking on the design engineer so that the designers could continue working on a heavy backlog of project designs for other priority work. A technician was helping with the design workload.

Sometimes that was expected it would eliminate a slowdown in production of the detachment and would afterwards be designed as built. Capable Technicians would also recommend design changes for the installation of the direct burial electrical distribution cable supporting the $2.0 million, “COMMANDO LION,” project by recommending a more direct route for the cable feeding the site. The suggestion guaranteed that a shorter and more direct primary electrical cable route was designed saving 1000 feet of power cable and the labor resulting in a $1,500 cost avoidance. Such knowledge and attention to detail contributed significantly in the Operations Branch receiving an excellent rating by the PACAF Management Effectiveness Inspection Team in August 1980. Efficient and effective managers excelled in all assigned tasks within the Operations Branch especially the $451,200 dollar, “COMMANDO FALCON,” projects which the detachment’s overall success of constructing essential facilities in support of the arrival of the first F-16 Fighter Aircraft change out program for the 8th TFW to increase the combat capabilities of the tactical air forces throughout the Republic of Korea.

The efforts at Kwangju Air Base were some other examples of exhibited outstanding endeavors as the team through resourcefulness, technical expertise and professional competence, formulated and implemented procedures that significantly improved the effectiveness of the troops on temporary duty there with the construction of 4,554 linear feet of B-1 revetment for aircraft parking ramp space in 1977-78. Additional revetment projects were the Liquid Oxygen Plant, the Command Post and the Communications building; also pouring a concrete pad for a Housing Supply building. Through unique approaches an 18 percent savings were realized in the total cost plus early completion of the project receiving praise from the Base Commander at Kwangju AB and from the 8th Tactical Fighter Wing Commander for outstanding performance. Personnel were also tasked to monitor a Korean contractor for mixing and placing concrete base slabs for seven other revetment projects.

The Interior Electrical Shop from 1979-80 also displayed versatility, as superior job performance and outstanding supervisory skills resulted in vast and immeasurable contributions and improvements keep pace with the heavy tasking of the Operations Branch. The design and implementation use of a control circuit for a dust collector installed in the Structural Carpentry Shop was an in-house effort that far exceeded OSHA requirements. For example, OSHA required an interlock be installed in the dust collector control circuit that prevented operation of any saw without first starting the dust collector, this method had proven to be inconvenient for the worker and a wasting of man-hours because the worker had to first start and then stop the dust collector every time the saw was used. Due to the stated inconvenience of starting and stopping the equipment, the workers usually left the dust collector running even while the table saws were not being utilized, thus wasting electrical power and causing unnecessary wear on the collector. With a newer control circuit design it allowed all operators the convenience of starting and stopping both the saw and the collector simultaneously, however, if the dust collector failed to start, the saw would not function either because the two controlling circuits were also interlocked. Therefore, one could not function without the other. During the installation of the new system it was noted there was a problem with the electrical design and the existing power service to the equipment had been improperly installed, on the 40, 100, and 200 ampere feeders were all connected to just one 300 ampere fused main disconnect breaker switch. In doing so there was a potential for a fire hazard so three individual safety switches each having separate fuses corrected this problem.

Once again an interior electrical Technician would this time design and implement a plan for the distribution circuits for, “TEAM SPIRIT,” as the Operations Branch had also done in previous years at Korean bases. A major tasking getting underway was also the construction of a $580,000 dollar Bomb Pre-load Assembly and holding area for the 8th Tactical Fighter Wing. It was determined and verified by the exterior electrician that approximately 200 feet of existing overhead power lines and 100 feet of existing underground electrical service would not require any replacement wiring to accommodate two large air compressors; with having pertinent knowledge of the National Electrical Code on wiring in free air and service demand load requirements, there was no need to replace the existing service, thereby, saving an additional $3,000 dollars in materials and two weeks of labor.

In summary, as of January 1978 until October 1980, at Kunsan Air Base, Korea the Operations Branch had completed the following projects:

Completed 62 Operations and Maintenance Projects.
Completed 2 each P-341 projects (Bomb Preload Facility-Emergency Repair Project.
Completed 1 each Major Construction Project, “COMMANDO LION.”
Constructed 19 vertical construction projects.
Completed 38 Revetment projects (8 miles of revetment.)
Completed 1 Runway/Base Drainage project.
Completed 2 Structural Alterations projects
Completed 2 Maintenance/Repair projects
Completed annually Team Spirit Exercises.

