George Washington (CVN 73) - Naval Cruise Book

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Twelve levels above, on the bridge. CAPT Sprigg was in constant communication with all locations of the ship. “I got reports of flames sighted on the aft starboard sponson. Sprigg said. “Flames could be seen rising up on the outside of the ship.” CAPT Sprigg. having asccr- This crew performed better than any I’ve seen. They listened to their chain of command and did what was needed to be done. I’m proud of the entire crew. They really came through in a bad situation.” CAPT Robert G. Sprigg tained that the situation was too great for the at-sea fire party alone, ordered the ship to general quarters. “There arc a lot of berthing areas in that area and at that time of night there are going to be Sailors in those areas,” CAPT Sprigg said. “We went to general quarters in order to get those guys out of the area and put them in a position to help fight the fire if the need came up.” When that word was passed, the entire tone of the ship changed. Progressive word of smoke and fire, giving way to general quarters, was call for alarm. The crew, sensing something was wrong, scrambled to general quarters quickly, but quieter than normal. If word was to be passed, they wanted to hear it. In the skies above, all in-bound aircraft were diverted to shore stations in Italy. Although GW could have recovered these aircraft if required, the men whose normal job is to safely recover them were fighting the fire from above as they aimed fire hoses over the starboard side of the ship. Additionally, all aircraft spotted Continued on next page Underway 109

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The FIRE July 1 1 , 1 994 Day 53 If the measure of one's character is the ability to respond to adversity, the crews of USS George Washington (CVN 73) and Carrier Air Wing Seven had every reason to be proud of themselves the night of July 11. As CAPT Sprigg would later note, that night proved George Washington had many heroes among the crew: “Far too many to count, far t(H many to recognize. Nothing sends a chill down the spine of even the most experienced seaman as three short words ... fire at sea. The crew, on station in the Adriatic Sea in support of Operation Deny Flight over Bosnia, faced a potentially devastating blaze on July 11. Word was initially passed reporting smoke in the laundry, and the at-sea fire party responded in their usual quick and efficient style. Taps had sounded and many of the crew were going about their 108 Underway evening rituals of showering or reading as they prepared for a well-deserved night’s rest. Other crew members were involved in the business of a forward-deployed aircraft carrier — flight operations. Still others were up and about watching television or working at their jobs. Word of smoke in the laundry was passed over the 1 -MC and the crew's response was not initially one of great alarm. Shortly thereafter, thick black smoke was filling the laundry as the ship's firefighters converged on the space. It quickly became apparent that they were facing something more than a small fire in one of the ship's 12 industrial-sized clothes dryers. The smoke was black. That meant trouble, and the fire party knew it. When word was passed that there was black smoke in there. I knew something out of the ordinary was going on, CDR Brad Mason, the ship’s former chief engineer said. Once we investigated, we knew three things: there was a fire, it was a fuel fire, and it wasn’t in the laundry ... we really didn't know where it was. The smoke was being pumped into the space through the ship's ventilation system. Quick action by the fire party at that point would later be hailed as vital to the fire fighting effort. Shutting down the ventilation was more than vital... it was lifesaving. Mason said. “We could then set about finding the source. As Sailors donned their OB As and painstakingly searched for the fire. Mason had made his way to damage control central. From there he monitored the entire ship using various communication devices, including television, telephones and walkic talkies. i

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aft on the flight deck were moved forward to avoid the flames from reaching them, which would have made a bad situation even worse. The “smash and crash” crew, as well as everyone else on the flight deck, responded in textbook fashion. Minutes after smoke was reported, all aircraft were out of danger. LCDR Tom Reed, the ship's maintenance manager, credited the crew with stopping a disaster before it got out of hand. Their ability to isolate the fire saved lives. The fire party can’t fight a fire of that size without relief.” Reed explained. We had four teams going at once. It was a hell of an effort by the at-sea fire party, the crew and the airwing. That fire could have done much more damage.” LCDR Mike Waters, the ship’s legal officer, was the repair locker officer for Repair 7A. the locker closest to the fire. He concurred with Reed’s assessment of the crew’s actions, saying: “My guys performed perfectly...It felt like a drill, not an actual fire. I smelled smoke 40 frames forward but the actual fire was confined to a relatively small area in the rear of the ship. Crews were deployed above and to the side of the fire. ‘That meant we kind of cornered it and worked on putting it out.. not giving it the chance to spread.” Waters added. The senior enlisted damage control expert aboard George Washington. DCCM(SW) Edgar Burris, has been called a training zealot by the men who work for him. Burris credited training as the number one reason the quick response and efficient performance by his teams was possible, but added that another factor was just as important. We were extremely lucky,” Burris admitted. The location of the fire, the time of night, the quick response ... all these things were in our favor. he said. “I don’t want anyone to get complacent. Yes, we did a good job, but every fire is different. And. the next one they face, here or at their next command, will be different. They now have the knowledge that they can fight a tough fire and come out on top. As members of the at sea fire party. DC3 Jeff Baptista and DCFN Craig Gundersen were two of the first men on the scene. I knew that everything I’d trained for during the last three years would come down to that night, Baptista said. We worked together with the entire crew...I’m proud of all of us. Gundersen believes communication was one of the things that allowed everyone to work as a team. Once things got rolling, there Continued on page 112 110 Underway