- - - --- -----.-- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - --- ---- - --yUnited States Army 

Engineer School 

Fort BelvoirI Virginia 

Commanda nt 

M G Ja mes L. Kel ly 

Assi stant Comma ndant 

BG Charles J . Fia la 

Editor 

LT T. Scott Lloyd 

Ed itorial Board 

M G James L. Kelly 

BG Charles J. Fi al a 

COL Charles J . Oster ndorf 

COL Harry S. Wilson, Jr. 

COL Charles A. Debelius 

COL Char les A. Kiefer 

COL Robert S. Kubby 

COL Thorwald R. Peterson 

COL Edw ar d K. Wintz 

CSM Lucion L. Cowart 

Production Manager 

SP5 An thony E. Ban ks 

Prouduction Assistant 

Wi ll iam W. Behring Brigadier General Henry M. Robert was born May 2, 1837 in South

Carolina. Upon graduation from the United States Military Acad emy 

on July I, 1857 he was promoted Brevet Second Lieuten ant, Corp s of 

The Engineer is an authorized quarterly publica. Engineers. l ion 01 the U.S. Army Engineer School. It is 

published to provide lactua l and in-depth lnforrna­ Robert taught at West Point and then was assigned fortification tion ot interest to all Eng ineer units. Articles, 

photographs and art work 01general interest may be construction and wagon road exploration duty in the West. During the submitted for cons ideration to : Ed itor, The En g i. 

neer , USA Ellgineer School. Fort Belvoir, Virginia Civil War he participated in constr uction of the defenses of Washing­ 22060. Views and opin ions expressed herein are not to n, D.C. and in for tifications work elsewhere. . necessar ily those of the Department 01 the Army . 

Use 01 funds lor printing of this pub tlcatlcn has been 

approved by Headquarters. Department of the From 1867 to 1901 Robert served on numerous boards dealing with 

Army, January 1, 1974. rivers and harbors, lighthouses, and fortifications. His assignments 

Subsc included duty as Northwest and Southwest Division Engineer. riptions to T H E ENG INEER are ava ilable 

throuqh the USAES Period ical Publications Fund, 

Fo rt Be lvoir, va . 22060. Annual Rates are $4.00 lor Upon promotion to Brigadier General on April 30, 1901 Robert was do me st ic and APO addresses and $5.00 for ov er seas 

addresses. Make checks payable to : The United appointed Chief of Engineers and served in that capacity until States Tr easur y . r et irement , r equired by law, two da ys later. 

Engineer Magazin e Telephone: (7031 664-2838 ­ General Robert wrote the famou s compendium of parliamentary Autovon : 354-2838 law known today as Robert's Rules of Order. He died May 11, 1923 at 

Hornell, New York. 

JOHN M. DERVAN 

Assistant Curator 

U.s. Army Engine er Museum 
THE: E:NGINE:E:R 

\JOLUME 7 NUMDER-3 JUL AUG SEP 1977
 

FE:~TURE:S
 

6 EN IW ET OK , A Household Word Again/John J. Connor 

12 In Defense of Ger many/ L TC Andreas F . Wittenberg 

17 Stopping an Armored Attack/COL Jerome B. Hilmes 

20 Com puter s for the Engineer Com bat Batta lion/John E. Bu rke 

23 Rest r uctured Armored Division/CPT Stan Gray 

30 Inst ant Crater : The M180 Demolition Cratering Kit/ 

CPT Clifford K. Willis 

CPT Timothy L. Sanford 

33 A Time In History : The 978th Engineer Maintenance Company / 

Theron P. Snell 

DE: PARTME:NTS
 

2 Pipeline/News Items 

4 Training Notes 

8 ENGINEER POTPOURRI/Engineer Branch 

34 BRIDGING THE GAP/Career Notes 
•
 

BERH CELEBRATES 

DIAMOND JUBILEE AS 

INDEPENDENT REVIEW 

BOARD FOR ARMY CHIEF 

OF ENGINEERS 

The Board of Engineers for 

Rivers and Harbors is 75 years 

old. It was created by Congress under Section 3 of the 

River and Harbor Act of June 

13, 1902. 

In celebrating its diamond 

jubilee, the Board has completed three quarters of a century as the agency of independent review of water resources 

projects for the Chief of the 

Army Corps of Engineers. 

Following authorization and 

funding of studies by Congress, 

District and Division Engineers prepare reports on prospective projects which are 

then submitted to the Board 

for review. After its review, 

the Board's recommendations 

are passed to the Chief of Engineers for further processing to 

the Secretary of the Army, the 

Office of Management and 

Budget, and to Congress for 

consideration. 

During its first 75 years the 

Board has reviewed more than 

8,300 proj ect reports for the 

Chief of Engineers. Less than 

45% of these (3,711) were 

recommended for construction 

while more than 4,600 were 

not. 

In addition to its primary 

statutory mission to review reports on water resources development, the Board is also 

charged by law to publish information on United States 

Coastal ports. Port facilities 

are described in the Port 

Series, a group of 45 reports 

which are published on a rotating basis. 

The Board also conducts for 

the Chief of Engineers the pri2 

mary training program for 

Corps planners. Each year a 

class of 15 selected planners 

throughout the Corps undertakes the Planning Associates 

Program, eleven months of resident train ing heavily 

oriented to pol icy, plan formulation, public involvement, environmental considerations, 

benefit analysis, and other pertinent subjects. The Planning 

Associates return to the Corps 

Districts after completi6n of 

their year at the Board and 

join the growing cadre of 

graduates, which now numbers 

173. 

The Board is unique within 

the Federal establishment. 

Created by Congress to provide 

a uniform overview and 

approach to planning and construction, its members are 

chosen by the Chief of Engi ­

neers from among the senior 

general officers of the Corps of 

Eng ineers to provide an objective, critical review of proposed projects. The Board is 

supported by a professional 

and administrative civilian 

staff of 66 which includes engineers, environmental planners, 

economists, and transportation 

specialists. 

VA WORK·STUDY PROGRAM 

Full-time veteran students 

who foresee money problems 

at fall enrollment time should 

look into .the Veterans Administration's work-study program. 

The VA says that new GI Bill 

payment procedures might 

leave students who don't have 

savings from summer jobs in a 

bind to pay necessary enrollment and subsistence expenses. To help offset this 

financial headache, VA will 

make more work-study jobs 

available. 

G I Bill students can work up 

to 250 hours per semester for 

VA and receive $2.50 per hour 

in addition to their usual education assistance allowances. An 

advance of up to $250 is available as soon as the employment agreement is processed. 

The advance covers the first 

100 hours of work. 

Jobs are available for VArelated work on a given 

campus or at a VA facility . 

Priority is established on the 

basis of service-connected disability, financial need, motivation and the nature of the work. 

After the first 100 hours, VA 

pays work-study students after 

each 50 hours of work. 

Details are available from 

campus veterans counselors or 

any VA office. 

CASH PAY OPTION 

Beginning July 1 the "CASH 

PAY OPTION" was eliminated in Korea. All Eighth 

Army soldiers will now receive 

their pay, mid-month and endof-month, by check. According to MI LPERCEN officials, 

the policy change is being implemented to improve efficiency of operations and to provide a better service to the 

soldiers. Soldiers leaving 

CONUS for assignment to 

Korea are encouraged to check 

on the advantages of establishing a " Check to Bank Option" 

at the bank of their choice. 

ADVANCE SHA 

The Army has proposed ad ­

vance housing allowance overseas. The Army proposal 

would amend present legislation to authorize an advance 
-JINE.PIP ......
 

payment of housing allowance 

overseas. If the proposal becomes law, it will relieve some 

cases of financial hardships 

due to the extraordinarily 

large cash payments demanded for security deposits 

on housing in certain foreign 

areas where housing is in short 

supply. 

CHECKBOOK HELP 

ON THE WAY 

The Army plans to distribute a training "package" this 

summer designed to help arm 

soldiers with the knowledge 

required to manage checking 

accounts properly. 

The program is a result of an 

Armywide survey indicating a 

basic lack of knowledge concerning checking account 

management and banking procedures. 

Pointing up the seriousness 

of the problem, Army officials 

reported that more than $6 

million in bad checks were 

passed at CONUS and Pacific 

commissaries and clubs last 

year . (USAREUR figures 

were not included). Even 

when the bad checks are redeemed, the administrative 

cost of processlno the checks 

affects the funds available for 

morale and welfare support 

activities. 

The training program 

stresses the importance of 

sound checkbook management, 

and warns of the consequences 

of passing bad checks some of 

which include administrative 

or disciplinary actions. 

Officials at The Adjutant 

General Center (TAGCEN) 

say that the training plan will 

supplement AR 608-16. Since 

the reg went into effect in 1975, 

officials claim that the number 

of bad checks has declined and 

expect the new progra m to reduce the number of even more. 

REFORGER UNDERWAY 

The strategic mobility exercise REFORGER, in which 

U.S.-based troop units are deployed to Europe in support of 

NATO trainig objectives. 

This year's REFORGER 

marks the second consecutive 

year that troops will arrive 

in Germany accompained by 

some of the equipment needed 

to sustain them. In REFORGERs prior to 1976, only the 

soldiers moved, drawing prepositioned equipment maintained in readiness at installation sites in West Germany. 

Heavy tracked vehicles-including the Army's main battle tanks-will be shipped 

across the Atlantic. Last 

year's exercise, REFORGER 

76, stressed air assault tactics 

and featured the large scale 

movement of hel icopters. 

Upon closing ranks with 

Europe-based U.S. soldiers 

and NATO aIIles. troops from 

the 1st Infantry Division at 

Fort Riley, Kansas and 4th 

Infantry Division (mechanized) at Fort Carson, 

Colorado will participate as 

REFORGER elements in the 

annual AUTUMN FORGE exercise conducted by NATO's 

Allied Command, Europe. 

All NATO nations with military forces committed to the 

defense of allied countries 

have scheduled forces to 

participate this year. In 

addition to REFORGER, other 

AUTUMN FORGE exercises 

include: 

CRESTED CAP-the U.S. 

Air Force's strategic mobility 

exercise involving U.S.-based 

fighter bombers deploying to 

Germany; 

COLD FIRE-a multinational exercise connected 

with several land exercises in 

the central Europe region; 

DISPLAY DETERMINATION-a sea/land/air exercise 

in the Mediterranean area involving forces of southern 

region nations, the United 

Kingdom and the United 

States; 

ARROW EXPRESS-an 

Allied Command Europe 

(ACE) mobile for exercise in 

the northern region; 

A B LEA R C HER-an 

Allied Command Europe command post exercise. 

REFORGER 77 also marks 

the second consecutive year 

that personnel of the Military 

Traffic Management Cornmand's Eastern Area 

(MTMCEA), will play a 

major role in the logistical 

phases of the exercise. 

The return phase of REFORGER 77 will begin in late 

September when equipment 

moves by train and barge 

from exercise areas to 

MTMC's Military Ocean 

Term i na I at Bremerhaven, 

Germany and Benelux Terminal at Rotterdam. 

Ma ior em phasis during 

REFORGER 77 will be placed 

on strengthening the interopera bi lity ca pabi Iities of 

NATO allies Common Language doctrine and procedure 

will be exercised, tested and 

evaluated by the participants. 

Improvments in these areas 

are considered indispensable to 

providing a reliable deterrent 

and defense capability by 

NATO at reasonable costs. 

3 
AI 

FM 6-20 IS COMING! 

The final approved draft of 

FM 6-20, Fire Support in 

Combined Arms Operations, 

the Army's capstone How to 

Fight manual for fire support, 

is now being distributed to 

active Army maneuver and fire 

support units. This manual 

provides the first comprehensive treatment of the 

maneuver commander-fire 

support coordinatior (FSCOORD) relationship and 

illustrates how to integrate all 

fire support into combined 

a rms operations. It was 

written by maneuver and fire 

support personnel, with input 

from elements throughout the 

Army, and is designed for all 

members of the combined 

arms team. 

The doctrine contained in the 

final draft of the FM is approved by HQ, TRADOC, for 

instruction at TRADOC installations and for training in the 

MACOM's. The final approved 

draft will remain current until 

superseded by the official 

Department of the Army printing of the manual in late 

summer 1977. The DA print 

will be announced by TRADOC 

message and will be sent to 

units, both active and reserve, 

through pinpoint distribution . If units do not receive 

the manual within 30 to 60 

days from the date of the 

message, it may be ordered 

via DA Form 17, addressed 

through publications channels 

to: USA AG Publications Center, 2800 Eastern Boulevard, 

Baltimore, Maryland 21220. 

FM 6-20 is not an FA tacti cs 

manual. Rather, it is the 

maneuver commander's and 

FSCOORD's total fire support 

manual. As such, it complements all TRADOC How to 

Fight FM's and is to be used 

in conjunction with those 

manuals listed in Appendix B 

of FM 100-5. In addition to FM 

100-5, FM 6-20 specifically supports and complements information contained in FM's 101-5, 

71-100,71-101, a 1d 71-2. FM 6-20 

will be followed by FM 6-21, 

FA Cannon Battalion, and FM 

6-22, Division Artillery, FA 

Bridge, and FA Assigned to the 

Corps, which discuss tactics 

and operatlons for internal FA 

orqanlze Hcna l use. Each 

manual will be "product improved" as the need arises. 

