UNITED STATES ARMY 

ENGINEER CENTER 

AND FORT BELVOIR, VA 

COMMANDERICOMMANDANT 

Maj. Gen. Max W. Noah 

DEPUTY COMMANDANT 

Col. Alvin G. Rowe 

CHIEF OF STAFFIDEPUTY 

INSTALLATION COMMANDER 

Col. David 0.Cooksey 

COMMAND SERGEANT MAJOR 

CSM Marvin L. Knowles 

DIRECTORATES 

DIRECTORATE OF ENGINEER 

FORCE MANAGEMENT 

Lt. Col. Charles S. Nichols 

DIRECTORATE OF COMBAT 

DEVELOPMENTS 

Col. Phillip R. Hoge 

DIRECTORATE OF TRAINING 


DEVELOPMENTS 


Col. John W. Devens 

DIRECTORATE OF TRAINING AND 


DOCTRINE 


Col. Stanley R. Johnson 

UNITS 

ENGINEER CENTER BRIGADE 

Col. Robert A. Dey 

ENGINEER TRAINING BRIGADE 

Col. Peter J. Groh 

PUBLIC AFFAIRS OFFICER 

Maj. James E. Kiley, Jr. 

EDITOR 

John Florence 

ASSISTANT EDITOR 

Sp5 N.P. Lang 

COVER ILLUSTRATION 

Sp5 Wayne Jones 

Editor's Notes 


Our cover story on page 14 begins with an allusion 

to the difficulty in accurately defining terrorism. 

Fleeting as that description may be, terrorist incidents have become a fact of life (and death) in many 

areas of the world. As international terrorist activities 

directed against the United States increase, so does 

the Army's involvement in combating the threat. U.S. 

Arm.y Oueruiew FY82 carries a "Spectrum of Conflict" 

curve showing a dead heat between terrorism and unconventional warfare as the most likely type of future 

conflict involving the Army. That's worth noting, So 

are the lecture comments of Rudolph Levy who warns 

that one of the greatest dangers facing the Army during its growing involvement in combating terrorism 

is, in fact, understanding the threat. (Levy's review of 

The Terror Network appears on page 18).We hope our 

feature on terrorism provides you useful information 

on this complex topic. 

As your new editor, I begin my tenure bearing the 

proverbial good news and bad news. The positive first: 

Sp5 Nancy Lang, who did a superb job in singlehandedly putting out the Spring and Summer '81 ENGINEER, will remain on the staff. Nancy's dedication 

and many talents are a boon to all of us. The DA Periodicals Review Board supplied the bad news: significant reductions to an already threadbare ENGINEER 

budget. The board admonished that further cuts at DA 

level means they "may have to discontinue such jo 

nals" Ls ENGINEER. 

Somewhat in this issue and particularly in those 

lowing, you will see us economizing-fewer pages, 

color and possibly a move to a cheaper, uncoated , . per. 

I look forward to meeting many of you in the coming 

months and to receiving your comments, criticisms 

and, most importantly, to your continued support with 

the timely, informative articles that have marked ENGINEER as an outstanding branch journal. 
VOLUME 11 WINTER 1981-82 NUMBER 3 

FEATURES 

8 Building A Homemade Training Mine 

by Lt. Col. Richard L. Zeltner 

9 Civilian Schooling for Army Officers 

by Majors Wa.yne Sharp & Phillip Richey 

12 A Better Mousetrap 

by Lt. Col. L.G. Ailinger & Capt. Donald Whitten 

14 TERRORISM: The Philosophy. The Strategy. 

by Capt. Tom Adams 

19 ECTC 81 

20 Effective Performance Counseling 

by Chaplain (Maj.) Wayne 0.Smith 

23 ~acilitiesComponent Management 

by James G. Winter 

28 Engineer Officer Career Management 

Lt. Col. C. H. Dunn Jr. 

DEPARTMENTS 

2 CLEAR THE WAY 22 ENGINEER I'ROHI.EMS 

1 NEWS & NOTES 27 ENGINEER SOLUTIONS 

18 BOOK REVIEW 32 CAREER NOTES 

ENGINEER i s a n authorized publication of the US Army Engineer Center and Fort Belvair, Va. Unless specifically stated, material 

appaarlnF herem" does nor neeeasarlly renecl off.clai polmcy, th~nk~ng or endorsement by any np.ency of the US Army A.1 ph<.tll-

~raphscontanned here," are orflclai 11s Army photoeraphs unleaa otherwzss credlted Use of fund8 for prlntlnp thlp publlrauon wa* 

aoorcwed bv Headauartara. Deoartment of the Armv. Julv 22. 1881 Mater~alherem mav be rn~rintedif credrt r~ mven to ENGINEER and ihe author ENGINEER OBJECTIVES a& to Govide a forum for the exchange of ideas, to inform and motivate. and to 

promote the professional development of all members of the Army engineer family. DIRECT CORRESPONDENCE with ENGINEER 

is authorized and encouraged. Inquiries. letters to the editor, manuscripts photographs and general correspondence should be sent 

to: Editor. ENGINEER Marazine. US Armv En~ineerCenter. Fort Belvoir. Va. 22080. TeleDhane Autovon 354-3082. If a return of 

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R THE WAY 

by Maj. Gen. Max W. Noah 

The Engineer Mission 

From time to time, we Army 

engineers must reflect on our 

basic reason for existence so as 

to better focus our efforts in 

concepts, doctrine, training and 

materiel. Further, we need to 

pay attention not only to what 

we contribute to the Army mission, but also how we contribute. We need to look closely at 

both the substance and spirit of 

this-our DOCTRINE. 

What? The U.S. Army Corps 

of Engineers is a combat arm. 

One way to express our mission 

is, we work on modifying the 

terrain, facilities and environment in which we fight, work 

and live-all efforts toward the 

ultimate goal of enabling the 

Army to win in battle. Functionally, we concentrate on battlefield arenas which deal with 

enhancing friendly mobility, 

countering enemy mobility, providing physical protection, constructing and maintaining all 

types of facilities and providing 

topographic analysis and information. These functions entail a 

wide spectrum of tasks in support of the maneuver units, the 

fire support elements or the logistical commands. Finally, 

when we are needed more in the 

firefight than we are in 

pursuing engineer tasks, we 

join the maneuver elements in 

the up front battle fighting as 

infantry. 

How? The manner in which 

we provide engineer support is 

critical to mission success, and 

it is here that we often need to 

concentrate our efforts. We always strive to provide high 

quality support. To do this requires skill, knowledge and understanding in two distinct 

areas-first, knowing what the 

commander wants, and second, 

knowing the technology and 

operational techiques of getting 

the job done. 

The first area, determining 

needs and desires, is probably 

more of an art than a science. 

Success in this depends upon a 

myriad of factors, such as type 

of unit, type of mission, personalities, time, etc. In most cases, 

success is enhanced by longterm, close relationships between the engineer and his supported commander. The 

commander's style, likes, dislikes and needs are best learned 

at close hand. For this reason 

we habitually assign an engineer on the staff of the commander, to plan, coordinate and 

direct the engineer tasks in battle. He should do that in a deliberate, aggressive manner and 

not wait for someone to tell him 

what to do. Further, we normally "double hat" the assigned engineer to serve as both the staff 

engineer and commander of the 

organic engineer unit, e.g., at 

division, corps, etc. At maneuver brigade level, we are currently evaluating how we will 

provide a reasonable engineer 

planning and directing capability, taking into account that the 

engineer company commander 

normally supporting the brigade usually has enough to do 

running company operations 

without having to tack on brigade engineer planning functions. 

Because of the factors discussed in the preceding paragraph, it should be the rare exception, rather than the rule, 

that assigned unit engineers 

are replaced because of attachment or "OPCON" of another 

engineer unit to the parent 

unit. This issue most often 

comes into play when an engineer unit with a commander 

senior to that of the assigned 

unit engineer is attached or 

OPCON to the parent unit (e.g., 

an engineer group attached to a 

division which has its assigned 

engineer battalion commander 

as unit engineer). The question 

arises as to who should be making the engineer decisions. I answer that by simply pointing 

out that engineer units attached or in OPCON to a unit 

such as a division, are under the 

control of the division commander and take directions 

from him. It may be that instructions actually come from 

the assigned unit engineer, but 

they are in the name of the 

higher commander. In this regard, I must call attention to 

the "solution" to the Military 

Engineer Problem cited on 

page 31 of the Summer 1981 

ENGINEER. The method cited 
there is not one which 

maximizes the effectiveness of 

an already sound relationship 

between a unit commander and 

his assigned unit engineer. (A 

more detailed discussion of that 

problem is on page 6 of this issue.) 

The second element to be emphasized in performing the engineer mission is, put simply, 

the ability to do a quality engineering job. By the nature of 

their work, engineers normally 

have to be physically present at 

the site of action in the battle. 

This means the combat engineer supporting an engaged maneuver company or battalion 

must perform his task alongside 

the maneuver elements in the 

beat of battle. This is the primary reason we are a combat 

arm. This closeness to the maneuver unit and the critical necessity of immediate response is 

also the reason we must pay 

close attention to the unit commander we support-again, the 

rationale is as in the previous 

paragraph. We must plan and 

execute engineer functions at 

every level of operation. We are 

a combined arms team member 

and the success of the team, the 

success of our effort, must produce success in the battle. 

The future. The chain-ofthought I have tried to create 

must he the center of our approach to the future, especially 

in combat engineering. It provides the basis for our equipment to he faster and more 

survivable in order to equal the 

supported force. It requires us 

to be more responsive to units 

in the M-CM-S functions. It is 

this thought pattern we will use 

at the Engineer School as we 

start our Mission Area Analysis 

on the DA functional area of 

"Combat Support, Engineering 

and Mine Warfare." We have 

used it in the new Engineer 

Combat Operations, FM 5100, 

copies of which will soon be out 

for your coordination comments. 

I recently had a splendid visit 

to the Canadian Forces Engineer School at Chilliwack. 

Their engineer symbol holds the 

word "Ubique" which means 

"Everywhere." The presence of 

the engineer on the battlefield, 

physical and otherwise, needs to 

he everywhere. Each of us needs 

to ensure that, when called, we 

can responsively 

"Clear the Way" 

Noah 

Engineer 

Who's Who at Fort Belvoir- 


A partial list of Engineer School 

personnel and departments 

Systems Evaluation, Capt. W.R. 

Sanderson, Jr., 

AV 354-2287 

Organization and Force Design, Col. D. 

York, 

AV 354-3826 

Extension Training, Capt. G. Sack, 

AV 354-3268 

CMF 12 and MOS 12B, Capt. (PI G. 

Cushman, 

AV 354-3632 

MOS, 12C, Capt. J. Ross, 

AV 354-2684 

MOS 12E, 1 Lt. T. Gregg, 

AV 354-2684 

MOS 12F, Capt. H. Mayorga, 

AV 354-2684 

CMF 51, Maj. W. Peters, 

AV 354-3112 

CMF 81, Mr. D. Uber, 

AV 354-1831 

Academic Records, Mrs. J. Stone, 

AV 354-2011 

EOBC Training, Capt. J.W. Wessel, 

AV 354-2477 

Communicative Arts, Capt. D. Barthle, 

AV 354-3993 

Roads and Airfields, Maj. G. Cajigal, AV 354-2527 

Bridging, Maj. J.R. Van Zee, 

AV 354-5981 

Structures and Utilities, Capt. R. Inouye, AV 354-3806 

USE ENGINEER HOTLINE FOR 

HELP WITH MOST 

ENGINEERING PROBLEMS, 

AV 354-3646 
--- 

News & Notes 


Reorganization planned 

Plans for reorganizing var- 


ious civil works activities due to 


budget and mamower cutbacks 


inchde converting the New 


England division to a district, 


Chief of Engineers Lt. Gen. Jo- 


seph K. Bratton reports. 


No Corps field offices will be 


closed, but the reorganization 


includes personnel reductions at 


all Corps activities, streamlin- 


ing districts, centralizing 


administrative and accounting 


functions, reducing services at 


lock structures, reducing or 


eliminating some recreation ac- 


tivities and further reducing 


the Corps' dredging fleet. 


The Corps will continue its 1 mobilization mission, keeping 1 1 1 

most engineering, con~tru~tion New sand-grid roadway for desert or beach and other technical ~~ skills ~. available and well prepared. Engi- A new roadway system de- confinement system supported 

neers will also continue to signed by the Army Engineer tandem-axle truck loads of 

provide water resource manage- Waterways Experiment Station 53,000 pounds for 10,000 passes 

ment, and to perform design (WES), Vicksburg, Miss., uses a with only slight rutting. In 

and construction for the Army, gridded, sand confinement sys- unconfined sand, the same 

Air Force and other federal tem to solve the problem of truck made only 10 passes beagencies. moving heavy vehicles across fore becoming bogged down in 

the desert and beach. 11-inch ruts. 

