THE PROFESSIONAL BULLETIN FOR ARMY ENGINttKS 

Headquarters, Department of the Army 

July 1989 

Apprmd for pdrllo nl.ao;dl&ibuHon is UmlMd. 
Personal Viewpoint 

Promoting Self-development 


by Rita Price 

re you a "have" or a "have Anot?" This may not make sense 

to you, but let me explain. A "have" 

iq a person who decides that schooling is important and seeks opportunilies to get an cducation. As you 

may have guessed, a "have not" is 

someone who decides, for various 

reasons, that school is a real drag. 

At best it is boring, tedious, and certainly something to be avoided. I 

want to tell you about some rather 

painless ways to get ahead of the 

education game. If this sparks your 

interest, read on. 

It is my contention that we in the 

military are not living up to our full 

potential in assisting soldiers who 

have difficulty meeting civilian education goals. You may recognize the 

tpe: The soldier who talks about 

going to school but has a million 

reasons why he can't attend. Promotion boards use civilian education as 

a discriminator for advancement, 

but even that may not be enough to 

get these soldiers to enroll. The 

"have not's" are torn between doing 

what they feel they should and feelings or beliefs that they simply can't 

attend school. 

Some soldiers may not know that 

Army cducation centers, staffed 

with trained counselors, have information that can benefit anyone who 

wants to obtain schooling. These 

centers are on most military installations and offer a full range of information on schooling, from prehigh 

school to masters levels. 

Many education options are available. For example, did you know 

that a bachelors degree can be 

earned without setting foot in a conventional classroom? This is possible through the New York 

Regents' Degree Program, a fully accredited, nontraditional degreegranting institution. Their staff 

evaluates a student's portfolio, 

which lists all experiential life 

credits plus any previous course 

work, and then determines what 

courses need to be completed. The 

student is awarded a degree after 

the required credits are completed. 

Job experiences are an example of 

experiential life credits-what 

you've been doing on the job plus 

other relevant work. It may be possible to complete all required work 

with testing and such nontraditional 

means as classroom satellite videos. 

The point is, many military members may not know they have 

experiences that can qualify for college credits. It may serve as an incentive to the "have not's" if they 

knew some college credits were already under their belt. 

Education centers have many testing instruments, such as interest 

inventories and aptitude tests, to 

help soldiers develop an education 

strategy. There is no cost to the soldier for these services. In addition, 

counselors will assist individuals 

grappling with such problem5 as 

where to start, how to study, or how 

get back into the swing of things. 

College correspondence courses 

are available. However, these courses require a student's dedication 

and motivation to successfully completc the work. For returning 

students, the lack of a traditional 

classroom instructor and thc lack of 

interaction with other students may 

be stumbling blocks. There is no 

support group to offer encouragement if the going gets rough. 

These are a few of the opportunities available to military personnel. 

If you identify with the "have 

not's" and want to return to school, 

I suggest first taking a course just 

for enjoyment. Try something that's 

not involved with thc three R's. Enroll in an auto mechanic or painting 

course, perhaps one related to a 

hobby. A "fun" coursc can get a soldier back in the mainstream of the 

school routine. It may eliminate 

some anxieties associated with 

taking more traditional courses. 

The object is to get back into the 

swing of attending courses and to 

start interacting with other students. 

Make the initial going back to 

school experience enjoyable and 

concentrate on taking one mole hill 

at a time. You need not climb the 

whole mountain at once. 

The Army wants to develop success-oriented soldiers, people with 

high self-esteem who remain viable 

for promotions. Army leaders must 

take an active role in assisting soldiers who experience "heart burn" 

when attending civilian schools. 

Many Army leaders do this now, 

others do not. This might include 

having a counselor come to your section to discuss opportunities at the 

cducation center, or stressing thc 

importance of educational credits to 

everyone in your unit. 

Soldiers who find educat~on a distasteful and stressful experience, 

and who avo~d attending classes, 

may mibs some important gates in 

their careers. Leadcrship at all 

levels must make a conscious effort 

to assist subordinates who may be 

experiencing education hurdles. 

They must support all attempts at 

improving their subordinates' education levels and encourage selfdevelopment. After all, don't we all 

want to be a "have?" 

Rita Price IS fhe Deputy Chief, Engineer Personnel Propor~ertf OfJice at 

Fort Leonard Wood. She is a Ph.D. 

candidate in higlter educafiorr and is 

a major in the Missouri Am~yNational Guard. 
Volume 19 PB 5-89-112 

UNITED STATES ARMY 

ENGINEER CENTER AND 

FORT LEONARD WOOD 

COMMANDERICOMMANDANT 

MG Daniel R. Schroeder 

MANAGING EDITOR 

Catherine Eubanks 

DESIGNERS 

Beatrice McDonald 

Jennifer C. Bolyard 

By Order of the Secretary of the Army: 

CARL E. VUONO 

General, United States Army 

Chief of Staff 

Official: 

WILLIAM J. MEEHAN II 

Brigadier General, United States Army 

The Adjutant General 

About the cover 

The spirit and heritage of the new Engineer Regiment is exemplified by the 

gathering of unlt flags at the 1989 Engineer Commanders' Conference at 

Fort Leonard Wood. 

Photo by LTC George Woodbury 

Special thanks to TASC personnel for 

their support 

FEATURES 

8 Training and Readiness: Challenges for Army Engineers 

by GEN Carl E. Vuono 

12 	Infantry Combined Arms Doctrine Across The AirLand 

Battlefield 

by MG Michael F. Spigelmire 

15 Implementing FM 25-100: Training the Force 

by COL James H. Simms and MAJ Robert Crear 

18 	German Combat Engineer Support in the Combined Arms 

Battle 

by LTC Klaus Wilke 

22 The NCO Corps Moves Forward 

by CPT Robert B. Carroll 

25 Providing Power in War and Peace 

by Alexandra K. Stakhiv 

29 A Place Created Especially for Engineers 

by MAJ Richard T. Aukland 

32 The Eagle that Looks Like a Duck 

by Robert K. Combs 

34 Evolution of the Engineer Regiment 

by Dr. Larry Roberts 

36 Overseeing Engineer Career Management Fields 

by SFC Donald Eelman and SFC Jose Guzman 

38 The Soviet Engineer in Tactical Operations 

by LTC Roger J. Somerville 

43 Risk Management 

by Dean Johnson 

DEPARTMENTS 

Inside Front Cover: Personal Viewpoint 

2 Clear the Way 46 Lessons Learned 

3 Bridge the Gap 49 Past in Review 

4 Engineer Update 

ENGINEER [ISSN me-19880) is prepared quaneny by the US. ~imy ~ngineer CONTENT is not copyrighted. Materid may be reprinted N credit is given ta MSchmi. ATN: ATSE-TDM-P, Fort Leanard Wmd. MO 65473-6650. Second Clasr GINEER and the author. 

ponage 1% paid at FO~~wnardwood, MO, and additional maiilng anicer. OFFICIAL DISTRIB~ONis ~argeted to ail engineer and engineerrelated units. 

POSTMASTER: Send address changes to ENGINEER, the Pratsrrionsl Bulletin tor CORRESPONDENCE, leners to the editor, manuscripts, photographs, official unit 

Army Engineem, Am. ATSE-T0M.P. Fan Leonanl Wood, MO 85473-6650. lequesfs 10 receive copies, and unit address changes should be sent to ENGINEER, at 

DISCLnlMER: ENGINEER oresenis orofessbnd information desioned to keeo the Drecedina address. Teleohone: 13141 368-3811. AV 581-3811. 

Army engineers informed ot c&ent and'emerging developments withintheir eiear if PERSONIILUBSCRIP%ONS a;- ivailable by confacling the ~vperlnfendent of 

expenlse. View expressed are those of the author end do not necessarily reflect oifi- Documents, ATIN Chief, Mail Urt Branch, Stop SSOM, Washington. DC 204CZ. Adcid Army or TRnDOC positions, nor does the content change or supersede informa- dress changes for peironal ~ubsciiptionashould also be sent to the Superintendent of 

tion in other omciai Army publicatioor. ENGINEER rerewee the right to edit maferlsl. Documsnlr. 
- LEAR THE WAY 

by MG Daniel R. Schroeder 

Commandant, U.S. Army Engineer School 

"Resolved, that the engineers in the service of the 

United States shall be formed into a corps, and 

styled in the 'Corps of Engineers;' and shall take rank 

and enjoy the same rights, and privileges with the 

other troops on continental establishment." 

Continental Congress 

March 1 1, 1779 

(Ford Journals of the Continental Congress, 

13:305-06) 

As we continue to modernize and evolve the 

AirLand Battle-Future (ALB-F) concept, we should 

pause to reflect on our heritage as engineers. The formation of our regiment is the focus of this issue of the 

ENGINEER Professional Bulletin. The colors of the Engineer Regiment pictured on the cover represent the 

historic lineage of the Corps of Engineers. 

Our regiment originated on June 16, 1775 when the 

Continental Congress authorized a Chief Engineer 

and two assistants for the fledgling Continental Army. 

Predating the Declaration of independence, the regiment became instrumental in the success of the nation in both war and peace. 

With 214 years of rich heritage, an Engineer 

Regimental Association was needed to foster the traditions of our corps. This year, with the move of the Engineer School, the Regimental Association established 

its headquarters at Fort Leonard Wood. 

The purpose of the association is to promote the 

Corps of Engineers Regiment, with special attention 

to the role of the Army engineer in ground warfare. It 

will foster and preserve the history, traditions, and 

solidarity of Army engineers. The association will sponsor a professional recognition program, offer 

academic scholarships, and serve as an authoritative 

source of historical information. 

The association is a nonprofit organization. Its members are serving or retired personnel from any component of the Army, cadets of military schools and 

ROTC programs, and civilians who subscribe to the 

purposes of the association. 

The Regimental Association kicked into high gear 

during the Engineer Commanders' Conference and 

first annual Regimental Dinner, held at Fort Leonard 

Wood on May 5-7. Conference highlights included addresses by John 0. Marsh, Jr., Secretary of the Army, 

GEN Carl E. Vuono, Army Chief of Staff, and MG 

Michael Spigelmire. Commandant of the infantry 

School. The challenges for Army engineers presented 

by GEN Vuono are described in this issue beginning 

on page 8. Infantry's contributions to the AirLand Battlefield are explained by MG Spigelmire (page 12). 

John 0. Marsh, Jr.. received the Regimental Association's inaugural gold de Fieury Medal at the 

conference. This medal will be presented annually to 

an individual who exemplifies boldness, courage, and 

commitment to a strong national defense. The medal 

traces its origins to October 1, 1779. The Congress of 

the United States recognized and. created the medal 

for Captain Francois de Fleury, a French engineer, for 

his heroic actions during the recapture of Stony Point, 

New York, on July 15, 1779. 