RESERVE AMPHIB 

TRAINING 

Ft. Monroe, Va. (TNS) 

Members of the Army's reserve components are now 

eligible to apply for resident 

training at the Navy's amphibious school in Norfolk, Va. 

Of special importance are 

two one-week courses in amphibious warfare and planning, 

which are designed to train 

combat staff officers who have 

little or no experience in beach 

assault tactics. 

The catalog may be obtained 

by writing to Commanding 

Officer, Naval Amphibious 

School (Little Creek), ATTN: 

Senior Education Advisor, Norfolk, Va. 23521. 

SQT PERSONALIZED 

Ft. Monroe, Va . (TNS) 

The new Skill Qualification 

Test (SQT) is not exactly "personalized" for each soldier, but 

it is being tailored to meet the 

soldier's actual [ob requirements. 

A spokesman for U. S. Army 

Training and Doctrine Command explained that SQT developers have constantly kept 

in mind that a soldier has 

certain tasks each day that 

may not be performed by 

others in the same MOS. "We 

want SQT to be as fair and 

realistic as possible. We knew, 

for instance that within MOS 

11 E (Armor Crewman" a 

soldier could be working with 

the M60A1, M60A2, or M551 

Sheridan. So the test has three 

"tracks:' Some 'tracking' has 

to be done or the tests wouldn't 

be fair or valid. 

"The SQT is designed to test 

a soldier's ability to perform 

the tasks that are critical to 

success of his mission and survival on the modern battlefield. 

So we test every soldier - no 

matter what MOS - in some 

common soldiering skills, such 

as first aid. 

"Then we get specific. For 

instance, soldiers in Air Defense MOS 16P could be working with either the Chaparral 

system or Vulcan. We find out 

who works with which system 

and that's the test he gets:' 

Another MOS which boasts of 

a "tracked" SQT is MOS 11 C, 

which discriminates between 

the 4.2 inch mortar and 81 mm 

mortar. 

4 
The spokesman added, 

"Other MaS with obvious differences like those will show 

up with appropriate tracks to 

solve the needs of most 

soldiers:' 

The spokesman pointed out 

Test Control Officers (TCO) at 

each installation have a listing 

of each soldier by MaS and 

iob. The TeO then tells the 

Individual Training and Evaluation Directorate at Ft. Eustis, 

Va ., who gets which test. 

Approximately 60 days prior 

to the beg inn ing of the testi ng 

period each soldier receives an 

SQT Notice, which outl ines 

each of the tasks to be tested 

on his individual SQT. SQT 

Notices now being prepared 

include a sample question for 

each task tested in the written 

component and a complete 

checklist for the hands-on component. 

ANNOUNCEMENT OF 

WEEKEND COURSES FOR 

RESERVE COMPONENTS 

FISCAL YEAR 1978 

The United States Army Engineer School Fort Belvoir, 

Virginia will conduct weekend 

courses in FY 78. Each course 

w ill be approximately 14 hours 

long. Application will be 

through the chain of command. 

The courses are oriented towa rds those whom by MOS or 

[ob assignment are responsible 

for plann ing, conducting or 

supervis ing training in the 

following subjects. 

Date
 

19-20 Nov 77
 

10·11 Dec 77 

14.'5 Jan 7 8 

28·29 Jan 78 

25·26 Feb 78 

" ·12 Mar 78 

18-19 Mar 78 

Course
 

Number
 

78-RC ·SPl 

78-R C·SP2 

78·RC-SP3 

78-RC- SP4 

78-RC -SP5 

78-RC -SP6 

78-RC -SP7 

M ine/Countermine Hardware, Doctrine and operations at Battall ion Level 

Terra in Evaluation 

Engineers in River Crossing Operations 

D iv ision Obstacle Plans and Retrograde Operations 

Engineers in River Crossing Operations 

Divis ion Obsta cle Plans and Retrograde Operations 

M ine/Countermine Hardware, Doctrine and Operat ions 

COURSE IN PRIME POWER 

PRODUCTION OPEN 

You may be eligible now for 

training as a specialist in 

Prime Power Production. Ap ­

plications are being accepted 

from career enlisted personnel 

for studies encompassing engi ­

neering, plant technology, 

ma intenance and operations. 

Those interested should contact 

their military personnel office 

immediately for a copy of AR 

350-224. 

The next class starts in April 

1978 so you may want to check 

requirements for entering the 

program as soon as possible. If 

you are grade E6 or less on 

active duty, scored at least 115 

in aptitude area EL and GT, 

and scored 70% or better in 

Basic Mathematics and 

Science Proficiency Test (revised 1975), you may be eligible 

for this expanding career program. 

The year-long course in 

academics, specialty and operations is conducted by the 

Facilities Engineering Support 

Agency (F ESA), a f ield operating agency of the Corps of 

Engineers, located at Fort 

Belvoir, Virginia . Teams of 

highly skilled technicians 

trained by F ESA are being 

deployed at Army installations 

around the world to conduct 

infrared surveys of electrical 

systems, perform deta i led re ­

pair and maintenance of utility 

systems, and put into operation 

the latest in applied power 

technology in addition to operating and maintaining the 

Army's nontactical generator 

assets . F ESA has also taken 

on an increasingly important 

role in energy conservation 

and is now the lead Army 

agency in this area. 

The program offers opportun ities for professional work, 

varied assignments, additional 

college credit, and life-long 

benefits . Applications are 

processed through local command channels to the installation adjutant general. Time 

may be short to process your 

appl ication so please respond 

today if you are motivated to 

complete the program and gain 

status in your chosen career as 

an Army Prime Power Production Specialist. Further information may be had by calling 

Training Division, FESA: AV 

354-5235 . 

5 

Between 1944 and 1958 Bikini and Eniwetok, 

two atolls in the mid-Pacific Marshall Islands were 

"household words:' They were in the news 

be cause they were the sites of American nuclear 

bomb tests. In fact, the word "bikini" has become 

a regular part of our vocabulary. According to one 

dictionary the name infers an atomic bomb when it 

was first introduced. 

Eniwetok is in the news again because of the 

massi ve "cleanup" now getting underway there. 

We can expect to hear much more about this 

remote atoll as the ambitious project progresses. 

This article will not discuss the project in any 

detail but only serves to "introduce" Eniwetok and 

say a few words about the Marshall Islands and 

how they have fared since World War II. 

Eniwetok (the island looking east) is comprised of 40 islets of a total 21

/4 square miles 

strung on a circular coral reef that rings a lagoon 

of 388 square miles. Of the 34 atolls and single 

islands that comprise the Marshalls, Eniwetok is 

only the thirteenth in land area, but its lagoon is 

the second largest! Located roughly 2,500 miles 

southwest of Hawaii, it was first sighted in 1529 

by a Spaniard, Alvarado de Saaverda. However, 

the first record of a westerner setting foot on the 

atoll was not until 1792. 

In the 1930's, Japan began fortifying the 

Marshall Islands in violation of the League of 

Nations mandate giving her control of most of 

Micronesia. Eniwetok was developed as both an 

airbase and a naval anchorage. When the United 

States was selecting targets during the "island 

hopping:' of WWII Eniwetok was chosen to be 

invaded. The operation, code named CATCHPOLE, kicked off on February 17, 1944 as the 22nd 

Marine Regiment landed on Engebi Island on the 

northern rim of the atoll. Attacks on Parry and 

Eniwetok Islands followed. In four days of fierce 

fighting 339 Americans and 2,677 Japanese died. 

Bikini Atoll was taken without resistance. 

Eniwetok now served as an advanced anchorage 

for the United States Navy and a staging area for 

U.S . ground forces preparing for assaults on 

Saipan, Tinian and Guam, 1,000 miles westward in 

the Marianas. 

In February 1946 the United States chose 

Bikini Atoll as a site for nuclear weapons testing; 

and in December 1947, Eniwetok was selected as a 

second test site. First however, the 167 residents 

of Bikini and the 145 residents of Eniwetok had to 

be "resettled:' When the testing ended in July 

1958 both atolls were ravaged. Radiation prevented the reloc ated inhabitants from returning. 

Neither atoll is entirely safe today - nearly 20 

years later! - but the people of Bikini and 

Eniwetok still long to return. 

The attempt to clean up Bikini began in 1969. 

In mid-1974 it appeared that the former residents 

would be "home for Christmas:' However. new 

tests showed that radiation levels were still too 

high for children, and women of child-bearing age. 

The effort to restore Bikini was beset with 

problems to include logistical support and construction costs. A Marshall Islands-based construction firm struggled to complete the project 

only to find that the community leaders didn't 

approve. Then came the news of the radiation 

levels. 

When the more ambitious Eniwetok cleanup 

proj ect was being planned, officials wanted to 

avoid the pitfalls encountered during the Bikini 

work , despite increasing costs. The United States 

felt obligated to revitalize Eniwetok and allow its 

people to return. In an attempt to lower the price 

of the initial phase it was suggested as far back as 

1973 that Army Engineer troop units be employed. 

To the sur prise of many, this was approved. 

Some nostalgia pacific soldiers would be surprised to see the area today. Some of the remote 

islands have changed little, but life in the District 

Centers has progressed at a fast pace, especially in 

the last 7-10 years. At Majuro Atoll 680 miles 

southeast of Eniwetok, a $3-million Corps of 

Engineers-supervised construction program was 

carried out between 1971 and 1974. The products 

include an international airport and terminal, 

paved roads, a water distribution system, a 

vocational high school, a district courthouse, and 

other municipal facilities. On Kwajalein Atoll, 

home of the Kwajalein Missile Range, and about 

400 miles southeast of Eniwetok, the atmosphere 

is "suburbia in the mid-Pacific:'. But the scene on 

Eniwetok is still stark. The vegetation shows the 

effects of the nuclear tests of two decades ago: 

the palm trees, where they exist, are only half the 

height of the telephone poles! The rebirth of 

Eniwetok is really just beginning, but before this 

project is complete, "Eniwetok" should be a 

"household word;' again. 

CPT John J. Connor received his BS in 

Geology from Boston Colleqe. He is a graduate of 

the Engineer Officer Advanced Course and OCS. 

CPT Connor previous assignments were Project 

Engineer, for Majuro Atoll, Marshall Islands and 

Information Officer, HQ 39th Engineer Battalion, 

Ft. Devens. Presently CPT Connor is retired. 

7 
COLONELS: 

REFERENCES PLEASE: If you have moved since you last sent us a preference statement, please 

submit Nov 75edition of DA Form 483 in the mail. Sections of Form 483 that are of special interest are 

family size and ages of children (for school and quarters consideration), whether you are interested 

in an overseas tour, whether you own a house that you would like to live in, and current address/ 

telephone numbers. The more we know of your current status, the better we can consider and 

accommodate your "druthers." If the form doesn't suit all your needs, a letter or phone call would 

be appreciated. 

SPECIALTY DESIGNATION: Colonels Division has just finished a complete review and adjustment of specialty designations. One of the major changes was the replacement of the Logistics 

Management Specialty (SC 70) with other logistics specialties as designations for Colonels. 

In making changes we have looked at a number of alternate specialties in light of recent assignment 

experience and requests. Each affected officer should have received a letter specifying any changes. 

If you have questions, please drop us a note or give us a call. 

" 

PLANNING AHEAD: The earlier view we have of changes in assignments the less trauma is 

created for yourself and others. Let us know about six months ahead if you plan to request an 

extension or if you begin to make retirement plans. A month or two trade-off in the planning stages 

may make approvals and relocations easier for all. 

LIEUTENANT COLONELS: 

WELCOME TO NEW SELECTEES: Congratulations to those officers selected for promotion by the 

recent Lieutenant Colonel (AUS) board. The competition was tough and each of you can take pride in 

your selection. You will face new challenges and new demands as OS's and MI LPERCEN welcomes 

the opportunity to work with you in meeting your career plans and needs. 

DON'T BE AN ENIGMA! For old and new: Read the comments for Colonels in regard to 

preference statements. They apply to LTCs, too. If we have your preferences and your telephone 

number we can discuss your next assignment with you. If we don't have that information, the 

assumption is that you have no strong preferences. So please, take a few minutes to let us know your 

interests. 

SAY IT AGAIN SAM! Most of the assignments LTCs desire require CGSC level schooling. It doe 

not matter how you accomplish it ­ just that you do. If you have not already attended or been 

selected for resident schooling, then invest some time in your future by taking the non-resident 

course. It will open up many opportunities for you and will be time well spent. 

