Initiative-The Key Ingredient 


Tlhi otlier day n.hilc 1 wns instt.ucLing an EOBC cli~ss,a .;tod,.nt was 

wrestling with many oftlie new tei.ms, 

acronyms, and jargon that he was 

<-nooont<:~.ingHc was confi~sed ahout a 

term called "AirI.and Rattle." IIr sirid 

that lic~~cally did not know what it \v:is 

and asked me to r)xpl;rin it to hini. 

Withl,ut going inti] the tactics involvt?d.I said that Air1,and Battle drrctrine rxtc:nded the niain batlle area to 

incorpi~r:lte the full scope of the battleficlrl-fbraard, I-carward, and vertically. Marc important. hoxevel: fkom 

llie human dilncnsion. it revel-sed Lhc 

drfcnsirc posture rnenta1l.v to one fully 

incorporating the spirit ofthe offense. I 

to~,ka moment to digress and tell the 

class how I felt about this new doctrine 

and what must be done tomake it work. 

It is very importi~nl to nie that tile 

r2irL:lnd Battle doctrine was dcvcloped. 

Thc di~ctrine gives soldiers the psvchologic;ll advantage of initiative associated with oSfensive operations. Mv 

hclicfis snppol.ted hy thc agc-<,Id cry of 

the (botball sportscaster ~hocon>-

piailled that the defense \\.;IS on the 

field all day. and thusit was incvitahle 

L hat they wore down to defeat 

The defense nu longer has to worry 

ahout wenring down, and the. offcnse 

can h;ivc. n little fun focusing their 

cfhrts in putting some points on the 

hoard. \C7e ~eriust have leaders who \rill 

take initiative and cnpitalize on the 

uff'ensive opportonities provided by the 

:\irl,and Rattle. Ti) hirve leaders who 

will demonstrate i~~itiative means we 

must dotuo tlrin~s. 

First, our Armv must be ablr tu 

~,ecognize dynamic 1c:rtlers who h:~vc 

the ability to tukr, charge Second, tho 

Army must develop other leaders tot.ht* 

point that they can employ this new 

doctrine. 'The ;insi\-er is to structure a 

Icadership climate that \\-ill thrive on 

initiative and innovative spirit. 

The Army is constraint oriented. At 

the con1pall.v commander level, success 

is judged toomuch Ip aperson's ability 

to cope with a myriadofchucklists(i.c., 

I(; rcparts; SOPS, readiness reports, 

inventoryr and not enough with the 

ability to takc charge, create, and suc~ 

ccctl. The saddest part of all is that not 

enough attention is paid to the hottoin 

line-mission accomplishment,. 

Instpad, the success factor is based 

upon partial successes which are 

chocked-off along the way. In this case, 

the sum ofthe parts does not equal the 

whole. ARTEPs, FTXs, and even the 

NTC have hecolne a G-2game and not 

honest displays nf'ahility. Commanders 

enter Lhese exercises understanding 

what they must accomplish in order not 

to lose-instpiid of focusing on all-out 

fightingto win' 

The Army as a whole must encourage 

more dynamic leaders-more selfstarters. The AirLi~nd Buttlc was not 

n~adcfinthe Jini O'Leaq's (Jim's name 

has been changed to protect the innocentlofthe world. 

Who is Jim O'Leary? Ht, is a kid who 

played high school sports with me. He 

wris ncver cut from a squad, and he 

started on a few teams. The problem 

with Jim was also the thing that made 

him a success. Jim had "coach's eyes." 

That's right, no matter what sport he 

played, he al\vays sought the coach's 

approvitl after every play. He ~vould 

hack-pedal down the baskathall court 

looking at the bench to check the coach. 

Hc would look in from the infield or 

over at the sidelines. 

It is true that the coach felt some 

security in putting Jim on the playing 

fi~,ld,but you could never get the hig 

play f'l-om him. He never neated any 

real advantage because he lacked the 

assertivenessor the innovation to take 

ch~irgeonhisownvolition. What he did 

well was minimize the losses . . . not 

by CIYT William Scully 

create the win. 

AirLi~ndBattle embodies the spirit of 

the offense. It must havc leaders who 

can create the advantage even attimes 

when there is none. or toinitiate action 

in the absence of instruction. Jim 

O'Leary was ultimately unsuccessful 

hecause when the game got heated, 

there =,as never enough time to check 

with the coach; and he didn't know 

what to do. 

The stakes of the AirLand Battle 

demand that our leaders are hettcr 

than Jim O'Leary. The good news is 

that we have people who fit the bill.'l'he 

badnews is that the leadershipclimatc 

does not allow them tu come into the 

spotlight. The leadershipclimate that 

will produce winners in the Airland 

Battle is mission oriented, observes 

more than it directs, and rewards initja. 

tive on site. 

A German general onceexplained to 

me how the German army trains its 

armor 1eadel.s. The system works on a 

series of mission-type orders in which 

the young leader is given the mission 

and must develop his own solution. The 

general explained that "initiative" was 

the key. The ohservers watched to 

ensure that the young leader took 

action. Even if the action was doctrinally unsound(this could he coached), it 

was better than no action at all. A 

shrug of the shoulders by the young 

leader helped choose another career for 

him. 

For maximum effectiveness of our 

forct: under the AirLand Battle doctrine, the American Army must do 

more to crcate an environment as 

described by that German general. The 

organization must sift out the 

"shoulder shruygers:' and it must 

~vatch, develop, and reward those who 

/.oki,rhar-geThisclimatemust start in 
COMMANDER/COMMANDANT 

M(; 	 Richard S. Kern 

ASSISTANT COMMANDANT 

COI. [)onW Barber 

(:tIlEF OF STAFF, DEPLn' 

INSl'AI.I.Kl'IO\ CO\l\lA\DER 

COI. I'eter D.Stearns 

COMMAND SERGEANT MAJOR 

CSM Charles 1: 'Xuckcr 

DIRECTOR OF TRAINING 

AND DOCTRINE 

LTC Robert L. Keenan 

CHIEF OF PUBLICATIONS 

Stanley (korges 

MANAGING EDI-IUR 

1I:l' 	 Loois J. 1.rtu 

DESIGN DIRECTOR 

Tllom;ts Datjis 

ASSISTANT EDITOR 

Alan VandrrMi,lrn 

THANKS, LOU! 

On the Cover 

Soldiers of today continually trnin lo 

b~colncthe effective leaders of tomorrow 

Teamwork. one of the many facets of leadership. is itecessae as these enginecrr huatlr 

to connect a short ramp to an MGB during 

Oremtion Pontonier (1i.S. Army photo). 

FEATURES 

12 Brigade Slice Observations at NTC 

by MAJ Rohert G. McKeet~er and MAJ Robert L. Somrrs 

16 	Training Task Force Engineers 

by CPT Robert A. O'Brien 111 

18 	Engineer Matrix 

1)y ILT Charles A. Radkr 

20 	18th Century Fortress Design Principles: Modern Point 

Obstacles 

by MAJ Stc,oen H. Myer und MAJ Jeffirson J Irvin 

23 	Daily LOGPAC Operations 

1132 CCPPaulA. Petzrick JI: 

24 	The Final Exam in EOBC 

by CPTDunne A. Dyer nnrl MAJ David R. Bowen 

27 	Broken Heart International Airfield 

by I,TC Willialn D Brou:n and ILT Blnke Middleton. 

28 	The Will to had 

hy MAJ Philip Benhnm and MAJ Charles Krrshazc 

30 	Engineer Construction Equipment Repairer: An MOS 

Under Change 

hy CW3 Melad Sniith JJ: 

32 	External Air Transport Procedures for Bridge Erection 

Boat 

34 TOC Operations Revisited 

h.y LTCJohn W Bradvn Jr 

37 Engineer Command Update 

38 The Command Challenge: Preparing Officers for CVI 

Selection 

by CPTMicher~lA. La~tsirzg 

DEPARTMENTS 

Inside Front Cover: A Pe~~sonnl Viewpoint 

2 Past in Review 10 School News 

3 Lettersto the Editor 22 Engineer Problem 

4 News and Notes 26 Engineer Solution 

8 Clear the Way 33 HotlineQ&A 

9 Bridge the Gap 40 Career Notes 

ESGIXEEH 8lSSX 0u46~1YHY1is un ;iuthorvn:d p~lirllc;~tl(m af fhv U S Arii~~ Enyinrcr Cenlrr and Fort Belvm,: CZ.Uniers spceitici$ll stdtrd, m;%tcr ijll ap[,i,;hl~ 

Inc Ihrvr,ln does nor necesser~lyrellect oii~c~al policy. thinking nor i,ndorsemcnt by any agency ofthe U.S. Am? The a.or.da he. him, or his arc used lo represent 

),el-~onnelol'e~ther sex All photogmphs contziincd herein i~e ofliciui US. Arm? photographs unless otlier~r~ci. el.editrd. The use of'itixids fir prlntlng this

ip~~l,licat#on nos appr.ilved 1)). Headquarters. Department of thc At.my, on July 22. 1981.Material herein nliiy be reprinted if clwdit is glaen to CNI;INEEK 

;and 111 the iiittbul. ISClSEER'i ~ihir~l~vrs are LO pl.oride n hrum for Lhee?ichangc of ideas, to inform and rnntivstr. and to pr~lniritoO,r ]7i.i,fcssil,nni developmmr i,f till mvmbvl-s of tile Amy eni.incev cumn~onily. Direct eot~respnndenee with ESGIUEEK 1s nrlthurired anrl i*i~o~a~.itg~d. Inq!uxi~s,ic!t~rs to LIIV ~ditn~ 

VOIIIIIIU~,~:~I~~PS, rnimus~l.lpts, plxotogriiphs ;ind i.ener;$l culwespondenee should be sent to: ENGINEER hlagazine. Xr%A:l'L)-I' Slop 2L)ID. Fnrr Bcivoir. VA 

L2U6U-5291. Phone: r7031 6643082, i\V '354. EUGINEER m;ly Lw,iurrilnlcd LO prra,nnrl in nrilitary rnrlts. Address changer should be sent to EKC;lSEEII. 

Subscrlptloi~sto CNGINEEH are ovn~lohlethrough the Sope~.intendcnt olDoeon,ents. US. ~~,urz~nmrnt Pl.inting Office. Wnshin~mon.UC.20402 A check 

01. money ordel. paynble to Superintendent of Documents. must xrompany ;ill sabrcription requests. Rates ;rue $11.00 (0,. t1nnlei;tic lineludini: :\PO and FPOl 

nddrr~srsand 813.75 for forrlgn addresses Indindual copies arc itviailable nt $3.00 jper cop? ror domcstrc orliircises and $3 75 fi,~.filt.rign addresses. Second 

Clnss prlstagr liaid sit t'o1.t Rrlin~r V.4. and addltlonal mailing oll'iccr, POS'I'M,~STER.send ;rdd?css ch.lnires to ESGINEER, ATZATD-P, Stop 291a Fort 

Rclvoir \'%22060.3291 
A sur.r~e.ypart.vo~~ ~~lepl~ar~tspa.~cc.s ri 11~1Il~lo~t~1~ \v~rkingon 111~ l~~lu f(0~t~1 iii ilor-thern UII,.,II;L'I11~~.iOlJ-r7~il~~ road rr iw

constructed f1.y L'S.Army engineers during \lbrld War 11 to com~r~t nol.tirc~nstern India with the liu~-ain I<oiidleading

into southwesterrr China (US.Arm.yphoto). 

After the Earl Harbor attack, the 

Japanese empire spread rapidly 

into southeast Asia. By May 1942, 

.Japanese forces conquered most of 

Burma and threatened India. Because 

Japanese troops already conll.olled the 

Chinese coast, their conquest of Burmn 

severed tlie last ground lines of comliiunication between China and the 

western Allies. 

During the early years of the war, 

American leaders believed that China 

could become a major theater in the waagainst Japan but would require huge 

infusions of' military equipment and 

rupplies. With Japan in contr-ol of 

soi~theastAsia. the Allies had toairlift 

supplies across the vast Himalayan 

range that separated India ti-on] China. 

Many doubted that this hazardous air 

~.oute coold transwort the enormous 

quantities of snpplies that China 

needed. 

In late 1942, the Allies planned an 

offensive that would clear the Japanese 

ti-on, northern Burma and allow the 

construction of an ol.erland line of com~ 

miinication to Chjna. American engi~ 

neers would build a road from t,he town 

of Ledo in northeastern India to connect 

with the old Burma Roitd which led to 

Past in 


Review 


by Dr. William C. Baldwin 

HistoricalDivision, O.C.E. 

southwestern China. Construction of 

the 500-mile Ledo bad through the 

remote and inhospitable jungles and 

mountains of north Burma was one of 

the largest and most demanding tasks 

given to 1I.SArmy engineers in Wi~rld 

War 11. 

Primative roads already existed for 

the southern half of the route, but the 

first 275 miles of the road passed 

through uncharted jungles and mountains. In November 1942, three engineer onits, which had received only 

part of their equipment, began work 

under the command of COL John C. 

Arrowsmith, who told his troops to put 

the leading piece of equipment ahead as 

fast as possible and build the best road 

they could toheep up with it. 

Work progxcssed rapidly until the 

monsoons came in Aoril 1943. 

Thlaughout the summer, torrential 

rains washed ant bridges and collapsed 

embankments. The combination of rain 

and worn~out equipment stopped progress on the road as engineers struggled 

to save what they had already built. 

In the f:~ll of 1943, COL Lpwis A. Pick, 

later Chief of Engineers, tookcharge of 

the pro,iect. Gradually, more engineer 

units and equipment arrived to work on 

the road; local labor and Chinese arpy 

engineers assisted. During early 1944, 

COL Pick had to provide con~hat support to Allied troops who were pushing 

the Japanese out of north Burma. In 

February work stopped because the 

~.oadhead was too close to Japanese 

rilles, and in May the monsoons again 

brought progress to a halt. 

With nortll Burma recaptured and 

tlie monsoons ovey, the road moved for^ 

ward rapidly in late 1944. One engineer 

battalion built 104 bridges totaling 

5.105 feet in three months, and a li~ht 

pontoon company built a 1,200-foot pon~ 

toon bridge over the Irrawaddy Riven In 

late Ja~~uary 1945, COLPick left Ledo 

with a large convoy and, after several 

delays, reached Kunming, China, on 

February 4 amid great celebration. The 

Ledo Road, dubbed Pick's Pike by the 

soldiers and officially named the 

Stilwell Road. now provided a ground 

linkto China. 

U.S. Army engineers provided almost, 

half of the labor required to build the 

Ledo Road. Their existence, according 

to the official history of the theater, was 

a "grim monotony ofrain, damp, heat, 

mud, mildew, mold, insects, isolation, 

boredom, and physical effort in an 

obscure corner of the world." Their 

work, howeve,: produced one of the 

mnjor engineer accomplish~nents of 

World War II. 

Suggestions for further reading: 

Leslie Anders, The Lvdo Road: Goze,n/ 

Josepii W Stiiii!r/lk Higl~u,ay to 

Ciitrin (Norman: University of 

Oklahoma Press. 1965). 

Karl C. Dod, The Curp.s offlngineers: 

Ttie U'nr AgaUtstJapun. USArrny in 

\Vu~o,-/<l War II (Washington, D.C.: 

Government Printing Office, 1966). 
i 

i 

Letters to the Editor 


Particular emphasis should he placed C. Cary Jones 

on attendance at the FEMC. with an 

e.ve toward a well~rounded DEH Train 

Assistant Deputy Chief of 

staff -

In support of Mr. Ketchum's article, 

"Prepnringfir-voiir DEHA.~slgr~me,il." 