Water to Quartermasters Researchers discovered that a Originally, the system was 

layer of aluminum grid cells designed with honeycomb~type 

Engineer proponency for field filled with sand and topped by a aluminum grids, but now thinwater purification and distribu- sprayed-on coat of emulsified ner, lighter plastic is being 

tion is being transferred to the evaluated, Trial sections of the 

Quartermaster Corps, with En- 	 asphalt creates a stable road- sand-grids have been included 

way. gineers retaining responsibility 	 in United Nations road buildine - i for water source detection and During tests, the sand-grid projects in Africa. 

facility support. 

TOEs released in April 1981 Army buys more detectors 

show that division level engi- A $7.3 million contract calling for retrofitting 

neer battalions and companies 9,500 existing mine detectors and buying 1,461 

supporting separate brigades new units is part of a program to retrofit the 

and regiments no longer main- Army's entire inventory of ANIPRS-7 mine detain water purification sections. tectors. 


TOEs for units above division The man-portable unit, which worked well in 


level are scheduled for release the relatively moist soils of Europe and the 


in 1982, with MTOEs to be im- United States, had a very low response to non- 


plemented later by MACOMs. metallic mines when tested in desert environ- 


Engineer concepts and doc- ments like the Suez Canal region. A new, more 


trine favor making the adjust- effective mine detector looks the same as the 


ment as soon as mission and re- original unit but has new electronics and new 


sources permit. battery for greater reliability in dry soils. 

Knowles named Belvoir CSM 

CSM Marvin L. Knowles has assumed duties as 

Engineer Center and Fort Belvoir command sergeant major following the retirement of CSM 

Frederick J. Eisenbart. 

A 27-year Army veteran, Knowles came to Fort 

Belvoir from Aberdeen Proving Ground, Md., 

where he was post sergeant major. 

A graduate of the Sergeants Major Academy, 

Knowles has also sewed in Korea, Vietnam and 

four tours in Germany. His decorations include 

the Meritorious Service Medal, Army 

Commendation Medal with three oak leaf clusters and the Humanitarian Service Medal. 

Assistant ENGINEER editor Sp5 Nancy P. 

Lang has won second place in the Published Editorials division of the Army-wide 1981 Keith L. 

Ware competition for journalism excellence. 

Lang, who served as interim-editor of ENGINEER from January to September 1981, wrote 

the editorials for Fort Belvoir's CASTLE newspaper. Competition winners are selected by a panel 

of military and civilian journalists. 

Airborne 

1 (photos by Marcus T. Castr 

. . 

News & Notes 


652d Engineers win championship 

Reservists of the 652d Engineer Company 

(Float Bridge), Ellsworth, Wis., captured first 

place in the 416th Engineer Command's third annual M4T6 tactical rafting competition for active, 

reserve and National Guard units. 

Claiming their third straight victory in the 

competition, 652d engineers constructed a 55-foot 

long, 44-foot wide tactical raft across Squaw 

Lake, Fort McCoy, Wis., in 55:47 minutesnearly 12 minutes faster than last year. 

The competition emphasized construction 

speed, with one-minute penalty points incurred 

for safety errors like failure to wear gloves or life 

jackets, for running or for throwing tools. Penalty 

voints were also assessed for construction errors. 

Other competing units included Company A, 

397th Engineer Battalion (USAR), Ladysmith, 

Wis., (second place); and Company A, 224th Engineer Battalion, Iowa National Guard (third 

place). 

Plans call for the Missouri National Guard's 

35th Engineer Brigade to host the competition 

next year at Fort Leonard Wood, Mo. 

_\ -

%. 

,. .. 

, ..$..:p& 
 .. - ,,.- .rne 62d Airborne's 307th Engineer Battalion , . . .: show their demolition skills at McRidge 

" , p --:" % : Range during Engineer Week. 
fl~ews& Notes 


Combat Engineer Game 

The final coordination draft of 

the Engineer School's new 

"Combat Engineer Game" is being tested by nearly 900 units 

with the final, improved version 

available through local training 

and audiovisual support centers 

during fourth quarter FY 82. 

The game, for two-to-six players in MOS 12B or 12C, involves organizing men and 

equipment, locating the proper 

start point using grid coordinates and choosing the best 

route to the assigned release 

point. Players then complete , ,

various missions, moving their '< 


men and equipment by correctly 


answering general military 


questions. 


Engineer Problem correction 


Readers noted that the solution to the Summer 1981 

Military Engineer Problem was inconsistent with accepted engineer doctrine. There are, indeed, compelling reasons not to accept the published solution, and we apologize for the error. The original problem and solution is 

reprinted on page 7 for reference. 

The first discrepancy concerns the role of the assistant 

division engineer. Since task organization is a function of 

command, the division commander makes all decisions 

on the allocation of forces within the division task organization. Certainly the staff will assist him, hut the implication in our problem that the assistant division engineer 

alone decides the allocation of engineer forces is incorrect. 

A second point concerns the brigade engineer who 

should he the commander of the normally associated engineer company. To be effective, the hrigade engineer 

must be knowledgeable of the brigade and its operations. 

From the other perspective, the brigade commander 

needs and engineer whom he knows, can trust, and who 

will serve him loyally. It is vev unlikely that a corps engineer unif commander can become an effective brigade 

engineer for an operation of short duration. Therefore, 

the designated brigade engineer should always come from 

the divisional engineer battalion, The solution for the 1st 

and 2nd brigade violates this principal and would hinder 

effective and responsive engineer support. However, 

when a non-divisional battalion is attached to a maneuver 

brigade, the battalion commander and his staff became 

valuable assets to the brigade commander. The hrigade 

commander will look to this senior engineer office for advice and assistance in developing and executing the engineer plan for support. However, because of the finite association between the non-divisional battalion and the 

brigade, the designated brigade engineer must remain the 

normally associated company commander. 
Summer Engineer Problem 

The 52d Infantry Division (Mechanized) must defend a 

portion of the I1 Corps defensive sector. The G-3 has analyzed 

the threat itrd establirlted Brigade sectors. 

2d Rrigade is given the nsl.rowest sector, astt.ide the cnemy's 

prohahle main itvenue of approach. A supporting attack is expected in 3d Brigade's sector. 1st Brigade's arra has restrictive 

tevrain and a major attack there ic unlikely. 

As the Assistant Ilivision Engineer (ADEI, you hare completed an estirnatr of the rrquired engineer effort. The divisional rusering forcr requires four enginem companies, 2d Brigade 

requires thrre rumpanier, 3d Brigade requi1.e~two companies, 

and 1st Brigade requires one company, as itlrlirated below. 

Since 12 companies of engineer effort are required, the division has requestrd and received the support of two corps cot~lhat battalions. 

Acting as ?\DE, task/o~.ganizethe divisional engineer hnttalion (mechanized) and the two corps combat battalions rithin 

the division area. In developing your solution you huuld consider: 

The CommandISnpport (CIS) relationship of the Engineer 

Corps Combat Battalions to the 52d Division. 

The CIS relationship of any engineer companies sent forward to work in the Brigade areas. 

The utilization of the mechanized divisional engineers in 

conjunction with the less mobile corps engineers. 

Who is to be the Brigade engineer far each brigade area 

and who will direct the engineer effort in the covering force 

area? 

REQUIREMENTS 

1st Brigade 2d Brigade 

1company . . 3 companies

Cover Force Division Control 

4 companies 52d Engr Bn 

500th Engr Cbt Bn 

502d Engr Cbt Bn 

3d Brigade 

2 companies 

The incorrect solution 

There are many possible solutions to this problem, depending on the tactical situation. In this solution, Corps engineer units are attached to the Division, and further attached to 

thr Brigades and Covering Force. The mechanized divisional 

engineers are also attached out to the maneuver forces. This 

gives maneuver commanders the flexibility lo further attach, or 

direct suppn (DS), engineers to subordinate commanders as 

deemed nscessari. The habitual association of divisional engineer companies to maneuver elements was followed, Pxcept in 

the casp of the 1st Brigade. .4/52d n,as anached to the Covering 

Force, bawd on a well drfin~dneed in the CFA. It car, hr assumed that once the Covering Force bvttlr is completed, AlB2d 

will return to 1st Brigade support. 

This solution also provides for a ,nix of the s~eclranizrddivisional engineers and the less mubile Corpr engineers. It gives 

tnnnrurpr commanders the haol capability oi Corps rtlginr~n 

(56 5-ton dump tt.ucks per battalion) and thr ittubilit~ im<l 

survivability of the Division's n~echunizcd enginerrs. lo the 

cesp of 3d Brigarlr, DI502d is OPCON to CI52d lo ensure 

coordinated engineer rffort in the 3d Brigade area. 

'The Brigade En~ineerin 1st Brigade is the commander of 

C/.iOOth Engineer Cumbat Battalion. In 2d Brigade it would be 

the rummander of the 502d Engineer Combat Battitlion, and in 

3d Brigade. it would br the commander of C152d Engineer Battalion, the habitually ns.;ociate<l company commander. The 

commander of Engineel. Task Force Red would be the engineer 

responsible for the Covering Fvrce engineer effort. The 500th 

Engineer Combat Battalion provides the headquarters element 

for TF Red. This headquarters would probably consist of the 

Battalion XO and represrntatives from the various staff seetions. The remainder of the 500th Engineer Battalion's headrlt~arterswould remain under Division control and plan for future opcmtions. 

This solution diverts Iron, the "norm" of Corps engineer units 

bring DS to a Division. if the Corps Engineer Combat Battalions were DS to the Division, they would have to he empluyetl 

(according to FM 5-100, Engineer Operations) in it General 

Support (GS) role, since a unit that is in DS cannot he further 

subdividetl. The problem with CS (and the centralizetl contnd 

that it entails) is that Brigarle comman<lers are not assured of a 

timely response from Corps engineers in their sectors, even 

though they ,nay have u recognizerl need for responsive engineer effort in their area. 

Another problem which arises from the DS situation abovr is 

that of logistically supporting the Corps engineers as thry move 

forward into the division area. Since these units are still under 

the command of their parent Corps anit, they must obtain their 

logistics thmogh Corps channels. On paper, this is no problem. 

On the ground, however, Corps engineer units employed in the 

Division area often work great distances from their parent units 

so logistics support becomes more difficult as the distance increaws. 

Attaching Corps units to the Division eliminates the logistics 

problem since the Corps engineer units can receive support 

from the Division Support Command (DISCOM). The Corps 

Support Commanrl, in tun], can send a slice of its assets to the 

DISCOM to account for the attached units. 

One could argue that once the Corps engineers are nuached 

to the Division they should be placed in DS to the Brigades (not 

the Covering Force), rather then attached. This option provide8 

more centralized control of the engineer effort within the Division ares and could be an acceptable alternative, depending on 

the tactical situation. 
Building a 


Homemade Training Mine 


by Lt. Col. Richard L. Zeltner 


A shortage of training mines is 

alir of the perennial challenges faced 

by engineers. Thrre are mn~~yreasons fur thr shortage: lark of funrls, 

the high cost of individual inert 

mines and thr absence of a "hot" 

(currentls producing) production 

line. R~gardllrss of the reasons, thr 

shortage does exist. 

Here is a suggestion which won't 

solve all mine availability problcnis, 

hut it may rnablr SQT or other mine 

training to continue when normal 

supplies of training mines are not 

available. At Figure 1 helow is a 

common number 2Y2 can which is 

cornmorrly used (althoogli not in large 

quantities) by Army mess halls. This 

<:an possesses the exact external dimensions of a line service munition 

MI6 antipersonnel mine. 

The first step toward converting 

the can into a training mine is to 

punch a %inch hole in the remaining end (the mess steward has 

alreacly removed one end). The hole 

is centered approximately 1%-inch 

from the edge of the can, as shown in 

the top view in Figure 2. Since drilling the hole is difficult because of 

thc thin metal, a is best used. 

A sh-inch punch is usually iivailahle 

at yotar nearest tmining aid~s supply 

office (TASO). 

The second canstrt~clion step is lo 

ohtain a %-inch coarse-thread bolt 

with a niininium thrrad length of five 

inches and two %-inch coarse-thread 

nuts as shown in Figurr 2. Then, 

spray the bolt with a lubricant and 

insert it through the hole in the ,:an 

with one nut on the inside and onc 

nut on tl~routside, as illustrated in 

the cutaway view in Fig~lrr:3. Note 

that the bolt is inserted so that the 

thmatled portion extends at least four 

inches into tlie can. This will provide 

space for inserting a M605 fuze when 

the mine is completed. 

Next, invert the assernble11 can 

and fill it with it concrete mix. Once 

the concrete has set, the bolt anrl rxternal nut can be removed. Because 

of the lubricant appliad in step three, 

the bolt should br easy to renrove. 

The internal nut will remain locked 

in the concrete, as shown in Figure 

4. The hole left by the bolt will t~c- 

~:o,nmodate the M605 fuze. Thr nut 

locked in the concrete will provide 

the threarlrrl base for the fuze. 