D 

8 
TPOU
 

MAJORS:
 

Congratulations to those of you selected for promotion to major. You can provide much needed 

help making up the critical shortage of engineer majors. Your goals as a major should include 

completion of CGSC (to include the non-resident course if you aren't selected for attendance either 

this year or next), becoming qualified in your alternate specialty and completing a masters degree 

which will support engineering or your alternate specialty. Majors Division of MILPERCEN 

operates differently than does the company grade branches. Each of you now have two assignment 

officers (myself and your alternate specialty manager) and a professional development officer. All 

thr-ee of us act on each action concerning you, whether it is on civil schooling, alternate specialty 

change, assignment, etc. 

ASSIGNMENTS: Army Readiness Regions (ARR) continue to recelve very high priority. At
 

present there are 79 positions that must be filled by engineer majors. Overseas vulnerability is
 

changing! New majors who had one overseas assignment to date, should consider themselves on
 

The launching pad! That does not mean the senior major is entirely off the hook. Many considerations
 

are involved, to include availability, special qualifications for a particular position, professional
 

development, and individual desires.
 

GENERAL:
 

MI LPE RCEN continues to emphasize the importance of such items as a current photo and physical,
 

and an update of your record brief. Also, if your records will go before a promotion board ( LTC AUS
 

or RA MAJ) you should review your official file before the board convenes. This is especially im­


portant now that your file is being microflched. If it is impossible for you to visit us, I recommend
 

that you request a microfiche copy of your file. That would provide a check for completeness.
 

Request should be sent to DAPC-PSR-S 200 Stovall Street Alexandria, Virginia 22332. Fees are
 

$2.00 for the first fiche and five cents for each additional fiche; a bill is forwarded when the request is
 

filled.
 

CAPTAINS AND LIEUTENANTS: 

NEW ARMY POLICI ES: Effective 16 June 1977, Ranger training is available only for officers 

commissioned in the Infantry, Armor, Field Artillery, Air Defense Artillery, Engineer, and Signal 

Corps branches who are eligible for assignments to Category I units, officers scheduled for Ranger 

assignments, and as voluntary precommissioning training for those ROTC and USMA cadets eligible 

for assignment to Category I units upon commissioning. Female officers and female cadets are 

9 
specifically excluded from Ranger lAW Army policy which precludes their assignment to combat or 

close combat support units or duty associated with a direct combat role. Effective 1 October 1977, 

Airborne training is available only to those officers on assignment to Airborne units, and as 

voluntary precommissioning training for USMA and ROTC cadets. As an exception to this policy, 

USMA and ROTC cadets in classes of 1977, 1978, and 1979, and graduates of OCS classes through FY 

78, will continue to be eligible for Airborne training after commissioning regardless of anticipated 

assignment. 

CONGRATULATIONS: Congratulations to those First Lieutenants selected for CPT, AUS. The next 

CPT, AUS, Board is tentatively scheduled for November 1977. 

MANAGED TENURE PROGRAM (MTP): The MTP is the system by which HQDA selects 

nonregular warrant officers for retention on active duty for periods past their 20th year of Active 

Federal Service (AFS). In the absence of such selection, nonregulars must be released from active 

duty upon completing 20 years AFS . Impacting upon the MTP is the continuing growth of the 

Regular Army Warrant Officer Corps. At its current rate of growth, the Regular Army will provide 

fill for all of the Army's "over 20" vacancies in the foreseeable future. Consequently, HQDA is 

currently studying a proposal to abolish the MTP and rely on the Regular Army as the only means 

for warrant officer retention beyond 20 years AFS . A specific feature of the proposal envisions the 

creation of an "RA decision point" for warrant officers. The proposition is that individuals must 

accept a tender of appointment in the Regular Army no later than their 15th year of AFS or their 

completion of OBV (whichever is later), or be mandatorily released from active duty upon 

completing 20 years AFS. Individuals would still be able to apply for an RA appointment up to their 

14th year of AFS or 2d year of OBV (whichever is later), but at those points in time all nonregulars 

would be considered by the HQDA Regular Army Selection Board. Those selected by the board 

would be tendered an RA appointment to be consummated no later than the decision point, l.e., the 

later date of either their 15th year of AFS or completion of OBV. Individuals in OBV status who are 

not selected or who decline appointment would still have the option of applying for a VI service 

agreement that would cover the period between OBV expiration and their 20th year AFS. These 

proposals are still under study and no decisions have been made to implement them. Meanwhile, 

HQDA is making arrangements to convene what may be its last MTP board. The board has been 

tentatively scheduled to meet 29 November 1977 to consider for retention all nonregular warrant 

officers whose current release date (l.e.. completion of their 20th, 23d or 26th year AFS) falls in fiscal 

year 1980. Announcement of the board and rosters of personnel in the zone of consideration will be 

provided by a DA Circular 135-series that is now pending publication. If a decision is made to abolish 

the MTP effective with this FY 80 group, then the presently scheduled board would be cancelled. 

Instead, all FY 80 eligibles, plus all other warrant officers who have completed more than 14 years 

AFS, would be considered by the RA Selection Board. Selectees would then be tendered an 

appointment in the RA-thus making FY 78 their decision point. Nonselection for RA, or declination 

of RA appointment, would make the individual's current release date operative, except for personnel 

still in OBV status, who could apply for VI if they desire to serve beyond their OBV expiration date 

until completion of 20 years AFS. 

10 
P O T P OU
 

. I.. .. ,1·\{i\ Z" . 

lP 'ZF.dI".' . _

WARRANT OFFICER SENIOR COURSE (WOSC): HDQA has scheduled the next WOSC Selection Board to meet 29 November 1977. It will select students to attend in 1979. Operation of the 

selection system is described in DA Circular 351-75 dated 21 July 1977. Preparation of the rosters of 

warrant officers eligible for consideration is currently in progress. All elig ible personnel will be 

considered by the board. In addition, all previously selected warrant officers whose attendance was 

deferred will be reviewed by the board to validate their select status. It is anticipated that selection 

results will be published in January 1978. 

FOR ALL: 

QUESTIONS RELATIVE TO OER'S: Active duty officers and warrant officers with questions 

relative to the filing of OER's, status of OER appeals, or documents filed in their Officer Military 

Personnel File can now call 325-8792 for an answer. This is the number of the Personnel Records 

Division's 24 hour a day automatic telephone answering and recording service. Written or 

telephonic replies will be furnished to the caller within 5 working days. 

ENGINEER PERSONNEL MANAGEMENT CONTACTS IN OPMD: 

Colonels Division (DAPC-OPC-AE) 

Engineer Assignments, LTC Lin Lufkin, 7871 

Lieutenant Colonels Division (DAPC-OPL-AS) 

Engineer Assignments, LTC Thomas Fisher, x0423 

- Majors Division (DAPC-OPM-A) 

Engineer Assignments, MAJ Gary Woodham x8109 

- Combat Support Arms Division (DAPC-OPF- E) (Company Grade) 

Engineer Branch Chief, LTC Norman Kuklinski, x0650 

CPT Assignments, MAJ Mike Foster, x0651 

LT Assignments, CPT Matt Dominy, x7434 

- Warrant Officers Division (DAPC-OPW-AU)
 

Engineer Assignments, CW3 Frank Russell, x7837
 

If you cannot call, please write to the following address :
 

Commander
 

US Army Mil itary Personnel Center
 

ATTN: (appropriate office symbol)
 

200 Stova II Street
 

Alexandria, Virginia 22332
 

11 
In 

Defense 

of 

Germany 

l TC Andrea s F. Wittenberg 

LTC Andreas F. Wittenberg is a graduate of 

the Armed Forces Staff College, and is an 

officer in the German Bundeswehr. LTC 

Wittenberg is presently back in Germany. 

Cooperation between the Bundeswehr engineers and t he Uni ted States Army combat engineer s in West Germany is real. It is continuously 

practiced by units linked t hrough "PROJECT 

PARTNERSHIP:' This program joins a German 

"sister-unit" t o each Uni ted States ba ttalion. This 

special affiliation allows for common field exercises , joint training camps, and mutual exchan ge of 

experience. The United States combat en gineer 

battalions practice and lear n in a peacetime 

enviro nment how to ope rate with t heir German 

partner s. 

Working toge th er during the REFORGER 

exerc ises, be tween the Bundeswehr and the 

CONU S combat enginee rs , is a considerable challenge. The REFORGER units have be en r equired 

to operate with units havin g an or gan ization 

unfamiliar to them. In addition, both the employmen t doctrine and engineer equipment ar e differ ent. This articl e is to help lessen t he problem 

described. In doing so it will discuss: 

•	 the main differ ences between th e organization of the Uni t ed States and Bundeswehr 

combat enginee r s, 

•	 the methods of cooper ation and 

•	 th e problems encounter ed during t he transfer of obstacles 

Organization of German Engineers 

A Bundeswehr division has two ty pes of combat engineer s. As in a United States division 

there is an en gineer battalion assigned to the 

division base. It has a hea dq uarters an d service 

support company , three engin eer companies 

mounted on tr ucks, and a constr uctio n equipment 

an d brid ge company whi ch carries the German 

floatin g bridge. The German amphibious bridge is 

located in the Amp hibious Bridge ba ttalion at 

Cor ps level. The commander of the div isional 

engineer battalion is "doublehatted," He is a 

special staff officer, "division engineer;' on t he 

division staff. In this r ole he advises the division 

commander on enginee r matters. 

12 
In contrast to the United States Army Organization, the Bundeswehr brigade has a fixed 

organization with three combat battalions (Infantry, Mechanized Infantrv, or Armor), an Artillery 

battalion and it's own organic combat support and 

combat service support companies. Included is an 

independent armed engineer company (Pahzerpionierkompanie), mounted in M-113s and 

equipped with bridgelayers and combat engineer 

vehicles. The armed engineer company, commander is also "doublehatted" and is referred to as 

the "brigade engineer" while performing his special staff functions. In addition, he is responsible 

to the division engineer and controls all engineer 

units which may be assigned. to the brigade from 

the division. 

Likewise, the division engineer reports to the 

Corps engineer (Pionierkommando) who commands the four to six' engineer battalions in the 

Corps base. 

All German divisions, in general, have more 

combat engineer unitsava ilable than their Ame r ican counterparts. However, German combat engineer units do not have a secondary mission to fight 

as infantrymen. 

Doctrine of German Engineers 

Both the United States and th e German army 

combat engineers are re sponsible for assisting the 

movement of friendly forces and degrading enemy 

mobility by use of obstacles. The development of 

the barrier plan is based on the same tactical 

considerations: 

•	 block the enemy's aven ues of approach, but 

do not degrade your own mobility 

•	 create obstacles where the terrain offers a 

chan ce to save munitions and manpower 

•	 cover obstacles by direct fire and plan artillery fire where the attacker may mass in 

front of a barrier 

In the Bundeswehr the barrier plan is proposed 

by the brigades and approved by the division. The 

plan is executed by engineers (however, other 

obstacles such as barbed wire entanglements may 

be created by any combat unit). Once an obstacle 

is in place both the brigade and division engineers 

will order the transfer of that item to an adjacent 

combat unit. All German combat units are trained 

to take over the responsibility for minefields. In 

addition, all infantry units are trained to detonate 

demolitions in road-craters and bridges or to 

create an abatis without assistance from engineers. Consequently, the rapid turn over of 

completed obstacles to combat' units free engineer 

manpower to complete other projects, such as 

preparing barriers, to protect the flanks and 

provide barrier reinforcement of the terrain in 

depth. 

The Wallmeister Organization 

The basis for all barrier plans in Germany is a 

dense system of prechambered bridges and roadcraters. These projects are normally initiated by 

the division engineers, approved by national and 

Allied authorities and executed by the Wallmeister Organization. 

The Wallmeisters are a part of the German 

Territor ial Forces, they are organized on an area 

basis. Usually, a Wallmeister group will cover one 

district. The district is further subdivided into 

several areas that subordinate teams of which 

three to four members will cover. These engineers know . every route. bridge, possible bridge 

site or ford in their area of responsibility. The 

Wallmeisters control all barrier preparations in 

peacetime and are also experts in the possibilities 

that the terrain offers to create additional obstacles. They also assist German and Allied 

combat engineers in the use of German national 

resources such as sawmills, quarries and gravelpits. In addition, they have reconnoitered all 

power plants, dams, locks and water points in 

their region and can provide detailed information 

about them. They also can provide special maps 

and 'will assist NATO units in updating their maps. 

The Wallmeister has the knowledge, expertise 

and capability to help the NATO engineer units 

accomplish th eir mission . The district chief engineer and his Wallmeist~r groups should be the 

first contact for an Allied combat engineer unit 

arriving in Germany. 

Cross Attachment of American Engineers 

Even though the cross attachment of German 

and American platoons or companies is not practical during wartime. it is common to practice 

PARTNERSHIP units. This pr ocedur e is best to 

crea te mutual understanding and achieve the 

exp erience in handling those little details in 

cooper ation that could mak e th e difference during 

a	 battle. Also, in Eur ope. it is a necessary and 

useful Allied custom to mix ba ttalions or brigades 

of different nationality during field exercises. 