ENGINEER, Spring 1985, I want to 

urge attendance at "functional" training courses for personnel enroute to 

ing Program including all three complementaly courses. To this end, review 

by DA of current assignment procedures was requested, so that appropriate trainingcan be scheduled enroute. 

~~~i~~~~ ( ~ ~& 

~ ~ ~ ~ 

HQ, U.S. Army, Europe, and 

Seventh Army 

~ 

DEH. or DEH-equivalent, assignments 

in Europe. 

The Facililies Engineering Management Course (FEMC), a general over^ I read with some interest an article second lieutenant and having humped 

view of the DEH business, and the DEH from the May 6th edition of the with the 500-plus pound panels and 

Executive Management Cuursc, cur- Phibrdelphio Inquirer regarding the 800~pluspound stringers along with my 

rent issues facing the DEH, provide a recent death of Sir Donald Bailey. 1 troops, 1u:oulcI take issue with thecompreparatory base neccssary for en^ think it might be of interest to other ment that its components "could he carhanced job performance and are offered menibern of the Army engineer corn- ried easily hy a few men.'' 

at the United States Army Engineer murlity considering the role that the MAJ Timothy P. Drozd 

School IUSAESI, Fort Belvoir, VA. In 

Europe, at their Munich facility, the 7A 

Combined Arms Training Center i7A 

CATC) offers thc DEH blanagernent 

Course, which provides the USAREUR 

perspective of the DEH business. This 

Bailey Bridge has had in the Corps of 

ISngineers. I would think that just 

ahont every engineer soldier, officel; 

enlisted and NCO alike, has had the 

opportunity a~id challenge of asseniblinga Bailey Bridgc. 

U.S. Army ROTC Instructor 

Group 

University of Pennsylvania 

jVol~z:See 1,-ibute toSirDor~nldBailn, 

in ENGINEER, Su,n,nc?r1985. 

course complements the USAPE DEH However, having heen a Bailey Bridge 

training. platoon leader I'or over a year as a 

..- . .~. .. . . 

I wouldlike tonote an olniasion inadein tin1 Unit 11 (see enclosure four]. upon landing. I would strongly suggest 

yoor winter edition article, "WWII While I'm aware that not every engi- that this battalion playeda vital roleon 

R~rgine~rsin the Eicmpean Th.eaterW neer onit can he mentioned, the vital that historic day that deserves a notaThe Normandy Landings section of roleasassaultengineersrvith the 116th tion in your magazine. 

that article failed to note this battalion Infantry could hardly he overlooked LTC Louis V. Leo 

and the 121st Engineer Combat Bat- when it is placed with the roles of the HQ, 112th Engineer 

t.alion. The 112th and 121st closely 5th and 6th ESBs. The 146th Engineer Battalion(CBT)(CORPS) followed the 146th Engineer Battalion Battalion lost nearly 40 percent of its Ohio Army National Guard 

and preceded the Engineer Special troops and 80 percent of its equipment 

Brigades ashore. 

Besides eyewitness accounts kom 

fon~iiermembers of this organization, I 

have attached three items taken from 

this organization's history files to sup- I just finished reading the Summer a significant teaching tool for our 

nort this letter- Enc1osul.e number one issue of ENGlNEERMagaaine and was younger - engineer officers and soldiers. 

is n landing diapam with the 112th impressed with the Engineer Com- If such an article has already been 

highlighted. Enclosure two is aportion mand Update. published, or a book has already been 

181 IIIC 1 itit:. I..~rancrr C111111,;~t 13;~t- One tl'tl,t.rlo.-ric IIGI~:~~ a104~inmy .TI<11OI, the =UI~~,TI. 1~~~~~ol~l:tl~pr~:

llii I I i d I I I nitnd K:I; \vlltl 11 I I.:S(;ISEI-R M:tu:j :~tt,Lno\vin# 3ho111 il 

the~nissionsofsome ofthe 112th units zine hasever published a series ofartion Omaha Beach. Enclosure number cleson how the various engineer units Winston V. Coley 

three is an extract from a letter by the obtained their unit designations. 1have CPT, EN 

1121st Engineer Combat Group noting seen a similar series of articles on the USAR 

the actions by the 112th Engineer division-sized units in the SOLDIERS 

Battalion. Magazine over the last three years. Nolc: ENGINEER has notprinted rich 

The actions of this battalion at I believe that such a series of articles nrticles. Readers, can ,v<~u irt~lp proaide 

Omaha beach earned it the Presiden- on engineers would he informative and the irifirrnatiu~~? 

ENGINEER'FBII 1985 3 
News & Notes 


months This Class 70assaul11,ridge can hrearh terrain gaps of 30 feet and can he split clown the middle for easier 

transport by air, sea, orrail. 

The Combat Systems Test Activity the Marine Corps. Both the HAD and "By takingadvantageofdeepgullies, 

(CSTAI at the Aberdeen Proving the TLB are Class 70 hridges, making streams, and destroyed bridges . . . an 

Ground, MD, will test new bridging them capable of' supporting the heavi enemy commander can channel forces 

systemsfor the Army and Marine Corps est tank in the Army inventory (63-ton opposing him into areas where his 

duringthenext 18months.Actual test MlAl Abramsl. The LAB, a Class 30 defenses are best. The bridges we're 

sites, however, will be at Fort Lewis, bridge, is intended for light engineer devslopingwill allow our forcesto cross 

WA. and installations in Pennsvlvania. units not eauiooed with heavv tanks. these obstacles ouicklv and reach areas A A. 


~ccordingto Nancy 'Iroccol~, CSrA According to Byron ~awLy, Troop where the enemy's defense is weaker. 

test director, plans are being developed Support Division, the new systemswill The bridges will also enhance our abilfor a heavy assault bridge (HAR)and a improve battlefield mobility, enahling ity to conduct retrograde movements 

light assault bridge iLAB)for the Army commanders to overcome "channeliz- when the sitnation requires," he said. 

and a trailer-launched bridge (TLB) for ing"effects of obstacles. 

New Tool Ideas Wanted 

The Army has established a new 


entry point within the Army 


Materiel Command for new tool 


ideas or suggestions for minor 


items of equipment, This is to 


assist and encourage tool users to 


submit their suggestions to the 


Army's maintenance community 


for evaluation and possible 


acquisiti~in. 


,

I

.

hc ncw screening point is: 

Commander 


USAMC Materiel Keadiness 


Support Activity (MRSA) 


AT1'N: AMXMU-MU 


Lexington, KY 40511~5101 


New ideas may also be sent tu 

MRSA through SMAKT chan- TheM998 series high mobility multipurpose wheeled vehicle (Hummer) is nels. That address is: 

one of two replacements for the MI51 %-ton truck. The Hummer, which is 

Commander being fielded now, is equipped with an air-conditioning unit that will he 

U.S. Army Logistics Center maintained by engineers in the 52CMOS. The 15varieties of the Hummer 

ATTN: ATC1,-CS'T (SMART) include two cargoltroop carriers, eight weapons carriers, three amhuFt. Lee, VA 23801-6000 lances, and two communications carriers (photo courtesy of the LTV 

Corporation). 
Over 2,000 children at six feeding centers in Gao, Mali, now get twomeals a day instead of one, thanks to the 565th 

Engineer Battalion which built an M4T6assault bridge to transport grain (photo by SP4 CraigBeason). 

U.S. Army combat engineers are 

bringing food to thousands of hungry 

children in drought-stricken Mali. on 

an M4T6 assault. bridge they built and 

now operate. 

A 15-man detachment from the 565th 

Engineer Battalion, 7th Engineer 

Brigade, Karlsruhe, West Germany. 

built the t,actical pontoon raft near the 

southern Sahara village of Gao and 

began to ferry truckloads of grain 

across the Niger River on May 24. 

The grain, which is donated by the 

U.S., France, Switzerland, Holland, and 

Denmark, is distribut,ed from 160 Red 

Cross feeding centers in the district 

most affected by the two- year drought. 

"The extra grain brought in the raft 

allows us to double the amount of food 

we give out:' Red Cross nutrition advisor Pascal Villenueve said. Instead of 

one meal a day, the six feeding centers 

in Gao now feed about 2,000 children 

twicedaily. 

Supplies lo the tuwn dwindled while 

the ferry that normally connects Gao 

with seaports to the south was being 

repaired in the capital city of Bamako. 

Thc ferry can't make the 560-mile 

return trip until the Niger River rises. 

which normally happens by September. 

The engineers will operate their raft 

until then. 

Before the Army raft was built, few 

trucks made the three-day journey from 

ports in Benin, Senegal, Togo, and Ivory 

Coast where the donated grain arrives. 

The ones that did were delayed two days 

at Gao while their shipments were offloaded by hand into small dugout 

canoes and paddled across the river. 

This method cost the drivers about 

$100 daily, and one ton in fifty was lost 

to spillage or theft. The U.S:alone has 

donated 17,000 tonsofgrain toMali in 

1985. Much of that sat at the seaports 

until word of the raft reached the 

truckers there. 

The engineers used C-130s to deploy 

the equipment from the capitol to the 

remote desert town of Gao, and 20 

Malian soldiers hclpad the Americans 

transport the bridge by truck to the raft 

site. An Air Force airlift team packed 

the three C-141 loads at Ramstein, 

reloaded theequipment at Bamakofor 

nine C-130 flights tu the smaller Gao 

airport, and helped off-load there. 

Once the raft reached the river, the 

engineers built the five.float M4T6 raft 

in less than two days, workingt,hrough 

sandstorms and daily temperatures of 

over 135 degrees. "7kelve soldiers laid 

on all the deck plating in four hours," 

1SG Douglas Masterson said. "That's 

good time for twice that many people." 

The Malian Army gets its training 

and some equipment from the Soviets, 

French, and West Germans. This is the 

first time Malian and American 

soldiers have worked together and is 

the largest American presence ever in 

the country. 

(SP4 Craig Beason, 7th Engineer 

Brigade) 
.,.,.,, < ... . . .. ... ~~~ .~~. News & Notes 

A new design for bridge decks that 

could reduce the weight of the Army's 

future bridges hy20perce11t was developed by the Belvoir R&D C~n~ter. 

Catherine Kominos, an engineer in 

the Engineer Support Laboratory, ht:- 

gan wo~k on the deck design as an independent research project after hcr 

branch chief suggesled that she expcriment with a memhrane and shell structure as a design for n bridge deck. 

Bridge mobility is directly related to 

the weight of the bridge con~ponents, 

and the heaviest part ofthe bridge is its 

deck. 'l'raditionally, military hridges 

ware designed as deck-floor beam systems u;hich carried vehicle loads to 

truss girder support systems. Deck surfaces \-ere flat and carried only local 

loads. Following World War 11, engineers began to design deck surfaces 

which were "art of the sUDDort struc~ .. tore, creating a conlposite deck 

structure. 

"We knew that a membrane structure 

was t.he most efficient means ufweight 

distribution, hut there was no record of 

its being used in either civilian or 

military bridge structul-es," Kominos 

said. 

It began as a training mission . . . B 

Company, 27th Engineer Battalion was 

to parachute into Fort A. P Hill, VA; 

march one mile to an airstrip; destroy it 

with explosives; and return to Fort 

Bragg, NC, by helicopter. Engineers of 

the 82nd Airborne Division would then 

rebuild the landing zone. 

What the 27th Engineers didn't know 

was that fhtc had other thingsplanned 

for them. Almost everything that could 

go wrong,did. 

Double first started when the enginccrs' transportation to Fort A. P Hill 

was delayed for two hours because of 

mechanical problems with the C-130 

Catherine lio,virto* examines a completed model ofher new bridge dpiig.n. 

If tests arc, s~rrressful, this concept could reduce the weight of Army 

bridges bv almost20percent (photo courtesy of Belvoir R&D Laboratories). 

The new design consists ofa curved could "theoretically support a Class 70 

membrane stiffened hv a series of' vehicle,"Kominosadded. 

opposing. curved shells which formed After further testing and producing 

the deck surface. The structure would models, the Belvoir H&U Center plans 

reduce the weight ofthe bridge by elim- to let a contract for producing 10-fbot 

inating the top cord ofthe bridge deck. sections for initial evaluations later 

Computer tests show that the design this year. 

Hercules aircraft. The airplane was extension on the midnight deadline to 

eventually fixed, hut high winds over destroy the runway could not be 

the drop zone forced the paratroopers to granted. 

cancel theirjump. Determined to complete their misThe engineers did, however, ail.drop sion, the engineers used their picks, 

500 pounds oftools and 1,200 pounds of shovels, posthole diggers, and a lot of 

explosives on two of the several passes muscle to crater the airstrip during the 

made over thcdrop zone. night. They also shon,ed ingenuity in 

After landing at the Richmond, VA, using a U~7 bulldozer to destroy the 

airport, the engineers returned to the runway. As the sun began to rise, Cumdrop zone by bus where they picked up pany B'scre~v completed their mission 

their equipment and marched to the with a total of 30 potholes, each 

airstrip. measuring approximately 5x 5x4feet, 

IJpon arriving at the airstrip, the dug into the airstrip. 

paratroopers learned they were unahle But the ordeal was not over for the 

to use their explosives because an soldiers. Tha final straw was drawn 
when inclement weather approached 

Fort Bragg The CH-47 Chinook l~clicopters scheduled to fly the paratroopers home were grounded, once 

more leavingthem totravel by hus. 

CPT Minihan, Company B con~mand~ 

ez later credited his troops for a joh well 

done. "They continued to drive on and 

get the job done when things began to 

go wrong." (PFC Ruben Maestas, 

PAO, Fort Bragg, NC) 

Video disc technology may soon help 

commanders map out their battle 

plans. Scientists at the U.S. Army 

Engineer Topogaphic Lahoratories 

(ETL) have assembled a microcomputer-controlled vidco system which 

makes it easy to store, retrieve, and 

display maps and manage other military information, 

Army groups in West Germany oh^ 

served how the system works whenETL 

researchers demonstrated t,he equipment at the USAREUR Military Engineering Conference in Berchtesgaden. 

After the conftrence, they conducted 

hands-on sessions for officials at 

USAREUR Headquarters in Heidelberg, the 1st Armored Division in 

Anshach, and thc 649th Engineer Battalion in Schwetzingen. 

"We wanted to show how the microcomputer'video disc combination could 

he used to manage large amounts of 

mapping and tactical data,'' said Rob 

Lambert, an ETLprqject engineer who 

demonstrated the system in Germany. 

The system has a micro compute^: a 

video disc player, a television signal 

decoder, and a touch-panel controlled 

television monitor. ETL scientists wrote 

software programs and designed a 

special video to demonstrate the 

military planning applications of this 

equipment. The demonstration disc 

contains maps, aerial photographs, and 

three.dimensional terrain views for 

selected areas in Germany. 

Microcomputers can increase the 

data management capabilities of video 

A microcomputer-controlled video discsystem assrmhled by the JCngineer 


Topographic Laboratories provides a unique mission-planning tool (photo 


rourtesy of ETI,). 

disc systems. By teaming the two tech^ 

nologies, ETL scientists have created a 

unique mission-planning tool. 

0pet.ators can take military symbols 

stored on a magnetic disc and arrange 

them over the recordcd map displays to 

show the location of friendly andenemy 

forces. They can use the resulting "situation maps" to keep track oftroop units 

by adding, deleting, or moving symbols 

as the battle progresses. 

Users can also call up climate information and wcapons data stored in the 

microcomputer. Climatological listings 

describe the temperature, precipitation, 

and ground conditions expected in the 

field. Weapons data files catalog the 

contents and capabilities of U.S. and 

enemy arsenals; photographs of these 

weapons systems are included on the 

video disc. An "order ofhattle" program 

breaks each army down into smaller 

units and shows their locations and 

strengths. These programs can support 

a varicty of planningfunctions. 

ETL's demonstration system is a first 

step in exploring the mapping applications of video disc technology. Research. 

ers are examining other aspects of this 

technology which might he useful to the 

military. These studies may eventually 

pay off in improved techniques for managing and manipulating mapping and 

tactical data. 
LEAR THE WAY 

by MG R~chardS. Kern, Commandant, U.S.Army Engineer School 

Engineers: Key Members of the Combined Arms Team 

Warfare on the modern battlefield will be characterized by highly mobile forces equipped with lethal and 

highly technical weapons systems. To win on this hattlefield, we need capable leaders. Combat power must 

he synchronized and brought to bear on enemy weaknesses at decisive times and places. AirLand Battle 

doctrine, therefore, requires that modern techniques 

and technology can be exploited to the greatest extent 

possible. This can only be accomplished through competent leadership. But the questions may arise, "Can 

leaders be trained? Can they be taught to be competent, especially in such adverse conditions as the 

modern battlefield?" The answer is a resounding yes! 

In the Spring 1985 issue of ENGINEER, I emphasized three main ingredients of success-leadership, 

technical competency, and tactical proficiency. Again, 

I reiterate the importance of leadership. We have a 

responsibility to train our young leaders to be strong, 

agpessive, and competent. We owe them that training. 

We must make them all they can be for the sake of their 

soldiers, their Army. and their country. 

History is replete with episodes in which engineers 

played a major role in determining the outcome of 

major battles. Engineers have repeatedly proven 

themselves to be key members ofthe Combined Arms 

team. Our goal, then, must be to continue being an 

assured combat multiplier We must clearly understand the full scope of the battlefield, including the 

maneuver commander's concept. We must know his 

unit's capabilities and use our assets to complement 

the effectiveness of the maneuver force. Therefore, our 

most important mission at the Engineer School is to 

prepare the future task force engineers to meet this 

challenge. 

The training which lieutenants receive at EOBC is 

the beginning of this process. Thearticle, "FinnlExnm 

in EOBC," by MAJ Bowen and CIT Dyer shows our 

progress in providing realistic and challenging training in scenarios similar to those that will be encountered by the lieutenant in support of a task force. Task 

force engineers need to be as conversant in all factors of 

METT-T as the maneuver commanders they support. 

In addition, the engineer lieutenant must know how to 

get the most out of his men and equipment. The Engineer School plays an important role in developing 

young officers; but engineer commanders must continue the training process, stressing the importance of 

dynamic leadership. 

The task force engineer should participate in the 

planning phase of all operations. After-action reports 

from the National Training Center reveal that the task 

force engineer is frequently not a participant in the 

task force planning process and often does not attend 

operations order briefings. This lack of coordination 

almost always results in mission failure. 

The normal associations that foster the teamwork 

among the maneuver commander, his staff, and the 

engineer platoon leader begin in garrison and are 

essential for working well in combat. Engineer commanders must ensure that their platoon leaders attend 

maneuver battalion training meetings and participate 

in CPXs,FTXs, and other training exercises to develop 

their tactical sense and to foster team spirit. Only then 

will engineers become fully integrated and truly 

become combat multipliers. 

The task force engineer must also be imaginative, 

innovative, completely reliable, and have a desire for 

action. The article, "The Will to Lend," by MAJ 

Benham and MAJ Kershaw describes how tiie task 

fbrce engineer must develop an accurate understanding of himself, his subordinates, and the situation if he 

is to impose his will successfully in adverse conditions. 

The task force engineer plays a key role in the engineer support of the Combined Arms. We have a responsibility to ensure that he is well prepared and totally 

integrated into all aspects of the Combined Arms 

team. 
1 G& d3 <I 

BRIDGE THE GAP 

by CSM Charles T. Tucker, U.S. Army Engineer Center 6School 