Finally, paint the tiline b111e with a 

paint rlesig~re<l tu aclhrre to metal 

surfaces. The 1,unremade training 

minr will weigh a little less than the 

srrvice minr, will be- reasonably durable, is ile,tectable, and best nf all 

-is ioexpensire. 

Inert M605 fuzes may be obtained 

from two sources: they may be left 

over from the current training mines, 

or they may he recovered when live 

M605 fuzes are expended as part of 

the smoke-producing, plastic mines 

maintained by most TASOs. By the 

way, TASOs maintain four types of 

plastic training mines. There are two 

M16s (one dummy and one smoke 

producing) and two M21s (one dummy and one smoke producing). These 

are excellent training devices and 

their availability is increasing. But if 

they don't fill your training needs, 

you may want to produce a few homemade M16 training mines. 

Lt . Col. Zeltner is chid of the U.S. 

Army Engineer School's Training Deoelopment Field Office nt Fort Leonard Wood, Mo. 

-

Figure 1 Figure 2 Figure 4 
Civilian Schooling 


For Army Officers 


Annually, nearly 900 officers attend 


colleqes c and universities. Here are the 
 -

Programs that make it possible. 

Because Army training requirements 

cannot be met exclusively by service 

:--

schools. the Armv's Civil Schools (ACS) 

program was begun in 1946.Initially a graduate 

degree program only, it later was expanded to ensure that enlisted personnel have a high school 

education before completing their first enlistment; that warrant officers have an associate degree related to their specialty; and that commissioned officers have a baccalaureate degree. 

he program also allows commissioned and 

warrant offieers to participate in advanced degree educational programs which meet Army 

needs as validated by the Army Education Requirements Board (AERB). 

ACS fully-funded and partially-funded programs are available with the fully-funded programs providing full-time schooling for up to two 

years. The Army pays all tuition and fees under 

by Majors Wayne Sharp & 

the fully-funded option and allows reimbursement of up to $200 per fiscal year for textbooks 

and supplies. The service member also draws full 

pay and allowances and is authorized a permanent change of station to attend school. Fullyfunded baccalaureate level programs for enlisted 

members were eliminated in 1976. 

The partially-funded programs also authorize 

full pay and allowances, but the service member 

pays all tuition, fees and textbook expenses. 

These educational costs may be offset by financial aid available under the Veteran's Readjustment Benefits Act of 1966,Veteran's Educational 

Assistance Program (VEAP), or tuition assistance governed by AR 621-5. 

Army medical (AMEDD) programs are unique 

and are covered under AR 351-3. 

FULLY-FUNDEDPROGRAMS 

USMA Instructor Program provides appropriate level graduate training for officers selected as 

instructors at USMA. Future faculty members attend up to two years of schooling and nonteaching staff members, 18months or less. 

USMA and ROTC Top 5 Percent Program allows the top 5 percent USMA and ROTC gradu- 
ates, as selected by a board, to pursue graduate 

civil schooling. Selected cadets may attend graduate civil schooling any time during their fourth 

through tenth years of commissioned service, provided their performance of duty and demonstrated potential are equal to that of other officers selected for the ACS program. 

Funderl Legal Educat~onProgram 

(FLEPI allows up to three years of law 

school and assignment to the Judge Advocatc, General Corps foFofficers in their second 

through sixth year of service. The program is 

governed by AR 351-22; Law School Admissions 

Test (LSAT) scores are required before application. 

Training with Industry (TWI) allows selected 

officers to gain knowledge, experience and perspective in management and operational techniques in the civilian business community. Graduates fill positions of significant responsibility in 

Department of the Army level commands dealing 

with civilian industry. Training lasts one year, 

followed by a three-year utilization assignment. 

Quotas in shortage disciplines for the programs 

listed above are allocated annually to the three 

assignment divisions of MILPERCEN, Office of 

the Chief of Chaplains and to the Judge Advocate 

General. Program participants normally study up 

to 18 months and must agree to serve a threeyear utilization tour in a validated AERB position immediately following the schooling. Program details are in AR 621-1. 

Warrant Offwer Associate Degree Program is 

the only fully-funded undergraduate program. Up 

to 68 warrant officers may be schooled annually. 

Fellowships, Scholarships and Grants covers 

all Army personnel (less AMEDD) participating 

in fellowships, scholarships or grants offered by 

tax exempt corporations, foundations, schools, 

etc., operating primarily for scientific, literary or 

educational purposes. Although not truly a fullyfunded program because the Army does not pay 

tuition and other educationa1 expenses, all other 

fully-funded rules apply, except that an AERB 

utilization assignment is not required. Consult 

AR 621-7. 

Short Course Training provides tuition funds 

for unprogrammed training conducted by universities, federal agencies (on a reimbursable basis) 

and civilian organizations. Training must be less 

than 20 weeks, deemed necessary to perform immediate duties and approved by Headquarters, 

Department of the Army under the provisions of 

AR621-2. Tuition is funded by MILPERCEN 

while travel and per diem are funded by the participant's parent organization. There is usually 

no active duty service obligation incurred by attendance at short courses; the one exception is for 

colonels that attend advanced management training under the provisions of AR 351-23. 

At the graduate level, there are three partially-funded programs available-the degree completion program (DCP) and the cooperative degree program (COOP), both governed by 

AR 621-2; and the advanced degree program for 

ROTC instructor duty (ADPRID) under AR 

621-101. These three programs have some general features in common: 

The discipline must be in a shortage field for 

which there are AERB requirements, except 

as indicated under COOP. 

The discipline must support one of the officer's specialties. 

A three-year utilization tour is required, except where noted. 

The primary zone of participation is from the 

fifth through 13th year of service. 

Degree Completion Program is an opportunity 

to complete remaining degree requirements on a 

full-time basis at a civilian academic institution. 

DCP serves as an incentive to begin degree efforts off-duty, to be followed by full-time study 

under DCP later. Applicants must have scholastic aptitude and career potential. Eighteen 

months are authorized to complete the degree; 

however, most students are limited to 12 months, 

and many finish in six months or less. -

Application must be made by letter, 

through channels, to the proper training agency (para 1-4G, AR 621-2) not 

later than 150 days prior to the start of schooling. 

Participation in DCP has decreased markedly in 

recent years (82 personnel in FY-79; 39 in 

FY-80). Many officers continue to get their master's degrees off-duty (in disciplines not related to 

one of their specialties) while this partiallyfunded program goes under-utilized. 

Cooperative Degree Program Awards civilian 

academic course credit by an accredited college or 

university for a combination of course work done 

as part of a program of instruction at an Army 

college or school, and course work done at a civilian college or university. The program consists of 

three key elements: 

Academic credit is granted by a civilian 

college or university for portions of the Army 

course of instruction. 

Civilian college courses are taken in conjunction with the Army course of instruction. 

Civilian college courses are taken prior 

andlor subsequent to the Army course of ihstruction. 

Cooperative degree programs are conducted at 

the U.S. Army Command and General Staff 

College, U.S. Army War College, Industrial 

College of the Armed Forces and at the U.S. 

Army Logistics Management Center. Duration of 

study is limited to the length of the Army course 

of instruction, plus six months. Participants in 
COOP at other than senior staff college (SSC) 

level are required to study in AERB shortage disciplines. Officers attending a COOP at the U.S. 

Army Logistics Management Center are required 

to serve in an immediate AERB utilization assignments. 

' .-if Selection for the COOP is predicated 1&l upon selection for the service school, 

and each school has its own admittance 

critena. Interested officers should contact their 

MILPERCEN assignment division or the appropriate school coordinator for further information. 

Advanced Degree Program for ROTC Instructor 

Duty upgrades the academic standing and provides greater assignment stability for officers assigned to ROTC instructor duty. Officers already 

possessing a master's degree are assigned directly to 

a three-year ROTC assignment. Applicants not 

possessing an advanced degree can he sent to 

school (normally the institution of ultimate assignment) for up to 15 months to complete degree 

requirements at the master's level. Schooling will 

he followed by a three-year ROTC assignment. 

The program of study must he in an AERB validated shortage discipline and align with one of 

the officer's specialties. Officers desiring to participate in this program should apply by letter to 

their management division. In recent years, an 

average of only 30 officers per year have been attending school under the provision of this pro-

%ram. 

Permissive TDY although not a formal program, allows officee who have completed all hut 

final resident requirements for an advanced degree full-time study for up to 139 days on a permissive TDY basis. All provisions of the DCP and 

the partially-funded programs generally apply. 

Application procedures for all programs are explained in the applicable regulations, with AR 

621-1 covering most civilian schooling programs. 

The Department of the Army must be notified if 

an individual desires to participate in a civilian 

education program because all programs are voluntary. Usually, a DA Form 1618-R mailed to 

MILPERCEN is sufficient to formalize the request. Assignment managers at MILPERCEN 

should also he consulted to determine selection 

potential for one of the programs and if selected, 

the best time to attend. The individual may also 

need to formally apply for admission to the school 

selected; this will be determined when talking 

with your assignment officer. Most universities 

require Graduate Record Examination (GRE) results before an individual can he accepted into a 

graduate school so arrangements should be made 

to take the exam early. The test is usually offered 

only four times a year. 

The most frequently made mistakes when requesting graduate school are: 

Qualifications 

According to Engineer branch, acceptance into 

civil schooling programs is selective based on outstanding performance. Applicants should have 

the following qualifications: 

Held a successful company command 

Be an advanced course graduate 

Served overseas 1 Completed two tours since commissioning 

Current engineer shortage disciplines are: 

Code Discipline 

CCX Civil Engineering

1 CFX Aeronautical Engineering 

CUA ADPS Engineering 

DEX Geodetic Science 

DGK Geological Engineering 

CCP Environmental Engineering 

DED Topographic/Photogammetry 

Study is requested in general, "soft skill" disciplines such as master's of business administration, management, education, history or political 

science for which there are very few Army requirements. 

Applicants for civilian education programs 

fail to plan ahead. Arrangements must be made 

well in advance to take the GRE and to apply for 

admission at several schools. 

Many applicants have an insufficient hackground in mathematics to study in the technical 

fields that make up the majority of areas on the 

shortage discipline list. Applicants should insure 

proficiency in mathematics through calculus and 

statistics. 

Annually, the Department of the Army budgets 

more than $3 million to educate warrant and 

commissioned officers at the associate, undergraduate and master's level. This amount covers 

approximately 440 officers in fully-funded programs and more than 400 officers in partiallyfunded programs. 

For more information write: HQDA 

MILPERCEN, ATTN: DAPC-OPP-E, 200 

Stovall Street, Alexandria, VA 22332 or call 

AUTOVON 221-068518100 or commercial (202) 

325-068518100. 

Maj. Sharp, a MILPERCEN military education 

officer, graduated from a Kansas State University 

and holds a master's degree from Northwest 

Missouri State University. He has served in artillery units and as Assistant PMS at Missouri Western State College. Maj. Richey, a MILPERCEN 

program resource officer, graduated from Oregon 

State University and has a Master's degree from 

Georgia State University. He has serued as 

Assistant PMS at Uniuersit,~of Oregon and as a 

rifle platoon leader in Vietnam. 

Illustration by Judi Milling. 
A better 


mousetrap 


The 20th Engineer's - "Mission

Card" reduces class preparation 


time, improves training quality 


by Lt. Col. L.G. Ailinger 

and Capt. Donald Whitten 

The Battalion Training Management System (BTMS) is now 

the standard training system 

throughout the Army. By definition under BTMS, the squad 

leader is the primary trainer, 

and this indeed is proper. All 

echelons above the trainer have 

the primary task of providing 

him the resources to accomplish 

this training mission, and of 

these, time is probably his most 

acutely needed resource. For 

the trainer to do his job properly under BTMS, while still 

paying proper attention to his 

leadership responsibilities, is 

truly a challenging, full-time 

endeavor. Can we provide him 

more time? Perhaps not, but the 

20th Engineer Battalion at Fort 

Campbell, Ky., has devised a 

way to minimize the squad leader's time requirements while 

serving in his role as the trainer. The vehicle we employed to 

construct this better mousetrap 

is the "mission card." 

Our 5-by-8 inch mission card 

was designed to minimize the 

inordinate amount of research 

required to properly prepare a 

class on any of our ARTEP 

tasks. Each ARTEP task was 

addressed at every applicable 

echelon. An example, shown in 

Figure 1,describes ARTEP task 

6-18, Construct Barbed Wire 

Entanglements, which is a 

squad level task. (As an aside, 

our card was adapted as an offiMISSION LIST 

MISS1Ohi:CONSTRUCT FARBED WIRE ENTANGLE'IENIS DXEL 1 ~1 ml 1 spD 

ARTEP TASK: 6-18 X 

RELATED ARTK? TASK: 6-21 

FRINCIPAL SM TASK: 051-195-3003 

CONDITICFIS: uequired ~r~ri.1~ available rm site. security provided. 

