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Lngineer 


THE PROFESSIONAL BULLETIN FOR ARMY ENGINEERS 

Headquarters, Department of the Amp 

Roads for Jordan: 

Reservists in +b 

Middle East 

ACEThe Armored Combat 

Earthmover 

PB 5-90-1 

Approved for public release; distribution is unlimited. 
Personal Viewpoint 

Combat Engineering- 5.A tw~ 

Is the Focus Too Narrow? 

ince the advent of AirLand Battle doctrine, 

the Corps of Engineers 

has focused its 

developmental effods to support 

close operations of the Army's 

principal warfighting doctrine in 

the five product areas of 

doctrine, force structure, equipment, training, and leader 

development. Initiatives such as 

FM 5-100 and FM 90-13-1, Lseries TOES and E-Force, the 

ACE and MICLEC, Engineer Battle Drills, and the Sapper Leader 

Course are designed to increase 

the combat effectiveness of our 

fighting force. Our total %attle 

focus" is on combat engineering 

and the sustainment of combat 

forces in a high-intensity AirLand Battle theater of operations. As a branch and a school, 

we are consumed by the execution and sustainment of AirLand 

Battle. More importantly, we use 

AjrLand Battle to sustain our existence and justify the majority 

of our new programs, 

America's success in deterring 

war on the European continent 

and overt aggression elsewhere is 

testimony that the Army's efforts 

were well founded in translating 

AirLand Battle doctrine into aetion. But, has the engineers' almost total fascination with the 

&t..the AirLand 

Battle we have 

postured 

ourselves to 

support has 

changed." 

heavy force fight at the foreward 

line of own troops (FLOT) been too 

expensive considering our many 

responsibilities across the operational continuum? In concentrating so heavily on the high-intensity, low-probability end of the 

continuum, have we postured ourselves incorrectly? Will engineer 

units be properly organized and 

equipped to successfully respond 

to the likely situations faced by 

our nation and its military? 

Emerging world situations appear to have diminished the 

likelihood of a high-intensity, 

force-on-force conflict. The Army's 

Air Land Battle-Future concept 

represents an evolution of the current AirLand Battle doctrine. This 

new concept brings to the forefront 

the past and current Army mission areas of peacetime operations 

and conflicts less than war. 

Developments in the five product 

areas noted earlier have been 

energized across the Army tn address responsibilities, requirements, and solutions in the "short 

of war" arena. 

Return to the question that titles this article. It should be obvious khthnt the AirLand Battle we 

have postured ourselves to sup 

port has changed. The majority of 

our developmental programs 

probably will not support future 

Army force structure and missions. It appears that our combat 

engineering focus is too narrow. 

Should this surprise us? No! 

History should have alerted us 

to the fact that combat engineering and sustainment of combat 

forces were only two of the missions that the Corps of Engineers 

has successfully executed over the 

past 200-plus years. If history did 

not serve as the alert mechanism, 

current nation-building operations in Latin America and elsewhere should have. 

This is not to say that our concern with AirLand Battle doctrine 

was misplaced. I assert, however, 

that our neglect of the other 

mission areas not directly contributing to success on the AirLand Battlefield was probably a 

misealcuIation, 

(Continued on page 12) 

By Lieutenant Colonel Gordon S. Quesenberry, Jr. 
March 1990 kd Volume 20 PB -1 

UNITED STATES ARMY 

ENGINEER CENTER AND 

FORT LEONARD WOOD 

COMMAHDEWCOMMANDANF 

Major General Daniel R. Schroeder 

MANAGING EDlTOR 

Catherine Eubanks 

FEATURES EDlTOR 

Phi//@ R. Howell, JK 

DESIGNER 

Jennifer C. Bolyard 

By Order of the Secratafy of t ha Army: 

CARL E. VUONO 

General, United States Amy 

Chief of Stan 

Official: 

WILLIAM J. MEEHAN II 

Brigadier General, United States Amy 

FEATURES 

4 Roads for Jordan: Reservists In !he Mlddle East 

by Lieutenant Colonel William K. Wedge and 

Lieulenant Colonel Wayne F. Kraft 

8 The 98th Dlvlsion: The Englneer Tralner 

by Lieutenant Colonel Laurence W. Feasel 

11 The Englnwr Center's AGR Link 

by Lieutenanf Colonel Charles A. Doll 

13 The Englneer BrFdge Battallon 

by Lieufenant Colonel Paul G. Munch 

20 ACE-The Armored Combat Ealrthmover 

by Lieutenant Colonel Roberf J. Sperberg and 

Captain Craig S. Pickett 

24 Movlng Mountains: Amy Engineers In Bollvla 

by Specialist Bob Blocher and Captain Louis Herrera 

DEPARTMENTS 

Inside Front Cover: Personal Vlewpolnt 

2 Clear the Way 29 Lessons Learned 

3 Bridge the Gap 32 Englneer Update 

19 Englneer Problem 36 Past In Revtew 

23 Eng lneer Solutlon 

Cover phofos by Sergeant Richard Creed, PRO, Panama 

ENGlNEER (ISSN W4619BgpJ le prepared quanerty by the U.S. Army Englneer School, ATTN: ATSE-TDM-PO. FOR Leonard Wad. MO 85473-8850 

Semnd Claw pwlage Is pard EI Fcrn Lmnard Wood. MO, and addnbnal mall ng Ollh. 

POSTMASTEA; Send address changes lo ENGINEER. Ihe Professbnat Rulietln for Army Englnoem, AlTN: ATSE-TDMPB. Fort Leonard WW, MO 65473- 

8650. 

CDRRESWNDENCE, latters to Ihe editor, rnanuscrlpls, pholcgrapha. olfldd 

vnh requmrs to recetve copla, and unlt eddrms change8 should be sent to ENGINEER, al Ihe preceding address. Telephone: (314) 333-7782, AV BfE-7762. 

DISWMER: ENGINEER pregents pmfmslanal Informallon deslgned lo keep 

Army englnwrs Enlormod 07 wnenl and emerglng developmenls wlrhln rhelraraas 

of ex~nls~, Uews expressed we rhos o! 1% acrlhor and do not necessarily 

rellea olllclal &my or TRADOC posltlons, nor aoes ?ha mntenl change or supersede in!ormarlon In other ollldal Army publlcattms. ENGINEER resews the rlghl 

10 edll mmlerld. 

MMTENT la na mpyrlghwd. Malerlal rnmy ba rraprlnted If credlt Is ~lvsn lo 

ENGINEER and the authof. 

OFFICIAL DISTRIBUTION IS tapeled to all englnaer and englnwr-relaled 

UnlTs. 

PERSONAL SUBSCRIPTIONS are avaltable by contmlng the Superlnrendent 

01 hcumenls. ATTN: Chlef. Mall Llsl Branch, Stop SSOM, Washington, DC 

20402. Address changes lor personal subscrlpllons should alw b~ sent to Ihe 

Su~erlnlendenl 01 Dccurnenls. 

Engineer 1 
By Major Genetal Daniel R. Schmder, 

Commandant, U.S. Amy Engineer School 

In the last year, the world has witnessed sweeping 

political and social changes, From the Soviet Union, 

Eurasia, Middle East, and the People's Republic of 

China to Central and Latin America, and Africa, the 

world as we knew it a year ago no longer exists. BeWeen Labor Day and Christmas, six governments in 

Eastern Europe were changed. Last year's possible 

adversaries now amear as possible friends, and allies 

are now discussing unprecedented topics. All indications are that these winds of change will continue and 

will affect every facet of western civilization and the 

world balance of power. 

The United States has responded to the lessening 

of world tension by electing to reduce military forces, 

and the Army will shoulder its share ol these reductions. Atthough we do not yet know the full magnitude 

of the proposed structure changes, it is safe to say 

that our future posture may well include an increase 

in the role of Reserve Components (RC). 

No matter what you may read about lpossible stnrcture changes, you need to know that the evolution of 

the Army toward the 21st century will be carefully 

managed by the Army leadership. The Secretary of 

the Army and the Chief of Staff of the Army are in 

charge, and they will ensure that the Army is shaped 

to meet the nation's strategic requirements. Our chatlenge is to make sure the total engineer farce is 

trained and ready and that it remains a versatile and 

deployable force-and a lethal one when needed! 

The nation has always relied on Reserve Cornponents to meet its mobilization needs. More than 

one-half million RC soldiers served in both World 

Wars I and II, respectively. In Korea, they contributed 

more than 400,000 soldiers; 300,000 soldiers in the 

Berlin Crisis; and more than 150,000 soldiers in Viernam. Recently, they were involved in the Grenada 

operation, especially in rebuilding the country's infrastructure, and they are involved in Panama today 

along the same lines. 

We anticipate there will be a smaller Active Component (AC) engineer force and, therefore, increased 

reliance on the RC engineer force. These engineers 

are essential to the total force because they make up 

approximately 66 percent of the Corps of Engineers. 

Of approximately 1 00,000 total engineers (officers and 

enlisted), 38,000 are members of the National Guard 

and 28,000 are members of the Army Reserve, By 

units, 71 percent of engineer bridge companies, 64 

percent of engineer battalions, and 82 percent of engineer groups and brigades exist in the RC. 

In recent times the Corps has again demonstrated 

its leadership in nation building, and RC engineers 

have had a major role. Since 1984, more than 27,500 

RC engineers have been deployed in SOCITMCOM, 

predominantly to Honduras, Panama, and Ecuador. 

This nation-building capability is an integral part of 

our nation's response to peacetime engagements in 

low intensity conflicts. The presence of engineers in a 

nation-building role is nonprovocativs, builds an infrastructure for a sound economy not based on drug 

production, and enhances the survival of fledgling 

democracies. Given the successful history of the 

Corps in nation building both at home and abroad, 

this mission will remain with us in the future. It has 

great potential for becoming more important to our national strategy. 

The history of our nation's military is a cyclic one of 

mobilization to meet a threat followed by a period of 

demobilization. These past periods of demobilization 

have historically not treated the RC well and were normally periods of decline in readiness for them. 

Today our RC units are interwoven into the fabric 

with the AC. When elements of the Army deploy on a 

mission, they take their RC CAPSTONE Trace with 

them, As decisions are made concerning the AC's 

force structure, we must redouble our efforts to provide the best training available to maximize limited 

RC training time. We must execute better planning to 

reduce RC unit redesignation turbulence, and introduce new distributed training technology to reduce 

the effects of RC dispersion, 

As a branch, we must re-evaluate our force and unil 

structures, doctrine, missions, and training for both Active and Reserve Component engineers, The Engineer 

Center has a keen interes! in engineer RC issuescall if we can be of assistance. 

We invite the RC engineer force to vlsit their Engineer Center and participate as we re-examine our 

doctrine, force structure, mission, and training for the 

21st century. Remember, our obligation is to provide 

the Army-and the nation-ith a total engineer force 

that is trained and ready! 

2 Engineer 
BRIDGE THE GAP 

By Command Sergeant Major Acle R, Gardner (Retired), 

U.S. Army Englnwr School 

It seems like it was only yesterday when 1 first 

raised my hand to take the oath ta enter the Army, 

but it has been almost 30 years. A tot of changes 

have occurred during that time. 

In this, my last article for the ENGINEER Pmfessional Bulletin before retirement (December 1989), 1 

want to discuss some of those changes. 

The first topic is physical fitness training. Physical 

training (PT) is better, tougher, and more effective 

now than when 1 first entered the sewice. We had soldiers and leaders who could not meet the standards 

then, and we have soldiers and leaders who cannot 

meet today's standards now. While there may be 

several reasons for this, I think the root of the problem is that training to standard does not happen at all 

formations. 

Tomorrow morning, bok at any company PT formation. You probably will see several noncommissioned 

officers in the rear of the formation and, more likely 

than not, they will not be making corrections of soldiers who perform the exercises incorrectly. In fact, 

they may not pedorm the exercises to standard 

either. The number of days PT is given each week 

also has a bearing on this. PT on Mondays, Wednesdays, and Fridays may be adequate for sustainment 

purposes, but I doubt it soldiers will realize any improvement. 

Another problem is the testing standard. Too many 

units have the tested soldiers pair off and grade each 

other. This method of grading can produce a low 

failure rate. 

The reason I think this happens is that many soldiers who arrive at our schools {NCOES) do not pass 

the diagnostic PT test we give them. The failure rate 

for some classes has been as high as 50 percent, 

even though the soldiers brought PPt cards with them 

indicating passing scores within the past 6 months. I 

betieve we can do better than this by knowing what 

the standards are and enforcing them. 