In addition to the gold de Fleury medal, the 

Regimental Association also awards silver and bronze 

medals. Award of the silver is approved by the Chief 

of Engineers after nomination through the Commandant, U.S. Army Engineer School. The silver order 

may be awarded to one who has rendered outstanding service to, or support of, the regiment. The bronze 

must be approved by a member of the regiment in 

the grade of colonel currently in command, a commander of a divisional engineer battalion, or a 

lieutenant colonel district commander. It may be 

given to members or nonmembers of the regiment 

(military or civilian) who have rendered significant service to or support of an element of the regiment. 

For additional information about the association or 

awards, contact COL John M. Morgan, President, Engineer Regimental Association, P.O. Box 634, Fort 

Leonard Wood, Missouri 65473. 

The Regimental Dinner is now the forum for presenting the SAME-sponsored Sturgis and ltschner 

Awards. The Sturgis Medal is presented annually to 

an active duty enlisted soldier for outstanding contributions to military troop construction and/or base 

maintenance through demonstrated technical and 

leadership ability. This year's recipient was Staff Sergeant Paul D. Weber, Company A, 79th Engineer Battalion (Heavy). 

The ltschner Award, named for Lieutenant General 

Emerson C. Itschner, the 39th Chief of Engineers, is 

presented to the most outstanding engineer company 

of the Active Army, Army Reserve, and Army National 

Guard. Lieutenant General ltschner and Lieutenant 

General Henry J. Hatch, the Chief of Engineers, 

presented this year's awards to Company A, 65th 
BRIDGE THE GA 

by CSM Rudolf F. Voigt, Command Sergeant 

Major (Ret.), U.S. Army Corps of Engineers 

Noncommissioned officers (NCOs) have contributed immensely to the Corps of Engineers and the 

U.S. Army over the past 214 years. I felt pleasure and 

pride when the Army leadership announced the 1989 

Army theme. "The Year of the NCO." 

It is unfortunate that historians have captured little 

of the NCO corps over the last two centuries. Little or 

nothing is written about the engineer NCO, as indicated by Arnold Fisch, Jr., in his draft paper titled 

"Backbone of the Army: A History of the Noncommissioned Officer Corps." Mr. Fisch mentions many 

branches of the Army in his paper, but includes nothing about the Corps of Engineers. However, the 

sacrifices and hardships endured by the "Backbone" 

of the Army have not been in vain. Their contributions 

have been recognized from the beginning, in 1779 by 

Baron Von Steuben, and by many great leaders since 

then. 

NCOs have played a vital role in the U.S. Army 

Corps of Engineers (USACE). They have always been 

the cornerstone for construction and combat engineering, allowing officers to do the planning while they accomplished any given task with engineer soldiers. 

World War II, often called the "Engineer War." and 

Vietnam saw more engineers on the battlefield than 

soldiers from any other single branch. 

NCOs in USACE often have been called upon to 

perform as platoon leaders. They do a commendable 

job in this role and then fade back into the ranks 

when an officer takes command again. The performers, the technical and tactical experts in the field, 

have always been the NCOs in the Corps of Engineers. Our NCOs learned their jobs on the ground, 

Clear the Way (continued) 

Engineer Battalion (Active Army); Company C, 39lst 

Engineer Battalion (C) (Army Reserve); and the 200th 

Engineer Company (Assault Float Bridge), 137th Engineer Battalion (Army National Guard). 

Visitors and initial entry training soldiers at Fort 

Leonard Wood will get a dose of regimental history. 

Training areas FA) and facilities are being renamed 

for battles and campaigns. For example, TA 250, the 

Float Bridge Training Area, will become the Remagen 

Training Area. During instruction at each site, students 

will receive a brief history presentation concerning the 

often by trial and error. But, they learned and then did 

them right thereafter. Our NCOs have been instrumental in all military construction and in every active U.S. 

Army theater in the world. Today our NCOs are active 

in every MACOM, no matter where the location. 

We have some unique groups of NCOs in USACE. 

Construction inspectors perform their vital quality assurance work at many remote locations throughout 

the world. They oversee multimillion-dollar projects 

and ensure quality construction for the Army and 

others. Power generation specialists maintain nontactical power plants and support the DEHs around the 

globe. They provide power to major headquarters 

during exercises in the Middle and Far East and in 

Central and South America. They also provide backup 

power to many friendly nations in the Caribbean and 

Pacific. Our dedicated personnel NCOs maintain 

military records and provide an important link between the civilian workforce and the military personnel system. Logistics, maintenance, and law enforcement NCOs, and intelligence and cartographic 

specialists, provide outstanding support functions to 

the Corps of Engineers. 

Our NCOs are not Beetle Bailey characters but well 

educated professionals. Many have college degrees 

related to their specialties. Today's NCOs are leaders, 

trainers, and role models who contribute immensely 

to the success of the Army. 

CSM Rudolf F. Voigt was Command Sergeant 

Major, USACE, from 1984 until his retirement in June 

1989. During his 33 years of sewice, CSM Voigt 

sewed in every leadership position in the NCO Corps. 

regiment's involvement in the action for which it was 

named. The intent is to heighten warfighting focus 

and develop pride In new and old soldiers. 

The Engineer Regiment has received new life. The 

Regimental Association is off to a good start, but we 

need the help of all Army engineers and their friends 

to make it a viable organization. By pulling together, 

we can make it a dynamic, useful, and proud organization that serves our soldiers, our units, and the 

Army. The history of our regiment and this great nation are woven together in peace and war. We must 

preserve our history and instruct an awareness of it. 
Engineer 1 Update 

-SCHOOL NEWS-


Directorate of Training and Doctrine (DOTD) 


Safety Flashl All 12F soldiers will learn how to 

prepare an M9 ACE for swimming while going 

through AIT at Fort Leonard Wood, Missouri. 

However, no M9 ACE swimming will take place until 

a training facility can be established for this task. We 

recommend that no M9 ACES be used in water until 

personnel have received adequate training. 

ARNG/USAR Engineer Update. The Reserve 

Component Engineer Refresher Course Catalog for 

FY 1990 is scheduled for distribution in July 1989. 

Courses offered for the period October through 

December 1989 will be conducted at Fort Belvoir, 

and those offered from January to May 1990 will be 

conducted at Fort Leonard Wood. For additional information, contact Cathy Holland at AV 581-4263 or 

(314) 368-4263. 

Phase 1 of EOAC, the Company Command 

Module, will be heid at Fort Leonard Wood from 

November through December 1989. Engineer 

School resident instructors will present the training. 

Active GuardIReserve link-senior RC advisors to 

the Engineer School and Center are: 

Fort Belvoir-COL Joseph Shoff (USAR), AV 

354-4434 or (703) 664-4434. 

Fort Leonard WoodCOL Lloyd Vienneau 

(USAR), AV 581-3181 or (314) 368-3181; and LTC 

Charles Doll (ARNG), AV 581-1 174 or (314) 368-1 174. 

Engineer Hotline. Need an answer to an engineering question to complete your mission, finish coursework, or just settle an argument? Call the Engineer 

Hotline, now located at Fort Leonard Wood, and get 

a timely response frol-n the experts at the Engineer 

Center and School. Call AV 581-3365. 

Engineer ARTEP Mission Training Plans. Mission Training Plans (MTPs) form the basis for a highly trained, combat ready engineer force. These "how 

to fight" publications exemplify our continuing effort 

to enhance engineer training in the combined arms 

context. 

ARTEPs 5-1 45-MTP, 5-1 45-1 1-MTP, and 5-145-31 - MTP, dated 17 February 1989, are now available. 

These books cover the following units: HHC, Engineer Combat Battalion, Heavy Division, TOE 

5-145L; HHC, Engineer Battalion, (Combat) (Corps), 

TOE 5-35H; HHC, Engineer Battalion, (Combat) 

(Corps) (Mech), TOE 5-45H; HHC, Engineer Combat 

Battalion, lnfantry Division, (National Guard), TOE 

5-155H, HHC Engineer Combat Battalion. 

HeavyiLight lnfantry Division (ZID), TOE 5-165L; and 

the following companies and their platoons: Engineer Company, Engineer Combat Battalion, Heavy 

Division, TOE 5-145L; Engineer Company. Engineer 

Battalion, (Combat) (Corps), TOE 5-35H; Engineer 

Company, Engineer Battalion, (Combat) (Corps) 

(Mech), TOE 5-45H; Engineer Company, Engineer Combat Battalion, lnfantry Division, (National 

Guard), TOE 5-155H; Engineer Company, Engineer 

Combat Battalion, HeavyILight lnfantry Division, 

(2iD). TOE 5-165L; Engineer Company, Heavy 

Separate Brigade. TOE 5-143L; Engineer Company 

Armored Cavalry Regiment, TOE 5-108H. 

These ARTEPS will assist in Mission Essential 

Task List (METL) development and execution of FM 

25-100 (see this issue of ENGINEER, page 15). Their 

value in strengthening the engineer's role in battle 

cannot be overemphasized. 

The MTPs supersede ARTEP 5-145, dated 

29 December 1980, but they do not supersede 

ARTEP 5-35 entirely. ARTEP 5-35 addresses the engineer combat support equipment company (CSE) 

and its platoons. The CSE company and platoons 

will be covered in the ARTEP 5-415 series MTPs. 

which are scheduled for fielding in 1990. Until then, 

CSE units should continue to use the ARTEP 5-35. 

POC is CPT Long or Russ Hinkle, AV 581-7456 or 

(314) 368- 7456. 
eerT Update 

-SCHOOL NEWSDirectorate of Military Engineering (DME) 

Engineer Officer Advance course (EOAC). The 

EOAC Division of DME will be closed starting 4 

December 1989 during the move to Fort Leonard 

Wood from Fort Belvoir. Instruction will resume with 

class 1-90 on 29 January 1990. Six classes are 

scheduled for PI 1990. In conjunction with the 

move, the number of team leader positions will be 

expanded to twenty. POC for the transition of EOAC 

is LTC Bohn. AV 354-4539 or (314) 368-4539. 

Warning: Transport of Primed Charges 

Prohibited. Observations at NTC and JRTC have 

shown that units are transporting charges or firing 

systems primed with blasting caps. This practice violates demolition safety procedures and is prohibited. 

Attach blasting caps to charges or firing systems 

only immediately before detonation. 

We recommend using detonating cord to 

preprime charges because most charges primed in 

this manner can be transported safely. For example, 

it is acceptable to transport a bangalore that is 

primed with eight wraps of detonating cord. Two initiation systems that contain the blasting caps can 

be attached to the running end of the detonation 

cord when the bangalore is positioned at the blasting site. 

"Pop and Drop" Minefield Breaching Technique. Field observations indicate many units use the 

pop and drop method as their primary mine reduction technique when creating assault lanes in 

minefields. We recommend the pop and drop 

method be used only as a last resort because it is 

more dangerous to soldiers than the equally successful line main method. 

