Wquubrs. Departaunt oftha Amy 

Pa O-SWAppmved for pwk rskwoe, dta&lbutlon.b u 

t$$WBj 
CLEAR THE WAY 


B)' Mqjor Gei~enll RO~F~I B. Flun,ers 


Com~ilandant,U.S. Ariny Engineer School 


. . 

M ANSCEN is now part of our chain of command. A 

week of events (27 Septembefl October) marked 

the formal beginnings of the A~my's Maneuver 

Support Center and the suboldination of the Engineer School 

to MANSCEN. We engineers now live and train with the MP 

Corps and the Chemical Corps here at Fort Leonard Wood. 1 

welcome Colonel (P) Ronald L. Johnson as the Assistant 

Commandant, who joins me in leading the regiment forward. 

It is an exciting time for our Army. Even as we gain the 

benefits of working within MANSCEN. Ron Johnson and I 

promise to preserve the distinct identity of our branch and to 

develop our vital contributions to the combined arnis team as 

planned. We will follow the strategy laid out so well in 

Engineer Vision 2010: 

Trained and ready i 

I A responsive and versatile member of the strategic 

force I / Exploiting information technologies to master terrain I 

We will continue to focus on the primary engineer 

functions of maneuver engineering, force support engineering, and terrain visualization. 

As our force and capabilities evolve to meet 2010 goals. 

we need your help to keep us on track. As stated in the April 

issue of Engineer ("One Regiment, One Fight," page 9). we 

will follow LTG Ballard's lead if we work together and 

articulate our colpol-ate Engineer Regimental goals to win 

friends and influence decision makers. Thus, the concept of 

"one voice" is necessarydll of us in the field and in the 

training base must articulate the same concepts and priorities 

to those outside our Corps. For this purpose we have posted 

our Engineer Regimental Positions on the school's home 

page and ask that you consolt it [http://www.wood.army.mil/ 

eschool/] before opining to others. 

This in no way should be thought of as stifling your 

creativity. In fact, we want creative ideas and innovative 

concepts to he discussed, matured. and incorporated. This 

should be done internally within the regiment. We have 

added to our home page a direct e-mail line for 

engineer field-grade commanders to send the Assistant 

Commandant their ideas, concepts, questions, and comments 

(JohnsoRo@wood.army.mil). If yon send us your ideas. 

we'll work them with the schoolhouse staff and respond. 

Help us keep the Engineer School relevant to both the field 

and training-base realities, just as you help us keep the 

. . 

school's aanned modernization on track. While it is 

important to speak with one voice, it is equally important to 

dialog within the regiment to keep that one voice fresh, 

relevant, and energetic. 

The schoolhouse is smaller now. Some of its former 

functions are now done by MANSCEN organizations, but 

this reorganization should not impact upon you. You can 

expect to receive responsive and useful products from your 

Engineer School. The dedicated professionals in your school 

work with the MANSCEN staff and will provide the answers 

and services you need. 

I am pleased to see the range of articles si~bmitted to 

Engineer. Continue to submit articles of current interest and 

encourage your subordinates to do the same.As you will read 

in this magazine, the Engineer Regiment is involved in the 

challenges that face our Army today: Kosovo,-readiness, 

disaster relief, nation building, and homeland defense. Our 

young engineer experts are teaching us and leading us to 

professional competence. This is a time in our history where 

individual breadth is important. Whether you consider 

yourself a sapper or a light or heavy engineer, you must 

continue to learn all you can about maps, topography. 

doctrine, organizations, training, surveying, leadership, and 

history. 

Contribute to others when you can. Share your 

experiences and expertise within the regiment by writing 

articles for Engineer and other branch joornals. We keep our 

hranch contributions relevant to our Army when we express 

our value to the combined arms and joint fight. 

We showed off the Griiily and Wolverine, respectively our 

number one and two acquisition priorities, during the national 

AUSA convention in mid-October. 1was pleased to see many 

members of our regiment visit the production model of the 

Wolverine and the prototype of the Grizzly. It was gratifying 

to see members of the regiment bring their bosses and 

compatriots as well. That is just what we need to do as 

engineers. You could see in their facial expressions that, as 

people climbed on physically, they also climbed on mentally 

to the idea of in-stride breaches. Well done! Your next chance 

to show off is when the Wolverine is fielded at Fort Hood next 

summer. 

Our past is one of honored achievements by individuals 

and onits. Our present is a time of change, energy, 

excitement, and expectation. The future is ours to develop 

and shape. Essayons! 
w 

Engineer November 1999 Headquarters, Department of the Army Volume 29 PB 5-99-4 

UNITED STATES ARMY FEATURES 

ENGINEER SCHOOL 2 Building the Kosovo of Tomorrow 

By Captain Stephanie Arnold 

8 Kosovo Base Camps: In the August Meltdown, the Army 

COMMANDANT Readied for Snow 

Major General Robert 6.Flowers By Dana Finney 

11 Sets, Kits, and Outfits: Pioneer, Minefield Marking, and 

Demolition Tool Sets 

MANAGING EDITOR By Alan Schlie 

Catherine Eubanks 15 Operation Fuerte Apoyo: Disaster Relief in Nicaragua 

By Major Jeff Eckstein 

FEATURES EDITOR 19 German Construction Maintenance Facility 

Shirley Bridges By Lieutenant Colonel Richard B. Hook 

22 The 14th Combat Engineer Battalion: A Model 

GRAPHIC DESIGNER Multicomponent Unit 

Jennifer Morgan By First Lieutenant Tim Piccirilli 

26 Homeland Defense at Fort Leonard Wood 

By Jim Smith 

By Order of the Secretary of the Army: 28 Red Devils! The 58th Combat Engineer Company 

By Captain Leonard J. Law and First Lieutenant Keith R. Ferdon ERIC K. SHlNSEKl 34 Civic ActionTeams in Kosrae 

General, United States Army By Captain Noah Webster 

Chief of Staff 38 What Every Warrior Should Know About Maps 

By Captain Dirk E. Plante 

Official: 42 Airfield Engineer Surveys 

p B m 

By Sergeant First Class Greg Shamberger 

46 Detector Training: It's MoreThan Lecture and 

Familiarization 

JOEL B. HUDSON By Dr Gregory L. Bier and Randy Richards 

so USAES Graduate Degree Programs Expand Your Options Administrative Assistant to the By Captain Marc Hoffmeister Secretary of the Army 52 Readiness: Engineers Making It Happen 9924601 

By Major Michael C Wehr 

Front Cover: In the August limeframe, SSG 

Brown of 535th CSE fills a crater in a road 

made by the bombing of a Serbian military DEPARTMENTS 

compound by NATO forces. The road led to a 

range used by the KFOR to qualify on their Inside front cover: Clear theway 

individual weapons. 25 Book Review 59 Engineer Update 

Back Cover: Historical example of the Army 41 PERSCOM Notes 61 Lead the Way 

value "Personal Courage." 57 CTC Notes 

EhC hEER S5h 0M5-11890, 5 D'C: 3 C J c.<ler, W L S 4rm, Erqntcr r inn Iner I :exwrtlsc lor 1.c p:psje 21 I,II!I?IIC~~iner 2~:~v :r 

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CORRESPONDENCE, ieners to the edtor, manurripts. photographs, anicial CONTENT is not copyrighted. Material may be reprinted il credit is given to 

"nil reouests to receive cooies. and unit address chanoas should be sent to ENGINEER and the author 

~h(;lr.Crn .,t me crcrronil'.a>.lrcss Teayn I jn i€?.rl~. c8h o-ez701 

th3lhiCIl~e-ma io?rc55 i o.Oge5s.; A, o .dl", n 0: Interne1 no~e~Z?F OFFICIAL DlSTRiBUTlON is targeted to ail engineer and engineer-related units. 

.;l'eU of nnp na % .. '. , r~ +hCllMAG 2mas-P~ 'I? 

DISCLAIMER: ENGINEER presents professional informalion designed to keep 

US, military and civilian engineers informed of current and emerging daveiopments 

November 1999 Engineer 1 
$ BUIhDING THE KOSOVO 

OF TOMORROW 

By Captatn Stephan~eArnold 

I 

The 94th Engineer Combat Battalion (Heavy) (ECB[H]) is 

deployed to Kosovo in support 

of Task Force Falcon to help create 

Camp Bondrteel. the primary base 

camp in the American sector of Kosovo. Normally headquartered in 

Vilseck. Germany, the 94th ECB(H) is 

comprised of two line companies, a 

combat support equipment (CSE) company, and a headquarters and support 

company. For this deployment, the battalion has been augmented by the following unils: 

568th Engineer Company (CSE), 

Fort Riley. Kansas 

Alpha Company of 864th ECB(H), 

Fort Lewis, Washington 

562ndl521st Firefighting Detachments, Fort Leonard Wood, 

Missouri 

3 17th Maintenance Support Team, 

Vilseck and Bamberg, Germany 

Although authorized only 708 soldiers in four companies, the battalion 

accounts for almost 900 deployed soldiers in six companies and two detachments. While operating within an 8-

kilometer perimeter, the battalion 

boasts 17 construction platoons, six 

organizational maintenance platoons, 

and four direct-support platoons. These 

motivated and technically competent 

soldiers are a diverse blend of carpenters, electiicians, plumbers. equipment 

operators, mechanics, cooks, and administrative personnel who are prepared to complete any mission. 

For Task Force Falcon, the battalion 

is attached to the 1st Infantry Division 

Engineer Brigade. The 130th En,'01neer 

Brigade (the battalion's organic brigade) also deployed its construction 

management section to provide managerial oversight, material acquisition 

assistance, and daily guidance to military construction engineers. 

The Deployment 

As U.S. Army Europe's only 

construction asset, the 94th 

ECB(H) has trained and prepared for both a peacekeeping and 

peace-enforcing deployn~ent to Kosovo since late 1998. The 535th Engineer Company (CSE) deployed to 

Albania in suppon of Task Force Hawk 

in April 1999 to serve as V Corps' only 

military engineering asset for force protection and quality-of-life engineering 

support. In June, the 94th ECB(H) 

deployed an 80-person advance party to 

Albania. It was prepared to establish 

split operations in nolihem Albania 

while the battalion constructed the primay east-west main supply route into 

Kosovo. Five days after the advance 

party arrived in Albania, the political 

agreement was settled and the battalion 

was rerouted to Kosovo. Within two 

weeks, battalion surveyors and primaly 

logistical leaders arrived at Camp 

2 Enghreer November 1999 
Bondsteel to prepare for the 

rest of the battalion and other 

converging Kosovo Forces 

(KFOR) units. 

Unlike in Albania. where 

land use was determined on a 

first-come, first-served basis. 

the 94th ECB(H) surveyors 

were ahle to plan how the 

land should he used. Working with the 130th Engineer 

Brigade's construction man- : ,., 

agement section, the 94th 

ECB(H) 

pleted 

of the 

a 

750-acre 

topographic 

surveyors 

area 

survey 

in 

com10 [~.. 

days. Using this data, the two 

construction cells deter- - mined interim locations for Soldiers prepare a dirt road for paving.The geotextile is covered with gravel and will be 

arriving units and the hest paved with asphalt. 

layout for the base camp. 

The Construction Contracting Agency. 

comprised of both military and civilian 

engineers fromthe U.S. Anny Corps of 

Engineers, designed the base camp 

while the battalion focused on internal 

project designs and quality assurance. 

Protecting and Housing 

the Force 

The 94th ECB(H)'s mission in 

Kosovo is three-fold: provide 

force-protection support, provide quality-of-life support, and build 

operational facilities for Task Force 

Falcon. 

Force Protection 

Effective force protection is critical 

for Camp Bondsteel, which is situated 

on a series of rolling hills with nearby 

woods on several boundaries. After the 

9th Engineer Battalion (Mechanized) 

used its armored combat eanhmovers 

to create a hasty perimeter, the 94th 

ECB(H) and Brown & Root Services 

Corporation jointly completed a 2.5-

meter-high earthen berm around the 

entire perimeter. They removed trees to 

allow sufficient fields of fire and built 

nine wooden guard towers around the 

modified the towers by placing each on I 

a concrete pad and adding safer and 

more accessible entrance ladders. Five 

of the nine towers were placed on two 

MILVANS welded together to allow 

greater visibility. The added elevation 

enables soldiers to view the area from 

18 feet aboveground rather than from 

I the usual eight feet. 

Quality of Life 

As when Bravo Company, 94th 

ECB(H) deployed to Bosnia-Herzegovina 

in 1998, the battalion's main constmction effort has been life-support areas 

for the base camp. Because of the 

topography and population of the camp, 

it will eventually have two independently serviced life-support areas, . . with semipermanent wooden buildings 

known as Davidson-style Southeast 

Asian huts (SEA huts) (see article on 

page 8). The battalion is also creating 

SOCCE huts (modified for the Special 

Operations Command and Control Element) and officerisenior noncommissioned officer SEA huts that will have 

10 rooms with separate latrine facilities 

for each pair of rooms. 

Operational Facilities 

critical to alleviate blinding dust storms 

and enable mobility when torrential 

rains made the clay soil impassable. 

They built the hardstand for the camp's 

hospital, created the road to the military and civilian materials yard, and 

laid a double-base surface of bitumen 

on the camp's eastern access road. The 

battalion uugraded the main briefing 

room and other areas throughout Task 

Force Falcon's command center. It also 

created a storage system for confiscated weapons and built floors for 

200 tents, so soldiers would be out of 

the mud while SEA huts were being 

const~cted. 

. -

Moving Mountains 

To create life-support areas, the 

94th ECB(H) transformed the 

topography of Camp Bondsteel 

to maximize use of the ground. The 

primary earthmoving mission, dubbed 

Operation Wolveri~ie Mountain after 

the battalion's mascot, required that 

more than 150,000 cubic meters of 

earth be moved and redistributed. That 

is eauivalent to the area of one 

football field that is 100 feet deep. To 

perimeter. Due to soil, pests, and line- The 94th ECB(H) created Camp save time, the battalion lowered the two 

of-sight requirements, the battalion Bondsteel's road system, which was major hills in Camp Bondsteel and 

November 1999 Engineer 3 
simultaneously filled the large ravine critical since there were no sewagebetween them. Combining the efforts treatment plants in Kosovo, and local 

of all four organic companies, the bat- people (including those serving militalion worked two shifts totaling 20 tary units) emptied raw sewage into 

hours per day. At times twelve 621B , streams. The lagoon is a technically 

scrapers, eight D7G dozers, three 130G ' challenging mission that requires all 

graders, and six vibratory and sheeps- four of the 200- by 300-meter areas to 

foot compactors operated on the hills, have depth deviations from final design 

In 30 days, the battalion widened the grade of no more than 3 inches. Led by 

life-support areas, created areas for the the 535th and 568th Engineer Compacamp's wash rack and more than half of nies (CSE), the first area completed has 

the camp's motor pools, and built a a maximum deviation of only two 

foundation for the northern access inches across its entire 60,000-squareroad. meter area. 

Simultaneously, the battalion created the hardstand for the American Maintaining Engineer 

logistical supply support activity. This Excellence 

600- by 160-meter area, which required 

70,000 cubic meters of earthen cut- The engineer effort in Kosovo is 

and-fill operations, will eventually unlike any since the Gulf War. 

include a chapel, a morale and welfare Even in 1995-1996 for Operatent, the Army and Air Force Exchange tion Joint Endeavor-when 1st ArService, and a barbershop. Equipment mored Division led the initial 20,000c 

and operators from nine Wolverine pla- I : force lnto Bosnia-Herzegovina-the 

toons worked around the clock to cam- entlre 94th ECB(H) deployed, augplete the project. mented by the 362nd CSE from Fort 

Another earthmoving effort on Bragg. More importantly, the battalion 

Camp Bondsteel was the sewage was dispersed throughout the three brilagoon. This project is environmentally gade areas in the American sector. In 

Kosovo, all 900 Army combat heavy 

engineers are collocated at Camp 

Bondsteel. 

This deployment provides our soldiers an opportunity to serve as America's engineer ambassadors. Military 

personnel from Great Britain, Greece, 

Poland, and Russia live on Camp Bondsteel, and the camp frequently has visitors from as far away as Nepal and 

Jordan. Representatives from these 

countries are impressed by the quantity 

and quality of the battalion's work. 

The 94th ECB(H) also leads a variety of missions outside the camp's 

perimeter, which allows soldiers to provide vital assistance to the area. Each of 

the six companies sponsors an elementary or secondary school that was 

destroyed in the war or has been 

allowed to deteriorate. Completing basic repairs to the schools and building 

fundamental necessities, such as desks 

and chairs, provides a better learning 

environment for Kosovar children. 

The battalion conducted reconnaissances of routes and bypasses throughout the American sector of Kosovo. It 

also repaired a former Yugoslavian 

Water well No. 1, which is being constructed at Camp Bondsteel, will produce between 125,000 and 

200,000 gallons of water per day. 

4 Engineer November 1999 
military weapons range, which enabled 

KFOR units to maintain weapons 

qualification. The battalion repaired 

roads damaged during the NATO air 

campaign against the Serbian military 

and removed debris and dozens of 

destroyed cars from school yards and 

neighborhoods. Although not the unit's 

major effort, the soldiers enjoy honing 

their skills while helping to improve 

these people's lives. 

Lessons Learned 

When a unit completes a major 

exercise or deployment, several critical themes usually 

develop regarding lessons learned. 

Although the 94th ECB(H)'s deployment to Kosovo is not finished, lessons the battalion has learned may 

help other units prepare for similar 

missions. 

1. Focus on continuous teamwork. 

This theme has many facets for the 

94th ECB(H)-from intrabattalion efforts, to units added to the battalion, to 

different headquarters, to efforts with 

civilian contractors. Because the battalion is geographically dispersed among 

three German cities (Vilseck, Grafenwoehr, and Hohenfels), the companies' 

interactions in Germany usually are 

limited. Most missions there are completed by just one unit; in fact, the unit 

has not had a battalion formation in 

more than a year. During this deployment, almost every project has been 

completed by at least two companies, 

and several involved as many as four 

companies under the leadership of one 

platoon. Assimilation has been seamless because leaders at all levels stress 

teamwork. 

Of the units that augmented the 94th 

ECB(H), only the 317th deployed with 

the battalion from Germany. Firefighters joined the battalion when the 535th 

CSE relocated from Albania to Kosovo, and the other companies arrived 

in early August. By establishing communication and working relationships 

before their arrivals, units quickly and 

smoothly joined the battalion's efforts 

to complete base camp construction. 

The battalion prepared living tents and 

working areas for units before their 

anival, and incoming units received 

official welcome briefs that explained 

unit and camp policies. Leaders and 

soldiers in augmenting units are 

included in updates, professional 

development classes, morale-building 

events, and visitor briefs the same as 

those in organic companies. Except for 

different unit patches, the battalion 

merely enlarged into an enormous, 

cohesive unit. 

The 94th ECB(H) motto is 'Aid to 

any Division" for an important reason. 

In 1995-1996, the battalion supported 

the 1st Armored Division during 

Operation Joint Endeavor in BosniaHerzegovina. In 1998, it supported the 

1st Armored Division and 1st Cavalry 

Division during Operation Joint Forge 

in Bosnia-Herzegovina. In 1999, when 

the United Nations mission in Macedonia transferred to NATO, the 94th 

ECB(H) supported the 1st Infantry 

Division. For this deployment to Kosovo, the battalion is again supporting 

the 1st Infantry Division. 

The 94th ECB(H) has been fortunate 

to work under competent, professional 

divisional engineer brigade commanders and staffs with either extensive 

experience or a sincere appreciation for 

the capabilities and best employment of 

a combat heavy unit. A key factor to the 

battalion's successful construction 

management and resourcing was the 

inclusion of the construction management section from the 130th Engineer 

Brigade. Because it was familiar with 

the battalion and had experience with 

brigade-level management, the section 

provided needed guidance and liaison 

support between the construction engineers and the norrnally mechanizedfocused divisional engineer brigade. 

This kept the teamwork focused at all 

levels within the units. 

The battalion has worked with 

Brown & Root Services Corporation 

throughout this deployment. The military's flexibility and stability coupled 

with the contractor's experience and 

virtually unlimited work force will 

enable Camp Bondsteel to be completed before winter. For instance, the 

battalion had surveyors at the camp 

within two weeks after the peace agreement was signed, and equipment and 

operators followed 10 days later. The 

battalion was tasked to complete major 

cut-and-fill operations with its twentyfour 6218 scrapers, whereas Brown & 

Root's experienced operators focused 

on the finishing work. The battalion's 

plumbers and electricians, who get little 

experience in Germany, worked with 

their professionally licensed Brown & 

Root counterparts to gain valuable 

experience. The soldiers also introduced Brown & Root workers to several military techniques. Brown & Root 

handles many camp functions, such as 

laundry, and will eventually provide all 

food services. However. the 94th 

ECB(H) performs various missions for 

the military to avoid costly and 

often time-consuming contracts. An 

amiable relationship helps the military 

and civilian workforce to reach our end 

state of providing force protection and 

improving quality of life for deployed 

soldiers. 

2. Deploy with a robust advance 

party. 

The deployment to Kosovo was a 

unique experience for the entire task 

force, because a significant number of 

personnel and supplies for this deployment were already in Albania for Task 

Force Hawk. Despite the difficulties of 

relocating from Albania to Kosovo, the 

effort was minimal compared to deploying from Germany. 

The importance of the engineer 

force deploying early cannot he 

stressed enough. The advance party of 

battalion sulveyors, construction planners, and section leaders provided Task 

Force Falcon with immediate and longterm planning capabilities. Unfortunately, the 94th ECB(H)'s entry was 

delayed because of the task force's 

intricate management of arriving units. 

Many major units had skeleton crews 

on the ground with areas already 

November 1999 Engineer 5 
- - 

construction operation. Garrisonlike "motor stables" or maintenance stand-down days are 

unacceptable when construction 

deadlines are imminent. One successful method used on the hattalion's 24-hour earrhmoving sites 

way to perform daily shift maintenance. Maintenance crews stayed 

on site to perform emergency 

repairs. Projects stopped for an 

hour after each shift so the crew 

could lubricate and refuel equipment and perform preventive 

maintenance checks and services. 

Even with dust. heat. and continuA soldier ground guides a 621B scraper, which is loading fill material in a barrow pit. ous operations, the equipment 

established. As the battalion and construction maintenance section developed an initial camp layout, the task 

force moved several unlts. Others remained in place, and some still slow 

construction efforts, because they must 

relocate from nonresidential areas in 

the final base camp footprint. 

Once in country, the 94th quickly 

began to create the perimeter berm, 

build primary camp roads, and construct tent floors with equipment and 

carpentry tool kits already in Albania. 

Since it may take 30-45 days for Brown 

& Root to get basic necessities into an 

area, engineer assets must have priority 

of movement to ensure that soldiers 

remain safe and healthy and have at 

least a basic standard of living. To capitalize on the military's quick responsiveness, initial entry assets must take 

engineer equipment, tools, and (when 

possible) materials such as lumber and 

nails. 

3. Conduct deliberate planning 

and management 

Leaders and soldiers of combat 

heavy units often are pressured to conduct minimal planning and execute 

their plan immediately. Engineer leaders must balance project initiation 

speed with the need for deliberate planning. They must learn the commanding 

officer's engineering intent and priorities, develop a logical and detailed plan 

of execution, and have the commander 

bless the plan. Direction and support 

from the start of the mission will prevent duplicated efforts and attempts by 

lower-ranking commanders to divert 

the unit's efforts. 

~ ~ and planning ~ construe. i

tio,, missions for nine earthmoving 

platoons, six vertical platoons, an 

equipment platoon, an asphalt and 

concrete platoon is quite a feat for one 

battalion staff. The battalion capitalized 

on the experience of several junior 

officers, each of whom had deployed at 

least once to the ~ ~ l and k senior ~ ~

noncommiss,oned in its construction cell to prepare for future missions while prnviding guidance on 

current missions, ~h~ battalion re. 

ceived exceptional help from both the 

130th ~~~i~~~~ ~ ~ construction i ~

management section and the Corps of 

Engineers Construction Contracting 

A~~~~~ in planning and designing 

many missions. BY working together, 

projects meet required technical specifications and execution time lines. The 

battalion combined all 21 surveyors, 

including those from the attached companies, to conduct topographical surveys, stake the designs, and provide 

quality assurance. One surveying team 

remained on the site of each earthmoving project to ensure quality 

control. 

Engineer leaders must allow time 

to conduct quality maintenance 

when the unit is in a continuous 

maintained exceptional operational 

readiness rates throughout the mission. 

4. Bring additional 

based On the 

Fortunately the 94th ECB(H) knew 

~

its general scope of work before depart- ~ i ~ ~ ing Germany. If a unit has not been to a 

~a'ficular area, it should gather as 

much information as possible before 

deploying. This intelligence will Pay 

e"0"noUS dividends throughout the 

mission. 

Based on previous deployments with 

similar missions, the battalion ordered ~ , two small Bobcat" skid steer loaders. 

These small, versatile pieces of equipment have attachments ranging from 

street sweepers to forklifts to buckets of 

various sizes and uses. Although the 

battalion has larger equipment for each ~ d ~ of these functions, the Bobcat" has 

been extremely helpful when operating 

near SEA huts and in other built-up 

areasWith six companies operating over a i 750-acre area, continuous communication among the battalion and company 

leaders was critical. The commanders. 

battalion command team, and battalion 

S3 used hand-held Motorola radios 

with military nonsecure frequencies. 

Each company had internal communication among platoon leaders and company operations, and when the battalion 

assumed perimeter guard duties, soldiers in each tower used hand-held 

' radios. This ability to immediately 

6 Engineer November I999 
-


ne Mountain 

ond Lieutenant Margaret Warner and Sergeant First -,--- .....othy 

McGhee 

Dust, heat, and mountains of tall grass were all that greeted the 94th Engineer 

Combat Battalion (Heavy) when it arrived at Camp Bondsteel, Kosovo, on 3 July 

1999. Within 24 hours, the earthmoving platoon of Aloha Company. 94th ECB(H), 

received the 3 mission to clear and level the two central hillto bps that dor ~~natedthe t 

camp. The initial horizo ntal earthwork foundati on was the highest pri( my Army E!ngi- I in tho Ih, neer projec. ,,, .,,, ,,dater, because the firsl t phase of SEA hut ci lnstructlon was 

scheduled to be completed by 1 October 199L ,----...-.e, page 8). . ..- -uu-u 2s of 3 [coo .*in1 Th~lEII'.PDE 

the massive earthmoving project, which was completed ahead of schedule, can be 

attributed to the strong leadership of junior noncommissioned officers, an intense 

focus on maintenance, and the spirit of teamwork across the entire battalion. 

Junior Noncommissioned Officer Leadership. Junior noncommissioned officers served as site supervisors, with each sergeant assuming responsibility for a cut or 

fill site on the project. Gaining experience and confidence as the project progressed, 

these squad leaders and assistant squad leaders ensured maximum efficiency and 

productivity of the soldiers and equipment in their charge. Two staff sergeants, who 

were the construction foremen for their designated shifts, coordinated equipment use, 

haul routes, and adherence to design specifications. Their responsibilities also 

included accountability of sensitive items, daily job-site safety briefings. work schedules, and daily construction ooals. By relying on their junior leaders, the platoon 

leader and platoon ser geant were able to concentrate their efforts on providing construction guidance, res( Iurclng, ens :uring qualip f control of the project, briefing visitors, 

and planning projects. 

Maintenance Focus. The massive earthmoving project required an intense focus 

on maintenance to keep the heavy engineer equipment running 18 hours a day for 16 

consecutive days. To ensure consistent preventive maintenance, the construction 

effort included an innovative "maintenance hit-line." Twice a day during designated 

times, operators and mechanics worked together at this four-station assembly line to 

perform preventive maintenance checks and services, lubricate the lube points, clean 

air filters, and refuel the equipment. This approach to maintenance integrated the 

mechanics fully into the oDemtion and ensured quality attention to the equipment. In 

addition, a team of mc :chanics rer nained on site during construction. With constant 

accessibilit)r to mechan ics, operato rs maximized the time Itheir equipn lent was in use, 

which contrl ibuted immc ?asurably to productivity. 