Another topic near and dear to my heart is land 

navigationlmap reading. l3is subject is a requirement 

for passing the Primary Leadership Development 

Course (PLDC) and the Basic Noncommissioned Mficsrs Course (BNCOC), and it contributes to more 

failures than any other single subject. Back in the 

1960s and 1970s, before common task training, 12 

hours of map reading were mandatory each year. At 

that time soldiers did not seem to have the difficulty 

with this subject they are having now. 

We had to release seven soldiers from PLDC 

recently for failing land navigation. When these soldiers were asked how much training they had 

received in their unit, a few of them said they had 10 

hours or less. The rest said they had not received 

any training since basic training. That is a shame, because those soldiers cannot be promoted until they 

pass PLDC. Every soldier must have the basics 

down before he or she arrives at the school. 

I think training your soldiers is just as important as 

making sure they are fed-it's another part of taking 

care of them. Generally speaking, the combat arms 

folks don't seem to have as much problem in this 

area as we do. 

The last topic that I want to mention is our overweight soldiers. These people keep moving around 

the Army from one place to another, and they report 

into schools in an ovenveight status. When this hap 

pens, it reflects directly back to the soldier's losing 

chain-of-command, including the NCO support chain. 

If you receive an ovenveight soldier, write a letter to 

his or her losing battalion command sergeant major 

or to the commander. Le! them know that at least you 

know they are not doing their job. 

With that off my chest, I must tell you that I have 

really enjoyed my 30 years. If P had it to do over 

again, I would do the same thing. I want to thank all 

of the NCOs and officers who helped, guided, and 

mentored me through my career, and especially 

those soldiers who have worked for me over the 

years. 1 atlribute all my success to you. 

Engineer 3 
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4 Component soldiers are taking an 

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.-. . . increasingly active role in those ir- y2'"*it;, -4. 

.. exercises. .- The Army Reserve" 4416th Engineer Command CENCOM), for 

insbnce, recently completed construction of three roads in the 

northern highlands of Jordan. The 

project, a joint operation conducted with the Jordanian hed 

Forces (JAF), combined the efforts 

of Reserve, National Guard, and 

Active forces. 

The 416th ENCOM. headBy Lieutenant Colonel William K We&e and 

Lieutenant Colonel Wayne F. Kmft 

quartered in .Chicago, is a theater 

level command with the primary 

mission of supporting the Third 

U.S. Amy VUSA). The commmd 

has gained extensive experience 

in the Middle East region during 

the last four yeara, and has 

responsibility for construction 

projects in Northeast Africa, the 

Arabian Peninsula, and Southwest Asia 
For 

. " The roads project in Jordan con- .' sisted of completing one road 

started in 1987 and building two 

new roads. Construction plans 

called for 13.7 kilometers fim) of 

roadway and 17 reinforced concrete pipe culverts with concrete 

headwalls and wirrgwalls. 

The 416th had overall responsibility for the proj ect in support of 

TUSKa Southwest hia engineer 

mission. Act& construction was 

accompli~hed by Resem and National Guard units during six twoweek annual training periods in 

1988 and 1989, and by an Active 

Component unit. Construction soldiers for the project were provided 

by the 265th Engineer Group and 

the 878th Engineer Combat Battalion (Heavy), both dthe Georgia 

National Guard; the 348th Engineer Group and the 926th Engineer Combat Battalion (Heavy), 

both USAFt units fiom Alabama, 

and the 92nd Engineer Combat 

Battalion (Heavy), an Active Component unit from Fort Stmast, 

Georgia. 

Reservists in the 

Middle East 

The Jordan project provided 

ENCOM and the participating 

units with waIuable opportunities 

for training in construction and 

projectrmanagernent techniques, 

engineer road construction 

methods, and unit preparation for 

overseas movement. 

Site Survey 

Preparation for the project 

began in January 1988 with a 

geologic site investigation as the 

main basis for the pre-deployment 

site survey (PDSS). The PDSS 

tevealed that earlier work on the 

existing road had washed out 

during heavy winter rains, and 

that aoil conditions would give the 

engineers their biggest challenge. 

A viable method of stabilizing 

erosion of the roadbed soil was 

needed. 

Preliminary analysis of soil 

sampled along the existing road 

showed it to be a silty or lean clay 

(classified CL by the Unified Soil 

Classification System, or USCS). 

This type of soil presented two significan t engineering problems: 

low compressibility when dry, and 

high volume changes between wet 

and dry conditions. Tke clay was 

discovered to undergo considerable softening during the rainy 

season. It then becomes a fine 

dust, susceptible to deep rutting 

and subsequent severe dust 

problems during the dry summer 

months, 

The existing road had been constructed in a valley. Alluvia1 

material, derived from the limestone, marl, and chert bedrock 

which made up the low rolling 

hills in the area, was used as fill. 

Soil Analysis 

After the initial geologic site investigation, a local engineering 

contrachr was selected to assist in 

additional soil analyses. While the 

need for soil stabilization was evident, further testing was needed 

to determine which stabilization 

method best suited project 

Engineer 6 
requirements. The Arab Center 

for Engineering Studies (ACES) 

was contracted to do 15 exploratory pits and tx~ analyze soil 

samples far moisture content, 

grain size, modified Proctor characteristics, California Bearing 

Ratio (CBR), and Atterburg Limits 

(Liquid Limit, Plastic Limit, and 

Plasticity Index). The effecks of 

both lime and cement treatments 

were evaluated. 

ACES determined that the 

available soil along the mute was 

a clayey-silt to silty-clay-withsand (A-6 Group soil by the 

American Association of State 

Highway and Transportation Oftcials [AM HTOI classification). 

Hydrometer analyses for the (-1 

200 size fraction showed the representative indigenous soil mixture 

obtained from the test pits ta be 17 

percent sand, 363 percent silt, 

and 19.7 percent clay. Atterburg 

Limits for the soil mixture were: 

Natural moisture content of the 

samples rmged from 7.5 percent 

to 12.5 percent. The average bearing ratio of the laboratury-compadd soil (CBR) was 15.1 percent 

at 0.1 inch penetration and 18.3 

percent at 0.2 inch penetration. 

ches), and cover with mushed rock 

and an asphaltic seal coat. 

(2) Stabilize the soil with 3 to 4 

percent lime and adequate cornpaction, and cover with crushed 

rock and an asphaltic seal coat. 

(3) Stabilize the soil with a combination of about 4 percent lime 

and 6 percent cement. Combining 

the lime and cement would reduce 

plasticity, increase workability, 

reduce swell, and generally increase the ultimate strength. 

Lime pretreatment would be followed by an admixture of cement. 

(4) Stabilize the soil mechanically by compacting the subgrade 

with adequate water (about 10 

gallons per square meter), and 

cover with crushed rock and an 

asphaltic seal coat. 

Soil Stabilization 

A-6 soil is generally considered 

to represent only a 'poor" subgrade material. Therefore, it was 

initially believed that the best prc 

cedure to improve road stability 

wodd be to remove fill material 

down to bedrock or to change the 

road alignment to take advantage 

of machine-workable limestone 

bedrock. Another option was ta 

add various quantities of cement 

andlor lime for stabilization. The 

final choice of admixture to be 

used would be determined by 

economics and availability of 

materials. Four options were considered: 

Of the four choices, rnechmical 

stabilization by compaction is the 

Ieast expensive, and was the 

method ultimately selected. After 

costs were estimated for each 

method, the fjrst three options 

were ruled out as cost prohibitive, 

based on available funding. 

Liguid Limit: 38.8 percent 

(1) Stabilize the soil with about 

10 percent cement to a depth of 

about 20 centimeters (cm) (8 inPhst ic Limit: 22-3 percent 

Piusticity Index: 16.5percent 

Reservists from Alabama's 926th Engineer Combat Battallon (Heavy) 

use a scoop loader do Install culvert. The unit eonsfructetl4 km of 

roadway during May and July of 1989 (Photo by CPT Doug Bixler). 

6 Engineer 
Jordanian engbneers from the Arab Center for Engineering Studies (ACES) 

take sdl samples along a proposed roadway. The ACES sol1 analyses were 

contracted by the U.S. Army to help detwmlns the tsest method of road 

constructlm In the very dry Jordanian terrain (Photo by LTC Werdge). 

Construction 

The road design for the project, 

with some minor modifications, 

was Men from TM 5-330, Roads, 

Airbases, and Heliports in the 

Theater of Operations. Because of 

the amount of rocky material encountered just below the surface, 

excavation in the cut areas was 

minimized so that road alignment 

followed the naturaI contour of the 

land wherever possible. This also 

minimized the amount of fill 

rnakrial needed to bridge wadis 

IgulEies), thereby confining the 

major construction problem to 

that of oil stabilization. 

The problem of supplying 

enough water to achieve the necessary compaction was solved by 

contracting two local comrnercia1 

water distributors. To achieve the 

desired results, the soil had to be 

brought ta optimum moisture content, wind-rowed, mixed, respread with a motor grader, and 

then compacted with a smooth 

steel-drum roller. 

Fmm September to November 

of 1988, the 92nd Engineer Combat Battalion (Heavy), the 265th 

Engineer Group, and the 878th 

Engineer Combat Battalion 

(Heavy) upgraded 9.7 km of existing roadway. The units reshaped 

and compacted existing subgrade, 

installed two 5-inch layers of compacted base course and a wearing 

surface of medium cure (MC-) 70, 

rapid cure (RC-) 800 bitumen, and 

one-quarter inch pea gsavel. Five 

90-crn RCP culverts with ten concrete headwalls and wingwalls 

were installed to accommodate the 

flash floods characteristic of the 

arid region. 

The 926th Engineer Combat 

Battalion (Heavy) depIoyed 

during May and July 1989 and 

constructed 4 km of roadway. This 

was a complete project from beginning to end, and included survey 

and design, initial excavation, borrow work, filling, hauling, shaping, and compacting the subgrade. 

The previous year's base course 

and wearing surface design was 

used again. Eleven RCP culverts 

ranging from 50 crn to 120 cm, 

single t.o triple barrel, were installed, The largest was a double 

120 cm, 20 meter (rn) long culvert. 

In addition ta the challenging 

engineering aspects of the Jordan 

project, preparation of participating units for movement to the Middle East provided commanders 

and staffs at all levels with valuable experience in overseas 

deployment and operations. 

ENCOM, group and battalion 

staffs worked closely together to 

determine requirements for personnel, equipment, material and 

other support necessary for success of the project. 

The project proved to be a highly successful demonstration of the 

"One Army" concept, meshing the 

capabilities and talents of 

Reserve, National Guard, and Active forces. Tough, demanding 

deployment and construction 

operakions in this critical region of 

the world not only provided the 

Jordanians with new roads, but 

provided U.S. soldiers with firstclass training. w 

Lieutenant Colonel Wedge, a 

UW ofjicer and staff engineer 

with Headquarters, dl 6th Engineer Command, hs conducted 

many geofechnical evaluations for 

construcfion projects in Southwest 

Asia and Korea. He commanded 

the 471st Engineer Company 

(Construction Suppad from 1977 

to 1981. He holds a doctorate in 

geology from the Uniuersity of 

Missouri at Rolla, and is a 

graduate of the Command and 

General Staff College. 

Lzkutenant Coloml Daft is a 

USAR officer and serues with the 

Engineering Section of the 416th 

Engineer Command. Previo~ assignments include project offxer 

for Blazing Trails 87 and Fuertes 

Carninos 88 in Honduras, and the 

rods project in Jordan. HE also 

served as assistant engineer team 

leader, 85t h Division Maneuver 

Training Comm~nd, arid was a 

company commander in the 3rd 

Brigadey 85th Division (Trainid 

fsom 1976 lo 1979. He is a 

graduate of the Conamand and 

General Staff ColEege. 
The Engineen <,. Trainer 

By Lieutenant Colonel Laurence W. Feusel 

T he wartime mobilzation 

of Reserve and National 

Chard force8 would place 

heavy demands on the Army's 

ability b quickly train the manpower needed tu support fighting 

units. With engineers playing an 

increasingly critical role on 

today's modem battlefield, field 

commanders must be provided 

with adequate numbers of those 

soldiers to support operations 

throughout the spectrum of confliet. And ensuring that each engineer is tactically and technically proficient is just as important 

ae the sheer number of soldiers. 

To make sure a mobilized Army 

gets the quality engineer manpower that it needs, the Amy 

Reserve's 98th Division (Training), headquartered in Rochester, 

Mew Yark, is assigned the mission 

of supporting the Engineer Center 

and School in meeting the requirements of the Mobilization Asmy 

Program for Individual Training 

(MOBARPRINT). The training 

division, a type of unit which exists only in the Army Reserve, has 

the responsibility of providing 

drill sergeants and instructors, as 

well aa a supporting structure, far 

the Engineer Center. 