NCOs: The Passport to EffectiveTraining 

All NCOs are trainers. A trainer is a role model, 

mentor, instructor, coach, and leader. This requires 

substantial time and effort. Usually, NCOs train their 

soldiers independently-unsupervised and unobserved 

by the chain of command. Consequently, the most 

critical evaluatorsof the trainers' performances are the 

NCOs themselves. 

All trainers have one objective: To develop the best 

possible soldier with the available time andresources. 

Obviously the emphasis is on developing a soldier's 

technical and leadership skills for combat. To develop 

these two skills, NCOs must concentrate primarily on 

the soldier's ability to successfully accomplish individual tasks. They must also teach their soldiers how 

important unit cohesion is for mission accomplishment. Individuals do not win wars; squads, platoons, 

and companiesdo. 

NCOs must be professional in all respects. Your credibility is directly related to your knowledge, technical 

expertise, conduct, conditioning, appearance, and 

demeanor. You should be knowledgeable of small unit 

tactics, basic weapons, MOS expertise, equipment, 

vehicles, and the capabilities and vulnerabilities of the 

opposing force. 

As an NCO trainer, you will demand high standards 

of conduct from your soldiers. Conversely, you must 

always demonstrate these same high standards. 

First, profane language should not be used. It rarely 

contributes to increased learning or effective training. 

Second, soldiers are going to make numerous and 

repeated mistakes as they learn. Be patient in training 

slow learners. 

Third, never demean, belittle, or embarrass your 

soldiers. 

Fourth, you are a trainer and not one of the students. 

You must maintain distance Only you can judge the 

correct measure of distance depending.on your experience and confidence level as well as the group personality ofyour soldiers. 

Fifth, you cannot afford to be a prima donna. Always 

be willing to set the example, fully participate in all 

activities, and share the hardships as well as the 

triumphs. 

Finally, do not jeopardize your effectiveness as an 

NCO trainer with marginal weight, uniform, haircut, 

or improper footwear. Do you carry yourself erect? Do 

you salute smartly? Do you communicate in a military, 

effective,and respectful manner? Do you appear professional, or do you take shortcuts? If after some introspection you find yourself deficient in some areas, you 

must dedicate yourselfto improvement. 

There are many responsibilities inherent in training 

soldiers. Here are some of the most important: 

Use your training time effectively. Have a contingency plan, present hip pocket training, always 

carry abbreviated lesson plans for two or three 

subjects. 

Plan ahead and in detail. Use every minute, involve 

all soldiers, develop detailed checklists for field 

problems. 

Document soldierperformance indetail. 

Improve your counseling techniques and approach 

to developing soldier performance. 

Know your soldiers. 

Be accessible to your soldiers. 

Enforce safety. 

Enforce personnel and property accountability. 

The NCO is the heart of the Army's concept for training. Your individual skills and knowledge, your professional manner, and your ability to counsel and develop 

the students in your class or soldiers in your platoon all 

contribute to your effectiveness as a trainer. Never be 

satisfied with your present level of performance. Your 

responsibilities to the young officers you may train in 

EOBC and to the soldiers you may lead in a combat 

engineer platoon demand nothing less than your best 

effort. all of the time. 
-

School News 

Engineer Orientation 

Team: 

EOAC Computer Literacy Instruction: 

Field Engineering 

Update: 

The Engineer Orientation Team (EOT)will visit engineer units during 

FY86 in an effort to improve communications with these units. The teain 

will conduct presentations about current developments within the 

Engineer School and gather feedback on the effectiveness of various school 

products. 

Although dates for these visits were not available at publication time, 

the units below are on the agenda for EOT visits. In addition, engineer 

units in Europe are scheduled for visits during April 1986. 

Ft. Carson, CO Ft. Stewart, GA 

Ft. Riley, KS Ft. Benning, GA 

Ft. Devens, MA Ft. Rucker, AL 

Ft. A. P. Hill, VA Ft. Ord, CA 

Ft. Knox, KY Ft. Lewis, WA 

An additional 13 hours of computer literacy instruction was recently 

added to the EOAC curriculum. The 20 hours of training which students 

receive now includes word processing, spreadsheets, and database 

management applications. 

Instruction is divided into two phases. The first phase consists of six 

hours of classroom instruction and a one-hour test covering basic computer terminology and applications. The second phase consists of two 

hours of classroom instruction, hut also includes eleven hours of hands-on 

training with microcomputers and their applications. This material is 

taught concurrently with the computer-assisted instruction (CAI) which 

students receive throughout the course on the Engineer School's PLAT0 

computer-based instructional system. 

For more information, call CPT Leonard Whitehead at the Training 

Technology Branch. His telephone number is (703)664-3953, AV 354. 

Input from the field has indicated that although engineer lieutenants 

graduating from EOBC are technically proficient in such skills as installing minefields andemplacing obstacles, they are deficient in integrating 

these obstacles into an overall plan. Thismakes them less efficient as task 

force engineers. 
In response, the Field Engineering Branch has increased the course 

hours taught at the basic course in an effort to integrate the technical 

skills of mobility, countermobility, and demolitionswith tactical expertise. 

Conducted in close conjunction with Combined Arms instructors, the 

objectives of the increased course hours are the following: 

Future platoon leaders become proficient mangers and supervisors of 

field engineering skills such as obstacle emplacement and mine 

warfare. 

Future platoon leaders learn to perform better as viable Combined 

Arms members by seeing the overall plans of the battlefield and by 

properly representing the engineers to the task force maneuver 

commander. 

New lieutenants learn how to use their NCOs better and how to 

delegate tasks. (Forthis reason, the primary field engineering instructors will be NCOs.) 

Professional Engineers A new Guide to Registration for Professional Engineers has been pubExam Guide: lished by the U.S. Army Engineer School. Subjects coveredare:benefits of 

registration, requirements for registration, overseas exam locations, 

organization of exams, preparation for the exam, addresses and phone 

numbers of all state boards, examples of military experience that are 

accepted by someboards, and a selected bibliography of preparatory study 

material. 

Requests should be addressed to the Commandant, USAES, ATTN: 

PEIEIT Coordinator, ATZA-TE-RA,Fort Belvoir, VA 22060.5331, 

New Director: This department recently welcomed COL Peter O'Neill as its new director. COL O'Neill is the former chief of the Engineer Management Division, MILPERCEN, and a recent graduate of the Industrial College of the 

Armed Forces. 

Already having spent two tours at Fort Belvoir, COL O'Neill has also 

served in Vietnam; Germany; Fort Carson, CO; the Corps of Engineers 

District in Philadelphia; and the Office of the Chief of Engineers. 

Cableman'sHandbook: The Lineman's and Cableman$ Handbook (ISBN 0-07-035678.51, 

recently replaced TM 5-765,Electric Transmission and Distribution, and 

will be issued free to users once. Units authorized the 52G MOS should 

send names of their property book officers, DODAAC (Department of 

Defense Activity Access Codes), and document number to: U.S. Army 

Engineer School, ATZATD-P,Stop291D, Fort Belvoir, VA 22060-5291. 
Brigade Sllice Observations 

by MAJ Robert G. McKeever and 


MAJ Robert L. Somers 


.. . .. 

Opposingforce (OPFOR) soldiers participate in recent brigade slice opcr;~tions at the NTC. The OPFOR is equipped 

with a Soviet M'CLB for this exercise. During brigade slice operations, engineers are concerned mainly with rornrnand and control, planningand coordination, and offensive and defensive execution (U.S. Armyphoto). 

Recently, the National Training 

Center started ohserving open Organization 


tions ahovc the task force level. This Operations/lntelligence
 effort, the Brigade Slice Observation 


Proguam, has hern conducted by per- 


sonnel assigned on a temporary duty 


basis from the various TRADOC 


schools. Ohiectives of the program 


included exploring ways to improve 


training for brigade nnd brigade slice 


elements. determinine - methods for 


feedback to brigade players and support 


assets. and providing feedback to the 


service schools. 


Responsibility for conduct in^ these Services Il-3 Figure 1. observations soon will transfer to a 


team of 13subject matter experts per- 


manpntly assigned to the XTC. The arms and combat support arms person- ject matter experts observed t,heir engineers are represented on this team nel operated semi-independently respective functional areas, coached, by MA6 Mel Saxton, who worked with (transportation was the major limiting and provided Feedback. Comments were us during four rotations. This article factor) and reported to the operations consolidated. integrated, and con- ill focus on the organization and observer. The findings were then inte- densed into interim and final AARs. operation of the brigade slice observa~ grated and condensed into the interim NTC operations groups personnel tions. as well as on the observations and final AARs. In addition, the team formed the link between the brigade made of brigade engineer operations members performed individual coach^ and battalion operations and coor~ during the four rotations. ing and immediate feedback functions. dinated with the observers:controliers 

Organization Finally, they prepared the take-home for observation8 from the battalion task 

In the brigade slice observation package for the brigade. forces. 

(Figure I), combat service support(CSS) The engineer approach (Figure 3) 

personnel operated as a team and con- Operation focused on co~nmand and control. planducted a separate CSS after action Most of the brigade slice observers ning and coordination, and offensive 

review lA.4R1. Their efforts were, of had not visited NTC before, establish- and defensive execution. Key brigade 

course, focused on the comhat trains of ing a requirement for a brief orienta~ engineer missions were identified 

the battalion task force and on the tion period before the rotation began. (Figure 4) and were considered in forbrigade support area IBSA). Comhat Early in therotation(Figure21, thesuh- mulating observations. 

7 
-------- 

Establish O tlservation S' 

a:;Follows 

Day 11234 51 6 7 8 9 11011121314 

AR TF I Force on Force [ Live F~re I Force on Force 

Mech TF I Force on Force [ Force on Force [ Live Fire 

Orient I Observe I Write 

orient I Observe Write 

NTC OC Cell I Br~ef [ Observe I AAR I Observe I AAR I AAR 

Figure2. 

Approach 

Overall Offensive 

Adrninistration/logistics I'~lanni~g/~oordination 

Engineer Missions Execut~on 

Overall 	 Mobility 

Operations 	 Counterrnobility 

Survivability 

General Engineering I Defensive 

Overall Planning/Coordination 

Recommendations Execution 

Figure 3. 

Brigade Engineer Observations 

This section will give brief ohserva~ 

tions follov.~ed by specific examples. In 

keeping with NTC practice, names and 

units will not be disclosed. 

1.A functional brigade engineer sec. 

tion is critical and must be supported 

with its proper fill ofpeople and equipment. The grade of 04 for the engineer 

provides the maneuver commander 

with a qualified combat engineer 

expert who can support the scheme of 

operations. Dual-hatting the company 

commander or downgrading the hrigade engineer position is not a solution. 

The brigade engineer section must 

also he supported with transportation 

and communications equipment commensurate with the unit to which 

assigned. For mechanized and armor 

units, the engineer should have the use 

of an M-577with at least two radios. 

2. Planning the execution of obstacles 

is weak, and reporting and recording of 

minefields is poor. For example, a unit 

not reporting an emplaced minefield 

caused an adjacent friendly unit to suffer casualties in the minefield. In 

another example, a unit failed to record 

and report a minefield and entered its 

own minefield, not once, not twice, but 

three times. The use of Figures 5 and 6, 

Minefield Reporting and Deploying 

Scatterable Minefield* would correct 

this problem. 

3. Coordination, command and control, is weak. Specific examples are 

numerous. One engineer platoon 

attached to a task force went 36 hours 

without support from its attaching 

unit. This resulted in hungry soldiers 

and vehicles with no fuel. Not uncommon was the sight of a dozer sitting idly 

by on a trailer for six hours while tlie 

crew waited in the cab for further 

instructions. 

4. Engineer assets at all levels are 

poorly preserved. A %-ton truck provides the hrigade engineer with absolutely no protection from small arms or 

shrapnel; yet he needs to go forward for 

reconnaissance, planning, and coordination with the task force engineer. 

When forward, the survivahility of the 

brigade engineer is probably defined in 

terms of minutes. Manuever commanders consistently did not provide security for the engineers working in front 

of their sectors, usually resulting in 

heavy losses or total annihilation for 

~;lengineers. 

5. Priority of engineer missions is 

flexible. Different commanders will 

rank missions in a different order. For 

example, on one defensive mission, a 

commander's priorities of engineer 

tasks were as follows: countermobility, 

survivability. and mobility. On a 

similar defensive mission from a different rotation, the commander's 

priorities were survivahility, mobility, 

and countermobility. Both missions 

succeeded, in part, because each commander's priorities for the engineer 

tasks supported his own scheme of 

maneuver. 

6. Engineer equipment requires 

special consideration at hrigade level to 

ensure continuous operations. One task 

force lost its engineer platoon, including equipment, to enemy artillery 

before the task forre defensive positions 

were complete. However, the hrigade 

engineer was able to task additional 

assets to assist the maneuver commander in completing his obstacles. 

Without the intervention of the brigade 

engineer, the mission would certainly 

have failed. This special consideration 

applies no less to equipment down due 

to maintenance problems. 

7. Maneuver units are generally not 

involved in obstacle construction. 

Engineers should assist, supervise, and 

operate equipment for the supported 

unit (FM 71-25, Task Force Operations). 

Manuever units should heavily exercise 

their responsibility to prepare obstacles 

and defensive positions for themselves. 

By doing so, the maneuver forces free 

engineers to construct additional 

obstacles. On one mission, the engineers worked alone on survivability 

positions for the maneuver force and 

then worked on obstacles. Insufficient 

time remained before the battle for the 

engineers to construct survivahility 

positions for themselves. 
Engineer Brigade Slice 


Considerations and Key Brigade 


Engineer Missions 


1. Keep the maneuver commander abreast of all engineer operations in the 

br~gadearea of operations. 

2. 	Provide engineer input (annex) to all brigade and task force OPLANS and 

OPOROS. 

3. Task engineer assets under brigade control to accomplish ene 


missions in accordance with maneuver commander's scheme 


operations. 


4. 	Collect and disseminate (as required) engineer essential elements of 


information (i.e., gap crossing data, route classification, bridge data, 


trafficability data). 


5. 	Plan and adv~se maneuver commanders on FASCAM employment. 

6. 	Plan and advise maneuver commanders of barriers and target installation 

and execution. 

7. 	Ensure engineers have required logistical support in the area of 

operations. 

8. 	Keep accountability of key engineer supplies in the brigade area of 

operation such as FASCAM, mlnes, and demolitions. 

Figure 4. 

8. Engineer ARTEPs do not promote 

Combined Arms activity. As such, engineer commanders should actively seek 

opportunities to train with maneuver 

forces. Also, the forthcoming ARTEP 

Mission Training Plans (AMTPs) will 

integrate engineer tasks into maneuver 

arms training, further improving engineer performance and survivability. 

9. Engineers are a viable and valuable member of the Combined Arms 

team. This point was illustrated at least 

once each rotation when the planning 

and coordination for obstacles, maneuver and fire support produced highly 

successful kill zones in and around 

obstacles. 

The brigade engineer is the focal 

point of all engineer activities in a 

brigade. The brigade slice observation 

process begun at NTCcan provide valuable information and lessons learned to 

be used in improving our performance. 

There are as many ways for a brigade 

engineer to operate as there are brigade 

engineers. The experience and lessons 

of the past are currently being synthesized into FC 5-100-1,a new field circular on the brigade engineer. 

. .. engineersmust engage (US.Army photo). 

14 ENGlNEERlFalll985 

Minefield Reporting 

-+Report pf$q $---
 aRecord

-Critical nation - Coordi 

Figure 5. 

Deploying Scatterable Minefields 


Scatterable Mine mation Flow 


Scatte ?S 


ei) ADEIG-3) 

Minefl' 

RP~ 

- , I La\\ 

igure 6. 

MAJ Robert G McKeeuer is the section chiefofthe new Doctrinal Foundations Section, Department of Combined 

Arms, USAES. He has had uaried 

assignments in Germany, Korea, and 

the United States and is a 1972 ROTC 

graduate from Indiana Uniuersity of 

Penn.s,yluania He has a master's degree 

in geoenuironmental studies from Ship 

pensburg State College 

MAJ Robert L. Somers is the chiefof 

Field Engineering Branch Department 

of Military Engineering. USAES. He 

has held con~mand and staff assignments in Germany and the Uailed 

Slates. A graduate of both the US. 

Military Academy and the Command 

and General StaffColbge MAJ Somers 

obtained his MBA from Cenlral 

Michigan Uniuer,sity 

InitiativeThe Key Ingredient "3 ? ;II . , i --!+l-c;agp;n. +. 'gqrncr i 

icontinuedfrom inside front cover) 

the precommissioning sources, be 

extended through the schools such as 

Fort Belvoir, Fort Benning, and Fort 

Knox, and show itself at the National 

naining Center and Reforger. 

Truly creating this atmosphere 

requires bold and courageous changes 

in many leaders in our system who are 

more comfortable in micromanaging. If 

we are going to experience the true 

synergy derived from developing innovative leaders, then we must be brave 

enough to change our mind set. The net 

result will be an AirLand Battle doctrine which not only looks good on 

paper, but will be stamped indelibly in 

the hearts and minds of our leaders. 

CPT William Scully, formerly an 

instructor in the Command and Leadership Branch, Department of Combined 

Arms, USAES. CPT Scully is a 1977 

graduate of the US. Military Academy 

and has an MBA from American 

University. 
nglneer platoon leaders serving in Edivisional .. engineer line companies 

have to perform one of the most 

demanding junior officer roles on the 

entire battlefield. While leading their 

platoon, they also normally serve as 

task force engineers. Because of this, 

engineer battalion and company commanders, as well as task force commanders, must place significant 

emphasis on training, monitoring, and 

supportingthe platoon leaderltask force 

engineer. 

The engineer company commander 

trains the task force engineers subordinate to him. With his battalion and 

task force commanders, the company 

commander develops the training program to meet the needs ofthe task force. 

When developing the task force engineer training program, the company 

commander shouldconsider at least the 

following: 

Understanding the task force 

commander. 

Getting into the decision flow. 

Conductingstaffcoordination. 

Building confidence and mutual 

Briefing the task force commander ing the terrain and asking questions 

based on METT, OKOCA, and the 

five-parapaph field order will result in 

the task force engineer's better nnderstanding the task force commander's 

intent. 

Keeping con~municationswith the 