< 

Rlnllin n Teamwor .k ... .An ... mcsm, ntial element .OOEE nf th' ---v to the su~ -, ...a operation was 

the sense of teamwork and joint effort across the entire battalion.The magnitude d 

the project required assistance from every company. Over the course of the project, 

soldiers from all companies felt a sense of ownership, and the operation benefited 

enormously from their initiative and selfless devotion of time and energy. 

The efficiency necessary to complete an earthmoving project of this scale was 

possible because of the support provided by the company and battalion. For example, 

a squad of vertical construction soldiers from Alpha Company was designated solely 

as a support unit to assist the construction operators in every way possible. This 

squad transported meals to the job site, maintained and operated light sets, guarded 

sensitive items during construction, and marked obstacles on the project site. This 

allowed construction operators to continue working, which maximized productivity. 

The squad's motivation and initiative, such as creating the "Hilltop Inn" as a break 

area and makeshift chow hall, raised the morale of the equipment operators.The success of the construction mission also depended on the battalion's ass istance in t~ ms 

of survey support, dining facility support, and quality control inspectior IS. 

The greatest rewards reaped from this project lie in the construction supervisory 

skills of the junior noncommissioned officers involved in the project and the tremendous opportunity for construction equipment operators to improve their skills. Soldiers 

involved in the project feel a sense of pride in their contributions. The enhanced spirit 

of teamwork and cooperation has tieightened t he battalion 's sense of identity as c'ngineers for the rest of this depioymer ?t. Operatior IWolverine Mountain trl ~lvvalidate: 'the 

battalion's mono "Aid to any Divisia n." 

. . Second Lieutenant Warner is the project officer and Earrnrnonna - rlatoon Leader, 

A Cornpan) I, 94th ECB :(H). Sergeimt First Cla ! is the proj ect NCOlC and

Earthmovin g Platoon Sergeant, A IZompan 9 

-

contact either subordinates or superiors 

for guidance, material deliveries, or 

command information ensured that the 

battalion continued to progress. 

After leasing pneumatic air compressor nail guns in~ ~ in~

1998, the battalion ordered 14 nail guns 

and a million nails for the deployment 

to Kosovo. This equipment speeds production and helps maintain Unit morale. 

The 94th ECB(H) deals directly with 

caterpillar@ for repair and replacement 

parts for many pieces of 

equipment, Through the directorof military and governmental sales, the battalion requested that a representative live and work with them in 

Kosovo. Within six weeks of arriving in 

countq, a representative anived with a 

satellitetelephone and caterpi(- 

software that enables 

the battalion to order parts despite an 

system. Pans are 

shipped directly through the dealer in 

Belgium to speed their arrival and 

reduce equipment down time. 

Making a Lasting Difference 

Although not complete, the 94th 

ECB(H)'s deployment to Kosovo has already been a great 

learning experience for leaders and soldiers. Soldiers will depart with greatly 

enhanced &illsthat on]y missions of 

this type can provide, Leaders at al levels will leave better prepared to handle 

future contingencies and a of 

Constrnction and leadership challenges. 

This deployment demonstrates how 

engineers of all types and backgrounds 

can work together to a common 

goal, The battalion wil depart Kosovo 

knowing it made a difference in this 

area for years to come. Y 

Captain Arnold is the public affairr 

oficer for the 94th ECB(H). She previously served as a platoon leadec execirfive ofjcer; and adjutant for thc 94th 

ECB(H). CPT Arnold has deployed to 

Bosnia, Albania, and Kosovo. She is a 

graduate of the United Stales Military 

A,.&~,~ and the ~~~i~~~~ 0ficer

Basic Course. 

November 1999 Engineer 7 
KOSOVO BAS€ CAMPS: 


IN THE AUGUST MELTDOWN, 


THE ARMY READIED FOR SNOW 


By Dana Finney 

Military engineers in Kosovo peacekeepers. More than 1,700 military personnel, and 64 SEA huts provide the 

braved the summer heat to engineers are working side by side with rest of the housing. 

ensure that U.S. peacekeeping engineers from the Army Corps of Each 32- by 92-foot SEA hut 

forces will be able to meet the de- Engineers and the private sector. includes a latrine and five rooms that 

rnands of winter. While most military sleep six to eight people. The rooms 

personnel at Camps Bondsteel and Coming in From the Cold have fiberglass insulation in the walls, 

Monteith tried to keep cool, an inten- ceilings, and floors and are equipped 

sive effort orchestrated by Headquarters, The engineers' rallying theme was with electric wall-mounted heating1 

U.S. Army Europe (USAREUR), aimed to "Soldiers in SEA huts by 1 Octo- cooling systems. Each SEA hut also 

keep them warm this winter while sus- ber." A SEA hut, or Southeast has a 120-gallon rapid-recovery water 

taining the mission. Asia hut, is USAREUR's standard heater. 

Task Force Falcon engineers are wooden temporary housing unit for cli- The Army's commitment to move 

simultaneotlsly managing hundreds of mates like that of the Balkans. Using personnel from tents to SEA huts occuindividual projects at the two base lessons learned in Bosnia, soldiers in pied most of the engineering resources 

camps. Strategic planning enables the ' Kosovo moved directly intoTier 2 tents and efforts at both base camps. Along 

engineer team to expedite progress located on a site where SEA huts , with force protection and safety, 

while avoiding duplication and nnnec- would not be placed. This has avoided improving soldiers' living conditions 

essary moves. This approach means delays caused by relocating tents and was the top priority, according to the 

that longer-term goals can be incorpo- people to accommodate SEA-hut chief of the Base Camp Coordinating 

rated into day-to-day priorities. So assembly. Agency in Kosovo. Everything else was 

while the original focus was on build- At Camp Bondsteel, which is being secondary. 

ing the base camp infrastructure, plans built from the ground up on former The first soldiers began moving into 

include measures to support cold- wheat fields near Urosevec, 160 SEA completed SEA huts in mid-August. 

weather operations in the coming huts are arranged in 40 quads (clusters Some Tier 2 tents probably will be left 

months. of four huts). Camp Monteith is em- up to handle surges of personnel during 

Engineer forces in Kosovo have a I bedded in a former Serbian military unit transitions, but all personnel 

major commitment to build two base post near Gnijlane. Existing facilities assigned to the Kosovo camps for any 

camps that will be home to 7,000 U.S. at the site are used to house some / duration will live in enclosed housing. 

8 En~ineer November 1999 
USAREUR met its selfimposed October 1 deadline to move soldiers into 

SEA huts before the onset 

of cold weather, which 

typically occurs in mid- to 

late October. 

Readying to Dig Out 

With SEA-hut construction almost 

completed, Task 

Force Falcon engineers are 

looking ahead to other chalwinter will bring. Soldiers from Company A, 94th ECB(H) cut lumber for SEA hut trusses at Camp Bondste, 

Among those are heavy 

rains and snowfalls. A single winter "Engineers there are looking at what's plows can be attached to smaller vehistorm historically may dump as much as available in country and trying to cles like HMMWVs to clear secondary 

22 inches of snow in the area. In coordi- develop local contracts to help with roads. 

nation with Kosovo Forces (KFOR) snow removal. But there's not a lot In typical engineer fashionheadqumers, Task Force Falcon engi- of capability here, as we've discov- making do with what is available-a 

neers are assessing requirements for ered when seeking local construction , snow and ice clearancelabatement 

snow removal as well as the most cost- 1 support:' 1 (SNIC) package was cooperatively 

effective means to do it. With hundreds of earthmoring vehi developed by the 1st infantry Division 

"KFOR will probably have a central ' cles already in Kosovo, the most afford- Engineer Brigade; the Office of the 

storm-response cell at the headquar- able option would be to retrofit what's Deputy Chief of Staff for Engineers, 

ters in Pristina:' said the operations there rather than import new equip- USAREURl7A; the Assistant Corps 

officer of 1st lnfantry Division Engi- ment. A 5-ton dump truck can be outfit- ' Engineer, V Corps; and the U.S. Army 

neer Brigade at Camp Bondsteel. I ted with a blade and sand spreader, and ! Cold Regions Research and Engineering ~aboratory (USACRREL). The 

package includes 5-ton-truck snowblades, HMMWV snowblades, and 

both towed and mounted sandlsalt 

spreaders. USAREUR initiated procurement of equipment through 

USACRREL on 18 August. The items, 

along with technical experts to 

help with equipment installation. 

arrived in Skopje, Macedonia, in late 

October. 

KFOR's central snow-removal effort will likely focus on main supply 

routes. NATO forces within the country will be responsible for keeping 

roads passable in their assigned region, 

as dictated by operational and bumanitarian missions. Inside Camps Bondsteel and Monteith, Brown & Root 

Services Corporation will clear snow 

as part of a sustainment services 

contract. 

Soldiers from 94th ECB(H) construct walls for SEA huts. 

November 1999 Engineer 9 
~.-.~ 

.= , . ~L,! 
 ' , : ~. 

, 

? 1 

G. 

. . . . 

Local Kosavars help place concrete foundation pads for SEA huts. 

Another consideration is whether 

the Army will be able to buy sand and 

salt locally. The area doesn't have natural sand pits but may be able to get 

"manufactured sand, which is material 

screened from mck quarrying activities. It's expensive, but may be less 

costly than bringing sand in from 

another country. 

While most of the Amy's snow and 

ice cleanup will be mission-driven, 

engineers will coordinate closely with 

civil affairs units assigned to outlying 

villages. When engineer assets are 

available. they can help with emergency civil functions, such as clearing 

access roads and ensuring that schools 

and hospitals have power and water. 

Modeling the Winter Terrain 

Nearly every military activity in 

Kosovo depends on the Army's 

terrain and mapping capabilities. and winterizing is no exception. 

The power and flexibility of geographic 

information systems (GIs) allow planners to model multiple variables and 

create maps reflecting their relationships. For example, a 100-year storm 

can be superimposed with maps showing damaged roads to predict if a particular route would be passable. During 

winter preparations, engineers use GIS 

for mapping main supply routes, alternate routes, and local roads to allocate 

plows and other equipment. In addition 

to these operations. GIS suppolts winter tactics at the base camps. 

been modeling telTain and 

weather factors that could potentially 

contribute to a 'state of siege' when 

people are isolated from food. water 

and power," said the intelligence 

officer of 1st Infantry Division Engineer Brigade at Camp Bondsteel. "Elevation is the primary concern. We're 

also looking at terrain features-how 

landforms on slopes, called spurs and 

draws, will affect people.s ability to 

move about after a A spur is a 

higher elevation run, while draws are 

lower, valley-like areas where snow 

tends to drift. 

nis assessment uses historic 

weather data from the Pristina Weather 

Observation Center along with satellite 

data from the National Imagery and 

Mapping Agency and other sources, 

including NATO reconnaissance. Terrain and weather data are combined 

with maps showing "hot spots" of vialent activity. ~h~ information indicates 

from a tactical standpoint where snowremoval equipment is needed to help 

quick-reaction forces respond to emergency situations. 

Shaping the Landscape 

Combat heavy engineers from 

the 94th Engineer Battalion 

ECB(H) are reshaping nearly 

all of Camp Bondsteel's 750 hilly acres 

to achieve the level subgrade needed to 

site temporary facilities. The battalion 

is building ditches and other drainage 

structures to handle heavy rains and 

snow melt during the winter. Much of 

the grading for the camp has resulted in 

gradual slopes that will be easier for all 

vehicles to maneuver in the snow. 

The Balkans' freeze-thaw cycle was 

an important consideration in the earthwork. According to the construction 

foremen of A Company, 94th En; olneer 

Battalion, only areas that are pure "cut" 

have SEA huts on them. The fresh-cut 

earth has a 3 percent grade. which 

allows good drainage and navigation 

and prevents the SEA huts from sinking. Motor pools and storage facilities 

will be built on filled and compacted 

areas. 

Using Lessons Learned 

History cites countless military 

campaigns that suffered or 

failed because of severe winters-from Revolutionary War soldiers 

in freezing weather at Valley Forge, to 

Napoleon's ill-fated push through the 

Steppes, and the Nazi's resounding 

defeat in Russia. In the United States, 

with its well-planned interstates and 

modem snow-removal equipment, most 

winter storms only slow people down. 

But in Kosovo, a harsh winter without 

prepamtion threaten the Peacekeepinemission. 

Thanks to engineers. the lessons 

from history-and more recently from 

the U.S. experience in Bosnia-are 

helping prepare for the worst in KosOvO, in what many predict will be a 

"winter of discontent." 

Y 


MS. Finne~ is an Arm!: Corps (!l' 

Engineerr prrblic affairs officer on temporal'~ assignment to the 1st Infantq 

Division Engineer Brigade in Kocovo. 

Her home base is the U.S.Army Construction Engineering Research Laboraroy, Champaign, Illinoir. 

10 Engineer Novemher 1999 
Sets, Kits, and Outfits: 


Pioneer, Minefield Marking, and Demolition Tool Sets 


By Alan Schlie 

This is the second offour articles on sets, kits and outfits. 

This anicle focuses on pioneer tool sets and minefield 

marking and demolition tools. Thefirst article discussed tool 

sets for the construction trades; the third will be on bridging, 

diving, lighting, andfire-fighting tools; and the fourth will 

feature tools for technical trades and topography. 

Pioneer tool sets have remained relatively unchanged 

since the Korean Conflict. The only modifications in 

the past decade have been to eliminate tools not used 

during combat traning center rotations. Yet the commercial 

tool industry has made some innovative changes to the old 

"pick and shovel" for ergonomic and manufacturing reasons, 

as well as to increase productvity, and we have updated the 

Amy's tool sets to incorporate these innovations. 

Materials 

Plastics have captured a large share of the manufacturing market, especially as a material for tools, 

cases, and handles. Flexibility of use and ease of 

manufacturing are only two of the reasons. The capability to 

mold plastics in various colors and imprint messages in the 

material are other reasons for their popularity. For example, 

good wooden handles are expensive to manufacture and are 

becoming hard to find; therefore, many users don't replace 

handles, they just buy new tools. In the new pioneer sets, 

most of the tools with handles use a plastic-fiberglass 

composite patented by the NUPLA~Company. Tools that 

don't have cushioned grips to reduce the transmission of 

shock to the arms have ribbed vinyl grips to reduce hand 

slippage. 

Set Descriptions 

The Squad Pioneer Tool Set (Light) is available in 

two versions. If the squad vehicle is a truck or a 

Bradley, the set weighs 400 pounds and is packed in 

two high-impact plastic, olive-green ~arti~~@ storage and 

transport cases measuring 68 inches long by 15 inches wide 

by 15 inches high (they resemble coffins). When the squad 

vehicle is an MI 13 armored personnel carrier, the tools are 

packed in two aluminum boxes specially designed to replace 

the seats. The tool set weighs 500 pounds. 

Components of the two sets are identical and include a 

selection specifically prepared for the combat engineer who 

"drops" in on the target. Components include the MAX@, a 

multipurpose tool that can be configured as a shovel, axe, 

rock pick, clay spade, rake, or hoe, which takes up less space 

and weighs less than the individual tools. Normal D-handle 

shovels and pick-mattocks are provided for more serious 

excavations. The shovels have a serrated point, which easily 

cuts through sod and small roots but also works well in rocky 

soil. A picket pounder and a smaller picket cap speed wire 

emplacement and save sledge-hammer handles. As added 

protection, the sledgehammers and axes have thick rubber 

cuffs at the juncture of the handle and head. The machete is 

replaced by the Woodsman pal@-+ 17-inch swinging tool 

with a machete edge and a brush hook. It comes with its own 

sheath and shamenine - stone. Mindcountermine tools include 

mine probes, mine-marking bonnets, minefield-marking tape, 

engineer tape, parachute cord. trip-wire grapnels, and 

steel tie wlre. 

New items are two Tactical Rappelling Kits and the NailDriver Kit. Each Tactical Rappelling Kit contains 75 feet of 

318-inch-diameter ~ermantle~ rope, a figure eight, rappelling 

harness, an anchor strap, carbines, Plusik cord, snap links, 

and a carrying bag. Although these kits increase the squad's 

Squad PioneerTool Set (Light) 

November 1999 
Platoon Pioneer Tool Set 

deployment options, they also increase training and 

inspection/certification requirements. 

The .27 caliber Nail-Driver Kit contains heavy and 

medium loads sufficient to drive various pins, smds, and 

nails into steel and concrete. A variety of straps, couplings, 

and clips can be used to hang demolitions on bridge piers, 

stringers, or bunker walls; or to run demolition firing lines. 

The nail driver-which comes with its own cleaning brush, 

oil, and canying case4an also be used for framing or 

sheathing buildings; constructing bunkers: installing 

electrical wire; or posting signs, pictures, or notices. Units 

may need to revise their security and safety procedures to 

properly store this kit. 

The Squad Pioneer Set (Land Clearing and Building 

Erection) will be used in squads of corps wheeled. 

composite, airborne, and light battalions; squads of combat 

heavy battalions; squads of port opening and pipeline 

companies: and in utility sections. This set contains hand 

tools not found in other sets that are used to clear land and 

erect buildings. In addition to the tools contained in the 

Squad Pioneer Set (Light), this set has additional shovels, a 

single-bit axe, a douhle-bit axe, pinch and pry bars, rakes, a 

felling lever, a vise, a seven-piece grip pliers kit and 

wrenches, marking flags, special hooks, a I-ton ratcheting 

chain hoist, ratcheting tie-down straps, rooftop anchors, and 

full-body support harness kits (for working on roofs or other 

off-the-ground projects). 

A number of optional tools are available, based on 

mission need and the commander's authorization. Some of 

12 Engineer 

these are in the bton, hand-operated hydraulic 

ram set for moving, spreading, lifting, and 

positioning large structural members. Inflatable 

bag jacks, air inflators and gauges, bottle jacks, 

and electrical extension cords may be required 

for some construction and recovery tasks. 

Although each engineer squad is authorized 

a chain saw by separate line identification 

number (LIN), supporting items are in the 

squad pioneer tool sets: a file set to sharpen the 

chain; a pair of camouflage-patterned safety 

chaps to protect legs from cuts: a clear 

polycarbonate, antifogging face shield to 

replace the goggles; a five-gallon safety can for 

the gas-oil mix; and timber wedges to assist in 

felling trees. 

The Platoon Pioneer Tool Set, which is 

' used by most combat engineers, is being %: reassigned to units authorized the Squad 

+i Pioneer Tool Set (Land Clearing and Building 

-	 Erection). This set provides squads with tools 

needed infrequently or that are too costly to 

equip each squad. 

The centerpiece of the Platoon Pioneer Tool Set is a Model 

763 ~obcat@ skid steer with combination bucket, auger, 

paving breaker, and forklift attachments. The 46-horsepower 

diesel engine provides the skid steer a 1,500-pound operating 

capacity, a hydraulic flow rate of 15 gallons per minute at 

3,000 pounds per square inch, and a road speed of 7 miles per 

hour. The bucket's capacity is up to 12.9 cubic feet and has a 

lift pin height of 114 inches. The auger unit comes with 

variable extension and augers of 12-, 24-, and 36-inch 

diameters. It can auger to depths of 8 feet, and two side-byside 24-inch holes can easily be connected for a fighting 

position. The forklift, which has 42-inch-long tines that adjust 

to widths up to 48 inches, reaches high enough to offload 

pallets and pickets from the cargo bed of a HEMTT. The 

hydraulic breaker can be positioned for vertical or horizontal 

strokes of the moil point, asphalt cutter, tamper, or picket 

driver. A concept evaluation in June 1997 determined that 

using the skid steer and picket driver reduced squad 

emplacement times for triple-standard concertina wire by 40 

percent. Other attachments can be obtained for specific 

missions at the commander's discretion. 

Additional sledgehammers, rakes, shovels, pry bars, 

engineer tape, and tie-down straps are included to support 

squads in specific tasks. New tools include clay picks, tarps, a 

bungee cord kit, ~obo~ri~@ pliers, hand-held star bits and 

chisels with gripslguards to protect hands from misplaced 

hammer blows, drum deheader, vise, stapling hammer, poleand tree-climbing kit, log jacks, and peavey. To support tasks 

that require chain saws, there is an electric chain-saw 

November 1999 
sharpener, abrasive blades, depth gauge, calipers, and I goggles. Unit Responsibilities - ~-

A portable, gasoline-powered, 1.75-ton winch with 3116- The Platoon Pioneer Tool Set introduces a number of 

inch cable is provided for logging, -- . skidding, recovering, . I training, transporting, and maintenance issues that units I

ferrying, erecting, assembling, and disassembling tasks. 

Additional pulleys, wire rope, clips, thimbles, swivel hooks 

and anchor shackles allow a variety of applications for the 

winch. A hydraulic cable cutter, pocket socket kit, log chain, 

and cable-oulline - clamos comolete the list of tools to

support working with wire rope. 

~h~ platoon pioneer ~~~l set( ~~ ~ ~also has b ~

been revamped. It now provides noncombat~constmction 

engineer platoons with pioneer tools needed to develop a 

defensive perimeter. It is suitable for a bridge platoon, 

eauioment . . olatoon. headouarters and beadauarters comoanv. . ,. or any other nonengineer platoon or company. The set 

contains shovels and picks for 28 soldiers, plus axes, 

sledgehammers, posthole diggers, bow saws, rakes. 

machetebrush hooks, picket pounders, and hatchets. Hand 

files, goggles, chain-saw chaps, bolt cutters, marline, 

engineer tape, adjustable wrenches, hacksaws, combination 

saws, hammers, pliers, tape measures, and twine are also 

included. In some cases, this set eliminates the requirement 

for the platoon or company to maintain a complete squad 

carpenter set. The Platoon Pioneer Tool Set is transported in 

four ~ardigg@cases and weighs 400 pounds. 

~ i the ~ old h or the~ new~ NSN can be used for the

Platoon Pioneer Tool Sets to meet the requirement of the 

LIN, which gives unit commanders the option of retaining 

the old sets or purchasing new sets as needs arise and funds 

become available. Units that retain old sets still meet all 

readiness reporting criteria. However, some items in the old 

sets will be replaced by like items in the new set, such as 

tools with NUPLA~handles. and will not need to be 

procured with the new set. 

The M133 Hand-Emplaced Minefield Marking Set 

(HEMMS), NSN 9905-01-019-0140, is unique in the sense 

that it is not subject to the 5-year review cycle. The 

employment, operation, and maintenance of the HEMMS 

are contained in Technical Manual (TM) 5-9905-200-01. 

Changes to the set may be requested on a DA Form 2028. 

Recommended Cliunges to Publications and Blank Forms, 

sent directly to the Commander, U.S. Army 

Communications - Electronics Command, Fort Monmouth, 

New Jersey. The HEMMS is a means of guiding friendly 

forces safely through or around our scatterable or 

conventional minefields. It consists of a line of poles 

containing flashing lights connected by fluorescent orange 

tape to temporarily mark minefields. However, if the 

minefields are to be left in place longer than 15 days, the 

HEMMS should be replaced with Minefield Marking Set #2. 

Components are considered to be part of the end item: as 

The skid steer Operator has been 

identified, and there is no training course available in the 

Army school system. Units must designate operators and 

provide trainingfor them and the mechanics,This will 

include a combination of training,the Bobcat@ 

owerator course that comes with the set. and the local 

dealership's assistance.There are 92 dealerships around 

the world that are ready to provide help, but the key to ~ ~~ ) ~ ~ l 

operator proficiency is stick time. 

The set includes boxes for storing and transporting 

hand tools, but there is no trailer to transport the skid 

steer and attachments. For the time being, the skid steer, 

which weighs 5.368pounds, and the attachments, which 

weigh 2,200 pounds, must share a ride on other unit 

transporters. 

Because commanders had expressed an immediate 

need for !he skid steer based on its recognized utility,a 

decision was made to proceed with two courses of action. 

First, the skid steer would be included in the Platoon 

Pioneer Tool Set, and a national stock number (NSN) 

would be obtained. This action allows commanders to 

purchase and retain the set if they have a requirement 

and funding, Secondly, systems development and 

operational requirement documentation would proceed 

along the normal course, eventually providing for a 

separate LIN, development of maintenance data, 

inclusion of a dedicated transporter, and normal 

procurement and fielding. 

such, they must be with the end item whenever it is issued or 

transferred between property accounts. A complete set will 

mark 700 to 1,000meters of fence. The set can be reused until 

there are too few parts to mark 400 meters of fence; at that 

time, partial sets should be combined. Rernpmber to install 

new batteries in the lights before using the set. The HEMMS 

is available through the common table of allowance at one per 

active Army category 1 company, two per active Army combat 

engineer company, and one per unit as required for training. 

The set weighs 175 pounds and is transported in a plywood 

box. 

The Demolition Equipment Set (Electric and 

Nonelectric Initiating) is currently being revised. The 

introduction of modernized demolitions initiators, which are 

basically nonelectric initiators, will not eliminate electrical 

circuit components yet, because they are still available in the 

supply system. New items that may be added are explosively 

formed penetrator kits, linear-cavity charge kits, linear-shaped 

charge kits, or conical-cavity charse kits adapted from the 

M303 Demolition Set. Of particular interest are the means of 

attaching charges to various surfaces-zip ties. bungee cords, 

telescoping poles and stands, and adhesivesltapes. Soundsuppressed nail drivers may be needed in combat units to 

November I999 Engineer I3 
RevisedTool Sets 

5180-01-441-2123 

5180-01-461-8105 

5180-01-461-81 10 

5180-01-467-4679 

5180-01-467-4691 

5180-01-467-4685 

5180-01-467-4677 

5180-01-467-4684 

1 5180-01 -461-8170 

51t 108 

51t $76 

5180-01-441-2125 

5180-01-441-2124 

5180-01-441-2122 

51 80-01 -436-8537 

Base Maintenance Woodworking Tool Kit 

Electrician's Squad Tool Kit 

Mason Squad Tool Kit 

Pioneer Squad Light Tool Kit 

Pioneer Squad LightTool KiVM113 Units W59240 

Pioneer Squad Land Clearing and Building Erection Tool Kit W48348 

Pioneer Platoon Manual Labor Tool Kit W48074 

1 Plumbeis Platoon Tool Kit 

Pioneer Platoon General Labor Tool Kit 

1 W48759 

W48211 

1 

Plu mber's Squa d Tool Kit

PIu mber's Tool I<it

Multtsaw and Drill Tool Kit 

Pneumatic Nailer and Compressor Tool Kit 

7.562.50 

7.875.00 

51.875.00 

6.i 

7.817.86 

Table Saw and RouterTool Kit 


Cordless 18-Volt Power Tool Kit 


create anchorage points. How to transport the demolition 

specialist's tools of the trade is also under consideration. 

While the demolition materials are a Class V item and not 

considered part of the set, there are a multitude of new 

techniques-including binary mixes. explosive cutting tapes 

and sheets. and explosive water-metal liner combinationsand delivery concepts. 

Since the first of this series of articles on sets, kits, and 

outfits was published (Engineer, August 1999, page 54), 

NSNs have been obtained for all of the tool sets. Units may 

obtain the complete set at the present time: however, the old 

sets must be retained until all set components have been 

given NSNs and a supply catalog is published. As of the 

September 1999 Consolidated Publication of Component 

Lists (EM0074, CD-ROM), only the LINs for the Squad and 

Platoon Carpenter's Sets list supply catalogs for both the old 

and new NSNs. 

Since the first article, there also have been changes to the 

Plumbing and Pipefitter Sets. Each individual plumber will 

be authorized a Plumber's Tool Kit (Field Mai17tcnance), 

LIN W49033. NSN 5180-01-467-4676. for maintenance and 

repair as well as installation of new plumbing pipes and 

fixtures. The Pipejitter's Tool Kit (1/8-i11ch to 2-inchDiameter Pipe) and PluinberS Supplemental Tool Kit (2 1/4- 

inch to 4-inch Diameter Pipe) will be placed at platoon (or 

team) level based on the mission need to install. replace. or 

repair pipe. 

The modified table of ozanization and equipment 

authorizations for various sets may change as requirements 

are realigned. 