Until 1959, the United States 

Army Reserve (USAR) was assigned maneuver divisions. In 

that year, all combat divisiona, 

less a few separate brigades, were 

concentrated in the Army National Guard. As a result, 12 USAR 

divisions were restructured as 

training divisions with the misgion of augmenting existing Army 

training centers or opening new 

ones. Other USAR divisions became numbered Army Reserve 

Commands IARCOMS), with 

I peacetime responsibility for command and control of units undergoing mobilization. 

8 Engineer 
Initidly, the 98th Division consisted of the 389th, 390th and 

39Pst Basic Training bgiments, 

and the 392nd Advanced Individual Training Regiment, In 

1967, the 392nd, now designated 

the 3rd Brigade, was assigned: 

responsibility for 12B instruction. 

Tt hcame the first maor subordinate command of the division to 

have annual training and 

mobiIization missions at Fort 

honard Wood. The remainder of 

the division was still committed ta 

east coast mobilization stations. 

In 1977, the division was reorganized to better meet the 

mobilization needs of Fort 

Leonard Wood. Studies of the 

lethality rates in the brab-Ieraeli 

wars by the Training and Doctrine 

Command resulted in an Army 

decision ta increase the number of 

soldiers undergoing 12B training. 

Accordingly, the division's 1st and 

2nd Brigades joined the 3rd 

Brigade in a 12BlC and one-station unit training (OSUT) mission. 

The 98th was also given the 

responsibility of augmenting Fort 

Leonard Wood during rnobiiization. The division's 4th Brigade 

ICST) [common skiIls training] 

continued its mobilization mission 

of teaching a variety of combat service support specialties in other 

locations. 

The division's rela tionship with 

the Engineer Center and School 

was expanded to a full partnership 

in 1987 and 1988, when the 4th 

Brigade was designated for conversion t.a a basic training mission. With its full range of 

mobilization affiliations, the 98th 

could now have a comprehensive 

dialogue on training issues with 

Fort Leonard Wood. 

On rnobiIization, the 98th augments engineer training at all 

levels. An initial division deployment to Fort Leonard Wood during 

the first three weeks of mobilization supports initial demand for 

soldier basic training. 

The division's full mobilization 

can be accomplished within 15 

weeks, with the rah of mobilization dependent on the Army's 

training needs. The division" lst, 

2nd, and 3rd Brigades support 

Fort Leonard Wood's 132nd 

Brigade and its three bathlions in 

training 12B and 12C military occupational specialties IMOS), The 

98th'~ 4th Brigade, with four basic 

training (BT) battalions, works 

with the Engineer Center's 3rd 

Training Brigade and five BT battalions of the 10th Infantry to 

focus on fundamental soldier 

skills. 

The division's Training Group 

brings a variety of career manage 

ment field (CMFE instructors h 

Fort Leonard Wood's 1st and 136th 

Engineer Brigades, including the 

12B, 12C, 12F, 51,62, 63, and 88 

fields. The 98th'~ Leadership 

Academy augments the Engineer 

Center'a NCO Academy. The 

division also brings the staffs of 

three U.S. Army Reserve Forces 

Schools t.a reinforce Fort Leonard 

Wood's instructor capability. At 

full strength, the 98th brings 

944 drill sergeants and 706 

other instrumrs ta fill engineer 

training requirements during 

mobilization. 

To maintain readiness for thi~ 

mobilization mission, the division 

conducts displacement exercises 

every year from April through 

September. Under this Unit Displacement Program, the 98th" 

battalions and companies assume 

full responsibility for the command, control, and training of new 

soldiers during specific periods of 

the training cycle. In an average 

year, up to 1,000 new soldiers 

A drlll sergeanl from tha 

98th Dlvlslon counsels a 

, 

- I basic tralnee at Fort 

Leonard Wood for having s 

dirty weapon. Every year, 

abut 1,000 new engineers 

benefit from the expertise 

of the 9sth Plvlslon (US. 

Army photo). Z 

Engineer 9 
A soidler from the 98th Dlvlslon practices the placement of a Claymore 

mlns as part of a 'Ytatnup" program sponsored by actlve duty unlts. The 

program Is deslgned to asslst 98th Dlvldm drill sergeants and other 

selected NCOs In malnblnlng englneea skills whlls servlng In non-TOE 

unlts (US, Army photo). 

benefit from training provided by 

the 98th Division, with some 1,200 

ts 1,400 division personnel deploying to Fort Leonard Woad in this 

auccessfut partnership effort. 

The close cooperation between 

the 98th and Fort Leonard Wood 

has also led to an innovative solution to an old problem. One of the 

biggest challenges facing the 

division is the dual development of 

its noncommissioned officers as 

both drill sergeants and engineer 

leaders. Talented soldiers demonstrating a high potential for 

drill sergeant duty are recrujted 

and trained by the division's 

baderghip Academy. They then 

remain "on the trail" with drill sergeant duties for an average of 

eight to ten years, 

Unfortunately, many NCOs 

don't get the opportunity to serve 

as squad leaders or platoon sergeants in TOE organizations 

during this period of drill sergeant 

duty. This cripples their profes10 Engineer 

sional development because it 

precludes them from becoming 

fully qualified in an engineer 

career management field. 

Over the past year, two Active 

Component corps combat batpected to increase steadily in the 

coming years, further strengthening the partnership between the 

98th and Fort Leonard Wood. 

And it is a partnership that benefits the entire Army engineer 

talions--the 5th at Fort Leonard 

Wood and the 39th at Fort 

Devens--have sponsored a combat 

engineer leader "train-up" program for the 98th Division. A 

recent phase of the program took 

place at Deep Woods, Maine, 

under the direction of the 39kh. A 

group of division NCOs were given 

the opportunity ta use demolitions 

t.a destroy several old bridges and 

use tactical bridging techniques to 

replace the spans. The program, 

which also assists in the training 

of other noncommissioned officers 

in three of the division's OSUT 

bathlions, has been highly successful in upgrading the technical 

competence of participants. 

The number of active duty soldiess trained by the division is excommunity. Psl 

Lieutenant Colonel Feasel is an 

Army Reserve Officer currently 

serving as assistant chief of 

staff, G-3, for the 98th Division 

(Training). He previously 

served as battalion commander 

of the 2nd Bat falion, 391 st 

Regiment (EN OSUT).. His actiue duty service includes a tour 

with the 4th Infantry Division 

in Vietnam. He is a graduate of 

the Engineer Officer Advanced 

Course, Command and General 

Staff Course, and the National 

Defense Management Course. 

He is currently completing 

Army War College and holds a 

masters in history from the 

University ofRochester. 
\- ational Guard and 

Reserve soldiers make 

up 70 percent of the M b Army's engineer forces. Teamed with the active 

Army, they play a full partnership role in the military readinesa of the nation. 

In recognition of the importance 

of total Army teamwork, the Engineer Center has a staff of active 

Guard and Reserve CAGR) personnel to facilitate cooperation between the components. These officers and NCOs are experienced 

and accomplished members of the 

Reserve Components, and actively 

participate in planning and implementing Army operations. 

One of their primary jobs is assisting the active force in developing and managing the training of 

Army Guard and &serve soldiers. 

From basic training ta senior officer instruction, the AGR staff 

provides the Engineer School with 

a vital link h understanding the 

special training needs of the 

Reserve Components. In addition 

ta playing a central role in the formulation and implementation of 

training programs, AGR personnel also serve as advisors to unit 

commanders, directors, and both 

officer and enlisted students attending training at Fort Leonard 

Wood. 

Abrief description of each of the 

AGR positions at the Engineer 

Center, with klephone numbers 

and office symbols, is provided for 

both Active and Reserve Component personnel who may need 

assistance. 

ARNGlUSAR Advisors 

These officers are the senior 

Reserve Corn~onent renre- By Lieutenant Colonel 

sentatives at the-~ngineer ~eiter 

and participate in decision meetCharles A. Doll 

ings on training, force structure, 

weapons systems, distributive 

education, doctrine, plans and 

policies. They provide instruction 

on the Reserve Components to the 

Engineer Oficer Basic and Advanced Courses and the he-Cornmand Course. These advisors are 

also charged with overseeing the 

welfare of Reserve Component officer students, and providing them 

with academic and career counseling. Other duties include participation in CAPSTONE conferences, serving on the Engineer 

Center's executive council, and 

monitoring all AGR personnel 

working at the Engineer Center. 

The USAR senior advisor is COL 

Shoff, Autovon 676-63361kTSEDAC-kZE. The ARNG senior advisor is LTC Doll, Autavon 676- 

73421ATSE-DAC-NG. 
Directorate of Reserve 

Components 

These officers are responsible 

for planning and coordinating all 

Reserve Component annual and 

weekend training. They advise the 

Engineer Center's chief evaluator 

on Reserve Component training 

matters and coordinate mobile 

training team support for Fort 

Leonatd Wood and OR-post requirements. nege advisors also 

counsel and provide assistance t~ 

a11 Reserve Component personnel 

attending special training at the 

Engineer Center. The director ia 

COL Vienneau CUSARS, Autovon 

581-318llATZT-RC. The deputy 

director (ARNG) is MAJ Sletten, 

A~~~VOTI 581-88 161ATZT-RC-NG. 

ARNGAJSAZt Liaison 

NCOs 

These senior NCOs serve as advisors to all Reserve Component 

soldiers attending basic and advanced individual training at Fort 

Leonard Wood. They also assist 

Reserve NCOs attending courses 

at the post. They provide rnotivationat counseling, assist units in 

solving personnel problems, and 

ensure the smooth transition of 

soldiers through the training 

cycle. These NCOs provide a link 

between the soldiers and their 

home state units. The USAR 

liaison NCO, SGM Harris, is at 

Autovon 581-2186; his office symbol is ATZT-RC-RL. The &YG 

liaison NCO is SGM Woide, 1314) 

596-2 186IATZT-RC-XGL. 

ARNGlUSAR Training 

Development Officers 

These officers work in the 

Reserve Training Ofice, Directa~ate of Training and Doctrine. 

They oversee the course configuration program, providing exportable, institutional-quality training materials for engineers at 

Reserve Component schools, They 

a180 provide input on skill 

qualification testa ISQTs), graphic 

training aids IGTh), Army correspondence course programs 

(ACCPe), programs of instruction, 

and new equipment system training, The AlWG training devefopment officer is LTC Doll, (314) 

563-7742/ATSE-TDR-T. The 

USA33 training development officer is MAJ Davison, (314) 

563-75221 ATSE-TDR-T, 

ARNG Force Integration 

Officer 

This officer, attached to the 

Direcbrab of Combat Developments, works on force structure 

design, basis-of-issue plans, new 

military occupational specialties 

(MOS) to support new equipment 

~ystems, Division Engineer 

(DIVENG), and stationing plans, 

The ARNG force integration officer is MAJ Graves, Autovon 676- 

23811ATSE-CDO-F. 

USAR Mobilization Officer 

This oficer works for the Director of Plans, Training and 

Mobilization, He plans and coordinahs mobilization misaiona at 

Fort Leonard Wood and works 

with facility utilization planning. 

The USAR mobilization officer is 

IMAJ Hailey, Autovon 581-21451 

ATZT-PTM-MP. 

Any organization or individual 

with questions on engineer 

Reserve Component matters is encouraged to contact the appropriate AGR office. w 

Lieutenant Colonel Doll is the 

Army National Guard senior 

aduisor and the military deputy for the Directorate of 

Training and Doctrine, U.S. 

Army Engineer School, Fort 

Leonard Wood. 

Personal Viewpoint continued) 

The folIowing examples support 

my rniacalcuFation assertion: 

Engineer units organized for 

construction missions cannot 

readily be strategically 

deployed. 

Developmental effortsl in hmdemplaced, antipersonal land 

mines have given way to FASCAM efforts. However, handemplaced mines will be needed 

in light and special operations 

force actions, 

Corn termine developmental efforts have focused on the 

mechanized task force breach of 

complex obstacles. Yet light forI-transportable 

abilities. 

ces reqc 

counterr 

c ire mar 

nine cap 

r Mrlltary aynamite was removed from the Army's inventory without replacement. 

Thus. construction and qmrry 

nent of 

Ve8. 

blasting 

local, co! 

require, 

mmercia 

Rue, t 

rture cor -- -1 

eas. Let 

res so th 

In those 

rts that 

e entire 

US recon 

at we ca 

combat 

serve tI: 

operatio: 

procurer 

1 explosi 

I %and BattleFu 11 broaden our 

focus ana aevelopmental efforts. 

Also true, resource reductions will 

make it more difficult ta execute 

needed efforts in the five product 

BP sider our objecti\ n bring to fruitic engineering eff0l 

th 

is ass 

anning --...""-. 

ie Army 

nal conti 

across 

nuum. 