task force commander is essential. This 

may be by radio, telephone, messenger, 

or any means available. The essential 

thing is to KEEP COMMO. The task 

force engineer should also frequent the 

same places as the task force commander and update him on the engineer operations in sector. 

The task force engineer must know 

engineer doctrine and capabilities as 

well. The FM 5-100 series is now 

available and must be studied. A thorough knowledge of mobilitylcountermobilitylsurvivability is vital. The task 

force engineer must learn about his 

organic equipment as well as that 

which may be attached to him. He also 

needs to know the threat equipment 

and capabilities. Then, with the help of 

his battalion and company commanders, he must work with the task 

Understanding the Task Force 

Commander 

The task force engineer must begin to 

think like the task force commander. 

Remember that the task force commander has at least 15years of military 

experience. Specifically, the task force 

engineer must lean the doctrine.There 

is no substitute for studying FMs 71-1 

and 71-25, Tank ond Meehanizedlnfantry Battalion Task Force and Task Force 

Operations, and the task force field 

standing operating procedures (FSOP). 

Along with this, he must know the task 

force equipment and its capabilities, 

the number of tanks or IFVs it has, the 

maximum effective range of its weapon 

systems, and the capabilities of its 

vehicles. 

The task force engineer must also 

understand detailed operational 

graphics and keephis own overlay current with the task force commander's. 

FM 101-5-1, Operationai Terms and 

Graphics, is the reference. Using good 

graphics to discuss operations overlookrespect. 

CPT ROBERT A. Q'IRIIEN Ill 

--& w. An.r"sL .r +=ha= 
force commander on employing 

engineers to maximize their combat 

multiplyingeffect. 

Using all of this knowledge, the task 

force engineer must understand the 

commander's intent, translate it into 

specified and implied tasks, and develop 

the engineer plan. Becoming proficient 

in these tasks ill help develop 

credibility with the task force comnlander This is necessary so that the 

task forceengineer can be the expert on 

engineer activities in the task force 

sectol' 

Getting Into the Decision Flow 

The next area of importance in train^ 

ing the task force engineer is teaching 

him horn to get into the decision flo\~ 

FRI 101-5, Staff Orgnnizntion or~d 

Operations, explains how staffs fi~nction and includes the engineer officer: 

Detailed study ofthis manual is imp or^ 

tant. Concentrate on chapters 4 

through 7. 

Beine included in the orders erouo is u . 

also in~~ottant When the ordersmour, -. meets, the task fo~cengineer should be 

there. This includes warning orders, 

terrain walks, staff planning sessions. 

decision briefings. OPORDS, and 

AARs. The task force engineer must be 

confident and asserliur to be an effective 

member ofthe orders group. He can be 

this way only if he is properly trained 

and well organized. 

Conducting Staff Coordination 

The task force engineer must execute 

numerous staff responsibilities to properly support the task fbrce. As a slat"[ 

officer,he must interface regularly with 

theS-2, S-3,S4, scouts, fire support oficer(FSO), and Air Force liaison officer 

(ALO). Let's consider the task force 

engineer'scoordination u~itheach. 

S-2:The task force S-2supervises the 

intelligence preparation of the battlefield iIPBI. He analyzes the enemy, tel.~ 

rain, and weather All of these areas are 

critical to the task force engineer Based 

on the 5-2 analvsis uf the enemy that 

the task force will encounter; the task 

force engineer must determine with the 

S~2the expected engineer capability of 

the enemy force. FMs 100.2~1 and 

100-2~3,The S<~L'letArmy: Operalions 

onfi Toclics and The Sor:iel Army: 

Eqrrip,np,il, provide useful information 

on threat tactics and organizntion. 

From the terrain and weather estimates, the task force engineer recommends how ta best provide mobility support or reinforce the terrain with 

available or projected assets. He also 

provides mohilityicountern~obility 

advice on route selection. The task force 

engineer and the S-2 establish the pri. 

ority intelligence requirements (PIR)of 

engineer significance to he directed to 

the scout platoon leadel: The task force 

engineer must also report the results of 

any enginepr ~.econnaissancein sector 

to the S.2. 

S-3: The task force engineer must 

translate all of the infurmation resulting from the S~2coordination into an 

engineer plan that supports thecnncept 

ofthe operation. Heshould be a key link 

between terrain analysis and battle 

planning hy reinfbrcing to the taskfnrre 

commander the significance of choke 

points and terrain and water obstacles 

in hoth the offense and the defense. 

The task force engineer recomn~ends 

task organization inputs to the S-3on 

paragraphs 3a. mobiiityicountermohility!sarvivability; 3b, subunit missions; 

and 3c, coordination instructions, and 

helps develop the obstacle plan for the 

operations order He ensures the inclusion of priority of work, link ups, rally 

points, logistic release points, locations 

of primary and fallback positions, follorv-on n~issions,and evacuation times. 

He must also continually stress that 

obstacles in the attack or defense are 

covered by direct and indirect fire. In 

addition, he advises the 5-3on deception and FASCAM missions. 

Before attacks, the task force 

engineer must learn from the 5-3 of 

intended battle positions 01. defense sec~ 

tors on the objective in order to preplan 

the logistics needed for a hasty defense. 

Those supplies and equipment will 

then he ordered and may be moved forward in conjullction with the att,ack so 

that they will not delay preparation of 

defensive positions once they are 

selected. He must alsocoordinate hasty 

and deliberate marking and reporting 

of breach or bypass lanes through 

~nelnyobstacles. 

In the defense, the task force engineer 

must coordinate obstacle turn-over procedures, safe lanes through obstacles, 

and ohstacle marking techniques. He 

must rnsure that the obstnelc plan is 

integrated into the task force surveillance and patrol plan to guard against 

breaching by the enemy during darkness. He must also coordinate for work^ 

site security to be provided by the 

maneuver unit. Security elements ,nusf 

he positioned between the work parties 

and the enemy to preveut enemy weapons systems from engaging the critical 

and vulnerable engineer assets at ntax~ 

imum effective range. Just overwatch is 

not sufficient. 

S-4:The task force enginem coo~dinates with the 5-4 to ensure that 

logistics are projected, requisitioned, 

and acquired in a timely manner. 

Together they must ensure that logistics release points and Class IV and V 

prestock points itask force run) are 

established and SOPSare developed to 

ensure the proper functioning of these 

systems. The 5-4 must also be made 

awareoftheClassII1 requirements for 

supporting engineers. 

Scouts:Thescout platoon leader and 

the task force engineer must coordinate 

Lo ensure that PIR concr~mingengineer 

matters are met. The task force engineer will normally send an engineer 

representative with the scout platoon 

reconnaissance effort to assist in collec~ 

tinz and reporling intelligence. Impor.. 

tant are: 

'Wafficablity. 

Existingnatural, cultural, and nlan~ 

made obstacles. 

Routes, roads, fords,AVLB sites, and 

bridges. 

The locations of stockpiles of 

engineer assets. 

FS0:Thetask forceengineer and the 

FSO coordinate to deter~ninethe availability of Class V to support engineer 

operations. Obstacles should appear on 

the fire support overlay to ensure that 

indirect fire is plotted to cover them. 

RAAM and ADAM missions must be 

carefully analyzed and planned and 

must be included on both the fire support plan and theohstacle overlay. 

S-3 (Air) or ALO: Obstacles must 

appear on overlays given to supporting 

aviation so that gunship and close air 

support(CASIpilots will know where to 

expect clusters of targets. Air-delivered 

FASCAM must be planned and 

cuo~.dirrated. 

Building Confidence and Mutual 

Rrspert 

Company commanders can help to 

develop confidence and credibility in 

the task force enyineers they tram 

Through officer p~.ofessional development IOPD) classes, task force engineers can hecome more proficient in 

doctrine and staff functions. There are 

at least a few ideas for OPD classes contained in thisatticle. 
Becoming an active participant in 

task force regular staff, training 

meetings, and OPDs will help todevel~ 

op a solid relationship. Get task force 

engineers involved in the task force 

training management cycle. Monitor 

this closely to ensure that hrigade, task 

force, and engineer battalion and company training cycles mesh. Train 

together whenever possible. The more 

the task force and the task force 

engineer see ofeach othec the hettel: 

Task force CPXs. TEWTs, and 

MAPEXs are other good sources of education. naining his own platoon will 

also give the task force engineer a 

realistic picture of the time and effort 

expended in tasks that provide mobil~ 

ityicouiitermobilitylst~rvivability sup^ 

port to the task fbrce. 

Briefing theTask Force 

Commander 

'The only way to become proficient at 

briefing is to brief, brief, and brief. Use 

FM 101-5and the five-paragrap11field 

order as guides. Establish an SOP=-itli 

the t.ask force commander on what lie 

wants in a briefing. Always include a 

mission statement (Sit; my mission is 

.. . 1. Also consider the following: 

Priority of work (mobility!countermobilitylsurvivability). 

Obstacle overlays including 

FASCAM for both offensive and 

defensive operations. 

The execution matrix(timevs task). 

The survivability plan for each conipanyitea~nand weapon syst,em(don't 

forget ADA, FA, and engineer assets). 

The engineer equipment, weapons, 

and personnel status. 

Obstacle delay times are of interest as 

\veil. While the task force engineer will 

quality~control the construction of 

obstacles, the key to long delays at good 

obstacles is effective direct and indirect 

fire. Great obstacles not covered by fire 

can be rapidly breached. FM 5-102, 

Coiinfrrrnobilitj.; FM 20~32, Mine1 

Countermine O[~eratior~sat the Company Level; and FM 71-25, Tksk Force 

Operntions, are the references for 

obstacles. 

The Engineer School isdoing its part 

to improve task tbrce engineer training. 

A field circular on the duties of the 

hrigade task force engineer is scheduled to be published in the fourth 

quarter of FY 85. The program of 

instruction for the Engineer Office 

Basic Course is also being analyzed to 

determine what else potential task 

force engineers should be taught. 

The task force engineer has finally 

gained the full attention that the position deserves. Through proper training 

and emphasis on the part of engineer 

platoon leaders, company and battalion 

commanders, and maneuver commanders, the task force engineer will 

soon truly be the task force commander's engineer expert on the 

battlefield. 

CPT Rohert A. O'Brien 111 is an 

ROTC ir~structorat Seton Hail Uniuersity. Before that he was aprqject offices 

Departmcrzt of Combined A~ms, 

USAES Alsq he lcas a plaloon leadec 

842nd Engineer Company, South 

Dakota National Guard, and commanded Company B, IstEngineerBattalion, Fort Rilqy, KS CPT O'BI-ienluas 

traice a com/~[m,vcommander at the 

NTC. He graduated from EOBC, 

EOAC,arid has n bachelor's degree from 

the Urziuersi@ofN~uadn-Rena 

t IS 0100 hours, and moonrise is still I 'two hours away. You've been driving 

tlil.ough blackness fhrover an hour with 

no lights and few Lerrain features to 

guide on. Soon you'll be at the task force 

TOC (tactical operations center), and 

the time to switch from engineer platoon leader to TOC staff officer will he 

at hand. 

by1LT Charles A. Radke 

Although you are thejuniorofficer at 

the TOC, the knowledge you have as a 

task force engineer is vital to the success of the operation. The task force 

commander expects you to be the expert 

on all engineer aspects ofthe operation. 

He also expects you to prepare the 

obstacle plan and to write theengineer 

annex to theoperations orde~Even so, 

the subdued castle you wear on your 

shirt collar does not guarantee that you 

can meet his expectations 

In most cases, you will have the largest platoon in the task force. Often the 

assets you control will outnumber the 

personnel in one ofthe maneuver com~ 

pany teams. You will have control over 

your platoon and the additional heavy 
COUNTERMOBILITY 


-

Obstacle Number 

and Priority Description 

t 

Priority Location/Battle 

Position 

and armored equipment attached to 

your platoon. Additionally, the task 

force will place any corps level engineers under your control. With all these 

people and their equipment at your disposal, the engineer contribution to the 

operation can he awesome. 

Still, these assets must fit into the 

concept which the task force commander has outlined. In the early 

stages of the planning phase, the task 

force engineer outlines his suggestions 

to support the operation. Upon appro^ 

val, these suggestions become the plan; 

and it's the task force engineer's task to 

put the plan into writing. 

As in all orders, the need for brevity is 

balanced by the need for the engineer to 

convey his intent. In an offensive operation, the five-paragraph field order will 

often suffice. However, when this format 

is used in a defensive operation, the 

written explanation of subunit missions becomes long and hard to interpret. This is due primarily to the 

intense engineer effort required in a 

defensive operation 

One solution to this problem is to 

adopt a matrix to substitute for some of 

the written portions of the order This 

method makes the order easier to read 

and usually takes less space than a 

lengthy mission statement. It also 

allows the engineer to include addi~ 

tional information in the order without 

reducingits clarity. 

Those engineer operations most often 

addressed in a task force operations 

order include three different areas of 

possible engineer effort: mobility, countermohility, and survivability.The task 

force engineer will most likely concentrate his defensive efforts on countermobility and survivability and leave 

most of the mobility tasks to the 

supporting engineer forces. 

Concentrated on countermobility and 

survivability operations, the engineer 

assets can become the biggest combat 

multiplier on the battlefield. In order to 

Location Who Secures 

I 

SURVIVABILITY 

Type Position To Equipment Devoted Emplace 

I 

use all the assets available to produce 

the optimum effect,carefulplanningof 

the operation becomes the first step to 

success. The plan will deal with the use 

ofmen, machines, and mat,erial as well 

as allocation of the time available for 

each of these assets. 

Use of manpower will ust~ally include 

your platoon memhers, available manpowel.from the task force, and any additional engineer soldiers allocated to the 

task force from higher levels. Planning 

to get them to the right place at the 

right time is easier ifthe matrix is used. 

It shows their priorities in conjunction 

with all other assets which affect their 

mission. 

Class IV will be used by all units 

within the task force and transported 

by a variety of haul assets. When the 

engineer makes the plan for the distrihution of the Class IV, he adheres to 

priorities for obstacle emplacement. 

Usingaseparatecolumnonthe matrix 

greatly reduced the need for lengthy 

coordination with other staffsections. 

With the men and material taken 

care of, machines, the most productive 

asset, need close attention.These pieces 

of heavy equipment must be put to 

work as soon as possible. As in all other 

defensive planning steps, the use of 

heavy equipment needstobe organized. 

Usually the dozers go to one battle position to dig in tanks while the backhoe 

goes to another to dig in dismounted 

infantry. The trick is to keep the assets 

together as much as possible, hut constantly productive. Again, use the 

matrix to outline what the heavy equipClass IV. V, Personnel 

By Time, Equipment Required 

-

rime Required Special Notes 

ment does. List the missions in order of 

priority and make sure all the task 

force leaders understand how the assets 

are being used. 

The objective of a written order is to 

ensure that the commander's intent is 

understood by everyone in the chain of 

command. The objective ofthe matrix is 

to convey this intent, hut to do it in an 

easily understood manner. Attempts to 

communicate the information included 

in the matrix would take many written 

pages and make it very difficult to pick 

out a specific event or coordination 

point. Usually the need for brevity 

causes a degradation of the written 

plan. 

The matrix used at the National 

Training Center fits the bill for planning of all engineer assets and respon~ 

sibilities, according to observerslcontrollers. The matrix has withstood the 

test ofactual use andcan make the task 

of the engineer planner many times 

easie~ 

ILT Chnf-lesA. Raclkr is the e.rrculii,e 

oficer ofthe ri22nd Er~gitzeer Co,rr,pany. 

Fort Knos, KY He uus aplatoon leader 

in the 194th Armored Brigade Fort 

Knox, [and swoed as the task /i,rce 

engineer for the 4154th Irrfarztv a1 the 

hrTC ILT Radke /ins n degree in mothernnlics and cornpuler scie~zae from the 

State Uriiuersih of'Neu York at Albanv 

and ions comnzis.sioned ns an engineer 

officer through ROTC He has Oren 

sclected lo attend th~ Armor Officm-s 

Adua17ced Course 

Task Force EngineerEombined Arms 


Integration Package 


A copy ofthenewly revised TnskForeeEngineer/CombinedA~mshtegrotionPackoge 

is being sent to all engineer units. The package focuses on task force engineers. The 

DirectorateofEvaluationandStandardizationplanstoupdatethepackageevery quarter 

by publishing lessons learned (or when new lessons are identified). 

For additional copies, write: Commandant, U.S.Army Engineer School, AWN: ATZAESE,Stop 271, Fort Belvoir. VA 22060-5271. Platoon leaders scheduled for rotations at 

NTC as task force engineers may call CPT Craig Tavani at (703) 664-3668. AV 354 for 

additional information. 
positions of these ftatures pertain Lo 

our questions concerning point 

obstacles. 

,Modern t30int Obstacles 

we applied the basic principles of 

the 18thcenturysystemoffortification to the design of modern obstacles 

in two previous articles (ENGINEER, 

Spring and Summer).In this final article, we will discuss the dimensioning 

and layout of the inner fortress communications (gates, bridges, stairs) of 

the same 18thcentury defensive system 

and apply them to today's principles 

governingpoint obstacles. 

Specifically,the design of the fortress 

pro~idesinsight into answering the 

following questions. 

Given bridges of varying classifications (i.e.Class 30, Class60)passing 

over a stream, which bridges should 

be demolished first and which left 

open to handle inner battlefield 

movement of friendly forces? 

What types of fail-safingtechniques 

can we employ in designingcritical. 

command-executedpoint obstacles? 

How does siting of a point obstacle 

affect itseffectiveness? 

As stated in our last article, the 18th 

century European fortress was 

designed as a series of linear obstacles 

in depth (Figure 1).An attacker had to 

cross several ditches, bordered on each 

side by high masonry walls, before 

reaching the inner fortress positions. 

The ditches were laid out in a jagged 

pattern, allowing cannons on the inner 

fortress wall and the platforms of the 

detached outworks to fire along the 

length of each ditch segment. Crossing 

the ditches was therefore a difficult 

operation for an attacker. 

For the defender, inner fortress movement was much simpler. Ho\v was the 

fortress designed to allow easy move^ 

ment of friendly men and materiel 

between the various fortress components without making the attacker's 

job easier? The defenders supplied, 

resupplied. and counterattacked using 

gateways and passageways through the 

main inner wall, bridges over the 

ditches, and stairs.The dimensions and 

Capacity of Lines of 

Communications 

The dimensions of the bridges, 

passageways, and stairs were convenient for movement of the friendly troops 

or equipment. Artillery passages were 

10 to 15 feet wide, with maximum 

inclines of 116.Infantry passages were 4 

to 6 feet wide. These choices seem 

ohious. 

Less obvious is the simple fact that 