Summary 

As always, input from the user is necessaly to continue 

to create tool $ets that help soldiers accomplish their 

missions. Send your ideas and comments to the 

Director of Combat Developments, Engineer Division, 

Organization Branch (Tom Knotts or Alan Schlie), 320 

Engineer Loop, Suite 141. Fort Leonard Wood, Missouri 

65473-8929. Telephone numbers are commercial (573) 563- 

6191, DSN 676-6191, and fax (573) 563-408915056, The 

e-mail address is schl~ea@wood.arnz?:mil. Y 

Mr Schlie is a force development nnalysr with the 

Directorate of Combat Developments. U.S. 4m.v Engineer 

School. A retir-ed command sergeant major; he has sewed in 

vario~rs capacities in Europe, Korea, and CONUS throirghout 

his caree,: 

14 Engineer November 1999 

I 
OPERATION FUERTE APO~O: 

DISASTER RELIEF IN NICARAGUA 

By Major Jeff Eck~tein 

When Hurricane Mitch hit Central America in late 

October 1998, thc country of Nicaragua suffered 

extreme damage. On 22 November, the 36th 

Engineer Group, Fort Benning, Georgia, deployed its lead 

elements into the country as pat of the U.S. relief effort 

known as Operation Fuerte Apoyo (Strong Support). The 

36th was the command and control headquarters for all U.S. 

forces deployed to Nicaragua to support disaster relief and 

humanitarian assistance operations after the hurricane. The 

goup hcddqudners formed the nucleus of Task Force Build 

Hope (Nicaragua [NU]) with the group commander hecoming the task force commander. The group staff received 

augmentation for communications, medical planning, public 

affairs, and humanitarian operations. 

Nearly 1,700 U.S. forccs deployed to Nicaragua, including aviation, medical, logistic. civil affairs, and engineer 

units. The 36th was charged with developing a plan to 

facilitate long-term recovery efforts in Nicaragua. This plan 

included repairing farm-to-market roads, constructing a 

clinic at Wiwili, preventing an epidemic outhreak, providing 

bilateral primary health care in 

devastated communities, and 

delivering relief supplies. Task ~ ~ 

Force Build Hope (NU) completed 

125 kilometers of road; installed 

24 culvert systems; constructed a 

5,600-square-foot, wood-framed 

clinic: evaluated 4,240 Nicaraguan 

patients; conducted 47 surgeries; 

vaccinated 3,634 dogs for rabies; 

and delivered 681 tons of relief 

supplies. 

Keys lo Mission Success I 

peration Fue~te Apoyo 

proved to be a challenging 

and successful deployment 

for the 36th, and having a known 

mission duration helped From day 

I, the Nicaraguan government, the 

U.S. Embass): and nlsk Porce 

15 February 1999. This made staff planning accurate and 

allowed the S3 to forecast requirements. A fixed date that did 

not move also helped prevent mission creep. 

Defining the Mission 

The key to defining the mission in Nicaragua was 

excellent communication among the various national-level 

ministries, the U.S. Embassy, and the task force commander. 

Embassy personnel possessed background knowledge of 

Nicaragua and the various existing programs. The 

Nicaraguan government had its priorities and expectations, 

some of which were not disaster relief or humanitarian 

assistance. The task force commander had a substantial 

capability and, through detailed reconnaissance, had the best 

firsthand knowledge of the situation in the countryside. 

Nicaraguan priorities that were outside the task force's 

capability or mission were discussed up front, and all parties 

agreed that the United States would not do the work. Ry 

synthesizing this information, the 36th Engineer Group staff 

developed a scheme of operations for engineer, medical, and 

relief operations that provided a defined, achievable end 

RuiM Hopr (NU) personnel knew Soldiers from the 63rd Engineer Company (CSE) backfill soil around a corrugated 

that all work nzusr be completed by PVC culvert. 

November 1999 Engineer 15 
state. The U.S. Embassy and the Nicaraguan government 

approved the end state before work began. This approach 

ensured that the task force was bought into the end state, 

limited false expectations from the host nation, eliminated 

mission creep, and ensured that U.S. work facilitated longterm recoveiy efforts. 

Host Nation Expectations 

The Nicaraguan people and many members of the 

Nicaraguan government viewed U.S. relief efforts as a fixall for the country's infrastructure problems. Although other 

countries responded immediately after the hurricane hit, 

they completed limited amounts of work. When U.S. forces 

arrived almost two months later, many Nicaraguans 

expected them to repair more roads and build new bridges, 

leaving the country with a vastly improved road system. The 

United States brought in a large number of soldiers and two 

shiploads of equipment, which appeared to offer an 

incredible capability. In reality, there were only 30 workdays 

available, no permanent bridging capability, and only one 

combat heavy battalion with a combat support equipment 

company. 

From the first meeting, we outlined our mission-which 

was to repair roads-and explained our capabilities and 

limitations. However, we were receptive to the Nicaraguan 

needs. One important aspect of dealing with such high 

expectations was to select an attainable goal for the 

engineer effort and stick to it. Coordinating with the 

embassy so the embasr). slaf corrld work with other 

agencies to assist the Nicaragrran goverfiment also was 

important. The task force performed reconnaissance for 

various out-of-scope projects and furnished the results to the 

government. The task force was always clear about our 

mission, never hinted at doing additional work, and allowed 

the embassy staff to deal with providing U.S. assistance 

through other channels. 

Road Selection 

When the international community responded with aid 

and relief supplies, some nations rebuilt roads and bridges 

that were damaged or destroyed. The Nicaraguan government repaired and reopened the Pan American highway 

throughout Nicaragua within 30 days after the hurricane. 

The remaining infrastructure that required work was in the 

countryside-usually dirt roads that were rutted, washed 

out, or covered by mud slides. The Ministry of Transportation and Infrastructure identified more than 1,200 

kilometers of such roads that needed work. 

The task force commander and task force engineer 

conducted extensive aerial reconnaissance of all damaged 

areas. The task force commander decided that the 

priority of horizontal effort would be farm-to-market roads 

that branched off the Pan American highway. Using this 

guidance, the task force engineer section conducted ground 

16 Engineer 

reconnaissance of 350 kilometers of road. Based on the time 

available, production estimates, and the holiday season, Task 

Force Build Hope (NU) agreed to rehabilitate 85 kilometers 

of road and install 20 culvert systems. 

Several issues developed during planning. Much of the 

equipment in the combat heavy battalion was too large to 

work on many of the roads. In addition, the roads were in 

poor condition before the hurricane. and guidance from Joint 

Task Force Aguila was to restore roads to prehurricane 

conditions. This meant that dirt roads rernainecl dirt roads. 

This plan was not what the Nicaraguans expected. 

Since it was impossible to mass equipment on any given 

road. the task force selected many shorter roads. To ensure 

that U.S. efforts had a positive impact on the local populace, 

we planned our repairs to begin and end at a population center 

or main crossroad. The key to route selection was to cover a 

wide area and clearly dejine the end state. 

U.S. Embassy 

Even though the task force was given a mission by Joirlr 

Task Force Aguila, the U.S. ambassador made all 

commitments behveen the United States ad the Nicaraguan 

government. This arrangement prevented many problems. By 

working closely with the embassy staff and allowing them to 

coordinate with Nicaraguan ministries, there was never a 

disconnect on what the task force saw as the best course of 

action and what the ambassador wanted to accomplish. The 

embassy staff provided a wealth of information on the country 

and had established ties with the local media and police. 

A representative from the Task Force Build Hope (NU) 

command group attended weekly meetings of the country 

team and reconstruction team at the embassy. Various 

working groups included Nicaraguan officials, embassy 

personnel, task force staff, and nongovernmental 

organizations. These working groups coordinated actions and 

completed staff work to ensure mission accomplishment. 

Some of the working groups were for security, humanitarian 

relief, and New Horizons (the U.S. Southern Command's 

exercise for nation assistance in Central America). 

Base Camps 

In conjunction with selecting roads for rehabilitation, the 

36th Engineer Group staff conducted reconnaissance for base 

camps. The Nicaraguan military offered the task force several 

of their military bases. Considerations for base camp 

locations included a water source, hardstands, permanent 

buildings, helicopter landing zones, security, and proximity to 

work sites. After selecting locations, the task force worked 

with the Nicaraguan armed forces to secure land and facilities 

and establish security forces. By working closely wirh the 

Nicaraguans, the task force located 1,500 personnel irz the 

interior of the country withorit disturbin8 the local populace. 

The U.S. units purified all water in the base camps and 

contracted for telephone and Internet service in areas serviced 

November 1999 
by the Nicaraguan telephone company. Some 

areas even had cable television service. Most 

of the units burned their trash on-site and used 

either burnout latrines constructed by the 

engineer battalion or locally rented port-ajohns. Food was prepared in a mobile kitchen 

trailer. Each base camp had a different 

standard of living, but each made quality-oflife improvements throughout the deployment. 

Contracting 

On the first day in Nicaragua. the 

commander and staff realized that two things 

were required before anything could be 

accomplished: a contracting team and funds. 

Initially, rental vehicles, hotel rooms, and food 

were out-of-pocket expenses for soldiers on 

deployment orders. When a contracting 

team-a captain and an NCO-a~~ived from 

Fort Bragg, they began purchasing or 

contracting for basic life suppon. This 

included water, food (initially there were 

limited MREs in country), lodging, 

transportation, cellular telephones, and fuel. 

During the past 25 years, embassy personnel 

were the only U.S. milita~y presence in 

Nicaragua, so there was no infrastructure to ,+', 

support U.S. forces. 

The logistics and construction efforts in Soldiers from the 63rd Engineer Company (CSE) compact the bedding 

Nicaragua were overwhelming for the two- for a culvert. 

man contracting team. Negotiating with 

contractors, coordinating requirements, and finding sources 

of supplies takes time. While 90 percent of the task force's 

requirements were available in Nicaragua, no single source 

could supply the necessary quantities. 

Funding is always an initial hurdle in short-notice 

deployments. Most subordinate units deployed with field 

ordering officers and funds from their home station, but the 

limited sources of supply prevented use of the funds. 

A recommendation for improving the responsivenes of 

contracting teams to deployed units is to assign a 

contracting oficer to engineer groups and brigades in the 

same manner that the JAG is assigned to a unit. The 

contracting officer would work for the installation while in 

gartison but would deploy with the unit. The most important 

aspect of contracting is to begin early. 

Construction Groups 

Selecting a construction group rather than a combat group 

proved to he valuable. The only difference in the two groups 

is that a construction group has a 15-person design and 

management section that can design, manage, and provide 

quality assurance for theater-of-operation construction. This 

Noi~ember1999 

capability allowed the 36th Engineer Group S3 to be the task 

force S3 and focus on operational issues throughout the task 

force. The design engineer became the task force engineer 

and focused on the engineer mission. The design section 

designed a 5,600-square-foot, wood-framed clinic with 

indoor plumbing, a septic system, electricity, and a metal 

roof. The management section and quality assurance soldiers 

conducted ground reconnaissance and surveyed numerous 

project sites throughout the country, which helped in 

developing a project list for the embassy for New Horizons 

99. The engineer section also helped the contracting team 

identify and procure construction materials. 

Augmentation 

The 36th Engineer Group staff was the core of the Task 

Force Build Hope (NU) staff. A humanitarian operations 

officer, a medical planner, a public affairs officer, a logistics 

assistance officer, and a large communications package 

augmented the group staff. 

The civil affairs team in Nicaragua led the Humanitarian 

Operations Cell and coordinated all humanitarian relief 

efforts for the task force commander. A medical planner from 

Engineer 17 
the medical task force served on the staff and kept the 

commander informed on medical issues, such as coordination at the national level, medical evacuations, and 

daily medical humanitarian assistance missions. Public 

affairs and logistics assistance officers provided normal staff 

coordination and assistance to units. 

The communications package enabled the task force to 

communicate with Joint Task Force Agoila in El Salvador 

and allowed limited comnlunications with subordinate units 

in Nicaragua. The communications team provided DSN and 

Internet access and digital nonsecure voice terminal (DNVT) 

support. The civilian telephone system in Nicaragua did not 

cover the 120- by 160-mile area of task force operations. The 

engineer group's large commi~nications package allowed the 

task force to maintain DNVT commilnication to three of its 

seven sites in Nicaragua. Without this package, the task 

force could not have maintained communication with the 

entire force throughout the countiy, because FM networks 

could not cover such distances. 

A staff officer in the S3 section was designated the S3 

Air, although this was not a modified table of organization 

and equipment (MTOE) position. He coordinated flight 

missions for the aviation task force, subordinate units, VIP 

tours, staff elements, and the commander. 

Another element that was not part of the starf but was 

located in the same operations center was the Air Force 

Tactical Air Liaison Control Element (TALCE). The TALCE 

nionitored fixed-wing aircraft flights into and out of 

Nicaragua and provided a cargo-handling capability. The task 

force was without a TALCE for about three weeks, which was 

a disadvantage. For example, sometimes aircraft showed up 

without notice and needed material handling equipment that 

was not available. This led to contracting for a forklift to stand 

by. The TALCE was an invaluable asset to the task force. 

Future deploymenu of this nature, where the need for air 

transport of supplies and passengers is high, sho~~ld have 

immediate access to thr TALCE or a similar element. 

Force Protection 

Force protection was a crucial element of Operation 

Fuerte Apoyo. The task force S2 coordinated with 

Nicaraguan intelligence officers to assign 800 Nicaraguan 

soldiers to provide security for work sites, base camps, and 

convoys. In the forward operating hases (FOBS), 

Nicaraguans furnished perimeter and external security while 

U.S. forces provided internal security and maintained a 

ready reaction force. Units developed battle drills to handle 

convoy ambushes, sniper fire, drive-by shootings, bombings. 

and explosions. The U.S. forces only operated during 

daylight hours and used a two-vehicle rule for all 

movements. Convoys from the port to each FOB had 

Nicaraguan army security and police escorts. 

18 Engineer 

Health promotion and preventive medicine were 

important components of force protection. Soldiers kept 

their BDU sleeves rolled down, ate only from approved 

sources, ensured that potable water was always available, 

and sprayed for insects and rodents. These measures 

helped prevent serious incidents and in.juries during the 

deployment. 

Construction Materials 

Since construction materials were limited in countly, a 

bill of materials (BOM) could not be bought off the shelf. 

For the clinic construction, the engineer section sent 

someone "shopping" with the contracting team so substitutions could be made. We also had problems getting 

accessories and hardware for items such as doors, toilets, 

water heaters, and lights; much of the time, the components 

had to be bought separately. It took merchants from one to 

two weeks to deliver large quantities of supplies, with any 

amount over 10 being considered a large quantity. Managua, 

the capital, was the only location in the country where all 

required materials were available. 

Due to long lead times in ordering materials and the 

remote stationing of engineer units, the engineer battalion 

could not purchase its own BOM after it arrived in country. 

Therefore, the engineer section coordinated for purchasing 

the constructing unit's BOM before it anived in country. 

This caused problems with transferring the BOM to the unit 

and discrepancies in what the unit wanted on hand. 

Reinforced concrete pipe was used extensively for culvert 

systems. Each 1-meter-long section of pipe was from I to 2 

meters in diameter and required a crane to lift it into place. 

Corrugaled PVC pipe was available also. It was lighter and 

easier to install, but because such large diameters were 

needed, the pipe sometimes crushed or collapsed when it 

was installed. Efforts to retain the shape of the PVC pipe 

required much more work than installing concrete pipe. 

Personnel who were knowledgeable of construction materials were needed to help the contracting team and manage 

materials for the Wiwili clinic. It was inzportant that the task 

force began the procurement pmccss before units arrived in 

country. This ensured that Task Force Build Hope (NU) 

could complete all its work by mid-February. 

Nicaraguan Media 

Dealing with the media anywhere is a challenge. In 

Nicaragua, it was no different. Since seeing U.S. forces in 

the country was new to many Nicaraguans, the local press 

was very interested in activities of Task Force Build Hope 

(NU). The task force worked closely with the embassy's 

public affairs officer to ensure that accurate information was 

provided to the press. The embassy coordinated several trips 

so Nicaraguan media could visit construction sites, medical 

treatment centers, and base camps and obrerve humanitarian 

relief efforts. 

(Continued on page 21) 

November 1999 
Lieutenant Colonel Richard B. Honk 

Goncurrent with the huge drawdown of the U.S. Army 

in Europe in 1994, TRADOC reduced the number of 

liaison officers in Germany from a peak of 16 

officers in 1992 to the current level of seven. The officers are 

"military ambassadors" to the 16 German army schools 

scattered across the reunified country. They serve as military 

points of contact between the American and German armies 

and assist wherever possible in the exchange of unclassified 

info~mation.This exchange generally follows the DTLOMS 

model (doctrine. training, leadership, organization, materiel. 

and soldiers). The officer also writes a bimonthly report that 

outlines current major activities within the Engineer, 

Chemical, Military Police, and Signal Branches of the 

German army. 

Training Facilities 

Some of the most fascinating aspects of the liaison 

officer's position are seeing the day-to-day operations 

of the German army: obsetving its training methods; 

meeting its officers, sergeants, and soldiers; and learning 

about its "trend-setting" military training facilities. One such 

facility is the Construction Maintenance Facility (CMF) near 

Ingolstadt (1.5 hours north of Munich). Since 1997, the 

German Army Engineer School has operated this unique 

training facility to prepare engineer officers, sergeants, and 

soldiers for United Nations and NATO deployments to 

Albania, Bosnia, Croatia, and Macedonia. 

This article outlines the "who, what, where, when, and 

why" of the German Army Engineer Construction Maintenance Facility as an example of a facility that CONUSbased or U.S. Army Europe engineers could use or recreate at 

another location. This type of facility would help U.S. Army 

Corps of Engineer soldiers review mobility, survivability, and 

general engineering tasks used during deployments. Not all 

units have the time or facilities to train on these tasks at their 

home station. 

The CMF belongs to Training Department B of the 

German Army Engineer School. The detachment commander, an engineer captain, supervises 15 military and 

civilian personnel who are experts in various technical 

specialties. They serve as key advisors and trainers for the 

classes and unit training conducted at the CMF, The 

commander has an operating budget of 180,000 DM 

($100,000) per year, with which the CMF provides an 

amazing amount of training capabilities and facilities to the 

German army engineers. 

Training Capabilities 

he CMF once served as a training installation for 

German army engineer bridging units that conducted 

fast-water bridge training on the Donau River during 

two-week training cycles. In 1996, the German Army 

Engineer School began changing the facility to a predeployment training site for engineers deploying to support 

Aerial view of the Construction Maintenance Facility near Ingolstadt, Germany, 

November I999 Engineer 19 
water and sewel- lines, reinforcement 

of damaged wooden or masonry 

buildings, internal and external forceprotection measures for buildings, and 

restoration of external and internal 

power supplies. 

Six stations encompass standard 

and nonstandard bridging, base camp 

construction, road repair, railway 

repair, and advanced huilding repair 

training. The bridge training site offers 

engineer units the oppomnity to train 

on Bailey, medium girder, and MaheyJohnson bridges and to construct 

timher trestle bridges and wooden 

piers. At the railway repair site, Two German engineer NCOs assess building damage in Bosnia; structural 

assessments are taught at the CMF. engineers train to use a hydraulic 

device to raise or remove railway cars 

the Multinational Division Southwest in Bosnia- from damaged railway beds. The advanced building repair 

Herzegovina. Initially, two buildings were convened to a training includes installation of toilets and showers, roofing 

training and test facility where engineers learned to find and repair, door and window installation, and masonry 

disarm booby traps; make basic structural repairs to concreteconstruction. 

buildings; repair electrical, water, and sewer lines; and learn A key point elnphasized at all 28 training stations is that 

basic force-protection skills. Since 1997, the CMF has soldiers, sergeants, and officers must realize that their units 

captured numerous lessons learned from deployed German will deploy to areas with limited engineer resources. 

amly engineer units in Bosnia and has added training on Creativity, initiative, and alternative solutions to engineer 

carpentry, roofing. masonry, surveying. railway repair, well- prohlems are emphasized. There is no standard answer to each 

drilling, base camp construction, and standard and engineer challenge. For example, as part of the electrical and 

nonstandard hridging. plumbing training, soldiers are required to install light fixtures 

using car lights or similar nonstandard devices and to connect 

Organization a showerhead using the earpiece of a telephone. These are 

The training facility is organized into 28 training lesso~lsthat soldiers learned in Bosnia. 

stations. Nine stations are used as basic engineer 

training sites, where basic carpentry, electrical. Training Programs 

water, sewer. masonry, surveying, and engineer equipment Not every engineer unit or class that trains at the 

skills are taught. Many of these sites are indoors, and the Construction Maintenance Facility has the time or 

soldiers are supervised by licensed master carpenters, supervisory personnel to train at all 28 stations. There 

electricians, and masons. The primary goals at these stations are three types of training programs: 

are: Predeployment 

Teach or improve engineer soldiers' skills in basic engi- For units preparing to deploy outside of Germany, training 

neer tasks. is conducted during a three-week cycle with company-sized . ~ 

Recycle and reuse materials used by previous classes or units. Commanders and platoon leaders coordinate with the 

units. training facility to develop a unit-specific deployment training 

plan. This gives each unit commander the flexibility to decide Improve existing training facilities at the CMF while what areas his unit must train on given the short training training engineer soldiers. 

period. Many units provide some of the senior sergeants For example, several carpentry classes built training aid required to supervise specificengineer training stations at the 

models while learning basic carpentry skills. facility. Thirteen stations are used as advanced engineer training Exercises 

sites. I~lstmctors teach or units practice work-site re- The two-week training program allows engineer platoon connaissance, project planning. identification and removal and squad leaders to plan a three.day engineer exercise while 

of booby traps in buildings, repair of interior and exterior soldiers receive engineer training at any of the 28 

20 Enxineor November 1999 
. 

.\ . . . 

--- : -. . 

CMF bridge training site with a constructed bridge pier. 

stations. Platoon leaders can develop an exercise that 

concentrates only on comhat engineer, construction, or 

bridging skills or a combination of these skills. For example. 

platoon leaders may organize a three-day exercise where the 

platoon only installs basic electrical, water, and sewer 

systems. Or they may construct a timber trestle bridge and 

remove booby traps from buildings to he occupied during a 

simulated deployment. 

Small Groups 

In this program, units may train small groups of engineer 

soldiers or sergeants. For example, some engineer units send 

a group of 10-15 sergeants to learn or review specific 

carpentr),, electrical, or masonry skills. Commanders may 

conduct training in Ingolstadt that is not available or is too 

expensive to provide at the unit's home station. 

A Unique Opportunity 

German my engineers have cleverly ''recycled" a 

nearly abandoned engineer installation into a unique 

NATO engineer training facility. British, Dutch, and 

French individuals and units also have trained there. The 

U.S. Army Corps of Engineers could use this facility to 

prepare soldiers, sergeants, and officers for deployments into 

areas of operation with limited resources. Platoon leaders 

and company and battalion commanders would be amazed at 

the skills their units can learn in a compact time frame at this 

one-of-a-kind facility. 

German army engineers are eager to train with U.S. Army 

Corps of Engineer units. Who will send the first U.S. Army 

engineer unit to this excellent combat engineer facility? I 

hope to see your unit soon! 

For more infomiation, e-mail Lieutenant Colonel Hook at 

hookras@ ba,s.army.mil. y 

Lieutenant Colonel Hook i.s a TRADOC liaison officer in 

Munich, German)'. He previo~r.sly served as the S3, 293rd 

Base Support Battalion, Mannheim, Germany. LTC Hook is 

on his Jiflh overseas tour and speaks German, Turkish, and 

Spanish. 

(Continued from page 18) 

The task force commander attended a press conference 

held by the Nicaraguan government at the start and 

completion of every mission. Nicaraguan officials documented the U.S. tasks to be completed and also the final 

accomplishments. Press coverage of U.S. activities was 

favorable throughout the deployment. Nicaraguan gnvernment officials quickly rebuffed isolated incidents of 

negative coverage, and the embassy clarified incorrect 

information as necessary. In dealing with the press, always 

speak with one voice, keep a simple message that explains the 

mission, and allow the media access to all work sites. 

Nicaraguan Military 

The Nicaraguan military staff organization was similar to 

that of the United States. Seven Nicaraguan military liaison 

officers worked with Task Force Build Hope's (NU) primary 

staff officers. Each liaison officer had a thorough knowledge 

of our organization and capabilities. 

In addition to providing security, the Nicaraguan military 

had a radio system that used repeaters, which made it possible 

to communicate throughout the counhy. They tracked all 

convoys, check points, and rest stops with the same accuracy 

that U.S. unitsreported. 

The Nicaraguan military is poorly equipped and lacks 

many resources. Although it does not have a professional 

NCO corps. its officer corps is highly competent and 

professional, and many officers are combat veterans. The 

Nicaraguan armed forces executed its missions of ensuring 

U.S. security and providing assistance as requested to the 

highest standards. 

Building a Foundation 

The mission to Nicaragua for disaster relief and 

humanitarian assistance was a rewarding experience 

for the 36th Engineer Group and the entire task force. 

Personnel and units received valuable training in many of 

their mission essential tasks and gained experience in 

conducting an unscheduled deployment. The task force not 

-only improved the lives of many Nicaraguans devastated by 

Hurricane Mitch, they also built a foundation for future 

military relations. Y 

Major Jeff Eckstein is the S3 for the 36th Engineer Gmup 

(Con,struction) and sewed as the Task Force Build Hope (NU) 

engineer. He is n graduate of the United States Milifary 

Academy and the Command and General Staff College and 

holds a master's degree in civil engineering from rhe 

Univer.sity of Washington. MAJ Eckstein is a professional 

engineer in Florida and Virginia. 

November 1999 Engineer 21 
The 14th Combat Engiinee~Oattalion: 

A Model Nuliicompooeot Unit 

By Fir.~tLieutenant Tim Piccirilli 

When the guidon passed in front of then Chief of 

Staff of the Army, General Dennis Reimer, on 10 

April 1999, Bravo Company, 14th Combat 

Engineer Battalion (Corps) received a new commander. At 

the same time, the company completed the process of force 

integration by transitioning from the Active Component to 

the Washington Army National Guard. The ceremony served 

as the capstone to the nearly year-long process of leading the 

Army through force integration. As the Army prepares for 

the future, the 14th selves as a model multicomponent unit. 

It fully embraces the following four principals of Total Force 

integration detailed by Secretary of Defense William S. 

Cohen and later emphasized by General Reimer in his white 

paper "One Team, One Fight, One Future." 

Clearly understood responsibility for ownership of the 

Total Force by senior leaders throughout the Total Force. 

a Clear and mutual understanding of the missions for each 

unit-Active, Guard, and Reserve-in service, joint, 

and combined operations, during peace and war. 

Leadership by senior commanders-Active, Guard, and 

Reserve-to ensure the readiness of the Total Force. 

Commitment to provide the resources needed to accomplish assigned missions. 

This article details some of the processes, lessons learned, 

and mechanisms instituted by the 14th Comhat Engineer 

Battalion during its transition to a force-integrated unit. 

Defining Measures 

I

n mid-FY98, the 14th Combat Engineer Battalion, the 

famed "Rugged" engineers, was notified that it would 

become a multico~llponentbattalion by transitioning one 

of its companies to the Washington Army National Guard. 

Having no example trom which to work, the co~~unandgroup 

and staff agencies involved in the upcoming transition first 

sought to define the problem and its parameters. 

Headquarters, Department of the Army, defines a 

multicornponent unit as "a unit which is authorized personnel 

from more than one component (Active, National Guard, and/ 

or Resenre) on a single document." This means that multicomponent units mobilize as a single, integrated entity. 

Therefore, the National Guard company . . would serve with the

rest of the battalion in wartime. Implementation of this status 

would come from a memorandum of agreement between the 

Active Component and the National Guard. 

To achieve this goal, a team consisting of the commanders 

and staff at Fort Lewis, the Washington Army National 

Guard, and the 14th Comhat Engineer Battalion agreed on the 

following set of parameters based on goals stated in FM 100-

11,Force Integration: 

Enhance effectiveness in warfighting capability. 