Gauntlets auailable. 

FC iorm 2411, 1 Jan 81 

The mission card provides a complete listing of 


ARTEP tasks and sub-tasks. (Figure 1.) 


I 
mIXDICES'~ 5-LI:5-34:5-13:5-35:31-L0 

WSXJfSES: 	 TEC 947-071-0070: Triple siaadsrd cancerltna- 53 lonr oickela. 4 

&ori oicket.. a reels barbed wire. 30 rolls concertina: ~nlfi 

rest- I rec1 barbed wire; CPHTO- I seven module package. 

N-/MS:~on8cruct vice obstacle llsing general purpose barbed rape 

nhslnlie IGPBlOi. 


As a handy guide listing references and training assets, 

mission cards significantly reduce class preparation time 

for unit instructors. (Figure 2.) 

cia1 Fort Campbell form and is 

now available to any unit, not 

just engineers.) 

The front of the card lists not 

only the ARTEP task number, 

title and conditions, but also 

shows related ARTEP tasks, the 

principle leadership Soldier's 

Manual (SM) task(s1, and all 

sub-tasks, either specified in 

the ARTEP itself or implied. 

Most importantly perhaps, it 

also lists all the related SM 

tasks where individual proficiency will be required to satisfactorily complete the collective 

task. Knowing these required 

tasks, the squad leader can begin preparing his soldiers well 

ahead of the required ARTEP 

task class, using his job books to 

determine individual proficiency and opportunity training 

time as needed. 

The reverse of the mission 

card lists his squad's status on 

the ARTEP task so he'll know 

exactly the depth of instruction 

required. It also lists all necessary references, resources including applicable training 

extension course tapes in the 

battalion learning resource center, and assets available at the 

post training and audiovisual 

support center, including all 

pertinent training films, training devices, instructional packets, etc. The NoteslRemarks section perhaps would have been 

better titled "Training Tips" 

since each trainer notes here 

any items of particular interest, 

such as a refinement, knack or 

clever nuance he has discovered. This information is then 

shared at periodic company1 

battalion meetings. 

Basically, the mission card 

contains, in one place, all the 

necessary information required 

to prepare a class on any 

ARTEP task. It has done the 

trainer's homework, for the 

most part, allowing the trainer 

to devote his scarce time to 

preparing the class, not researching it. The improvement 

in both class presentations and 

in task proficiency is significant! 

Each trainer has a set of mission cards for all tasks at his 

level, and for each echelon below his level. Thus a platoon 

leaderlsergeant has the 67 cards 

for his platoon tasks and also a 

complete set of the 41 squad 

cards (as does each squad 

leader). Ultimately, there is one 

258-card deck at battalion concerning all tasks at the battalion, company, -. platoon . and

squad levels. 

The initial compilation of the 

complete deck was a staggering 

task, but its impact was reduced 

,by equitably distributing card 

preparation tasks to all levels 

throughout the battalion. Thus, 

any given squad leader was responsible for preparing only two 

or three cards. The draft cards 

were reviewed at all echelons 

before final approval and publication. Word processing equipment, while not essential, has 

been an extremely valuable aid 

in quickly and simply refining 

existing cards. 

A complete set of ARTEP 5-

35 mission cards will be forwarded to the Engineer School 

for their possible use since substantial numbers of the tasks 

covered are common to all engineer ARTEP's. Once a set of 

mission cards is completed, the 

user's task is simply to continually refine and improve the 

cards. The 20th Engineer Battalion is extremely pleased with 

the mission card concept and 

how it has increased the efficiency of trainers at all levels 

and improved the professionalism of battalion training. Try 

using mission cards, we think 

you'll like them, too! 

Lt. Col. Ailinger, as commander of the 20th Engineer 

Battalion (Combat), Fort Campbell, Ky., designed the mission 

card system, instituting it with 

the help of Capt. Whitten, the 

battalion operations officer. 

Ailinger, commander of the 

173rd Engineer Company (Airborne) in Vietnam, currently is 

executive officer of the physics 

department at the U.S. Military 

Academy. Whitten, a Virginia 

Military Institute graduate, still 

serves as the 20th'~ S-3. 
TERRORISM 


The philosophy. The strategy. 


Terrorism is like love. It's hard to 

define, but you know it when you see it. 

Terrorism is a tool used by 

many widely varying types of 

organizations throughout the 

world. For these organizations, 

terrorism is a rational, cohesive 

strategy for the achievement of 

personal and political ends. 

While unbalanced individuals 

may be attracted to and 

exploited by terrorist groups, 

their individual abberations 

should not be seen as indicative 

of the nature of the sponsoring 

organization. The acts of terrorist groups are seldom either irrational or random. Instead 

they are purposeful and rational, forming patterns which may 

he identified and analyzed. 

Attributes of Terrorism 

Alexander George and 

Richard Smoke have proposed 

that rationality is really five 

separate attributes: 1) an internally consistent value system; 

2) an ability to assess the outcome of an action, that is, the 

ability to anticipate consequences; 3) an ability to relate a 

specific act to an expected outcome; 4) an ability to understand an opponent's value system without necessarily sharing 

it; and finally, 5 ) the possession 

of sufficient information to accomplish items 2, 3 and 4, 

above. The rational actor must 

have a consistent value system, 

the ability to choose actions 

which are likely to achieve his 

goals and an understanding of 

the effect such actions will have 

on an adversarv.' 

by ('apt. Tom Adams 

First of all, it is easily shown 

that terrorists responsible for 

some supposedly "pointless" 

atrocity have a definite objective in mind which is vital to 

them. The senseless violence of 

the terrorist is, in fact, aimed at 

achieving some valued goal 

such as the liberation of one's 

homeland (the Irish Republican 

Army [IRA] or South West African People's Organization 

[SWAPO]) or the smashing of 

international imperialism (the 

United Red Army). 

Tactical Goals 

Most theorists agree on five 

general tactical goals of terrorist groups: 1) publicity for their 

cause; 2) harassment of the authorities; 3) polarization of society; 4) aggravation of state-tostate relations; and finally, 5) 

the achievement of operational 

objectives (money, the release of 

imprisoned leaders, and so 

forth). Operational objectives 

are usually secondary objectives. The primary purpose of 

kidnapping or assassination is 

most likely to be found among 

the first four goals. The memoirs, statements and interviews 

of terrorist leaders and theorists show that they are usually 

able to evaluate outcomes and 

objectives in a rational manner.2 

The ability to relate a specific 

action to an expected outcome 

has been assessed by Ernest 

Evens. Evens suggests that terrorists weigh va&us possible 

courses and adopt the most productive ones. He illustrates this 

point by examining the recent 

history of political kidnappings 

and proving that the incidence 

of such kidnappings increased 

dramatically after they were 

shown to be a profitable and effective tactic in 1969. Furthermore, as terrorists discovered 

the utility of kidnapping diplomats, specifically US diplomats, 

the number of incidents 

involving American officials 

rose.3 

The fourth attribute, the ability to understand an opponent's 

value system, is less obviously 

met and represents an important weakness in terrorist operations. Some groups, the Cypriot terrorists for example, have 

shown a shrewd grasp of their 

adversary's value system and 

an ability to manipulate it. Other groups show less of this ability. The Palestinians who hijacked an Israeli airliner to 

Entebbe revealed little understanding of the Israeli perspective, especially Israel's willingness to put hostage passengers 

at risk. Similarly, the inability 

of powerful elements in Iran's 

Revolutionary Council to understand American values probably 

prolonged the US hostage crisis. 

The fifth point, the need for 

information, is invariably met 

by floods of information provided by the media and various 

governments. This gives terrorist groups ample feedback and 

useful intelligence for planning 

further moves. 

Terrorism's Common Ideology

While terrorist groups may be 

rational, there seems to be an 

almost infinite variation in 

methods, goals and rationales 

among them. Fortunately they 
share some basic characteristics. Among leftist revolutionary groups (the bulk of terror 

groups) there is an essential 

ideology which seems to transcend nationality and circumstances. All groups or movements loosely characterized as 

leftist revolutionary are opposed to what they term "exploitation." In practice they 

equate exploitation with capitalism, and capitalism in turn 

with fascism, regardless of any 

democratic process(es) involved." In the words of 

Sekigunha, the self-proclaimed 

"warrior" society behind the 

United Red Army of Japan, 

"What we will never accept is 

the fact, brought about by capitalism, of people exploiting other people. And this is our 

motive for being willing to fight 

and being prepared to use all 

means possible to fight."j 

By exploitation, leftist terror 

groups seem to mean the use of 

anyone's person, talents, abilities, property or resources for 

any purpose with which that individual does not fully and freely agree. The fact that terrorism 

is itself an extraordinarily cruel 

form of exploitation does not 

disturb its advocates and apologists. 

This leads to the next common ideological principle, the 

idea that "no one is innocent," 

and there are no innocent victims of terrorism. This principle 

is divided into several subarguments but all lead to the 

Total inodenls: 6,714 

Oceania 

Sub-Saharan 

Africa 

Transregimal 

Asla 


USSR/ 


Last Europe 


Lntin America 

Middle East ! 

Westefli Europe 

North America 

same conclusion: the taking of 

lives is morally justified. Briefly put, terrorists hold every 

member of a society responsible 

for the wrongs perpetrated by 

that society, even if only by inaction. Terrorists (and their 

supporters) alone are "innocent" because they alone are actively opposed to the "wrongs" 

of society. The Tupamaros of 

Uruguay hold that, "there are 

no innocent bystander^."^ There 

are two popular variations of 

this argument. First, terrorists 

claim they are acting on behalf 

of an oppressed, greatly suffering people and that any act calculated to end that suffering is 

justifiable. Second, they argue 

that the adversary government, 

by its oppressive behavior, 

forces them to act and is therefore to blame. 

The last important philosophical common ground is the notion that violence is worthwhile, whether or not it 

achieves any tangible goal. In 

its most eloquent form this idea 

was expressed by psychiatrist 

Frantz Fanon, a supporter of 

t,he Front Liberation Nationale 

(FLN) in Algeria. Fanon's book, 

The Wretched of the Earth, 

achieved great popularity 

among terror apologists, 

influencing groups as diverse as 

the Front de Liberation du 

Quebec (FLQ) in Canada and 

the Frente Nacional de 

Liberataco de Angola (FNLA).' 

Fanon became a major spokesman for terrorism when he 

wrote that violence has a 

cleansing effect on individuals 

(the perpetrators, not the victims), freeing the oppressed 

from feelings of inferiority and 

making them fearless. Fanon 

further argued that the mere 

fact of violence raises national 

consciousness, forcing people to 

take sides by making them conscious of their common cause 

against the oppres~or.~ The notion that violence need not have 

a concrete goal to be effective is 

especially important because it 

answers the charge that terrorist acts are unproductive. 

Although terrorists possess 

something in the way of a common ideology, they have a common strategy only in the most 

general sense because terror organizations represent an entire 

spectrum of behavior ranging 

from criminalipsychopathic to 

national "patriots" or "liberators." For our purposes the most 

significant strategy of the terrorist stems from a particular 

notion of the relationship of a 

government to its people. 

Government 

In its most primitve form a 

government is organized to protect those who subscribe to it, 

and to assist them in gaining 

basic needs. It protects and assists its people by means of security forces (police and military) and social welfare 

programs. Citizens are allowed 

whatever freedom they possess 

because the gnvernment proNationality of 

Victims of lniernational Terrorist Attacks. 

19fi8- 1980 
International Terrorist Attacks on US Personnel and Facilities, 1980 

Location of Event Type of Victim 

North America 

Diplomat 

Latin America 

Africa i 

Mideast 

I

1 

Asia I Business 

Pacific Tourist, 

Other 

I 

Missionary I 

0 50 100 0 

Number of Events 

tects them as a group and does antiterrorist programs may benot need to protect them as in- gin to see it, and not the terrordividuals. ists, as the source of their probThe political terrorist, unlike lems. 

the criminal, attacks this im- In actual practice, of course, 

plied contract between a gov- all this does not work out so 

ernment and its citizens. Crimi- neatly. West Germany's 

nal terror is usually incidental Baader-Meinhof Gang and Canto the commission of a crime ada's FLQ succeeded in provokand seldom disruptive of the so- ing repressive measures withcial system. The use of criminal out generating significant 

methods by terrorists can, how- support for their movements. 

ever, have significant effect by Uruguay's Tuparmaro urban 

alarming an entire populace guerrillas provoked harsh but 

and casting doubt on a govern- effective governmental measment's ability to protect its peo- ures which actually succeeded 

ple. This can be accomplished in wiping out the Tupamaros. 

through the application of In the end, few terrorist 

seemingly random violence, groups expected to topple an adrequiring very little equipment versary government through 

and few people. Since innocent their personal efforts. Instead, 

lives are taken or jeopardized, they hope to stimulate general 

everyone has cause to fear such opposition to the government, 

attacks. And even the harshest creating genuine popular uprisand most repressive govern- ings which they themselves 

ment cannot protect everyone would lead.9 The Front de Liball of the time. eration Nationale achieved this 

To fulfill its most basic obli- in Algeria while the IRA Provigation to protect its citizens, a sional~in Ulster succeeded in 

government beset by terrorists shifting much sectarian hostilimust resort to harsh methods- ty onto the British. 

roadblocks, stop and search 

laws, arrest without warrant Categorizing Terrorists 

and detention without trial, In separating revolutionary 

suppressing basic liberties even terrorists from other varieties, 

as these measures disrupt the it is critically important to uneconomy and inhibit the gov- derstand that there are no ironernment's social welfare func- clad categories. Some terrorist 

tion. While the government groups are very difficult to pin 

may succeed in repressing ter- down. The most important varirorism, the ordinary citizens able among them is the degree 

most adversely affected by its of political orientation. Conflict 

50 100 

Number of Events 

theorist J. Bowyer Bell separates terror users into four 

broad categories: criminals, 

psychopaths, vigilantes and revol~tionaries.'~The intelligence 

analyst must be able to differentiate one from another because all may use the fashionable rhetoric of revolution and 

"national liberation." 