Total funded/un-funded cost: $4,344,300 dollars worth of construction.

Honors: 554th CESHR received three Air Force Outstanding Unit Awards and selection the Best Civil Engineering Squadron in the Pacific Air Forces for the year of 1978. A selection for PACAF Civil Engineering Noncommissioned Officer in the year of 1976.

The 554th Civil Engineering Squadron Heavy Repair was constituted and activated on October 11, 1965. It was assigned to 13th Air Force and received its orders through the Deputy Chief of Staff/Civil Engineering, 13th Air Force, Clark Air Base, Republic of the Philippines. The year began and set the stage for project wrap up and phase down for Red Horse activities in Thailand. A team was deployed to NKP to dismantle modular dormitories and provide supervision for the retrieval for large quantities of AM-2 matting. With that success the squadron expedited the completion of those projects underway at U-Tapao while simultaneously canceling unneeded projects. As the Sept-Oct class change began command started shifting manning, building up the two 50 man detachments to approximately 100 men each. The shift of the heavy construction vehicle fleet began too as vehicles were shipped to Korea and the Philippines under the surveillance of our own guards and with retaining convoy control. Then a detachment was deployed to Kadena having vehicles for accomplishing foundation demolition, fencing, road construction and building a new fire training facility.

The Osan, Korea detachment accomplished a “first” when it deployed a team into an Army base at Yongsan, Seoul, South Korea to build a classroom building for the DOD school. The Kunsan detachment developed a new concept by abutting two modular dorms together to form a single structure, far superior for the winter climate of Korea. The Clark detachment performed unique projects in support of the satellite communications systems.

In December 1975, Headquarters, United States Air Force issued the Movement Order to move 554th headquarters to Osan, Korea and the final exodus from U-Tapao began. The headquarters was established at Osan, on January 5, 1976. Another significant series of “firsts” began on January 16, 1976 when a detachment was deployed by KC-135 an air force plane to Guam. This was the first time the 554th was put into action on US soil, and the first time a PACAF RED HORSE Unit provided mission support for a SAC air base.

April, 1976 was a milestone month for the squadron as it moved into a new dormitory at Osan, Korea, withdrew the successful detachment from Guam, temporarily deactivated the detachment at Kadena, initiated mobility/contingency training in Korea, and deployed a detachment to CCK, Taiwan. By mid- May 1976, Headquarters received word that PACAF had approved the conversion of the TDY detachment at Clark AB to a PCS detachment starting October 1, 1976. At the end of May the TDY team at U-Tapao, Thailand had completed it’s job of dismantling modular dorms and metal buildings and withdrew for that Southeast Asian country. These were the last RED HORSEMEN to depart Southeast Asia and a chapter in the 554th CESHR Squadron history was closed.

By June to the year ending 1976, the many pavement projects at Clark AB were finished prior to the rainy season, the new RED HORSE compounds at Osan and Kunsan air bases were well underway and the 554th CESHR was preparing for the $10.0 million construction program ahead. The dedicated professional men that carried on with the CAN DO-WILL DO traditions and legends of the RED HORSE spirit made this list of outstanding accomplishments possible. You can be proud of your tour with serving the HORSE. 554th CESHR, Joe G. Winslow, Colonel, USAF, Commander.