Lieutenant CoEonei quesenoerrY rigned as a rnititary officer in the Military 

Ekcg~,ccer sng and Topography 

Division, Office of the Chief of 

Engineers. He was previously 

assigned as assistant director, 

Department of Military Engineering, US. Army Engineer 

School, Fort BeEvois. 

12 Engineer 
s Divisional Engineer A (D1VENG)-formerly 

known concepts as and E-Force- organizations are fine tuned, more attention is being focused on the 

engineer organizations located at 

Lieutenant Colonel the corps level. In particular, the 

Paul G. Munch assault float bridge battalion of 

the heavy corps' engineer brigade 

is a unique and formidable unit 

that deserves a closer look. 

While bridge bathlions have existed in the past, only one--the 

665th-remains on active duty. 

The engineer bridge battalion 

(Figure 1, p. 141, with 60 percent of 

a three-division cow$ float bridge 

assets and all of the tactical fmed 

bridge and supplementary bridge 

 asset^, possesses immense capabilitiee. It an provide almost 640 

meters of organic ribbon bridge, 

122 meters of medium girder 

bridge (MGB), and has the potential for substantial supplementary 

float and tactical fixed bridging 

from its bridge park. 

Perhaps more important, the 

battalion headquarters provides 

command and control over bridging operations, which potentially 

could be conducted over the corps' 

entire area of operrttions. 

This capability does not currently exist at the battalion level. It is 

normally relegated to the control 

of a group or brigade headquarters 

which is usually preoccupied with 

managing the combat engineer assets in the forward areas. 

The battalion's headquarters 

also provides float and fixed bridging expeise to both engineer and 

maneuver commanders. While all 

engineer officers are knowledgeable in river and tactical dry span 

crossing techniques, there is no 
substitute for day-to-day experience with bridging operations. 

Detailed expertise is essential 

during the planning and execution 

phases of complex river mssing 

operations. This headquarters can 

normally be expected fo provide 

expert officers ta act as staff engineers at the crossing force and 

crossing area headquarters 

during a deliberate river-crossing 

operation. 

The 665th Engineer Battalion 

was in a unique position to 

evaluate the potential of the 

DmNG concept during the 1988 

corps-againsbcorps Reforger exercise, Certain Challenge. Assigned 

to the 7th Engineer Brigade in 

Gemany, it consists of a headquarters and headquarters 

detachment, the 93rd and 502nd 

Engineer Companies lasssult 

float bridge), and 8594th German 

Civilian Service Group (assault 

float bridge). In addition, E Company, 1st Engineer Battalion, was 

attached to the battalion throughout fie: exercise. The 38th Engineer Company (MGB) wag assigned h the battalion during the 

second week of the exercise (Figure 2, p, 15). 

The 565th Headquarters and 

Headquarters Detachment (HHD) 

has the dual mission of commanding and contro1ling three to five 

companies and providing bridgmg 

expertise to other engineer and 

maneuver headquarters. Under 

the DI'WNG concept, it would 

also be capable of organizing and 

controlling a corps-level bridge 

park. 

The two assault float bridge 

companies are standard corpslevel ribbon bridge companies. 

Each company can construct up to 

214 meters of ribbon bridges, six 

five-float rafts, or a variable combination of rafis and bridges. In 

addition, their secondary missions 

require they provide transporktion ta haul 280 tons of barrier 

material per lift. They also provide 

the transport and expertise to construct Class 60 and M4T6 float 

bridging to replace the ribbon 

bridging moving forward. 

The 8594th Civilian Service 

Group (CSG) has missions and 

The Engineer Bridge Battalion 

capabilities similar to the other 

ribbon bridge companies, but its 

members are German civilims. 

Upon initiation of hostilities, this 

unit would reorganize into a German Army unit as an assault float 

bridge company equipped with 

ribbon bridges. 

In this configuration, under 

Wartime Host Nation Support 

Agreements, the 8594th CSG's 

capabilities would be returned to 

U.S. forces in a role of obligabry 

cooperation. 

The 565th Engineer Battalion's 

preparation and involvement in 

Reforger began early. Tvvo months 

prior ta the exercise, the battalion 

was asked to sponsor the ribbon 

bridge company of the 1st Engineer Battalion (1st Infantry 

Division), and provide a training 

program that would maximize the 

benefits of the company's 6-week 

deployment to Germany, Solid 

planning and coordination allowed the company to quickly 

draw their equipment, "shakedown" equipment difficulties, and 

HHD Iml - Q3 Medlurn girder brldge 

AWult flm brldge 

14 Engineer 
move ahead with their training 

schedule. 

The training program began by 

developing individual skills, i.e., 

boat operators, raft commanders, 

ek. It then progressed from rafting operations, through bridging 

operations in still water, and finally to faat-water operations on the 

Danube River. 

While the 565th was coordinating with engineer units in the 

United States, it was also providing expertise to European-based 

maneuver units. The battaIion 

commander and staff worked 

closely with those units anticipating possible river crossing operations during Reforger. As an example, the bathlion assisted the 

2nd Brigade, 3rd Infantry 

Division, in refining a river crossing plan for the Main River. The 

plan included an opposedldismounted infantry assault crossing 

and three assault float bridge 

crossing sites, 

This particular plan envisioned 

the 565th Battalion HHD providing a small cell of experts to assist 

HHD 

the crossing force and crossing 

area commanders. The remainder 

of the HHD would form a task 

force headquarters to command 

its own two corpsdevel bridge 

companies, two divisional ribbon 

bridge companies, a mechanized 

combat engineer company, a 

military police platoon, and smoke 

assets (Figure 3, p. 16). Task Force 

Remagen would report directly t.a 

the crossing area commander and 

essentially control all aspects of 

the bridging operations. Planning 

culminated in a "sandbox" rehearsal with the maneuver and 

engineer commandars just prior to 

the exercise, 

The battalion began the exercise 

by deploying a headquarters element and a ribbon bridge company 

to support tactical operations. In 

addition, it established the VII 

Corps%bridge park to provide the 

corps with Bailey and M4T6 dry 

span bridges. These elements 

reported directly to the 372nd EnReforger-the Second Week 

gineer Group, an Amy Reserve 

headquarters from Iowa. 

Attachment to the 372nd Group 

proved valuable for both parties. 

The group headquarters assisted 

the battalion in planning future 

river crossing operations. In 

return, the battalion provided expertise on USAREUR policies, 

procedures and planning, The association also provided valuable 

interaction between reserve and 

active forces. 

While reporting to the 372nd 

Gmup for tactical missions, the 

565th Engineer Battalion also 

reported directly to the VII Corps 

Headquarters (Rear) as a base 

cluster supporting the defense of 

the corps' rear area. This dual 

command relationship required 

that the battalion staff not only 

continue planning for assault float 

bridging operations across the 

corpsbentire front, but also plan 

for contingency operations in the 

corps' rear area. This unique 

opportunity showed many of 

the battalion's strengths and 

weaknesses. 

1 

AssauH float brldge Srldge park 

I 

502 1 1 MedIum gfrder brldge 

Assault float brldge 

Engineer 15 
As the first week closed, personnel from the bridge companies 

participated in a corps-level command post exercise (CPX) to bst 

the companies' abiIity ta support 

the corps' barrier haul missions. 

Each of the companies showed 

that they were capable of meeting 

those missions. 

Second Week 

During the second week, the 

565th Engineer Battalion reported directly to the 7th Engineer 

Brigade (also the corps' rear headquarters) and had the 38th Engineer Company (MGB) attached 

to it. 

Throughout the second week, 

the battalion staff continued to 

develop plans to support maneuver units anticipating rivercrossing operations. It also supported the entire corps with 

medium girder bridging from the 

38th Engineer Company and with 

supp1ementaI fixed bridging from 

its bridge park. While the tactical 

HHP 

situation did not call for an assauIt 

float bridge crossing, the ribbon 

bridge companies were prepared 

to react on very short notice, 

Lessons Learned 

Certain Cliallenge proved to be 

an excellent opportunity to 

evaluate the usefulnes~l of the 

bridge battalion. It provided the 

opportunity to validate both current and new ideas. The major lessons learned follow. 

-Bridge meets are required 

lrr f the corpa and diviaion levelsr. 

The exercise validated the 

flexibility that corps-level bridging assets offer the corps commander in influencing the battle. 

Several times during the exercise, 

two or more divisions simultaneously requested additional 

bridging assets, The corps commander must be the person to 

decide where to employ such a 

valuabIe--but, relatively scarcecombat multiplies far maximum 

Task Force Remagen 

L 

E 

~ssaun float brldge 

3 r 

operational benefit. 

The exercise also validated the 

relative arnoun t of bridging assets 

held at corps versus the number 

held at division. While at one point 

(TF Remagen) all &visional and 

corps float bridge assets were to be 

controlled by the 565th Battalion 

Headquarters, the 60-40 mix appears to provide both responsive 

support to the division commander as well as flexibility at the 

corps level, Control of medium girder bridging and supplemental 

bridge assets need to be retained 

at corps level. 

-Battalion-level command 

and control is required for 

corps-level bridge companiee. 

The need for a bridge battalion 

(versus several separate companies) came under careful 

scrutiny. The exercise underscored the absolute need far such a 

battalion within the force structure. When the separate companies were attached directly to a 

group or brigade headquarters, 

ITl Smoke 

I 

at brldge 

Figure 3 

16 Engineer 
/ *' 

i '< 1 ..' responsive to the corps, division 

Y 

and brigade commanders than if 

they had been attached directly to t 

a group or brigade headquarters, 

they were oRen neglected or poorly employed. The rapid pace of the 

battle, and the maneuver elements' urgent need for engineer 

support, nearly always forced the 

senior engineer command and 

control headquarters to focus their 

attention on the activities of their 

combat engineer battalions located in the forwsrd areas. 

In contrast, the bridge battalion 

concentrated on projected bridging requirements and the special 

needs of its bridge companies. As a 

result, the senior headquarters 

was freed of this responsibility 

and could better concentrate on 

the forward battle. In addition, the 

inteiection of a bathlion headquarters for command and control 

purposes enabled the bridge cornpanies ta be considerably more 

-Maneuver units require 

river crossing expertiare. The 

unique river crossing expertise 

found in the battalion proved invaluable in planning river-crossing operations. The pIanning support required by the maneuver 

units during the exercise simply 

surpassed the companies' ability 

to provide it. In addition, two ad 

hoc maneuver organizations, the 

crossing force and crossing area 

headquarters, required all the 

planning md operational support 

they could get. 

-The battalion's agsalrlt float 

bridge a~sets are appropriate, 

While there were extensive requirements for rives crossing 

operations, three corps-level assault float bridge companies appear to be appropriate for a 

European-based corps. The 

economical use of assault float 

bridge assets was made possible 

by having one battalion headquarters provide overaIl management of the corps and divisional 

bridge assets. 

-The battalion's tactical 

fixed bridge assets are insuficienf. The almost continuous 

need for follow-on dry gap bridging provided strong evidence that 

a second MGB company should be 

added to the battalion, or, at a 

minimum, the assigned MGB 

company should have a third MGB 

platoon. Only the active use of the 

bridge park's assets enabled the 

MGB company to meet its tactical 

fixed bridging mission in a responsive manner. The formation of a 

bridge park within the 565th Engineer Battalion proved to be a 

"wartime" necessity for backup 

float and tactical bridge assets. 

-Co~ps bridge unita need to 

prepare for the sear area battle. Corps-level bridge units will 

occasionally be located in the 

corps' rear area. Engineer units 

often fail ta train sufIicientIy for 

this mission. 

-The bridge bacrttalion head 

quarfers provides flexibility fo 

the engineer brigade cornmander. While the primary 
Bridge Battalion Strengths ... 

Brldglng Expertise. Throughout the exercise there was a 

constant demand for operational expertise in river crossing 

operations. Eternents from the battalion headquarters provided 

in-depth expertise to other engineer and maneuver headquarters. 

Command and Control. Separate englneea companies tend 

to be used ineffactlvsly when they report directly to a brigade or 

group headquarters. The nature of the bridge battalion headquarters allowed it to anticipate and plan for river crossing and 

tactical fixed bridge operations, and then oversee the proper 

execution of the mission. 

Flexlblllty, The bridge bathlion successfully performed a 

variety of missions throughout the cow area. These ranged 

from acting as a task force headquarters and accepting additional units in the forward area, to acting as a base cluster command 

group in the corps' rear area. 

Capabllltles. The battalion had sufficient assets to build six 

spans across the Main River, construct six 20-meter medium 

girder spans, and provide ample replacement bridging. In addition, the battalion showed that it could adequately transport 840 

tons of material per lift. By any definition, this is a formidable 

capability. 