Balance capabilities to maintain all core competencies. 

a Create flexible processes to evolve the force in any direction, consistent with guidance and available resources. 

22 Engineer November 1999 
Armed with goals and parameters, this team faced the 

initial problem of the transition-selecting which company 

in the battalion to deactivate. 

Selection Process 

The battalion staff briefed the commander on its 

recommendations concerning which company to 

transition. The motivation in selection was to 

mn~mize turmoil for soldiers. The staff offered several 

alternatives to the commander based on financial, readiness, 

personnel strength, and retainability criteria. Keeping in 

mind the goal of minimizing the impact to active duty 

soldiers, the commander selected 14th Combat Engineer 

Battalion's Bravo Company to move forward with the 

proces With an outgoing commander and relatively low 

personnel strength, Bravo Company was in the best posture 

to transition. 

Personnel 

The command sergeant major, the battalion SI, and 

the company first sergeants planned how to manage 

soldier movement during the transition with a 

minimum of turmoil. Working together, they determined that 

the company could phase itself out through natural attrition. 

This meant transferring soldiers throughout the battalion so 

that soldiers who were in Bravo Company during the 

transition would no longer be "Rugged at the completion of 

the process. 

Using natural attrition rates and the transition time line, 

the battalion moved soldiers with 90 days or less 

retainability to Bravo Company to head the transition effort. 

These soldiers changed out with their more stable 

counterparts in the rest of the line companies throughout the 

battalion in order to bring them to or above 100 percent 

B Company soldiers will train 

alongside their active duty 

counterparts. Events like this 

live mine training will allow the 

"Rugged" battalion to fully 

function as a multicomponent 

force. 

strength. Most of the remaining soldiers in Bravo Company, 

who bad more than 90 days retainability, moved into positions 

throughout the battalion where modified tables of 

organization and equipment (MTOE) shortages existed. 

However, there were exceptions. Critical positions in the 

transition process, such as supply personnel and senior 

leaders, remained in the company to lead the effort and 

provide continuity. 

Equipment 

Early on, leaders decided that the success of the force 

integration process required complete integration of 

the Washington Amy National Guard into the 

battalion. To facilitate this, the 14th decided that Bravo 

Company would remain in existing Active Component 

facilities, assume control of Active Component equipment, 

and receive force-modernization enhancements in conjunction with the company's active duty sister companies. 

To ensure proper handling of equipment in the transition, 

the installation, I Corps, the 14th Combat Engineer Battalion, 

and the Washington Army National Guard established a 

constant communication link. This came about by creating a 

detailed time line and consistent in-process review schedule. 

Exercising both of these tools and ensuring participation by 

all involved parties made it possible to proactively identify 

and solve issues and concerns inherent to the transition 

process. 

A concern during the transition was to ensure a relatively 

seamless flow of equipment to the National Guard company. 

To help achieve this goal, the battalion's parent unit, the 

555th Engineer Groupin conjunction with Headquarters, 

Department of the Amy, and the National Guard Bureau-took 

the approach that the National Guard owned the equipment 

before it assimilated the unit and adopted the multicomponent 

November 1999 Engineer 23 
MTOE. The first step was to identify the exact equipment 

composition of Bravo Company. Unquestionably, the 

company would mirror the MTOE of its active duty 

counterparts. Further, it would use the same equipment that 

the Active Component Bravo Company had used. 

In addition to outfitting the National Guard company with 

the same equipment as active duty companies, the battalion 

fielded several new pieces of equipment and added these 

items to the National Guard company's MTOE. Rather than 

receiving the equipment at a later date, the National Guard 

became active participants in the fielding process. 

Involvement in the force modernization process included 

acquiring FMTVs (family of medium tactical vehicles) to 

replace the older 817-and 920-series 5-ton dump trucks, the 

all-terrain crane. and laser leveling devices for the graders. 

Adding these items to the company's inventory and ensuring 

that it had operators trained on the equipment guaranteed a 

continuity of integration between the new National Guard 

company and the battalion. 

Maintenance 

Another key to the transition process and crossleveling of equipment was the creation of an 

agreement between the Washington Army National 

Guard and the Active Component on the inspection and 

inventory of equipment and vehicles. By conducting a joint 

technical inspection between Active Component Bravo 

Company mechanics and incoming National Guard supply 

and maintenance personnel, the two units ensured the 

transition of quality equipment. 

Since the Washington Anny National Guard used its 

equipment only during weekend drills and annual trainingmuch less than its active duty counterparts-a plan was 

needed to determine maintenance requirements for these 

vehicles. Because the National Guard used the vehicles less 

did not mean that the vehicles would receive less attention; 

instead. it demanded that this equipment receive special 

attention and a regular maintenance schedule. To accomplish 

this, the battalion used its MTOE to its advantage. With all 

of the battalion's mechanics assigned to Headquarters and 

Headquarters Company. the battalion did not have to be 

concerned about a loss of daily maintenance support. 

Instead, it could keep the knowledgeable asset already on 

hand. The team of active duty mechanics assigned to Bravo 

Company possessed institutional knowledge of the 

equipment, its history, and nuances. With this team, the 

National Guard company would possess an active duty 

maintenance force that could assure constant maintenance 

and dedication to equipment readiness on a daily basis. This 

plan served both the National Guard and the battalion. With 

the National Guard company wartraced with the 14th, 

equipment readiness is necessary to ensure that vehicles are 

ready for missions and deployments. 

It was essential to establish the link between Active and 

National Guard maintenance systems to accomplish 

equipment readiness. The battalion maintenance office 

worked with the 555th Engineer Group, the company 

maintenance team, and the Washington Anny National Guard 

maintenance personnel to create a flexible system that 

allowed growth and learning by operating from the two 

systems. Issues such as prescribed load listingitransportation 

Army aviation maintenance (PLLI TAAMS). unscheduled 

maintenance. reporting procedures, and hazardous materials 

were resolved with a memorandum of agreement between all 

parties. Direct support, higher-level maintenance, and parts 

requisitions are accomplished by the National Guard 

maintenance team at Camp Murray, Washington. Camp 

Murray is adjacent to Fort Lewis, which makes coordinating 

for this higher-echelon support a simple process. By 

establishing and recognizing the concerns and missions of 

each component, the wea of maintenance in the multicomponent hattalion became a living document. 

The Next Century 

The 14th Combat Engineer Battalion. the most 

decorated engineer battalion in the active duty Army 

today, realizes that the mission of force integration is 

far from finished. The battalion continues to build on the 

solid foundation established during initial stages of the 

integration process. It focuses on the advantage that 

proximity offers by having the National Guard company use 

the same equipment and facilities as its active duty 

counterparts, 

The future includes combined training events for all 

members of the battalion. National Guard officers will 

participate in the staff ride to Little Big Horn; National Guard 

soldiers will fire alongside their active duty peers on various 

weapon systems. execute demolition ranges, and participate 

in the battalion drivers training program. This peerlmentor 

relationship will be the suppo~t system of the multicomponent battalion that the 14th is today. By integrating and 

welcoming its National Guard counterparts in every facet of 

the battalion's operations-from training to social eventsthe 14th Combat Engineer Battalion is ready to lead the Arrny 

into the 21st centuty. m 

First Lietrtennnt Piccirilli is the mairtrenance ofice!; 14th 

Combat Engineer Battalion, Fort Lewis. 1.Vashinglon. 

Previolrs nssigrlrnents include platoon leader and executive 

officer; 14th Combat Engineer Battalion. ILT Piccirilli is a 

gradrrate of the United States Militaq' Acadeiny and haz 

completed the Engineer Oflcer Basic Cotrrse. 

24 Engineer Nu~;ember 1999 
Book Review 


Brave Deci.~ions: Moral Courage Froin The 

Revolutiona~ War to Desert Storm, by Colonel Haw J. 

Maihafer, U.S. Anny (Retired), Brassey's Incorporated. 

Washington, D.C., and London, 1995, 263 pages, ISBN 

0-02-88 1 108-9 (hard cover). 

The strength of the United States has always depended on 

courageous, decisive leadership in its arnied forces. The 

heroes who have emerged from more than 200 Years of 

conflict are lauded in books, movies, and popular culturenames like Washington, Grant, Lee, MacAlihur, and Patton. 

In this book, Colonel Maihafer reveals a different, less 

glamorous side of military leadership. Decisions made from 

great moral courage are his subject, and he develops a 

comprehensive picture of the substance of leadership 

through a study of 15 great America11 military leaders and 

their exceptional moral courage. 

From the opening Page. the author grabs our attention 

with a stirring account of Colonel Daniel Morgan, the 

"Ranger of the Revolutioni' as he leads a motley hut 

motivated group of militiamen against Lieutenant Colonel 

Banastre Tarleton's 1.100 British Regulars at Cowpens, 

South Carolina. As the author points out, Colonel Megan's 

stunning victory over Tarleton was not due to superior 

tactical genius, hut to Morgan's personal courage and 

willingness to fight trained British Regulars with untrained 

militia. Colonel Morgan's actions in the face of superior 

forces showed the British that, after six years of fighting, the 

American Amy had developed officers and soldiers capable 

of defeating them in a fixed battle. Ten months later. Lord 

Cornwallis surrendered to General George Washington. 

Most of the vignettes used in this book to illustrate moral 

courage are stories of colonels and generals. successful men 

in positions of great influence. What the stories reveal, 

however, is that these men developed and refined their nloral 

and physical courage while they were junior officers. We are 

introduced to a young Captain Douglas MacArthur as he 

conducts a dangerous reconnaissance ~llission in Mexico in 

1914 at the request of the Army Chief of Staff, Leonard 

Wood. Captain MacArthur's determination to complete the 

mission despite deadly encounters with Mexican bandits and 

disloyal allies established him as a man of great personal 

courage. More than 30 years later, General Douglas 

MacArthur displayed great moral courage when he supervised the rebuilding of Japan despite great Pressure to 

punish the Japanese for their actions in World War 11. 

November 1999 

Captain Robert E. Lee developed similar attributes during 

the Mexican War in 1846. Captain Lee distinguished himself 

many times in and won the respect of General 

Winfield Scott for his display of loyalty and duty. When 

Colonel Robert E. Lee resigned from the United States Army 

in 1861 to take a position in the Confederate States' army, he 

sadly tendered his resignation despite the urging of General 

scottto the union.~h~ unquestionable honor and 

integrity he had developed as a young captain in Mexico 

served Lee well as he made one of the most difficult decisions 

his life. 

fie author does not examine only "battlefield courage:' 

however. He affords us a glimpse into difficult decisions made 

by great military men in briefing rooms, embassies, and even a 

court martial, decisions that impacted millions of people and 

helped shape the way America deals with nations around the 

world. Colonel Maihafer takes us to the side of Major General 

John J. "Black Jack" Pershing, as he resists enormous pressure 

from the Europeans (in World War I) to commit the newly 

arrived American Expeditionary Force before it is ready. We 

General Lucius Clay in Berlin as he organizes the 

famous ~ ~ ~i~lift, ~ which l allowed i ~the people of Berlin to 

face down the threat of Soviet occupation and prevail despite 

significant public sentiment to abandon the city to the 

Russians. We see Colonel Billy Mitchell's courageous defense 

of~merica.s need for a strong air warfare capability, in a court 

manial that resounded through the halls of Congress and that 

led to establishment "f the~irForce. 

The United States Army has long recognized the need for 

leaders who have both physical and moral courage. The Army 

values of Leademhip, Duty, Respect, Selfless Sewice, Honor: 

[ntece,.;h; and Courage have been clearly visible in 

America's leaders-from men in buckskin during the 

Revolutionary War to soldiers in the hot sands of Kuwait and 

Iraq. ~lthough popular culture often glamorizes war and 

focuses on heroic acts of physical courage performed on 

foreign battlefields. Colonel Maihafer reveals another side of 

~~~~i~~~ soldiers and leaders. The moral courage required to 

make dimcult decisions is not the stuff of Hollywood, it is the 

,tuff of heroes. In this book, Colonel Maihafer pays fitting 

tribute to 15 soldiers and leaders who deserve our gratitude 

cal,tain Joseph E. Wyka senJes a.s Commander; D 

company, 1691h Engineer Battalion. Engineer Advanced 

Individual Training, Fort Leonard Wood, Missouri. 

Engineer 25 
Homeland Defense 


at forf Leonard Wood 


By Jim Smith 

O	n 29 September 1998, the basic color scheme for 

Fort Leonard Wood shifted even further from green 

to purple. On that date, Major General Robert B. 

Flowers, commander of the Maneuver Support Center 

(MANSCEN), activated the Center of Excellence for 

Homeland Defense (CoE-HLD). The CoE-HLD's mission is 

to provide horizontal integration of all aspects of homeland 

defense. This integration is "purple" because it brings 

together Army, Air Force, Coast Guard, and Marine Corps 

players in support of civilian authorities. Over time, more 

information will follow on this merger. 

Why Fort Leonard Wood? 

he CoE-HLD activation culminated a nine-month 

effort to execute orders of the Chief of Staff of the 

Army 	 to center the military's homeland defense 

efforts at one military installation. Since the MANSCEN 

already trains all four services in skills applicable to 

homeland defense, Fort Leonard Wood was the obvious 

choice. 

A major academic arm of the U.S. Army's Training and 

Doctrine Command (TRADOC), the MANSCEN is the 

centralized location for combat and training developers for 

the Engineer, Chemical, and Military Police Schools. It is 

also home to the Maneuver Support Battle Laboratory and 

OPTEC's Test and Evaluation Coordination Office. The 

MANSCEN possesses a modeling and simulations center 

capable of comprehensive operational analysis and war 

gaming. Fort Leonard Wood's staff, faculty, and installation 

personnel have repeatedly proved that they can take on 

emerging missions and execute them in a highly professional 

manner. Additionally, Fort Leonard Wood is a large 

installation with space for new training missions, ranges, and 

growth potential to meet 21st century challenges. 

Fort Leonard Wood is also home to the 7th Military 

Support Detachment (MSD) Rapid Assessment and Initial 

Detection (RAID). The 7th MSD (RAID) is one of 10 such 

detachments, each assigned to one of the 10 Federal 

Emergency Management Agency regions. When not training 

or responding to homeland defense missions, the 7th MSD 

(RAID) serves as the model for experimenting on improvements to all RAID detachments. 

The TRADOC mission to produce trained soldiers, 

airmen, sailors, and marines is part of eve~yday life for the 

MANSCEN workforce. MANSCEN directorates speak the 

common languages of doctrine, training, leader development, 

organization, materiel, and soldiers (DTLOMS). Whether 

writing a new field manual or lesson plan, developing a new 

hardware system, challenging leading-edge technologies. or 

teaching new soldiers to survive on a future battlefield, 

MANSCEN personnel excel. They work together to ensure 

the success of homeland defense. 

What is Homeland Defense? 

To some degree, homeland defense is what the military 

has done for more than 200 years: defend the citizens, 

possessions. and infrastructure of our nation and its 

territories against enemy attack. But the homeland defense 

mission extends beyond defense against overt military attack 

from a foreign source. The mission has four hasic axes: 

Weapons of Mass Destruction (WMD) 

This is the most publicized mission today. WMD and 

homeland defense are used together so often that some people 

think they are synonymous. They are not. The United States 

makes a soft target because of its size, freedom to travel 

without restriction, and massively built-up areas with largely 

unprotected populations. WMD can be bought. built. or 

smuggled into the country with relative ease. 

Most citizens understand that the WMD threat exists and 

most still harbor the fear of "The Bomb as a holdover from 

the Cold War. Although the probability of a WMD attack is 

small, its relative payoff is huge for a minimal cost. Most 

Americans have strong feelings about the Oklahoma City 

bombing and never want to see such a disaster repeated. 

Force Protection 

Many official sources argue that force protection is a 

strictly military mission that occurs outside the continental 

United States (CONUS). But force protection is critical 

across the spectrum of operations: protecting the troops' 
TPIO-HLD Organization 

Colonel -Active Component 

Secretary I 

& 


Lieutenant Colonel - National Guard 

Major - Active Component Action Officer Strategic Planner 

Future Players 

Coast Guard TRADOC Office - One Semiautomated Force Army Medical Department 

U.S. Marine Corps U.S. Air Force Soldier Biological, and 

Chemical Command 

home station, during their transit to a port of debarkation, 

while in transit to a deployment area. and after arrival at the 

deployment site outside of CONUS. There remains an 

important mission to safeguard the force that supports our 

national military strategy concept of force projection. 

-. ..-. . . CIVII LJlSturDanCe 

The U.S. military responds to civilian requests for 

support through the Military Assistance to Civil Authorities 

program. Although one of the least populal- missions for 

military personnel, riot control is still a homeland defense 

mission to safeguard citizens against one another. Acting as 

an arm of the state governor, the National Guard continues 

its historical precedence of controlling riots or major civil 

disturbance-a mission that predates the nation. 

Natural Disaster 

An obvious mission for homeland defense is responding to 

violent acts of nature, such as tornadoes, hurricanes, Hoods, or 

earthquakes. The militaly brings to bear trained troops who 

can live and work under austere to hazardous conditions. 

Those same soldiers, airmen, sailors, and marines accomplish 

their missions even more successfully when protecting their 

own families, homes, and communities. 

A major player in homeland defense is the Army Corps 

of Engineers. Although not a direct arm of homeland 

defense, the Corps is always there to save lives, hold back 

Hoodwater, keep precious roads and bridges open, and 

maintain open lines of communication. 

Who is Responsible for Homeland Defense? 

ANSCEN's homeland defense workforce 

currently is under the Maneuver Support Battle 

Lab, whose head is both the Battle Lab's deputy 

director and the TRADOC Program Officer until TRADOC 

activates the TRADOC Program Integration Office for 

Homeland Defense (TPIO-HLD). The colonel in charge of 

the TPIO-HLD will report directly to the MANSCEN 

commanding general. TPIO-HLD responsibilities encompass 

all DTLOMS issues affecting homeland defense. All combat 

and training developments and war-gaming issues will be 

coordinated through the office. Although TRADOC's TPIOHLD model shows only a six-person staff, the planned 

workforce includes Coast Guard, Army Reserve, other 

TRADOC schools, and possibly other military branch liaison 

officers. Even though TPIO-HLD may eventually include a 

dozen action officers, the office will still task subject matter 

experts throughout the Department of Defense to accomplish 

its mission. The TPIO-HLD's function is to coordinate and 

integrate homeland defense functions-not work those 

fi,nrtinnr ;n n llqrllllrn .".A-c."..,, ..." .uu"",.. 

What's in the Future? 

he Maneuver Support Center will continue to train the 

world's best soldiers, airmen, sailors, and marines. The 

MANSCEN challenge is to ensure that all outside 

agencies know where to find homeland defense expertise and 

to keep all lines of communication open. We have already 

begun to export our expeltise by teaching classes at the 

Command and General Staff College, at Active and Reserve 

Component conventions, and to the civilian com~nunity via 

safety councils and emergency planning offices. The future of 

homeland defense is growing and Cascinating. "More to 

follow" is more than a catchphrase in CoE-HLD; it is our daily 

work ethic. But more to follow ... L1 

MI: Smitl? is a combat devrlopn~enrs materiel anu/?st at the 

U.S. Army Enginrpr School, Forr Leonard Wood, Missouri. He 

holdc n master's degree from Central Missouri State 

Universii? arid ltas complcred Conznrarid and Ge~ieral Staff 

College, Cornbinrd Alms and Sen)ice.r Staff School, Ordnance 

OfFcer Basic and Ad~lanced Coursrs, NBC Staff Qflcrr 

Courre. Materiel Acquisitior~ Management Course, Combot 

Developer's Course, MANPRINT Corrr,re, and tlie Hozar-dous 

Marrriel Course. 

Novrmhcr 1999 Engineer27 
The 58th Combat Engineer Company 


By Captain Leonard J. Law and First Lieutenant Keith R. Ferdon 

The 58th Combat Engineer Company (CEC), the "Red 

Devils," provides mobility, survivability, and countermobility support to the l lth Armored Cavalry 

Regiment as it pelforms its primary mission as the opposing 

force (OPFOR) at the National Training Center (NTC). This 

article is our response to numerous questions about the 

OPFOR engineers and how they fight. 

To understand the doctrine of the Krasnovian engineer, it 

must be put into the context of how the 1 lth Armored 

Cavalry Regiment fights on the NTC battlefield, which is 

based on former Soviet amy and Warsaw Pact doctrine. 

However, in the words of the l lth Armored Cavalry 

Regiment Commander, Colonel John D. Rosenberger. "We 

are a capabilities-based force. We must be a jreethinking 

enemy in order to give rorational units the best possible 

training ofport~niry." This means that we employ our 

doctrinal assets using whatever method is necessaly to 

accomplish our mission-driven by the mission, enemy, 

terrain, troops, and time available. Additionally, we do not 

hesitate to take a Page from the book of any force's doctrine, 

including that of the United States, to achieve success. The 

emphasis is on integrating the engineer effort into a 

combined-arms operation. 

During NTC rotations. the 1 th Armored Cavalry 

Regiment leadership steps up one level. The regimental 

commander assumes the role of the 60th Motorized Rifle 

Division commander, with the commanders of the 1st and 

2nd Squadrons commanding the 125th Guards Tank 

Regiment (GTR) and the 32nd Guards Motorized Rifle 

Regiment (GMRR). respectively. Fighting units on the 

are the I2jrh GTR and 32nd GMRR On 

alternating rotations. A motorized rifle battalion (MRB) is 

formed combining an uoOp from 1111 Armored 

Cavalry Regiment and an infantry troop from 211 1 Armored 

Regiment. During a 125th GTR rotation, armor 

~~mmanders and platoon leaders are in charge, with their 

infanrry count-~arts acting as deputy commanders. During 

a 32nd GMRR rotation, this is reversed. 

28 Engineer 

Engineers operate somewhat differently, with the 58th 

CEC commander stepping up to command an ad hoc 

organization designated the 46th Engineer Battalion. The 

46th is composed of the 58th CEC and an allied engineer 

company deployed to the NTC to support the rotational 

training. These companies come from corps mechanized 

combat engineer battalions, the Army National Guard, the 

Am~y Reserves, and the U.S. Marine Corps to fight as 

Krasnovians and provide the best possible training for the 

Amy. 

Organization 

The 58th CEC is organized as a modified table of 

organization and equipment separate engineer 

company, with an authorized strength of 184 people. 

Cooks and the personnel clerk are permanently detached to 

Headquarters and Headquarters Troop, Regimental Support 

squadron, which provides field garrison feeding 

and personnel services to the company. Subordinate elements 

include three line platoons, an assault and ohstacle platoon, 

and a maintenance platoon. ~h~ regiment's two separate 

companies, the 58th CEC and the 51 1 th Military Intelligence 

Company, are subordinate to the Regimental Support 

Squadron of the 1 lth Amored Cavalry Regiment. 

Training 

The 58th CEC conducts most of its training on an 

opportunity basis, with most of it performed as a 

member of the combined arms team of the 125th GTR 

or 3znd GMRR. ~h~ three line platoons through a 

training cycle that focuses on mobility, countermohility, and 

support. Platoon leaders are responsible for most of the 

tactical planning and coordination. The mobility platoon 

leader war.games and plans offensive missions, and [he 

countermohility platoon leader handles defensive missions. 

~~~h ,,latoon provides assets to the other as needed to 

assigned F~~example, the countermobility 

executes flank obstacles in the offense. The support cycle 

November I999 
platoon executes vehicle services and taskings, which 

provides time for soldiers to attend schools. Critical to 

success is that the task organization during training must be 

identical to that used during NTC battles. 

Rotation Schedule 

The rotation schedule is based on a four-week training 

cycle. It begins on a Monday with reception, staging, 

onward movement, and integration (RSOI) for the 

BLUFOR (formerly known as "Draw Week"). While the 

brigade combat team builds combat power by drawing 

prepositioned equipment, the 58th CEC prepares for the 

upcoming conflict. 

On RSOI days 1-5, vehicles are dispatched, load plans 

are verified, additional Class IV and V materials are 

requisitioned (as necessaly), and precombat checks and 

inspections are conducted. On RSOI 4 and 5, certification 

training for the allied engineer unit is conducted to verify its 

ability to emplace obstacles, breach, and prepare vehicle 

fighting positions to the OPFOR standard. On RSOI 5, 

equipment is prepositioned at a predetermined laager site in 

the field. During RSOI week, leader's reconnaissanccs, war 

games, and tactical exercises without troops in preparation 

for the rotation are conducted. 

RSOI week is followed by training days 0-14. Force-onforce operations are conducted through training day 8 and 

normally comprise four or five major engagements with the 

brigade combat team. During training days 9-13, the 58th 

CEC conducts recovery operations, qualification ranges, and 

sergeant's time training. The support cycle platoon also 

conducts "Green for Maneuvel-" training during this week, 

where U.S. doctrinal missions are executed to maintain 

proficiency. 

The training days are followed by. four between-rotation 

days, during which we conduct mandatory training, safety 

briefings, and privately owned vehicle inspections. This is 

followed by a four-day rest period, returning on Monday for 

another RSOI week. This makes for an extremely busy 

schedule with high operating tempo (1,500 miles per year on 

the MI l3A2s). However, it is also very predictable, which 

allows soldiers to make travel plans for rest pcriods well in 

advance. The schedule includes leave periods in December 

and June that are a maximum of two weeks each. 

Engineer Planning 

A major reason for the success of the OPFOR at NTC 

is the integration of combat multipliers into every 

phase of planning. Fighting as a huly combined 

arms team requires that maneuver commanders and their 

attachments work together to develop a plan that exploits the full potential of all involved in the mission. 

This plan integrates the engineer effort into the intelligence 

preparation of the battlefield process, the commander's 

concept of the operation, the scheme of maneuver, and the 

scheme of fires. Working as a team enhances the effects of 

engineer efforts-whether breaching, emplacing obstacles for 

a defense, or protecting the regiment's flank on a regimental 

attack. 

Mission planning involves coordinating the efforts of five 

engineer assets with more than 15 vehicles. The mobility 

support detachment (MSD) is made up of three M113 armored 

personnel carriers (APCs) and up to two M9 armored combat 

earthmovers (ACES). The MSD, the breaching asset of the 

OPFOR, carries with it the necessary equipment and marking 

materials to either breach or mark bypasses of both conventional and situational obstacles. 

A mobile obstacle detachment (MOD) includes three APCs 

with MI05 trailers that represent Soviet GMZ minelayers, The 

MOD can surface-lay up to 900 meters of conventional land 

mines in three rows to a depth of 120 meters. The MOD takes 

up to 20 minutes to emplace and is usually used to secure an 

assailable Rank. 

In defensive operations, the MOD typically is laid after last 

light to fill in gaps between conventional obstacles. The Soviet 

UMZ is similar to the Volcano and emplaces a minefield 120 

meters deep and 1,100 meters long with a four-hour duration. 

The Soviet UMZ usually is attached to the advanced guard to 

build a hasty engagement area but also can be used for flank 

security or to create a hasty defense against counterattacks 

once the objective is reached. In the defense. the Soviet UMZ 

is used to add depth to the obstacle plan or to backstop an 

enemy breach. 

On the offense, planning begins when the regiment issues 

the operations order the day before a battle. The chiefs of 

operations and reconnaisssnce drvelop up to four possible 

courses of action to present at the operations order briefing. 

Based on the courses of action, the regimental engineer task 

organizes his assets to best suppo~t the mission. For a 

regimental attack, the typical task organization is to have an 

MSD and Soviet UMZ with the advance guard, an MSD and 

MOD with the first echelon, and a MOD with the antitank 

battalion For flank security. However, depending on assailable 

flanks and the enemy's disposition and stylc of fighting, the 

Soviet UMZ also may he attached to the antitank battalion. No 

engineer support is attached to second echelon forces. 

Engineers attached to the advance guard will fall in with 

follow-on forces as they assume the main effort. This 

flexibility for the MSD to link up with and join a separate 

MRB ensures continued mobility of the regiment. 