infantry passages, either stairs or narrow ramps, could not pass artillery. 

Look again at Figure 1. The forward 

edge of the fortress (the covered way) 

was manned by infantry. The only 

access to this outer edge passed through 

narrow stairways. This meant that if 

enemy infantry successfully stormed 

part ofthe outer fortress edge, and then 

one of the detached forts, the enemy 

would still not be able to move his own 

artillery across the ditch to the secured 

fort.. There were no artillery passages 

breaking through the continuous outer 

edge oftheouterfortressditch. 

A modern analogy to the infantry on 

the covered way is a unit being used as a 

screening or covering force. Assume the 

unit's largest vehicle is Class 30. Leaving a four-lane Class 60 bridge intact to 

retrieve a delaying unit would be equivalent, iu our fortress example to hav~ 

ing ramps 16fect wide leading fkom the 

covered way to the detached forts. The 

Class 60bridge is too big for its purpose 

and is an invitation to high-speed enemy approach. A hridge more suited to 

the purpose, if available, should be 

chosen for the unit withdrtiwl; and the 

Class 60 bridge should be destroyed. 

Redundant Safeguards 

Critical fortress communications 

were designed with many redundant 

safeguards. The critical passageways 

(tunnels)throughthe main rampart are 

called posterns. The design of a postern, 

given in D. H.Mahan's 19th century 

text, An Elernc~lta~Course in Permonent Forlification, is described below. 

"The most important postern is the 

one leading fmm the parode (plain inside the main pprirneter) to the main 

ditch. T/zisgenerallyrcceives n width of 

12 feet. . . . Forgreaterseclrri~fromsur; 

prise. its outlet is ofleast 6PeL oboue the 

bottom of the ditch, this di.fkren.ce of 

ler!elbeingouercome hy mronsofn tem-
poroq ramp . . . Be.3ide.s two slrong rary flooring, and retrieve the tactical placed in the recessed part ofthe perim. 

iluors nt the tun s,ids ofthrposter,~, there bridging Another extreme option is to eter. This allo\zrs overlapping friendly 

is rr pnrlifion of fmuson~uhout ,,~irltoo,v den~olisli the bridge before the last fires to rake the front of the opening. 

hclu,ee,l the two ends, which is piercc~d friendly unit crosses, pre-position 4. There is no opening on the sides of 

it/^ a (!~~ru.ay~f /he son18 size or the enough tactical rafting to handle the the detached forts allowing communid~,uru.oysof thr crzds. and CLOSC~ 6.y a remaining non-amphibious vehicles, cation hetwecn laterally adjacent forts. 

strorrg door which, as rurll as the porti- and let the remaining amphibious Openings only appear in the rear of the 

/io,i ~oizll, is loopholrdti>l.mosketr). vehicles swim across the stream. forts. This prevents a captured fort from 

In cases ~ol~ere the postern li~rnzsthe compromising the comn~unications or 

muin enlmnce to the work, an n,clzeri Siting Point Obstacles security of adjacent forts. 

chamber i.plnc<~ri atO~ZFside of il. nt the The positions of the inner fortress All these principles apply to point 

uullrl. u:hicI~ serves ns ngl~ani ruunz for passageways provide insight into how obstacles today. We use the first prinn fcw rr1c.n. lo secure the oiilirt fm,n sup 

thc careful siting of a point obstacle ciple when we site obstacles so they can 

prise The icnli br11~;eer~ enhances its effectiveness. Look at Fig- this chotnh~r be covered by friendly fire. We use the 

arid tlzc poskr,, is looyirolerl, ,so /hot fire u'e Note the following are second when, in the defense, we clearly 

cnn hc bmughl to hear. on thc dooru.a.y of employed in siting the main gate and assign load communications security to 

thc~poslern... ." the bridges leading from the gate. specific units. We do not draw our unit 

Note thc successive layering of fea~ 1. Forward passages are alurays covered boundaries along roads (and along the 

tures designed to seal the passageway. hy rearward friendly fires. road's bridges). We ensure clear assignRemoving the ramp makes storm in go^. 2. Passages are protected from enemy ment of coverage of major avenues of 

ramming the entrance from the ditch fires because the areas forward of t,he approach. 

difficult. The entrance, exit. and mid- passages are blocked by the series of The third principle gives useful adpoint are sealed by doors, each covered detached, triangular-sha~ed forts vice, Assume you have six bridgescross. 

Ig musket fire. These expensive precau~ (outworksl ing a stream in your sector (Figure 2). 3.Opcnings in the main perimeter are tions acrainst - surmise attack were You decide that three. includinecontintake11 because the fortress is like a tur~ 

tlr. Once you pass through the hard 

outer shell, the insides are soft. The 

area within the main perimeter mas 

unprotected once an mcmg gained 

access. The main perimeter had 110 

defenses against an attack from the 

rear 

Thc modern equivalents of' the postern leading from the parade to the 

main ditch are the critical road communications through a defense. The 

entrances and exits are our point 

obstacles. Bridgescrossing major rivers 

and mountainside road crater sites are 

cmmples oftheso point obstacles. 

These critical obstacles require an 

entire series of precautions to ensure 

completenrssof their execution. Ohstacle demolition must-like the fortress 

postern-provide layered safeguards. 

Typical pl.ecautions include installing 

dual firing systems, electric and nonelectric, forrachset ofdemolitions. 

The Coytress tunnel hints at some 

additional precautions. We can providc 

a steep drop at the enemy end of' a 

bridgeby cratering theend ofthe abutment and installing easily removed 

ramps. We can demolish floor slabs at 

intervals along a bridge and install 

easily removed temporary floors. In 

estl.enlelv inloortant cases., we can !I// , \_Gateway protecting / f 

demolish the bridge span ilearest the 

friendly bank and replace the span with 

tactical bridging. Then, if all the delno~ 

litioiis on the bridge fail. re can remove Smr linearobstac,eSin the enemy end ramp, remove the tempo- 
f d

Friendly Fires 

Fipure2. Sector of six bridges crossinga stream. 

circled. At these sites, fires from the 

friendly bank overlap acl.oss the area 

leading to the far abutment. 

The fourth principle is also familiar. 

We routinely assign supplementary 

positions in our defenses to handle 

attack from unexpected or secondary 

avenues of approach. This principle 

advises that communications along the 

supplemental avenues (which are 

required for friendly lateral movement 

early in a battle) must be prepared for 

command~executeddemolition. hpparently harmless bridges pointed at a 

flank may not be harmless if the adja~ 

cent position is lost. 

We have proposed little that is new. 

The 18th century fortress is a visual 

reminder of many important principles 

pertinent to planning inner battlefield 

road communications. 

Size communications to the need. 

Fail-safe critical command-executed 

obstacles with many redundant 

precautions. 

Where choices between communications routes exist, cut off the routes 

which are difficult to cover by fire or 

cannot be protected from enemy fire. 

Prepare to cut off lateralcommunicavaluable, but too often forgotten source 

ofwisdom. READ IT. 

MAJ Steven H. Myer is an assistant 

professor of mathematics at the US. 

Militnq Academy and served as a platoon ler~derin the 127th Infantry Battalion, 25th Infantry Diuision in 

Haioaii. He laas a company commander 

~01ththe 1/504th Infantry and iuas tile 

assistant G3 OPS in the 82nd ABN 

Diuision at Fort Bragg, NC. MAJ Myer 

has a baclielor'.~degree from the US. 

Milila~yAcademy and a master's degree 

fioniStanfbrd Uniuersity. 

MAJ Jefferson J Iruin is all assistm~t 

profhssor of geography and computer 

science at the US. Milita~Acarlemn>He 

served as aplatoon leader and company 

commander in the 94th Engirieev Battalion in Germany MAJ Iruin has a 

bachelor's degreefiom the US. Militaq 

Academy and a master'i, degree fronz 

Stanford Uniuersity. 

Engineer Problem 

Your squad is tasked to control traffic at a bridge crossing in the 

division rear. The bridge is a single-lane timber trestle with a wheeled 

vehicle classification of 27. Twovehicles approach your bridge. One is 

a standard combination 10-tontractor. pulling a 25-ton lowboy with a 

D7E on top. Its load classification wa(s previously determined by a 

corps level ERP as 33. The other vehicle is a combat loaded 2'12-ton 

cargo truck pulling a loaded bolster trailer. The load classification of 

this vehicle has not been determined. Will your bridge support these 

vehicles, and if so, what type of crossing should they make? 

(You collect the following data to support your calculations.) 

WT (2 %TI= 5.530 lb AT= Average tire contact area (trailer)= 30 in2 

tions in case an emergency arises. WT(load) = 2 tons pT = Tire pressure (trailer)= 55psi 

Meet your needs, hut deny the enemy 

his. NT = Number tires (trailer)= 4 

These three artlcles apply the baslc REFERENCES FM 5-34; FM 5-36; FM 5-1282/3/4 

principles of 18th century fortifications ' 

ProblemiSolution submitted by 1LT Michael Mazzuki. Directorate of to the modern battlefield and, by exam- . delnonstrate the lessons that his j Evaluation and Standardization. 

tory can provide us. History examined 

with our minds attuned to today's chal~ 

lenges can provide insights into basic 

principles, simplified models to order 

and structure today's more complex 

problems, and even lessons that can be 

directly applied to the battlefield. 

Whether strategy,tactics, leadership, or 

any aspect ofour profession, history is a 

Do you have any challenging Engineer Problems? We are looking 

for original Engineer Problems and Solutions that can be solved 

by using appropriate engineer references. Your problems should 

be checked for technical and doctrinal accuracy, and should 

strengthen combat engineer skills. ENGINEER Magazine 

ATTN: ATZA-TD-P, Stop 291D 

Fort Belvoir, VA 22060-529 1 
The approach ofusing a modified LOGPAC procedure 

has cfnahled the 8th Engineer Battalion lo overcome 

logistical support difficulties in the field. FM 5-1.00, 

Engineer Combat Operations, states that logistical 

support for the forward elements of an enginect- hattalion is provideri in varying dctgret-s by the supported 

maneuver units, d~ipending upon the command and 

support releiionships specified in the taslrs orgitnization and coordinating instructions. 

An engineer battalion should attempt to enforce doctrinal support. responsibilities of the sllpporred units 

and should us(? existing logistic channels from t,hc 

division support artea (I9SA) anti the brigade support 

area (BSA) before operating an in-house 1,OCPAC 

by CPTPaulA. Petzrick Jr. 

I

nearly 1984,the 8th Engineer Battalion (CBT) was confronted by two 

major problems affecting the way it conducted field support operations. Companies routinely spent significant 

amounts of time returning tnthe rear to 

obtain support; and staff visits to companies were conducted in a haphazard, 

disorganized manner Often key personnel were absent from the battalion 

trains when needed to coordinate u~ith 

higher headquarters. 

Further compounding these prohlems, the recent organizational changes 

of the Army of Excellence made it 

necessary for the battalion headquarters to substantially increase its 

role in providing supply and service 

support to organic companies. 

operation. 

bulk of the LOGPAC is normally logistics, it may be helpful for the LOGPAC 

commander to come from the S~4 

section. 

The LOGPAC uses a flexihle cycle of 

preparation, planning, and execution to 

support sustained operations. The execution phase of the cycle occurs at night 

and is followed by the preparation 

phase. Individual staff sections plan 

continuously. Their effortsculminate in 

a daily staffplanning meeting. 

The planning meeting is held before 

the uploading of supplies for that 

night's LOGPAC. The S-1,S-4, mainte~ 

nance, medical, and communications 

officers or their representatives should 

attend. The meeting is intended to 

determine exact transportation re-

'1; nssisr 111 reiolv~n,otl~~~i~prrl.lims.qulrenicnr-, pass in!,rm:~tion. -I lt.c~ 

thr harl.~Iiun3<l.1t,ted and nio<llfit.d th. 

Logistics and Administrative Package 

(LOGPAC) procedures used by maneuverunits. 

The LOGPAC is a supply and service 

packagefiom the battalion trains that 

meets elements from the cumpany 

trains at designated rendezvous points. 

It has a flexible organization that can 

he tailored to meet various situations. 

During a recent exercise, the LOGPAC 

ranged - in size from a . jeep . with trailer to 

a column consisting of two 5,000-gallon 

fuel trucks, two 5-ton trucks with flat. 

bed and refrigerator trailers, a Z1h-ton 

truck, and a 514-ton truck. 

Supervision is essential for efficient 

LOGPAC operations. A responsible 

NCO or officer must accompany every 

LOGPAC. Besides serving as the com~ 

mander of the LOGPAC, he serves as a 

liaison between the battalion trains 

and companies. He is one of the few persons to conduct actual face-to-face coordination with the companies. Since the 

ENGINEERiFall 1985 

the 1.OC.I'AC cotnniandt.r. , and wiclv,. ~ ~

problems. If the availability of vehicles 

is limited, augmentation from other 

sources, such as DISCOM or bridge 

company trucks with pallets, may be 

necessaly. Tactical issues, such as the 

situation, route selection, and rendezvous points, are determined and operational plans developed. 

Upon departure, the LOGPAC moves 

directly to a designated linkup point 

and sets up. The transfer of su~~lies to 

the companies should he timed to 

ensure that departure from the battal~ 

ion trains area is after dusk. As companies arrive, they are met by guides 

and escorted through the LOGPAC site. 

Accountable supplies and paperwork, 

mail, and other items requiring special 

handling are verified by the LOGPAC 

commander before each company departs the area. A representative from 

each staff section accompanies the 

LOGPAC to conduct customer service. 

Delivery of replacement personnel and 

.. 

evacuation of personnel returning to 

the rear also takesplace. As soon as all 

units are serviced, the LOGPAC returns to the battalion trains. 

The preparation phase consists of 

thl-ee distinct elements. Maintenance of 

vehicles and identification of potential 

maintenance losses occurs as early as 

possible so that sufficient time is 

available to arrange for necessary 

augmentation. It is also essential that 

personnel routinely involved in the 

LOGPAC, such as drivers, get adequate 

rest. In addition, staff sections conduct 

routine business with support agencies 

during this phase. Vehicles and personnel required for these actions may impact on sustaining the LOGPAC as 

previously mentioned. 

The L.OGI'.\("s kc.\ ,~dvdnt.~ge;31.c 

ILS 11, xlhilit~ and ~~'~'ILIc , SL~III>IK~ .. are pushed forward, allowing companies to maintain their focus on 

engineeringmissions without the hurden of supply and support issues. Consolidation ofsuppliesallows for a more 

efficient use of trains personnel and 

vehicles and enhances security for 

vehicles going forward. The LOGPAC 

enables the battalion to provide maximum support to the companies and sus~ 

tain it with minimal effort. 

CFT Paul A. Petzrick Jr: is the Crl 

Plans Officer jbr V Corps, Franhfilrt, 

Germany He was the Organizational 

Effectiveness Staff Office?; 130th 

Engineer Brigade, Hanaia Germarz.~, 

and the S-4,Rth Engineer Battalion, 1st 

Cavalry Diuisiun. Fort Hood, TX. Commissioned from the US Military 

Academy, he hasserved in infantry and 

engineer troop assignments in the (IS. 

nnd Grrm,any 
Exam 

Priirrinp :I shaped ch;,r.gr.. 2El' ,l;jy P. Still and 2LT Michael I,. Ropcrprepareb to detonate explosives to create a hasty road crater. Demolitions is 

one of the many challenging tasks for EOBC students during an FTX at 

Fort A.I? Hill. VA (photo ijy ILTL. J.Leto). 

Tlie final FTX for EOBC students enough planning was done; and an 

The 


emphasizes coordinated staffplanningand independent actionsof a task 

force engineer. 

The New FTX 

The high point ofEOBC is not~adu~ 

ation, hut the filial FTXwhich nctsas a 

final "field examination and evaluates 

the lieutenants' technical and tactical 

skills gained through previous classroom instl.uction. Doctrine, theory, and 

class notes are now put into practice 

where it counts-the field. 

In the past, each EOBC training con^^ 

pany had planned, coordinated, and 

controlled its own FTX. Not only was 

there dduplication ofeffort, hut often not 

important exercisc became disorganized. The company commandel. was 

unable to adequately advise, check, and 

inspect his platoons-his prii~lary 

mission. 

In late 1984, the final FTX was re^ 

written and standardized so that the 

problems of planning, coordination, and 

control at the company level were elim~ 

inated. The new FTX is designed to be 

more realistic and incorporates five 

phases: lead-in scenario, D-Day briefing, initial actions, main exercise, and 

recovery (Figure 11. 

Using a European scenario of defend^ 

hold.counterattack, the EOBC students 

build up to theFTX; and then theycon- 
duct it. The FTX itself is five days long, 

statingon a Thursday and ending on a 

Monday. The FTX is conducted at Fort 

A.P Hill, VA. The lead-in scenario 

hegins 15days before the lTX on D-Day 

-10; the D-Day briefing is the day 

before moving to Fort A.F! Hill; and 

recovery is on Day 5. 

Lead-In Scenario 

,%.$I The lead-m scenarlo a 

realistic background to the FTX and 

: i.' 	follows a builduo to open hostilities 

between the United States and the 

Soviet Union. Each day (-10 through 

-11, information is provided to the 

EOBC students to set the stage for the 

increasing tensions. On D~Day, the 

United States is invaded. 

D-Day Briefing 

Not knowing that the invasion has 

occurred, the EOBC officers start the 

day at 0600 with PTShortly after they 

begin their physical exercises, an 

EOBC trainer arrives and moves the 

~latoons into the auditorium where 

they are given the D-Day briefing. The 

EOBC officers are informed of the invasion and told that they have been mohilized as Company A, 52nd Engineer 

Battalion, to support an armor-heavy 

task force (TF)organized under a Jseries TOE. The briefing is conducted 

with EOBC cadre representing the followingcomn~andand staff positions: 

TF S-l 

TF S-2 

TF S-3 

TF S-4 

Brigade Engineer 

Engineer Company Commander 

TF Commander 

The EQBC students are restricted to 

Fort Belvoir and told to report the next 

morning (Day 1)with their baggage 

ready to go to war 

Initial Actions 

On Day 1, the lieutenants are issued 

their weapons and NBC protective 

masks and clothing and transported to 

Fort A.P. Hill where they pick up pre. 

positioned equipment and vehicles. 

They are briefed by their training com. 

pany commander and given their first 

missions. From this point, until FTX 

completion, subsequent missions and 

other messages are sent to the platoons 

by radio or briefed at the Task Force 

Tactical Operations Center (TF TOC). 

Main Exercise 

Each platoon is controlled as if it were 

directly attached to the task force. Each 

Lead-In Scenario 

Figure 1. Five!-phase FTX 

platoon leader assumes the role oftask 

force engineer and reports directly to 

the 5-3 or commander through the TF 

TOC. The engineer colnpany commander (EOBC training company commander) advises his student officers, 

but does not assist them. He acts as an 

ARTEP evaluator throughout the FTX. 

Essentially the EOBC office is "on his 

own." 

The lieutenant is responsible for 

everything his platoon does (or does not 

do) when he or she is the platoon leader. 

The platoon must accomplish all missions assigned as well as plan for all 

logistics support snch as requesting 

Class IV barrier materials or feeding 

tactically in the field. Engineer equipment is available to the task force 

engineer from an entire company of the 

11th Engineer Battalion (CBT) (HVY) 

which supports every EOBC FTX. 

Twice daily, operationslstaff meetings 

at the TFTOC keep the commander, his 

5-3, the engineer company commander, 

and the platoon leaders informed. Each 

platoon leader is required to brief the 

activities of his platoon at this time. 

Prepared overlays, operational situation reports (OPSITREPs), and periodic 

intelligence reports (PERINTREPs) are 

used to make each briefing more realistic. The operationsistaff meetings give 

the lientenants an idea of how such 

meetings are conducted. Additionally, 