The pop and drop method is unique in that the 

blocks of explosives are individually preprimed with 

blasting caps and fixed links of time fuse. When a 

soldier finds a mine during a breach, he lights the 

time fuse (pop) and sets the charge next to it 

(drop). Although any manual breach is inherently 

dangerous, this procedure creates unnecessary 

risks: 

It is obviously dangerous to carry demolitions 

primed with blasting caps. 

The detonation of one individually primed charge 

may displace a charge placed next to another 

mine. 

Individually primed charges are subject to misfire, 

creating a hazard and potential time delay that 

could jeopardize the mission. 

Once a charge is initiated, the soldier in the 

minefield has no choice but to continue to move, 

even if taken under fire. 

A soldier who becomes a casualty in the 

minefield after a charge in initiated, probably cannot be evacuated before the charge detonates. 

The line main method avoids these risks. This 

method is similar to the pop and drop method, but 

the individual demolition charges are primed with 

detonation (det) cord instead of blasting caps. Like 

the pop and drop method, a soldier places the 

primed demolition next to a mine. Then he ties the 

det cord lead to a det cord line main, which is run 

the length of the lane. When the charges are ready 

for detonation, only the line main is primed and fired. 

The line main method may be slower and require 

more soldiers than the pop and drop method, but 

with practice it can be as successful. We recommend that it be your primary mine reduction technique. POC is MAJ Ross, AV 354-6901 or (703) 

664-6901. 
ate 

-SCHOOL NEWS-


Directorate of Combat Developments (DCD) 

ESSAYONS. The ESSAYONS Program provides 

the U.S. Army Engineer Center with a simplified 

process for correcting shortcomings and deficiencies in engineer doctrine, materiel, force structure, 

and training. ESSAYONS is designed to solicit 

recommendations for concept or system changes 

from the engineer community. Since September 

1988, ESSAYONS has received several proposals 

from engineer soldiers. Some of them reflect 

needed improvements in existing engineer systems. 

Not every proposal is accepted, but all are thoroughly staffed before a final decision is made. Changes 

begin with the soldier, and ESSAYONS is the first 

step to making those changes. Please send your ESSAYONS proposals to: Commandant, U.S. Army Engineer School AlTN: ATSE-CDT, Fort Leonard 

Wood, MO 65473-6620. POC is SFC Gay, (314) 

368-2386 or AV 581 -2386. 

Directorate of Topographic Engineering (DTE) 


Terrabase Instruction for EOAC. The Directorate 

of Topographic Engineering, in conjunction with the 

Directorate of Combined Arms, has initiated Terrabase instruction in the Engineer Officer Advanced 

Course. This exercise introduces students to Terrabase, a tool for terrain analysts. The training 

provides analysts with a way to integrate a wide 

variety of terrain data using a personal computer 

with flexible on-screen images. Hard-copy products 

enhance the commander's ability to make battlefield 

decisions. 

The system can create line-of-sight profiles, which 

enable the user to assess weapon, radar, and radio 

placement. It computes cross-country maps using 

LANDSAT data and performs climate and weatherrelated tasks. The software program displays threedimentional representations of the terrain. The 

TerraBase software was written at the Department of 

Geography and Computer Science, U.S. Military 

Academy. POC is CPT John Soussounis, AV 

581-6266 or (314) 368-6266. 

MOS 82D (Topographic Surveyor). MOS 82D 

will change significantly in the next several years. 

Some of the changes are due to AirLand BattleFuture doctrine and revised scope and duties of the 

MOS. Topographic surveyors will share site information collection tasks that were formerly the sole 

responsibility of the Terrain Analysists, MOS 81Q. 

The loss of the Survey Warrant Officer, MOS 2158, 

will bring new responsibilties to E-7 MOS holders. 

The Survey Instrument Maintainer course at Defense Mapping School (DMS) is a reality. Graduates 

are awarded an AS1 of C7. The computer literacy 

functional course, another DMS service, has been 

endorsed by the Air Force and Marine Corps. It 

provides instruction on the use of personal computers and standardized programs for survey computing and computer-generated drafting. TRADOC 

acceptance of this course will increase the productivity of topographic survey squads and address the 

training imbalance of the skill level 2 MOS holders. 

MOS 82D Publications. Future training publications will reflect printing fund reductions. For 

example, literature describing the use of new equipment and systems will be produced by the respective manufacturers. Army correspondence subcourses and Technical Extension Courses will be 

revised, when necessary, by issuing changes to existing publications. The old stand-alone Training 

Manuals VMs) will be phased out. We anticipate 

that they will be replaced by FM 5-232, scheduled 

for distribution in FY 1990; two college texts on surveying that are in the TSS Van library; and a new 

text, "The Surveying Handbook." edited by Brinker 

and Minnick. The commercial publications, if approved, will be issued to survey squads in PI1990. 

The "Soldier's Manual and Trainers Guide" will be 

revised through a series of changes to the current 

edition starting in FY 1991. POC is SFC Konstan, AV 

581-6266 or (314) 368-6266. 
Engineer -

-SCHOOL NEWS-


Directorate of Engineer Branch Safety (DEBS) 

Engineer Branch Safety C.A.R.E. Alertl The Engineer Branch Safety office is using a new worldwide safety alert system on an experimental basis 

until final approval for it is received. The system 

provides engineer units with immediate information 

about accidents and incidents where real or potential safety problems exist. 

Engineer Branch Safety Issues-FY 1989. The 

Commandant has identified the top safety issues to 

be worked in FY 1989: 

- Demolition Training 

- Engineer Equipment Operator Safety Integration 

- Fast Water Bridge and Boat Training 

- Mine Warfare Training 

- M9 ACE Operator and Supervisor Training 

Send us your thoughts on safety issues for FY 

1990. Write to: Directorate of Engineer Branch 

Safety, ATTN: ATTT-S. Fort Leonard Wood. MO 

65473-5000. This is your chance to be heard! For 

more information, call Tom Moran at AV 581 -71 74 or 

(314) 368-71 74. 

Directorate of Combined Arms (DCA) 


Transition Update. DCA will continue to teach 

tactics to the officer basic and advanced courses at 

Fort Belvoir until December 1989. Classes will 

resume at Fort Leonard Wood in January 1990. We 

continue to update our instruction methods. Terrabase, a computer-based terrain analysis system, is 

used for terrain analysis instruction. Commercial 

video tapes, produced by Chris Donnelly for Janes, 

are being used for training on Soviet tactics and 

operations. We also are developing a river crossing 

interactive video disk and are converting all terrain 

exercises to Fort Leonard Wood's terrain. Special 

texts recently published include: The FASCAM Handbook, E-Force Combat Operations, Engineer Standard Command Posts, Tactical Tasks-A Primer for 

Captains, Engineer Planning in the Combined Arms 

Team, Survivability of the Company Battle Position, 

and How to Defend with an Engineer Platoon. If you 

need a copy, write to: USAES, ATTN: ATSE-BCA-T, 

Fort Belvoir, VA 22060-5341. 

-REGIMENTAL NEWS-


Engineer Regimental Association Activities. 

Recent initiatives will increase the Engineer Regiment's visibility within the Corps of Engineers. The 

Chief of Military History is preparing an inventory 

and identifying the colors of inactivated engineer 

regiments, currently held by the Institute of Heraldry. 

Our intent is to assume responsibility for these 

colors and display them in the Hall of the Regiment 

at Lincoln Hall (the new schoolhouse) and at important regimental functlons. 

Beginning in July, a regimental affiliation cerlificate and color print of the engineer regimental crest 

will be presented to newly graduated corps members. These awards will be presented at or just 

before the graduation ceremonies for newly commissioned officers, warrant officers, and advanced individual training graduates. Certificates for personnel 

presently on active duty will be available to those 

who request them. For additional information, call 

the Engineer Personnel Proponent Office, AV 

581 -2266 or (314) 386-2266. 
? ", 

yV hroughout its ~r&d ,history, the 

Tarmy corps 0, '6gineers has 

, stayed trained a?$$$y'jV to , , 

perform demandind combat engineer missions. In preparing 

for those missions, engineer leaders 

have used ingenuity and innovation 

to develop a greater battlefield 

capability and to ensure that all 

members of the combined arms 

team are at the right place, at the 

right time, with the right amount of 

combat power. Engineers have complemented readiness for combat engineer missions with operational cxperience in military construction 

and civil works. In performing these 

complementary missions, the Corps 

of Engineers has become an indispensable member of the combined 

arms team. It has contributed to a 

warfighting capability that our 

potential adversaries understand 

and respect. In the process, engineers have assisted in driving the 

evolution of our Army-ils doctrine, organization, materiel, training, and development of leaders- as 

we strive to achieve our vision in the 

years ahead. 

My Vision: A Trained and 

Ready Strategic Force 

My vision is to have a trained and 

ready Army, today and tomorrow, 

1 I 

that iq capable of carrying ou jiitsi ,J >' strategl! Wkywhere, anyti e I 

envisioh &r Army as a strategic 

force because it is vital to America's 

security and is essential to our na- \ 

tional military strategy in both 

peace and war. The Army accomplishes roles that only the Anny 

can perform. Only the Army can 

defend U.S. vital interests in sustained land combat wherever those 

interests are threatened. Only the 

Army has the elements of combat 

power and support able to conduct 

contingency operations or support 

friendly nations' land forces around 

the globe. Only the Army has the active and reserve forces needed to 

support our civil authorities in many 

types of disasters and crises. Most 

important, to our nation and our allies, only the Army can provide that 

most visible and credible symbol of 

national resolve-the soldier deployed on freedom's frontier. 

In all of these strategic force 

roles, the Army Corps of Engineers 

is an integral and indispensable element of our combat power. Army 

engineers are among the first to 

deploy in cont~ngencies, as they did 

in Grenada in 1983. Engineers support fr~endly land forces in civic actions, such as National Guard and 

Army Reserve engineer units build9 ,,' @$&roads in Honduras. Finally, engineer units, forward deployed in 

Maintaining a Trained and 


Ready Army 


As a strategic force, the Army 

must be prepared for an instantaneous transition from peace to 

war. Our Army is trained and ready 

to make that transition should we 

ever be called upon to do so. Staying a trained and ready Army in the 

future demands a carefully crafted 

mix of readiness, modernization, 

and force structure in a way that 

minimizes risks for America. It requires that we provide demanding 

and challenging training of soldiers, 

units, and leaders to maintain the 

capabilities we need to meet our 

strategic roles. 