After the operations order, the regimental commander. $3, 

S2, fire-support officer S3 Air, Military Intelligence company 

commander, and engineer executive officer war-game each 

course of action. Targets are designated for the MODS and 

Soviet UMZ and possible points of penetration are templated. 

November 1999 Erlgineer 29 
"The success of the 58th CEC, and therefore 

the success of the regiment, lies in the ability of 

the squad leader to react to an order and 

execute the mission." 

After the war game, information is disseminated to the 

engineer platoon leaders and the MOD and Soviet UMZ 

targets are placed on a set of master graphics. After platoon 

leaders receive this info~mation. they assign squads with 

targets and responsibilities for each course of action. 

Because no battle ever goes exactly as it is war-gamed, 

squad leaders must remain flexible and be able to change 

their focus depending 011 developments. 

In addition to assigning targets to the MOD and Soviet 

UMZ, the war game also designates critical points along the 

route of march where mobility must be maintained. For 

instance. if a course of action has the entire regiment moving 

through a single choke point, the MSD with the advance 

guard will be positioned in that choke point to immediately 

breach if a FASCAM is dropped to maintain the mobility of 

follow-on forces. The MSD will then link up with the next 

element and push forward to the next critical mobility target. 

Emh engineer asset is under the control of a squad leader, 

who talks directly with the commander of the MRB to which 

he is attached. The success of the 58th CEC, and therefore 

the success of the regiment, lies in the ability of the squad 

leader to react to an order and execute the mission. Platoon 

leaders assign squads to MRBs, enforce standards, and help 

the squad leader achieve ~nission success. 

OPFOR Mobility Operations 

uccess for an MSD is not to create a single breach but 

to create several breaches. The MSD must be able to 

move from one MRB to another, establish communication with the MRB commander, and ensure that the 

MRB has unchecked mobility. 

Due to the bold advance of an OPFOR attack, in-stride 

breaches are conducted. The aggression and initiative of the 

breaching force in securing the breach is enough to 

guarantee safe passage for follow-on forces through the 

breach. Each MSD APC carries a basic load of 36 traffic 

cones and nine VS-17 panels, which is enough material to 

mark three breach lanes. Redundancy is achieved by 

integrating the allied engineer company into the MSDs. The 

complete detachment consists of an M9 ACE and three 

APCs. with a minimum of four soldiers per APC. All three 

APCs can simultaneously breach lanes through enemy 

obstacles, which greatly increases the speed at which followon forces can advance to the objective. 

30 Engirieer 

Enemy conventional obstacles are breached either with the 

M9 ACE or manually according to NTC rules of engagement. 

In a manual breach. two soldiers dismount from each APC 

and move forward through the minefield. After clearing away 

any fratricide fence. the soldiers run back to their APC while 

placing pop-and-drops beside each mine. Two minutes after 

the first pop-and-drop is placed, the charges explode and the 

breach is complete. The soldiers then exit the APC with lanemarking materials and remove the "destroyed" mines. A 

complete manual breach with marking materials can be 

finished in three minutes. Breaching with the M9 ACE takes 

the same amount of time; however, it is more effective when 

under small-arms fire. 

Breaching scatterable mine (SCATMINE) and Volcano 

obstacles manually is less effective in maintaining the 

regiment's momentum. In manual breaching, a soldier must 

grapnel through the minefield and tun a line main with charges 

every 30 meters. A manual breach of these types of minefields 

takes about 40 minutes, which is far too slow to be effective. 

SCATMINE aid Volcano obstacles preferably are bypassed or 

are breached with an M9 ACE or a mine plow. Typical 

BLUFOR SCATMINE obstacles are delivered far from any 

covering force and usually allow an easy bypass on one of the 

two flanks. After the bypass is found, it is marked the same 

way as a breach lane-with traffic cones and VS-17 panels. 

OPFOR Countermobility Operations 

he countermobility support provided by the 58th CEC 

relies on thorough planning and a well-rehearsed 

battle drill. The defensive platoon leader for that 

month and the MRB commander of the defense must develop 

an obstacle plan that best supports the MRB commander's 

intent, minimizes risks, and involves some deception. The 

platoon leader then makes intent graphics based on the 

obstacle plan to further I-efine the plan and give a better 

picture to the MRB commander and his subordinate leaders. 

Linking up early with the overwatching unit is vital for 

successful defensive preparations. The platoon leader and 

overwatching MRC commander typically agree on a prearranged location and time to meet. The MRC commander 

gives the engineer an overview of his intent and shows him 

the fighting positions, adjacent unit locations, and approximately where he wants the obstacle placed. After this 

brief-but-thorough meeting, the engineer drives to where the 

November 1999 
obstacle will stalt, and the MRC commander goes to the 

location of his fighting positions. While maintaining radio 

communications with the MRC commander, the engineer 

marks out the obstacles. The MRC commander ensures that 

the obstacles being sited are within direct sight and at the 

proper distance. This method of siting is the most efficient 

and effective way to ensure proper obstacle placement. 

Maintaining a basic load of Classes IV and V materials 

for obstacle emplacement is key to a speedy defensive 

preparation. The 58th CEC maintains a basic load of 2,500 

mines, 1,700 rolls of concertina wire, and 3,000 pickets-all 

hauled with organic assets. The basic load is enough for one 

standard MRB-sized security zone or defense. 

Wire and pickets are hauled with a palletized load system 

(PLS) and heavy expanded-mobility tactical truck (HEMTT) 

cargo, respectively, and Class N materials are dropped off 

the truck as it drives the line of the obstacle. Land mines are 

hauled in MI05 trailers behind the APCs and emplaced 

similar to a MOD. The HEMTT cargo with the pickets is the 

first to drive the line of the obstacle, with a man on top 

dropping pickets at correct intervals. After the pickets are 

dropped, personnel in from one to three APCs lay mines 

parallel to the line of pickets. Simultaneously, the PLS follows 

the pickets and drops concertina wire. Using this method, a 

trained platoon can emplace a 300-meter minefield in 30 

minutes and 300 meters of triple-standard concertina wire in 

45 minutes. This efficiency allows the MRB commander the 

luxury of using deception in his obstacle plan. For example, he 

can leave avenues of approach open until the night before the 

expected attack and emplace obstacles in the dark when 

BLUFOR scouts cannot gather good intelligence. 

Obstacle Design 

The OPFOR engineers use U.S. doctrinal obstacle 

intents to shape the battlefield: block, turn, fix, and 

disrupt (see Figure I). The design of these obstacles, 

however, is peculiar to the OPFOR. The most commonly used 

obstacle designs are the turn and fix. The design of the 

I Obstacle Designs I 

Turn Group 

Consists of two 3-row, 300-meter minefields and 

two triple-standard concertina, 300-meter wire 

obstacles. 

I Block Group 

Constructed across narrow mobility corridors in 

such a manner that an enemy force must breach at 

least three individual obstacles, which preferably are a 

combination of mines, wire, and earthworks. 

Fix Group 

Consists of one 3-row, 300-meter minefield and two 

triple-standard concertina, 300-meter wire obstacles. 

Disrupt Group I 

Normally consists of a series of point obstacles 

emplaced astride trails and roads within the obstacle 

group. 

Figure 1 

November 1999 Engineer 31 
1 

Categories of Tank Ditches 

Category I A berm approximately 6 feet high. One D7 dozer can emplace 

100 meters per hour, making it the most expedient type of tank ditch 

used. From a distance of more than a few hundred meters, it has 

the appearance of a true antitank ditch and has stalled entire task 

forces for over an hour. It is not a formidable obstacle and can easily 

Direction of Enemy Attack 	 be driven over by an Abrams or Bradley tank; however, even after 

this is discovered by the approaching enemy, it is breached at most 

in two locations. A Category I ditch two kilometers long can 

effectively close a maneuver corridor to elements larger than a 

company team. 

Category II Includes a V-ditch with the berm.The added ditch adds 2 feet of 

height and an increased angle to the berm on the enemy side. 

Category I1 ditches force Abrams or Bradley tanks to make multiple 

Direction of Enemy Attack 	 attempts to breach and will force the commitment of engineer 

elements for a successful breach of the obstacle. A single D7 dozer 

can build 50 meters of Category II in an hour, restricting overall 

length to less than 1 kilometer per night. 

Category Ill A true antitank ditch. Because it is slow to emplace, it is rarely 

used. When it is used, the length rarely exceeds 200 meters. This 

ditch is used only when there is not enough Classes IV and V 

Direction of Enemy Attack 	 materials to block a major avenue of approach. 

Figure 2 

obstacle groups is static; additional length is accomplished typical scenario is that on the of the battle, the 

by adding more groups. 	 enemy wakes up to a huge antitank ditch or berm that was not 

Note that obstacle preparation is a regimental activity. there the night before. 

When needed, the MRBs provide personnel to assist. 

Additionally, after each defensive battle, soldiers in the OPFOR Survivability Operations 

regiment push forward to collapse wire obstacles and stack Survivability work is best conducted simultaneously with 

mines to facilitate rapid battle cleanup. This commitment on obstacle emplacement. This practice ensures that each 

I 

the part of maneuver forces goes a long way toward vehicle crew is aware of obstacle locations and is in the 

sustaining the high morale and esprit de co'l'sof Ihe best position to cover the obstacles. A tank crew cannot afford 

engineer "Idiers and makes for "One One to wait at their position all day for a bulldozer. Therefore, the 

Fight!" 58th CEC devised a simple yet effective way to site holes (see 

Earthworks Figure 3, page 33). Two pickets are lined up like the sights of a 

gun to show the orientation of the fighting position. Bulldozer 

n addition to conventional obstacles, the OPFOR operators then can easily see how to dig the hole. The person 

incorporates earthworks in its obstacle plan. Figure 2 siting the position attaches a piece of engineer tape on the front 

shows three categories of tank ditches formed by picket that states the vehicle bumper number and type of 

earthworks. position. The tape makes the site easier to see from a distance 

To minimize idle bulldozer hours, all three categories lets the engineer command-and.control element know 

usually are emplaced at night, which has two major benefits: whom to contact when the hole is ready to proof, 

increased safety and deception. Focusing bulldozer efforts E~~~ bulldozer operator and combat vehicle crew in the 

on earthworks during limited visibility allows survivability regiment knows this method of siting, which ensures that 

work to be completed during daylight, which decreases the survivability work is done quickly and minimizes idle 

chances of rollovers and potential injuries or death 	 to bulldozer time. Additionally, each vehicle commander must 

soldiers. Also, by building earthworks at night after the personally proof and ma,-k his position to standard before the 

scouts' last-light read, we take away the enemy's ability to bulldozer moves on. This ensures that the position meets his 

make decisions based on true battlefield conditions. A requi,ments and is not a hazard to himself or others. 

32 Engineer 	 November 1999 
Figure 3 

OPFOR Deception Operations 

Deception operations are included in every mission on 

the NTC battlefield. Every member of the combined 

arms team employs some type of deception 

measures, and engineers are no exception. Engineers are 

involved primarily in emplacing deception obstacles and 

fighting positions. 

Mobility Deception 

Engineer assets often are used in the offense to deceive 

the enemy as to the location of the regiment's main effort. 

For example, in a regimental attack, the 58th CEC often 

includes armored vehicle-launched bridging with an 

enveloping detachment to conduct a demonstration toward a 

portion of the battlefield where the enemy has emplaced 

tank ditches. The demonstration has the effect of falsely 

confirming a situation template that predicts a breach at that 

point on the battlefield. In Nrn, forces in that portion of the 

battlespace become fixed, while the regiment penetrates the 

enemy defenses on the opposite flank. 

Countermobility Deception 

In the defense, or even in a meeting battle, deception 

minefields have a high payoff for the OPFOR. To 

accomplish this effect, engineers and scouts place fake 

mines and tilt rods in choke points or along high-speed 

avenues of approach. Although these deception minefields 

can quickly be identified as harmless, the initial reports sent 

higher often reverberate through the command-and-control 

channels for some time. This causes confusion at high levels 

and often results in false assumptions about the location and 

composition of the OPFOR main defensive positions. 

Deception minefields also may compress forces, making 

them a target-rich environment for indirect fires and longrange antitank fires. 

Another method of countermobility deception is to 

construct deception berms. which require minimal blade 

hours and are easy to penetrate. Deception berms are 

targeted against reconnaissance elements watching from 

long-range observation posts, because they have difficulty 

distinguishing these berms' ground signature from the real 

thing. Deception berms are easily identified when ground 

forces or reconnaissance elements approach them. 

Survivability Deception 

When blade time is available, engineers prepare deception 

survivability positions, which may be anything from a scrape 

to a one-tier fighting position. All OPFOR graphics include 

deception battle positions, which are constructed as if they 

will be occupied (they are tactically dispersed and mutually 

supporting). Regimental deception crews then place turrets 

and heat sources in the positions to deceive long-range -. and 

thermal observation. If the positions are dug to a one-tier 

level, vehicles will occupy them at some point to further 

deceive enemy reconnaissance. 

Conclusion 

The 58th Combat Engineer Company is a highly trained, 

seasoned organization that must accomplish its mission 

without fail-month after month-to provide the U.S. 

Army with the best training possible. Without the support of 

allied engineers and regimental troopers, the level of success 

the 58th Combat Engineer Company enjoys would not be 

possible. We are truly one team with one fight. Y 

Captnin Law is an exchange officer to the Canadian Force.r 

School of Military Engineering at Canadian Forces Base 

Gajietown in Neu~ Brunswick, Canada. Previous a.rsijinments 

incl~rde B Company Commander; 554th Engineer Battalion, 

Fort Leonard Wood, Missouri; observfr/controller; Operarions 

Group, Fort Itwin, California; and Coml~any Commander: 

58th Combat Engineer Company, 11th ACR. Fort Invin, 

California. CPT Law is a graduate of the Engineer Oflicer 

Advanced Course, the Junior Maintenunce Officer Course, 

and the Combined Arms and Services Staff School. He lzolds a 

bachelor's degree from the Univer,rity of Idaho. 

First Lieuter~ant Ferdon was the Operations Oflcer for 

Company A, 682nd Engineer Battalion, Minnesota National 

Guard. He previouslj~ served as special projects engineer for 

the U.S. Strpport Gronp. Haiti; and platoon leade~ 58/h 

Combat Engineer Conpan): Fort Irwin, Cal$ornia. ILT 

Ferdon holds a bachelor's degree from the University of 

Wi.~consin-Ster2ens Poinr and is a graduate of the Engineer 

Oflcer,r Basic Course. 
=*e?P 7-

,,

i . ., ';- _r --..* .-- , 

31 


., ; -. ,~ 

. 

'' ..' '<--,,

&< --.-.-

. n 

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Asmall unit of 13 soldiers from established in 1943 after their libera- fielded in Kosrae in January 1980). 

Hawaii's 84th Engineer Combat tion from Japanese occupation. This Thus the group of soldiers that deBattalion (Heavy) made up relationship changed when the islands ployed in March is called CAT 84-53. 

Civic Action Team (CAT) 84-53. On 4 joined together and the Compact of In addition to its civic action 

March 1999, the team began a 6-month Free Association was signed with the projects-primarily constructiondeployment to the island of Kosrae- United States in 1981. The 20-year CAT 84-53 was involved in apprentice 

one of the four island states of the Fed- , agreement provides defense and training, medical assistance, and comcrated States of Micronesia (FSM). The nation-building support for the FSM. ' munity relations. The first teams to 

other three are Yap, Chunk, and Phon- Negotiations began this fall for a engage in civic action projects were the I pei, with the latter being the most successive heaty. Navy's Seabee technical assistance 

heavily populated (8.000 people) and CAT 84-53's unit designation ex- teams deployed to Vietnam, Thailand, 

the site of the nation's capital and the plains most of its mission and history. and Central and South America in the 

U. S. Embassy. Located in the Pacific The 84th Engineers stamps its teams 1960s. Civic action teams in the FederOcean east of the Philippines, the ' with "84"; there have been 53 such ated States of Micronesia, which fulfill 

islands were part of a trust territory teams from the 84th (the first one was the requirements of the Compact of 

CAT Kosrae Area of Operations 4 

N 

unsak 

LC 

KO 

lung Federated States of Utwf Micronesia 

34 Engineer November 1999 
Free Association, are a joint 

mission administered by the 

USCINCPAC Detachment, Civic 

Action Teams (DET CAT), in 

Guam. This detachment assumes 

operational control and logistical support for the teams. Permanent teams are on each of the 

four islands of Micronesia. The 

Anny, Navy, and Air Force each 

man one island, and the services 

take turns staffing the team for 

the fourth island. 

The Army supports the island 

of Kosrae. The Alaskan Special 

Troops Battalion and the 84th 

Engineers alternate sending a A CAT 84-53 soldier and an apprentice install a sidewalk culvert. 

team evely six months. Similarly, 

the sponsoring company in the 84th To verify equipment operation skills, was proficient at activating the camp 

Engineers varies from team to team. members of the team helped clear and generator, because the island's power 

The Bravo Company commander level a firing point. Mechanics trained regularly goes out. He installed equipmaintained administrative control over on skills necessary for deployment, to ment, including wiring a tire machine, 

CAT 84-53 and served as a point of include the Navy maintenance system, plasma welder, and table saw for the 

contact for family issues, administra- which DET CAT uses, and outboard camp. The plumber and electrician 

tive actions, and soldier readiness. The motor repair. made many emergency repairs at the 

84th Engineers selects soldiers based camp and around the island. 

on the recommendation of the civic , Family Readiness Three maintenance soldiers kept the 

action team officer in charge and the A family support group was the pri- ' vehicles operational. Severe weather 

needs of the battalion. Due to the six- mary means of taking care of families , and high operating tempo increased the 

month duration of the tour, the battal- during the team's deployment. During difficulties of maintaining equipment. 

ion tries to send only experienced the group's first meeting, the officer in but the main challenges were the 

volunteer soldiers. charge described such things as the mechanic-to-equipment ratio and the 

Looking past the name, much more island, the mission, and means of com- lack of on-island higher-echelon supcan be learned about CAT 84-53 from , munication. Each family received a port. There were 17 pieces of major 

its deployment preparations, organiza- packet containing more detailed infor- engineer equipment, including a D5 

tion, and construction projects. mation. Once deployed, team members catelpillar@ bulldozer, 426C Caterpilcould still help care for their families. A larm backhoe, CP433C caterpillarm 

Deployment Preparations telephone line was run to each room, so roller, 520B 10K ~resser~bucket 

that team members could talk privately. loaderlforklift, and 670A John ~eere@ 

The team focused two Soldiers who wanted Internet accounts grader. Since one of the maintenance 

areas before de~lo~ing-soldier could "chat" or e-mail their families soldiers was the team's welder, two 

readiness and family readiness. economically. In addition, families re- engineer mechanics maintained this 

ceived regular newsletters about team equipment in addition to the team's two 

Soldier Readiness activities and qualiq-of-life issues. 5-ton dump trucks, three pickup trucks, 

Since the civic action projects were two 60KW generators, and a tractormainly construction projects, the 84th Organization trailer. 

Engineer Battalion's chain of com- Since the DET CAT uses the Navy 

mand required that CAT 84-53 com- Each soldier's skills and experi- maintenance system, the two 

plete a section of a block building to ences were vital to learnsuccess mechanics had to learn a similar but 

receive certification on vertical con- at the and On project sites. different system for maintaining equipstmction skills. The team's electrician The camp was a mini-installation and ment, with no higher.echelon mainte. 

and plumber also worked with the i was self-sufficient in many ways. The nance to help out, they either per. 

Schofield Barracks Department of plumber prepared potable water using a formed the maintenance themselves or 

Public Works before deploying. water purification unit. The electrician sent the equipment back to DET CAT 

November 1999 Engineer 35 
in Guam for repairs. Repair parts were 

also a problem, because there was no 

higher-level authorized stockage list to 

draw from. Despite these challenges, 

the team's equipment was in constant 

demand from people on the island 

because it was well maintained. 

The team's supply clerk collected 

supply requests, researched and forwarded the requests, and issued and 

accounted for supplies. Supply communication to DET CAT was through a 

Microsoft Access database that was 

e-mailed back and forth. The team 

updated requested items and DET CAT 

updated their statuses. DET CAT 

reviewed the database the team sent 

and then requested items through the 

standard Navy system. 

Supplies were consolidated on 

Guam and sent by C-130 to Kosrae 

every six weeks. The team's pallet 

inspectors led the resupply mission. 

During the week before the flight. they 

palletized items to return to Guam. 

Since C-130 crews rotate constantly. 

most have never flown to Kosrae. An 

inspector would attach a "follow me" 

sign to the rear of a truck, drive onto 

the runway, and guide the plane across 

the tarmac. where the pallet exchange 

took place. One of the happiest times 

on the camp was when the mcks 8 Vertical section (carpenterlmason, 

returned from the airport with sup- plumber, and electrician) 

plies-materials for projects, new . Horizontal section (equipment 

tools, repair parts, and Class VI items. , and supply 

The nurse practitioner helped ensure 

that soldiers stayed healthy. she . Maintenance section (two mechanadvised the team officer in charge ics and a welder) 

about potential dangers, taught classes, . Headquarters (OIC, NCOIC, and 

tested the water for contamination, nurse practitioner) 

and maintained an extensive on-camp 

clinic. Construction Projects 

Other duties to keep the camp run- ! 

ning smoothly-such as safety, envi- deployed en@neers, life As 

ronmental compliance, and equal rotated around construction 

oppormnity-were delegated to various projects. Daily operations imteam members. The team lacked access pacted the work from day to day, and 

soldiers project scheduling impacted the long- to support agencies in ~ ~ ~ ~ i i . 


could contact the rear for assistance. lerm weeWy and monthly scheduling. 


but camp improvements began with the Each day lhe had an 'pporm-


nity for exciting and diverse work. initiative of soldiers on K ~~h~~~ ~ ~ ~ . 