And Weaknesses 

Clmlted Support for Crosslng Area and Crosslng Force 

Headquarters. The battalion cou Id provide staff engineers for 

only two headquarters outside its own and then at extreme 

degradation to its own capabilities. The battalion needs to explore better ways of providing bridging expertise to other headquarters, 

CornmunlcatOons. With units spread across the entlre corps 

area, the battalion lacks sufficient long-range communications. 

The battali~n needs mare extensive communications support, 

and must develop procedures to allow subordinate elements to 

operate with a minimum of guidance from the headquarters. 

Rear Area Support. The battalion was marginally prepared 

to perform rear area missions. More specific engineer doctrine 

and better training at the battalion level is required. 

responsibilities of the bridge battalion headquarters are ta command and control its companies 

and to provide bridging expertise 

and assistance, it proved its versatility and flexibility by performing other important missions. 

These included assisting E Company, 1st Engineer Battalion, in 

implementing a training program; 

assisting a group headquarterg in 

transitioning into the European 

theater; acting as a task Force 

headquarters (TF firnagen) to accept additional units for a large 

river crossing operation; supporting allied units with bridge asseta; 

providing interoperability between allied bridging organizations, and performing the role of a 

base cluster command group for 

rear area operations. 

Conclusions 

Exercise Certain Challenge 

proved a valuable testbed for the 

engineer bridge battalion. The or- 

~anization and employment of the 

battalion were validated. Only 

minor adjustments were needed to 

improve the current concept. More 

importantly, it showed the flexibility, capability, and responsiveness that a bridge battalion can 

provide maneuver commanders on 

future battlefields. Ml 

Lieutenant Colonel Munch 

commands the 565th Engineer 

Battalion, the only Active Component bridge battalion in the 

US. Army. He has serued in 

various command and staff 

positions throughout Germany, 

Korea and the United States. A 

graduate of Virginia Military 

Institute, he holds a masters 

degree in civil engineering 

from Georgia Tech. He is a 

graduate of the Command and 

General Staff College. 

18 Engineer 
Engineer Problem 

-1 I 1 d 

You are given a sewer layout for a 250-man contonement area in a 

theater of operations environment. Your task is to determine the total 

sewage flow rate and the size of septic tank required to handle the waste 

from this installation.The following specifications and conditions apply: 

Infiltrationrate is 2 gallons per minute (gpm) per 1000feet (ft)of sewer 

line. 

Total daily water demandfor this facility is 4250 gallons per day (gpd). 

Selected depth for the septic tank is 5 ft plus 1ft freeboard. 

Selected lengthfor the septic tank is 2.5 times the width. 

Elevation 90.7 ft 

Peak water 

160-man 250-man demand = 

bathhouse bathhouse 00 gpm 

Peak water 

demand = Qz 150 ft

75 gpm 

Manhole A 

Elevatlon 87.3 ft 

(To septic tank \

Elevation at 

and dralnfleld) septic tank 

81.2 ft 

250-man 

kitchen and 

mess hall 

Reference: FM 5-163 

Engineer Solution on page 27. 

ElevatIon 

86.9 ft 

Q4 125ft 

Engineer 19 

Peak water 

demand = Manhole B 

75 gpm Elevatlon 85.1 ft 
By Lieutenant Colonel Robert J. Sperberg and Captain Craig S. P ickett 

he warfighting capabilities of the United 

States Army have vastly improved over I the last few years, due in no small 

measure to a new family of fast and lethal 

combat vehicles like the MI tank and the 

M2 Bradley. 

Until recently though, the combat engineer was 

hard pressed to keep up with the accelerated pace 

of armored warfare. The survivability and crosscountny speed of the new armor and infantry 

vehicles far outstripped engineer mobility. 

All of that began to change in September 1989 

when the Army received its first shipment of the M9 

Armored Combat Earthmover (ACE). The first 

delivery of 19 ACEs went to the Engineer School at 

Fan Leonard Wood to support operator and rnaintenance training programs. 

The product of many years of research and 

development, the ACE will prove to be a valuable 

asset throughout the spectrum of conflict. This high 

speed, amphibious, armored vehicle is capable of 

supporting both offensive and defensive operations. 

Its cross country capabilities will allow it to accompany maneuver forces, providing mobility, countermobility and survivability support. 

Design features of the vehicle make it a valuable 

combat multiplier for maneuver commanders. And 

despite its versatility, the ACE has a single crew 

member who can petform all tasks from ~nside the 

driver's compartment. The ACE can prepare hulldefilade firing positions and dig in other battlefield 

systems to improve their survnability. In combat, the 

vehicle's armor protects the driver and the engine 

compartment from artillery shrapnel and small arms 

fire up to -50 caliber. 

Eight cubic yards of soil or rock, palletized ammunition, mines, protective wire or other materials 

can be loaded and hauled in the vehicle bowl. The 

ACE'S hydropneumatic suspension allows it to 

"kneel down" and setf-Ioad the bowl, and 

another on-board system allows it to unload without 

assistance. 

The ACE has towing capabilities similar to the 

M817 54011 dump truck, allowing it to pull supply 

trailers and other equipment forward on the battlefield. It also has a winch capable of pulling up to 

30,000 pounds. 

The vehicle is capable of traveling 30 rnph on 

roadways, and it can swim 3 mph in still water. Its 

cross country mobility is compatible with the M1 and 

M2. 

Army plans calk for the purchase of over 500 

ACEs for fielding with Active, Resenre and National 

Guard units. In addition to the vehicles already assigned to engineer training units at Fort Leonard 

Wood, the Army's initial fielding plan for the ACE currently calls for deliveries to Fort Ord and the National Training Center at Fort Irwin. 

20 Engineer 
Units in Europe would then receive priority of fill 

under present fielding strategies. Some vehicles 

would a!so be a'lloted to the European Preposftioning of Materiel Configured to Unit Sets (POMCUS) 

program. 

With the arrival of the ACE, the job of training our 

soldiers on this new system has just begun. Training 

programs on the ACE geared up at Fort Leonard 

Wood with the arrival of the first vehicles last September. Instruction has been divided between the 

courses for Engineer Tracked Vehicle Crewman 

(1 ZF), and Engrneer Construction Equipment 

Repairer (628). Courses are held at both the Advanced Individual Training (AlT) and the Basic Noncommissioned Officer (BNCOC) levels. Fort Leonard 

Wood's 87t h Engineer Battalion is responsible for 

ACE instruction. 

Skill level one 12F MOS soldiers are the primary 

operators for the ACE. Extensive classroom instruction on vehicle capabilities and utilization, and more 

than 40 hours of hands-on training teaches them the 

skills and knowledge they need. Major points of instruction include the following: 

P StarVstop engine and drive 

b Pedorrn tilt dozing 

b Prepare for air transport 

F Perfom winch operations 

Loadfunload bowl 

Perform straight dozingtrough grading 

b Operator preventive maintenance checks and 

services 

b Prepare for deep water operations 

b Loadtunload palletized cargo 

b Emergency maintenance procedures 

Operate during night hours 

b Field training exercise (with hull defilade position, 

tank ditch and obstacle removal) 

During their training, students aie taught how to 

build and remove critical battlefield obstacles in conjunction with the Combat Engineer Vehicle (CEV) 

and the Armored Vehicle Launched Bridge (AVLB). 

A combined arms training exercise (CATEX) wraps 

up the 12f training program. In the CATEX, ACE 

operators join Combat Engineers (12B) and Bridge 

Crewmen (12C)I in a simulated combat environment. 

M9 Initial Issue to Major Units 

I 

(Corps) (Mechanized Infantry ' (Llght Infantry cllvlslon) 

dlvlslon) 

fil 

6 ACES In HMC 

101 /O 

Slx ACEs will be allocated to each englnwr company In sepamte heavy 

englneer brlgades, four per engtnwr company In sepamte Infantry brigades 

and six In each englneer company In the armor& cavalry reglments. 

corps 

4 ACES per combat 

engkneer company 

6 ACES per englneer 

line company 
The 12F soldiers then are tested on their abilRy to 

support the engineer task force commander in a battlefield scenario. 

12F BNCOC 

The BNCOC 12F course provides Junior NCOs 

with more than 16 hours of training on vehicle operations and employment, as well as instruction on supervising ACE operations. Students become familiar 

with the location and function of major components, 

the vehicle's technical capabilities, and the different 

types of missions that the ACE is capable of 

performing. 

The ACE, unlike most engineer equipment, requires special maintenance skills. For example, the 

ACE's road wheels are hydraulically controlled with 

a sophisticated hydropneumatic suspension system. 

Primary maintenance of the vehicle will fall to the 

Construdion Equipment Repairer (MOS 628). These 

soldiers are taught to identify the purpose, location, 

function and appropriate repair of the ACE's major 

components. Instruction includes nearly 40 hours in 

the following areas: 

b Drive shaft removal and installation 

b Flnal drive removal and Installatton 

b Steering unit torque link removal and 

installation 

b Steering unit brake [ever adjustment 

b Charge suspension accumulators 

P Charge transmission accumulators 

Charge main hydraulic accumulators 

62B30 BNCOC 

The maintenance supervisor for the ACE will be 

the Senior Constnrction Equipment Repairer (MOS 

62830). These NCOs are trained in the vehicle's 

capabilltles, purpose, and unique safety requirements. They will also become adept at applying technical skills and knowledge to isolate complex equipment malfunctions. The training they receive will 

enable them to successfully supervise subordinates 

to ensure the safe and effective maintenance of the 

ACE. 

ACE training Team 

To help ensure the smooth transition of the ACE 

into units at other posts, the Engineer Center has 

formed a New Equipment Training Team (NETT). 

The team, staffed with four 12F NCOs from the 87th 

Road wheel removal and installation 

P Track tension adjustment 

An Mil Armored Combat 'Earthmover (ACE) prepares a hulldefllade flghtlng poshlcn durlng tralnlng at 

Fort Leonard Wood. Ths tracked, arnphlblous ACE allows the slngle crewmember-here "buttonad-up" In 

hls carnpartment40 perform e wldo varlety of missions from lnslde the vehlcls (Photo by Phll Howell). 

22 Engineer 
Engineer Battalion, will train unit operators and instructors. 

The NETT will provide classes and hands-on instruction on the ACES capabilities, technical characteristics, and anticipated missions. Target personnel 

include junior enlisted and NCOs, platoon sergeants, 

platoon leaders and commanders. 

Junior NCOs, specialists and privates will receive 

80 hours of operator training. The objective is to 

teach basic skills in preparing anti-tank ditches, fighting positions, preparing the ACE for amphibious 

operations, and other 12F10/20 ACE tasks. These 

soldiers will also be told how to perform preventive 

maintenance on the vehicle. 

Platoon sergeants, platoon leaders, commanders 

and staff will receive 12 hours of training on the tactics of employing the ACE. The team will also cover 

areas such as vehicle characteristics, combat 

mobility, and use of the ACE in counterrnobility and 

survivability missions. This training will stress the 

warfighting capabilities of the ACE and its significant 

combat advantage over the bundozer. 

The ACE has begun to take its place on the 

Army" combined arms team. This vehicle can move 

with the M1 tank and M2 Bradley, and gives field 

commanders an engineer combat multiplier never 

before available. With its tactical speed and armor 

protection, it will be able to respond rapidly to 

mobility, countermobility and survivability missions. 

The capabilities of this new engineer marvel are 

such that its uses are limited only by the foresighl of 

commanders and engineers, and the skill of the 

operator. 

And with the training our soldiers are now receiving, commanders can 

handle any battlefield 

of tactical success. 

be confident that the ACE can Prlvate Marlo Danlels, a student In the Canstructlen obstacle standing in the way Equlpment Repelrer (MOS 62E) course at Fort Leonard 

Wood, adlusts a bolt on an ACE anglne. Soldlers In 

the 628 fleld will have prlmary responslblllty lor rnalntenance of the ACE'S sophlst heated mechanical sysLieutenant Colonel Sperberg is the commander of the tems [Photo by Phil Howell). 

87th Engineer Battalion at Fort Leonard Wood. He is 

also the training captain for 12 F and 628 training. He 

prevfously served as executive officer, Assistant 

Chief of Engineers, Department of the Army. He 

holds a bachelor's degree in civil engineering lrom 

Virginia Military Institute, and a master's degree in 

engineering administration from George Washington 

University. He is a registered sngineer in Virginia. 

Captain Pickett is the commander of A Company, 

87th Engineer Battalion. His most recent assignment 

was as chief, 12F Training Committee, Fort Leonard 

Wood. He is a graduate of the Engineer Officer Advanced Course and holds a bachelor's degree in 

business management tram Shaw University, North 

Carolina. 