The foremost priority for our 

trained and ready Army is to continue recruiting and retaining 

quality men and women for our 

ranks. Quality soldiers enhance our 

capabilities and give discipline to 

the force. Increased capabilities and 

discipline give us the flexibility 

necessary to respond successfully to 
Quality at all levels enmusages and lcadcrs a1 cvcry cct~clo&;be---~~~or~ and'comha(scrvicc" 

improved performance"D~adi'f&~I'r'- successful on rhc hnlllcficl& ,The 

tasks. This is an important factor to 

engineers, who execute missions as 

small teams under the supervision 

of junior leaders in a wide variety of 

environments. The challenge, in the 

face of a declining manpower pool, 

is to retain the very best soldiers 

with dynamic and exciting training 

in units. Further, we must provide 

quality-of-life programs in our communities that emphasize excellence 

in facilities and services for these 

soldiers and their families. 

Another priority for keeping our 

Army trained and ready is to know 

how to fight with a doctrine that 

maximizes our combat capability. 

Today, units in our Army continually seek to achieve full combat power 

by synchronizing all elements of the 

combined arms team with a widely 

accepted how-to-light doctrine, AirLand Battle. 

We have several challenges in 

knowing how to fight. The first is to 

ensure that every engineer leaderofficer and sergeant-knows the 

doctrine, particularly for mobility, 

countermobility, and survivability. 

The second challenge is to translate 

third challcnsc ir rn provide the Engineer School construcri\.c criticism 

for the refinement of tactics, techniques, and procedures. The final 

challenge is to continue to seek 

ways to improve combined arms 

team doctrine. In that regard, we 

are shaping doctrine with AirLand 

Battle-Future and Army 21, which 

are operational concepts for how 

wc will fight in the next century. As 

our doctrine and technologies mature, Army enginecrs must meet this 

challenge and continue, as fullfledged members of the combined 

arms team, to shape the Army of 

the future. 

A trained and ready Army must 

also maintain an appropriate mix of 

heavy, light, and special operations 

forces in our structure. They will 

provide the necessary diversity of 

capabilitics in quality, composition, 

and size to meet our combat requirements and our strategic force 

responsibilities. We have in our 

Army today adequate combat and 

support units to defcat the wide 

variety of threats facing our nation 

across the full spectrum of conflict. 

support forces, and Nafional (;u:trd 

and Army Reserve units. Thcy are 

supported by a skilled civilian work 

force that is capable of assisting in 

major mobilization obligations 

worldwide. Engineers, a significant 

part of each component in that mix, 

perform an essential role for the 

combined arms tcam. 

The first challenge to maintaining 

this mix is to keep a perspective of 

diversity throughout the Army 

about our organization and to 

remain capable of integrating all forces across the spectrum of conflict. 

This means finding the most efficient and responsive ways to structure forces to meet a formidable 

encmy on the battlefield. The 

second challenge is to keep the 

force structure appropriate for 

evolving doctrine. As doctrinal changes occur, revised engincer requirements will emerge. These requirements will call for us to adapt with 

force designs that make sense to engineers, but most importantly, will 

provide engineer unit designs that 

continue to provide support to the 

combined arms team in the warfighting roles. 
Louisiana National Guard enaineers - install culvert for a road oroiect . in , 

Panama. Such missions provide engineers with dynamic training 

opportunities and give high visibility to our commitment to allied nations. 

Another priority for staying 

trained and ready is to continue to 

improve our combat capability by 

developing and fielding the most 

capable organizations and warfighting systems. Our approach to modernization is to ensure adequate 

funding for capabilities needed 

today while setting aside sufficient 

resources for research and development for capabilities needed tomorrow. Our efforts are guided by an 

equipment modernization strategy 

with functional area modernization 

plans. They include a comprehensive, forward-thinking approach to 

managing the technology base for 

the greatest long-term return on our 

resource investments. These plans 

address both near-term and longterm modernization. 

In the near-term, we will continue 

acquisition of current systems that 

provide our highest priority units 

with needed capabilities now. We 

will also protect our investment by 

making product improvements on 

current systems to keep them effective as contributions to our combat 

capability. In the long-term, we will 

continue to field the most modern 

systems and replace systems that no 

longer are effective or capable of 

surviving on the battlefield. Finally, 

we will continue to endeavor to 

shape our future wmbat capability 

with research and development on 

new systems that will greatly add to 

our combat power. 

The first challenge in modernization is to develop the requirements necessary to improve combat 

capability. This challenge involves a 

close relationship between combat 

and materiel developers in the 

generation of requirements. It also 

calls for the active involvement of 

combat and materiel developers in 

integrating our modernization efforts across all functional areas. The 

second challenge is to maintain a 

balance between the pace of equip 

ment modernization, the development of key technologies, and fielding of systems that make the 

greatest contribution to our warfighting readiness. That may mean 

fielding in smaller numbers. We 

must keep a long-term perspective 

while improving our near-term capability. The third challenge in modernization is to keep the modernization plans current so that they 

uphold discipline in our drive to 

shape the future. 

Another priority for staying 

trained and ready as an Army is to 

continue to emphasize training of 

soldiers, units, and leaders. Perhaps 

the most significant achievement 

during 1988, the Year of Training, 

was a renewed wmmitment to the 
The 902nd Engineer Company directs M-1 tanks across a bridge they 

constructed during REFORGER 87. Training soldiers and units as a combined 

arms team, under realistic conditions, will maximize our combat capabilities. 

combined arms team approach in 

training. I see evidence of this 

everywhere-in our fonvard-deployed and CONUS-based units, 

and in our service schools. I especially note this trend at the combat 

training centers, where synchronized combat power is reinforced to 

our leaders. Commanders are repeatedly convinced of the enormous 

value of engineer support in battle, 

and they continue to learn that 

single-capability solutions have 

tragic consequences. There is no 

place on any battlefield, in peace or 

in war, for an operation that does 

not make full use of every asset 

available to the commander. The 

training challenge is to continue 

providing for our soldiers, units, 

and leaders the tough, realistic training they expect. Our duty is to train 

soldiers and units as a combined 

arms team on the most difficult 

tasks, under realistic conditions, 

and to high standards. High training 

standards save Lives, in peace and 

war. Standards for tomorrow's 

Army will be set by the soldiers, 

units, and leaders we train today. 

The final priority for staying 

trained and ready as an Army is to 

remain committed to developing the 

most outstanding leaders the world 

has ever known in a fighting force. 

Our Army needs leaders who are 

tactically and technically competent, 

stress fundamentals, enforce standards, and set the example. The 

Army wants all leaders to keep their 

integrity beyond reproach and to 

never overlook a breach of ethics in 

their subordinates. We also want 

leaders-from sergeant to general 

officer-who care for soldiers and 

their families. Leaders in our Army 

must treat soldiers and their 

families with the dignity and respect 

they deserve. 

The day-to-day leadership of noncommissioned oEcers provides an 

appropriate balance between concern for soldier welfare and enforcement of standards in training and 

discipline. In recognition of their 

success in fulfilling the role of 

leader in our Army, Secretary 

Marsh and I have designated 1989 

as the Year of the Noncommissioned Officer. Nowhere is the importance of the noncommissioned 

officer more apparent than in the 

Corps of Engineers, where. sergeants must lead their soldiers in 

the performance of Herculean 

tasks, often in remote locations. 

Our Army is committed to providing all leaders the education, experience, and opportunities to 

develop an ability for melding soldiers with doctrine and equipment 

to influence the course of the battle. 

We have such leaders today, but we 

must not rest on our laurels. Our 

challenge is to maintain this qualitative edge by continuing to develop 

outstanding young men and women 

to lead the Army and the Corps of 

Engineers into the 21st Century. 

Today's trained and ready Army is 

a tribute to the dedication and selfless senice of engineer leaders, past 

and present, who used their ingenuity and resourcefulness to serve 

their Army and their country. As 

part of the combined arms team, 

Army engineers have always sought 

to increase tactical mobility by surmounting obstacles on the battlefield in ways that greafly increase 

agility in our combat capability. Engineers will be key to surmounting 

obstacles, of whatever form, that the 

Army will encounter in the future. 

We face challenges in maintaining a trained and ready Army. We 

always have and always will. What 

will sustain us in the combined arms 

team is the spirit of excellence 

found in the Army Corps of Engineers, which answers every challenge with Essayons-"Let Us Try." 

GEN Carl E. Vuono assumed his 

current dulies as'Arny Chief of Stalf 

in June 1987. He previously served as 

Commanding General, Training and 

Dochine Contmand. 
the April I989 I~ifimly Conference, 

held at Foti Bellni~~g, Georgia. 

Infantry is associatcd primarily 

with the close battle. While that 

remains our major contribution, I 

will discuss infantry's doctrinal participation across the spectrum of 

the AirLand Battlefield. 

FM 100-5 statcs that an Arn~y's 

fundamental doctrine is the condensed expression of its approach 

to fighting campaigns, major operations, battles, and engagements. It 

states that tactics is the art by which 

corps and smaller unit commanders 

translate potential combat power 

into victorious battles and engagements. Based on this, I will explain 

where infantry doctrine and its current initiatives fit into the combined 

34 

.urn\ A? and Battles: deep, close,' 

and r~arbns. 

Dccp opcr&foccur at any 

echgdon and comprise activities 

dirgcfed against forces not in contact with friendly forces. They are 

designed to influence the conditions 

in which future close operations will 

be conducted. 

In the critical area of intelligence 

preparation of the battlefield (IPB), 

it is difficult to integrate doctrine 

with weather and terrain and relate 

these factors to the mission and 

specific battlefield situation. Our 

charter in the proponent schools 

covers brigade and battalion operations. These units normally do not 

conduct separate deep operations, 

but they may be part of a deep 

maneuver operation. With this in 

mind, how does infantry assist in 

IPB devclopment when orchestrating successful deep operations? 

Long-Range Surveillance and 

Ranger Units (LRSU) are key 

players in this area. LRSUs provide 

the chs commander with a LdYl 

-	 cated detachment;T.hese units are 

bmia~y~trained at ~ort'Benning,

Georgia, tb-dcct . reliable human 

intelligence (HUMINT) against second echelon and follow-on enemy 

forces. The governing doctrinal publication for these units, FM 7-93, 

was published by the Infantry 

School in June 1987. ARTEP 7-93, 

Mission Trairlirlg Plan, was published in December 1988 to support 

this critical, deep-operation, intelligence-gathering tool. 

Ranger regiments fight the enemy 

as a light infantry force. They follow 

infantry doctrine and observe all the 

basic rules of infantry operations. 

While Rangers conduct both strategic and operational missions, thcir 

efforts are combined into an overall 

plan to destroy, delay, and disorganize the enemy. The objective is 

to cause the enemy to divert his attention and combat forces to rear 

area security. Again, this contributes to successful deep operations in the AirLand Battlefield. 
Infantry Combined Arms Doctrine 


Acs~ssThe Airland Rattllefield 


by MG Michael F. Spigelmire 

FM 7-85, published by the Infantry 


School in June 1987, provides 


doctrine for Ranger units. 