If an American brigade is under the operational 

command of a Bundeswehr division, the American 

division engineer will assign a combat engineer 

company in direct sUlmort to that Brigade. This 

engineet" company will be reinforced with heavy 

equipment from it's own battalion base. Maintenance, supply and replacement for the engineer 

company must also be provided by the American 

13 
PROJECT PARTNERSHIP 

engineer battalion. However, there is one excep ­

tion to this rule. If the attached American brigade 

reinforces a German division in a defensive situation and is required to execute a German barrier 

plan, they can use German munitions. These 

munitions are warehoused in proximate stockpiles 

and identified for each particular mission. The 

logistical problem is solved, however a training 

problem is created. An American combat engineer 

company because of it's PARTNERSHIP experience will be skillful in the use of German equipment and munitions, but a REFORGER company 

will not. Consequently, REFORGER units must 

rec eive tr aining in the use of German equipment 

and muni tions or be provided with German 

advisors to assist them. In addition, the combat 

engineer company will be expected to act as a 

brigade engineer and render the same reports as 

his German counterpart . He will keep the German 

division engineer inform ed on: 

•	 th e status of obstacles (intention, initiation 

and completion). 

• changes caused by enemy fire 

• changes and additions to the barrier plan 

•	 acti vities of enemy engineers 

•	 his own engineer situation 

Most of these reports are prescribed in the 

Division Field Standing Operations Procedures 

(FSOP) and some of them have been agreed upon 

by all members of NATO. The results of the 

agreement are included in the STANAG, e.g. 

DA-Form 1355 or STANAG 2036. Therefore, in 

this situation, it is imperative that the company 

commander contact the German division engineer, 

concerning the following: 

•	 the combat engineer task 

•	 the barrier plan and the target folders 

•	 the limitations, restrictions and authorizations 

•	 the munition storage plan, the keys of the 

munition bunkers and special passports 

•	 the FSOP 

Since both armies combat engineers are bound 

by the same STANAGs, Allied Publications (AP) 

and Allied Tactical Publications (ATP), with the 

exception of the munition problem, this type 

operation should flow smoothly. In addition, both 

armies feature decentralization of responsibility 

and authority and they both give mission type 

orders at all echelons. However, an exchange of 

liaison officers might be helpful. 

Cooperation Across a Common Boundary 

As noted earlier cross attachment presents 

some technical and logistical problems. However, 

it is the exception rather than the rule. Coordination of adjacent American and German combat 

engineer units across a common boundary will be a 

frequently occuring problem. It must be assumed 

that the aggressor will always seek out boundaries 

as weak points to attack. Corps and divisional 

commands emphasize coordination across these 

boundaries by the installation of coordination 

points. Normally, liaison teams will be available to 

exchange all current information. These teams are 

normally detached from combat units and are 

reinforced by forward observer parties and 

forward air controllers. Normally, combat engineers will not be included. Combat engineers may 

be attached if in the vicinity of the coordination 

point, there are important obstacles that need to 

be closed or fired by engineers. 

There must always be close coordination between the engineer commanders of the two 

adjacent divisions. This is true, for two reasons, 

as it pertains to coordination and exchange of 

barrier plan information. First, since a boundary 

is an imaginary line, the battlefield will not necessarily end where responsibility changes. The 

possibility that elements of the one nationality 

may become dispersed or may be forced by the 

enemy to withdraw through the area of the other 

must be considered. Insufficient information about 

the barrier, situation on the other side of the 

boundary could endanger friendly troops. The 

barrier plan information should cover an average 

14 
area of 10 kilometers on both sides of the 

boundary. This could be accomplished by sending 

information copies of the regular barrier reports to 

all concerned, by liaison officers or liaison teams at 

coordination points. Secondly, the shortage of 

combat engineer troops forces austere measures to 

be taken. In other words, one minefield may be 

sufficient to protect the flanks of two adjacent 

divisions. The necessity to maintain contact between two adjacent engineer battalions or division 

engineers is very important but difficult to 

achieve. The headquarters of the battalions are 

often located too far from each other to maintain 

radio contact. In addition, the "official communications channel" is ineffective because the traffic 

travels from the U.S. combat engineer battalion 

to the U.S. division -- U.S. corps - Allied Army 

Group - German corps -r-' German division to the 

German engineer battalion. It is also unwise to 

rely on the use of courier-officers between the 

adjacent division headquarters, because there is 

no regular schedule for them. An adequate way to 

communicate seems to be with the use of the 

point-to-point telephone line, which is usually 

installed between adjacent division headquarters. 

However, the division engineer has to share this 

communication line with all members of the 

division headquarters. A better way to accomplish 

the task is to exchange liaison officers with the 

appropriate communication equipment. The liaison officers can become the eyes and ears for their 

commanders and will have a personal interest in 

transmitting their messages and collecting information. The liaison officers can save time because 

they will be able to immediately answer most 

questions. 

Cooperation During Relief in Place 

The most serious problems in cooperation of 

U.S. and German combat engineers occurs during 

a relief in place. This relief can be caused by a 

complete change of fighting divisions or by a small 

shift in the corps boundary. 

If an American combat unit assumes the 

responsibility for a certain defense area from a 

Bundeswehr unit, there will be some obstacles 

that must be transferred. The responsible division 

engineers will be consulted by the planning staffs. 

The following steps are necessary: 

1. The outgoing engineer commander is re ­

sponsible for informing the incoming engineer 

commander about the actual barrier situation by 

means of the barrier plan. This briefing should 

include: 

• location,	 current status and markings of 

completed barriers 

• units responsible for the obstacles
 

• officers authorized to close or to fire
 

• obstacles not completed
 

• planned obstacles 

• prestocked munitions
 

tactical purpose of each obstacle
 

2. This information will assist the incoming 

division in making the decision on how to fight the 

battle in the transferred area. Based on that 

decision a warning order will be sent to the 

engineer units to effect the transfer of the obstacles. 

3. A representative for both the incoming and 

outgoing engineer unit will meet to coordinate the 

transfer. They will normally discuss the following 

items: 

•	 the schedule for the transfer 

• methods for the delivering unit to recognize 

the correct receiving unit (authorization) 

•	 how to report the completion of transfer 

The outgoing engineer delivers the target 

folders for planned obstacles and the updated 

barrier plan. It is recommended that the headquarters be collocated until the transfer is completed. 

Transfer of Minefields 

The transfer of minefields is facilitated by the 

use of the NATO standardized DA Form 1355. 

The form contains most of the data the incoming 

engineer unit needs to know and is prepared in 

five copies. One copy should go to the unit that 

has the responsibility for the minefield (this is the 

copy that will be transferred to the incoming 

American engineer unit); the second copy will 

remain at the German engineer company which 

created the barrier; the third and fourth copies 

will be forwarded by the German division and 

corps engineers to their American counterparts; 

and the fifth copy will be forwarded through the 

official channels to the highest national authority. 

The minefields will be established with German 

mines. Consequently, if a lane is to be closed by 

the incoming American unit, the unit must be 

trained in the use of German mines. This will 

present a problem for REFORGER combat engineer units. Therefore, it is recommended that 

these units close the lanes with American mines. 

However, this must be noted on the DA Form 

1355 and be sent through channels so that all other 

copies of the form may be updated. 

During the transfer, the American unit should 

also be prepared to install it's own lamps and signs 

because the German engineer units will probably 

take their equipment with them. 

15 
-------- - --- -

Bridges, Roadcraters, Abatis 

If charged demolitions must be transferred 

additional problems can be expected. If a target 

folder is used it should contain a demolition plan 

which can facilitate the translation. Another 

aspect of the problem is the incompatibility of 

equipment. For example, the Bundeswehr engineers use a different blasting machine and firing 

wires of different rheostat than the Americans. 

They usually use a combined electric/nonelectric 

firing system. They also use a primer cap which is 

not used in the American army. American comba t 

engineers using the German system would experience difficulties in testing the functional capability 

of the system, in arming the system (safe to 

armed) and finally in firing it. If additional 

training is not possible, the best solution would be 

to replace the German firing system with the 

American system. 

Most demolitions require additional mine -laying 

to close gaps around the created obstacle and to 

hamper the enemy engineers attempt to breach it. 

The German mines would have to be changed if 

the American unit has not been trained in the use 

of them. 

The Language Problem 

With very little training experienced engineers 

would be able to cope with the differences in the 

Allied equipment. However, the problem which 

will defy a satisfactory solution. even for trained 

engineers, is the language. The actual transfer of 

obstacles will be handled by platoon leaders. The 

average German platoon leader does not speak 

sufficient English. and the average American platoon leader, in spite of the recent language 

training programs, does not speak enough German. 

As mentioned above, the DA Form 1355 or the 

NATO target folder will be used during the 

transfer procedure. The present version of the 

form that is used in the Bundeswehr is bi- or 

tri-lingual; thus, some help is at hand. 

A big improvement would be to develop a 

multilingual transfer folder. Since the transfer 

MUST be completed by a written receipt, why not 

use that to report all significant information on a 

bilingual checklist? This form could assist in 

solving other problems. For example, it could 

provide the incoming engineer some type of 

authentication recognition. The delivering platoon 

leader would know that the soldier in a different 

uniform asking him for his blasting machine keys 

is in fact the authorized person. The recognition of 

his battalion or brigade commander signature on 

the transfer folder would solve this authentication 

problem. Another problem that could be solved 

with the proposed transfer folder is that of 

authorization to fire a demolition. Field manuals 

for both armies say that the outgoing commander 

is in command during the relief in case of an 

enemy attack. However, the incoming American 

engineer platoon leader will have a STANAG 2017 

Annex A (Orders to the Demolition Firing Party 

Commander) signed by the incoming American 

brigade commander and installing a chain of 

command for each particular demolition. But, this 

order remains invalid until the relief of the entire 

area is completed and the responsibility has been 

formally turned over to the incoming brigade 

commander. It would be an ineffective solution to 

provide STANAG's 2017 Annex A, just for the 

time of the relief. Therefore, the transfer folder 

would be an appropriate vehicle to fill the gap. 

The outgoing commander could use it to order the 

outgoing engineer unit to transfer it's firing 

orders. Likewise, he could direct the incoming 

engineer unit to use the firing orders of it's 

predecessor for a limited time or until it receives 

orders to destroy it. Then the incoming American 

combat engineers would use the new orders. It is 

obvious, that a decisive and irrevocable order as 

the order to fire a brigade must be given in 

written form. Thus, the transfer folder would be 

the most simple method during the relief in place. 

Summary 

If the NATO forces in central Europe are 

attacked the task performed by the combat 

engineers will undoubtedly be the key factor that 

will allow those forces to hold until reinforcements 

arrive. Thus, the cooperation between the American and German combat engineers is imperative. 

Even though the problems discussed in this article 

were focused on the relationship between the 

American and German engineer units they are 

equally valid for other NATO combat engineer 

units that will be employed in Germany. Consequently. we cannot afford to wait for high level 

solutions to the problems, we must act now 

because interoperability must be achieved prior to 

hostilities. The solutions to these problems can be 

achieved through cooperation and training at the 

working level. Therefore. all combat engineer 

units entering Germany should be encouraged: 

•	 to contact the district chief engineer and his " 

Wallmeister groups 

•	 to take advantage of all opportunities to 

become experienced with German mines 

and demolition equipment 

•	 to make quick contact with adjacent German 

engineer units to confirm agreements of 

cooperation 

16 
STOPPIN
 

A dreadful roar filled the valley, inspiring awe 

and fear in the men who waited in silence on the 

slopes. Eyes strained to pick up the first movement, but smoke and fog combined to frustrate 

detection. The roar was louder now, the clatter of 

the tracks discernable from the heavy whine of the 

engines. Then through patches of haze they came 

into view - dozens of enemy tanks, wave upon 

wave, screaming down the small valley in a violent 

and headlong dash to th eir object ive at the other 

end. At their high r ate of speed, they would be 

past the defenders in a matter of minutes. There 

were so many, they literally filled the valley. 

Could they be stopped? 

The defending Task For ce opened fire first 

with their M60A2 and M60Al tanks, then with 

their TOWs and Dragons. Wher e were those 

Cobras? The enemy force was moving too fast, 

their numbers too great. Their momentum had 

carried them to within hundreds of meters of the 

foremost defenders. Then they hit the ditch . 

The surpr-ise was evident; the ditch had not 

been reported by their reconnaissance parties the 

night before. Some stopped, looking frantically for 

a gap. Others probed the ditch, some cautiously, 

some aggressively. Succeeding waves came to a 

halt - keeping a distance from the previous wave, 

not bunching up - a tribute to their discipline. It 

became a turkey shoot now, the defenders continued to pour down their deadly fire. Now the 

artillery was coming in with devastating effect. 

Some tanks tried end runs, but the ditch sprawled 

across the valley floor, leading them to death at 

point blank range on the flanks. A few tanks 

br oached the ditch; their bare bellies rising high in 

the air as they cleared over the mound of spoil. 