Although American theorists 

rightfully tend to regard all terrorists as criminals, such thinking is not very helpful. Criminals are deterred by arrest and 

denial of an opportunity to profit monetarily while politicallymotivated terrorists are not 

deterred by the same means. 

The immediate, material gains 

of terrorist acts (such as ransom) are secondary to the desired political gains. Terrorists 

are not averse to the publicity 

of a trial, and unlike most criminals, they are not unwilling to 

be martyred for their causes." 

The psychopathic or cult terrorists who use revolutionary 

jargon are more confusing. The 

notorious Atlanta murders of 

1980-81 have some characteristics of terrorist violence and 

have certainly spread fear 

among the population while 

lacking any apparent political 

context. These are apparently 

psychopathic acts of terror. Less 

obviously psychopathic are cults 

such as the Manson "family" 

(with its vague pronouncements 

of race war) and the surrealistic 

150 
Symbionese Liberation Army. 

Unfortunately, too many observers accept these groups' 

self-proclaimed revolutionary 

status. Combining the worst aspects of cult and criminal conspiracy, these groups utilize 

revolutionary rhetoric to 

rationlize their self-destructive 

impulses, "violence as therapy," 

Bell terms it.12 They might be 

characterized as violent eccentrics but, lacking purpose, program or constituency, they are 

not revolutionary. 

Vigilante groups, right-wing 

terrorists fighting real or perceived threats to the established 

order, are at once more dangerous and difficult. Some, such as 

the Ku Klux Klan, find their 

targets among various racial or 

ethnic segments of the population. Others, such as the Fighting Union of El Salvador or the 

Ojo por Ojo (Eye for an Eye) in 

Guatemala, oppose leftist 

threats to existing government. 

The Ulster Defense Association, 

for example, sees itself as a defender against the terrorist 

threat of the Provisional IRA.13 

Right-wing groups often draw 

on local security forces for membership and support since such 

forces, by definition, support 

the status quo. Occasionally, 

they operate with the tacit 

consent or outright approval of 

the regime in power. Rarely, as 

in the case of Haiti's Ton Ton 

Macoo, vigilante groups are actually established by the local 

rulers and function as a travesty of a civil police force.14 

The last type of terrorist 

group we will consider is the 

revolutionary movement with 

genuine political goals. Such 

groups are sometimes seen as 

real terrorists. They should not 

be confused with guerrilla or insurgent movements having real 

constituencies and significant 

community support. Guerrillas 

are recognized under international law and are, at least in 

theory, subject to the rules of 

war.15 

Revolutionary terrorism may 

be visualized as a step preceding guerrilla warfare. It is the 

weapon of groups too weak to 

challenge the authorities 

through irregular warfare. Terrorism allows such groups a 

means of creating a situation 

which will help their cause to 

succeed. Should they become 

full-fledged popular revolutionary movements, a concern for 

their reputation as liberators 

may well result in limited terrorist acts although terrorism 

will be used against members in 

order to maintain internal discipline. Counter-terrorists 

should therefore realize that a 

terrorist group is most in a dangerous state after the would-be 

movement gains some support 

and until it has gained enough 

support to allow it to abandon 

terrorism. During this period, 

the group's capabilities and resources are steadily improving, 

making it potentially lethally 

effective. Many revolutionary 

movements remain in this interim state for years although 

the FLN is one group which succeeded in making the transition 

from terrorist faction to revolutionary movement. The IRA has 

not managed the transition to 

popular revolutionary movement. 

Conclusion 

While the logic of terrorism is 

indeed alien to most observers, 

the study of terrorism is important. Terrorism has become a 

permanent force in the modern 

world and as such, it deserves 

our special attention and close 

scrutiny. 

Footnotes 

1. Alexander George and 

Richard Smoke, Deterrence in 

American Foreign Policy: 

Theory and Practice (New 

York: Columbia University 

Press, 19741, p. 48. 

2. Ernest Evens, Calling a 

Truce to Terror (London: 

Greenwood Press, 19791, p. 73. 

See also: George Grivas, Memoirs of General Grivas (New 

York: Preager Press, 1965), p. 

204; and Leila Khaled, My People Shall Live (London: Hodden & Staughton, 19731, p. 214. 

3. Evens, op cit, p. 74. 

4. Jan Schriber, The Ultimate Weapon (New York: 

William Morrow & Co., 19781, 

p. 199. 

Ibid., p. 200. 

6. Terrorism, Skeptic 

(January-February 19761, p. 

37. See also: Christopher 

Dobson, Black September 

(New York: Macmillan Publishing, 1974), p. 31. 

7. Gustave Morf, Terror in 

Quebec (Toronto: Clarke, Irwin 

& Co., 1970), p. 35. 

8. Frantz Fanon, The 

Wretched of the Earth (New 

York: Grove Press, 19631, pp. 

73-74. 

9. See Regis Debray, Revolution in the Revolution? (New 

York: Grove Press, 1967). 

10.J. Bowyer Bell, A Time of 

Terror (New York: Basic Books, 

19781, pp. 3G57. 

11.Rand Corp. study as cited 

by Paul Wilkinson, Terrorism 

and the Liberal State 

(MacMillan, London, 19771, p. 

194. 

12. Bell, op cit., p. 43. 

13. Ulster, the CounterTerror, Sunday World 

(Dublin), 9 June 1973. 

14. See also: Amnesty International, Report on Torture 

(New York: Farrar, Strauss & 

Giroux, 1973, 1975). 

15. Tom Adams, Terrorism 

and International Law, TVI 

Journal (October 19801, pp. 3, 6. 

Reprinted from Military Intelligence magazine. Graphs from 

Defense & Economy World Suruey. 
-- 

Book Review 	 Palestinian "struggle," specializing in assassinations and - I 	 kidnappings, the organization of terrorist cells throughout I 

I 	 Europe and the smuggling of weapons. Carlos' grenade 

The Terror 	 attack on a crowd at Le Drug Store in Paris, which killed 

several people and injured 26, was planned to put pressure on the French government on behalf of the Japanese 

Network 


The Terror Network, by Claire Sterling, Holt, 

Rinehart and Winston and Readers Dig~st Press, New / York, N.Y. 

Reviewed hy Rudolf Levy 

Claire Sterling's recent book on the "international terrorist connection," is a well presented, in-depth study of 

contemporary international terrorism. Many of the episodes discussed in the hook have heen considered since 

the early 1960s. The Terror Network appropriately 

emphasizes the well-organized and well-financed nature 

of the international terrorist machine? which has even 

spread into traditionally neutral and peaceful countries 

such as Switzerland and Austria. 

The Terror Network shows in indisputable terms the 

origin of rriost of the terrorists' arms and financial support. Sterling's rather humorous description uf Libya's 

Muammar Quaddafi as the "Daddy Warhuoks," could not 

be disputed by Quaddafi's staunchest supporters or by 

other terror supporters such as Cuba, the Soviet Union 

and its satellites, North Korea, Vietnam and a few others. 

Author Sterling skillfully explains and documents the 

expert Soviet manipulation of Cuban and Palestinian 

causes into "magnetic poles I and 11," and the subversion 

of many legitimate liheration movements into communist 

revolutionary terrorist operations. Soviet and Cuban leadership in international terrorism has far greater implications than ever imagined. 

Sterling's discussion of the support of the international 

terrorist network during the "Fright Decade" of the 1970s 

suggests that terrorism will be even more pervasive in the 

1980s. One of the best examples of international terrorist 

cooperation unfoldetl in the 1970 massacre at Israel's Lod 

Airport, perpetrated by members of the Japanese Red 

Army who had been trained in Lebanon ;~ntl elsewhere in 

the Middle East, provided with false doc~tments by West 

German terrorists and armed with Czechoslovakian weapons delivered in Rome by a Venezuelan Communist. In 

the L.od Airport massacre, the Japanese terrorists calmly 

machine-gunned a crowd primarily composed of Puerto 

Rican pilgrims to the Holy Land. 

Ms. Sterling's portrayal of llich Ramirez Sanches, also 

known as Carlos the Jackal, is a factual documentation of 

a dedicated, cold-blooded terrorist trained by the Cuban 

DGI at Camp Matanzas under the tutelage of the notorious KGB terrorist operator Colonel Viktor Semenov. 

Carlos' further terrorist education, on recommendation of 

the Communist Party of his native Venezuela, included a 

stint at Patrice Lumumba University in Moscow, the 

"graduate school of terrorism." After further training in 

the Middle East, Carlos worked for or on behalf of the 

Red Army terrorists then holding the French Embassy in 

Holland in order to free comrades then held in French 

jails. (Incidentally, the grenades used in the attack on Le 

Drug Store were US M-26 grenades stolen by the BaaderMeinhof Gang from the US Army Ammunition Depot at 

Miesau, Germany. The grenades stolen from the depot 

were used in four other terrorist attacks during the 

1970s.) Carlos masterminded the kidnapping of OPEC oil 

ministers gathered in Vienna, Austria with the help of the 

Baader-Meinhof Gang. Carlos also smuggled Soviet-made 

SAM-7 missiles into Italy, where only a tip from Israeli 

intelligence to Italian authorities prevented the Palestinian terrorists from shooting down an Israeli airliner taking 

off from Rome Airport. 

The Terror Nctwork's accurate and pertinent data 

on such internatiot~al terrorist organizations as the Junta 

for Revolutionary Coordination gives insight into the 

rcrnarkable prugn:ss nf international terrorism. Formed in 

Latin America by Argentiniiin, Chilean, Paraguayan anrl 

Uruguayan terrorists, the JKC was expanded and taken 

over by the Cuban DGI. Initial funds were given by the 

Argentine's Montoneros from ransoms received from the 

United States anrl other nations for the release of company cxecutivrs. 

After Cuban and Sovie1 involvement with the JRC, 0ther hearlquartr,rs ancl cuorrlination offices were opened in 

Paris, Lisbut~ and Brussels. The JRC prrsrntly includes 

Basque terrorists, Iris11 Republican Army Pr~,visionals, 

West Germany's Red Army Faction, the Direct Action 

rr,<,vements and tllr Raul Sendic Brigade of France, Palestinians, Red Rrisarlcs of Italy and szveral Latin Amrriran terrorist groups. The JRC is still growing, a 'Tr,,tskyite dream of globalizrtl tr,rrorism anrl rrvolution come 

true. 

More frightening than terrorism itself is the unrrillingnrss of many nations (incll~ding, until recently, the 

Unitr:cl States), to recognize the glohal nature of terrorism 

or its il.r.eftltable support by such nations as the Soviet 

Uniu~~ and Culr;~. A srcun<l problem is th~ accommodationist attitudes of countries which wolllrl rather not get 

involved with trrrnrists for fear of terrorist retribution. 

Some of these mistakrs are now being rectified as many 

nations are disrovrring that no matter how tightly they 

shut their eyes, terrorism will not go away. Some strorlg 

measures have herti titkrn to control international terrorisnl and mininiize the effrcts of terrorism on the inrrrnational community, but terrorism is now well-entrcnr:hed. 

11 is hoprd that it is not too late. 

The Terror Network is an rrocllent study of terroristri, and, without a doubt, must reading for all military 

profrssionals. 

Reprinted from Military lntrllige,~cr niagorine. Rudolf 

Levy, an author, lecitrrer and respecred nruhority on terrorism, is a s/+f mcmb~rof the Army Intrllig~nce Crntrr 

and School, Fort Hl~nchncn,Ariz. 
-- 

c.1I 

Led by 20 general officers, 

more than 600 engineers from 

196 active and reserve component units converged at Crystal 

City, Va., December 5-6 for the 

1981 Engineer Commanders' 

Training Conference (ECTC). 