was no Department of Public Works or Much lhe time, lhe team worked On 

~~~~i~~ Agency with which to file job Saturdays, but island custom dictates 

orders for building repairs. One team that work On This 

member maintained a file of all camp precludes just about evelythinz except 

and inspected them for defi. attending church services and visiting 

ciencies. Then he requested materials friends. 

from the supply clerk fixed the Generally. two projects ran concurproblems himself or with the help of rently, Due the size of the learn, 

teammates. 1 everyone cross-trained, and at times the 

~h~ team was broken into four oper. entire team worked together, such as 

ational groups to perform work outside , during 'OnCrete placement. This 

the camp: allowed soldiers to work with different 

team members at various locations on 

the island. Proper coordination was 

necessary, so that additional duties did 

not interfere with a soldier's work on a 

project site. This was a key point when 

considering the importance of additional duties. For example, the plumber 

must prepare drinking and bathing 

water for the camp before moving to a 

project site. 

The initial projects. which lasted 

about six weeks, were set up by the previous CAT team. CAT 84-53 began 

work immediately on three projects, 

because plans and material were on 

hand. Additional projects were approved by DET CAT and the Civic 

Action Coordinating Committee, which 

is composed of town mayors and representative~ from the Kosraen state government. All construction was based on 

- I the customers' plans and constructed 

A member of the team installs floor tile in a renovated office area. with materials that they purchased. 

36 Engineer November 1999 

I 
The following obstacles sometimes Much of the work was especially bene- a hill that has a beautiful view. The sucdelayed project schedules: ficial to the island's children. In addi- ceeding CAT team will build a park 

, tion, the team trained apprentices from there to help promote tourism. The best 

Rain the local labor force at project sites ' unpaved road on the island, it demonRain is a factor in any activity on to prepare them for conshuction or strates to the island's leaders the proper 

Kosrae. During the first six weeks that maintenance jobs with civilian compa- use of coral and drainage on roads. 

the team was on the island, it rained an nies. The apprentices will continue to , The team completed a sidewalk culaverage of 5 inches a week. Roadwork improve the island after the team vert and awning project at the airport. 

and concrete placement were difficult to leaves. The culverts effectively channel rainplan and execute. The importance of The first project was to renovate water and increase safety for travelers 

drainage became magnified, because offices and a computer classroom for walking to and from planes. The 

every project had the potential to be i the Upward Bound Program. This pro- awning prevents water damage that airinundated. Poorly planned drainage gram, which prepares high school stu- port offices regularly sustained in rain 

generated many of the project requests. dents for college, is only eligible to storms. 

If the drainage plan for the project in children whose parents do not have col- CAT 84-53 helped build a sea wall at 

progress was not successful, then it was lege degrees. The team improved a , Malem to protect the beach from high 

fixed before more work was performed. 1,000-square-foot area and established surf that arrives in August. The team 

During the summer. the rain de- , a new standard for the island's offices. traveled a 2-hour round-trip route to 

creased substantially; however, it was During summer school, three sol- haul 125 cubic yards of rock. 

still a factor in planning since each diers taught a comn~unicationslspeech The medical program was a great 

project must be able to withstand the class to high school seniors in the help to the island. Each week the team 

rainy season. Equipment and vehicles Upward Bound Program. I medic made an average of four visits to 

were constantly battered by rain. Each The team also constructed a 15- by local municipalities and saw approxiteam was required to paint two vehicles 1 24-foot block latrine for a Kosraen high mately 50 patients. The medic taught 

during their deployment. CAT 84-53 i school, which had only one water closet numerous health and nutrition classes, 

painted its two 5-ton dump trucks and for its 500 students. The new latrine has gave general health counseling to 

applied rust inhibitor to its entire fleet. three water closets for males and three patients, andconsulted with most island 

The team also painted every structure for females. The succeeding CAT team health care providers. 

on the camp except for the two newest will complete some finish work in the The team developed plans for and 

buildings. first latrine and build a second one. renovated the 20 by 30-foot children's 

CAT 84-53 supported a group of 100 ward of the hospital. Kosraen children 

Resources high school freshmen, who walked the now have a clean, quality place to 

Resources are limited On entire circumference of the island and recover. The hospital project also 

hmdware stores a limited Learned practical skills and island histoly. included moving a door that opens an 

amount of goods, but if sup- Team members taught classes and pro- alternate route for stretcher access to 

plies be found in them, then vided medical support and transportation. ' the X-ray room and limits traffic 

the project was until the next An 80- by 50-foot basketball court through a sterile hospital hallway. resupply flight. was built at Mutunte to help keep chil- An aerobics program for women 

On a larger scale, it was at dren constructively occupied and deter drew 40 participants who met three 

times for Ihe state to fund projects. If drug abuse and crime. Initially, drainage times a week. A local doctor was 

was work in the area was poor and the road to the trained and now leads the group. In 

Projects must be planned court was dangerous. The team hauled addition, the team conducted physical in advance and 650 cubic yards of material to establish training for island athletes twice a 

with 'he Kosraen govelnmentSs proper drainage, raised the pad 2.5 feet, week. These athletes competed in this 

levels. and repaired the access road. The project year's South Pacific Games. 

T 

was a special one, because 20 towns- Once a week, two soldiers broadcast Accomplishments people assisted in the concrete place- a radio show that plays music and prohe diversity of projects and the I ment. This made the project a commu- motes civic action team events. 

additional duties and missions nity relations event and ensured that 

broueht varie& and excitement enoueh manwwer was on hand to moo- 1 Lessons Learned ~ ~- . . 
 to each dayfor CAT 84-53. The team's erly comple;e the project. 

many projects greatly improved the The equipment section of the team T he most important lesson that 

socioeconomic condition of Kosrae. 1 built an 800-meter road to the top of , 

CAT 84-53 learned was to know 

(Continued on page 40) 

November 1999 
WHAT MERY WARRIOR IHQULD KNOW 


ABOUT MAPI 


By Cnprain Dirk E. Planre 

fter just a short time in Korea. rve discovered that 

many warlighters are unaware that a great deal has 

changed in the past few years when it comes to 

maps. Not that it's necessarily their fault; many people just 

assume that maps will be there when they are needed-that 

they will show up somehow, someway. However. that isn't 

the case. 

Issues 

' 	have identified ten items that every warrior should know 

about maps. As the Army's map experts, en-gineers 

need to educate their fellow warriors on these ten issues. 

1 have also included lessons learned or procedures used in 

Korea to illustrate some of the points. 

1. Engineers are no longer responsible for map 

distribution. 

On I April 1998, the Defense Logistics Agency (DLA) 

took over the mission of map distribution. Some engineers 

may find this hard to accept, but it makes good sense. Maps 

are a supply comn~odity, and logisticians handle supplies. 

2. DMA is now NIMA. 

Before DLA began distributing maps, the responsibility 

belonged to the National Imagery and Mapping Agency 

(NIMA). NIMA was formed on 1 October 1996 by 

combining the Defense Mapping Agency (DMA), the 

Central Imagery Office (CIO), the National Photographic 

Interpretation Office (NPIC), and the Defense Dissemination 

Program Office (DDPO). Also included were imageryrelated elements of the Central Intelligence Agency (CIA), 

the Defense Intelligence Agency (DIA), the National 

Reconnaissance Office (NRO), and the Defense Airborne 

Reconnaissance Office (DARO). 

3. There are maps other than TLMs and JOGs. 

For ground rorces, the two most popular map scales are 

38 Engineer 

the 1:50,000 topographic line maps (TLMs) and the 

1:250,000 joint operations graphics (JOGs). NIMA produces 

a wide variety of products that range from a 1: 135-millionscale world map to a I:7.000-scale city map and some even 

larger-scale products. Products can be lumped into one of 

four categories: aeronautical. hydrographic, topographic, and 

digital. Since so many different types of products are 

available besides paper maps, the name of the entire family of 

products has changed from mapping, charting, and geodesy 

(MC&G) to geospatial information and services (GT&S). 

There are thousands of GI&S products that deal wifh 

Korea alone. Tl~e series of 1:50,000-.rcale TLMs covering the 

peninsula inclurles more than 400 map sheers. 

4. Maps have national stock numbers (NSNs). 

NSNs are 13-digit numbers unique to each supply item. 

Under DMA's distribution, not all products carried NSNs. 

Now, as NIMA updates GI&S products, DLA assigns NSNs 

to them. (Even classified GI&S products have NSNs, 

although not all units can order them.) Only a few items still 

lack NSNs. As NlMA produces a new edition of a palticular 

product, the NSN is printed on it. On map sheets, it is 

normally found in the lower right-hand margin. 

The NSN should not be confused with another number 

normally found on GI&S products-the NIMA-assigned 

reference number (formerly known as the DMA reference 

number). When NIMA was responsible for distribution, this 

reference number was used to order the product; today NSNs 

are used. NSNs are randomly assigned numbers, but NIMA 

reference numbers are based on an orderly numbering 

scheme. Therefore, adjoining map sheets will have ad,joining 

NIMA reference numbers but may not have successive NSNs. 

The island of Cheju, located off the soufhwestern coast of 

Korea, is covered by hvo 1:100,000-scale map sheets, with 

NIMA referrnce number,? of L654X3412 and IA54X3512 (see 

November 1999 
jlgure), Thr corre.sponding NSNs are 7643-01-424-5709 and 

7643-01-424-6286. While the NSNs in rhis exa~nple are not 

successii~e, some udjoining products have successii:e NSNs. 

It depet1d.s on the order in which NIMA requests NSNS from 

DLA. 

5. When GI&S products are updated, their NSNs and 

NIMA reference numbers do not change. 

After NIMA assigns a reference number and DLA 

assigns an NSN to a product, it will always be identified by 

those numbers--even when the product is updated. What 

changes is the edition number of the product. When a GI&$ 

product is updated, the edition number increases by one 

from the previous edition number. When a product is 

ordered through the supply system using the NSN. 

logisticians fill the requisition with the most current edition. 

Outdated editions are never issued. When a new edition of a 

product is stocked, the previous edition is destroyed. This 

procedure ensures that the most current information is 

provided to the field. 

6. Map unit basic loads (UBLs) must be maintained. 

Maintaining map UBLs is just as critical as maintaining 

UBLs for food and ammunition. To help keep UBLs current, 

DLA publishes catalogs of the products it stocks. Additionally, it publishes updates (called Bulletin Digests) 

several times each year to provide information on current 

editions of a product and the date the edition was produced. 

The unit's map custodian should be thoroughly familiar with 

these publications. 

To ensure that they have the most current edition of 

GI&S products in their UBL, units should set up an 

automatic distribution account with DLA. Then when DLA 

receives new editions of products that are on the unit's 

automatic distribution listing, DLA will ship them to the 

unit. The unit should destroy previous editions and notify 

subordinate units to do the same. Classified and unclassified1 

limited distribution products require special destruction 

methods based on their classification. 

Duc to environmental concerns, we are looking into a 

program to recycle paper products rather than burn them. 

Before selling the material to a civilian contractor for 

recycling, tlze maps would be shredded by. U.S. assets to 

ensure that mall data is not legible. 

7. GI&S products may he obtained in several ways. 

Using standard supply procedures (providing an NSN to 

the supply sergeant) to obtain maps is usually adequate for 

small units. However, other avenues are available. DLA has 

a web site that allows units to order GI&S producls on the 

Internet. DLA and NIMA also maintain 24-hour hotlines 

and e-mail addresses where units can obtain information or 

order products. Higher-level staffs supporting units during a 

crisis or contingency normally use these options. All GI&S 

products are Class 11, expendable, nonrepairable, 

Noirember 1999 

nonrecoverable items of supply, issued at no cost to the 

requestor. 

8. Know what datums are and what they do. 

Datums are base references for positioning a coordinate 

system's grid lines. They ensure that artillery hits the correct 

target, that link-ups are made at the right terrain or 

topographic feature, that adjoining units properly coordinate 

area boundaries on the battlefield, etc. Differences in datums 

are the result of various attempts to develop a mathematical 

model of a portion or the entire surface of the earth. Because 

the earth is not a perfect sphere, many mathematical models 

have been developed to express that shape. 

In Korea, the World Geodetic System 1984 (WGS 84) is the 

o17ly darrrn~ allou~ed in militat-y oprration,r. This prevents 

mishaps due to positioning errors, alfhollgh it does not 

rliminate human error in reporti~ig incorrect coordinates. 

Providing a grid coordinate from a Tokyo Datum-based map 

would introduce an error of inore tlzan 750 meters when 

comparing the same location on a WGS 84 map. The 

warfighting commander in chief in Korea directs tile use of 

only onr datum, because all GI&S products for Korea 

produced by NIMA have a WGS 84-based coordinate sy.sfem. 

This is not the case in all areas where the Army ma)] ol?eratr. 

To make thr trnnsirion to WGS 64, millions of older Tobo 

Datum products were destroyed to prevent their accidental 

use. The datum on Republic of Korea-produccd GI&S 

products is labeled "Korean Geodetic System 1995 (KGS 

Engineer 39 
95i" which is the sanze datum as WGS 84. order, engineers norlrlally do the work. The annex. which 

9. Know the map experts. contains information needed to ensure timely and accurate 

NlMA is the map expert and can provide training that GI&S support for an operation, identifies available GI&S 

units need. The National Imagery and Mapping College products. Since maps and other GI&S products alE not 

(NIMC) at Fort Belvoir, Virginia, is the training arm of available at all scales for all areas of the world. wan-iors must 

NIMA. Within NIMC is the Defense Mapping School identify specific requirements to the GI&S officer, who will 

(DMS), which provides training to soldiers in GI&S-related forward it through the chain of command to NIMA. 

MOSS in the Amiy and other services. Much of this training 

takes place at Fort Belvoir. but DMS also offers on-line, self- Conclusion 

tutorial practical exercises (PEs) and mobile training teams uch has changed in the world of maps in the last 

(MTTs). Both PEs and MTT courses can be requested few years. We've gone from using paper maps 

through GI&S officers. taped to a map hoard to displaying digital maps 

In Korea, arz MTT visits ann~ralb: prirlzaril)' because of during briefings and inside combat vehicles. Products have 

the rapid chan~eo~~er of personnel but also to provide tlre evolved from mapping. charting. and geodesy products to

newest rraining available. Dozens of ir~stallationsare spwad geospatial information and services products. The Deacross the pminsulo, so trairiin~ is cunsolidared at a ,few partment of Defense and the Army have reassigned the 

large insru1lnrion.s. Getting MTTsuyl~ort is never- n prohiem: mission of GI&S product distribution. But something that 

ho>ve~:ez gettirzg units to attend training they comn~itted to will never change is the need to keep warfighters up to date 

for 

months 

units 

earlier 

tu include 

can 

1hi.c 

be. One 

frairling 

way 

on 

to 

their 

allesiate 

long-range 

that proble~n 

mining 

is on what is happening in the engineer community. w

culendars, pr-ovide a hy-~zame list of who u.ill attend, and Captoi~l Plarzre is the GI&S Officer,fi~rU.S. Forces, Ko,ro. 

remind cormnnnders ond their stajj5 qf the nliconzing a1 Yongson, Seonl. Korea. Previous u.rsigrrme~zt,s include 

training. Additionallv, an e.recntil~e one-hour overview ofthe deprrty c:hief: Topographv Division. Defense Mr~pping School, 

37th training should he given to cornmnnder.s a ~nontlz before the fir/ Uehvir; Virginia; and commander; B Coml~u~~);, 

scheduler1 eve~rf. If cornrnarzders know what npe of training Engineer Battalion (Comhat)(Airhotne), Fort Bragg, North 

Carolina. will be conducted and how it benefits their soldiers, the 

training should receive the comrnnnd emphasi.~ if needs. Sources: 

10. Annex M contains necessary information about I. Joyce Forbes. NIMA Geospatial Liaison to PACOM, 

GI&S product$. Camp Smith, Hawaii. 

Although it is generally the responsibility of the 2. Sid Ikehara, DLA Map Support Office. Hickaln Air 

intelligence staff (the S2. G2, or 12) or operations staff (the Force Base, Hawaii. 

S3. G3, or 13) to produce Annex M of an operations plan or 

(Continued from page 37) 

the island well-its rain and resource good first impression and formed the team. Relations with the people of a 

problems and its people. Because of basis for lasting friendships. foreign nation improved, as did their 

the Kosraen culture, working with the quality of life. Because of the team's 

various island committees, offices, and A Positive Experience accomplishments, Aaron Sigrah, spebusinesses was sometimes difficult. It cial assistant to the Governor of KosThe organization, deployment was important to adhere to local cus- rae, declared that it was a CAT. 

toms and speak the language. For preparations, and construction s2Wo,,is the Kosraen word for 

example. Kosraens have a strict view projects of CAT 84-53 describe CAT 84-53 is proud to be known as a 

of working on Sunday, and anything the workingsbut not the importanceof good civic action team. 

except going to religious services or the learn. When the ended, w 

visiting with friends is considered the team had accomplished much. Sol- Captain Webster led Civic Aclion 

work, Tourists and others from off the diers were better trained both as engi- Team.84-53,He has served as platoon 

island can break the tradition if they do as people. Their engineering leader and executive oficerfor Bravo 

so subtly. However, the team earned were improved because of the Company, 84th Engineer Combat Burmuch respect by never testing the lim- quantity and variety of work. ralion (Heavy). CPT Webster is a gradits of the custom. Cultural experiences received from of rhe United Militno 

Using the Kosraen language had interacting with lhe Kosraen people Academy with a major in mechanical 

daily, direct benefits. It provided a were positive for each member of the engineering. 

40 Engineer November 1999 
8: Sergeanr Major Teressu Fillr~~ore 

The Assignment Process Reenlist~ner~t options that prevent the branch from moving a 

soldier for as long as two years. 

"I've done hr'hflr llle Arm? has asked of !,re. jloll' 1 need the . stabilization for compassionate reasons or schooling ( ~ ~ Am! to do sor,rrihing for me." "Ipion lo rerire iri that area." StaR Noncommissioned Ofticer Course, 1st Sergeant's "Helshe is the o,~l,yone with the necessan. bock,yrov~idlo do the Course, etc.). job" "LVII? ant I moving instead of SGT Jones? He has been 

here tn,o r~?onrilsio17ger-than I have." Uniform Code of Military Justice actions. 

Retention control points. mandatory retirement dates. or 

Declinations of Continued Service. 

Do those statements sound familiar? We hear those and 

siniilar comments daily in the Engineer Branch. Many soldiers . Enrollment in thc Married Army Couples Program. We try 

need to lalow just how assignments are made. Believe me. we to keep soldiers stationed together when possible. 

don't use a danboard with i~istallationslisted on it! Our pfim;uy . Prerequisites of an assignment. such as a security clearance 

mission at PERSCOM is to fulfill the needs of the Arn~y.The or specialized training/background. 

major factors affecting how soldiers are selected are unit-fill The Homebase Advance Assignment Program (HAAP) is 

priorities and available personnel. another vital program. Most soldiers regard HAAP as a "proniise" 

The Am~y'sfill priority has three levels. Fill Prioj-iV I is to of assignment location up011 return finm a short-tour area. While 

fill units to 98-100 percent by military occupational specialty this belief is justifiable, sometitnes we must notify a soldier that 

(MOS) and grade. These are the Army's highest priorit). units or his HAAP assignment has been changed. This decision usually is 

assignments. Assignments are Personllel Priority Group (PPG) based on the strength of the HAAP installation or. more acI and 2 unitslduties, such as recruiters, drill sergeants. National curately, the overstrength of the HAAP installation. A 17-month 

Training Center-Operations. and Active Co~nponentlReserve tour is a long time. and soldiers at the HAAP installation gt 

Component positions. Fill Priorih 2 units are filled 98-100 promoted or soldiers are assigned there for conlpassionate or percent in the aggregate (meaning total numbers: matching other reasons. Actions such as these affect the strength of the 

MOS and grades are not required). These are the PPG3 installation and may require us to change the HAAP of an inassignments such as Korea; 1st Cavalry Division. Fort Hood; bound soldier. We blow that changing a HAAP can create a 

82nd Airborne. Fort Bragg; IOlst Air Assault. Fort Campbell. hardship or change in plans for the soldier and his family. and we 

Fill Priorin. S units are the remainder of the force. Some of strive to make KUP changes as infrequently as possible. We 

these PPG 4-9 assignments are the 1st Armored Division. notify the soldier in ample time of the requirement to change the 

Germany: 1st Infantry Division. Germany: and the 10th HAAP and offer at least three alternate assignlnents. 

Mountain Division (Light Infantry). Fort Drum. Another issue is retirements. both mandatory and voluntary. 

This infornlation means that when you (an E712B soldier) Many soldiers wish to be assigned to a particular location based 

want to be assigned to Fort Leonard Wood, Missouri, and you on their plans to retire in that area. A major problem with this is 

know that installation is short seven E712B soldiers, you may that often the soldier is not close to his mandatory retirement 

not nccess&ly be assigned there. This could he because Fort date, and unit strengths do not support sending the soldier there. 

Leonard Wood (except for insuuctor and drill sergeant We cannot make assignments based on a soldier's "intent to 

positions) is a Fill Priority 3 installation. Instead. you may be retire:'especially when the soldier may serve two or more years. 

assigned to Fort Hood because the 4th Infantry Division is a Fill When a soldier returning from overseas is within one !;ear of 

Priority 2 organization--even though it has a shortage of just mandatory retirement, rve give full consideration to a request for 

two 12B40 soldiers. assignment in the retirement area. Even then, we cannot always 

The higger reason why you may not be assigned where you fulfill their request. 

want or why you are reassigned is the "available personnel I hope that this information explains the many challenges you 

inventory" (faces to spaces). Just because you and another face when requesting a specific assignment. You can do your 

soldier are the same primary MOS and grade doesn't mean that part by ensuring that your personnel records are accurate and by 

the soldier with longest time on station will PCS first. That is notifying the Engineer Branch (in writing) of significant changes 

because. at any time, a large number of soldiers are not in your situation that may affect assignments. The Engineer 

available to move. Reasons why follow: Branch is cornmitted to fulfilling the needs of the Army and 

taking care of soldiers and thcir families. For additional Deployment or redeployment. U~iitslsoldiersare "fenced" information, call commercial (703) 325-4824 or DSN 221-4824. prior to deployment and "stabilized" after redeployment. 

Redeployment stops us from placing a soldier on unaccom- Serge0111Major Fillnrore ir serxcanl rnrijor of the Engbleerpanied tours for a 12-month period. Branch. 
0

ne of the n~issions of U.S. Army topographic 

surveyors is to perform airheld surveys. In June 

1999. topographic surveyors from the 175th 

Engineer Company (A) (T) at Fort Bragg, North Carolina, 

came to Fort Leonard Wood to update navigational aid 

(NAVAID) information for the Waynesville Regional Airport 

at Forney Army Airfield. The 175th is part of the 

topographic engineering community that provides precision 

surveying to support Army airfields, the U.S. Army 

Aeronautical Services Agency (USAASA), and the Federal 

Aviation Administration (FAA). 

Airfields in the United States and those used by U.S. 

interests around the world must be surveyed every five years 

to remain certified. Army airfields require NAVAID 

engineering and Airport ObstNctioII Chart (AOC) surveys to 

comply with Army Regulation 95-2, AirJield TrafficControl, 

Airfelds, Flight Activities, and Navigational aid.^. The 

extensive field surveys provide aeronautical and other 

information to support a wide range of National Airspace 

System activities. The information acquired helps ensure 

that flights into and out of an airport are as safe as possible 

regardless of weather conditions. 

An AOC is a map that depicts a plan view of an airfield. It 

shows a profile view of runways and associated landing 

approach slopes and a graphic display of possible obstructions in these areas. AOC surveys provide source information on the following: 

Runways and stop ways 

Navigational aids 

Federal Aviation Regulations Part77 (FAR-77) ohst~ctions 

Aircraft movement and apron areas 

Prominent airport buildings 

Selected roads and other traverse ways 

Cultural and natural feah~resof landmark value 

Miscellaneous and special-request items 

The positioning and orientation information for NAVAIDS 

is required to certify airfield instrument-landing approaches. 

AOC surveys establish geodetic control near the airport using 

permanent survey marks that are accurately connected to the 

National Spatial Reference System (NSRS). This control and 

the NSRS connection ensure accurate relativity between 

points surveyed on the airport and other surveyed points 

42 Engineer November 1999 
within the National Airspace System, including the Global for other types of sunJeys.All observations are made on the 

Positioning System (GPS) navigation satellites. actual curved surface of the earth and this curvature is 

In addition, AOC data is used to 

Develop instrument approach and departure procedures. 

Determine maximum takeoff weights. 

Certify airports for certain types of operations. 

Update official aeronautical publications. 

Provide geodetic control for engineering projects 

related to mnwayltaxiway construction, NAVAID positioning, obstruction clearing, and other airport improvements 

Assist with airport planning and land-use studies 

Support activities such as aircraft accident investigations and special projects. 

Topographic Surveyors 

Topographic surveyors dete~mine horizontal and 

vertical distances between objects. measure angles 

between lines, determine the direction of lines, and 

establish points of predetermined angular and linear 

measurements. They use these measurements to compute 

data for a final report, which is used for positioning by field 

artillery. air defense artillery, aviation, intelligence, and 

communications units. The report is also used for joint 

operations and to provide construction project control 

points. 

The topographic surveyor, military occupational 

specialty 82D, is a low-density job skill that includes about 

100 personnel. They are trained at the National Imagery and 

Mapping College, Defense Mapping School, at Fort Belvoir, 

Virginia. The courses of training are basic and advanced 

geodetic surveying. The curriculum includes instruction 

in surveying mathematics, advanced GPS equipment, 

computerized and mechanical surveying instruments, 

computer-aided drafting, and field-surveying procedures. 

The Army has two other surveying disciplines-technical 

engineer and field artillery surveyor. The jobs have 

si~nilarities but each is specialized to support different 

missions. Technical engineer supervisorslspecialists provide 

drafting, surveying, and materials testing support. Field 

artillery surveyors provide a common grid to the required 

accuracy to permit delivery of effective fire to neutralize or 

destroy enemy targets. 

These two job skills are concerned with operating over a 

flat plane with changing elevation hut nomlally discount the 

curvature of the earth. Topographic surveyors, also known as 

geodetic surveyors, take into account the size and shape of 

the earth. Since the stations in geodetic surveys are routinely 

spaced over extended distances of 25 kilometers or more, 

more precise instiuments and procedures are required than 

corrected through computations. Differences between the 

types of sunreys are based more on the equipment and 

techniques used than on surveying fundamentals. 

Many topographic survey operations today are performed 

using the GPS. Topographic surveyors exploit the Navigation 

Satellite Timing and Ranging (NAVSTAR) GPS through the 

use of survey-quality GPS equipment. They determine accurate positional. velocity, and timing information. This is far 

different from using the precise, lightweight GPS receiver 

(PLGR). Engineer battalions and companies (topographic) in 

the U.S. Army have GPS receivers that can determine realtime and postprocessed relative positioning. These forms of 

positioning are accurate to approximately 1 centimeter. as 

compared to several meters with a PLGR. 

Scope of Work 

After receiving a survey project directive, mission 

planning and execution break into the following basic 

categories: 

Identify and verify the usefulness of existing sun,ey control monuments in and around the airfield. These monuments are permanently established points with known 

horizontal and vertical components. 

Establish the network of known points that will be used to 

observe data needed for the project. 

Perform necessary observations 

Compute, check, and produce required reports and charts. 

Identify Control Monuments 

Several levels of quality of survey control monuments are 

available for every project. Locating a starting point that meets 

required specifications is fundamental to the success of the 

survey. Often. pre-established points are widely separated 

and established on different datums. (A datum is defined 

as a reference surface consisting of different measurable 

quantities, such as the latitude and longitude of an initial 

point, and the azimuth line from this point.) Together they 

form a basis for computing the horizontal component of a 

survey control marker in which the curvature of the earth is 

considered. The vertical component is measured on a separate 

datum and is often referred to as elevation, which is a level 

surface that is usually referenced to mean sea level. 

The requirement for airfield surveys in the United States is 

that the starting control points be part of either the World 

Geodetic System 1984 (WGS 84) or the North American 

Datum 1983 (NAD 83) for the horizontal position and the 

North American Vertical Datum of 1988 (NAVD 88) for the 

elevation. 

As a historical reference, in 1927 a horizontal national 

network of survey markers was established using a 

November 1999 Engineer 43 
Imaginary Surfaces Around the Airfield 

"" ,

,' 

, 

Legend G 

A Primary surface 

Clear zone surface 

C Approach-departure clearance surface 

(Glide angle) (50:l) 

D Approach-departure clearance surface 

(Horizontal) 

E Inner horizontal surface 

F Conical surface (20:l) 

G Outer horizontal surface 

H Transitional surface (7:lO) ~%, 

Figure 1 

triangulation measurement system. This system, known as 

the North American Datum of 1927, is comprised of 

joined or overlapping triangles of angular observations 

supported by occasional distance measurements and 

astronomic observations. In 1929. the National Geodetic 

Vertical Datum was developed. The two systems were 

established with the use of mechanical transits to measure 

angles, spirit leveling to determine elevations, and linked 

chains to measure distance. 

The process of changing to a more modern system is 

ongoing. With the evolution of equipment and techniques 

and the advent of GPS, more observations and refinements 

continue to be made. And newer, more precise reference 

datums (NAD 83 and NAVD 88) have been established. The 