They were inviting and vulnerable targets to the 

exp ectant anti-tank gunners. The area had become 

17 
a killing zone. The engineers had done their job. 

Stymied by the ditch and decimated by direct 

and indirect fire, the attackers moved back with a 

final burst of smoke. Once again the defenders 

strained for visual contact. The artillery was 

caned off. The Task Force began to move to 

maintain contact. Now the TOW-Cobras came to 

join in the pursuit. The whole encounter lasted 

but for a few minutes - quick and deadly. The 

careful planning of the Task Force Commander 

had paid off with a successful defense by his 

combined arms team - armor, infantry, artillery 

and engineers. They had fought and won the first 

battle of the next war. 

The description of the above "battle" (with a 

little poetic license) was typical of a scene 

repeated several times by the forces of the 3rd 

Armored Division at Hohenfels in the summer of 

'76. Maneuver battalions and the divisional engineer battalion were "taking their ARTEPs:' The 

ARTEP (Army Training and Evaluation Program) 

provided these battalions the opportunity to 

demonstrate their training in a combined arms 

environment under the scrutiny of evaluators. 

The "enemy" was the divisional Armored Cav 

Squadron reinforced. The artillery was simulated 

as was the "deadly fire:' The ditches were real, as 

was the laughter of the engineers on the slopes as 

they watched the armored attacks growl to a halt. 

The ditches had not been there the "night before;' 

but were constructed across the 400-600 m valley 

in the early hours of the operation while the 

opposing forces were reconnoitering farther to the 

fron t. The training benefits were numerous and 

significant . 

BAN G i Tha t vuln erabl e bell y ls ex posed 6 1010 limes during a 

cross ing . 

ATTAC KING THE DITCH BY RAMMING. Th e gun ls slewed . 

Dilch ts lo a deep for enemy 10 lurn it into a du o in firing 

position . 

Benefits of Anti-Tank Ditches. Some of the salient 

advantages of this easily-constructed obstacle are: 

• Minimum logistic support required (vis-a-vis 

a minefield for example). We employed a D-7 

dozer and 2J

12 CY scoop-loader team. With full 

fuel tanks they can work all day or all night. No 

big haul requirements. 

• Puts a physical obstacle where there was 

none, converts an open avenue of approach into a 

kill zone, or can serve to channelize the enemy. 

It can be emplaced during times of tension without 

danger to the civilian populace. 

• Strips away enemy mine-clearing attachments (i.e. plows and rollers). Therefore, the 

anti-tank ditch is especially effective when combined with mines on th e friendly side - a real 

combat multiplier. 

• Gre at for peacetime training - no need to 

simulate. 

Combined arms team learns to appreciate 

t he capabilities of one of its members - the 

comba t engineers. 

Team acquires the good habits of coordinating the location of obstacles, direct and indirect 

fire plans. security and logistic support. SOPs are 

developed, CEOIs are checked, signals agreed 

upon. 

18 
RECTANGULAR ANTI -TA NK DIT CH are better than triangular in clayey soil , but tou gher to counter attack across. 

Engineer capabilities become a vital part 

of the technical plan in both defense and offense. 

The defending commander plan s his defense largely ar ound emplacing the obstacle/barrier. "How 

long will it take to get that ditch across the valley? 

How many mines can we get behind it? We need 

it by BMNT!" Similarly on offense - "When we 

countera ttack, put those CEVs and tank-dozers up 

fron t to breach t hat ditch ASAP:' 

During t he ARTEPs, engineer resources were 

in constant demand by both t he aggressors and 

th e defenders - as it should be! The anti-tank 

ditch made believers out of the maneuver elements. No armored force wor th its salt would stop 

in full attack for a strip of white "engineer" t ape. 

But they don't run over an anti-tank ditch . 

Planning Factors. Time of emplacement will vary 

with type of soil. In t he rock y, clayey soil at 

Hohenfels, we found that two dozer scoop-loader 

t eam s (4 vehicles) could dig 400 to 600 m of ditch 

in 2-3 hours. 

The deeper the ditch the longer it takes a tank 

to defeat it (by ramming the walls and breaking 

them down). A 1.2 m rectangular ditch provided a 

good two minutes of delay; a 1.5 m more gave about 

five minutes. The tactical play of the problem 

usually limited us to sh allower depth because of 

the press of time. In the counterattack, the ditch 

delays the fri endly force by about a minute. Less, 

if CEVs and tank-dozers are up front to breach by 

pushing in the spoil. 

Conclusion. The anti-tank ditch is not the answer 

to the combined arms teams's pr ayer; it does not 

have (by itself) the awesome lethality of a 

minefield, nor is it as formidable as a blown 

multi-span bridge at flood-tide. It is an important 

tool for the combat commander and his engineer. 

It is a combat multiplier t hat can turn the tide of 

battle. It is th e most realistic peacetime tr aining 

obstacle that the combat engineer can provide for 

his combined arms team. Use it - you'll have fun! 

19 
~[]r:JPLJTERS
 

f[]R THE 

John E. Burk e 

The computer age has been with us for more 

than a quarter of a century. The minicompter has 

stormed the markets during the last ten years. 

The Artillery, Signal, the Adjutant General, 

Finance. and the Quarter Master Corp, and others 

are well ensconced in the automation of their 

work. Where are the Combat Engineers? 

There are Combat Engineers who don't appear 

to believe that the computer age is here to stay. 

Others don't believe the computer can be trusted 

to calculate the answers to mathematical problems 

without human intervention. There are some who 

believe they can do those calculations just as fast 

and accurately with the hand held calculator. 

Then there are others who feel Engineers should 

not jump on the band wagon of every new 

development on the market. In an age in which 

computers do calculations with electronic speed, 

military engineers must influence the action by 

identifying what is needed. This isn't to say that 

there have not been efforts to automate the 

engineer battalions in the past. In fact, at the 

urging of the Engineer School, a battalion minicornpter was fielded in 1972 for testing with the 

24th Engineer Group in Germany. The test was 

incomplete because the computer was not really 

tested at the battalion level. It was found 

however, that the need for a computer at the 

Engineer Group was a must, but the project died. 

Currently through the efforts of the TRADOC 

Engineer. a WANG minicomputer is to be tested 

by the 20th Engineer Brigade at Fort Bragg, N.C. 

to determine its usefulness in the Engineer 

Combat Battalion. Two WANG computers were 

delivered to the Engineer School on 8 April 1977. 

They are being shaken down. Programs are being 

written. Operators and systems analysis are to be 

trained in Basic Language and other subjects 

associated with the use of these computers. 

20 
The Armor Engineer Board is charged with 

preparation of the test; the Engineer School with 

the writing of programs and documentation and 

the 20th Engineer Brigade with the actual field 

testing. The Engineer School will monitor the 

programs, making corrections as the battalions in 

the field identify the need. 

The minicomputer can be used also for tasks 

performed by Combat Battalions that require 

computations. Some of these tasks are planning 

for minefields, barriers, and river crossings. The 

minefield program could identify various densities 

for anti-vehicle and anti-personnel mines, keeping 

track of the number of each type needed, and the 

number of each available and provide several 

options within the resources. The barrier program 

would do the same thing with the added features 

of providing information on the various materials 

available, the amounts available and the amounts 

needed to include transportation requirements. 

The river crossing program could keep track of 

river crossing resources, where they are located 

and the numbers of crossing vehicles needed etc. 

There are other areas of application such as 

input data preparation for Siderpers, CSSS and 

other systems. The minicomputer could be used to 

update and print recurring reports, and to prepare 

requisitions for the S-4. It could be programmed 

to punch cards, used by many army systems as 

input media, thereby eliminating an error prone 

middle man key punch operator. Some will say 

that minicompters used in such roles conflict with 

or duplicate other systems. Actually it would 

improve the input to these systems by elimination 

of the intermediate steps that breed errors. The 

minicomputer can be handled by anyone with little 

or no prior computer experience. The programs 

are generally written in a computer language 

called Basic . Officer attending the Advanced 

Course at the U.S. Army Engineer School have at 

least a working knowledge of the language. Most 

programs will be on the minicomputer when it 

arrives at the unit. The only modifications that 

might be needed would be those to suit the tasks 

of the individual commander or staff. Maintenance 

of computer equipment is usually by replacement 

such as in the Tacfure system where defective 

components are isolated and the entire defective 

circuit board is replaced 

The testing of the WANG minicompter will 

probably duplicate a lot of the work done in 1972, 

but the movement is a step in the right direction. 

Hitching our future capabilities to the WANG mini 

should not be the aim of the test. The aim is 

improving the status quo by using a minicomputer 

which would increase our usefulness as military 

engineers and place us in the position of being able 

to provide our input to tactical plans with speed 

equal to that of the other branches, as well as an 

ability to probe more options. 

What is needed now is an objective look at the 

possible applications by the Engineer Combat 

Battalion in the field and to make these uses 

known to the Combat Developments Directorate 

at the Engineer School. Whether engineer battalions have access to a computer or not, their 

ideas on the various uses for a minicomputer 

should be useful for this test. 

How the minicomputer can be utilized best still 

requires some thought and imagination on the part 

of military engineers everywhere. Its applicability 

to engineering design problems is obvious. Where 

it may take several hours, days, weeks or months 

to complete a design project, a good computer 

program can generate several different design 

options in a matter of a few seconds, minutes or 

hours depending on the complexity. Its uses in 

construction management are also well understood 

and used today by civilian firms and other 

services. (The Navy provided minicomputers to 

two of tis C.B. Battalions more than a year ago.) 

The minicomputer is not a multimillion dollar 

monster that occupies a room the size of a gym, 

which requires air conditioning, Mega Watts of 

power and a babysitter. On the contrary it is 

amazingly small, occupies about a 3' x 5' desk top 

and runs on a regular 110 volt current. It can 

operate in the same temperature range in which 

the human body can operate comfortably. When 

not in use can be turned off with little fuss than is 

normally experienced with a well behaved electric 

typewriter. The cost? Well, that like buying a new 

car - it depends on the options. For engineer 

needs the cost would probably run between $15,000 

and $30,000 each. 

Mr. John E. Burke retired from the US. Army 

Corps of Engineers as a Lieutenant Colonel in 

June 1960. He joined the US. Army Engineer 

School as an instructor in Construction Management. He introduced CPM, PERT, Automatic 

Data Processing subjects and other management 

tools into the school curriculum. 

He has served as Chief of the Engineering 

Management Branch, Department of Military 

Engineering since December 1964 to date. He 

has been the recipient of many outstanding awards 

and the second higest civilian award-the Civilian 

Meritorious Service Medal for his contributions to 

the Engineer School. 

He is a graduate of the George Washington 

university, holding a Bachelor of Arts degree and 

a Masters of Science in Public administration with 

area of concentration in Automatic Data processing. 

21 
22
 
The divisional engineer battalion has long 

played a vital role as a key element in the 

combined arms team. Within our capacities, as 

dictated by the organic engineer equipment 

present in the various type divisional engineer 

TOEs, we offer a wide range of capabilities to 

enhance the effectiveness of fighting units. 

However, recent advances in warfare technology 

have stimulated much reflection on our combat 

engineer system and how it can best contribute to 

the battle. The results of such reflection can be 

seen in examining the restructed Armored Division and its reconfigured engineer battalion, to be 

tested later this year at Fort Hood, Texas. 

The recognized need for a restructured division 

lies in the dramatic changes in the complexion of 

the modern battlefield brought on by the continuing development and refinement of materiel, 

tactics and techniques by NATO and Warsaw Pact 

forces. This translates into heightened mobility 

with an emphasis on quick penetrations and shock 

effect; increased firepower due to massed armor 

formations and improved weapons technology; 

greater need for cover and concealment to avoid 

detection by more sophisticated surveillance systems; a lethality of weapons systems previously 

incalculable, and a war or conflict of possible short 

duration (prompting the "win the first battle" 

philosophy which dictates our current doctrinal 

re-evaluation}. The proposed division features a 

greater number of smaller sized maneuver battalions with additional firepower integral to the 

division . It is an attempt to optimize and integrate 

the new weapons systems coming into inventory 

with the tactical concepts for modern warfare, The 

ultimate goal is to maximize firepower forward at 

the right place at the right time. 

To assess the engineer role in this changing 

battlefield scenario, we will look at it through the 

conceptual framework of the division combat 

engineer system. This combat engineer system is 

comprised of all divisional and corps engineer. units 

located in the division area. It contains those skills 

and equipment necessary to enhance the division's 

mobility, survivability, to counter mobility of 

opposing forces, and to accomplish general engineer work in the division area. The combat 

engineer system must be employed as far forward 

as possible to enhance the ability of the maneuver 

ba ttalions to meet any engagement successfully. 

This cal1s for highly mobile engineer units with a 

capability of providing a flexible, quick, and 

effective response. Speed is of the essence!

·e Modifications to the organic equipment found in 

lethality of the engineer system has increased 

significantly. This will be examined in more depth 

later in the article. 