lieutenants from each platoon work in 

the TOC to gain an appreciation for 

task force staff procedures. 

The chain of command in each platoon changes every 12 hours, and both 

the new 	 and old command chains 

attend the meetings in the TOC. This 

"constant" chain of command change 

does cause some minor continuity problems; however, missions are designed 

for the 12~hour time frame. Also, mission completion is not the aim of the 

FTX-excercising. good leadership 

skills with technical proficiency in a 

stressful environment is the main goal. 

Evaluation 

Evaluation and critique are constant. 

The EOBC training company com~ 

mander (FTX engineer conlpany commander) and the EOBC trainers accompany their lieutenants throughout the 

entire FTX and provide periodic cri~ 

tiques to keep all platoon members 

informed ofwhat isbeing done correctly 

and what needs to be improved. 

Each EOBC trainer uses ARTEP task 

evaluation checklists torecord the platoon's progress; EOBC trainers rotate 

among the platoons to ensure anobjec~ 

tive analysis is heing conducted. Mis~ 

sion accomplishment is only a small 

part of the waluation-organization, 

coordination, proper use of troop. 

leading procedures, delegation oftasks, 

attention to detail, safety, and leadership are 	the major elements being 

emphasized and appraised. 

The TF TOC maintains a status 

board of all missions assigned and completed by the platoons (Figure 2).Mission accomplishment, the ARTEP 

checklists, and cadre input all contribute to the platoon's evaluation. 

Competition between the platoons is 

keen. How well each platoon progresses 

through the FTX determines the "winner." As incentive, the best platoon may 

he able to terminate the exercise early 

or receive other benefits, such as heing 

excused from PTfor a week upon return 

to Fort Belvoilr 
Day First Platoon Second Platoon Third Platoon 

Future (All Move to Fort A.P. Hill: Issue Vehicles and Equipment)

Future plans for the EOBC final FTX 

include alerting the training company 1 MhT6 Dry Span I Reconnaissance Construct Log Crib 

and moving to a holding area, tactical Reconnaissanc- l,rget Folders Construct Road Crater 

road marching to Fort A.P Hill, an Target Folders tiley Bridge Bridge Demo 

assault river crossing ofthe Rappahan- Construct Log 476 Dry Span Reconnaissance 

nock River, and an air assault on an 2 Construct Roab t~duc8 ndsty Minefield Target Folders 

objective. As part ofthe alert procedure, Decontamination Decontamination Hasty Minefield 

a modified EDRE (Emergency Deploy- Bailey Bridge Assault River Cross Decontaminat!on 

ment Readiness Exercise) is also being Bridge Demo Construct Log Crib Destroy Log Crib 

planned. 3 Oemove Minefield Construct Road Crater Fill Road Crater 

The final FTX is challenging, com- ssault Rtver Cross Bridge Demo ley Slte Laya~ut 

petitive, realistic, and above all an ;ault Rtver CIross 

excellent training opportunity for new - -

Blocking 

_t

Positions 

engineer platoon leaders to demon^ lestroy Log Cr :stroy Log Crib M476 Dry Span

strate their technical skills and leader- 4 ill Road Crate II Road Crate r Rernove M~nefie 

ship potential. The FTX is demanding 'oad lmproven move Minefil ?Id Cotistruct New 

and, at times, stressful-it was onstruct Hell, mstruct Culvmert 

specifically designed to he conducted (AllMove To Fort Belvc under these conditions. The EOBC 

training detachment's mission is to 5 Recovery covery 

train young officers to he confident in 

themselves and to be professionally Figure 2. FTX master schedule. 

competent as combat engineer platoon R-:>*..F>,.,,iq leaders. The final FTX is a major "-. "-\..-,. , --m. 

catalyst in accomplishingthismission. 

CpTDr~aneA. Dyer is nn instructor in - Engineer . Solution 

the Tactics and Operations Diuiswn, 

Depart~nent of Combined Arms, 1. 2%-ton w/trailer 

USAES He mas on EOBC platoon TI classification of whs :el vehic les is 85 percent of th e gross trainer and has serued with the Albu- vf ght (in to1 ns). A 2%-ton trum ck pulling a bolster tl.ailer is 

querque District, Corps of Engineers, - -*--..-.. 8 ---.:--.:---:-- . -- .. a starloaru ~~UIIIUIII~LIUII the weigh, .L- ~~r~s~uureu su~ce uvl une n,railer is 

and thelOthEngineerBattalion, Third distributed to the axlesof the truck. The temporary classification of the 

Infantry Diuision. An EOAC graduate, combination is 85 percent of the sum of their weights. The weight of 

CPT Dyer has been a combat engineer the truck istakenfrom itsdata plate, and the weight of thecombat load 

platoon leade,: a bridge company com- ..vasestimated. The weight of thetrailerand its load are unknown, but it 

mander and ezecutiue officer; an assis- may be estimated using the tire pressure and contact area. With the 

tant 8-3, and a brigade enginee,: He data provided and the estimation formula found in FM 5-34, it follows 

grad~atedfrom the Uni.uer.sit?/ofMaine that: 


at Orono with a degree in forest manage- (A )(p IfN ) 


nzent and was. commissioned through WT (bolster trailer & load) = 


the Maine Arm-v National Guard OCS. 2.000 


MAJ Dauid R. Bowen commands the = (30)155)(4)= 3.3 tons 

EOBC Training Detachment at Fort 2,000 

Beluoir: He has led aplaloon and com- Therefore, the load classification of the combination is 

manded a mechanized in.fi~ntty com- C = .85 (2.77T + 2T + 3.3T) = 6.86 or 7 tons 

pon:y and a squadron of the Royal 

Auslrnlian Suruey Corps. MAJ Bowen The 2%-ton with bolster trailer can make a normal crossing 1100 feet 

has been a staff officer at battalion, 9 between vehicles, maximum speed of 25 mph). 

b~igade, diuision, and DoD leuel. He 2. 10-ton combination 

completed his graduate studies at 

Arizona Stale University and way an i The 10-ton combination exceeds the bridge classification fora normal 

assistant profisso,. the CIS Military crossing. Caution crossing of a nonstandard fixed bridge is 1.25 times 

Academy. MAJ Bowen is agraduate of ,, 

the normal classification. In this case, 27 x 1.25 = 33.75, safeside 

the Infantry and Engineer Officer ;. 

: round to 33. Therefore, with the approval of the tactical commander. 

Ad,,nnrrd mr,r~nrtho mmmnnrl nnri the 10-ton combination can make a caution crossing (50 meters ................... 


(r'onorol -.-Stnff ..,, roll~~~ nnd tho Armrrl- between vs aximum speed of 8 mph. no stopping, accel- -...... -....0- -

Forces StaffCollege. erating, or r ars while crossing). 

NOTE: Thethird typeof crossing. riskcrossing, would not apply in this 

situation since the timber trestle bridge is not a standard military 

bridge. 

, 

-


s 


I 

! 

I 

1 

I 

i 

I 


i 

: 
Broken Heart 

hnstily deployed romhat engineers Ieff their wives and sweethearts behind 

in the U.S."Broken Henrt" u~nstheir code name during the lnrhon 

landina led bv GEN Doualas MacArthur. 

by l,TC Wiliiarn D. Brown and 

I LT Blake Middleton 

Broken Heart Interiiational-an 

unusual name for an engineer mission con~pletedby C Company, 44th 

Engineer Battalion (CBT)(HVY) in 

support of Team Spirit '85, a major 

training exercise held annually in the 

Republic of Korea. The name was given 

to the airfield by the 44th "Broken 

Heart" Engineer Battalion. 

Located 60 miles sout,h of Seoul, the 

medium-lift forward area airfield was 

constructed using M-19 matting, a system of interlocking aluminum panels. 

The airfield featured a 3,500-foot runway, a parallel 3,500~foottaxiway, and 

associated parking and urarmup 

aprons. A similar airfield constructed to 

suooort .. Team Snirit '84 resulted in

using the M-I9 airfield as a major port 

of entry and exit for troops participa~ 

ting in Team Spirit '85. 

C Company, commanded by CPT 

John Bailie, was tasked to build the airfield; and 2LT Kun M. Yi was given the 

primary responsibility for the construction. Planning began several months 

hefore actual construction. A conlplete 

support structure had to be developed 

for the operation to accommodate construction and to sustain the company 

Coordination was required to: 

Arrange movement of over 2,000 tons 

of matting by rail and contract truck 

haul to the worksite. 

Set up shower, laundry, and water 

supply operations. 

Provide FM and AM communications 

with the home station at Camp 

Mercelr 

'Plan for rations and refsigeration 

support. 

Develop a bivouac site. 

An advance party, comprised mainly 

of the earth-moving platoon, was 

dispatched to Yoju a week ahead of the 

main body to do preparatory earthwork 

for the mattingoperation. The airfield 

site, a peanut field 10 months of the 

year, is comprised of sandy soil which 

proved to be a training challenge for 

SFC Stephen Walls, the project NCOIC. 

The layout of the airfield, selected by 

the Air Force, necessitated extensive 

earth~movingoperations along the 

entire length of the runway-eventually totalingover 6,000cubic yards of 

cut and fill. 

This effort was complicated by the 

unseasonablv mild weather which 

caused an alternate thawinglfreezing 

cycle, resulting in poor drainage due to 

large ice lenses throughout the soil. The 

ice lenses mere a perplexing problem as 

they drew moisture from surrounding 

soil and caused large soft spots where 

compaction was impossible. Efforts to 

remove these ice lenses were hampered 

by the weather which alternately 

brought rain then snow, warm temperatures then numbingcold. 

A solution was found in TM 5-330, 

Planning and Design of Roads, Airbases, and Helborts in. the Theater of 

Operations. Bulldozer teams used rip. 

pers to cut grooves parallel to the runway surface. Ice lenses then began to 

form in these uncompacted areas which 

drew the water from under the compacted runway surface. Though not a 

"school solution," the procedure effectively solved the problem. 

The main body arrived on site and 

began to lay the first of over 39,000 

panels (4 feet x 4 feet)required to complete the project. As panel crews 

worked, the earth-moving equipment 

from C Company and the other line 

companies, as well as the 802nd 

Engineer Battalion, prepared the laying surface. The "matlayers" of C Company, with support from the battalion's 

30th Korean Service Corps Company 

and a Republic of Korea engineer platoon, placed over 2,250,000 pounds of 

metal and completed the laying operation in only 12days. 

Although the M-I9matting provides 

temporary landing facilities and 

requires frequent repairs, Broken 

Heart International Airfield held up 

well during over 410 sorties of C-130s. 

One minor repair was completed in 

under three hours without affecting 

landing operations. The entire experience provided training for the battalion and ensured the smooth deployment of forces into and out of Korea. 

The bivouac site provided heated GP 

medium tents with M-19 flooring, showers, Korean and English movies at 

night, flag-raising ceremonies at work 

call, plus reliable and secure com~ 

munications with battalion. 

The dismantled airstrip is now history, but the skills and the leadership 

experiences have enhanced the combat 

readiness of the "Broken Heart" Battalion and once again demonstrated its 

role in the defense of the Republic of 

Korea. 

LTC William D. Brown commands the 

44th Engineer Battaliort ICBT)(HVY), 

Camp Merceq Korea. He was a staffoficer in the Program Analysis and Eduation Directorat< Ofice ChiefofStafi 

Army; Executive to the Chidof Engineers, OCE: and executiue oficer ofthe 

20th Engineer Battalion ICBT), Fvrt 

Campbell, KY LTC Brown completed 

the Project Manager Coursp, the Defense 

S.v.stems Management College CGSC, 

arldEOAC. He hasgraduale degrees in 

nuclear engineering fiorr~MIT arid in 

operations research from George Washington University 

ILT Blake Middleton is assigned to 

the staffofthe US Military Academy a! 

West &171l. He was aplatoon leader and 

constructioiz officer in C Company, 44th 

Engineer Battalion ICBTIIHVYI, Camp 

Mercer Korea ILT Middleton has a 

bachelor's degree fmm Montana State 

Uniuersi!y 
bv MAJ Phr/~pBenhan~and 

MAJ Char/e\ Kee~hnw 

hroughout history, distinguished Tm~litary .. leaders have proved effec~ 

tive at imposing their will. The importance of this quality of leadership, 

especially in the face of adversity and 

its attendant risks, is emphasized by 

Clausewitz. He contended that the success of a leader's effort is the product of 

two inseparable factors-the total 

means at his disposal andthestrength 

of his will. A leader with ample means 

at his disposal who lacks the resolve to 

act and to compel others to follow,as did 

George B. McClellan in opposing 

Robert F,. Lee, will, as Clausewitz 

predicted, fail. And failure on the battlefield is catastrophic. 

History is replete with exan~plesof 

leaders coercin~their soldiers into hattle. John Keegan in Face of Bnflle 

describes instances of French leaders 

under Napoleon pushing against the 

backs of soldiers using their halberds 

horizontally in both hands to keep men 

in place. On the Western Front in World 

War I, battalions appointed squads of 

"battle police" to prevent stragglers 

from seeking refuge in the trenches 

duringan attack. 

Field Marshal Erich von Manstein 

These coercive measures will un- derided Hitler's inability to realize that 

doubtedly be inadequate, however, on any long-range offensive operation 

the AirLand battlefield of tomorrow. called for a steady buildupoftroops over 

The accelerated pace of operations, and above those committed in the origilethality, and decentralized nature of 

the AirLand battlefield will require 

more sophisticated and diverse 

methods for imposing one's will. The 

defiant "Nuts!" of Anthony C. 

McAuliffe to the German request for 

surrender at Bast,ognewill continue to 

serve as the legacy of confidence and 

courage of the commander imposing his 

xvill, but the conditions for the successful imposition ofone's will extend to 

the careful consideration of the follo\\ring factors: 

Know your situation. 

Know your subordinates. 

Know you-self. 

Know Your Situation 

Commenting on the dearth of good 

generals, Marshal Saxe observed wryly 

that not knowing what they (good 

generals)do, they (theless adept ones) 

do what they know. The commander 

who is to impose his will successfully 

has to be aware of what he must know 

about his situation. Too narrow and 

limited a view of the requirements for 

success can prove disastrous. 

Writing of the German army's failure 

on the Eastern Front in World War 11, 

nal assault. Hitler's inability to understand that any long-range offensive 

operation called for a steady buildup of 

troops over and above those committed 

initially resulted in heavy losscs to the 

German army. As Hitler himself later 

ackno~vledged,it also contributed to his 

loss of control over his generals. 

Poor assessments of tactical situations detract from one's tactical competence. They also indicate an insensitivity to the needs of one's troops. Frequently this condition results in orders 

given and not executed properly. In 

some instances, orders are regarded as 

impossible; and the consequence is 

often disobedience, a clea~.manifestation of failure in imposing one's will. 

Know Your Subordinates 

Cohesiveness and competence perhaps are the two most important qualities units need to perform well under 

adversity. Cohesiveness and competence provide the confidence that subordinates and leaders need to confront 

adversity and its attendant risks with 

expectationsof succeeding. 

As Henry Boetlinger indicated in his 

article, "IS Munngetnent Really nn Art?' 
veterans play a key role in building con 

fidence in military units. Veterans, 

using the wisdom that typically accrues 

from experience, serve as role models 

for less experienced troops. They Requently establish the behavioral norms 

for the unit. and they reinforce the 

valuc of performance st,andards to mis 

aion accomplishment. 

What's key for the leader here is the 

value ofexpe1,ience. Knowing the capabilities of your troops is essential. 

Where deficiencies exist, leaders suc 

cessful at imposing their will "build 

veterans" to create the bond of trust 

necessary to confront the adversities of 

combat. The validity of this point has 

been confirmed hy manp NG Norinan 

S. Cota, who commanded the 28th 

Infantry Division in Wol.ld War 11, 

sumnied up his thoughtson the subject 

this way: 

"Men have ci right to go inlo hrrttle as 

m~rnbers ofn trnirr~d (,nil flanked (w 

friends oi~dasnocintr?~and if'possihlc: 

lcd b? 1~nder.sr<,ho hauc trained u.il/~ 

lhi.,,i and whom th?t, haw come to 

trust." 

The regrettable incidents of troop 

rebellion during the latter stages ofthe 

Vietnam War stet11 in part from the few 

opportiulities leaders had to "build 

veterans" hefore confronting the adversities of combat. The conflict between 

the survival ethic and the duty ethic 

pt.ecIuded the confidence that some 

i~nitsneeded to perform. Few small unit 

leaders knew their men before they 

were required to rely on them. 

Know Yourself 

In The Po~er of Personali(v in Wa,; 

MG Baron von Freytag-Lovinghoven 

remarked that the most capable ~ifiicers 

develop their own powers of understanding through constant, critical 

examinations of the past and present. 

They ma,"well start with historical profiles of great leaders. They must then be 

extended. however, to an introspective 

analysis of one's personal attributes 

and the degree to which they are compatible with the values of the profession 

and therequirementsofcommand. 

The list of attrihutes describing the 

consummate military leadel. is justifiably long. Thus, any reflection on one's 

own capability to lead is necessarily a 

complicated and time-consuming task. 

The examples of history suggest two 

attl.ibutes in particulal. which seem 

iniportant-competence and consideration. The first needs little emphasis 

here; thesecond, ho\vever, may require 

some elaboration. 

hrillance Robert E' Lee's leade~ljhipis well documented. Perhaps 

his most distinguishing characteristic 

which served him so effectively on the 

battlefield was his consideration for 

others. To his officers. as Douglas 

Southail Freeman described him, " . . . 

he was sensitive to their hardships and 

unfailing in his consideration for 

them." 

For the men in the ranks, Lee's continoing concern for their welfare was 

extraordinary. On many occasions he 

personally administered to the physical 

and psychological needs of his men. So 

effective was Lee that, as Freeman 

again describes it, one soldier remarked. ". .. the rest of us may have 

developed from monkeys: but I tell you 

none less than God could have made 

such a man as 'Marse Robert: " 

The essence of effective military 

leadership is the ability to impose your 

will. That ability is derived from an 

accurate understanding of your situation, your subordinates, and yourself. 

By combining tactical and technical 

competence with genuine consideration 

for others in building the confidence 

and cohesiveness characteristic of high^ 

performing veterans, leaders can impose their will successfullydespite the 

conditions ofadversity posed by future 

battle. 

MAJ Philip Berzho,,l is an nssislunf 

profivsor of management rrt Ruckn~ll 

U,ricersiivondan indiuidualMobilizolion Aug,nentee iUSARl inlrrrctor uilh 

the Conr nland nnd Leadership Bmrrrh. 

Drpar(,nent of Combined Arms, 

LrSAES His nctii:e duty exprriericr 

included srrr.ioe in Vielnarn ond eonpony command nil11 the 5th Enginc~r 

Riitlalior~ ICRTI. MAJ Brnham hos o 

bacheloride,rfi.om thpUS 

Arnrl~rny and master's and doctoral 

dcgrces in business ad,ninistrniion fro,!> 

lhe unir~ersibofColorada 

MAJ Charles Ker,shnu: u~s chipf'of 

the CornnrandaridLeudc!mhipB171r1(.lz, 

Depavtmr~il of Corn biried Arms. 

LISAES MAJ Kershnru is assigned to 

the, 193rd Infant? Brigade in Par~alnn. 
I A 

Trainee4 perform before-operation services on a 621B scraper; one of the 

111>tve*1pivc6.s ofvquiprne~~t in 111eA1~m.v'~ q.vs1c.m. '1'11~r~~iningtor sol,li<.rs 

in the fi2BlO MOS h;~shren rxtenrled tron~0t.wliw. \reek* r,, nine ~wrks 

(photo by Ray Croshy). 

9 ' ,',~. L / -. ,,.Lt..: - . , . 

complete analysis of the 62B MOS A.~dent~fiedthe need for several 

changes for the construction equipment 

repairer. 

Restructuring the 62B MOS in skill 

levels 1 through4. 

Selecting a different training mode 

and extending the AITcourse. 

Discontinuing the 62B20 Primary 

Technical Course IPTCI taught at 

...".. . i 

" .I 

62R10 

The training requirement for 62B10 

soldiers was extended from over five 

weeks to nine weeks. The neb!, course 

will use a "lock-step' instruction mode 

and ill include shop operations, 

engines, scheduled services, power 