problem is that both databases still exist, and an unaware 

user may use the wrong one. Operational awareness is key. 

The difference between the 1920s system and the modern 

system is many tens of meters in horizontal position. 

While recognizing that different coordinate systems exist, 

keep in mind that operating with mixed reference datums is 

hazardous to navigation of any type-but especially to 

aviation. For example, when flying under low-visibility 

conditions and using instruments to land, missing the 

designated touchdown point on the runway by 100 meters to 

either side can be catastrophic. For these reasons and others, 

the NSRS was developed to provide the common frame of 

reference for air navigation. 

establishes primaty and secondary airfield control points, 

points needed to mark project specifications (such as the end 

of the runway). or points that are convenient for further 

observations. The network usually is developed using GPS 

equipment and procedures for horizontal positions. A GPS 

network is a designed geometric structure. The structure is as 

balanced as possible and contains redundant measurements to 

ensure that the overall geometric strength, and the individual 

points within it, have the highest degree of accuracy. The 

traverse method may be used, but it requires a line of sight 

between adjacent stations, whereas using a GPS only requires 

a clear view of the sky. Once the horizontal component is 

determined. elevations are established using geodetic leveling 

methods. Geodetic leveling is a measurement system comprised of elevation differences between nearby rods. 

Perform Observations 

The AOC requires that obstructions to navigation be 

identified. The criteria for determining if an object is an 

obstruction to air navigation is defined by the FAA. Each 

runway on an airport has three-dimensional imaginary 

surfaces surrounding it (see Figure 1). Each surface has a 

predetermined slope and/or difference in elevation associated 

with it when compared to the elevation of the runway. An 

obstruction is any object that exceeds this elevation. 

The GPS is not the only instrument used to meet the 

horizontal position requirements for an airfield survey. 

Generally speaking, the GPS is used for points that can be 

Establish a Survey Network occupied with equipment and personnel, and obstructions to 

Designing a network of control points in a project area navigation do not usually fit into this category. More 

44 Enginerr Nul~ember1999 
A soldier collects obstruction data for the airfield survey. 

conventional equipment and procedures are used to identify 

obstructions. 

The method of determining the position of a point that 

cannot be occupied is intersection, specifically a two-point 

intersection. This process determines the coordinate of a 

point by trigonometry. By using basic triangle mathematics, 

the length of one side of a triangle and two interior angles 

(A-B) can he measured, and the other variables can be 

solved (see Figure 2). Applying this to surveying, two 

known points are used to form the base of the triangle. The 

distance and azimuth between them is measured or 

computed. Then interior angles are measured and the results 

of the triangle computation are applied to an X, Y, and Z 

grid system to get a difference to the north or south and a 

difference to the east or west from each of the known points 

in the triangle. The difference in elevation of the unknown 

point is determined using right-triangle geometry. 

Complete the Project 

As a project progresses, the data collected is reduced and 

compiled for final reports. Several aspects of the airfield are 

drafted into a digital product using computed-aided drafting. 

The reports are a list of key points in and around the airfield. 

They include the airport reference point used in the flight 

Unknown 

I(! . . . . . . : 

; ..'.. 

. 

A 9tersection exam* B 

Figure 2 

information publication chart, the length and azimuth of the 

runways, the locations of importaut instrument-landing 

equipment, and an overall compilation of coordinates of 

obstructions within several miles. The AOC and a chart of 

runway markings are filed with the reports. After the reports 

and charts are completed, they are submitted to the USAASA 

for review. When approved, they are sent to the FAA, where 

the data is used to help determine flight safety procedures for 

the airfield. 

Other Topographic Missions 

The topographic survey mission is not limited to airfield 

surveys. Topographic surveyors also support field 

artillery, air defense artillery, intelligence, and 

communications units, as well as units involved in joint 

operations and construction project control points. For 

example, topographic survey support is required for MultipleLaunch Rocket Systems (MLRS) field artillery units, corps 

general-support units, and other nondivisional assets in the 

corps area according to FM 6-2, Tactics, Techniques, and 

Procedures for Field Artillery Surveys. In addition, the 

National Imagery and Mapping Agency's Geodetic Survey 

Division maintains U.S. Army topographic surveyors as part 

of its force structure. Intelligence and signal units require 

positioning information for remote-operated vehicles, remote 

sensing and imaging systems, and antenna systems geolocation and direction. 

The Army topographic survey mission is diverse, 

challenging, and rewarding. It continues to evolve with 

advances in geospatial technology. If it's precise geolocation 

you need, contact your corps or theater engineer office for 

assistance. Y 

SFC Greg Shnmberger is the senior training developer and 

writer for topographic surveying for the V.S.Army Maneuver 

Support Center and the Engineer School. 

November I999 Engineer 45 
- - 

I 

Detector Training: 

It's More Than Lecture and ~arnihrization 


By D,: Gregory L. Bier and Randy Richards 

Many publications over the past several years have 

related the significance of the global land-mine 

problem. And senior officers have articulated the 

impact these mines will have on current and future military 

operations. With the proliferation of antipersonnel mines 

with a low metal content, the problem becomes one of real 

importance-and danger-to untrained combat engineers. 

The Countennine Modernization ~trateg~' rates the 

materiel solution to this dilemma as RED for near-term, 

hand-held detection. Even over the midterm. the rating only 

improves to AMBER with the fielding of the Hand-Held 

Standoff Mine-Detection System-a combination metal 

detector and ground-penetrating radar sensor. The implication is that only training will improve soldiers' ability to 

detect mines. This article reviews the current state of combat 

engineer metal-detector training and tactics, techniques. and 

A soldier demonstrates the ANIPSS-12 Mine 

Detector. 

46 Engineer 

procedures (TIT'S) as compared to the abilities and TTPs of 

minefield-tested, real-world deminers with practical and lifethreatening experience in minefields. 

Land-Mine Problem 

The U.S. Department of State estimates that 60-70 

million land mines are deployed in approximately 70 

countries around the world.2 Therefore. General Grey 

(U.S.Marine Corps. Retired) very accurately stated that land 

mines pose a significant threat to U.S. forces whether they are 

engaged in war, peacekeeping operations. or humanita~ian 

missions. We saw firsthand the impact of Iraqi-emplaced land 

mines during Operation Desert Storm and land mines across 

the Bosnian theater of operations, in Somalia, and during 

relief operations following Humcane Mitch in Honduras and 

Nicaragua. Land mines will continue to impact combat 

engineers whenever and whel-ever they are deployed. 

Therefore, our soldiers must be skilled operators of fielded 

mine-detection equipment. It is not sufficient or reasonable to 

rely on the period of familiarization provided to soldiers 

durine their advanced individual trainine. To confidently 

operate a detector and be able to detect low-metal contact 

land mines. units must ensure that soldless receive realistic, 

hands-on. in-theater training.' 

Current Training 

ngineer after-action reports prepared after Operation 

Desert Storm indicate that the "hand-held detector was 

used as a last resort, proving unreliable..." These 

reports relate that only 50 percent of the operational detectors 

"could actually detect the minute amount of metal found in 

plastic mines used by Iraq. These factors resulted in poorly 

trained soldiers who lacked c~nfidence:'~ Since then, combat 

training centers routinely relate the difficulties units have 

in performing route-sweep and area-clearance operations. 

While units may depend on "schoolhouse" training, it does 

not provide the field with competent and confident metaldetector operators. Units must provide additional training. 

Current Engineer School detector training consists of a 

four-hour lecture to a 150-person class on the Schiebel AN/ 

PSS-I2 Hand-Held Metallic Mine Detector. During the class, 

the student-to-detector ratio is one to five. Each student 

is then evaluated during a 10-minute hands-on exercise. The 

November 1999 
A soldier prepares to remove the ANIPSS-12 

operational requirements document for the mine detector 

sets the probability of detection (PD) at greater than 0.92 at 

an advance rate of approximately 18 seconds per square 

meter. 

Experts vs. Soldiers 

Dr. James 1. Staszewski, Carnegie Mellon Research 

Institute, did an extensive study on land-minedetection ski~ls.~In the study, Staszewski compared 

the skills of mine-detection experts who had extensive niinefield experience with the skills of typical soldiers using an 

ANPSS-12. The soldiers achieved a PD of 0.71. which is 

well below the Army requirement. The experts achieved a 

PD of 0.93. The reason for this dramatic difference is not the 

equipment or materiel-it is the training and experience. 

Practical TTPs and Lessons Learned 

Becoming a proficient mine-detector operator requires 

a lot of practice. The following procedures will help 

soldiers learn the skills they need: 

Well-trained mine-detector operators have the ability to 

paint a picture in their minds based on feedback from the 

detector. This spatial diagram depicts the size and shape of 

the target. Based on their experience in detecting various 

mines they expect to encounter, traincd operators can then 

say with confidence what they have detected. 

It is important that operators he trained on specific mines, 

not just pieces of metal. If trained on generic mines, they 

cannot memorize detector signals and shapes associated 

with specific targets. In ideal training conditions, operators 

place the real mine-freed from explosives-in their 

calibration or training lane. The lane should replicate soil 

conditions of the area they expect to sweep, especially when 

operating in laterite or conductive soil. The mines must be 

placed in the ground as they are expected to be found. 

from its carrying case 

An operator conducts a sweep to determine whether a 

target is present in the area directly to his front. He does this 

by sweeping the detector head back and forth at an acceptably 

slow rate while listening to detector feedback. At the same 

time, the operator visually inspecls the area for indicators of 

mines. If the detector provides no evidence of a target, the 

operator advances the diameler of the search head and repeats 

the sweep pattern. When detector feedback provides a target 

alert, the routine is changed. Then the goal is to inspect the 

target. 

Target inspection should result in identifying the shape and 

metallic strength of the object detected. One such method is to 

"trace" the target, which means that the boundaries of the 

alerting signal are traced with the detector in a series of 

patterns (using either a common "box" or "X" pattern). This 

provides operators with a picture of the target's shape and 

metallic strength. For added details, experts often tilt the 

search head from 30 to 90 degrees to focus the feedback 

produced. This mental picture is then compared to target 

shapes and strengths found in the calibration lanes. 

While soldiers often simply search for metal, experts use 

this tracing method to paint an adequate picture to identify the 

mine type. This results in such comments from soldiers as-

"Big ring-off ...longer than it is wide...rectangular...kind of 

like a PMD6." 

"That looks like an M14." 

"That's too long and skinny...prohably a piece of 

barbwire?' 

Without practice at memorizing targets in a calibration 

lane, soldiers have no mental picture of what they are looking 

for. They merely act as metal detectors, not mine detectors. 

Staszewski correctly concludes that "Experts have highquality, well-integrated, and easily accessible 'standard' 

patterns against which perceptual input can be compared to 

properly categolize it."' 

November 1999 Engineer 47 
"To confidently operate a detector and be able 

to detect low-metal contact land mines, units 

must ensure that soldiers receive realistic, 

hands-on, in-theater training." 

Skills for Experts Additionally, operators should not let vegetation dictate the 

Mine detectors must be calibrated often-sometimes 

as often as every 3 meters. Many experts simplify 

this task by conducting the initial calibration on 

the mine as described above. Then they slide a metal mason's 

trowel (used for uncovering a target) down the telescopic 

handle of the detector until they hear an alert signal. They 

place a colored cable clamp at this point. To check the 

calibration during operation, they take out the metal trowel 

and slide it down the telescopic handle again to ensure that 

the detector gives an alert signal when the trowel reaches the 

colored cable clamp. If an alert signal is heard either before 

or after that point, the detector must be recalibrated. 

This calibration technique also is useful when pinpointing 

the center of large metallic mines. For example, when a large 

target is detected, the sensitivity of the detector can be turned 

down to locate the target's exact center of mass. The 

procedure is also effective when an unusually large target 

area is detected. This realistic scenario may occur when a 

large metallic antitank mine is surrounded or shadowed by 

smaller antipersonnel mines. By decreasing the mine 

detector's sensitivity and sweeping the search head across 

the target area, the operator can locate the smaller centers of 

mass of each target. Once this is done, the detector is reset. 

Detector sensitivity may be enhanced by placing the 

search head directly on the ground, rather than maintaining a 5-centimeter distance above the soil. Experts have 

demonstrated this technique in numerous theaters. 

.. ., - ~-

..- - L.' . . , 

.--

search pattern. The search head should not be raised to sweep 

over a clump of long grass. If vegetation looks out of place or 

suspicious, don't avoid it; check it out. 

The headphone cables often become entangled with other 

personal gear, which may distract the operator. Additionally, 

dangling cables may prohibit movement of the operator's 

arms. Using an external speaker eliminates one of these 

cables. The speaker also allows the safety observer or 

supervisor to listen to the tones as the detector operator 

progresses. 

Experts work slowly. The operator's manual suggests a 

sweep rate of I meter per second," which correlates to a rate 

of 16 seconds per square meter. However, operators have 

found that if they work at a slower rate-in a cautious, yet 

mission-sensible manner-the probability of detection 

increases. In the study conducted by Staszewski, soldiers 

tended to sweep at a rate of 20.5 seconds per square meter, 

while experts operated at a rate between 33.3 and 54.6 

seconds per square meter. 

Be aware of environmentally imposed constraints on the 

search head. The Canadian army reported a loss of sensitivity 

of the detector when the search head became moist or wet." 

This is potentially very dangerous if the operator is unaware 

of the limitation. The Canadians also determined that the 

search head's detection depth decreased from 16-17 

centimeters to 11-12 centimeters when wet. The decrease in 

sensitivity can be eliminated by recalibrating the detector or 

drying the search head. In damp conditions, 

Canadian experts recommend adjusting the detector's sensitivity so it produces a constant low 

"chatter" instead of the usual ticking. 

Commercial Munitions Systems International 

(CMSI) (a contractor) used the ANPSS-12 Mine 

Detector for 38,000 hours while demining areas 

after the Gulf War." CMSI personnel determined 

that the mine detector is sensitive to extreme heat.'' 

They noted that the detector began to lose sensitivity 

at 110 degrees ground temperature. The loss of 

sensitivity could be compensated for through 

recalibration or by rotating detectors in and out of 

operation every 30 minutes. Operator complacency 

tends to increase during extreme heat. Therefore, it 

may be safer to delay mine detection until a cooler 

The ANIPSS-12 can detect low-metallic lines buried as deep as 6 time of the day if personnel are concentrating on the 

inches. heat rather than the clearing operation. 

48 Engineer November 1999 
When operating in extremely cold conditions, battery life of Defense Humanitarian Demining Training Center: Dr Bier 

may be extended by cartying the electronics unit under the is currently an instructor at Stephens College, Columbia, 

operator's outer garments to keep the battery warm.I3 Missouri. 

However, don't trust your life to rechargeable batteries! 

CMSI personnel in Kuwait found that recharged batteries 

lost power suddenly. Once batteries reached a certain dropoff point, the detector quit without warning. There was no 

low-battery light signal from the detector during the period 

just before shut-off. For this reason, CMSI used only BA-30 

or D-cell alkaline batteries.14 

Use teams for mine detection. Contractors such as CMSI 

and other denlining - organizations - use two-person teams, 

which train and operate together and are not split up. Since 

these teams operate in stressful environments, it is important 

that they build a strong and trusting working relationship. The 

teams consist of a mine-detector operator and a safety 

observer. FM 20-32, Mine/Countermine Operations, refers to 

the safety team member as a "proberlmarker."l%owever, this 

second person 9hould have responsibilities beyond those 

mentioned in the field manual. He also should observe the 

minesweeper, look for signs of fatigue, ensure that procedures 

are followed, maintain contact with personnel outside the 

rmned area, and mark the cleared lane. The safety observer 

must be close enough to see and hear everything. 

During routine maintenance, ensure that battery springs 

have not lost their natural tension. With extensive use, 

spnngs often loosen, which prevents batteries from 

maintaining good contact with the electronics unit and the 

battery cover. 

Building Competency 

ombat engineer mine-detector operators face 

tremendous adversities in land-mine-infested 

theaters of operation. In the field of mine detection, 

there is no short-term answer for providing a better materiel 

solution than the AN/PSS-12. Therefore, Army unit leaders 

must train operators to be proficient with this detector. To 

improve their capability, operators must be confident in their 

work, and their leaders must have confidence in them. 

Remember to paint a mental picture of the mine and 

calibrate the detector accurately and often. Slow down the 

rate of sweep, and put the search head on the ground. 

Understand the effects of moisture and temperature on the 

equipment and the operator. And, finally, build a competent 

detection team. Your life and the lives of your fellow soldiers 

may depend on it! 

Questions or comments may be e-mailed to 

richardsr@wood.army,niil. Y 

DK Bier; a former combat engineer ofice< sewed as 

technical director of the U.S. Amy Engineer School's 

Co~mtermine Trainin8 Support Center and the Department 

Mr Richard is a training specialist with expertise in threat 

mine identification. He instructs both h~onanitarian demining 

operations (HDO) courses and predeploymei~t mobile training 

teams. Mr Richard,~ attended the HDO Coume in Paris, France; 

the Unit Searc11 Adviser (ROW), Royal School of Militav 

Engineering, United Kingdom; the Sapper Course; and the 

Combat Engineering Skill Level 1-4 course. He has more than 21 

years of active duty military service a a combat engineer: 

r After-A 

Desert SI .. , 

ion Proce. .:-- c,,;,, I 

ki. 

ki. 

,.- - -, 

is Learne 

CPT La 

I ngno 9K 

page 26. 

Jr Manual 

lstitute a 

Mellon UI 

nd Depa 

iiversity, 1 

..,.*= ~, 

Endnot 

' Counterrnine Modernization strategy, U.S. Army 

Engineer School, 1996, page 27. 

 idde den Killers: The Global Landmine Crisis. U.S. 

Department of State, Bureau of Political-Military 

Affairs, September 1998, page 1. 

3"0perating a Mine Detector: Proficient 1 

Practice,'' Engineer, August 1994, page 2; 

ction Report (Final Draff), 

oi Meld and Desert Sfom. U.S. 

Army tnglneer scnool, Directorate of Evaluation 

and Standar flay 1993, page 2. 

51nforrnat ssing Analysis of Hi d 

Mine Deteclrvr, an,,,, James J. Staszewski, 3 laye 

Mellon Research Ir t f 

Psychology, Carnegie 

Staszews 

Staszews 

'operator Ivlanual, mu- IY~L lvilne uerecuna Set, 

Department of the Arr 

'operator Manual, 

Department of the Army 

'O~ational Defense ling Action Center 

Newsletfer, Vol. 01, No. 02, April 1996. 

l"~essor i Minefield Clearing 

Operations:' A. Chirio, Engineer, 

August 1994, .,,, ,, 

Department of the Arr..,. 

14chirio, 

nl LU-~2, 

Department of the Army, May 19~8, page 

!d: Kuwait 

.wrence h 

page 26. 

Mine Det~ 

Mine Det 

:y Througt 

rtment o 

999. 

scting Sel 

ecting Sel 

b" nn "n 
USAES 

Graduate Degree Programs 
 Expand Your Options 


By Captain Marc HofSmei.ster 

The U.S. Army Engineer School, in conjunction with 

the University of Missouri-Rolla (UMR) and the 

University of Missouri-St. Louis (UMSL), continues 

to lead the way in providing outstanding opportunities for 

professional education. Since November 1994, nearly 400 

officers have successfully earned master of science degrees 

through the Engineer School's Cooperative Degree Program. 

The University of Missouri-Rolla and the University of 

Missouri-St. Louis grant graduate credits for the 18-week 

Engineer Captains Career Course (ECCC), Phase I. Active 

Component officers who qualify for admission to the 

program remain 16 weeks after ECCC, Phase I, to complete 

the program. Following graduation, the officers attend Phase 

I1 of the ECCC at Fort Leavenworth. Kansas. To be eligible, 

officers must meet UMRiCTMSL enrollment requirements. 

Reserve Component officers may attend if their chain of 

command authorizes an extension. 

Admission Requirements 

To be eligible to apply, officers must hold a bachelor's 

degree in engineering or hard science from a college 

of good standing. They must have a cu~nulative grade 

point average of 3.0 for their undergraduate study to achieve 

regular admission status. Officers with an undergraduate 

grade point average between 2.74 and 3.0 are accepted but 

are in a "special status" similar to academic probation. A 

graduate record examination taken within the past five years 

is required. Officers have until the completion of ECCC, 

Phase I, to take the examination, which is given monthly at 

the Fort Leonard Wood Education Center. No minimum 

score is required. 

After officers are accepted by UMR, the Engineer Branch 

extends them at Fort Leonard Wood in a permissive statusnot TDY-to complete the master of science program of 

their choice. The cost for the programs varies but never 

exceeds $6,000; degrees of this caliber normally cost more 

than $10,000. Tuition assistance pays approximately 75 

percent of the cost per credit for courses taken during the 

ECCC. Tuition assistance is not available for classes taken 

during the two 8-week sessions or the 16-week semesters. 

An officer who has applied for the Montgomery GI Bill upon 

entering active duty can use it to pay for the program. Student 

loans may also be available through local banks, credit 

unions, and UMR. 

Degree Programs 

While the word is out about the UMR engineering 

management program, it is not as well known that 

officers may also pursue a degree in environmental engineering or civil engineering (CvEng). In 

September, the Engineer School implemented a new program 

with UMSL that provides students without an engineering 

background the opportunity to earn a master's degree in 

public policy administration. 

Engineering Management (EngMg) 

Officers accepted into the engineering management 

program begin classes the first or second week of ECCC. 

ECCC instruction earns them 8 credits for CvEng 345, 

Engineering Constr-uction Contract Spec$carions; EngMg 

313, Human Relatior7s in Technical Managernent; EngMg 

314. Management for Engineers: and CE 380, Water 

Kesourres and Wastewater Engineering or CE 442, 

Construcrion Adrninistratiorz, Planning and Control. Officers 

also receive an additional 4 credits (1 credit for each of these 

courses) for instruction by a UMR professor. 

Upon graduation from ECCC, officers will have earned 12 

credits. Then they attend UMR full time for two 8-week 

sessions. Each session consists of three courses totaling 9 

credits. Classes taken during ECCC and the 8-week sessions 

are taught at the Maneuver Support Center at Fort Leonard 

Wood, with occasional visits to the UMR campus. 

The point of contact for the engineering management program is Rose Lynch at (573) 329-2707 

or e-mail at ~Irch~rneu. Additional information

about the engineering management program is at hrtp:// 

~liwili.wood.arm):rniWOTD/sectnl3.htm. 

Environmental Engineering 

An environmental engineering degree program is available 

for prospective candidates during the second and fourth 

Engineer Captains Career Course of the fiscal year Interested 

officers should coordinate with their assignment officer to 

attend either of these ECCCs. 

50 Engineer November 1999 
Admission criteria for the environmental program are 

similar to those for the engineering management program. 

Officers can choose from two degree options depending on 

their ui~dei-graduate degree: master of science in 

environmental engineering or master of science in civil 

engineering (with environmental emphasis). The following 

prerequisites apply to nonengineers: two semesters of 

chemistry; three semesters of calculus; and one semester of 

fluid mechanics, statistics, engineering economics, mechanics of materials, and hydraulics. 

Officers accepted into the environmental engineering 

program begin classes the second or third week of ECCC. 

They take two 3-credit courses, which are taught one night 

per week at the UMR campus. For ECCC instruction. 

officers are granted partial credit for CvEng 345, 

Constr~iction Methods; CvEng 300, Special Topics; and 

EngMg 308, Economic Decision Analysis. These classes are 

taught in the evening at the Maneuver Support Center at Fort 

Leonard Wood. By the completion of ECCC, Phase I, and 

the associated classes, officers will have eamed 18 credits. 

After ECCC, Phase I, officers attend classes full time on the 

UMR campus for a 16-week semester. 

The point of contact for the environmental engineering 

program is Dl-. Craig Adams at adams@umredu or (573) 

341-4041. 

Civil Engineering 

The civil engineering degree program is also available 

during the second and fourth Engineer Captains Career 

Course of the fiscal yeal-. Interested officers should 

coordinate with their assignment officer to attend one of 

these ECCCs. The first offering of the civil engineering 

degree program is duiing ECCC 2-00 and aligns with the 

Fall 2000 semester at UMR. Officers who successfully 

complete the program will be awarded a master of science 

degree in civil engineering in December 2000. 

For this program, students obtain 18 credits at Fort 

Leonard Wood and, immediately following ECCC, must 

complete 15 credits at the UMR campus. Officers accepted 

into the civil engineering program begin classes the second 

or third week of ECCC. They take two 3-credit courses, 

which are taught one night per week at the UMR campus: 

CvEng 400, Special Problems and CvEng 3XX, (department 

offering). In addition, for ECCC instruction officers are 

granted partial credit for CvEng 345, Construction Methods, 

and CvEng 442, Construction Control. Students also select 

two of the following partial-credit engineering management 

classes: EngMg 308, Economic Decision Analysis; EngMg 

314, Management for Engineer-s; or EngMg 361, Project 

Management. These classes are taught in the evening at the 

Maneuver Support Center at Fort Leonard Wood. By the 

completion of ECCC, Phase I, and the associated classes, 

officers will have eamed 18 credits. Then they attend classes 

full time at the UMR campus for a 16-week semester. 

November 1999 

The point of contact for the civil engineering program 

is Dr. Paul Munger at mimger@novell.civil.unzredu or 

(573) 341-4693. The UMR Civil Engineering Department 

homepage, at http://www.nmredd-civil/forh.voodl,provides 

additional information about both the environn~ental and civil 

engineering programs. 

Public Policy Administration 

The Engineer School and the University of Missouri-St. 

Louis have recently finalized a Cooperative Degree Program 

offering a master's degree in public policy administration 

(MPPA) to ECCC students. While some graduate degree 

programs emphasize either public administration or public 

policy, the UMSL degree program will combine the two. The 

MPPA program will prepare Army officers for enhanced 

career opportunities in both line and staff functions. 

The MPPA program includes 40 nonthesis credits-28 in 

the core curriculum and 12 as shared-credit classes, which are 

the foundation of the UMR engineering management 

program. This program provides opportunities for officers 

without an engineering or hard science bachelor's degree. The 

program relies heavily on the UMR engineering management 

program for all elective credits. 

The National Association of Schools of Public Affairs and 

Administration requires that students be enrolled in the 

program a minimum of one year to meet graduate criteria. The 

program will accomplish this by allowing students to 

complete a maudatory exit project during ECCC, Phase TI, and 

submit the project from their follow-on station. Then the 

program fits in the Engineer School Cooperative Degree 

Program time line of 34 weeks at Fort Leonard Wood. The 

date for the first program is ECCC 1-00 (15 November 1999 -

5 April 2000). The program will align with the first class of 

each fiscal year. 

Accept the Challenge 

With the heightened intensity of the Army's 

operational tempo, earning an advanced degree has 

become an ever-increasing challenge. The opportunities provided by Fo~t Leonard Wood. the University of 

Missouri-Rolla, and the University of Missouri-St. Louis 

make this career-enhancing step possible. If you meet the 

admission criteria and are ready for the challenge, enroll in the 

program. There will never be a more ideal oppoitunity to 

expand professional competence or to earn a professional 

qualification from such outstanding institutions. 

For more information, contact the Engineer School's 

Graduate Degree Program Coordinator, Captain Marc 

Hoffmeister, at (573) 596-0131, extension 3-5641, or by 

e-mail at hoffnzeim@wuod.army.mil. 

Captain Homeister is a small-group iizslri~ctor for !he 

Engineer Captains Career Course. He holds a master'.^ degree 

in engineering management from the Urziversify of MissouriRolla and is a registered professional engineer in Missouri. 

Eizgineer51 
E 

By Major Michael C. Wehr 

ngineers face many challenges to ensure that a Breaching Operations, Appendix E. Figure 1, page 53, shows 

mechanized division can successfully execute its the three standard levels of marking for breached lanes through 

wartime mission. Having the right materials and minefields: initial, intermediate, and full. Each level provides 

equipment on hand for deployment is a challenge the 3rd an increase in lane signature and capability. Lane requirements 

Infantry Division (3ID) Engineer Brigade at Fort Stewart, change as a breaching operation matures froni the initial breach 

Georgia, has addressed with measurable success. to the forward passage of large combat forces. 

This article describes the material and equipment that initial lane marking consists of just enough marking to 

the 31D anticipated, procured, and ultimately configured to establish a one-way, single lane of traffic through a breached 

mark lanes through breached minefields, ensure that Class minefield. According to FM 90-13-1, initial lane-marking 

IV materials are available for barriers and overhead cover, requirements are driven by the nature of the fight through an 

and mark unexploded ordnance (UXO) as it is encountered. obstacle. Marking must be rapid and provides only the bare 

minimum signature needed to pass small units (company 

Marking Breached Lanes teams and platoons) that make up the initial assault force 

Anticipated through the obstacle. 

FM 90-13, Combined-Arms River Crossing, Appendix F, Intermediate lane marking consists of enough materials 

describes planning considerations for large-scale breaching for a single lane of traffic. According to FM 90-13-1, the lane 

operations as follows: "A large-scale hreach is defined as a signature must be more extensive and more visible than 

breaching operation condircted by hrigades and divisions to initial lane marking. Lane marking must guide larger forces 

create a penelration through a well-prepared defenseand to over a greater distance to the lane's entrance without 

pass follow-on brigades or divisions." intenuplion. 