The principal missions of the division combat 

engineer system are: MOBILITY. COUNTERMOBILITY, SURVIVABILITY, and GENERAL 

ENGINEERING. 

MOBILITY: Reducing or negating the effects 

of natural or manmade obstacles to improve 

movement of maneuver units and critical supplies. 

The mission demands quick and expedient 

methods to clear the way. The combat engineer 

vehicle (CEV) must be well forward, particularly 

when fighting in built-up areas. The complete 

removal or reduction of large obstacles will be the 

responsibility of follow-on engineers; the forward 

engineers must keep pace with their supported 

maneuver units to ensure continuous mobility. 

COUNTERMOBILITY: Impeding the enemy, 

providing time, space and protection to friendly 

forces through the employment of obstacles. 

Although some obstacles are designed to destroy 

targets, most will be to enhance or complement 

other weapons systems. With the advent of the 

Family of Scatterable Mines (FASCAM), the 

nature of obstacle employment has been significantly altered. The most effective means today 

and in the forseeable future of achieving countermobility is by reinforcing the terrain through the 

use of mines. Other obstacles producing means 

are planned for and emplaced as time and available 

resources permit; however mines are the single 

most effective means. The limited number of 

infantry and armor troops actually available in the 

emerging division organization to accomplish all 

combat missions demands that engineers must 

assume added responsibility in countermobility 

tasks. F ASCAM makes this possible. (Figure 1) 

F ASeAM provides "dynamic" obstacles having 

specific active lives before self-destruction which 

can be delivered in front of an advancing enemy by 

helicopter, ground dispensers, artillery. rockets, or 

ground units. It must be remembered, however, 

that FASCAM will not obviate the need for 

conventional minefields and other obstacles. The 

planning for and advice on the employment of all 

mine systems will still be the responsibility of the 

engineer. regardless of the method of delivery or 

execution. 

Countermobility will also be achieved by the 

contruction of strongpoints to deny key terrain to 

the enemy. Strongpoints may be platoon to 

battalion size, and the engineer must in their rapid 

preparation. 

the proposed divisional engineer battalion, as well SURVIVABILITY: the development of proas altered organizational structures, reflect this tective positions. Engineers will provide the 

flexibility and mobility. At the same time, the technical assistance and equipment to the forward 

23 
SYSTEM 

FASCAM CHARACTERISTICS 

DELIVERY APPROX. MINEFIELD SIZE 

M5 6 

ADATM/A DA P M 

G E MSS 

SL UM IN E 

G ATO R 

M O P M S 

HELICOPTER <UH 1H) 

155 MM HOWITZER 

TOWED DISPENSER 

ROC K ET ON M5,j8 

NAVY I A F AI RC R A F T 

HAND 

20 X ( 100 to 300) METE RS PER SORTIE 

250 X 350 METERS PER 12 ROUNDS 

60 X 1000 METERS PER LOAD 

300 X 1200 METERS PER 30 TU BES 

AL TITUDE AN D SP E E D DEPENDENT 

35 x 75 METE RS 

ADATM : AR T ILL E R Y 

ADAPM : A RT IL L E RY 

DELI VERED AN T I.T ANK MINE 

D E L IVE R E D AN T I PER SONNEL M IN E 

GEMSS : GRO U N D E MPLA CED MINE SCATT ER I NG SYSTEM 

SLUMINE : SU R FA CE LAUNCH UNIT M IN E 

MOPMS: MODULAR , <= PA('k'<=D <Y STEM 

F IGURE 1 

divisional units in creating defilade positions and 

protective shelters. Due to improved surveillance 

techniques possessed by the enemy, proper camouflage and concealment become more critical than 

ever before. The active defense will require the 

engineers to provide for quick, yet well concealed 

movement within friendly lines . To maintain 

favorable combat power ratios, the survivability of 

vital weapons systems and personnel must be 

ensured. The upcoming Universal Engineer Tractor (UET) will provide engineers with a must more 

responsive and less vulnerable earthmoving capability for digging in units. Since the emphasis of 

division engineer units will be on the preparation 

of forward defenses, corps engineer assets must to 

tasked to dig in the remainder of the division area. 

GENERAL ENGINEERING: providing sup ­

port to units and activities in the brigade and 

division rear areas. This will be the prime 

consideration of corps engineer units. Among 

their duties will be maintaining essential supply 

routes, replacing assault or blown bridges with 

tastical bridging, installing POL pipelines, conducting ADM missions, and developing forward 

support areas for rearming/refueling. 

Although these are the "engineering" missions 

of the division combat engineer system, engineer 

units also have the mission to fight as infantry. 

This has been and continues to be, one of our 

missions. However, due to the loss of essential 

engineering capability in the division forward 

area, engineers should be committed as infantry 

only when the tactical situation deems it necessary. Such occasions are more probable in the 

defense than in the offense. The engineer unit has 

limited inherent fire power (the main anti-tank 

assault weapon system will be the M47 DRAGON, 

assigned two per line platoon). This calls for 

further augmentation from division assets such as 

indirect fire support, forward observers, tanks, 

and additional anti-tank weapons. It is more likely 

that specific engineer companies or elements will 

be committed to infantry combat operations of 

limited area/mission, rather than the entire battalion as a unit, and unit integrity will be 

maintained. 

Now we will analyze the actual division engineer organizations as they will be tested in the 

restrueted Armored Division. The 1977 model 

(Figure 2) is based on equipment and weapon 

systems presently found in the engineer inventory. reconfigured to best accomplish the missions 

of the division combat engineer system. The 

1980's Figure 3 model illustrates the integration of 

several currently-projected weapon systems and 

items of equipment to be fielded after 1980. 

Analysis of the two models indicates a number 

of salient features about the engineer organization's future capabilities and concept of operation. 

Major aspects of change include: 

The elimination of a bridge company and some 

heavy equipment items currently found in the 

TOE 5-145H series. Except for the AULB, all 

bridging and rafting capability has been shifted 

from the division combat engineer battalion to 

Corps units. (Each armor battalion in the heavy 

24 
I 

'f 

'I 

1977 MODEL 

ENGINEER BATTALI ON 

rn 

I 

HHC 

PERSONNEL OFF 

TOE 5· 835T 

MA INT DET rn 

WO EM AGGR 

- 37 1 731 769 

1 2 101 104 

38 3 832 873 

COMPANY TO E 5-837T 

rT1 

I 

••• (5 ) ... 

SPT 

I 

PLT HQ 

..
 

M /CM 

..
 

EQU IP 

AGGR 

211 

CO HQ 

CAR R IER M577 

5 ENGR PLT 

15 CARRIER M113 

5 LOADER 21/2 CY 

10 DUMP TRUCKS 

5 CEV 

5 D7 DOZERS 

5 lOT TRACTORS 

5 25T TRA ILERS 

BATT ALION 

M A INT DET 

TOTAL 

ENGINEER 

I 

CO HQ rn 

I 

1(3)

• 

PLT HQ rn 

PERSONNEL OFF WO EM 

8 0 203 

SUPPORT PLT M/CM SEC 

2 AT MI NE DIS (M 57l 

1 AVLB 

3 CARRIER M548 

(2 M17 3 ROCKET PRO· 

PELLED LINE CHG ) 

EQUIP SEC 

1 TR ACTOR 01 

2 LOAD ER 2'-'2 CY 

2 BARRIER 

F IGU R E - 2 

division has two AVLB's.) 

A slightly lower battalion strength (the present 

TOE 5-145H level I personnel strength is 984 

men ), yet considerably larger company-sized units. 

Reconfiguration to three line companies, each 

having five line platoons and one support platoon. 

A line platoon will have three 8-man squads. This 

has been done to facilitate the integration of 

engineer capabilities with th e proposed five 

maneuver battalions of a heavy division brigade. 

It allows normal association of one engineer 

platoon per maneuver battalion, thus enhancing 

the relationship with the integration of division 

engineer units and their maneuver unit counterparts. The engineer assets may be shifted at any 

time to meet critical situations within the division 

forward area. The support platoon, divided into a 

mobility / counter rnobilit y section and an equipment section, will provide needed equipment and 

systems to the line platoons on a task basis. 

Lessening of generalized engineering roles for 

the divisional combat engineers. In the mobile 

battlefield, particularly the active defense, the 

volume of engineer tasks in the forward area, 

demands the utilization of all engineer assets in a 

direct support role. (Engineers will be attached to 

maneuver units only when time and/or distance 

factors prohibit control by the parent engineer 

unit.) Corps engineers will undertake most general engineer missions in the division area. As a 

result, a minimum of two Corps combat battalions 

can be expected to be located forward of the 

division rear boundary; an additional Corps combat battalion and one combat heavy battalion in 

the Corps area will be allocated for each committed division. However, there will be only one 

point of contact for all engineer systems employed 

in the division, the division engineer. 

A more specific role in mobility/countermobility. The addition of GEMSS, SLUMINE/ 

SLUFAE, and the UET in the 1980's will further 

enhance the engineers' capabilities to perform this 

mission. 

An increase in number of CEV's to the line 

companies, for enhancing defense, assaulting fortified positions and bunkers, clearing rubble and 

other obstructions, and for limited slot dozing. 

Greater cross-country mobilit of engineer units, 

primarily with the addition of the UET. This will 

allow the engineers to keep pace with the 

maneuver elements with improved survivability. 

Although dozers, bucket-loaders, and dump trucks 

possess cross-country movement capability to 

some degree, they do put constraints on the 

mobility of engineers units. The UET of the 1980's 

model greatly solves the current problem. 

The consolidation of all battalion organization 

maintenance under an Ordance Maintenance De25 
ENGINEER BATTALION TOE 5.835T 

rn 

I 

HHC MAINT DET fT1

PERSONNEL OFF WO EM AGGR 

BATTALION 

MAINT DET 

TOTAL 

37 

1 

38 

1 

2 

3 

704 

94 

798 

ENGINEER COMPANY TOE 

I 

I 

.: . 

CO HQ rn II 

I 

PLT HQ 

PERSONNEL OFF 

8 

WO 

0 

EM 

194 

SUPPORT PLT MlCM SEC 

2 SLUFAE/SLUMI NE 

2 GEMSS 

742 

97 

839 

5.837T 

AGGR 

202 

. .


SPT 

I 

PLT HQ 

M/CM* 

EQUIP 

1 AVLB co HQ 

3 CARRIER M548 CARRIER M577 

EQUIP SEC 5 ENGR PLT 

1 UET 15 CA R R IE R M113 

2 LOADER 2% acy 10 UET 

2 E XCAVATORS** 5 CEV 

* M/CM - MOBILlTY/COUNTERMOBILITY 

** PRECISE CONFIGURATIONINOT YET IDENTIFIED 

tachment, whick will retain company support 

teams for the engineer companies. Company team 

maintenance operations will be limited to organizational services, minor repairs, battlefield 

recovery, and evacuation. 

The removal of all water purification teams 

from the division engineer battalion. Supplying 

potable water to the division will be the responsibility of DISCOM elements, supplemented by the 

Corps of Engineers Water Supply Company as 

needed. 

Removal of the equipment platoon from the 

headquarters and headquarters company of the 

division engineer battalion made possible by the 

addition of a support platoon to each line company, 

and the removal of most heavy equipment from 

the battalion. 

The removal of all Atomic Demolition 

Munitions (ADM) missions from the division 

engineer battalion. This responsibility will be 

assumed totally by the Corps ADM Company. 

The addition of a division support element from 

the theatre army topographic battalion, collocated 

with the ADE at division headquarters. This 

element will be responsible for providing military 

geographic information to the division. 

Brief mention should be made of the several 

new weapon systems and equipment items to be 

introduced in the 1980's as organic to the division 

combat engineer battalion. This will serve to 

enhance the reader's perspective of the vastly 

expanded capabilities and combat engineer system 

will soon possess. 

SLUFAE: A fuel-air explosive which will 

increase the engineer's capability to rapidly breach 

minefields and enhance maneuver, and to attack 

bunkers and built-up areas. A launcher containing 

30 tubes will be mounted on the M548 cargo 

carrier. It has a maximum range of 1,000 meters 

and breaches a path 8 meters wide by up to 300 

meters long. 

SLUMINE: A dynamic mine emplacement 

system capable of placing self-destructing mines 

into enemy-held or contested terrain. SLUMINE 

utilizes the same launcher as SLUFAE. With a 

delivery range of up to 5,000 meters, SLUMINE is 

capable of emplacing a minefield 300 meters by 

1,200 meters with a single salvo. Thus it provides 

the engineer the ability for very rapid mine-laying 

response to a critical tactical situation. This system should be fielded in 1981; there is no present 

substitute for SLUMINE. 

F IGU R E - 3 

26 

r 

GEMSS: A system which will rapidly emplace 

anti-tank and anti-personnel mines in areas controlled by friendlv forces. Mounted on a modified 

M-794 trailer, (see below) GEMSS consists of a 

drum containing 800 mines, and can lay a minefield 

strip 60 meters wide by 1,000 meters long per 

drum load within 15 minutes. Minefield composition can be pre-set by the loaderts). 