trains, hydraulics, maneuver of equipment, and welding. This course is 

scheduled tobegin hy October 1985. 

Fort Leonard Wood and converting it 

to nonresident instruction. 62B20 

This FTC was expanded from four to Designing a newr Basic Technical six weeks. The currici~lumis highly Coul-se (BTC)for 62B30,beginning in 

FY 87. technical and includes repair of diesel 

engines, power trains, mechanical Analyzing the need for resident systems, and special purpose engineer training for skill level 4 soldiers. equipment. This course applies to both b\.ising Soldier Training Publics active duty and reserve colnponent sol. tions (STPs)and extension training diers. An Army Correspondence Course material. Progvam (ACCP)is being prepared for 

Restructure 

A Memorandum of Understanding 

(MOUI to restructure the 63 CMF to 

include the 62B MOS was signed by 

MG Richard S. Kem, Engineer School 

Commandant, and MG William E. 

Potts, Ordnance School Commandant, 

in February 1985. This MOU allows 

62B soldiers to progress from skill 

levels 1 through 4. The 52C, 52D, and 

52F MOSS will no longer feed into the 

62B MOS at skill level 4, but will feed 

into thenew 52XMOS(Figureli. 

Restructuring the 62B MOS will go 

into effect in March 1986. This will 

increase unit readiness by ensuring the 

senior maintenance NCOs are technically proficient as construction equipment maintenance supervisors. 

Engineer 

Construction 

Equipment 

Repairer 

by CW3 Melad Smith Jr. 

skill level 2 soldiers toreplace the resident course at the end ofFY 86. 

62B30 

Analysis of the 62B MOS, supported 

by surveys, also indicated a critical need 

for a BTC for the first line supervisor 

The Course Administrative Data (CAD) 

was approved by TRADOC for a six^ 

week course to be implemented in October 1986 at Fort Leonard Wood, MO. A 

learning analysis is beingprepared for 

the highly technical course. 

The BE will concentrate on main^ 

tenance management and operations 

and will provide the skill level 3 soldiers 

with the skills they need to become 

maintenance supervisors. The curricu~ 

lum includes advanced troubleshooting 

ofengineer equipment systems, equipment inspection procedures, and maintenance operations and management 

asit appliestoengineer units. 

The course will also developan NCO's 

skills and knowledge for training his 

soldiers in engineer equipment repain 

Finally, it will align 62B soldiersmore 

with othei.career management propeasions within the 63 CMF 

E8 63250 Mechanical Maintenance Supervisor 

rnSpecial Purpose Equipment E7 62840 52x40 Repair Supervisor I I 4 

E6 62830 52C30 52D30 52F30 

I I I I 

E5 62820 52C20 52D20 52F20 

I I I I 

E4 62810 52C10 52D10 52F10 

Construction Utilities Power Turbine 

Equipment Equipment Generation Eilgine 

Repairer Repairer Equipment Generator 

Repairer Repairer 

Figure 1. MOS restructure diagram. -
Artie Wright, 62BIO instructor, 

explains adjustments on a CAT 

engine to two ofhis students at Fort 

Leonard Wood, MO (photo by Ray 

Crosby). 

62B40 

TheEngineer School is analyzingthe 

62B40 tasks to determine the need for 

resident technical training at skill level 

4. Once the analysis is complete, a 

board will convene to determine the 

extent of technical training needed. 

Meanwhile, skill level 4 soldiers may 

attend ANCOC at Aberdeen Proving 

Grounds in Maryland. 

Soldier Training Publications 

Several new l'raining Extension 

Course (TEC)lessons are being developed for 62B10 soldiers at the rate of 

one per quarter. These will include 

hydraulics, cooling systems, and electrical systems 

A job hook was also developed for the 

62B. A new 62B soldier's manual for 

skill level 1 and a soldier's manual1 

trainer's guide for skill levels 2 through 

4 were published in draft form, and 

1,ecomrnended changes were received 

from the field. The soldier's manuals 

are undergoing o final edit by the 

Publications Division at the Engineer 

School. All such publications, to include 

job books, are scheduled to be fielded in 

Septemhel. 1963. 

Implementing thc ncm 62B AIT 

course, developing the nonresident 

course materials, restructuring the 62B 

MOS, and developing the STPs will help 

to streamline and improve training in 

the MOS. 

Anyone interested in additional information on twining anddevelopment for 

the 628 should wrlte or call: Training 

Developnlent Field Office, USAES, 

Building465, Fort Leonard Wood, MO, 

65473.5895 (AV 581-1174), 

(:11.;? Mciad Smitlz h:is chief of the 

62B Trairii~lgandDeuelopmentTeanr af 

Fort Leonard Wood. He preuiously 

serced as the 3rd fnrronrd detnehmer~t 

commander of the 15th Maintennnce 

Company. 19th Maintenance Battalio~ 

3rd Support Command. CW3 Smith 

has a bachelor's degree in political 

scienceihirzto~from. Austin Peay Stafr 

U~tiuersityand a master's degree in 

hun~an resource deoclopment~puhlic 

ndnainistrntion fom Websler Uniuersity 

ines LENGTH: Let your .subject dictate leng 

should be two to six pages, double spaced. 

PHOTOGRAPHS AND ARTWORK: Besides photograpns ana 

.k which supplement articles, photographers and artists should 

t any work that may be of interest to engineers. Your photos 

Ibe 5x7 blackand white,glossy. (Wecan alsousegoodquality 

., slides.) Please include a caption and photo credit. Drawings 

should be legible, but do not have to be camera ready. 

DEPARTMENTS: We are always looking for items ftir our 

departments: 

'I I 

LeH litor. 

Eng ty. 

Eng,,,nw, ,cuy,v. 

News and Notes. 

Personal Viewpoint. 

ENGINEER PROBLEM: Please submit your challenging, but not 

too hard Engineer Problems. Problems should be referenced lo a 

manual, but must be original. They should be checked foi 

lould strengthen combat engineer skills as well. 

Do you have any articles, photographs, or artwork to submit to ,JVER LETTER: When submitting material to ENGINEER, 

ENGINEER? Here an some I enclose a cover letter with your name, address, and phone number. 

Also, please include biographical information such as military and 

TOPIC: We focus on com civilian education and past and present assignments. 

of interest to enqineers are welcome. wnre your anlcles tn acrtve 

voic If you 

too. (703 

-

Writer 's Guideli th; generallvI, articles 

-3 0 

artwol 

submi 

shoulr 

mln. 

err to the Ed 

ineer lngenui :..A. D.nl. 

r accuracy 

and sl 

rn 

tips. 

ng; however, ..,. 8 

any articles 8 . .... bat enaineeri 

have any qui 

:) 664-308 

sstions, pleat 

12, AV 354 

:e call US. !give your 01,title a title, 
A xterna

Air ~rbs~ort ~robdures 

For 

Erection 

ending the publication of FM P55450.1. A,-my Helicopt~rExtr~rnol 

Load Oper.o/io,?s, the following procedures should he followed for rigging 

and externally transportingthe hridge 

erection boat, shallow draft. 

First, safcly tie the beach legs, sccuring the pins on the diving platfornl. 

Then secure the hydrojet compartment 

hatches with the nylon cord and the 

engine con~pa~.tmenthatches with a 

tiedown strap, load binder, and D-ring 

(Figure 1). 

reat, safet), tie the mast retaining 

in, secure the mau locker, secure all 

remaining slack in the sling legs and 

place the apex on the engine corn part^ 

ment hatches. Rigging this load should 

take two soldiers approximately 10 

minutes. 

You are finally ready for hook-up.The 

hook-up man should stand on thc 

engine compartment hatch near the 

cente~ 

Note that these instructions are 

applicable for the CH47C at speeds not 

exceeding80 knots. When hooked to the 

aircraft in flight, the load's long axis 

should he approximately 75" to the 

direction of fliaht. The 25.000-pound 

capacity sling set may also he used to 

rig this load by placing link #3 in the 

grah hook for sling legs 1and 2, and 

link 135 in thegrab hoi1kforslinglegs3 

and4. 

Materials needed for this operation 

are ils follows: 

2~inchwide adhesive tape. 

Type IInylon cord. 

15-foot tiedown strap with load 

binder and D~ring 

lA-inchcottonwebbing. 

Small clevis assembly. (Shackle pro^ 

vided with boat may be used in lieu of 

clevis assemblv.) 

lights on the mast xith tape, tape all 

windows and lights on the cab, ensure 

the cab is secured to the floor ofthe for^ 

ward compartment (Figurc 2), and 

attach the small clevis assemblies to 

the liftingeyes. These preparation steps 

sliould take t\z,o soldiers 20 minutes. 

You are now ready for rigging. 

First, place the apex fitting centered 

on thc enginc compartment hatches. 

Route the out.ei. sling legs to the front 

lifting eyes (bowl and the inner sling 

legs to the rear liftingeyes(stern). 

Next, loop the chain end ofeach sling 

leg through the clevis at its corresponding lifting eye and insert link #46 of 

each chain in its own grab hook. Now 

loop each chain end of the other sling 

legs thvough the clevis assemblies at its 

corresponding lifting eye and insert 

chain link 83 in its own grab hook. 

Secure the free-running end of the 

chain with tape and pull up the apex fitting Then tracc all sling legs to the cab 

with one turn and tape. Take up all Figure I. Secured h,vdrqic.tand cngine cornpartn~rnt1l;ltchrs. 
Figure2.(Top) Cab secured to floor 

of forward compartment. (Bottom) 

Side w'ew of bn.dge erection boat 

ready for air transport. 

" i :..I ',.-,A :

4.~:
....,? "*:~ .,.,?. . ,T' 

Hotline Q & A 

! 	 Q. Ihave a letter from Fort Leonard Wood, MO, which authorized the 

useof calculatorsduring last year's 12Band 12840SQTs. Iwould like 

information on the use of calculators during the SOT. 

j A. The letter of approval referred to the 1983 SOT, not the 1984 or 1985 

i SOTs. USAES does not allow calculators to be used unless they are ' necessary toperform the task, but the school is negotiating with USATSC 1 to allow their use on future engineer SOTs. i 

Q. In FC 5-102. Mine Warfare, dated January 1985, brigade 

1 

I commanders have the authority for hasty protective minefield 

emplacement. ARTEP 5-1 15, Engineer Combat Battalion, Heavy, also 

dated January 1985, says that battalion commanders have the 2 

i authority for hasty protective minefield emplacement. Which is 

i correct? 1 

I A. FC 5-102 is the correct reference. The brigade commander is the 

j authority for hasty protective minefield emplacement. But, the authority 

i may be delegated down to battalion or company level on a mission basis. 

i 	 Q. Is the school evaluating the issue of reinstating chaplains in the 1 

1 

heavy division engineer battalions? 

! A. Due to personnel constraints, USAES cannot reinstate chaplains in the 

heavydivision engineer battalions. However. the issue is being evaluated. 

I 

1 Q. What is the minimum area required on the far shore to conduct I bridging operations forrafting and mobile assault bridges? 

A. There is no minimum area requirement on the far shore for rafting or ! 

1 

1 bridging. Far shorearea requirements are normallygovernedbythesizeof 

1 the crossing force, the natureof the terrain. and thetactical objectives for 

the assault force. A bridgehead iineand release points will be established 

accordingly. 

I Q. When is the new ARTEP 5-500. Engineer Cellular Teams, scheduled 

for publication? I A. The new ARTEF' 5-500 is scheduled for February 1987. 

Q. 	 How can we identify good crossing sites for training analysis 

overlays? 

I A. Good characteristics of river crossing sites tnzlude road networks into 

! the near shore area and away from the far shore area, good bank 

condit~ons with a slope of less than 10 percent, and m~nimal river 

obstacles such as sandbars and submerged, dead trees. In addition, the 

water current should be under 10 feet per second; and, if possible, there 

should be cover and concealment for engineer regulating points and I engineer equipment parks. 
-- 

bj: L TC John W. Braden Jr. 

In the Winter 1980-81 ENGINEER magazine article. 

Molding an Effecfiue Tactical Operation Center. I 

presented some considerations to improve command 

and control of engineer units in the field. The feedback 

from that article has been very encouraging. Now. I 

would like to supplement that article with a checklist 

that may further assist yourorganization in thisimportant area. 

('ct.tainly then. will I,&% \arialions Hmong enginper 

unit* as 10 ~OU.each orgi&niz~.. il~l'ommandI'c>stt('P1 

or Tactical Operations center (TOC). For purposes of 

this article, however, I willuse a style that assumes the 

following is part of a Standing Operating Procedure 

(SOP) and that the checklist is directive in nature. 

Organization YES NO 

As a minimum, are the following refer^ 

FMs3-10.3-10~1.3-12.3-22.3-50.3-87,s-15, 

5-20. 5~25. 330. 5-31. 6-34, 5.35, 5-46. 5-100. 5-101. 5-lii2. 

5-103. 5-104, 20-32, 21-41. 30-5. 90-2, 90.3, 90-4, 90-5, 90-6. 

90-10.90-10-1.90-13. 90-14,100-2.1, 100.2-2. 100-2.3, 100E. 

100-5-1, 101-10-1, 101~10.2, and TMs 5210, 5~277, 5.312, 

5-330. 5-725 (Circle any that are missing. Note that the 

list is not all inclusive.) -- Do YOU have the ful- 

, hattenas, range cards, 

~pnrernicrophones, fuei and watorcnns, trash bags, light 

bulbs,ovcrlay paper.acctata, greasepencils.alcuho1-base 

pena, tape of varzous types. map tacks. unit symbols, 

manifold paper. rags, stapler end staples. paper clips. 

envelopes, correction fluid. string. stencils and duplicating fluid, carbon paper, pens and markers, battery or 

gasoline lanterns with spare lantern parts, document 

pmtectors, two-prong fustener~, hole punches, candles. 

matches, tirechains,chcmlcal lights, tow rahle,minefield 

marking signs, camouflage sticks. first aid kit. rope. 

(Circle any that are missing. Note that the list is not all 

Do you have the fullowinp forms? DD 

AForms 1155,ll56,llil-R,124X.1249.1250. 

, 355, 1355-1. 1594. 2496: blank taryet folders. 

Joint Tactical Air Beconnnissance and Surveillancp 

Request Forms. (Circle any thnt are missing. Note that 

the list is not all inclusive.) -- ,-':::..2. 


I. Is the situation map (SITMAP) on hand and does it 

provide sufficient coverage of the area of operations 

(perhaps I:50,UUU coverage of the battalion's area and 

1:250,000 coverage of the Corps' areal? -- 2. Are therc standard overlays for use by each staff 

section'? -- 3. If special maps are available of the area (road and 

bridge maps, trafficability maps, special products by 

division and corps topographic units and detnchments), 

are these on hand'? --

YES NO 

! Is a staff journal set up tu control incoming 

andoutgoing messagesand torecord operational events? 

(One way to set up a journal is to staple manila folders 

together into a three~pieee logbouk with two-prong 

fasteners at the top of each section Mark the left section 

"INCOMING" and the right scction "OUTGOING." 

Fasten I)A Form 1594 into the center sectinn.) 

may heottachedorplaced underyouroperational control 

> .~. .--,iii?:.Is there some means to 

ns: location, type, unit assigned, unit 

supported, progress? (Note that these hoards should look 

much like your mission status reports required by SOP.) 

: . Is there a binder prepared which 

contains all required report formats so that when, for 

example, an NBC-I report is submitted, the journal clerk 

can turn to the NBC-I section and copy the incoming 

messagedirectly ontoapreprinted formratherontoscrap 

paper, the wall. or his hand'? 

irc:ii..; ,;!,.:i i7,.spi;ila;ii:.;t;r.r, these 

defined by SOP and are shifts specified? 

':>:,::ii?.i.,,>. Do you have the following items? Soap, 

paper plates, plastic ware, paper towels, cups, toilet 

paper, sugar and creamer packets, toolg, heat tablets. 

insect repellent, igloo containers. 

Operations 

(..t*.'F.!<:<>y;>)>$,i~>>',. F,>rlrz,594), 

1.Isthe journal being posted withcunseeutively numbered 

events (to preclude confusion by having twu events with 

tho same number)? 

2. Are all incoming and outgoing messages being logged 

intothojournal-withthejournal numherun themesaagennd (is "hard copy") fastened into the folder rather than 

being loose in the TOC/CP? 

3. Doe* the "ACTION TAKEN" column of the DA Form 

1594 actually reflect some action taken such as "Posted 

on the SITMAP," "Notified 1st Platoon," "Sent forward 

to Brigade." "SeeMcssagea -" rather than 'Logged" 

or something else that doesn't indicate any nctiun? 

5!.r>fl$!-, 

1. Does the SITMAP have the friendly situation, enemy 

situation, and logistics information posted or available 

via overlays? 
-- 

-- -- 

-- 

-- -- 

2. Does theSITMAP have themissionsportedon it'!(Onr 


way to do thls is to use the system shown below.) 


. TI234 (KC) 1lC 


n b 


, = mission location 

6, = mission initiated 

+= micision completed 

a = mission number 


b = m~ssion(road crater) 


c = unit assigned (1st l'letoon. Co. CJ 


, 

I. Once missionsi$rereceived, are they beingchecked and 


~nvlyredattheTOCiCPasopporedto being"stovepiped" 


straight down to subordinate units? 


2. Isthe TOC/CP working to stay on top of missions by 

requiring updates and taking actionifnothing is heardor 

is it contentto findout how a missson wentonly afterthe 

troop8 leturn? 

3. Are TOClCP personnel knowledgeable asto personnel 


and equipment esaets committed and available'! VERY 


IMPORTANT 


4. Are required reports tcl higher headquitrtrrs being 


made ;#snpuriftrd by SOI'r\nd/or by the OI'OKDY 


5. If multiple requirements are received and/orif require. 

mentr appear to exceed capabilities. is there an effort to 

mcortain prio"tiesY 

6 . 1fit appears thata missioncannotbecompleted within 

the specified time (and this should usually be determined 

during mission analysis). are efforts made to ~nfluence 

the action (lay on more troops and/or equipment or find 

ways to increase efficiency) or does the TOClCP wait 

until late and then report the bad news and request an 

extension? 

7. DoestheTOC/CP usewarningurdersorothermrnn8 to 

enable subordinate or supporting units to begin troopleadtng procedures and thereby maximme thew time for 

mission execution? 

', - , . .~., . . . 

I. Are chemical alarms set upwind of the TOCiCPY 

2. Is there a metal-on-metal alarm set up near the 

TOC/CP to enable TOClCP personnel to warn other 

pe~.sonnel in the area'? 

3. 1)" TOCiCP personnel havc their personal ehmical~ 

biological defense equipment and the~rspare protective 

garments and mask filters? 

4. Are there spare batteries fur chemical alarms and 

radiometers and are there spare refill kits for chemical 

detectors? 

5 Is there a trained chemical detection tcam among 

TOCiCP personnel? (Recommend this team be formed 

from umong the SS clerks and drivers.) 

6. Iloes the TOC/CP actively reek the latest effective 

downwind message and expeditiously pass this inior. 

mation on to subordinate and upp porting units? 

i. Does the TOC/CP analyze enemy NRC capabilities 

and possible intentions and recommend a missionoriented protective posture to the commander? 

ti. Arc there personnel for each shift who are trained to 

prepare NBC~3 reports, plot downwind chemical hazards. 

and make radiation fallout predictions'! 

the prescribed point at which further exposure is prohibited without higher authority'! 

10. Are at least 20 each "GAS,'' "RID." and "ATOM" 

NBC working signs on hand? 

Cvnimnnd. ("or:!,-ol. and 

('!,in?I,zlnil.ll i0"s. 

. .. 

A. Has on alternateTOC/CP been designatedand 

does thisalternate have theredundant maps. plans. 

references, and other equipment to perform the 

TOCiCP mission? 

8.Haveliaison offieers(LN0) beenidentified andis 


there apackupeof material(maps, radio. telephone, 


references, date sheets, administrative items) for 


each LNO to carry with him'! 


Note: The LNO may also require his own trans- 


portation. 


C. Is the TOC/CP configured for o "JUMP"cepe. 

bility, to include designated personnel and WUIP 

ment'? 

1). Has a rally point or reconstitution point been 

design~ted in the event the TOClCP is overrun or 

otherwise disband4 o~.separated? 

. .,

. . ,,

. . ,,..

,...

.

. ~ 

A. Does the TOC/CP have a complete copy of the 

CEO1 to include operations codes. authentication 

tables, command and staff packets, and supplemental operating instructions? 

YES NO 
-- 

-- 

-- 

-- 

-- 

-- 

-- 

- - 

-- 

-- 

-- 

-- 

-- 

-- 

-- 

-- 

-- 

-- 

-- 

-- 

-- 

-- 

I. 1)" all stations have proper and cumpatiblr 

communirat~uns security (COXSEC) keying mvte~ 

rial for all nets.! 

C'. I)o~s the c~~n~munications-~leettonics stvffuffic~ 

hhv~~ddition~lcupiesto prvvideLNOsandattaelled 

tor OP(>OMunits! 

11. Are radii~ communicslions minimized vlii useof 

mcssmgrrs and couriers, wirr. arm and hand 

sipnitls when moving ur maneuvering, and ;xu~ 

tliorizrd brerlly rodes? (Kolf that use of Inter. 

natior~alMvrsr Code is also of value in this area. 

i~lthough not taurhl to most operators1 