An example of infantry use in 


deep operations occurred during 


last year's Reforger exercise, Cer- 


tain Challenge. The 1st Battalion, 


87th Infantry, 10th Mountain 


Division was attached to the 2d Ar- 


mored Calvary Regiment as part of 


a heavy-light operation scenario. 


During one phase of the exercise, 


the 1-87 Infantry was tasked to 


dcploy quickly and conduct raids on 


cncmy logistic sites and to sever 


lines of communication of the V 


Corps' main attack. The action was 


an unqualified success and proved 


the effectiveness of heavy-light 


operations. 


Skillful employment of LRS, 


Ranger, and other infantry, and skill- 


ful use of IPB, assist senior com-


manders in their ability to influence 


deep operations. 


We get closer to home when tran- 


sitioning to close operations. By 


clclinition, close operations bear the 


ultimate burden of victory or defeat. 


The measure of success of deep and 


rear operations is their eventual im- 


pact on close operations. Doctrine 


is currently published (71 series) or 


being updated (7 series) to provide 


tactical concepts and techniques for 

mounted and dismounted infantry 
 L.


units-squad through brigade. In ad- Rangers conduct a patrolling mlsslon through a Georg~a swamp. 


dition, these manuals emphasize the Ranger operations are an integral part of the AirLand Battle. 

What wins the close battle? 

While opinions vary, the combat training centers 

have shown us that successful reconnaissance, 

security, and counter-reconnaissance are 

fundamental cornerstones of battlefield success. 

importance of combined arms 

operations. 

What wins the close battle? 

While opinions vary, the combat 

training centers have shown us that 

successful reconnaissance, security, 

and counter-reconnaissance are fundamental cornerstones of battlefield 

success. Yet, units have problems 

planning and executing these critical tasks. 

I propose some recommended 

solutions: 

Integrate IPB, reconnaissance, 

and surveillance in planning and 

executing offensive and defensive 

operations. 

Structure our institutional courses to instill tenacity and aggressivcness during a reconnaissance. 

Ensure there are sufficient openings in our super scout- Ranger 

Course- to train students properly in field applications of reconnaissance and security. 

Examine equipment and materiel 

issues for a possible hybrid configuration of the cavalry fighting 

vchicle (M3) and the high 

mobility multipurpose wheeled 

vehicle (HMMWV). 

Synchronization is another linchpin to successful close operations. 

Our doctrine stresses synchronization as a key element to victory in 

future battles. Yet there are indications that task force commanders 

have problems effectively synchronizing their part of the close battle. 

Initiatives such as the recent NTC 

White Paper on task force 

synchronization problems and the 

Tactical Commanders' Development Course (TCDC), being instituted by Fort Leavenworth to 

teach precommand course fundamental task force operations, are 

positive steps to ovcrcome this 

problem area. 

We recently instituted a combat 

system checklist at the Infantry 

School. The checklist incorporates 

key elements of the battle operating 

systems in a detailed, logical manner. It organizes a leader's synchronization thought process, which 

in turn facilitates synchronization itself. This, coupled with teaching 

combat systems integration and 

synchronization in our IOAC and 

PCC classes, are positive steps that 

will assist task force commanders in 

this important area. 

Infantry leadcrs and commanders 

need to understand the critical 

contribution of artillery (firc supportiADA), logistics (CSS), intelligence, chemical (NBC), and engineers (mobility -countermobility -

survivability). We are relearning the 

im~ortance of obstacles. fighting 

positions, and other combat engineering skills. 

The last critical element to the 

close battle is a proper understanding and use of reserve forces. 

The rcserve forces and potential 

missions must be clearly designated 

and available for commitment at the 

decisive moment. Units assigned to 

this mission must be properly constituted and led to ensure they are 

integrated properly. 

Rear operations have been 

dcscribed as activities at any 

echclon that are to the rear of elements in contact. They are designed 

to assure frecdom of maneuver and 

continuity of operations, including 

continuity of sustainment, command, and control. Doctrinally, rear 

area installations that do not contribute immediate or continuous 

support to tactical operations are expected to defend themselves against 

all but the greatest threats during 

the critical periods of the battle. 

These threats, such as Soviet airborne forces or Speznatz personnel, 

can be countercd effectively and 

quickly by properly placed infantry 

forces. 

In summary, infantry units are 

capable and flexible forces. They 

are available for decisive engagements throughout the depth of the 

battlefield to assist in winning thc 

combined arms battle. 

MG Midtael F. Spigebriire is the 

Cor?imandbla Ger~eralof Fort Bennirtg arid tlte United Slalcs Ani~yIIJfartry Center, Fort Botrtirlg, Geoq'a, 

He has a masters degree irt ir~terrtaliortal relarioris fro111 Geo~gclowrt 

Ur~iversilyartd is a grud~iafeof [lie 

U.S. Army Contntattd artd Gerteral 

SfaJf ColIege artd lltc U.S. Amy War 

CoIIege. 
IMPLEMENTIN 


Training Th 


by COLJames H. Simms and 

MAJ Robert Crear 

"This article by COL James H.Simms , from the Engineer School's Directorate of Training and Doctrine, 

and MAJ Robert Crear, 1st Engineer Brigade, 

provides an excellent sample for implementing 

FM 25-100, 'Training and Force' at the unit level. It 

should prove useful to commanders from brigade to 

platoon levels." 

MG Daniel R. Shroeder 

in his chronology of World War II, Hugh M. Cole 

described the difficulty experienced by the 95th 

Division in its battle for the West Wall during December 1944. German pillboxes and bunkers abounded, 

and the fighting to drive the enemy from those positions was intense. 

"The American engineers distinguished themselves 

in both the 90th and 95th Division zones during this 

bunker fighting. On 7 December the 95th Division After 

Action Report pays special tribute to the work of the 

320th Engineer Combat Battalion. Enemy participants 

in these engagements agree in recognizing the 

'bunker knack' of what they call the American 'special 

troops.' The bazooka was particularly valuable in this 

kind of fighting, despite Its high percentage of misfires. 

Bazooka training had been neglected in the United 

States, and the 95th Division was forced to give such 

training immediately in the rear of the fotward lines." 

(The Lorraine Campaign, by Hugh M. Cole, 1950) 

This is just one example of an unforeseen training 

need. There are countless cases in the history of war. 

And each had a cost. 

FM 25-100, Training the Force, is the Army's most 

important training manual. it describes a process that 

helps us foresee what we will do in war and identifies 

unit and individual training requirements. The process 

is "battle focus." The battle focus concept is simple: 

identify things that a unit must do in war, and then 

train to do them. But, how does one start? 

We start by recognizing an obvious fact: Units cannot train to proficiency on everything. We must limit 

our efforts to tasks needed to accomplish the unit's 

wartime mission. Those tasks are defined in a Mission 

Essential Task List (METL). 

METL development begins at the top. The commander at each level -

b Determines a METL based on war plans and external directives; 

b Selects, from the ARTEP mission training plan 

(MTP), tasks that support the given missions; 

b Ensures the METL supports and complements the 

METL of the next higher headquarters (HQ) and the 

maneuver element he supports; 

b Briefs the next higher commander, who approves 

the METL. 

Examples of typical unit METLs, from battalion 

through squad levels, are shown below. Note that 

each is fully integrated with the unit's higher headquarters. 

ENGINEER BATTALION 


METL DEVELOPMENT 


The divisional engineer battalion commander 

develops a METL from three primary sources: 

b Wartime missions and external directives. For example: 

"At C-day, H-hour, 64th Engr Bn deploys by air and 

sea, occupies assigned assembly areas, and organizes for combat. On order, conducts mobility 

operations in support of 1st Bde. 54th lnf Div, offensive operations." 

b The next higher HQ METL. For example: 

"Conduct offensive operations." 

b The supported unit's METL. For example: 

"Destroy an enemy force by conducting a rapid and 

decisive attack." 

Information from these sources is analyzed, and 

then the battalion commander selects a METL from his 
ARTEP. For example, he may select the following from 

ARTEP 5-145-MTP: 

5-1 -0002 Prepare an Engineer Estimate (Bn) 

5-1-0003 Prepare an Engineer Annex (Bn) 

5-1 -0007 Prepare an Operations PlanlOrder 

5-1 -0008 Conduct Combat Operations 

v 


v 


5-1 -0027 Perform Engineer Battlefield Assessment 

(Bn) 

v 


v 


5-1-1000 Conduct Logistic Operations 

Next, the battalion's METL is coordinated with the 

1st Brigade and is approved by the division commander. It then becomes the basis for METL deveiopment by subordinate companies within the battalion. 

ENGINEER COMPANY METL 


DEVELOPMENT 


The company commander prepares the unit's METL 

in the same manner as the battalion commander. Information sources inciudeb Wartime missions and external directives: 

"Co 6, 64th Engineer Bn operates in direct support 

of TF Mech, 1st Bde, 54th Div and conducts 

mobility operations in support of offensive operations." 

b The next higher HO's METL: 

5-1-0008 Control Combat Operations (Extract from 

64th Engr Bn METL, ARTEP 5-145-MTP) 

b The supported unit's METL: 

7-1-3007 Assault (Extract from TF Mech METL, 

ARTEP 71 -2-MTP) 

The company commander compiles the unit's METL 

from tasks in ARTEP 5-145-31-MTP. For example: 

Selected B Company's METL 

5-2-01 11 Conduct Minefield Clearing Operations 

5-2-01 13 Conduct Self-Extraction from Remotely 

Delivered Mines 

5-2-01 14 Conduct Breaching Operations 

5-2-0600 Conduct River Crossing Operations 

5-2-0603 Prepare Expedient Fords (Co) 

5-3-0705 Construct Combat Roadsrraiis 

5-4-0009 Employ the AVLB 

5-4-001 1 Employ the CEV 

The company commander coordinates the METL 

with TF Mech and briefs the engineer battalion commander, who approves the METL. The company METL 

then becomes the basis for task development by 

platoons in the company. 

PLATOON TASK DEVELOPMENT 

Each platoon leader applies the same process to 

develop training tasks. Information sources inciude: 

b Wartime missions and directives: 

"1st Plt, B Co, 64th Engr Bn operates in direct support of Mech Team Charlie and conducts mobility 

operations in support of offensive maneuvers." 

b The next higher HQ's METL: 

5-2-0014 Conduct Breaching Operations (Extract 

from B Co METL, ARTEP 5-145-31-MTP) 

b The supported unit's METL 

17-2-0326 Assault an Enemy Position (Mounted) 

(Extract from Mech Team Charlie METL, ARTEP 

71 -1 -MTP) 

The platoon leader develops a task list from those in 

ARTEP 5-145-11-MTP. A platoon's list might include 

the following tasks: 

5-3-0043 Reduce Obstacles 

5-3-0044 Support the Attack on Fortified Positions 

5-3-0103 Conduct an In-Stride Breach of a 

Minefield 

5-3-0705 Construct Combat RoadslTrails 

5-4-0105 improve a Vehicle Lane through a 

Minefield 

5-4-01 10 Mark a Minefield 

5-4-01 15 Conduct Minesweep Operations 

5-4-0603 Prepare Expedient Fords 

After this list is coordinated with the supported unit 

and approved by the company commander, it is used 

to develop squad tasks. 