MOPMS: A mine disp ensing system for hasty 

protective minefields, to close gaps and lanes, and 

to point mine obstacles: MOP MS will be part ot 

th e basic load of all units, and is expected to re ach 

the field in 1982. Each box will contain 20 antitank and 10 anti-personnel mines, designed to 

create a minefield up to 35 meters by 70 meters. 

Other F ASCAM systems expected by the 

1980's, not organic to division engineer units but 

which come under the planning guidance of the 

engineers, include ADAPM/ADATM and GATOR. 

These systems all utilize self-destructing mines 

delivered by artillery or high performance aircraft. 

The M-56 helicopter-delivered mine dispensing 

system, currently available, will also be continued. 

28 
UET: Will provide a highly mobile earthmoving capability, used for the preparation of 

battle positions and strongpoin ts, and for improvement of combat rou tes and trails. It will r epl ace 

the scooploaders and dump tr ucks in the line 

platoons. and the D7 dozers in the suppor t 

plat oons. Th e UET will make the engineer pla toon 

of the 1980's more compatible with the man eu ver 

tas k forces for cross-country movement. 

Ther e is no guaranttee that the r estructured 

Armored Division in its present untested form has 

optimized the fun capabilities of the various 

weapons systems and organizations comprising the 

combined arms team. Only with ex tensive evaluation , field testing and adjustments to the structure, will that question be answered . Likewise 

t her e may be modifications made on tne OlVISlOII 

combat engineer system, as it has been defined 

and des cribed in this article. Some real issues to 

be evaluated include command and control relationships between support ing and supported 

units, int er action of corps and division engineer 

assets (with cor ps now r etaining almost all bridging capability), and the de gree of mobility-countermobility-survivability afforded by the engineers. 

Thes e questions will take considerable time and 

extensive field-testing to be accurately answered. 

What can be guaranteed, however, is that the 

combat engineers will continue to influence the 

course of future battle. 

29 
I

I

I 

I 

Late this year the most significant development 

in engineer obstacle support capability since World 

War II will reach field units. The MI80 Demolition 

Cratering Kit will provide a rapid means of 

creating craters in any surface. A two man team 

can effectively crater a 30' roadway in twenty five 

minutes using the MI80 Kit; a task which normally 

takes a full engineer sq uad rr.ore than two hours to 

complete. 

The M180 Demolition Cratering Kit consists of 

an M2A4 shape charge, an M57 electric firing 

device, a warhead, a rocket motor. a tripod and a 

demolition circuit (Figure 1). The shape charge, 

firing device and warhead are permanently attached to the launch l~ of the tripod; the rocket 

motor and demolition circuit are connected during 

emplacement. Ignition of the rocket motor starts a 

chain reaction, moving the warhead down the 

tripod leg, actuating the firing device and, in turn, 

initiating the demolition circuit of the shape 

charge. The rocket motor drives the warhead into 

the hole blasted by the shape charge. At optimum 

depth, the delay-type blasting cap detonates the 

warhead to form a crater. 

The utilization of th e M180 Demolition Cratering Kit is a marked departure from the laborious, 

time consuming and logistically demanding conventional methods of subsurface explosive emplacement used by engineers since World War II . 

Development and testing of the M180 Kit 

began in 1963 at Picatinny Arsenal. Subsequent 

testing and evaluation was conducted at Fort 

Knox, Kentucky. Fort Bragg. North Carolina and 

Yuma Proving Ground. Yuma, Arizona, using a 

wide range of environmental conditions, soil types 

and kit configurations. Crews of varing experience 

and training were used to effectively evaluate the 

human factors engineering of the kit. The primary 

goal of the testing was to determine if the MI80 

Kit could consistently produce an effective crater. 

Doctrine defines an effective crater as one which 

denies passage to wheeled vehicles and forces 

tracked vehicles to make at least three passes 

while trying to traverse it. In order to meet this 

criteria, the test requirement further established 

that one MI80 Kit should be able to produce a 

crater fifteen feet in diameter and seven feet in 

depth with thirty degree side slopes. 

30 
la NITI:Il ASS EM 

TO IlASTIJfG MACHIN[ ­

OIl CONNECTOIl TO 

NEXT KIT 

~It ljT allA IN ASSEMILY - ' ,.- ­------­ -.-- . - T- DEIC / F UZE / ~T[CTOIl ASSEMILY 

...'ETY STMAMP 

L.&UNCH IlAILS .- _ _ ,-WAltHUD ASIE...LY 

140L8I t11 ..... 1 

TIt IPOD ASSEMILY 

5U PPOIlT LEG·­

SPIIUOEIII 

IIIOP£ -

I 

\ 

I 

I 

. i 

TO JUNCTION FOil" 

! TO 5 llIUl.TI- 1(1 T 

GftOUI' ~ATTEIIIN

... C/II'IEL(CTlIIICl 

M1l7'lftING D€Vla 

UUMCHLn 

D€MOLITIOII ClWCUIT 

\r " .0 U M ••LY 

,..,&4 AIlU'nlt ICltI W 

(lit .. CAl' I lION-lLICl 

.fA.. steAl'( D~

I 

I 

I 

\\ 

DE MOLITION KIT.CRATERING : XMI80
 FIGURE - 1 

31 
Testing showed that the M180 Kit was most 

effective when employed in a series of three or five 

kits. 

SAMPLE TEST DATA 

Number Depth Diameter Width Length Soil
 

of Kits (FT) 1F T ) 1F T ) ( F Tl Type
 

5.0 26.5	 Sandy Clay 

*1	 2.4 20.3 Sand 

1 77 25.9 Compact Clay 

1 7.2 25.0 Compact Cla y 

3 B.B 36.0 360 Sandy Clay 

3 67 31.0 24.0 Clay 

3 10.4 35.0 35.0 Clay 

3 B.O 32.6 34.4 Clay 

*5	 4.0 30.0 26.0 4 It of gravel 

over granite 

5 5.9 31.7 32.0 Sand 

5 13.0 42.0 39.0 Clay 

5 11.4 40.6 39.6 Clay 

*Failed to meet criteria for an effective cr ater . 

FIG URE - 2 

It was found that the size, shape and effectiveness 

of a crater is directly dependent on the soil 

conditions. While the M180 Kit can produce 

craters in all soil types, those attained when the 

kit was employed in sand or bedrock were not 

consider effective. 

The emplacement time during testing was 

excellent. The times for two man crews using 

packaged kits were 3-5 minutes for one kit, 15 

minutes for three kits and 25 minutes for five kits. 

.Further testing revealed that on-site times may be 

significantly reduced if kits are pre-assembled 

prior to arrival at the target location. In addition. 

use under blackout conditions had little effect on 

emplacement; extending the times by only three 

minutes for the five kit configuration. These rapid 

emplacement times were achieved by soldiers who 

had a basic working knowledge of conventional 

demolitions and a brief familiarization with the kit. 

No special expertise or training was required. 

One shortcoming disclosed by the tests was 

that the stardard ten cap blasting machine. organic 

to combat engineer units, was not sufficient to 

detonate a series of M180 Kits. Fifty cap blasting 

machines were needed to secure reliable results. 

As stated earlier, the test results showed that 

the M180 Kit was most effective when employed in 

ser ies against well compacted, cohesive soils . 'I'his 

includes its employment against asphalt and concr ete surfaces overlaying these type bases. When 

employed in a series, all kits are detonated simultaneously. It was found that a diagonal pattern 

acorss the surface produced the most effective 

craters. Proper employment of th e M180 Kit in 

standard three and five kit configurations is shown 

in Figure 2. 

32 

The M180 Demolition Cratering Kit's capability 

of quick emplacement allows for the rapid deployment of craters to enhance offensive, defensive and 

retrograde operations. Rapid employment of 

craters is not even considered using current 

techniques. Although no testing was conducted 

using the M180 for other missions, evaluators fret 

that it could easily be employed in a vertical mode 

against bunkers, tunnels and bridge abutments. 

The kits use ma y be limited only by the imagination of the using engineer. Field use and training, 

beginning this fall, will provide a great deal of 

information concerning its total capabilities. 

Th e M180 Demolition Cratering Kit does have 

sev eral significant advantages over the present 

system: 

•	 It may be rapidly emplaced by two soldiers 

(3-5 min/kit). 

•	 It is simple to emplace under blackout conditions. 

•	 Little training beyond a basic knowledge of 

conventional demolitions is required . 

•	 Its simplicity facilitates its use by nonengineer troops. 

•	 No surface preparation is required . 

•	 It requires 40% less explosive than current 

methods. 

•	 It can be pre-assembled for retrograde and 

reserve target use. 

•	 M180 craters are just as, or more, effective 

than those made by other means. 

• The M180 crater is a one-step	 operation. 

• All explosives are contained in one kit. 

The M180 Kit greatly enhances the engineer's 

ability to support operations on the modern battlefield . Full advantage should be made of this 

revolutionary cratering capability to stimulate all 

phases of the engineer support role. 

CPT Willis and CPT Sanford are currently 

working on Master of Science Degrees at the 

University of Illinois, Champaign-Urbana. They 

have both commanded Combat Engineer companies and are recent graduates of the Engineer 

Officer Advanced Course. 
A ME IN

The 918th Engineer Maintenance Company. Theron P. Snell 

Born to fill a need generated by Modern War. 

the 978th Engineer Maintenance Company was 

activated on 5 November 1943. From the beginning, the 978th was the product of a military 

checkers game. The cadre of enlisted men came 

from the 475th Engineer Maintenance Company in 

Iceland. One officer was assigned from the 972nd 

Engineer Maintenance Company, North Carolina, 

while Captain H. R. Farrell the company commander was assigned from the 567th Engineer 

Dump Truck Company in Illinois. This skeleton 

crew came together at Camp McCoy, Wisconsin 

where five more officers joined them from the 

Engineer School at Fort Belvoir. Some of the 

enlisted men needed to complete the TOlE 

dribbled in from various parts of the country. The 

roster was completed on 28 January, 1944, 

when 144 enlisted men dropped in from Camp 

Haan, California. The resultant company was a 

strange group of cast-offs, misfits and extra hands. 

The first formation at McCoy looked like a rainbow 

as it lined up. Among those in that line were 

ex-antiaircraft artillerymen, ex-tankers, Pacific 

combat veterans and even a few who had been at 

Pearl Harbor on 7 December 1941. 

By February, 1944, the company, under a new 

Captain, Harry H. Ingraham. finally gelled - not 

necessarily with unit pride - but they gelled . As 

a lieutenant in the Company wrote in 1945. there 

was a deep rivalry between line outfit men and 

engineer-trained men. Those who had seen combat or had had combat training thought combat 

should be stressed, while the Engineers saw the 

company mission as being one of highly trained 

technical support. Many men with line outfit 

ratings were promoted to technical ratings and 

then broken when they obviously couldn't play 

their new roles. The end result of this bickering 

was an elimination of line non-coms and the failure 

to achieve. the first time. an overseas fitness 

rating. 

Be that as it may. the 978th did do good work 

once th ey had the chance . As a newspaper 

recorded at the time. the 978th showed its mettle 

at McCoy when it repaired the post steam-shovel 

- utilizing the Company's mobile shops and 

testing its organization. Since. as Captain 

Ingraham said at the time, the job was similar to 

the jobs it would face in the combat zone. the 

978th learned a lot and settled into a fine working 

outfit. unified not necessarily by internal harmony 

but by the job they, as a group, had to do. 

The "job they had to do" was the maintenance 

of Engineer equipment and direct maintenance 

support of units actively engaged in combat. They 

did it while attached to the 1l04th Engineer (C) 

Group. XIXth Corps, 9th Army in Europe. The 

978th I2rovided this service not only for engineer 

units but also for Infantry HQs. field artillery 

units. medical units and others. Adapting itself to 

the needs of war, the 978th also performed duties 

ranging from transporting Allied POWs to evacuation centers to providing military government and 

being the initial occupation forces in towns bypassed by armored spearheads. The 978th proved 

to be born of modern war and completely 

adaptable to its needs. 

This is not to say that the 978th was a jack-ofall-trades. It wasn't. It was a highly skilled outfit 

that was able, because of the ability of its 

personnel, to meet novel situations and to come 

out ahead. In the process. the Company suffered 5 

wounded and earned a Meritorious Service Unit 

Plaque. as well as numerous commendations, for 

its actions during the Bulge, plus the Roer and 

Rhine River Crossings. .Its normal mission necessitated the Company's personnel working on their 

own - allowing the individual ability of the men to 

best be utilized. Moreover. crews of 3 to 10 men 

would travel all through Corps areas repairing, 

checking and servicing equipment. These crews 

woud be gone for days, thus putting them on their 

own. These independent missions gave the impression that the company was organized around 

the job. not its unit designation. In other words. 

the company, faced with small independent jobs, 

had to be made up of small and independent units. 

The cohesion came where it was needed - in the 

dedication to the job at hand and in the collective 

skill needed to carry it out. 