The meeting was hosted by Engineer School Commandant 

Maj. Gen. Max W. Noah. Major 

discussion topics were engineer 

operations in the airland battle 

and training initiatives in units 

worldwide. -

1 

Lt. Gen. William J. Livsey 

Jr., commander, VII Corps, U.S. I 

Army Europe (USAREUR), 

presented a dynamic keynote 1 

addressonengineersupportrequirements as viewed by a major maneuver force commander. 

Corps of Engineers support to 

the Total Army was covered by 

Chief of Engineers Lt. Gen. Joseph K. Bratton. 

Livsey discussed the challenge of engineer support at 

corps level and stressed the 

need for frequent training under conditions duplicating as 

closely as possible the milieu of 

the battlefield. The former 8th 

Infantry Division commander 

praised U.S. soldiers saying, "I 

have no qualms about the quality of our young American soldiers. Thev are. in fact. 

magnificient. All they need is 

outstanding leadership, care, 

compassion and love." His assessment of USAREUR was 

"we're better than we've ever 

been." 

Another highlight was 2d Engineer Battalion (2d Infantry 

Division) commander Lt. Col. 

C.H. "Stretch Dunn Jr.'s presentation of the battalion's livefire training in overcoming a 

complex obstacle. Dunn, aided 

by slides and a video tape, detailed how the battalion prepared for the exercise by constructing a simulated North 

Korean mine field supplemented by two anti-tank ditches. The battalion then conducted a successful assault 

breach of the obstacle, supported by tanks, artillery, armed 

helicopters, intelligence and air 

defense assets. (An article by 

Dunn regarding engineer officer 

career management appears in 

this issue of ENGINEER on 

page 28.) 

Other topics covered in the 

two-day conference included a 

discussion of the operational 

doctrine in the recently published FM 5-100 Engineer 

Combat Operations, Army 86 

studies, airfield damage repair 

and the Systems Program Review action plan. 

The innovative Engineer Battalion Training Management 

Program developed by the 579th 

Engineers, California Army National Guard, and engineer participation in Operation Bright 

Star were discussed and will be 

covered in detail in future issues of ENGINEER. 

Conference coordinator Lt. 

Col. George Temple reports the 

1982 ECTC will be held in early 

December in the Washington, 

D.C..area. 

ECTC XI krynote speakc.r Lt. Gen. William J. 1,ivsey Jr. 

stressed the ilnportanre of frequent, realistic training. 
ing or accusatory, it will likely 

sabotage any possibility of good 

counseling. It will produce, if 

anything, merely grudging compliance. The counseling statement that requires the reading 

of a soldier's rights under Article 31 of the UCMJ precludes 

any positive feedback, and is a 

far cry from what performance 

counseling is all about. 

There are many reasons for 

the abuse and misuse of the 

counseling statement; two of 

them will be addressed here. 

The first has to do with the inability, real or perceived, to do 

effective counseling. Good performance counseling involves 

training, work and risk-taking. 

Thus, it is easier to have someone devise a form which can be 

used in lieu of real counseling. 

The result. however. is often 

that the negative pe;formance bv- Chaplain (Maj.) 	Wayne 0.Smith , is highlighted and the positive ~ 	 ~ ' 	 performance goes unrewarded, 

if not altogether unnoticed. One 

of the res~onsibilities of miliC 0un s 1i n g use of the word "can" here is in- tary leadeis is to develop coun- 

- - tentional. There is an apparent seling skills early. plays a signifi- ' trend toward the misuse and A second reason counseling 

even abuse of the counseling statements are misused is a re- cant role in the statement. flection of the leaderlsu~erviAlthough it was never intend- sor's overall outlook towards functioning and ed to be a substitute for coun- subordinates. If that outlook is 

effectiveness of seling, the counseling state- what Douglas McGregor (1957) ' 

military units, 	 ment has become just that for terms "Theory X," the subordimany people in supervisory po- nate is viewed as basically lazy, 

sitions. Admittedly, having a unmotivated, with no ambition, 

regardless of size or mission. pre-printed form and simply no sense of responsibility. AddiLeaders who see counseling as a filling in the blanks instead of tionally, the subordinate is perpositive tool and who use it as holding a formal counseling ses- ceived as motivated only 

such will also see positive re- sion, saves some time (initial- through threats of punishment 

sults in overall performance of ly), but how does it improve per- and must be coerced and conduties. Many units throughout formance? How does it develop trolled in order to ensure perthe Army are practicing good respectful, healthy relation- formance. With this orientation, 

counseling and have ongoing ships between the counselor and supervisors often fail to see the 

training in how to counsel. the counselee? The answer, of danger in devising a counseling 

An aid to effective counseling course, is that it does not. Too statement that is totally negacan be the counseling statement often the question, "Have you tive and used primarily to 

or record of counseling. If it is counseled this soldier?" gets "nail" people. 

used properly, this document the response, "Yes, I have sev- Although the Theory X apcan be very helpful, especially eral counseling statements on proach does achieve some objecin performance counseling. him." But has the soldier really tives, it is not the most efficient 

It can provide a summary of been counseled? 

what was said, a record of what The format of the counseling 

was said, and as a last resort, statement is also important. If 'Douglas McGregor, The Human Side 

evidence of what was said. The the format is negative, demean- of Enterprise (McGraw-Hill, 1957). 
PLRSONAL IN NATURE when completed 

Counseling Record 

I 

I PI~V~CYAct Statement on Reverse 

SECTION I-lnd~ndual Data 

DATE 

NAME GRADE SUN CarrIDuty SecttonlConpany 

StCTlON 11-C~rcumrtancor 

2. Measurable I a. What do you want the 

I soldier to do? 

I b. How well? 

c. By when? 

Establishing these criteria before and clarifying them during 

1 the session will make it easy to 

record them on the counseling 

statement after the session. 

By using a blank counseling 

statement format, the counselor 

can state the circumstances behind the counseling session. 

Some examples are regularly 

scheduled performance coun- SECTION I seling (not OERIEER time), onthe-spot corrections, and counseling arising from specific I 

incidents. There should also be 

Couseors Slanature 


SECTION lY-lndlvldual Acknowledgement 


I have reen a copy of the retard, and have been caunrelled concerning the report 


PRINTED NilMt SIGNATURE I I I 

FBFM 35 18A0r 78(Rev) PERSONAL IN NAlURt when completed 

A good counseling statement format is essential to effective counseling. 

means of getting the job done 

and should not be encouraged. 

This is an important consideration in view of the Army's "upor-out" svstem because the supervisor-should be groom~nz I 

subordinates to move into supervisory jobs. Some soldiers fit 

the Theory X description, but 

the majority do not. Thus effective performance counseling 

must involve more than threats 

of punishment and devising 

ways to "nail the guy." 

It follows then, that good performance counseling should allow for positive critique and 

growth. The counseling statement should be used to reflect 

both positive and negative asDects of the session. A clear rec- I 

ord of what was said ~uts the 

responsibility on the cbunselor 

to do good counseling. Effective 

performance counseling should 

at least be: 

1.Specific 

a. What are the unit's 

standards? 

b. What are your expectations of the counselee? 

space to succinctly state what 

was said by both counselor and 

counselee, and room for any pertinent notes or recommendations. With a little effort, this 

kind of counseling statement 

will provide a meaningful gauge 

of the soldier's growth, data for 

future recommendations for 

awards, promotion or assignment, and will help strengthen 

leaderisubordinate relationships which will ultimately enhance mission accomplishment. 

Chaplain (Maj.) Wayne 0. 

Smith is chief of the Command 

and Leadership Branch, U.S. 

Army Engineer Center, Fort 

Beluoir, Va. He has served as 

197th Inf. Bde. chaplain and as 

chaplazn of Camp Ames, Korea. 

He has a bachelor,s degree 

psychology, and M,A. in theology and has done doctoral work 

at Southern Semznary i n - . ... -- LouzsuzLLe, Ky. 
$i5'~tafl The A Engineer 

Problem 

You have just concluded reconnaissance 

of a bridge targeted for demolition. During 

the recon you determined it will be necessary to cut four steel I-beams of dimensions shown. Using ribbon charge, what is 

the minimum amount of C4 (M112) explosive needed for the job? 

The ci.ilA Engineer 

Problem 

A city with a population of 50,000 produces 4 pounds per capita per day of waste. 

A sanitary landfill site of 20 acres has 

been set aside for this waste. Fifteen percent of the site must be used as buffer and 

the landfill height cannot exceed 15 feet. 

If the trash can be compacted to a density of 800 pounds per cubic yard, how long 

can the landfill be operated? 

Subscrlbs to 

~h.prova..~an.a ~OU,WI 

of I.,"*mdrus.. 

+-llll-i t 

Solutions page 27 

)

Stay abreast 
 0, aanaing Engineer 


Combat Decelopmenh 

Career Management 

ianificant Euenfs 

1 
Facilities 


Component 


Management 


A "mature 

military engineering 

construction system. . . 

77 

by James G. Winter 

Army Chief of Staff Gen. E.C. 

Meyer, stated in his White Pater 1980 that "A key to winning 

the first battle, as well as the 

second and last battle, is an adequate sustaining capability. 

Maintenance, transportation 

and other service support gives 

us this needed dimension." The 

Army Facilities Component 

System (AFCS) aids in providing the sustaining capability by 

providing facility installation 

designs which fill the gaps in 

host nation support, replaces 

those facilities destroyed by enemy action, directly supports 

the Army in forward areas, and 

forms the basis for base development planning. 

The AFCS is a tool to assist 

military planners, supply 

agencies and construction personnel at all levels in the construction of facilities required 

to support combat or rear echelon (communication zone) support elements in theaters of operation anywhere in the world. 

The AFCS was initiated in 

1951 when, following World 

War I1 and during the Korean 

conflict, it became apparent 

that a vital need existed for an 

effective, organized emergency 

construction and supply system. 

Since its inception, AFCS has 

developed into a mature military engineering construction 

system that includes planning 

guidance, detailed construction 

drawings and computer updated 

bills-of-materials for approximately 2,900 facilities and 300 

installations. 

Some of the facilities and installations in the system include troop camps, hospitals, 

marine terminals, complete petroleum storage and distribution systems, ammunition storage facilities, roads, bridges, 

maintenance facilities, power 

plants, living-related facilities 

and operational facilities. 

Army Regulation 415-16 provides the basic guidance for 

AFCS, while the Huntsville Division, Corps of Engineers, 

working in concert with the assistant chief of engineers, is responsible for updating and 

maintaining the system. Liaison is maintained by the 

Huntsville Division with the 

Navy, Air Force and Marine 

Corps for planning and to minimize duplication of design effort 

for similar facilities. 

AFCS Data Base 

The AFCS data base consists 

of four Army technical manuals, 

TMs &301,302,303, and a new 

AFCS user's manual, TM 

5-304. The TM 5-301 contains 

installation and facility summaries published in four 

volumes for facilities and installations in temperate, frigid, 

tropical and desert climatic 

zones. It currently includes cost, 

shipping weight, volume and 

manhours required for construction of each facility, as well as 

three standards of construction-initial (zero to six 

months), intermediate (six to 24 

months), and temporary (24 

months to five years). In response to Joint Chiefs of Staff 

guidance, action is underway to 

eliminate the intermediate 
I F.uuie 1 P~airdiriclor vinc AFCS n ~lanntnorird derisnbnn 

standard and to reduce the temporary standard to 24 months. 

TM 5-302 consists of three 

volumes containing site plans, 

utility plans and facility construction drawings for the 

various installations and facilities. TM 5303 lists all of the 

items contained in the bills-ofmaterials for each facility with 

each item identified by national 

stock number. TM 5-304, the 

user's manual, explains the 

AFCS and provides detailed instructions on how to use the information in TMs 5-301 

through 5-303. 

The AFCS uses a building 

block concept to permit maximum flexibility; the "building 

blocks" being items, facilities 

and installations. An item, usually available for procurement 

under a national stock number, 

is any construction material 

(such as a bag of cement) that is 

used to form a facility (such as a 

maintenance building). An installation petroleum, oils and 

lubricants (POL) facility for example, is formed by assembling 

a group of facilities designed to 

provide a specific service or support to some military function 

in a theater of operations. 

Planning Considerations 

Figure 1outlines the general 

procedure for using AFCS in 

planning and designing. Shown 

in the circles are information 

and directives from planning 

headquarters and information 

from local sources that need to 

be considered at the various 

steps of the procedure. The decision points and check points are 

shown in diamond-shaped 

boxes. The outputs of specific 

steps are shown in rectangular 

boxes. Inputs from the AFCS 

manuals (TMs 5-301 through 

5-303) are shown in the hexagons. The following paragraphs 

are lettered, numbered and 

keyed to Figure 1. 

a. Information and directives from higher planning 

headquarters and information from local sources: 

(1)Civil engineering support 

planning (CESP) and construe 

twn directiues. The major directive may include selected base 

sites, assigned support mission, 

operational target dates, scope 

of construction requirements, 

etc. It may also specify priorities and construction standards 

and allocate resources and real 

estate. 