DEVELOPMENT OF SQUAD 


TASKS 


The platoon leader and platoon sergeant use 

ARTEP 5-145-11-MTP to identify squad and individual 

tasks that support those in the platoon's task list. For 

example, they identify the following squad tasks to 

support platoon task 5-3-0103, Conduct an in-Stride 

Breach of a Minefield: 

5-4-0105 Improve a Vehicle Lane through a 

Minefield 

5-4-0110 Mark a Minefield 

5-401 15 Conduct Minesweep Operations 

They also identify the Soldier Training Publication 

(STP) individual task summaries that support the 

squad tasks above. In this example, the following 

tasks are identified: 
Skill Level 4 

051-192-4052 Direct Minefield Clearing Operations 

051-195-4007 Determine Logistical Requirements 

for Wire Entanglements 


051-195-4050 Prepare Engineer Estimates 


Skill Level 3 

051-192-3050 Direct a Mine Sweeping Team 

051-195-3003 Direct Construction of Wire Entanglements 

Skill Level 2 

051-193-2030 Clear Misfires 

Skill Level 1 

051-192-1021 Locate Mines by Visual Means 

051-192-1022 Locate Mines by Probing 

051-192-1023 Locate Mines Using the ANIPSS-11 

Mine Detector 

051-192-1040 Locate Mines Using Non-Metallic 

Mine Detectors 

051-193-1001 Use and Maintain Demolition Equipment 

051-193-1002 Construct a Nonelectric Initiating1Detonating System 

051-193-1003 Prime Explosives Nonelectrically 

051 -193-1004 Construct an Electric Initiate 

ing1Detonating Assembly 

051-193-1005 Prime Explosives Electrically 

051-193-1007 Prime Explosives with Detonating 

Cord 

051-193-1011 Install Dual Firing Systems 

051-193-1013 Neutralize Booby Traps 

051 -195-1004 Install Pickets. Make Barbed Wire 

Ties, and Install Concertina 

This step completes the METL development 

process. The company commander, in concert with 

the first sergeant, platoon leaders, and platoon sergeants, now prepare the company's training program. 

THE COMPANY TRAINING 


PROGRAMS 


After the METL and supporting individual tasks are 

compiled, the next critical step is to assess unit and individual proficiencies in these tasks. The near-term, 

short-range, and long-range training plans are based 

on this assessment, as discussed in FM 25-100. 

Company training plans must be coordinated with 

those of the supported maneuver unit and other 

"slice" elements. Successful combined arms training 

will result if plans are carefully linked. 

The battalion commander's role in preparing the 

company training program is important. He approves 

the plans and-even more criticaliy-works to protect 

the integrity of the company plans. 

INTEGRATION OF BATTLE 


DRILLS 


Battle drills provide an effective bridge between collective METL tasks and supporting individual tasks at 

the squad level. For example, the following battle drills 

from ARTEP 5-145-Drill provide training for squad task 

5-4-0115, Conduct Minesweep Operations, and the 

supporting individual tasks: 

b Clear a Footpath Through an Obstacle With a Bangalore Torpedo, and 

b Breach a Minefield With Hand-emplaced Explosives. 

These and other drills are an excellent means of 

achieving individual and small unit battle competencies in METL tasks. 

CONTINUOUS CYCLE 

Battle focus is a continuous process: An assessment results in a plan, which is implemented. The training results are assessed, adjustments are planned and 

executed, and the process continues. Leaders at all 

levels take charge throughout the process. They accept the responsibility, hold each other accountable, 

and ensure execution to standards. 

if battle focus is successful, perhaps there will be no 

more bazooka incidents like that described at the 

beginning of this article. Instead, there will be successes similar to that experienced by General Winfield 

Scott's soldiers during the War of 1812. 

What kind of success? Read FM 25-100 and find out. 

Notes: ARTEP 5-145-MTP (Headquarters and Headquarters Company, Engineer Battalion, Heavy 

DivisionICorps), ARTEP 5-145-31-MTP (Engineer Company, Heavy Division/CorpslArmored Cavalry Regiment), and ARTEP 5-145-11-MTP (Combat Engineer 

Platoon, Heavy DivisionlCorpsIArmored Cavalry Regiment), dated February 1989, were distributed in April. 

ARTEP 5-145-Drill was distributed as a coordinating 

draft in April 1989. Final print and distribution is 

programmed for October 1989. 

COL James H. Simms assumed command of the 

937th Engineer Group, Fort Riley, in July 1989. His previous assignment was Deputy Director, DOTD, 

USAES, Fort Belvoir. COL Simms holds an M.S. in engineering management from the University of MissouriRolla and is a graduate of the National War College. 

MAJ Robert Crear is the Operations and Training Officer of the 1st Engineer Brigade at Fort Leonard 

Wood. He holds a B.S. degree in mathematics from 

Jackson State University, Mississippi, and is a 

graduate of the Command and General Staff College. 
by LTC Klaus Mlke 

The Bundeswehr (Federal Armed territory of the Federal Republic. cludes countermobility operations 

Forces of Germany) exists to This is achieved through a joint that pull combat troops out to make 

safeguard peace and is a prereq- defensive effort with allies near them available for operations in 

uisite for a policy of dttente. The the border (forward defense). areas where decisive battles are 

Bundeswehr, which provides the biggest contingent of conventional 

NATO troops in Europe, has three 

tasks: 

In peacetime, togcther with allied troops, it works to dcter an 

enemy from threatening or using 

military force against the Federal 

Republic of West Germany. The 

Bundeswehr maintains constant 

operational readiness to accomplish this mission. 

In crisis, it helps political leaders 

to negotiate without having to 

submit to foreign political will. 

In a state of defense, it preserves 

or restores the inviolability of the 

Bundeswehr army ficld forces arc 

assigned by NATO and are organized into three corps, including 

12 divisions and 36 brigades. German engineers are an organic part 

of the Army. Their primary mission 

is countermobility, lollowed by (in 

descending order) mobility, survivability, and general support. 

Combat troop operations require 

dynamic engineer support. The support must be fully integrated in the 

combined arms haltle, primarily 

when engaging armor. Combat 

troop support must adapt to a highly mobile battle and the increasing 

speed of various battle stages. It infought. Engineer support in these 

areas cannot be strong enough. 

The first critical task of engineers 

is to cflectively support the combat 

troops' carly efrorts to paralyze the 

enemy's mobility. At the same time, 

they must preserve the mobility of 

friendly forccs. 

The ability to reconnoiter and 

negotiate natural and man-made 

obstacles in a timely manner, especially minefields, is the engineers' 

second critical task. The aim here is 

to maintain the thrust and mobility 

of major friendly units. In units used 

mainly offensively, this task may 

have priority over countermobility 

ORGANIZATION 

FIELD, 

1 Engineer battalion L! 

ngineer E 

2 t10, 

bat 
tmin-wiem-oriemedobstacles and barriers 

snustlon-oriented obstasleasnd baniers 

1 

operations. Because state-of-the-art 

mine sensor devices make breaching 

operations increasingly difficult, 

more reliance is placcd on minefield reconnaissance to eliminate, 

from the very beginning, the need 

for breaking through minefields. 

In defensive operations, current 

battlefield doctrine makes countermobility operations a critical factor 

in the combmed arms battle. Harmonized with current operational 

planning, such operations deprive 

enemy assault forces of their thrust 

and speed. The purpose is to contain enemy leading elements, wusing the first echelons to congest, 

and then to destroy them by fire. 

Successful countermobility operations create the preconditions for 

successful friendly counterattacks 

into the enemy's flanks and rear. 

Use of the new German countermobility capabilities is predicated 

on continuous synchronization of 

the competing elemenls of mobility 

and countermobility. Synchroniiation begins in the obstacle planning 

process and is part of operational 

planning at the tactical command 

post. It is used to direct countermobility operations at that level. 

"Terrain managcnient" describes 

the purpose and objective of the 

synchronization efforts. Under this 

concept, the engineer commander 

advises the major commander and 

his staff within the command control proccss on ways to improve or 

reduce trafficability in terrain sectors. The engineer commander 

proposcs points of main countermobility elTorts and required situation-relatcd changcs. He also 

selects and monitors the active life 

of scatterable mines and plans 

obstacle-free areas and minefield 

gaps. Obstacle plauuing ensurcs 

that a system of barriers and 

obstacles responsive to tactical requircments is available on the battleficld at the right time. 

Proper obstacle emplacement is 

based on terrain evaluation and an 

estim'lte of the enemy situation. 

Obstacles are emplaccd before hostilities break out only where enemy 

attacks are anticipated but largescalc movements of friendly forces 

are not planned. Thcse terrainoriented barriers force the enemy 

into an early deployment and slow 

down the rapid introduction of 

enemy troops. They provide time 

for the initial deployment of friendly 

forces and the establishment of 

defense readiness. 

Peacetime-prepared obstacles 

and sophisticated engineer explosivcs and related materiel considerably reduce the time required 

for the emplacement of such 

obstacles. They include road craters 

and bridge demolitions. Upon declaration of alert measures, these 

prepared countermobility operations will bc continued in the depth 

of thc battlefield in a manner 

adapted to the development of the 

changing situation. Preplanned, terrain-oriented obstacles provide the 

backbone of the general defense 

plan (GDP) obstacle planning. 

For obstacles to reach their maximum effectiveness, they must be 

fully integrated into the combmed 

arms battle. They must be synchronized with fire support and planned 

movements of combat units. Therefore, in battle, terrain-oriented 
obstacles are supplemented with 

situation-oriented barriers. 

To enhance the effectiveness of 

these measures (the combination of 

situation and terrain-oriented targets), artillery units deliver scatterable minefields with multiple 

rocket launchers. They are targetoriented in front of friendly units 

and on the flanks, even in areas occupied by the enemy. Their purpose 

is to prevent the rapid introduction 

of fresh enemy forces. 

Thus, terrain-oriented, situationoriented, and target-oriented obstacles are combined to form one 

interlocking system. 

Barrier planning is not used only 

to determine the locations of main 

countermobility efforts. It must a:so 

impose restrictions, such as vehicle 

lanes and obstacle-free areas. If it is 

true that a battle is always won 

during its offensive phase, then the 

locations of obstacle-free areas may 

have a greater impact on operational freedom than any decision regarding the concentration of countermobility efforts. 