Engineer 23 
Y hen Army engineers in Panama 

were assigned the 

job of taking off 

the top of a mountain in Bolivia, they didn't bat an 

eye. They just got busy 

Soldiers from the 636th Engineer Battalion at Fort Kobbe, 

Panama, were deployed in June 

1989 to Potosi, Bolivia, for the 

Joint Chief of Staff exercise Fuerzas Unidas 89. The 90-day miasion 

edled for removing the top of a 

mountain near the Pobsi airport 

to allow commercial airliners to 

we the landing strip. 

The engineer task force included Seabees from the Naval 

Mobile Constmction Battalion 40, 

stationed at Part Hueneme, 

California, an Illinois National 

Guard medical team, and other 

support elements from Panama. 

In addition, the BoZivian govenment augmenkd the exercise with 

an engineer company, an infantry 

company, and pilots from the 

Bolivian Air Force. 

Lengthening the runway for 

larger commercial aircraft is 

designed to improve the local 

economy by expanding the hurist 

industry in Potosi, one of the most 

historic places in South America. 

"Pobsi is one of the oldest communities in the Western Hemisphere," said Major F, Marion 

Cain, 111, commander of the hsk 

force. 'Long before Christopher 

Columbus discovered America, 

Potosi was a thriving city of more 

than 100,000 people. All the silver 

that financed the Spanish Armada 

came from Cerro Rico, meaning 

'Rich Mountain,' which is located 

just outside htosi." 

We needed to remove about 

200,000 cubic meters of soil from 

the hill that obstructs the glide 

slope and approach zone into the 

Potosi airfield," said Cain. 

"Decreasing the glide slope to 4 

percent is necessary for the safety 

of approaching aircraft, especially 

at 13,500 feet," Cajn continued. It 

will also allow the Bolivian 

government to later lengthen the 

runway 500 meters. When that's 

complete, they should be able to 

land small jets like 727s and 

737s." 

The high altitude of the site was 

the first big challenge the task 

force faced. The difference in 

elevation between Panama and 

the Potasi field was nearly 14,000 

feet. 

"Moving from sea level t;o almost 

14,000 feet, we didn't really know 

what ta expect from altitude-related sickness," said Dr. (Major) 

Gene Iwanyk, task force surgeon. 

"Although they were briefed on 

the signs and symptams of high 

altitude [sickness], it affected each 

soldier differently. One case, 

whi~h was originally diagnosed as 

stomach cramps, turned out to be 

sickle cell crisis. The soldier had ta 

be evacuated to Panama. Of approximately 350 soldiers deployed 

to Potosi, four had h be evacuated 

due to the altitude," 

The harsh conditions and isolation of the Potusi project took their 

tall on the engineers. The task 

force underestimated the brutal 

nature of the project," said 

Lieutenant Colonel Peter A npp, 

battalion commander. 

Rocky terrain full of large 

boulders beat up civilian rental 

equipment, and the sturdier Asmy 

equipment suffered from a lack of 

repair parts. Cain said the task 

force fleet strength dropped as 

low as 60 percent during the 

deployment. 

24 Engineer 
The civiIian equipment is not 

built to the specifications we need 

to do the job," explained CW2 

James Logan, chief of maintenance at the Potosi site. Their 

dlylp tlvcks couldn't handle this 

kind of work. The trucks' 

aluminum drive shafts are prone 

to snap, and they have only a 

single lift cylinder for dumping," 

he said. "Any load variation from 

Bide to side, like hauling boulders, 

could easily put a truck out ofcornmission. However, the [Bolivian] 

civilian contractor did a good job of 

maintaining his equipment." 

The sturdy Amy equipment, on 

the other hand, suffered from a 

painfully long supply line. 

"Repair parts normally stocked 

in Panama were inadequate to 

aupport equipment operating in 

the extreme environmental conditions in Potosi," said Major Greg 

Davis, battalion executive oficer. 

Wen repair parts were available 

in Panama, the task force received 

them within a week. However, it 

took at least three weeks to get 

parts from the Unihd States." 

"Being at the 'end of the world,' 

it was hugh to get parts," Logan 

concurred. 

?b keep Amy equipment rolling 

despite the lack of parts, maintenance teams pulled together and 

bu~~dozer "iwcisfldirt to a scoop 

loader, Increasing the loader's performance near the Potosl airport, 

vlslble In the background. The engineers moved 200,000 cublc 

meters of dlrt during the joint 

American and Bollvlan project 

(Photo by Speclallst Bob Blocher). 

By Specialist Bob Blocher 

and Captain huis Herrem 

Engineer 25 
used ingenuity and hard work to 

solve the problem. 

We'd learn how to fabricate 

parts," Logan said. "If a part was 

broken, instead of replacing it, 

we'd weld it back together and 

grind it down to specifications. 

Our welder got more experience 

here than he's had in years." 

When parts were unavailable 

and couldn't be repaired, maintenance crews resorted to cannibalizing parts from one broken 

piece of equipment to repair 

another. 

We call it controlled substitution," Logan explained. "If two 

pieces of equipment went down, 

I'd repair the second with parts 

from the first. But if a third one 

goes down, I'd repair the first one 

so we didn't keep it in the bone 

yard'and turn it into scrap metal." 

The large number of boulders at 

the site forced the engineers to 

constantly replace dozer end bits 

and adapt their dozing techniques 

to the terrain. For example, slot 

dozing was ineffective because the 

dozers had to raise their blades to 

clear boulders, and consequently 

lost most of their load. However, 

by dozing against one face of a cut, 

the dozers achieved the same effect as slot dozing. 

As the exercise entered its third 

month, it became evident that earlier maintenance problems had 

put the engineers behind 

schedule. The task force fell behind its scheduled 20,000 cubic 

meters-per-week production 

quota, averaging only 16,000 cubic 

meters per week. Realizing the 

mission would not be completed at 

that pace, Cain flew in a second 

work shift from Panama. Working 

from 5p.m. till midnight, the extra 

shift brought production back on 

line. 

"The reason for the night shift 

was to catch up on lost time due to 

equipment failure," said Second 

Lieutenant Paul W. Benson, officer in charge of the job site. The 

26 Engineer 

"...the work 

of the 

engineers, 

like the 

friendships, 

will endure 

for a long, 

long time." 

smaller night crew's main job was 

to stockpile loose dirt for the main 

shift's scoop loaders. 

"If our big-blade dozer was 

working, we'd use that to push dirt 

off the side of the hill," Benson 

explained. "However, we didn't 

have enough lights to cover the 

entire work area, so the other six 

dozers stockpiled soil for the scoop 

loader. That increased the loader's 

performance-some days we'd run 

350 to 400 truck loads because the 

night crew stockpiled." 

Stockpiling at night freed 

bulldozers during the day to accomplish other tasks. 

"Having six dozers stockpiling 

at night saved us production time 

by allowing us to use only one 

dozer to stockpile during the day," 

Benson said. We could then use 

the other dozers to push dirt. It 

allowed us to catch up on lost 

production time." 

The mission of removing 

200,000 cubic meters of earth from 

the path of progress at Potosi was 

met on time. But it wasn't the only 

achievement for the task force. 

The engineers also succeeded in 

building a close working relationship with the Bolivian military. 

The Bolivians were friendly, 

cooperative, and eager to learn 

techniques of construction and 

maintenance from the engineers. 

Task force members taught 

Bolivian engineers how to operate 

and maintain earth moving equipment. Many of the soldiers had 

never operated a motor vehicle, 

much less a piece of heavy engineer equipment. Within three 

weeks of the start of training, 30 

Bolivian soldiers were operating 

and maintaining dump trucks, 

and 14 knew how to operate and 

maintain the bulldozers. 

Members of the task force medical team and Navy Seabees conducted several humanitarian and 

civic-action projects. Originally 

assigned eight civic-action projects, the group was soon flooded 

with requests from Bolivians 

throughout the area for more help. 

The task force provided assistance 

ranging from construction of a 

school house and repair of community buildings to conducting 

medical assistance visits. 

The Potosi project provided excellent training under difficult 

conditions and built a bond between the American military team 

and their Bolivian hosts. And the 

work of the engineers, like the 

friendships, will endure for a long, 

long time. Lil 

Specialist Blocher is a photojournalist assigned to the 

Public Affairs Office, U. S. 

Army South, Fort Clayton, 

Panama. He is a graduate of 

the Department of Defense Znformation School. 

Captain Herrera currently serves as the S-1, 536th Engineer 

Battalion. He served as the 

task force operations officer for 

exercise Fuerzas Unidas 89. 

Previous assignments include 

company executive officer and 

platoon leader, 16th Engineer 

Battalion. He is a graduate of 

the Engineer Officer Basic 

Course, Infantry Officer Advanced Course, and Ranger 

School. 
Engineer Solution 


1. Determine the total sewage flow rate for the 250-man contonement area 

in a theater of operations environment. 

To find the total flow rate, first convert the peak water demand for each 

building to the sewage flow rate and then calculate the flow rate for each 

section of pipe using the following equation: 

Where Q, = total flow into manhole (MU) 

QM = flow from upper manhole (if any) 

Q,, = flow from facilities (house connections) 

Ql = infiltration into the sewer line. (If no infiltration is specified, 

assume a rate of 2 gpm per 1000 ft of pipe.) 

a. Convert the peak water demand for each building to sewage flow 

rates. The sewage flow rate from a theater of operations facility is 70 

percent of the peak water demand for that facility. 

70 percent x 75=52.5 gpm (1 60-man bathhouse) 

70 percent x 100= 70.0 gpm (250-man bathhouse) 

70 percent x 75 = 52.5 gpm (250-man mess hall) 

b. Calculate the flow rate for each leg of the sewer using the above 

equation: 

Q, = 70 gpm + 150ft (2 gpm)= 70.3 gpm 


1000ft 


Q, = 52.5 gpm + 240 ft (2 gpm) = 53 gpm 


1000 ft 


Q, = 52.5 gpm + 140ft (2 gpm) = 52.8 gpm 


1000 ft 


Q, = Q, + Q, + 125 ft (2 gpm) = 123.5 gpm 


1000 ft 


Q5 = Q, + Q, + 300 ft (2 gpm) = 176.9 gprn 


1000 ft 


Answer: The 250-man contonement area has a dally sewage flow rate 

of 176.9 gpm. 

Engineer 27 
k=Qi?

i. 


1, : Engineer Solution

2. Design the septic tank required to handle the sewage flow for this 

250-man contonement area: 

Glven: Total daily demand (TDD) = 4250 gpd 

Depth of septic tank = 5 ft 

a. Design flow = 4250 gpd x 70 percent = 2975 gpd 

b. Volume of septic tank = 2975gpd x 1.25= 497.2 cubic feet (ft 3) 

7.48gallft 

NOTE: For sludge storage, increase the volume of a septic tank by 25 

percent (multiply by 1.25). (para 2-6a, FM 5-163) 

c. Length of the septic tank is 2 112 times the width. 

L = 2.5(W) 

NOTE: Ina theater of operations, the length of a septic tank should be 

two to three times the width. If not specifled, the assumed length Is 

2.5W. 

Answer: W = 6.3 ft 

L = 2.5(6.3 ft) = 15.75 ft 

D = 5 ft plus 1ft of freeboard 

This Engineer ProblenVSoIution was submitted by Captain John W. 

Brown 111, who is an instructor and subject matter expert for the Structures 

and Utilities Branch, Department of Military Engineering, U.S. Army 

Engineer School. 

28 Engineer 
LESSONS LEARNED 


Engineer Program Expansion Planned 

by Captain Neal 1 Loveil 

If you want to reap the benefits from accumulated 

background information and experiences pertinent to 

your next mission, use the Lessons Learned program at the Engineer School. Consider the following 

scenario. 

Division just tasked your unit to deploy to Dirkou, 

Nigeria, to construct a 1600 meter airfield. Nobody in 

the division has been to Nigeria or knows where 

Dirkou is. As the assigned deployment action officer, 

you should: 

(a) Call branch for an immediate transfer 

(b) Delegate the action and go on an extended 

leave 

(c) Call the Lessons Learned Branch, Directorate 

of Evaluation and Standardization (DOES), at the Engineer School 

Your leave was rejected. While item (c) may not 

be your first action, contacting the Lessons Learned 

Branch should be high on your list of things to do. 

You need to gather "lessons learned" and other background information regarding deployments to 

Nigeria, airfield construction, and nation building exercises. This step will enable your unit to avoid 

repeating mistakes or problems encountered by units 

in similar situations and will help ensure mission 

success. 

The Lessons Learned Branch of DOES, which 

manages the program at the Engineer School, has 

the mission to collect, analyze, and disseminate this 

type of information to units throughout the Army. 

Upon request, they provide lessons learned related 

to a specific technical topic or geographical area to 

individual units worldwide. Requests normally are 

filled quickly, often within a few days, and replies 

may be sent either electronically or via mail. The program is currently being expanded to better meet 

user needs. 