(2) Terrain information requirements. Terrain information includes map reconnaissance, site reconnaissance, 

climate and soil. Terrain requirements are provided in the 

base development plan, where 

concealment requirements and 

the expected level of mobility 

are specified. 

(3)Available existing facilities. This information could 

come from higher planning 

headquarters or local intelligence sources. The existing fa- 
,?;

,.

:) 

share Rwsle?Pump Station (:050 GPM) 

Maitne Tcrmtnal 17.50OM) BBL) 

Tank Truck Laadtnq 

n : Rail Loading 

15; P9mp Sfalaan [lo50 GPM) 

Pmhead Terninel (110WO 8RLJ 

;

,. lntermedtate Tembnals As Rqu8led 


i?) As Termrnal 


3L-Billk Reductdon Facrlities 

I 'i 1 -

cilities include buildings, utili- availability of materials, time 

ties, roads, etc. 1 constraints and the types of 

(4) Local resources. This in- craftsmen needed. 

formation could come from in- (2) Verification of site selectelligence sources. Local re- 1 tion. The estimate of total real 

sources include availability of estate requirements is based on 

skilled craftsmen, general con- the final installation layouts. 

struction labor and construction I The results are compared to the 

materials such as steel, lumber, previously selected or assigned 

cement and aggregate. , sites, and steps are then taken 

(5)Construction resources. to acquire any required addiThese include the engineer tional land. 

units assigned by the higher c. Planning, design and esplanning headquarters, as well ' timation stages that generate 

as available civilian laborers to outputs: 

perform the construction tasks. (1)General problem statement. The base development 

b. Decision and verification plan should be reviewed for 

points: completeness and consistency. 

(1)Material choice. The choice A general problem statement 

of material depends largely on consists of military plans and 

the type of facility and is con- support requirements in terms 

strained by the standard of con- of the tasks to be accomplished 

struction. Several types of con- by the construction unit and restruction technology are sources available. The stateavailable in the AFCS, includ- ment should also include inforing wood frame, steel frame and mation on size, location, 

prefabricated buildings. The se- climate, standard of construclection of a particular building tion, etc. 

type should be based on the (2) Site selection. The amount 

SCHEMATIC DIAGRAM OF 

AFCS. POL FACILITIES IN 

A THEATRE OF OPERATIONS 

of land needed is estimated 

based on the construction requirements. Using this estimate, information on candidate 

sites is evaluated based on terrain requirements. The most 

likely site is inspected by a reconnaissance team, and a site is 

then chosen for the installation. 

(3)Scope of construction. The 

net facility requirements and 

any useable existing facilities. 

Existing facilities include buildings, utilities, etc. 

(OList of installations and 

facilities. On the basis of the 

scope of instruction requirements and the choice of the construction standard, a list of installations and facilities, 

identified by their numbers, is 

developed. TM 5-301 is used to 

select the desired installations 

and facilities. 

(5)Installation layout. The 

recommended layout of facilities within the installation is 

given in TM 5-302; however, 

based on terrain requirements 

and other conditions such as ex- 
isting buildings, roadways, and 

utilities. the recommended lavout ma; not be feasible and 

should be revised as necessary 

to meet the requirements. 

(6)Determinatwn of real estate requirements. The quantity 

of land required for the recommended facility layout is listed 

in TM 5-301. If the recommended facility layouts are not 

used, the actual required land 

areas should be calculated 

based on the revised layout. 

(7)Constrz~ctwn effort, cost, 

logistical data and bills of materials (BOM). Estimated construction man-hours, cost and 

logistical data for transportation are provided in TM 5-303. 

The number of man-hours required for all horizontal, vertical and general construction 

should be tabulated and compared to the number of manhours available from construction units in each category. If 

deficiencies are indicated, additional manpower support is requested. The total time needed 

to complete all construction can 

be estimated on the basis of the 

available manpower and the 

number of man-hours required 

for construction. 

(8)Project execution. This 

step separates the actual execution of the project from the previous seven planning steps. Information input is from the 

working drawings in TM 5-302. 

The means for carrying out the 

project are provided by various 

construction resources, including engineer units and civilian 

labor. 

During the first three years of 

operation of the AFCS at the 

Huntsville Division, many initiatives have been set in motion 

that will result in a marked improvement in the versatility 

and usability of the system. 

These initiatives consist of the 

publication of a new AFCS design manual which provides 

uniform design standards; utilization of decision trees on complex installations to guide the 

planner in selecting the proper 

facilities; preparation of a family of "critical path method" networks to aid combat engineers 

in construction phasing; total 

conversion of the numbering 

system to conform to the category codes included in AR 415-28; 

correlating AFCS directly to the 

facility requirements of each table of organization and equipment (TO&E) unit; increased 

emphasis on facilities directly 

supporting troops; and seeking 

methods to lower cost, weight, 

volume and erection time for individual facilities. 

A major change has been prepared which will result in many 

new and needed facilities and 

installations being added to the 

system; the drawings being converted entirely to a single numbering system; and an update of 

all material and pricing data in 

the data base. 

The new designs include a 

cross-country POL system (Figure 2); Army airfield designs 

including horizontal and vertical facilities for both fixed wing 

and helicopter units; a new family of panelized buildings; preengineered metal buildings; 

sanitary facilities; electrical 

modernization; administrative 

facility and installation update; 

and medical facility installations. The change should be 

ready for distribution before 

next spring. 

The Huntsville Division also 

continuously updates the system data base with the assistance of the US Army Troop Support and Aviation Material 

Readiness Command 

(TSARCOM). 

New Designs 

The past emphasis on designs 

to support a war of several 

years duration has shifted to designs that are more in keeping 

with the shorter, highly intensive and fluid concepts of modern warfare. 

New designs underway that 

directly support troops in the 

initial (0-6 months) phase include container handling ports 

(utilizing DeLong piers), munitions storage, a family of protective revetments, a family of 

field fortifications, Air Force 

I airfields, signal intelligence facilities, theater construction 

materials and desert facilities. 

In addition, medical facilities 

such as mobilization health care 

facilities, medical depot facilities and medical TO&E facilities are under design. 

It is difficult to make longrange projections for the needs 

of the Army, but we do anticipate designs to accommodate 

the Division 86 weapons systems being developed and a 

shift to lighter-weight, quickly 

deployable structures. There 

will probably be a reduction in 

the diversity of building sizes 

available in the AFCS as a result of a study of the actual requirements of approximately 

700 TO&E units. Future designs will reflect the best sized 

facilities for the largest number 

of TO&E units. 

The total Army community 

and other services have expressed increasing interest in 

the AFCS and Department of 

the Army personnel continue to 

heavily use AFCS in preparing 

civil engineering and support 

planning. The Army Facilities 

Component System provides a 

well documented set of plans 

and bills-of-materials which 

should meet the various facility 

and installation requirements 

of the Army in theater of operations anywhere in the world. 

James G. Winter, chief of the 

Army Facilities Components 

System section at the Huntsville 

Division, U.S. Army Corps of 

Engineers, has participated in 

or managed the design of major 

DoD construction programs 

since joining the Corps in 1955, 

including launch and launchsupport facilities for NASA, the 

Air Force and the Navy at Cape 

Kennedy; and SAFEGUARD 

ABM support facilities and munitions production base facilities 

for the Huntsville Division. Mr. 

Winter is a graduate of the U.S. 

Merchant Marine Academy and 

is a civil engineering graduate 

of the University of Florida. 
The Engineer Solutions .e Comin 

In accordance w~th AR 310-1 

Military and postal regulations, ENGIIdentify and measure critical dimensions as shown in the NEER is updating its mailing 

drawing. Determine the amount of explosive required using the list. 

following formula. Each unit or individual on 

TC-charge thickness1 WC-charge width our current li st will receive a 

LT-target length TT-tareet thickness business reply card wh ich must 

~c-ch&ge length he filled out cc ,mpletely and re- A:-.-- -. TC = ?hTT or %" min = % (%'? turned to concltlut. ~aceiving = ?/4 < l/i" min TC = H" NEER. 

In addition,the re1 ~lycard I 

asks reaaers t.0 

' carexu~lv 1

I 

1 7 ,7 17 
 .
 renew 

(Volume of charge) VC = TL x 

WC x LC + 'h.. x 1w x 41" 

VC = 30.75 cubic inches 

(Volume of one block C4) VS = 

22 cubic inches 

BI = Total blocks C4 required 

( 1beam) 

VC 30.75 

BI = - =---- = 1.4=2 Blocks 

vs 22 

BT = Total blocks C4 required 

(4 beams) 

BT = 4 BI = 4(2) = 8 blocks C4 

Civilian 

u 


kB-1 

Assuming the final and intermediate covers will be two feet, the 

cell height should be six to 10 feet high. Daily earth cover will total 5 percent of the volume. 

FINAL COVER \ \ 

\ \ 

\ \ 

\ \ CELL 5% 

\ \ 

\ \ 

\ \ 

. .. 

\ \ 

\ \-

\ \ DAILY COVER \ \ 

INTERMEDIATE COVER \ \ \ 

\ \ 

Available area = 20 acres x . . 85% effective area x.. 

ft.laci-e = 740,520 sq. ft. 

43.560 so. , 

Useable height = 15' - 2' - 2' = 11feet (includes final and 

intermediate covers) 

Volume of waste = 11)x 740,520 sq. ft. x 95% volume of available 

waste = 7.738.434 cu. ft. 

Landfill life (Volume of waste) (Compacted densitv of waste) 

the n umber o f copies now re-~ 

ceivetd, and 1to reduc e or in-I 

creas . e 

. the niumber of-

copies1 

accordlng to unit needs uepartment of the Army guidelines 

cnll for six readers per copy. 

Please return your completed 

card promptly re uninterru]~tedserv 

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into (lbs of wastelcapitalday) (population) (27 cu. ft./cu. yd.) Story print. -

Landfill life (7.738.434 cu. ft.) (800 lbslcu. vd.) --, 

1.146 davs or 1703-664-5082 (AV 354). 

(4lbslday) (50,000) (27 cu ft./cu. yd.) 3.14 years " I
Engineer Officer 


Career Management 


-How we got the new program 


by Lt. Col. C.H. Dunn Jr. 

As most of you know, new directions 

in engineer officer career management 

have emerged following a special 

13-month study of engineer management policies under the Officer Personnel Management System (OPMS). Recommendations for revitalizing engineer 

officer career management were approved by the 

Army's Deputy Chief of Staff for Personnel in 

March 1981; implementation began this fall and 

will continue over about two years. 

The major tenants of the new strategy were announced in a brochure, Engineer Professional Development, distributed to engineer officers last 

summer. This article provides background to the 

new system by explaining some of the compelling 

reasons for the review and eventual revision of 

our career management practices. 

The task of researching the OPMS engineer officer management program fell to a study team of 

six Army War College (AWC) students, an Army 

Research Institute analyst, Corps of Engineers 

personnel officers, three engineer advance course 

students and two MILPERCEN coordinators. 

Acceptance of a new plan begins with the premise that the existing system needs some "adjustments." When OPMS was fully implemented in 

1975, its major advantage was the capacity to 

serve better the needs of the large density combat 

arms specialties. The requirementslpopulation 

graph for some of the combat arms specialties 

(Figure 1)depicts a dramatic lack of "branch" positions at the higher grades. Before OPMS, this 

non-branch time was fairly randomly managed. 

An infantry officer might spend one non-infantry 

tour in the personnel business, and the next in 

procurement. Such management practices did not 

develop the expertise needed at the senior grades 

in many of the career fields. The dual specialty 

concept was instituted to solve this problem, and 

after five years under OPMS, the system is now 

mature enough to help accomodate those lower 

density, more technically oriented specialites 

with very different requirementslpopulation pictures. A look at the distribution of engineer requirements reflects that at most grades there are 

almost enough engineer positions to keep our entire inventory busy in engineer specialty jobs (see 

Figure 2). 

At the time these data were compiled, there 

were insufficient captains to fill all the SC21 

captain requirements. The two most fundamental 

reasons, then, to examine engineer personnel 

management practices, were the failure of the 

personnel system to recognize the consequences 

of the under-strength engineer personnel condition, and, secondly, an engineer requirements 

pyramid which differed significantly from larger 

density combat arms. 

Additionally, there was concern with the adequacy of the present system to develop senior top- 
ographic experts and construction managers. The 

problem in development of topographic experts 

was fairly well acknowledged by those most familiar with this area. Very simply, the "system" 

had not been successful in developing the number 

and type of topographic experts needed at the 

senior grades. The Army generally has good officers in this area, but they are amateurs in a business where their Air Force, Navy and civilian 

counterparts have much more expertise. 