Barrier operations contribute significantly to battle success if they 

arc properly conducted, adapted to 

operational planning requirements, 

and flexibly directed. To be successful, the engineer commander must 

be involved in the planning and 

decision-making process at the tactical command post. 

To execute these barrier operations, German engineers are 

equipped with sophisticated equipment, including the minelaying system 85, SKORPION, and off-route 

antitank mines. 

Minelaying system 85 replaces 

the first generation of conventional 

antitank mines. This mine system 

has a full width action hollowcharge mine that can be laid either 

mechanically or by hand. The mine 

has a magnetic fuse, which senses 

when a vehicle passes over it. It has 

an anti-lifting and a blast-resistant 

device. The mine-layer emplaces 

the antitank mine automatically, 

either by burying it or by laying it 

on the surface. After a laid life of 

40 days, the mine neutralizes itself 

and indicates its position. 

Minelaying system 85 is best used 

in prcplanned, terrain-oriented 

countermobility operations. It is 

used to prevent enemy forces from 

breaking through areas where no 

movements of friendly armored 

units are expected. Minefields of 

this type provide the backbone of 

the countermobility system. 

SKORPION, a scatterable mine 

system, complements the mechanical minelaying system 85. It is intended mainly for situation-oriented 

barrier operations. SKORPION is 

To be successful, the 

engineer commander 

must be involved in the 

planning and 

decision-making process 

at the tactical command 

post. 

used to lay extensive minefields 

near combat forces with little manpower effort and within a few 

minutes. For example, one SKORPION system can lay a minestrip 

that is 1000 meters (m) long and 

80m wide in 10 minutes. 

The scatterable antitank mine, 

AT2, is a shaped charge mine with 

an electronic fuse that detonates 

across the entire width of a passing 

vehicle. A choice of one to six possible detonation times (between 3 

and 96 hours) allows the major commander to determine the life of a 

barrier in accordance with the tactical mission. 

The scatterable mine system 

provides direct support to combat 

units engaged in delaying operations, particularly when disengaging 

or in defensive operations in the 

depth of the defensive area. It can 

protect flanks and close gaps between obstacles rapidly. The system 

can temporarily close areas earmarked for friendly movements that 

must be clear of obstacles before or 

after a given point of time. 

The off-route antitank mine 

closes an cquipment gap in mine 

warfare. It permits rapid blocking of 

roads and lanes without the need 

for extensive preparations. It can 

close gaps between obstacles and 

lanes, reinforce minefields, and 

deny the enemy use of crossing 

sites. Well suited also for combat in 

built-up and wooded areas, the offroute antitank mine is laid by hand. 

It has switch-oniswitch-off capabilities and can launch a projectile 

40m. This antitank mine has a 

lifetime of 40 days and can be 

relifted and reused. 

All German combat engineer 

companies primarily engaged in 

countermobility operations are 

equippcd with minelaying system 

85. Armored engineer companies 

and engineer companies organic to 

divisional engineer battalions hold, 

as additional equipment, the SKORPION mine launching system and 

large numbers of off-route antitank 

mines. This equipment enables wmpanics to sustain countermobility 

operations for several combat days 

without ordering additional mines. 

These minefield capabilities 

provide several advantages: 

They arc emplaced mechanically 

and can be used to close large 

terrain sectors rapidly. 

Minefields need no longer be 

backed up by natural obstacles. 

Any type of terrain can be closed. 

Mine systems can be mixed with 

other types of antitank weapons 

in situation-oriented joint endeavors. By mixing systems, we 

increase combat power, disencumber the combat troops, and 

complicate enemy attempts at 

neutrali~ation. 

They considerably enhance the 

capability to concentrate countermobility efforts, to reinforce 

countermobility forces, and build 

countermobility reserves. 
.a... In summary, areas that must be 

kept obstacle-free for the movement 

of friendly forces can now be 

planned more generously and still 

be closed rapidly, even temporarily, 

and be situation oriented. 

German engineers can now effectively reinforce the antitank defense 

in the: combined arms battle. They 

can now provide rapid, flexible 

responses to ongoing tactical situations in better coordination with the 

movements of friendly forces. This 

equipment will, for the first time, - .. , enable engineers to operate in paral- 

,. 

,

,* l... 

> lel, in terms of time and space, with ,\ 

, , .. the combat troops on the battlefield. 

LTC Klaus Mike is [Ire Cernlarr 

Liaison OfJicer at the U.S. Anny Engineer School, Fort Leonard Wood. 

Previous assiptnre~rts include Batlalion Contmartder for the 130111 Amphibio~is Engineer Baltalion at Minden, Norfll-Rltine Westphalia, XO for 

tlre 3rd Engineer Battalion at Stade, 

Lower Sarsorry, and comnrander for 

flte 170th Anrrored Engineer Cornpar~y at Lucbeck, Sc1rlwswi~-

Holste~rr. LTC Wke paduated from 

1. Minelayer system 3. Off-route antitank mine tlre Grnrort Amzy 01ficers School 

2.AT2 (antitank mine) 4. SKORPION scatterable mine system and the Gernza~t Engineer School. 
by CPT Robert B. Carroll 

hoak at what has happened 

to our NCOs! The NCO 

corps has recently undergone a remarkable transformation. 

Today's NCOs have more ability 

than ever before, as shown by their 

improved tactical competence and 

the sense of confidence displayed in 

the field. During this "Year of the 

NCO," I am compelled to notice 

and pay tribute to our NCOs, the 

backbone of the Army. The stature, 

strength, and stability of the future 

Army will continue to depend on 

the quality of our NCOs. 

As an engineer, I call attention to 

SGT Joe C. Specker. His name was 

given to Fort Leonard Wood's barracks complex in honor of his gallantry beyond the call of duty. 

On the night of 7 January, 1944, 

SGT Specker advanced up the 

slope of Mount Parchia, Italy, with 

his company. After returning from a 

reconnaissance mission, SGT Specker reported that an enemy machine 

gun nest and several well placed 

snipers were directly in their path, 

awaiting the company. The sergeant 

made his way up the mountain to 

place a machine gun and a box of 

ammunition near the enemy's position. He was observed by the enemy 

and wounded. Although so seriously 

hurt he could not walk, SGT Specker dragged himself over the jagged 

edges of rock and rough terrain 

until he reached a position where 

he set up the machine gun. His accurate firing silenced the enemy 

Squad members 

ernplace triple 

strand concertina 

during a battalion 

field exercise on 

Fort Leonard 

Wood, Missouri. 
machine gun nest, and the rest of 

the snipers were forced to retire. 

SGT Specker's actions enabled his 

platoon to obtain their objective, 

but he was found dead at his gun. 

History is replete with similar 

heroic actions by NCOs. 

When 1 was a platoon lcadcr in 

1981, I heard that the NCO corps 

lacked the competence they formerly possessed. I heard these rumors, 

yet I saw NCOs adjusting to rapidly 

changing standards. Alcohol abuse 

and the use of marijuana and other 

illegal drugs were prohlems in my 

platoon, although these problems 

were not exclusive to NCOs. The 

Army's overweight program was 

new at the company level. The minimum General Technical (GT) score 

for reenlistment was beginning to 

rise, and the Army Physical Fitness 

Test (APFT) had just changed. 

Thus, for the first time in many 

ycars, we began to tackle our personnel problems. Gradually, almost 

uithout notice, the standards for 

NCOs were rising. 

By the time I commanded in 

1988, my NCOs more than fulfilled 

the adage that NCOs run the companies and officers command them. 

Most of the personnel problems I 

confronted as a platoon lcader had 

all but disappeared. 

Today, NCOs lead by example, 

and competition among NCOs 

within a unit is high. Their leadership includes a sense of caring for 

soldiers that continues around the 

clock. Their knowledge and job 

skills have improved because they 

continually seek more military and 

civilian education. For example, in 

my unit NCOs recently planned and 

executed a weck-long field training 

exercise (FTX)at the battalion level 

to test common soldier skills. 

What caused this transformation? 

Much can be attributed to a change 

in our society and command 

philosophies. Socicty now places 

more emphasis on wellness and 

care for families, training, and 

education. Most of these attributes 

have been used as annual themes by 

the Army. 

A significant change in the Corps 

of Engineers was the elimination of 

basic and primary technical courses 

(BTC and PTC) in favor of the 

Primary Leadership Development 

Courses (PLDC) and Basic Noncommissioned Officer's Course 

(BNCOC). PLDC and BNCOC ensure that each career field is tactically and technically competent. 

To improve leadership, the Engineer School implemented common leadership training (CLT) into 

both the BNCOC and Advanced 

Noncommissioned Officer's Course 

(ANCOC). CLT ensures that NCOs 

across the Army are competent and 

confident in leadership skills and 

management techniques. CLT was 

developed for the NCO corps by 

the NCO corps. The U.S. Army Sergeants Major Academy (USASMA) 

dcveloped Phase I, and the Engineer School "branch flavored 

training in Phase 11. 

Engineer branch flavoring was 

added to DNCOC by inlegrating engineer branch history, maintenance, 

and FTX. Nuclear, biological, 

chemical (NBC) training, gravcs 

registration, supply management, 

casualty reporting, automatcd communications and electronics operation instructions (CEOI), and combat orders are now included in 

FTX. CLT in ANCOC includes 

During this "Year of the NCO," I am 


compelled to notice and pay tribute to 

continuous operations performance, 

communications, battlefield supply, 

NCO history, route reconnaissance, 

minefieldstwire obstacles, and computer literacy. 

To improve tactical competence 

with hands-on practice, initial entry 

training (IET) was integrated with 

the BNCOC courses during FTXs. 

The combat arms tactical exercise 

(CATEX) integrates 12B BNCOC 

students with 12B, 12C, and 12F 

IET soldiers. The combat heavy exercise (CHEX) integrates 51H and 

62N BNCOC with IET soldiers in 

both the 51 career management 

field (CMF) and 62 CMF. 

A future goal, which may be implemented in the 1990s, is to integrate the Engineer Officer Basic 

Course (EOBC) and ANCOC into 

a combined arms FTX. In this unique training environment, ANCOC 

and BNCOC students will have an 

opportunity to interact with and perform the duties of platoon sergeants 

and squad leaders. 

Excellence in the NCO corps is 

invaluable. When the Engineer 

School completes the move Lo Fort 

Leonard Wood this year, the Corps 

of Engineers will enter a new era. 

Future officers, noncommissioned 

officers, and enlisted soldiers will 

train on the same installation. This 

will ensure that the proper level of 

attention and direction are given to 

NCO training and professional 

development. 

The Engineer School's move to 

Fort Leonard Wood is raising new 

questions. For example, to what extent can shared training be achieved 

with improved results? We don't 

know, but I am sure that the answer 

to this and future challenges will be 

met with the same dedication, skills, 

and leadership we have grown to expcct and admire from our NCOs. 