Experiences in Southwest Asia showed a significant Full lane marking makes the final improvement on the 

shortfall in equipment for lane marking breached minefields breach lane by providing enough materials for two lanes of 

in anticipated division-level breaching operations. The traffic. Depending on the situation, the two lanes can 

mission of the 31D demanded an increase in the quantity accommodate traffic flowing from two directions or two 

and quality of lane-marking equipment. The previous lanes of h-affic from one direction. According to FM 90-13-1, 

equipment was not an effective system for large-scale two-way traffic becomes a priority for the simultaneous 

hreaching. Also, the equipment on hand represented only forward passage of combat units as well as return traffic 

one-third of the requirements for division-level breaching (such as ambulances and empty supply vehicles) necessary to 

operations. The 31D did not expect the required equipment sustain the force. 

to be available in theater. There was no assumption that Procured 

depot level supply could provide the equipment fast enough The 3ID invested $148.400 in a contingency stock of 

once the 31D an-ived in theater. breacbed-lane marking materials (see Table 1). The decision 

To identify the necessary materials, the Engineer Brigade for this expenditure was not reached overnight and was not 

followed the guidance of FM 90-13-1, Combined-Arm.7 the result of an alert in November 1998. The funds were 

Table 1 

aterial 

ones, NSN 9905-00-527 

52 Engineer November 1999 
31D (M) Initial Lane Marking Systems 

I Initial I 

A Funnelllefl 

handrail 

markers I (traffic cones) 1 

Entrancelexit 

markem 

Entrancelexit T nqht marking

mArrow panel 

/ Additional markingfor night: I I A m + light I Cones+ pole* light 

(Minimum=*R 

entrance and exit) 

.Do NOT use blue lights I I Final soomach and far I 

Intermediate 

Far side final 

metmA amcn mane 

A 

A 

A 

li 

A A 

A eumt handrsll 

Amam '-rn'"I t 

AA-AA 

A h 

A/2&2arnuen A 

203 Finalapproachmsher 

. . recognitionmarker5 may be 

equipped vim revers* polarity 

(thermal)tape. 

Violet smoke =laneopen. 

Full Lane 

T ;;;yo" 

:IA hlbk AA 

AAA 

Totals per lane: x3sqd 50 meterr A 

~3sqd/pitX~PIVCOx3cal 103 mmm m 

bn x3bnldiv 37cones. 8 

panels. 12 poles. total mFi~l appioadlm&e# tor dlvlsion sel:5.994 

Cones. 1.296 panels. 

and 3.564 ~oies mFM -nnlm 

Figure 1 

November 1999 Digblear 5.1 
dedicated after more than 

planning, discussing, and 

that large-scale breaching 

a year of 

convincing 

operations I L 

31D Panel Information 

J I meter I 

were likely. Evidence of this planning is 

in the 3ID's development of the 72-ouncegrade vinyl, tan 

"Penetration-Box" SOP. The decision to on back,whiteonlront, with 

black arrowthat measures 82 

invest the money was the result of 

having a chain of command that was 

centimeters venlsally and 82 

Centimeters horizontally 

familiar with and supported the concept 

of large-scale breaching operations. 

Appendix E of FM 90-13- 1 focuses 

on a standard lane-marking pattern 

rather than on standardizing the 

marking device. Until the Army adopts 

a standard lane-marking . device, commanders decide what hardware to use. B,.SS 

/ 

~CO~IWIS1318-inch interior diameter)lor rapties 

(FM 90-13-1, Appendix E, Figure E-6, 

shows examples of several nonstandard 

lane-marking devices.) However, 

regardless of the type of device used, it must support the 

standard lane-marking pattern outlined in Appendix E. The 

3ID supports this standard marking pattern and provides a 

solution for marking devices. 

NATO Standardized Agreement (STANAG) 2889 directs 

commanders to convert marking devices to NATO standard 

as early as possible if lanes are to be used by troops of other 

nations. NATO standard markers are shown in FM 90-13-1, 

Appendix E, Figure E-7. The standardized lane-marking 

pattern allows for quick conversion to the STANAG 

requirements (see FM 90- 13-1, Appendix E, Figure E-8). 

The mission to convert intermediate or full lane-marking 

patterns to NATO standard is normally assigned to the 

corps-level engineer battalions working in the division rear 

area. 

Procurement followed guidelines for obtaining materials 

that are readily available and already in use for training. 

Each sapper squad in the division received enough materials 

to emplace three complete breached-lane marking systems. 

A local vendor produced the panels according to 

specifications indicated in Figure 2. The cones are standard 

28-inch orange traffic cones. The poles are from the MI33 

Hand-Emplaced Minefield Marking Set (HEMMS), which is 

descrihed in an article on page 1 I. The MI33 HEMMS is 

available through normal supply channels. 

Configured 

The initial assumption for deployment of the breachedlane marking system is that it will be transported by air. This 

may or may not be the case, but it is a starting point. Task 

force packages (for one sapper company of six squads) are a 

Figure 2 

usable configuration and allow logistical flexibility. The 

Engineer Brigade configured nine air cargo pallets-ne for 

each task force in the division or three per brigade combat team. 

Each pallet contains enough materials to mark 18 lanes of twoway traffic: 666 cones, 144panels, and 396 poles. These pallets 

are currently configured and positioned in the 31D's deployment 

facility at Hunter Army Airfield, Georgia. 

Ensuring Class IV Availability 

Anticipatcd 

The availability of materials for force protection is a 

concern for commanders deploying to an undeveloped theater, 

as is the need to establish perimeter barriers and overhead 

cover. Some theaters have Class IV materials already in 

position, but others do not. FM 5-103, Surviwhility, gives 

details on planning and designing fighting and protective 

positions. The Class IV materials identified to support a 

division ready brigade focus on triple-standard concertina 

wire barriers and overhead cover for fighting positions. The 

manual addresses initial requirements for a deployed brigade 

combat team. The design required for force protection 

depends on various factors, such as weapon employment and 

effects and the time and construction materials available. 

Proct~~.ed 

The 3rd Infantry Division invested $166,000 in barrier and 

overhead cover material to ensure some force protection 

regardless of the theater of conflict. Procurement followed the 

guides for obtaining materials commonly used for overhead 

cover (plywood, wood posts, and sandbags) and wire obstacles (concertina wire and pickets). Major components and 

54 Enginecr November 1999 
Table 2 

Concertina wire 3,000 rolls 

Barbwire 225 rolls 

Long pickets 8,250 each 

Short pickets 1,125 each 

Sand bags 180 bundles of 100 each 

Plywood (314" x 4' x 8') 150 sheets 

Wood Posts (4" x 4" x 8') 750 each 

1 Total 1 $166,000 1 ~ ~ 

estimated costs of the Class IV materials are shown in arrangement. However, the Engineer Brigade developed load 

Table 2. plans to rapidly load them into movement containers if a 

These materials translate into initial requirements for 150 decision is made to deploy with Class IV materials. The 

two-man fighting positions and approximately 50 triple- materials are divided into three equal packages-each 

standard concertina obstacles 300 meters long. The initial configured into four MILVANs-to ensure that there are three 

start (not the final solution) of a fighting position consists of usable task force sets. Each task force will receive the 

I sheet of plywood, 5 wood posts, and 100 sandbags. A 300- following Class IV materials, which equate to at least sixteen 

meter, triple-standard concertina obstacle consists of 60 rolls 

of concertina wire, 4 rolls of barbwire, 160 long pickets, and 300-meter triple-standard concertina obstacles and the start of 

12 short pickets. 50 fighting positions: 1,000 rulls of conceitina wire, 75 rolls 

Configi~red of barbwire. 2,750 long pickets, 375 short pickets, 60 bundles 

Class IV materials currently are configured in depot of sand bags (100 each), 50 sheets of plywood, and 250 wood 

packs and stored in a warehouse at Hunter Army Airfield, posts. Figure 3 shows the configuration for three of the four 

which provides security and protection from the elements. task force MILVANs. The configuration for the fourth 

Due to space limitations, the configuration is in a bulk MILVAN is shown in Figure 4, page 56. 

Class IV load configuration in a 20-foot MILVAN 


(overhead cover for 12 positions and 4- x 300-meter obstacles of 


triple-standard concertina wire) 


Bundle of 40 rolls of concertina wire Rolls (2 deep) of barbwire 

Long pickets 2-foot shon pickets 

4 x 4 wooden posts 

: ............................... ~ ...-.
~ 

~we~ve wsitionr and 1.2 ki~ometeraof~ip~e-.ltandsrd conceninawire quatee to 240 rolls of wncenina wire.

12 m116 of ba*wire. BaO long pickets.48 ahon plcketr, 12 plyood sheet., 60v-d posts, and 12 bundles of 

sandbags (100 each,. 

Addilianal spa- allowstor 6 rolls of barbwire, 0long pickets, and 42 short pickets 

Figure 3 

Novenzber 1999 Engineer 55 
Class /V load configuration in a 20-foot MILVAN 


(overhead cover for 14 positions and 4- x 300-meter obstacles of 


triple-standard concettina wire) 


Bundle of 40 rolls of concertina wire Rolls (2 deep) of barbwlre 

Long pickets 2-foot short pickets 

4 x 4 wooden ports \ PlWoOd sheets Sandbags 

0000 


! 

:........................................ t 

Four?- pasllons and 1.2 Lilomotrr%dhlp!+3tandard conm*lna wlnquatesto 240 roll8 ol sonseninawhe, 

12 rolls of barbwire. MO long pickat., 18 .bar( pickets, 14 plywood sheets,70 wood posts. and 74 bvndleaol 

sandbags (100caeh). 

lddifi~nalrpsreeIlorrrtor 40 rolls of oonmnioa rim, 9 rolls ol barbwire. 70 long pickets. 57 she* picket., 

and 10 bundles of san6b.g. (IW saoh). 

Figure 4 

Marking Unexploded Ordnance system that is employed similar to the way that vehicle 

XO on the battlefield represents a significant hazard "warning triangle" kits are employed. The an-ticipated pace 

to ground forces. This is especially evident after an of a mechanized division would preclude deliberate disposal 

extended air campaign. The UXO challenge of UXO. However, the initial marking of UXO should he an 

encountered during the Gulf War must be anticipated in option for the commander and would greatly assist follow-on 

future areas of conflict that require ground forces. The forces. 

Engineer Brigade of 31D is currently exploring possible According to GTA 9-12-1, Unc.rl11oded Ordnance (UXO) 

solutions for a marking system that can be employed by Procedures, a simple marker is under evaluation. It consists of 

soldiers in any type of vehicle who identify UXO on the a plastic sign mounted on a light gauge 4-foot metal post 

battlefield. The current concept is to have a marking (see Figure 5). 

Conclusion 

A ny division today must be concerned about 

, . .:

i* marking lanes through breached mine-

........... , . fields, ensuring that sufficient Class IV 

marking UXO. This ... 'I 	 .."A tLnt 

' 

.-.- ,. 

" .' -.. 

:-, 

.;- ,-.. 	

has been anticipated, procured, and to various 

degrees conjglrred by the 3rd Infantry Division. 

The author hopes that this article provides an 

. _ ..,, - , i. 

. .

/. _ example for improving readiness that other

.,: ~ 

engineer units can learn from and improve upon. .Y.~>,.' , '!-:,. >? 

j,.". :;,: ,",;. *. Y	 ..,., ., * <,a, .., ,..," -. < ?, ', .. . :,, i 
 Major Wehr is the S3 of the 9Znd Engirieer , , . .> .....4. ,:": .. .. -..,., ..,: ;,.. . . >, -,-", , -.. l.: ,

i,.. ., 1,. . '." . . . . 

-- Combat Battalion (Hea~~y), Fort Stewart, Georxia. 

He pre~~iously served as the Engineer Rrigade S4. 

3rd lnfunt~y Divi.rion, ot Fort Stebvart, ,following 

atienflonce at the Command and General Stof 

L .' 1 

College. MAJ Wehr holds a 

structural engineerin,? fivm 

master'.^ degree in 

the Uniwrsit). of 

Figure 5 Texas, Austin, und is a licensed professional 

engineer in Virginia. 

56 Engineer November 1999 
mines. We typically see Corps restrict the division 

countennobility effort to only scatterable mines and provide 

only 4-hour scatterable mine authority. When Corps gives a 

division 24 hours to prepare for the defense but only 4-hour 

scatterable mine emplacement authority. the division 

effectively has only 4 hours ro execute the countermobility 

component of the defense. Since divisions increasingly must 

rely on scatterable mines to provide all of their battlefield 

countermobility, long-duration scatterable mine emplacement 

authority is needed to give division commanders the 

flexibility to build their defense. 

rips: 

Staffs must synchronize orders and plans; the orders 

crosswalk process helps units achieve synchronization. 

Staff officers shoi~ld make it a habit to delineate 

emplacement authority for aN types of scatterable mines 

in plans and orders. 

Staff officers should consider putting authority for scatterable mines in the engineer paragraph of the base order 

and not repeat it in Annex D (Fire Support), Annex E 

(Rules of Engagement), or Annex M (Deep Operations). 

The Pact that engineers are the proponent for countermollattle Cnmnianr',' 1'-.i\iningProgram hility is a cogent argument to do so. This technique also 

will reduce the size of orders and lead to greater 

1999 BCTP Perceptions for MobilityISurvivability synchronization. 

By Lie~rtencrntColonel Ron Lighr 

Each year the Battle Command Training Program 

(BCTP) consolidates significant lessons learned as a result 

of Warfighter exercises. Developed for each battlefield 

operating system (BOS), these lessons learned become 

BCTP Perceptions. The 1999 BCTP Perceptions for the 

engineer portion of the mobilitylsu~i\~ability(MIS) BOS 

and some tactics, techniques, and procedures (TTPs) follow. 

Perception: Commanders and staffs do not effectively 

use scatterable mine systems. 

Discussion: Effective use of scatterable mines starts with 

a good plan. Staffs must synchronize scatterable mine 

employment within the MIS BOS and with other BOS. (See 

E~igine~sMarch 1999, page 42, for a discussion on the 

orders crosswalk process, which is a technique to 

synchronize orders and plans.) Staffs continue to generate 

orders that do not address all scatterable mine systems. 

Moreover, the employment authority for scatterable mines in 

Annex D (Fire Support), Annex E (Rules of Engagement), 

Annex F (Engineer), and Annex M (Deep Operations) often 

differ. 

A second concern regarding scatterable mine systems is 

the use of long-duration (more than 4 hours) scatterable 

In BCTP-generated orders, divisions are given 48-hour 

scatterable mine emplacement authority so staffs can 

train with this capability. During home-station training, 

units should make it a point to push obstacle emplacement authority down to the lowest sensible level. 

Perception: Neither the G2 nor the engineer S2 corrtinuonsly template enemy countermobility efforfs. 

Discussion: Most staffs initially template enemy engineer 

efforts: They know what capabilities enemy engineers 

possess. calculate the total amount of countermobility effort 

the enemy can underrake in a given time period. and relate 

cnemy engineer efforts to locations of enemy maneuver units 

on ihe battlefield. Thus, most divisions have a good idea of 

enemy countetmobility efforts as they cross the line of 

depanure (LD). However, maneuver units often are surprised 

by the number of obstacles they encounter as they attack 

through the enemy's security zone and into the subsequent 

first and second main defensive belts. 

The problem is that staffs ,stop t~nlplaring encniy 

counter~nuhiliheflurrs afier units cross rhl, LD. ~<,hileenen~y 

rngineer.s corltin~rero build rite defense afrerjki~ndly~rriirs 

begiri their attack. Staffs rarely update the enemy template 

with additional enemy countcnnobility efforts. Additionally, 
enemy engineer countermobility efforts, as templated by the 

G2 and the engineer S2, often diier significantly. 

Dhsion engineers must educate commandersand staffs 

that the enemy's countermobility effort is continuous 

and update the enemy template as necessary. 

The engxneerS2 and the d~uisionG2 must train together 

to build coiisensus on enemy engineer capabilities. 

W The division engineer should distribute informanon 

regarding templated enemy countennobility efforts at 

regular intervals, perhaps every 6-8 hours. One division 

engineer provided this sort of update twice daily-during the division commander's battle update brief 

(BUB). 

Perception: Commanders do no# marimize countermobility capabilio or effects. 

Discussion: Thxs perception has four components: 

Division commanders do not specify an overarching 

concept for the defensc, and not all division engineers 

are weighing in to correct this deficiency. Staffs produce orders that lack graphics (qhowing obstacle effect 

intents, obstacle zones, and belts) and text (in the concept of operanon or scheme of maneuver paragraphs) 

that explains where the commander wants to kill the 

enemy, bow he intends to make the enemy go there, 

what he will do if the enemy does not go there, and who 

will do the killing. 

Commanders fail to use obstacle-control measures to 

focus engineer effort and materials. (See Engineer, July 

1998, page 28, for a discussion on the use of obstacle 

effect intent graphics.) When commandersdo not articulate their vision for the defenethrough graphics or 

narrative-the usual outcome is a series of separate, 

unsynchronized brigade-level fights that the enemy 

handily defeats one at a time, at a time and place of his 

choosing. 

Somecommandersand staff do not address obstacles or 

obstacle control measures in support of offensive operations. The creation of obstacle zones during offensive 

operations is a doctrinal method to synchronizecountermobility operations during an attack, and it helps focus 

staff planning for the defense when the attack culminates. It is very hard to implement obstacle zones after 

units have crossed the LD. Successful units plan countermobility operations during the offense. 

Staffs continue to suuggle with battle tracking, partly 

bemuse of the massive volume of information collected. At division level, staffs must reduce the 

informationthey collect and manage to what's important 

This 1s often dnven, at least in part, by the commander's 

crihcal information requirements (CCIR). What are the 

key pleceq of information required for a specific operation? Requi~.ement' vary, but information regarding 

friendly and enemy obstacle locations and fnendly and 

enemy breaching are common to both offensive and 

defensive operations While engineers often talk about 

"focusmg the intelligence effort:' staffs and commanders 

must focus the reporting effort (See Engineer, November 1998, page 36, for a discussion on ways to improve 

staff command and control and reporting). 

IT&: 

W Although this requirement is optional in doctrine, staffs 

should always specify obstacle zones and intents for the 

defense and offense to the extent that it makes tactical 

sense to do so. 

Ensure that the tactical plan specifies the where, how, 

who, and what elementsof a defense, au d~scussedabove 

W Reduce the frequencyand scope of reporting. For example, rs it really important to know when a particular 

obstacle belt is 25-, 50-, or 75-percent complete, or are 

initiation and completion reports wfficient? (See FM 

90-7,Combined Arms Obstacle Integmtion, Appendix 

B.)Tie reporting to CCIR whenever possible. 

Perception: Engineers participate in deep target planning, bufthe results are mixed 

Discussion: Engineers are part of the deep targeting 

process according to doctrine This means that engineers 

should integrate their knowledge of terrain, obstacle effects, 

scatterable mine employment, and enemy engineer mobiiyl 

countermobility capabilities in the functions of the deep 

operations coordination cell (DOCC). They should not 

attempt to arbitrarily place GATOR missions on the Air 

Taslung Order. Engineer staff officerfunctions in the DOCC 

will usually inctudeW Understanding which enemy engineer systems are highvalue targets and recommendingthat they be added to the 

high-payoff target list. 

Recognizing that terrain and infrastructure (such as 

bridges or built-up areas) influence enemy mobility and 

recommend they be targeted specificallyto affect enemy 

mobity. Remember that friendly mobihty may be 

affected later: infrastructure destruction is a two-edged 

sword! 

W Advising the DOCC on the effects and limitations of 

scatterable mines. 

(Continued on page 60) 

November 1999 
ENGINEER UPDATE 

Commercial numbers are (573) 563-xxxx and Defense System 

Nnwork (DSN) numbers are 676-xxxx unless otherwise noted. 

Total Army School System (TASS) Battalion Schools. Correction:The August issue Directorate of Training 

of Engineer, pages 63-64, reported that the Engineer School's Multimedia Division is Development (DOTD) 

working on the distance learning portion of the 63E10 ReclassificationCourse. The update 

item should have read "62E10 ReclassificationCourse." 

POC is Terry Tapp, -4116. 

Field Manual Update.The following field manuals (FMs) are scheduled for publication: 

FM 5-34. Engineer FieldData, has a print date of 30 September 1999.The Army Training Support Center (ATSC) anticipates distribution about mid-November. This FM is 

posted to the Engineer School's Publications Page (h~p://ww.wood.armymiI/PUBS/ 

newpubs.htm). 

FM 20-3, Camouflage, Concealment, and Decoys, was distributed with a print date of 

30 August 1999. It is posted to the ADTDL at htfp://155.217.58.58/atdls.htm. 

Change 1 to FM 20-11. Military Diving, and Change 3 to TC 5-400. Unit Leader's Handbook for Environmental Stewardship, are at ATSC awaiting printing and distribution.They 

are currently available on the Engineer School's PublicationsPage (address above). 

POC is Sandra Gibson, -4100 

Annual Engineer Awards. Engineer units across the Army are documenting their Engineer Personnel 

activities in a book to submit for the annual ltschner, Stargis, and Grizzly award competition. proponencyoffice(EPPO) Based on these submissions, the best engineer company, NCO, and platoon leader are 

selected from each Army component-active, National Guard, and reserve-and will be 

recognizedat Fort LeonardWood during the annual ENFORCE Conference in April. 

To meet the 10 February 2000 deadline to EPPO, units should begin planning early. 

Almost every year some unit's presentation is disqualified at some level of competition for 

being submitted late. Allow time for the books to be checked at the unit level for such things 

as spelling, grammar, and content; and ensure that recommendation letters are signed on 

time at the appropriate level. 

USACE sends out a message in October with instructionsfor award submissions for that 

year. The message, along with examples from units' previous submissions, provides 

information for preparing this year's submission. The EPPO at Fort Leonard Wood works 

with USACE to administer the Engineer Awards Program by receivingthe books, setting up 

the selection board, and obtaining plaques for the winners. 

POC is SGM Rather, ratherj@wood.army.mil,or -7232. 

U.S. Army Military Academy Preparatory School (USMAPS). Each year ~~~~~~d ~~t~~ 

approximately 200 Regular Army soldiers are offered admission directly to the U.S. Military 

Academy (USMA) at West Point, New York, or to the USMAPS at Fort Monmouth, New 

Jersey. 

USMAPS prepares soldiers for success at USMA through an intensive curriculum 

focused on English and mathematics. Applicants must be U.S.citizens, unmarried with no 

legal obligationto support dependents, high school graduates, under age 23 on 1 July of the 

year they enter USMA (under age 22 before 1 July of the year they enter USMAPS), of high 

moral character, and must have a sincere interest in attending USMA and becoming an 

Army officer. 

Soldiers who meet the basic eligibility requirements, have achieved SAT scores greater 

than 1,000 or ACT composite scores of 20 or higher, and have achieved good grades in 

college preparatory high school curriculum are especially encouraged to apply. Application 

requirements must be met by 1 April 2000 to be consideredfor an appointment to USMA or 

USMAPS in July 2000. 

POC is MAJ Rob Young, tr9618@westpoint-emhZ.army.mil, DSN 688-5780, or 

commercial (914) 938-5780. 
Farewell 

It has been a privilege for me to serve as Engineer's editor for the past 11 years. I thank you for your 

outstanding support during this period and hope that you will continue to support the magazine in the 

years ahead. Your willingness to share your ideas and accomplishments through letters, notes, and 

articles is critical to the success of Engineer, and I encourage you to keep sending them. 

In the first issue of Engineer, in the spring of 1971,MG Robert Ploger, Commandant of the U.S.Army 

Engineer School, expressed his commitment to the magazine. He viewed Engineer as "...a forum to air 

ideas on current engineering problems." He hoped that the magazine would trigger engineer thinking 

and stimulate discussion on controversial subjects. MG Ploger wanted to "...provoke the thought 

processes of the complete span of our personnel, from young enlisted men to career-oriented engineer 

officers. From them may well emanate new ideas, fresh approaches to existing problem areassolutions,perhaps, to many of the technical barricades facing us." 

Since that first issue, Engineer's staffs have faithfully followed General Plogerb sound advice. The 

challenges facing the Engineer Regiment have changed over the years, as have members of the 

magazineb staff, but our commitment has remained the same. Today our readers include Navy, Marine, 

and Air Force engineers, as well as allied engineers, and we welcome their input. As 1 retire from the 

Engineer Regiment, I extend my thanks to MG Flowers and many others for their strong commitment to 

the magazine. My thanks and best wishes to you all-I wish you well. 

Catherine Eubanks 

Editor 

(Confinrredfrom page 58) 

TTPs: 

Strengthen your recommendations for the high-payoff 

target list with analysis of the effects of enemy engineer 

systems. For example, does the division commander 

want to kill countermobility systems now or breach 

minefields later? 

With respect to GATOR scatterable mine munitions, 

staffs must understand that the Air Force prefers that we 

specifiy a target, an effect on the target, and duration of 

the effect, rather than specify the type of munition. 

Unless you are familiar with all the munitions available 

to the Air Force, leave munition seleclion to the Air 

Force Liaison Officer. 

Remember that the Air Tdsking Order cycle normally is 

72 hours long, which means that engineer staffs must 

predict and analyze enemy intentions 72-96 hours out. 

This kind of analysis is difficult to do at the division 

level. Recognize that your nominations on the Air Tasking Order will compete with all other nominations for 

air suppon within your theater of operations. 

Remember that the most effective obstacle is easily 

bypassed if not overwatched and covered by fires. Plan 

for and synchronize overwatching fires. Otherwise, ask 

yourself if the risk to the pilot you want to send deep 

into enemy territory is worth the potential effect on your 

target. 

Exercise caution whcn your success is based solely on 

the effects of deep operation. 

Conclusion 

The 1999 BCTP Perceptions represent cumulative 

lessons learned during Warfighter exercises by 

brigade and division commanders and their staffs 

throughout the Army. We hope that these mobility and 

survivability perceptions will assist units in honing their 

warfighting skills. 

Lieutenunt Colonel Light is the senior engineer observer/ 

controllerfor the Battle Conzmand Training Program at Fort 

Leavenworth, Kansas. He is .scheduled to command the 

Honolulu Disrrict, U.S. Arm? Corps of Ensineer,~,in July 

2000. 

60 Engineer 
c:J.&.&P" .-i, Lead the Way 

Bs Corrtn~nr~dScr,qcarrrMrijnr Art Lci~rglllin 

U.S. An11.y Er~gir~eer School 

Competence, Confidence, and 


Dedication to Dutv 


ommand Sergeant Major Riddle, 9th Engineer 

Battalion. stepped out of his HMMWV in Kosovo 

and deliberately unfurled his battalion colors. As he 

did this. he simply stated, "I want everyone here to 

know we are going to make a difference!" His statement 

reflects the attitude of oul- Engineer Regiment--officers. 

noncommissioned officers, and soldiers alike. It's a true 

reflection of our regiment today. Engineers from across the 

world bring that same attitude to Koso\,o every day. These 

engineers, who are part of Task Force Falcon. are transfomiing a one-time wheat field and grassy plain into a 

fo~ward-deployed opel-ating base. 

Underlyins CSM Riddle's statement is an ondel-standing 

of the keys to engineer success: competence, confidence. and 

dedication to duty. Members of our regiment demonstrate 

their skills in these areas every day, and Task Force Falcon is 

an excellent esample. This arena gives 11s an opportunity to 

show our fellow comrades-in-arms what engineers can do. 

Peacekeeping missions by our sappers and constn~ction 

work by our combat heavy soldiers assist the local populace 

in building a new way of life and enable us to provide an 

environment from which to sustain Task Force Falcon at 

Camp Bondsteel. (See a~ticle, page 8.) 

Competence starts with the willing desire of our soldiers 

to want to be the very best at what they do. This desire 

reflects directly on the NCOs who lead these soldiers every 

day--on the leaden who teach. train. and motivate them. 

Competence means that soldiers know what to do and how to 

do it. Competence means that NCOs know how to use those 

competent soldiers to enable units to complete the myriad of 

tasks required to get the mission accotnplished. 

Confidence comes to a soldier who is competent in all he 

or she does. A unit becomes confident when it petfortns to 

standard in all it is required to do. The regiment's confidence 

also comes from the demonstrated perfo~mance of units in 

training and operations. CSM Riddle unfurling his battalion's colors and making his statement was no boast. 

Instead. he expressed the confidence he has in the regiment 

and in those with hi111 in KOSOYO. 

Dedication to duty is a trait of the American soldier. Our 

soldiers will acconlplish what needs to be done in spite of 

November 1999 

challenges. This trait is panicularly evident in engineers. I 

recently saw the dedication shown by sappers of the 9th 

Engineer B;~ttalion as they performed peacekeeping 

open~tio~~s while working with the local population in 

Kosovo. 1 lived this sense of duty with the 94th Engineer 

Battalion: A Company, 864th Engineers: and the 568th 

Combat Support Equipment Company while co~~struction 

efforts were ongoing in Camp Bondsteel. Our dedication to 

duty is obvious in this operation. 

As the Engineer School's command sergeant major. I have 

the job to keep our regiment competent. contident. and 

dedicated. Now. more than ever before. we must be the 

masters of our trade. We must make time available to do selfstudy. We must refresh ourselves with knowledge so we call 

guarantee success the first time. 1 once heard a sergeant 

remark that it seemed as though we always have enough time 

to do it right the second time. Why not take the tinie to do it 

right the first time? 

It is my sincel-e desire to continue serving the regiment 

w-henever and wherever necessary. I will seek your expertise 

acl-oss the field to ensure that we in tlie schoolhouse are in 

touch with your needs. Together we will build on indi\.idual 

competence and unit confidence. Together we will he better 

able to suppon oul- Army into the future. As your concerns or 

needs arise. feel free to contact me at the following e-mail: 

Laughlia@\vood.arlny.niil. Or, call commercial (573) 563-

6192. 

In closing. I reniind all engineers of the importance of 

integrating risk assessments in all that we do. Too often a 

proper risk as\ess!iient is overlooked or forgotten. When that 

hnppcns. our soldiers' safety is put in jeopardy. Perhaps we 

nced to think about the pain that fellow soldiers go through 

when we forget a risk assessment. Every one of us in the 

Army must look out for one another. It is our business as 

NCOs and officers to be sure that we protect America's most 

precious resource-her sons and daughters. I challenge each 

of you to he continually vigilant in safeguarding one another. 

Don't allow a shortsighted moment to become a lingering had 

memory. This is a lead-from-the-front responsibility only. 

There is no room for a second chance. Stay safe! 

I am honored to serve the regiment as the Ensi~ieer 

School's command sergeant niajol: I acczpt tlie duties 

willingly because of 111) great colilidence in our regiment and 

my desire to build upon the outstanding legacy of CSM Dils. 

Errgirieer61 
' .;., - , The 48th Engineer Combat Battalion 

Presidential Unit Citation 

As a part of an engineer combat group, the 43th '...was assigned the mission of 

opehing and maintaining axial suppiy routes for a task force assault to ~apture and 

occupy an enemy mountain stronghold (Mt. Porchii, Italy) during World War 11. The 

48th Engineer Combat Battailon not only performed its normal enginsedng tasks 

under fire from a fiercely resisting enemy but also attacked as infantry ddng bitter 

@hung to mure the objective. During the engagement, a gap devefw on the left 

-&nk of the task force and the engineers courageously fought to mmre this flank and 

: . @ksvent enemy penetration. As the attack progressed, infantry 1- were severeI 9a 

,, #I rwmes had been co- to action in an effort to destroy enemy ratstance. 

, cprnpanies of the 48th Engineer Combat Battalion were then committed to &on as 

'infantry in the final and sucqw~ =utt to the the enemy from task hrce 

I , Lobj&kve." 'I 

' Members of the 48th received one Medal ~il@nq Spe&erlJ .* , 

DistinqulsW SenriceCraws+ and 22 Sikr Stars, '. '1 l -? "i