Whether or not the system was adequately developing construction managers was a controversial topic. The former Chief of Engineers felt very 

strongly that the personnel system was remiss in 

this area. He presented his position in a series of 

letters to high-level decision makers last fall. An 

extract from the Chief of Engineer's letter to the 

Vice Chief of Staff of the Army states: 

I am personally satisfied that OPMS is 

trending toward not qualifying the best 

engineer officers to become generals in 

the Army. 

Troop duty alone is not enough to be an 

engineer general officer. 

Except for the Commanding General, 

Fort Leonard Wood; the Commanding 

General, Fort Belvoir and the senior engineer in Europe, there are no general officer positions for the SC21 officers other 

than the 19 who work for me (COE). 

The present system is over-training the 

best SC21 lieutenant colonels and colonels in troops to the point they will either 

not be qualified to serve as engineer generals, or I (COE)will be asked to entrust a 

peacetime construction management program to generals who are inadequately 

prepared. 

The Army needs engineer general officers doing engineer work-this means a 

proven troop commander and an experienced professional engineer. 

Another reason for the program review was 

less tangible but certainly fundamental. The desires of key personnel decision makers sometimes 

conflicted with the actual definition of engineer 

requirements as reflected in the coding requirements documents by the field. For example, the 

Chief of Engineer's views on what type officer experience had proven its utility to serve the Army 

and the nation was sometimes different from the 

assignments MILPERCEN made based on current SC 21 position coding in units and TDA activities. This conflict revealed the lack of a recognized, workable strategy for developing officers 

during the senior captain through lieutenant 

colonel years. To use a trite phase, all the actors 

in the complex personnel equation were not 

"playing off the same sheet of music." 

Also at this time, organizational effectiveness 

(OE) field reports showed that, Army-wide, a negative attitude toward OPMS still existed. The report revealed: 

pessimism toward the dual-track system, especially among those with technical academic degrees. 

a feeling among many officers that they did 

not have sufficient opportunity to help chart 

their careers. 

rumors persisted and were fueled by senior 

officers with antiquated information. 

officers wanted more factual information 

with alternatives spelled out so they could analyze their career decisions. 

a plea for stability in policies. 

COL 

LTC 

MA1 

CPT 

LT 

50 100 

IN, AR, FA Requirements1 

Population (%) Figure 1 

Engineer RequirementsiPopulation ('%) 

Figure 2 I 
1 Figure 3 I I I I 

ACADEMIC DEGREE 

1980 SC 21 

POPULATlON 

TOTAL 

POPULATION 67% I 16% 1 17% I 

son 

DEGREE 

ART 

LITERATURE 

personnel briefers frequently presented information at a level too technical to be understood 

by audiences in the field. 

The OE researchers also discovered that many 

officers were either unaware of the amount of career and professional development information in 

the Army Times, branch journals and personnel 

periodicals or they failed to read them. 

Through their own field visits, AWC study participants confirmed that the above perceptions 

generally applied to the engineer segment of the 

Army population, and they remained very sensitive to those findings while developing their plan. 

The new strategy had to be pragmatic enough for 

all centralized decision makers to support, give 

sufficient flexibility in meeting critical Army engineer requirements, enhance stability by being 

based on factors that were not likely to change in 

this decade, and provide opportunities for officee 

to share in their career management. 

One factor became apparent in the early stages 

of the study-the limited utility of the past experience profiles of current senior engineer officers. 

It was no longer possible to develop our junior officers to have the same general experience profile 

as our serving senior engineer officers. 

A review of officer record briefs (ORBS)of 

serving colonels reflected a population that had 

served an average of 7.1 PCS tours within the 

mid-captain through lieutenant colonel window. 

These senior engineers were experienced in 

troop and construction management because they 

underwent fairly frequent peacetime moves and 

served in multiple positions during war. In the 

1980's, however, officers are becoming stabilized. 

It is estimated that engineer officers will average 

about five PCS tours during the mid-captain 

through lieutenant colonel window. In addition, a 

professional development strategy cannot rely on 

a war to produce the experience an officer corps 

needs. We do not have, in our recent past, any 

"peacetime-grown" engineers to contrast with our 

projected 1990 engineers, so the utility of our 

past experience base is limited. 

A review was also needed to accomodate dramatic changes in engineer demographics. Major 

alterations have taken place in the areas of academic background and when engineer officers 

join the specialty. A plan was needed to assimilate the growing number of engineer officers with 

academic backgrounds in non-engineer or nonphysical science disciplines (Figure 3). 

While the engineer specialty has always had 

some officers with non-technical academic backgrounds, most of these officers were products of a 

university curriculum that was heavily influenced by the "Sputnik era" of the 1960s. In those 

days, history majors received some math and science courses as part of their core curriculum. Today, many universities offer degrees requiring 

little or no mathlscience background. Also today, 

the competition for the limited engineer graduate 

resource is becoming more intense. A recent 

study conducted by the College Placement Council indicated there was a 53 percent increase in 

the demand for engineers between 1978 and 1979 

and that 63 percent of the jobs offered to new 

college graduates went to engineering students. 

While the demand for engineers is increasing, the 

supply is leveling off and is projected to decline in 

the 1980s. The Army has centralized assignment 

procedures to insure that ROTC accessions with 

technical backgrounds are placed into engineering or ordnance affiliated specialties, but, even 

with these efforts, a large number of officers 

without "hard skill" degrees are given the SC 21 

specialty to meet the Army's engineer requirements. 

As long as the Army pursues such a course, it 

incurs a responsibility for providing ways for capable officee with a non-technical background to 

progress through the system. Since most young 
officers look first to their battalion commander 

for career guidance, the personnel system managers need to give middle managers the information that is essential for effective counseling of 

energetic young officers, regardless of academic 

background. A sound professional development 

strategy must provide ways for non-technically 

trained officers to progress based on their aptitude and interest in technical arenas. This is not 

to say opportunities will ever be equal among all 

career paths for this has been, and will continue 

to be, an unrealistic expectation. All the officer 

corps really asks is that opportunities for progress be reasonable in multiple career tracks. 

A second demographics transition is the extent 

to which offlcee join the SC21 specialty later in 

their careers. In the foreseeable future, almost 

four-of-10 engineer officers will acquire SC21 as 

an additional (late entry) specialty. This is necessary to fill the extensive field grade engineer requirements which cannot be met from the available company grade accession (initial entry) 

SC 21 population (Figure 4). 

Until year group (YG) 73 was given their added 

specialty designations, the SC 21 population was 

about 95 percent initial-entry engineers. However, this YG population had dwindled to only 155 

officers so, to aid in meeting the SC 21 field grade 

needs, an additional 125 YG 73 officers (most 

from the combat arms) were given a late-entry 

specialty of SC 21. Population mix projections 

show a sizeable portion of our engineer family 

will continue to join the SC 21 specialty at the 

late-entry point. 

With the advent of this large influx of late-entry 

engineers, the engineer community must work 

together to assist them in the assimilation process. The long-term welfare of the entire engineer 

population will be significantly affected by how 

well this assimilation takes place. 

Finally, we needed to dispel the notion that the 

only "success" model was troop asignments, battalion command attendance at senior service 

college and serving as a district engineer. As field 

grade command tour lengths increase (based on 

the February 8, 1979 Chief of Staff of the Army 

(CSA) decision) the opportunities to command 

and to follow the traditional "success" track become increasingly diminished. Future engineer 

growth plans must ensure ways for success other 

than solely via the command route. The credibility of these other tracks will be established with 

the results of future promotion boards. Recent 

CSA decisions to promote by specialty with floors 

to lieutenant colonel and minimum floors for senior service college selections, will, in time, provide the evidence needed to show there are noncommand career options leading to colonel and 

general offlcer grades. 

Taken all together, these considerations were 

determined to be sufficient to require changes in 

how we do business. 

Future articles in ENGINEER will address 

how the transition to the new plan will be accomplished over the next two years and progress 

made during the implementation phase. 

During implementation, there are many key 

participants. Decision makers must provide their 

continued support, and the engineer chain-ofcommand must become proficient in counseling 

younger officers on their options under the new 

system. MILPERCEN assignment practices must 

conform with the parameters for mid and latecareer development utilization. And, finally, each 

of us must determine our own interests and aspirations, then inform our personnel assignment 

counterparts in MILPERCEN. 

Lt. Col. C.H. Dunn Jr. com.mands the 2nd Infantry Diuision's 2nd Engineer Battalion. When 

this article was written, he served as career program manager for specialty codes 21 & 22, 

MILPERCEN. 

SHIFT IN ENTRY POINT OF 


ENGINEER POPULATION 


EXISTING POPULATION 

(BEFORE '73 DESIGNATIONS) 

YG 73 POPULATION 

FUTURE 

MIX 

ACCESSION 

ENGRS 

60% 


Figure 4 

NONACCESSION 

ENGRS 
- - - 

Career Notes 


Enlisted career advisors 

waiting to hear from you 

Career advisors at 

MILPERCEN's Enlisted Engineer Career Branch can answer 

your questions on future assignments, schools, promotions and 

career goals in general. 

Assigned to the branch because of their extensive background in a wide variety of engineer assignments, engineer 

career advisors confer with personnel management specialists 

to insure that every soldier is 

properly assigned in line with 

professional development goals. 

If you are in Career Management Field (CMF) 81, an E-7(P) 

or E-8 in CMF 12 or a drill sergeant at Fort Leonard Wood, 

contact SFC Al Henderson. SFC 

Billy Moore handles CMF 51, 

and SFC Robert Ford CMF 12. 

Call them at (202) 

325-77101112 or Autovon 

221-77101112; or write the Military Personnel Center, ATTN: 

DAPC-EPL-E, 2461 Eisenhower 

Ave., Alexandria, VA 22331. 

Officer 'dream sheets' 

are computerized 

Preference statements for 

officers managed by the Officer 

Personnel Management Directorate will soon be stored in the 

Army's computerized Officer 

Master File (OMF), 

MILPERCEN officials recently 

announced. 

Data is entered into the OMF 

and assignment personnel compares officers' preferences with 

Army requirements via computer. Assignment officers now review paper copies of officer preference statements. 

Although the capability for 

storing data became available 

in October, the Army won't begin feeding information into the 

OMF until January, to allow officers time to review their current preference statements and 

submit changes if necessary. 

Preference statements may be 

updated whenever an officer so 

desires, however guidelines in 

AR 614100 encourage updating preference statements about 

12 months before completing an 

overseas tour; about one year 

after reporting to a CONUS 

service school; or within 60 days 

of beginning a course at a CONUS service school during a 

permanent change of station, a 

civilian school, or training with 

industry. (ARNEWS) 

New DA circular 

helpful at re-up time 

When a solider considers 

reclassification or reenlistment 

out of an MOS, things like promotion potential and professional development should be 

carefully considered before 

making a final decision. 

DA Circular 611-81-4, Career Management of the Enlisted 

Forces, now makes selecting a 

new MOS easier by listing the 

Army's needs for enlisted soldiers by grade and MOS, rather 

than by years of service (YOS). 

In addition, Appendix A 

shows the entrylexit ("In/Out") 

status of a soldier's current and 

potential MOS, with the Army's 

needs reflected by codes "Y" 

(yes),"N (no) and "NA (no authorization). 

The new system should help 

align MOS strength with Army 

requirements and assist in the 

professional development of enlisted soliders, MILPERCEN officials say. 

Deep sea divers 

wanted by Corps 

Deep sea divers are urgently 

needed by the Corps of Engineers, MILPERCEN reports. If 

you're looking for a new challenge, this may be it. 

E-2 through E-4 volunteers 

under 30 years old are being accepted to the 12-week course. 

Additionally, applicants must 

have a minimum of 21 months 

service remaining upon graduation, score at least 250 on the 

basic combat physical proficiency test, have a GM score of at 

least 100, a GT score of at least 

110 and swim 300 yards using 

the side or breast stroke in 

eight minutes 30 seconds. 

Applicants attend the Navy's 

Second Class Divers Course at 

Panama City, Fla., and can expect assignments to Fort 

Belvoir, Va., Fort Eustis, Va., 

or Pohang, Korea. 

SFC Billy Moore, AV 

221-7710, can answer questions 

about the program and help you 

complete DA Form 4187 (available at your local PAC) to volunteer for training in MOS OOB. 

Supreme Court decision 

may effect reservists 

A recent U.S. Supreme Court 

decision, Monroe us. Standard 

Oil of Ohio, may effect some reservists. 

Monroe's Army reserve duties 

regularly conflicted with his 

shift work assignments at a 

Standard Oil refinery. While 

Standard Oil did not refuse 

Monroe time off for drills, demote him or deprive him of 

vacation time, seniority or other 

benefits, the oil company would 

not adjust Monroe's work so he 

could put in a full schedule during pay periods that he also had 

reserve duty. 

The law says a firm cannot 

deprive a worker of any "incident or advantage of employment because of any obligation 

as a member of a reserve component of the Armed Forces." 

Though Monroe believed a 

40-hour week was "an incident 

or advantage of employment," 

Standard Oil did not. 

The Supreme Court ruled in 

favor of Standard Oil.