Finally, it should be pointed out that, while the 

outfit did not win the war single handed, it did 

perform a vital role in a modern army. Direct 

maintenance support of combat elements was 

needed if the mechanized, motorized army was to 

carry out its mission of defeating the enemy. The 

978th did that well. It was able to convert the 

potential draw-back of its checker-like origin into 

an asset as it trekked through Europe and into the 

Pacific. 

33 
EQUAL OPPORTUNITY PROGRAM 

The policy of the Army is to provide equal opportunity and treatment for its soldiers and t heir 

dependents. Equal Opportunity (EO) means equal consideration and treatment based upon merit, 

fitness , and capability. 

A policy such as this fosters teamwork and esprit de corps. To further contribute to this policy, 

the Army has revised its AR 600-21, "Equal Opportunity Program in the Army." 

GENERAL 

The revised regulation goes beyond focusing on race relations. It targets good relationships 

among all soldiers, regardless of race, color, sex, religion, age or national origin. 

The changes reflect a continuing interest in upgrading the Equal Opportunity Program . 

The regulation requires major commanders to become more involved in developing and 

carrying out their own EO programs. 

Besides active Army troops, the regulation also applies to members of the National Guard 

when called to active federal service. It also applies to members of the Army Reserve when 

serving on active duty, on active duty for training, or in an inactive duty training status. 

The training portion of the Equal Opportunity Program has been broadened to make it more 

adaptable to local situations and to strengthen relations among all groups. 

Commanders must tailor the tra ining to their units' needs and may use their own judgements 

as to the frequency, length, method, and the topics to be covered. 

RESPONSI BILITI ES 

The chain of command will be the primary channel for communications equal opportunity 

matters. 

The Deputy Chief of Staff for Personnel (DCSPER) at DA level has general staff responsibility 

for all plans, policies, and actions pertaining to the Army Equal Opportunity Program . The 

Director of the Office of Equal Opportunity acts as the principal staff assistant and advisor to the 

DCSPER. 

Commanders are responsible for training their units in equal opportunity, just as they are for 

other subjects. Members in the chain of command. including supervisors, will participate in equal 

opportunity sessions as instructors and discussion leaders. . 

Staff EO personnel will not be assigned further duties in other human development areas such 

as drug and alcohol abuse programs. 

The EO staff members will function as those of any other section w ithin the command. 

Command channels will be used in working with EO staff officers in the next echelon of command. 

AFFIRMATIVE ACTIONS 

Affirmative Actions are those efforts by the Army directed toward assuring that each soldier is 

afforded an equal opportunity to advance in his or her military career. 

Affirmative Actions include identifying and eliminating all discriminatory practices within the 

Army. They are the keystones of the Equal Opportunity Program. 

The regulation calls for an environment in which each member is offered impartial treatment at 

all times. Commanders must now develop plans and follow-through to ach ieve that goal. 

Equal opportunity is everybody's business. The revised regulation reflects this view. For 

example, new emphasis has been placed on the Equal Opportunity ro le of all commanders an 

staff officers and not just on the Equal Opportun ity Officer. 

More than any other single feature, the revised regulation is designed to continue strengthening 

the Equal Opportunity Program. 

34 
SPONSOR PROGRAM 

Moving around in the Army can be a hassle. Orders to another post means packing and 

moving out, finding a new place to live, locating new schools, getting shots and digging up the kid's 

birth certificates-over and over again. 

The Army has a program which can take some of the hassle out of moves. It's known as the 

sponsor program and it works if a soldier takes advantage of it. 

Commanders are required by AR 608·] to make their soliders aware of the program, yet a 

survey two years ago showed that 40 percent of soldiers had never heard of the program; 78 

percent of the enlisted soldiers said they had not been encouraged to participate in the program. 

DA officials stress that the responsibility for getting the message to the troops about the 

importance of the sponsor program lies with the commander. 

The loslnq command is expected to issue a copy of DA Form 3922 to each departing soldier 

within seven working days after assignment orders are received . The first part of the form is filled 

out by everyone. If you elect to have a sponsor from your next unit, simply fill out the second part 

of the form. A copy of that form is then sent to the gaining unit and the wheels of the sponsor 

program begin to roll. 

The gaining unit has a fixed number of days to accomplish certain things after receiving the 

form. First, a sponsor is appointed; the sponsor should be of equal or higher rank, and the same 

sex, marital status and professional specialty as the person being sponsored. Second, a welcoming 

letter should be sent by the CO along with a locally produced information packet. The newcomer is 

informed about such things as government and civilian housing, schools, household requirements, 

climate and recommended clothing, along with any other information that might help a soldier and 

his family adjust to the new location. 

The sponsor should send a letter with home address, duty and home telephone numbers. The 

letter should include the number of the housing referral office as well. The newcomer should be 

furnished with a map of the area and should be advised that he or she will be met by the sponsor 

upon arrival at the new post. 

There are many bits of information that a sponsor can provide. For example, some countries 

(and states) do not allow personal weapons or gun collections. Some countries do not allow 

automobiles made after a certain year into the country; some areas do not have unleaded gas. 

Restrictions on exotic pets and quarantine lengths can become major problems for a soldier who 

knows nothing about them. Some overseas posts may not be able to provide certain necessary 

furnishings. The sponsor can pass along that kind of information. 

The sponsor should accompany the newcomer during in-processing at the unit, finance office, 

family housing office, the Army Community Services Center, vehicle registration, etc. Along with 

this, an introduction to coworkers and a tour of the post and local area will do much to make the 

newcomer feel at home. 

Dispelling fears and false impressions the newcomer may have will make transition from one 

post to another happier and simpler for the soldier. Commanders can make the sponsor program a 

real "people program," but it can work only if soldiers understand it and use it. 

FLIGHTS OF FANCY 

How many soldiers imagine visiting exotic places while on leave? Ideas of flying to far-off 

Spain, England or the Middle East may intrigue the soldier with pay in hand and leave on the 

books. 

3S 
There are ways to see the world without blowing three months' pay if the traveler is willing to 

plan well in advance. Among the ways to travel for less money are Space Available (Space A) on 

military aircraft, Advanced Booking Charters (ABCs), and Overseas Mil itary Personnel Charters ' ­

(OMPCs) . 

Space A travel can help sold iers take their dependents on trips anywhere except in the 

continental United States. The soldier may catch flights from the US to an overseas destination, or 

from one overseas destination to another. Space A on military aircraft is free air transportation. 

The Military Airlift Command (MAC), which handles most flights, does, however, charter 

commerical flights to meet part of its military requirements . Passengers who fly Space A on MAC 

charters must pay a $3 federal tax and a $2 surcharge. 

All Space A travel works the same, though, and here are the basics : 

• the soldier must appear at the MAC terminal Space A counter in Class A uniform , and must 

j 

present a valid 10, an up-to-date shot record (International health Record), a OA Form 31 showing 

authorized leave and, when required, a passport 

• dependents must be accompanied by sponsors, must show l Ds. and must present shot records 

and passports 

• each traveler is authorized 66 pounds of luggage 

• soldiers may request up to five destinations when they sign in on the MAC Form 53 for Space 

A transportation i space on a flight is never guaranteed, but a traveler may elect to accept a flight 

going to a destination that can be used as a jumping off point to another 

P'ATIENCE PAYS 

After seats needed for official military business are filled, Space A passengers grouped into 

four categories are seated in those remaining . Seats are given out w ithin the categories on a firstin, first-out basis-date and time of sign-in are important. Here in general terms are the four 

categories : 

• Cat One : dependents of military members, civ ilians and their dependents on emergency 

leave (active members on emergency leave go Space Required) 

• Cat Two: accompained or unaccompanied m il itary memebers on ord inary leave 

• Cat Three : dependent students 

• Cat Four: retired military personnel and their dependents 

Space A calls are made 1'12 hours before a flight, and anyone who does not answer is dropped 

from the list. It pays to stay close and listen because there may be last minute openings making 

available seats not open during the first ca ll. 

There are disadvantages. Travelers are sometimes ca ught in MAC terminals for days when 

space on flights to selected destinations is unavailable. Sometimes passengers actually get seats 

and then are bumped in favor of persons or things with a higher priority. Travelers may end up 

taking commercia l flights at unexpected expense and should carry sufficient funds to cover the trip 

back to their respective duty stations. Bear in mind that a soldier traveling alone is far more 

likely to catch a military hop than a soldier traveling with dependents. 

COMMERCIAL CHARTERS 

Traveling on commercial charter flights has fewer bu ilt-in problems than Space A. Charters 

are not free, but neither w ill a soldier spend time in terminals using up leave that could be spent at 

the destination. 

Use of Advanced Booking Charters and Overseas Mil itary Personnel Charters Requires 

plannino • and the savings in t ime and money are usually worth the effort. Appl ications must be 

made a month of two in advance of the scheduled trip. Flights are economical, saving about 30 

percent over fares on regular commercial flights, and the soldier's money is protected because 

each charter must be accepted by the US Civil Aeronautics Board. Send applications early-after 

application deadline seats usually are not available. 

OMPCs are scheduled specifically for military members and their immediate families " 

stationed overseas and may be purchased as one-way fares . ABCs must be booked for the round 

trip and are available to CONUS -based soldiers and t heir families. 

36 

I 
Soldiers may fly on charters to and from specific destinations and try to get Space A fl ights 

to other places during the leave period . For instance, a charter to Germany would save time. 

Once in Germany, soldiers could sign up for Space A seats to make interesting side trips. Flights 

from the MAC terminal at Ramstein, Germany, go to Spain, Greece, England, North and East 

Africa, Italy, Scandinavia, and the Middle East. It is still important to remember that Space A 

seats are usually very limited in number. 

Whatever the decision, ABCs, OMPCs or Space A all t he way, soliders and their families can, 

with patience and planning, make dream vacations realities. 

GETTING AWAY FROM IT ALL 

There are many ways that a soldier can be absent from his job, most of them legal. 

The most common form of absence is ordinary leave. Every soldier is authorized 30 days of 

leave a year, accrued at the rate of two-and-a-half days a calendar month. 

DA policy encourages soldiers to take leave jus t about anytime they wish unless to do so would 

interfere with the unit mission. Soldiers may even request leave in conjunction with Temporary 

Duty (TOY) but must insure that military transportation is used only for the TOY portions of their 

tr avel. 

• Advance leave. If a soldier uses all of his or her accumulated leave and needs more time to 

take care of an emergency or personal problem, the commander may authorize up to 45 days 

advance leave. This leave will be taken from poss ible future accumulated leave. 

• Excess leave. If a soldier faced with an emergency doesn't have enough ordinary and 

advance leave, the commander can authorize excess leave until the emergency is taken care of. 

The ma ximum combined leave that the soldier is allowed is 60 days (ordinary + advance + 

excess ) . Soldiers will receive no pay and allowances while on excess leave. Of course, excess 

leave will not be deducted from accumulated leave balances . 

• Convalescent leave. Commanders may authorize convalescent leave to soldiers under 

medical care not fit to return to duty. Convalescent leave is not chargeable to accumulated leave. 

• Environmental and Morale leave. Soldiers stationed in areas of extreme hardsh ip overseas 

may be authori zed environmental and morale leave. This is deducted from accumulated balances 

as ordinary leave. 

• Rest and Recuperation leave (R&R) . R&R is authorized from hostile fire areas where 

ordinary leave is not possible. R&R is charged against balances as ordinary leave. 

Passes are not counted as leave and may be authorized for up to 96 hours. A regular pass is 

not issu ed for more than 72 hours (3 days) . A 96-hours pass may be granted by commanders on 

special occas ions or in special circumstances such as : 

• compensation for extra work ("comp-time"). 

• com pensat ion for long or difficult deployment from home station. 

• compensa tion for duty in an isolated location where normal passes are inadequate. 

• Specia l recognition for exceptional performance, such as Soldier of the Month, Year, etc. 

A pass may not be combined with a hol iday period, nor maya 96-hour pass be combined with a 

regular	 pass or holiday period when the length of the time off exceeds 72 hours.
 

Other types of authorized absences include:
 

• " Adm inistr at ive Absence" which may include permissive TOY and is not chargeable as 

leave. Some of the cases where Admin leave may be granted include : attendance at meetings 

w hi ch deal with military duties ; attendance as a member of the Board of Directors of a 000 credit 

union ; participation in competitive sports events ; attendance in response to a subpoena, summons, 

or jur y duty ; and participation in other official or semi-official programs of the military where 

TOY or TAD is not appropria te. These programs must enhance the soldier's value to the military 

or increase the soldier 's understanding of the service. 

• " Pr oceed time" is not chargeable as leave and is authorized for the preparation of PCS 

orders for soldiers entitled to transportation of dependents or shipment of household goods. 

Leave and pass are one of the many benefits that the soldier is entitled to. In all cases it is the 

commander who determ ines what type of absence the soldier is authorized. There are very few 

civilian fir ms that allow em ployees 30 days vacation a year, and the soldier should take care not to 

abuse the leave and pass system. 

37