With the establishment of the 554th CESHR Squadron at Osan Air Base in 1976 it was reassigned to Pacific Air Forces (PACAF) and received its orders through the Deputy Chief of Staff/ Engineering and Services, Pacific Air Forces. A majority of the squadron personnel were stationed at the home base at Osan. A PCS detachment was in operation at Kunsan Air Base, Korea but the Clark AB, 554th detachment had been phased out in December 1977. During the year ending, Headquarters had deployed TDY teams again to Kadena Air Base, Okinawa, Japan and in Korea at Taegu Air Base, Kwang-Ju Air Base, Saechon ROK Air Force Base, Kim-Hae Air Force Base, Suwon ROK Air Base, and Kooni Range. The expanded mission of the 554th CESHR was to provide a combat engineer element to the tactical forces in the field by providing a rapid response capability within the US Air Force to augment base civil engineering forces in the event of heavy bomb damage or disaster; for accomplishing major repairs and to provide expeditionary airfields and austere cantonment facilities to support the initial air operations; and to upgrade and expand those facilities into a sustaining posture on a priority basis to insure continuity or air operations in accordance with the tasks assigned by the Deputy Chief of Staff/Civil Engineering and Services, Pacific Air Forces. The 554th CESHR Squadron during this latter period, 92 projects were completed with a funded cost of $7, 061,200 and a total estimated cost of $9, 858,300. This feat represents the highest level of construction ever attained by a RED HORSE unit. The men who were assigned to the HORSE doing the year have every right to be proud of their accomplishments. When leaving Korea, look around you and notice all of the changes that have been made to Osan and Kunsan air bases and other bases in Korea as well as throughout PACAF, and take pride in the fact that you made most of these changes. 554th CESHR, Arthur J. Hartmann, Colonel, USAF, Commander.

The 554th CESHR Squadron’s construction program was continuing on with more major tasking by PACAF. A major project to construct a quick turn facility at Osan was started during the July-October 1978 period. This P-341 project required 7,000 cubic yards of concrete and provides more than four and a half acres of aircraft apron and one half mile of revetments. Significant progress was made on the WRM supply warehouse at Osan and the bomb pre-load facility at Kunsan. The WRM facility makes available an acre of covered storage. This building, the largest erected by RED HORSE in Korea, had a 100-foot clear span. Operation Location (OL) AA was established at Taegu Air Base with First Lieutenant James T. Ryburn as the commander. During October 1978 the OL began construction of a $1,167,000 dormitory project that will provide living space for 196 airmen. In addition to project construction, the squadron accomplished extensive planning for the joint United States-Korean Armed Forces Exercise-Team Spirit 1979. Site surveys and tent city layouts were developed for each site location. The HORSE threw its ‘hardhat in the corral’ for the Robert H. Curtin Award and was selected as the Civil Engineering Squadron of the year in 1978 for Pacific Air Forces. Highlights of the year’s activities included: completion of 84 projects at six locations; management of a $7,281,700 in-house construction program; batching, hauling, and placing 15,000 cubic yards of concrete; erection of over 9 miles of revetment. The men who were assigned to the HORSE this year have every right to be proud of their accomplishments also. 554th CESHR, Commander, Thomas E. Colvin, Colonel, USAF.

554th CESHR, RED HORSE continued being the major Air Force construction engineers for the Pacific Air Forces Command setting a pace that would become hard for the others to follow. During the year the squadron still had deployed contingents in various locations in Korea, including now Chonju, ROK Air Force Base. A team of approximately 30 personnel was sent to Wake Island to do structural repair work. Work was also continuing on the final phases of the Kunsan AB, Bomb Pre-load Facilities and the Osan AB, quick turn-around airfield apron made of 12-inch concrete, and working 10 hours a day, seven days a week for eight months. Under extremely short notice RED HORSE built four helicopter landing pads near the DMZ for President Carter’s visit in 1979. The 554th including it’s detachment at Kunsan and Taegu was involved with constructing two off-base “LORAN” communications sites, for project “COMMANDO LION,” an addition to the Osan Hospital, a major repair project at Wake Island’s electrical power generation plant, and the Osan AB, new commissary which will cover two acres of floor space with an expected completion date of November 1981. DOD and SATAF would also task the Kunsan detachment for project “COMMANDO FALCON,” the conversion to the F-16 aircraft program within the 8th Tactical Fighter Wing, and the Home of the Wolf pack. Seeking to continue the winning tradition RED HORSE people will continue demonstrating a kind of ‘mission impossible’ capability and all of you assigned to the unit this year should be as proud of your achievements. 554th CESHR, Commander, William R. Sims, Colonel, USAF.

AFOU Awards: 7 with the ‘V’ device for service during the conflict in Vietnam, beginning with the Air Force Charter year in 1965.

AFOU AWARDS: 4 each approved awards from 1973 thru 1979, the last one for the 11th award in a number of AFOU Awards covering the period from July 1, 1978 thru June 30, 1979 this military decoration awarded the AFOU Ribbon to the unit for the 11th time in 14 years of service to the United States Air Force.

Selected as the Robert H. Curtin Award as the Civil Engineering Squadron of the Year for 1978.

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