E. Arc all TOC/CP personnel knuwledgesl~lr of 

procrdures to deal with mraconing. jamming, in^ 

tr~sion,and intrri$.rence'! 

,. ., . A. Are antennas erected away from the TOC;CP 

and are remotes ueed to maintain distance from 

emitters? 

B.Are directional antennas being used? 

C. Are rudlo operators using proper prowords and 

keeping transmissions brief? 

I). When operating in an unsecurt. mode: 


(11 Is authentication being required? 


(21 Are authorized operations codes being used 

vlce clear text or pseudocode6? 

.. . . , .,. . , . ,: . ~ . . A. Are camouflape and conrealmc~nt procedures 

being followed? I: IS there it plat>t~~~~p~ndt~~~it~~ti~n~~fl~till or 

I<!mpurary radiu outapes? 

G. Arr, 'COC.CI' pcrsonnel knowlerlyeahlr of 

procedurrs to protect rad~ cqulporent frclm electromagnetic redlation whenrivrn warninguifricndly 

us? of nucletir weapons? 

H. 110 'TOC-C'l' perrunnel use prop~r procedure 

when milkiny ;Lr;cheduled frequency and callsign 

chanpc? (Note thul most supplcmelrtul ogrrating 

instruc1i,,ns d" ,,lit rvquirt rxisting stillions ti, 

I.<.C.I$~CIthe net) 

I Are the TOC. CP vehicles prcrirrd ti, fac)lit;#te 

rapid v.;tubiishm~~nt. r~esta1,lishmentat wirr commuo~ciit~oas'! 

. , . - . Are TOC CI' pc~ronnei trttined and 

Ir~ascd~ooprrittcandmeintam thcvrhirlcs.grnc~mturs. 

radios,llghlsets. Isnterns,iind otherl'OC' CPequiprnrntY 

Operations Security (OPSI.:C). 

A Is access to the TOC/CP conlrolled? 

B.Areall personnelrehearsed on actions to lake in 

theevent of aground or air xttackon the TOC/CP? 

, . ... .. . 

A. Are the slgn-counlersign, access rosters, and 

badges being used to identify personnel. verify 

clearances. and ascertain need-toknow? 

B. Are classified papers and maps inside the 

TOC/CP covered when not in use and are there 

clearly labeied containers for classified waate? 

C. Upon displacement of the TOC/CP, is there an 

rifo1.t lu ensure that trash or other warte is not left 

which would reveal information about the unit? 

(I) Are nets at least 18 inches above ~chicles. 

tents, and equrpment'! 

121Are glass and mirrors covered? 

(3)When using the WoodlandCamouflnye Semen 

System, is theproper side brlng used toconform to 

the seasonfgenerni background? 

I41 When using fresh vegetation, is the vegetation 

being changed regularly'! 

15) Is there an effort tu preclude vehicle tracks or 

communications wire Rum identifytng the location of the TOC/CPY 

I$. Are noise and light discipline beinp rnsinlained" 

C, Are efforts heinr made to reducr the infrared 

signature of 1he'I'OC:CPY 

U. Are lielipads nnd vehicle parks lurnted at it 

d,iitvnre from the 1'0C CPI 

LTCJohri W 8rodnnJr.is ihrdopulycommonderullhe 71lrErzgrn~er 

Hrzgadein Europe. He haarerurd,,~ ma.qinerru,t~is in [he Un:nltedStatrs. 

Gern~ony,and Vietnam. and corn,rza,,drd the ZUrh En~tnruiHaitol~n~~. 

Port Cornpbell, KY. 

LTCRradrngroduai~d/rum~heComtnandandG~~neialStoffColle~~~ 


ondthe U.S. Army War Collegeondi~~asaninstruelorol the KS, Army 

Engineer School. He has o bor.heloi's and o rnaslr~r's degree I,$ ric,rl 

engtneerzn8 from Purduc Unionrsily and iv n rc,grstrrrd pioj~rs,o,tui 

rnrrnrer in V~r8znio.Ursides Sprcwlry 21 (Engrneeii, LTC Braden 

holds Speczolly 54 fOpeiolzo,rs. Plans and Trar,rin#i. 
Engineer Command Update 


NATIONAL GUARD .. .,,. , - ,,., 	 IllstEnz~necrhnlC1IT1 057Lh Engtneer Ca 116th Englnarr Co. CCSE) 

Graft"". NU Splinpvrlle. U1' 

Ili!ith Lnginrrr Co. CP1'Allen L.Nyyard CPT Clerk Chrlstcnan~, Emporia. KS 1SG Thomas K. spier. 1SG Marvin Baker 

MAJ Eaeene lirdmrr 


lSG ulle I'uteim 117th Englnror Cu. IAFBI 


Minot. NLI Lehl. Lrr 


2l'ind Enpinr.$,rCu. 	 CPTJohni I.. Hvck~ng li5th Engrneer Grnup!CRTl 1l.T Cr;lly M<,rlsn \I#chita. KS CSM Ilttv>dC. Ciehnr Murray, U'r 15G &lax Smllh 

<.'l"r 1,avo \V hesler COI. Uee K Rurson 

ISG Jvhnny Newmun 2iist ling,nerr H" CSM IUonald Nkelren 118th Enn~neerCotAFB, 

,,.,. ~ ~.. .,: Grand I'orkr. Nll 	 roorie. UT .: . .i UTC Grrrld I' Ournhulr ll37thEni(1nrerRn.lCHTi1COKPS1 CPT Mlrhnel Johnsen 

CSM Dewey J. Garceru American Furk, UT 	 lhdlh t;nginecr Group 	 ISC Uunnld W~rkhrm LTC ,Joseph Forrl 

Ilirmnn-k. Nl) "16th Enxlnorr Co. CSM Gnyle Wl~ntcutt 

CULVlrell A Rndw Faryo. NI) C'SM IUonalil T. Marx 	 CI'T 1'Poma~L. Wilson 


IS(; liarla" C. Muohipr 


ARMY RESERVE 

3 . . 463rd Engineer Hn. (CHr)~IIVYi :mlrr Eng~ncerRn ~CWIICOKI'S)375nd EnsinerrGr.,up , .~ . , 

U'hcellng, WV Greonvillc. SC Iles Momes, IA 411th Englnesr Rd* I.TC Joscyh Mikcr Jr. LTC t:akrlN. Miller 111 CUT, May L. Shnrdwn 420th Engineer Hde. 

Mr,c,klyn, NY CSM ~<>"~ld h ~ CSM Ronald i H. ~ Owensby CSM W,llirm S. Gates 13ryxn.TX L. ~ ~ ~ t ~ Il<i Kvrrr I. Krrrrr IIG Alwn l Jonrs 


CSM Knnsld P. Burr 464th Engmeer Lln. ~CBTIICOBPSI 448th EnPnc(.c tin. ~CI~TXHVYIOx5rh Enr(in<,rrGmun 	 CSM Jerr
 I'hillips 

Schcnectady. NS FI. Buchmm. PH St. Paul. MN :JOHthEngineer Group LTC Juhn M. Paris 111 I.TC Lull M. Garcls COL Willlam 'Thorn .iiJrd Enyineer Iirouy 

P,ttrbureh. PA CSM O~denTuitls CSM Juliu Fuenfor CSM Honald Icvmdorki Norman. OK 

('01. Sxmu?l 1'. Cunlucos LTC Clliford Cantre11 


I'SM r,unuld U. lzvlr a6Ylh lingineer Bii (CtiT)tHVI') 467th Ennneer L3n ~CBTIICOKPSI:iSith Ennnwr Bn CSM Gayland Gnffiil 


Jersey CI~Y.NJ Memphis, TN St. L'nul. MN .Jlhth Enslneer (irnup I.'I'C Wlili*m Mercurlo I1IC Charier A Ingnm L'rC Alan I.. Reeler 49:ird Enelneer Cmup 

New Cumberland. I'A CSM vacant CSM John M. Nzcholr CSM Mike Damberry Uallar, TX 

COL Uillisld K. Emig COL Jerry L Srlby 


CSM Anlhc~nyW. 1.i~yrrl 479th Engineer Rn. ICIITI(COHPSI~~~~~ linginrer Hn. ICBTllCOKPS3 38Srll Engmerr !In. CSM layman Hrmpl?lll


Ralerluwn. NY Ff. Thomas, KY Llubuqur. IA :1IBth E.:ny~nrer(inlup I.TC Uavad Bent LTC Uonnia I.. Grant I.TC Brucr. 1%Wands 245th Enyincer Rn. 

Brucktvn. MA CSM 1,eurence T Grarcs CSM Wlllism L Eggemnrr CSM Lloyd 1.Smith Baton Kou~i,LA 

Cul. llruce B. Ellaworth Ll'C Koneid Gentrr 


CSM Kbchard H.iluurhruu I".Ird linglnner Bn. ICWIICOKPSI8418, En8ineer Bn. lCHT)tCOllYS)397~hthglneer Bn. CSM Robert I.. Bund~ck111 


New Bedford, MA Miami. PL Eau Claire, WI 
 :l.lUlh Eny1nr.r Iln II;WI'I~COKPSILTC R, L.TC Jorwh L. Bvdreau I11 MAJ Mlcharl Meualt 430th Englnnrr Hn. 

Worch~strr.Ph CSM John E. Maredo CSM Alvin G. Baughna CSM Richard Madsen Tumbali. TX 

L.TC Jnnlcs d. Cnrrclll Jr. LTC Michael Gnffilh 


CSM Lynwuod J Vugrl 854th Enginear lin. tCBTltHVY) "44th Engineer Hn ICHT~IHVYI 1163rd Enxin~rIIn.II:UT~~COKPSICSM Roben E Smlth 


Kingscon. NY Knnxvilir.TN Aurora. 1L 
 :16ilh Eoainccr B~.ICWP)IHUYI L,TCAnthonr K, Kiuyp MAJ Munu G. llorndon I.TC Jack ti. Kotter 489th Engineer 8". 

S~huylk~II Haven, PA CSM Edward C IJuugherLv CSM Harold E. Rorry CSM Donald C Phsllipr Llltle Kilrk, AH 

LTC' Jam** F. Lent MAJ \Yooclruw Cummlns 


CSM Krrmir B l'olbnrd 926th Enplnerr Hn.ICBTIIHYY) IItiirL Enmnecr En. tCLL1'IIHYYI CSM Thunlas 'Serrrman 


Birmmgh~~m. AL M~lwauke~.
 Wl 

368th Englns,rr IM~~CHTIIIIVYI412th LNCOM LTC H lnge ~rriiiie~r. blAJ llrrid r, ~,,rkinsun nilst Enwnerr Iln. 

Mzmcb-trr. Nil Vaksbury, MS CSM Ilolnnd Barnwell CSM Conrad H Uvrrr Auxtln. TX 

LTC K<,k., H. Kay" MC Kubcrl B ir3ugvr Jr I.TC Jvhn M. Gordin 

CSM Arthur B. Stxrkurralhrr CSM Ch~rlesA. IKulr 9i2nd Enrlnrcr Bn. CSM d. H.lLanzerhnn8 

lit. llenjamln 11arrison. IN 429th Enginerr Fin, (1:BTIIHVYi JNth Enganc~rGmup 416th ENCOM LTC Jacncs L. M:lurrle YBUth Engineer Bn. 

Unlvnforn, PA Blrmmgham, Al. Chicago, 11. CSM Wlllard 11. Gibbons Wirh~raFalls. TX 

MA.! Jeffrru L. Earrun COL Rlchnrd R Burle,ron MG Max Bara~z [.PC Willlam A. Lon# dr. 

CSM Rudolph V. Barluch CSM Llndsey H. Hacllry CSM Dave Moon, 983rd Enelneer lln. CSM Charles W. Peterson 

T"I,.d,>. OH , . 458ih Enslnrer Hn.~CRTHCOHI'S~ 	 364111 Eligrncer Grouy MAJ John C. Blanchnrd 926th Enwneir liruup , _ .,. . , < ,, ,.: 'c

iohnstuan, PA Monigomery. Al. Columhur. OH CSM Kenneth K. 1i;lrrcti LTC Kudney I) Kuddock COL Julrrn 1.' Botti COL James C. Myers 244th Engineer Bn. ICBTI!HVYI 

CSM Rlchsrd Y. Phllalr CSM Jrmer H. Lamon CSM 1.ituren H. Calvin Aurora. CO 

MAJ Donald Y Labrot 

CSM Paul E. N~aselmad 

Szlst Engineer Bn. ,CBT)!CORPS, ACTIVE ARMY ~8th Englnoer 8". 	 3rd ~npineer ~n.. USAESR 864th ~nrlneer ~n. ~oise. I U

Yt. Polk. W YL. Belvuir. VA Ft. Lewis. WA 1.TC Glen 1. O'L)ril 

1.TC WayncMurphy LTC A1 Jansen LTC Steve Young CSM Gregory P. Girlson 

CSM Charles D. Clim CSM Terry A. Cougill CSM Chnrlea Nobles 

d2O~hEnvineor Bn. tCBTItCOKPS, 

San Pablo. CA 

LTC William 8.Applegate Jr. 

CSM 1,ynnG. Unlwyler 

Individual Army headquarters provided the names of commanders and command sergeants major for Army Reserve units. The state 

headquarters supplied information on National Guard units. Readers are encouraged to send any additional information to ENGINEER. 
The newly implemented, centralized

.: Condit~onalVoluntary Indefinite 

(CVI) selection process raises new 

challenges for commanders in their 

Other than Regular Army (OTRA)officers' professional development. Unlike 

RA officerswho remain in a career status as long as they are competitive for 

promotion, OTRA officers must colnpete for voluntary indefinite status. 

The first step in obtaining career 

status is getting selected by the CVI 

centralized selection board. This board, 

consisting ofa representative from each 

of the combat, combat support, and 

by CPT Micheal A.Lansing 

combat service support branches, convenes to select only the best OTRA offi. 

cers for continuing active duty. Unlike 

lieutenant and captain promotion 

boards, which select officers on a fully 

qualified basis, the CVI selection board 

uses criteria that select only the best 

qualified officers. This distinct dif~ 

ference in selection criteria makes it 

critical to document OTRA officers' 

duty performance. 

It is paramount that all commanders 

fully understand the CVI process, the 

criteria for selection, and the impact of 

the initial and subsequent OERs for 

their OTRA officers. Failure to comprehend the impact of the CVI process 

may deny a deserving young officer the 

opportunity to further develop on active 

duty. 

To apply for CVI consideration, officers must meet certain minimum 

requirements and be willing to make 

some tough choices to obtain career 

status. CVI applications are forwarded 

through command channels once the 

officer meets theserequirements: 

Have served at. least two years active 

federal com~nissionedservice (AFCS) 

on the current tour 
Submit the CVI application before 

the 27th month of AFCS. This 

requirement applies to both a threeyear and four~yearOBV (obligated 

volunteer)officer. 

More important, the officer must 

state a willingness to accept a branch 

transfer as part of the awarding of CVI 

status. During professional development counseling, commanders should 

explain to their OTRA officers that 

rebranching junior grade officers is 

necessary to meet Army officer requirements at the captain and field pade 

levels. Of course, those officerswanting 

to volunteer for branch transfer to 

underaligned branches should be 

encouraged to state their desires on 

their CVI applications. 

A separate DA board is convened to 

determine required branch transfers to 

meet Army needs. This board chooses a 

proportional number of top, middle, and 

lower-third officersfrom the CVI selection results to enter underaligned 

branches. Therefore, it is imperative 

that commanders counsel their Reserve 

officers so even the top performers may 

he chosen for mandatory rebranching. 

Subsequently. it isvital that all officers 

give careful consideration before indi~ 

cating their preferences for branch 

transfer. The choice may have long 

term consequences. 

The recently released CVI results 

clearly demonstrate the board's highly 

competitive nature. Only 78 percent of 

the officers were selected for retention, 

and in some branches the selection rate 

was only 59 percent. Those officers not 

selected for retention will have to 

separate within 90 days of written 

notification or at the endof their initial 

obligated tour, whichever islater. 

Officers must understand there are 

no regulatory provisions for appealsor 

reconsideration, unless there is a 

material positive change to their Official Military PersonnelFileIOMPF).In 

addition, active duty extensions will 

not be granted pending results of a 

request for reconsideration or awaiting 

the outcome of an OER appeal. 

Once an OTRA officer has been 

selected for CVI status, comlnanders 

should know that the first year is aprobationary period. In addition to incurring a one-year active duty service obligation, the OTRA officer is on probation. To the commander, this means 

that any misconduct, failure at an 

Army-sponsored school, or downturn in 

Submlt CVI Application 

Between 24~27months AFCS 

List three understrength branches 

-Through command channels 1 I 

No Returned to aff~cer 

Appl~cat~onscreened 

Acknowledgement rent to offlier 

Asstgnment Dlvlslon maker recommendation 

r . . 

pp 

DA Selecttan Board CVI Nonselectlon 

- Votes on manner of performance ~~~~~l~~~ - Informed by letter 

- OM1 established - Separate wlthln 90 days 

- Releaser list of selects and nonselects or end of initial tour I I whichever 1s later 

select ~~ ~~~ L 1

CVI Selection Retain Orlglnal Branch 

Retam 

Letter natiflcatlon ~~~~~h - Incur l-year ADS0 

Branch transfer volunteers processed [probation period) 

All others considered for branch transfer -Final FYI conrlderation at H8Lrt-87th month AFCS

Branch Transfer 

Effect~veupon pramatlon to captan or 

180 days after CVI Board. wh~cheveris 

earlier 

- Incur 1-year ADS0 (probatton per~od) 

- Flnal FVI conslderatlon at 81st 87th month I AFCS I 

Figure 1. CVI selection process. 

~ ~ 

duty performance is reason for revocation of CVI status. If CVI status is 

revoked during the probationary 

period, the officer will separate from 

active duty within 90 days. 

The Army demands high standards of 

performance from all its officers, 

whether RA and OTRA. The CVI selec~ 

tion process is one tool the commander 

has to ensure that only the best qualified OTRA officers are permitted to 

serve on active duty in a career status. 

Acts of misconduct, integrity issues, 

and failure to meet APRT and height 

and weight standards are obvious 

discriminators. 

Commanders, however, mast ensure 

that officers who are slow to develop, 

but show potential, have their duty pcrformance docrln~entedto clearly indicate the officer's potential. In light of 

the CVI board's competitive nature, 

OERs designed to "get an officer's 

attention" will likely deny him continued active duty. 

The CVI process is the most competitive process a junior OTRA officer faces. 

A commander with a complete understanding of the process and its impact 

toward achieving career status will 

have met the command challenge of 

mentor and coach. To do otherwise is a 

disservice to our aualitv . OTRA officers. " 

CPT Micheol A. Lansing is the personnel management officer in the Cornha1 Supporl Arms Division, 

MILPERCEN. He hns seruerl as a 

rrcruiting company commander; o 

military police cornpnny comrnondrr; 

the battalion adjlrtnnt of the 7lfith 

Military Police Battolion nt Fort Riley, 

KS; and a platoon leader tuith the 3rd 

Armored Diuision CPT Lansinggmdnateddfromthe Military PoliceAdvanced 

Course and has a bachelor's degree in 

histo? from Whenton Collcge and a 

master's degrer in vstems nzanagemerlt 

from the Unit.er~i1.y of Southern 

Cal~fornin. 
Career Notes 

Enlisted Preference The Enlisted PreferenceStatement (DA Form 2635) has often been called 

Statement: the "dream sheet." In the real world, however, career planning by soldiers 

and their families can often result in assi~mmentsto at least one of those 

locations indicated on the preference statement. 

The preference statement, dated August 1984, also contains vital information which can help soldiers in choosing assignments. When preparing their preference statements, soldiers should seek counsel from the 

PAC NCO, PSNCO, MILPO NCO, commander, or command sergeant 

major. Soldiers shauld also ask themselves the following questions before 

speaking to any of these persons and before completing the DA Form 

2635. 

Is my grade and MOS authorized at the locations I choose? 

When should I submit the preference statement? 

What type of assignment should I ask for to gain experience in my 

MOS? 

Are dependent schools available? 

Is there a military hospital nearby? 

Are there civil service employment opportunities for my spouse? 

What programs and locations are available tbr exceptional family 

members? 

AR 614-200, Selection of Enlisted Soldiers for Training and Assignment, and DA PAM 600-8, Military Personnel Management and Arlministrotilie Procedures, contain detailed PI-ocednres for completing the 

preference statement; soldiers are advised to thoroughly acquaint 

themselves with these publications. 

The preference statement plays an important role in the personnel 

assignment system. When correctly submitted, it improves soldiers' 

opportunities for assignment to desired locations. 

Engineer Ranger The Engineer Career Management Branch at MILPERCEN is seekTraining: ing combat engineers (12B)to volunteer for ranger training This anticipated shortage of ranger-qualified engineers is a result of the new light 

infantry divisions. 

Soldiers who wish to volunteer for ranger training should apply 

through command personnel channels to the Engineer Branch, 

MILPERCEN. The basic qualifications and application procedures are 

outlined in Chapter 6, AR 614-200, and in DA PAM 600-8. The only 

exception to these procedures is that those selected engineers will not 

he reassigned to ranger battalions. However, a special qualification identifier (SQI)will be awarded: SQI G (Ranger)or SQI V (Ranger-Airborne). 

Any questions should be directed to SGM Welsh at the Engineer 

Branch. MILPERCEN. His telephone number is (202) 325-8326, AV 221. 
Initial EERs 

Eliminated: 

Revised Promotion 

Worksheet: 

New Recruitments: 

Soldiers will no longer be rated three months after they are promoted 

to E5, MILPERCEN officials announced. The requirement for initial 

EERs was eliminated on May 1. 

MILPOs are accepting initial I-eports with a "thru" date of April 1985 

or ear lie^; but any reports with a "thru" date later than this are being 

returned as unauthorized. 

All other provisions of AR 623-205, Enlisted Eualuation Reporting 

System, are still in effect. 

MILPERCEN officials also said that some units may still not be aware 

that the Army-wide EER weighted average was eliminated on January 

1, 1984. The last EER weighted average was published in December 

1983, and some units may still be using it or calculating a local EER 

average. 

Officials said the EER weighted average was misleading because it 

was based on EER scores collected over a five-year period. It also contributed to inflated EER scores, which caused DA selection boards to 

emphasize the narrative sections in the selection process. 

MILPERCEN has prepared an instructional package to teach soldiers 

and ~.atrrsthe' I)I.OPCI. prrpari~f lull of' EEKs .\ copy m:1\. IIF ~~l)t;tint.(l I)? 

\vr~ring: Comni:~ndc.r, MI1.PERCF.S. ;\TTN: D.APC-\ISI.:. ?dl Stu\.:,ll 51.. 

~lexandria,VA 22332.0400, For more information on EERs, call MSG 

Hendrix at (202) 325-9610. AV 221. 

A revised promotion worksheet (DA Form 3355) was recently adopted 

into the Army personnel system for soldiers being recommended to E5 

or E6, or already on these respective promotion lists, MILPERCEN officials said. 

The revised form emphasizes physical fitness, self-discipline, professional competence, and a commitment to self~improvement and achievement. The form also allots more points for commanders' evaluations, SQT 

scores, military education, weapons qualification, and APRT scores. 

However, points are no longer awarded for time in service, time in grade, 

and high school completion. 

Promotion points are now computed annually instead of semi-annually. 

The next recomputations will be in February 1986 for soldiers on an 

E5 promotion list and in May 1986 for those on an E6 list. These recomputations will occur during the same months every following year. 

However, soldiers will still be allowed to reappear before promotion 

boards earlier than the scheduled recomputations in order to add points 

for recent achievements. 

The 299th Engineer Company, a new ribbon assault bridge company, 

was activated on July 20 at Fort Belvoir. Many positions in this Army 

Reserve unit are still available to engineers. Anyone interested should 

contact 2LT Umana-Williams at (703) 664-2739 or MSG Wicker at 

(703)664-2525.