As part of the expansion process, DOES requests 

your assistance in obtaining after action reports 

(AAR) related to engineer-specific lessons learned. 

Such AARs are key documents that provide the 

basis for individual lessons learned. To help in this 

data-collection process, unit commanders and others 

are urged to send AARs to: 

Commandant 

U.S. Army Engineer School 


ATTN: ATSE-ESA-L 


Fort Leonard Wood, MO 65473-6630 


The centerpiece of the Lessons Learned program 

is a database of information collected from sources 

throughout the Army. The information is used to 

analyze engineer trends in areas such as doctrine, 

training, leadership, organization, and materiel. 

Results are published in special reports and studies 

as well as the ENGINEER Professional Bulletin. 

Besides AARs, information in the database is 

gathered from such sources as- 

- National Training Center (NTC) 

- Joint Readiness Training Center (JRTC) 

- Combat Maneuver Training Center (CMTC) 

- Battle Command Training Program (BCTP) 

- Center for Army Lessons Learned (CALL) 

- Personal interviews 

- Historical studies 

These sources provide a broad range of topics 

that are applicable Army-wide, but the information is 

not engineer specific or obtained from the grassroots 

level of the engineer community. 

When submitting an AAR, DOES recommends 

that the standard format described in Army Regulation 11-33, Army Lessons Learned Program: Systems Development and Application be used. 

Part I: Executive Summary (Completed by commander) 

- Mission/objective 

- General description 

- Dates, locations, and major participants 

- Significant issues 

- Limitations 

Part 11: Lessons Learned 

- Observations 

- Discussion 

- Lesson learned 

- Recommended action 

- Comments 

Engineer 29 
ENGINEER LESSONS LEARNED SYSTEM 


STAFFING 

ENGINEER 

BULLETIN I 8 

_ . _ -

TREND ANALYSIS 

Part 111: Optlonal are forwarded to CALL for inclusion in the Army's 

- Chronology of events Lessons Learned database. 

- Operation plan (OPLAN) or operational order The following examples typify the kind of informa- 

(OPORD) tion provided by the Lessons Learned program. 

- Standing operating procedure 

AARs received at the Engineer School are ISSUE: Construction projects lack quality control. 

reviewed by appropriate staff and all unit identifica- DISCUSSION: Construction projects are most tions are removed before any lessons learned are likely to lack quality control when supervisors are ab- published. References to units and other ldentifications are deleted to ensure confidentiality and objec- sent. Quality is also degraded when soldiers are not 

tivity throughout the staffing and publication process. 

concerned with their work, rely mainly on experience 

The review process is designed to validate the in- from past projects, or ignore current specifications. 

formation and channel it to the appropriate organiza- SOLUTION: To ensure quality control 

tion within the Engineer School and Center. Only throughout a construction project, supervisors mustvalidated observations are used to review and wrrect engineer doctrine, training, leadership, organiza- Remain on site during construction. 

tion, and materiel. Be thoroughly familiar with specifications for the 

When necessary, DOES contacts a unit to obtain work to be accomplished. 

information in addition to that in the AAR. Occa- Enforce construction standards. sionally school personnel conduct pre-deployment interviews for special data collection efforts. These are Appoint a team to inspect construction 

performed for unusual projects, such as paving in a throughout the project. 

theater of operations or major construction efforts. Define a chain of command for each subSome information is obtained by DOES personnel mission. 

during special request, on-site visits to deployed Ensure the S-3 construction section determines, units. When invited by either a deploying unit or a in advance, construction standards for the major Army command, personnel from DOES travel project. These standards must relate to the type to a site, as funding allows. of design/wnstruction, i.e., hastytdeliberate, tem- Significant issues gathered from all sources by porarylpermanent, 1 year11 0-20 years. DOES are staffed to subject matter experts within 

the school. They provide an appropriate "school solu- Use the construction standards to develop unit 

tion" and then the information is entered into the quality control (QC) plans. 

school's lessons learned electronic database. Some Train QC personnel in expedient inspection 

issues are added to classroom and hands-on train- methods to ensure specifications are met without 

ing in resident courses and will be integrated into fu- construction delays. 

ture doctrinal publications. Validated lessons learned 

30 Engineer 
ISSUE: Plan for adequate drainage during construction regardless of climatic conditions. 

DISCUSSION: Climatic data for a region indicated that less than 1 inch of rain normally falls 

during the period March-April. Therefore, the construction plans for an airstrip to be built in March and 

April did not include a drainage plan adequate for 

heavy rains. When the airstrip was nearly finished, it 

rained for five days. Even though drainage was adequate in most areas and the strip sustained little 

damage, the Air Force would not use the newly constructed, wet airstrip. 

SOLUTION: To lessen the damage and improve the wearing surface, mix river sand and gravel 

into the surface of an airstrip. 

In the long run, the rain caused a better airstrip to 

be built because natural drainage patterns were 

revealed and the unit gained an appreciation for the 

magnitude of tropical rainstorms. 

Engineer lessons learned are published in each 

The ENGINEER Writer's Guide 

We think engineers take a special pride in 

their profession, and ENGINEER is always looking for articles from readers who want to share 

their expertise, experience and ideas. 

If you're a potential contributing writer, here 

are a few "writer's guide" tips that should help 

steer you in the right direction: 

Articles can cover engineer training, operations or doctrine, engineer equipment, history, or 

other areas of general interest to an engineer 

readership. 

We're especially interested in articles that 

have a "how-to-do-it-better" theme. For instance, 

we're not looking for articles telling readers how 

you conducted a routine field exercise. But if you 

think you have a "new-and-improved" way of conducting a tactical operation, training exercise, or 

other operational procedure that may prove helpful to other engineers-thatls what we need. 

Articles should generally come from contributors with first-hand experience with the subject being presented. 

Avoid theatrical writing styles like: "It was a 

dark and stormy night ...,"or "...the soldier blazed 

through the jungle on his lumbering D7, providing a trail of freedom for the other vehicles ...." 

Articles should be concise, straightforward, 

and in the active voice. 

Length should range between 1,000 and 3,000 

words, and the text should be typewritten and 

issue of the ENGINEER Professional Bulletin. Some 

future articles may center around a theme, such as 

"Construction in Latin America" or "Breaching Operations at the National Training Center" instead of the 

shotgun approach used in the past. 

When warranted due to safety concerns, operational necessity, or major exercise results, DOES will 

publish special reports. A report concerning Southern Command experiences is planned for late 1990. 

Trend analyses, the latest type of lessons learned 

material, have been used successfully for combat forces. Trend analysis studies for engineers are 

planned for low intensity conflict (LIC) and nation 

building lessons learned from SOUTHCOM exercises. As trends are identified, they will be distributed either as articles, bulletins, or special reports. 

The Lessons Learned program at the Engineer 

School provides a valuable service to engineer units 

throughout the Army. With your assistance, the program will grow and will continue to provide units and 

soldiers with data needed to accomplish missions 

successfully. 

double-spaced. Generally, each such page will contain from 200 to 250 words. 

Articles containing attributable information or 

quotations not referenced within the story should 

carry appropriate footnotes. 

Manuscripts must be original, unpublished, 

and not under consideration by another publication. Normally, you can expect a reply to your 

submission within two weeks after we receive it. 

All submissions are subject to editing. 

Contributors are encouraged to include blackand-white photos, artwork, andlor line diagrams 

to help illustrate your article. 

Include your full name, rank, current unit and 

job title. Also include a list of your past assignments, experience and education, your mailing 

address, and daytime phone number-preferably 

Autovon. Send your articles to: Editor, ENGINEER Professional Bulletin, AWN: ATSE 

TDM-PB, Fort Leonard Wood, MO 65473-6650. 

If you have any questions about an a+cle 

you're working on-or considering writing--give 

our features editor, Phil Howell, a call at 

Autovon 676-7532, or commercial (314) 563-7532. 

We look forward to hearing from you. 

"-.P.S.ENGINEER is planning to start a LeC 

ten, to the Editor column soon, ad correspondence our readem hwelcome. 

Engineer 31 
W ENGINEER UPDATE 


Directorate of Combat 

Developments (DCD) 

Brltlrh -----54: - I.. 

segmented blade 

French DRAC 

Scatterable Mlne Clearance Device (SMCD) Input Re 

quested. User interest is required for continued involvement in a 

program to provide improved countermine capability to the 

maneuver force. In an effort to provide this capability, the U.S. 

Army Engineer School worked with NATO countries to develop a 

simple, inexpensive, lightweight system to clear scatterable 

mines. Six possible SMCDs were evaluated; two were retained: 

the British segmented blade and the French DRAC. Both allow 

clearance of scatterable mines by main battle tanks or APCs. We 

may select a system if the need for an SMCD is determined. 

Send your comments to U.S. Army Engineer School, Attn: ATSECDM-M (Jim Smith), Fort Leonard Wood, MO 65473. 

Brldglng the Gap to the 21st Century.To meet the growing 

demand for heavy main supply route (MSR) bridging, DCD and 

the Belvoir Research, Development and Engineering Center are 

developing a heavy dry support bridge (HDSB). This totally new 

approach to fixed bridging takes advantage of state-of-the-art 

materials and design to provide a 45-50 meter, military load 

class 96 bridge that can be constructed by 8-10 soldiers in about 

an hour. Such a bridge is needed to bear the weight of heavy 

equipment transporters loaded with battle damaged tanks (about 

96 tons). Plans are to field the bridge by the year 2000. POC is 

CPT Mike Wickman, AV 676-7334. 

Vehlcle Drlver and Fuel Handler Posltlons To Be Converted. Headquarters, Department of Army, has approved the 

conversion of MOS 88M vehicle driver and 77F fuel handler positions to the predominant MOS in combat units throughout 

USAREUR. Commanders of combat units see this conversion as 

a way to increase combat capability by placing more war fighters 

in front line units, especially if force reductions occur in the future. TRADOC approved an expansion of the conversion plan to 

include CS and CSS units. 

Engineer units will benefit by having more engineers, rather 

than truck drivers, in selected TOE. The change will also 

generate more engineer force structure, which may enhance future promotion potential. Fuel handler positions in engineer units 

will not be converted to engineer MOS. The MACOMS will implement this conversion effort based on personnel management considerations. USAREUR will lead the way by converting them in 

1990 and 1991. POC is MAJ Carl Graves, AV 676-7957. 

Mllltary lntelllgence (MI) School 35D/03 S-2 Converslons 

Studled. The Combined Arms Combat Development Activity 

(CACDA) may recode 35Dl03 S-2 positions to the predominant 

MOS within a unit. A change is needed to increase the number 

of 35Dl03 soldiers actually working in military intelligence units. 

Currently, engineer S-2 positions are filled with either 01/02 MI officers or 03 engineer officers. However, engineer officers may 

lack the clearances and training needed to perform their duties. 

The intelligence proponent does not agree with S-2 conversions 

across the force. 

The Engineer School's position is to retain the 35D/03 officers 

in the S-2 positions because they have the experience, clearances, and training required to access the intelligence networks 

32 Engineer 
and collect needed information. POC is CPT Nancy MortonLinek, AV 676-7242. 

Directorate of Training and Engineer Hotline Number Changed. The new telephone 

Doctrine (DOTD) number for the Engineer Hotline is AV 676-7324, or (800) 563- 

7324. If you have an engineering question, call the Engineer Hotline any time-night or day! 

Field Manual (FM) 5-232 Update. A change to correct the supersession notice in FM 5-232, Topographic Surveying, dated 

September 1989, has been submitted to TRADOC. Until a 

decision is made, units are urged to retain their copies of TMs 

5-232 and 5-235. 

Doctrinal Development Refocusing. Doctrine development 

in the 1990s will focus on the theme "Docirine in a Changing 

Army." We will include users in the initial development and 

revision process of engineer doctrine, tactics, techniques, and 

procedures. Users are invited to provide comments and express 

concerns about the following field manuals, which are scheduled 

for revision in FY 1990 and 1991. 

Submit comments on DA Form 2028, "Recommended Changes to Publications and Blank Forms." 

Soldier Training Publication (STP) Orders. As of 1 January 

1990, STPs are ordered from the U.S. Army Publications Distribution Center (USAPDC), 2800 Eastern Boulevard, Baltimore, 

MD 21220. For information about an order, call their Hotline: AV 

584-2533, or (301) 682-8529. 

ARTEP 5-25 Series MTPs Distributed. Mission Training 

Plans (MTP) have replaced ARTEP 5-25, dated August 1981. 

ARTEPs 5-025-MTP, 5-025-1 1-MTP, and 5-025-31 -MTP, distributed in November 1989, provide "how-to-fight" information to 

the following units: HHC, Engineer Battalion, Airborne lnfantry 

Division, TOE 5-25; HHC, Engineer Battalion, Light lnfantry 

Division, TOE 5-1 55; HHC, Engineer Battalion, Air Assault Infantry Division, TOE 5-215; HHC, Engineer Battalion, Motorized 

lnfantry Division, TOE 5-255; HHC, Engineer Battalion, Airborne 

Corps, TOE 5-445; and the following companies and their platoons: Engineer Company, Engineer Battalion, Airborne lnfantry 

Division, TOE 5-25; Engineer Company, Engineer Battalion, 

Light lnfantry Division, TOE 5-155; Engineer Company, Engineer 

Battalion, Air Assault lnfantry Division, TOE 5-215; Engineer 

Company, Engineer Battalion, Motorized lnfantry Division, TOE 

5-255; and Engineer Company, Engineer Battalion, Airborne 

COPS, TOE 5-445. 

These publications may be ordered from U.S. Army Publications Distribution Center, 2800 Eastern Boulevard, Baltimore, 

MD 21 220. 

Engineer 33 
Department of Topographic 

Engineering (DTE) 

Department of Military 

Engineering (DME) 

Directorate of Engineer 

Branch Safety (DEBS) 

Engineer Personnel 

Proponent Office (EPPO) 

Reserve Component (RC) 

Advanced Noncommissioned Officer Courses (ANCOC) 

Scheduled. Projected class schedules for the topographic engineer ANCOC for FY 1990 and 1991 areReport Date Class Dates No. Students 

1990 

8 March 9 March - 10 April 6 

1991 

1 August 2 August - 13 Sept 10 

5 Sept 6 Sept - 18 October 9 

POC is MAJ Patricia Poulson, AV 676-5715. 

Professional Registration Program Set for Engineers. The 

Engineer School has developed a program to help engineer officers obtain their professional registration during their stay at 

Fort Leonard Wood. The State of Missouri offers the EIT and PE 

exams in April and October annually. The application deadline 

for the October 1990 PE exam is 30 July, and the deadline for 

the EIT exam is 11 September. 

Officers with 4 years of engineering experience may take the 

PE exam while attending the Advanced Course. Contact the Missouri Board of Architects, Professional Engineers and Land Surveyors, P.O. Box 184, Jefferson City, MO 64102, (314) 751- 

0047. Or, write or call the U.S. Army Engineer School, Attn: 

ATSE-DME (MAJ Nelson), Fort Leonard Wood, MO 65473-6650, 

AV 676-5732. 

New Director Welcomed. DEBS welcomed Dennis P. F. 

Woolsey as director in December 1989. Mr. Woolsey last served 

at Fort Riley, Kansas, where he was safety director of the 1st Infantry Division and Fort Riley. The DEBS staff is ready and willing to assist with your safety concerns. Call AV 676-5008 or 

(314) 563-5008. 

Regimental Dinner. The annual Regimental Dinner will be 

held 27 April 1990 in Nutter Field House, Fort Leonard Wood. 

The dinner will be in conjunction with the Engineer Commanders 

Conference, which is scheduled 26-28 April. 

Engineer OfficerMlerrant Officer Directory. The 1990 Engineer OfficerIWarrant Officer Directory is scheduled for publication in May 1990. Copies may be ordered from the Government 

Printing Office, Washington, D.C., by calling (202) 783-3238. 

Engineer Officer Advanced Course (EOAC-RC) Update. 

Phases of EOAC-RC to be offered at Fort Leonard Wood in FY 

1990 include: 

Phase Dates 

I 18-30 March, 18-29 June, 5-1 7 August 

lllA & B 8-20 July, 22 July-3 August 

lllB 26 March-6 April, 7-1 8 May, 18-29 June, 30 July10 August, and 10-21 September 

Quotas for these courses must be obtained from either the 

National Guard Bureau or ARPERCEN. 

34 Engineer 
News and Notes 


Reserve Componenf Engineer Refresher Courses Rescheduled: Three RC engineer refresher courses for 1990 have 

been rescheduled: 

For attendance quotas and additional information, call Cathy 

Holland, Reserve Training Office, AV 676-7832 or Com (314) 563- 

7832. 

EOAC-RC Records Transferred. Effective 1 February 1990, 

records for the Engineer Officer Advanced Course-Reserve Component (EOAC-RC) were transferred to the Directorate of Evaluation and Standardization (DOES). For information about course 

enrollment or completion, call AV 676-5292 or (314) 563-5252. 

Mobile Training Team Requests. Units desiring information 

about mobile training teams should write to the U.S. Army Engineer Center, Attn: ATZT-RC, Fort Leonard Wood, MO 65473- 

5000. Or call AV 581 -3181 or (314) 596-3181. 

Combined Arms and Services Staff School. Year Group 81 

officers who have not yet completed the 9-week Phase II of the 

Combined Arms and Services Staff School (CAS3) at Fort 

Leavenworth must do so by the end of FY 1990. Failure to attend 

may jeopardize promotion and staff college selection. The FY 

1990 classes are also open to captains in year groups 82 and 

later who have completed the advanced course and Phase I of 

CAS3. For report dates, refer to the Army Training Requirement 

and Resource System computer network or call the CAS3 Operations Office at AV 552-21 1312601. Direct other questions to LTC 

Shuler, AV 552-561 1, Extension 173. 

Two recent changes impact planning for CAS3 completion. 

First, enrollment in Phase I is now automatic upon graduation 

from an advanced course. Captains have 2 years following 

graduation to complete Phase I, the nonresident phase. Second, 

CAS3 graduation is a prerequisite for enrollment in the Command 

and General Staff Officers Course, nonresident course. Watch for 

these and other changes in DA Pam 600-3. 

Honorary Colonel of Engineer Regiment Named. MG 

Charles J. Fiala (Retired) is the new Honorary Colonel of the Engineer Regiment. He replaces LTG Fred J. Clarke (Retired), who 

has served since June 1986. MG Fiala is a graduate of the U.S. 

Military Academy and has a masters degree in civil engineering 

from the University of Illinois. Past assignments include commander, 87th Engineer Battalion, Vietnam; commander, 130th Engineer Brigade, Germany; Louisville District Engineer; Deputy 

Chief of Staff, Engineer, Headquarters, USAEUR; commander, 

Fort Leonard Wood; and Chief of Staff, USAEUR. 

Engineer 35 
Past in Review 


'TheLong WayAround' 


By James W. Dunn 

Ofie of History, OCE 

istory records many instances of Army engineers who, from the 

necessities of the heat of battle, 

have had to assume the role of 

infantry soldiers. One of the 

most demanding of these conversions is the ordeal of Lieutenant 

Colonel Thomas J. Riggs, Jr., 

and the 81st Engineer Combat 

Battalion in the closing months 

of World War 11. 

The men of the 81st Engineer 

Combat Battalion, 106th Infantry 

Division, awoke to heavy German 

shelling in the early morning 

hours of 16 December 1944-the 

start of the Ardennes counteroffensive, the Battle of the Bulge. 

The 106th, a division new to the 

war, had taken over the Schnee 

Eifel sector of the front from the 

veteran 2nd Infantry Division on 

11 December. On arrival at the 

unit, the newcomers were told 

that the front was so quiet that 

Germans on leave often walked 

across it to visit friends and relatives behind American lines. This 

peaceful lull did not last long. 

Infantry Duty 

That first day, when the 8lst's 

Commander, LTC Riggs, saw his 

letter companies used as infantry, 

he prepared the rest of the battalion for that role. Riggs, star 

tackle and captain of the 1940 

University of Illinois football 

team, graduated in 1941 with a 

degree in engineering. By that fall 

he was a second lieutenant in the 

Army Corps of Engineers. 

On the morning of 17 December 

1944, Division told Riggs that 

Combat Command B (CCB), 7th 

Armored Division, would attack 

east from St. Vith, Belgium, along 

the Schonberg Road to relieve 

pressure on two 106th Regiments, 

which were cut off in the Schnee 

Eifel. Riggs, named St. Vith's 

defense commander, was ordered 

to hold the road open for an expected CCB attack. Therefore, 

Riggs moved the task force to a 

ridge line astride the road about a 

mile east of St. Vith, where they 

would meet the Germans. 

Riggs' force was in position by 

noon on 17 December, with the 

headquarters and service company on the left, north of the road. 

On the right, south of the road, 

were the half-strength 168th Engineer Combat Battalion, a corps 

unit, and remnants from the A 

Company. In the middle, commanding the road, was a 4-gun 

platoon from the 820th Tank 

Destroyer (TD) Battalion. His 

reserve was the division defense 

platoon+lerks, cooks, and the 

division band. 

The Battle Begins 

Almost immediately, using a 

daisy chain of mines and bazooka 

fire, A Company stopped a German tanwinfantry probe. About 

mid-afternoon, a stronger attack 

came straight down the road. 

Tank fire knocked out one of the 

division defense platoon's antitank guns, but TD fire forced the 

Germans to withdraw. When 

Riggs called for artillery, he 

learned there was no such support. Using an air-ground radio, 

he directed a single P47 plane onto 

the German tanks; it set one afire 

and forced the rest to withdraw. 

Late on the 17th, some good 

things happened for Iiiggs and his 

small force. At dusk, the lead element of CCB arrived, B Troop, 

87th Cavalry Reconnaissance 

Squadron. That night a forward 

observer from the 105th SelfPropelled 275th Armored Field Artillery Battalion reached Riggs' 

command post. Now he had some 

artillery. . 

The Germans continued to 

probe the line through 20 December, but they did not mount any 

heavy attacks. The 5th Panzer 

Army was having trouble getting 

units forward over the congested 

roads to attack the heavier-thanexpected defense east of St. Vith. 

Riggs walked the foxhole line 

several times each day, and on the 

18th he led the reserve in a counterattack to restore a penetration 

of A Company's line. 

On the 19th, LTC William H.G. 

Fuller, Commanding Officer, 38th 

Armored Infantry Battalion, CCB, 

took command, and Riggs became 

his executive officer. By that time 

36 Engineer 
the left of the line consisted of 

CCB units, while engineers were 

on the right, south of the road. 

Enemy Breakthrough 

The ha1 German attack and 

breakthrough came on 21 December. Heavy shelling began about 3 

p.m., and LTC Fuller left for St. 

Vith at 6 p.m. to check about possible withdrawal routes. He never 

returned, so Riggs was back in 

command. 

At 8 p.m., four Mark VI (Tiger) 

and two Mark IV German tanks, 

with infantry, attacked straight 

down the road. German flares silhouetted four Sherman tanks 

covering the road, and enemy tank 

fire knocked out three of them. 

Two more Shermans rushed up, 

but similar tactics resulted in the 

loss of another one and the rest 

withdrew. The road to St. Vith was 

open. 

When tank fire knocked out 

Riggs' command post, he lost all 

communication with the rear. 

Sending the headquarters personnel to CCB with the situation, he 

went to the forward positions. 

Mortar fire knocked Riggs unconscious, and when the Germans 

overran the final American position they captured him. Riggs became a prisoner of war. 

Riggs' Odyssey 

Over the next 12 days, Riggs 

walked 110 miles to a rail center in 

the German rear, losing 40 pounds 

off his Sfoot, 4-inch frame. With a 

deepening desire to know what 

had happened to his battalion, 

Riggs tried to escape during an air 

raid but did not succeed. 

Next he was shipped by train to 

Stalag 4, near Berlin, but when he 

failed to respond under interrogation, the Germans beat him and 

shipped him east to a prison camp 

near Pozan, Poland. 

Escaping from that camp after 

28 days, Riggs made contact with 

members of the Polish underground. They hid him until he was 

turned over to a Soviet Army tank 

unit as the Russians advanced to 

the west. He traveled with the 

Russians for about two weeks and 

was with them when they captured Warsaw. 

From Warsaw Riggs took a 750- 

mile, 5-day train ride to Odessa. 

Next he got a ride on an English 

freighter to Port Said. There, the 

Red Cross put him aboard a troop 

ship for Naples, where he finally 

came back under U.S. Army 

control. 

When the Army wanted to send 

Riggs back to the United States for 

medical leave, he objected. Riggs 

convinced them he needed to be 

with his battalion, which was still 

fighting at the front. Finally, in 

Rennes, France, on 16 April 1945, 

after being away almost four 

months, LTC Thomas J.Riggs,Jr., 

again took command of the 81st 

Engineer Combat Battalion. 

SuggestedReading: 

-Dupuy,R. Ernest, St. Vith: Lion 

in the Way, 1949, Infantry Journal 

Press. 

-Beck, Alfred M, Et Al., US. 

Army in Wbrld War II, The Corps 

of Engineers, the War Against Germany, 1988, Government Printing 

mice, Washington, D.C. 

U.S. Arst Army troops 

seek German snipers outside a building In St. Vith, 

overcoming enen 

tance (U.S. Army 

Engineer 37