CPT Robert B. Carroll is assigrted lo 

tl~e Directorale of Training artd 

Doctrifle, US. Amy Ellgir~eer 

School, Fort Leorlard Wood. He has 

a depe in forestrj from North 

Carolirla Stale Uftiversiy. 

Obstacle courses are used in the Leadership Reaction Course at 

Fort Leonard Wood, Missouri, to teach leadership skills. 
Prrrviding c, Power


in Was and Peace 


what do Johnston Island, 

Guam Island, and the 

Kwajalein Atoll have in 

common besides being islands located in the West Pacific? They are 

locations where the U.S. Army Engineering and Housing Support 

Center (the Center) has recently 

responded to requests for power assistance. Each request required 

working with a different agency or 

service to provide temporary power 

while new equipment was being installed or old equipment repaired 

and overhauled. 

A field operating activity of the 

U.S. Army Corps of Engineers, the 

Center manages the Army's prime 

power program and power engineering support capabilities. One of the 

Center's major responsibilities is to 

acquire and manage an inventory of 

prime power generators and to 

provide military personnel to execute the program. 

Whenever prime power equipment is needed, the Center coordinates with the U.S. Army Troop 

Support Command (TROSCOM) 

to have a power plant released from 

storage and sent to the proper location. By ship, rail, or air, the Center 

can deliver virtually anywhere in the 

world. 

Another responsibility of the 

Center is to maintain readiness for 

mobilization and war, while coordinating and managing power plant 

deployments for peacetime uses and 

exercises. Prime power production 

specialists (MOS 52E) are trained 

at the Center to accomplish this mission. They operate, maintain, and 

repair prime power equipment and 

deploy with it for real-life requirements 

cises, SUC~

and major 

as Bright 

field training 

star, Gallant

exer- a Day's -

Eagle, Reforger, and Fuertes 

Caminos 

Within 

(Honduras). 

the Center, the field Work

detachments are the key operational 

element, and their mainstay is the 

prime power production specialisi. by Alexandra K Stakhiv 

Six detachments work in tandem 

with the Center's Directorate of 

Prime Power and Emergency 

Operations. Located all over the 

world, the detachments consist of 

prime power teams and headquarters teams. 

The Center maintains two barges, 

the Impedance and the Weber, 

which can put out steady power at 

30 and 22 megawatts (MW), respectively. Although somewhat slowmoving, these barges have a major 

strategic significance and deserve 

special mention. In wartime, their 

power capabilities could help reconstitute power supplies for 

strategic facilities such as those located in the Panama Canal. 

Most of the time, however, the 

barges are loaned by the Amy to 

the State Department. They assist in 

canying out United States Agency 
The Impedance, built in 1943 to 

assist in the war effort, is the 

older of the two base station 

plants operated by the Center. It 

can put out 30 MW of steady 

power, which is enough power 

for a small city of about 12,500 

people. 

for lntcrr~ational Dcvelopmcnt 

(USAID) nation-building functions 

by helping third world countries. 

The training provided to people in 

these countries, incident to barge 

operations, helps them prepare for 

operating their own future power 

plants while the barges provide 

electrical power. 

The Weher served in the 

Dominican Republic for 10 years. 

Currently undergoing an overhaul at 

the U.S. Navy Ship Repair Facility, 

Subic Bay, in the Philippines, she 

will head for Guam in early 1990. 

The it?tpedar~ce is still providing 

power to the Dominican Republic, 

as she has since 1986. 

In pcacetime, the Center deploys 

power plants to meet prepositioning 

requirements of unified and 

specified commands. The Ccnter 

supports installation Army directorates of engineering and housing 

(DEH), Army major commands, 

other Department of Defense 

(DOD) agencics, and occasionally, 

other countries with valid needs or 

as emergency loans. As Car as the 

Center is concerned, a valid need is 

never turncd down within UOD. 

However, the Army's needs have 

priority, followed by thosc of other 

services, and thcn, other government agencies. 

Three recent examples of the 

Center's activities have soldiers 

from Detachment IV, stationed in 

Hawaii and Korea, fulfilling requests from three DOD agcncies in 

three areas of the West Pacific. 

Within the space of a few months, 

they helped the U.S. Army, Navy, 

and Air Force to maintain their 

supply of electrical power in these 

isolated locations. It was not easy. 

In June 1988, the Ccnter received 

a request from the Army at 

Kwajalein Atoll for power assistance. As part of an upgradc of the 

electrical power distribution system, 

they needed to replace a primary 

distribution circuit at the atoll. No 

power would be available to the occupants while the circuit feeding a 

136-unil family housing area and 

other critical facilities was being 

replaced. The atoll lacked the type 

of generators needed to provide 

power on a secondary linc. 
The Center sent three 750 

kilowatt (KW) Fermont generators 

to the Kwajalein Atoll, and Detachment IV provided the personnel. 

SFC Michael Mercer headed the 

team, and they quickly connected 

the units to the distribution system. 

The generators provided power for 

two weeks while the new electrical 

power distribution system was installed. The generators were then 

removed and shipped back to the 

United States. "It was a good mission," said SFC Mercer. "The 

power stayed on and most people 

did not even notice that something 

different was happening." 

Another mission involved the island of Guam, where some of the 

electrical power is provided by the 

Navy Public Works Center. The 

Navy needed to overhaul two of its 

power plants, and the remaining 

power plants could not provide 

enough electrical power for the island. Anderson Air Force Base, located on Guam, wuld not accept 

rolling, three-hour-on and threehour-off electrical power rationing. 

Concerned about the adverse impact on soldier morale and the 

base's mission, the Air Force personnel contacted the Center. 

Two 4.5 MW power plants were 

sent to Guam from Oakland, 

California. While the Air Force 

prepared the site to Army specifications, personnel from Detachment 

IV shipped the tools and equipment 

needed to install the plants. A fiveman team, led by SFC Robert Huddleston, was dispatched to the island. The team first installed and 

tested the plants and then trained 

Aii Force and civilian personnel to 

onerate and maintain them. 

Pleased with the mission, SFC 

Huddleston stated that "The Air "The Air Force worked 

Force worked well with us, provid- well with us, providing ing excellent support and coordination. They helped us modify and excellent support and 

make required -parts for the bower coordination." 

plants and were willing to help in 

any way they could." The Air Force 

later presented SFC Huddleston 

and his men with the Air Force 

Achievement medal for their assistance. 

Almost as soon as the new plants 

were in place at Guam, an emergency occurred at Johnston Island. This 

island is the site of a chemical 

agent disposal system operated by 

the Defense Nuclear Agency 

(DNA). The site's major function is 

to demilitarize chemical agents. 

SFC Richard L. Ford (left) and SSG William Worrell SSG Robert Baker makes inner connections to the 

(right) install a turbo charger at Kwajelain Atoll. power plant at Anderson Air Force Base on Guam. 

Engineer 27 
Congress mandates the activity, 

which requires reliable power. 

The power plants on Johnston Island were 25 years old and subject 

to severe mechanical problems, 

resulting in frequent power outages. 

The generators simply could not 

provide enough power. The DNA 

estimated that each day their chemical agent disposal system did not 

operate cost them $100,000. 

In July 1988, within two days of 

receiving the request for standby 

power assistance, the Center air 

shipped six 750 KW Fermont generators from Fort Belvoir, Virginia. 

Detachment IV again provided the 

personnel. By September, the team, 

under the leadership of SFC Ralph 

Simmons, had provided more than 

1,000,000 KW hours of power to the 

island. The team worked three 

shifts per day without any relief. 

The Fermont generators, the first 

phase of the Center's plan, were a 

short-term solution. As soon as two 

4.5 MW power plants could be overhauled and shipped to Johnston Island from the United States, the 

second phase began. The team, 

again led by SFC Simmons, was expanded with personnel from detachment headquarters. 

After the 4.5 MW power plants 

were installed and the island's perIn the foreground are four of 

the six Fermont generators 

used during the first phase of 

the Center's support to 

Johnston Island. 

sonnel were trained to operate and 

maintain them, the Fermont generators used in the first phase were 

shipped hack to Fort Belvoir. SFC 

Simmons and his crew returned to 

their home stations for a well 

deserved rest. However, they had to 

remain available on short notice, in 

case anything went wrong. The team 

also remained responsible for inspecting all units annually to ensure 

proper maintenance and performance. 

SFC Simmons described the experience as satisfying but very tiring. 

'We worked from 6 July to the end 

of October without any time off. We 

had to be on line providing power 

for the island every day. It was 

tough, but then that is what we are 

here for. Providing power may not 

sound too exciting, but, believe me, 

it can be. Both people and equipment require electricity. That is 

what we provide and that is what 

they need." 

Day after day, month after 

month, the detachments from the 

Center provide power all over the 

world, from Korea to Europe. Their 

mission in peace closely parallels 

their mission in war. There are no 

training exercises merely for the 

sake of training, and no extra days 

off. 

Chief Warrant Officer Michael 

Slobojan, Commander of Detachment IV, has several new projects in 

the wings. One that recently cleared 

through the State Department involves the island of Ponape, 

Federated States of Micronesia. "I 

have enough work on my desk to 

keep another 25 men busy for the 

next year," says CWO Slobojan. "Between Johnston Island, Kwajalein 

Atoll, Guam, Hawaii, Korea, and all 

the islands in the Pacific Basin, we 

do a lot of good for a lot of people. 

Maybe they don't see it, but we 

know it, and it makes us proud to 

be part of the Center and its mission. And best of all, we become a 

better trained resource for the 

Army when we are needed." 

So what do Ponape Island, 

Kwajalein Atoll, Guam, and 

Johnston Island have in common? 

They are the latest additions to a 

list that grows as the Center's prime 

power specialists continue to provide power in war and in peace. 

Almndra K. Stakhiv is a technical 

wrirerieditor for the U.S. Army Engineering and Ho~ising Support 

Center. She holds a Bacllelor oJArts 

degree in English Jronr flte City College of the City University of New 

York. 
he North Dakota Army 

National Guard Engineer School provides 

outstanding qualifcation training for combat engineers 

(12B) and bridge crewmen (12C). 

Successful future battles will be 

determined by superior leadership 

and technical skills. Formal schools 

for military occupational skill . ~~. (MOS) qualification and MOSspecific phases of noncommissioned 

officer education help ensure this 

proficiency. 

Headquarters, Sixth U.S. Army, 

recognized the impact of the new 

noncommissioned officers' education system (NCOES) requirements 

on individual soldiers and their unit. 

With courseware and guidance 

provided by the Engineer School at 

Fort Leonard Wood. the North - .. 

Dakota Army National Guard implemented a complete program of 

12B and 12C training. -~ AS a rewlt a ~ ~~ - ----- ,- validated and approved MOS qnalification program is now conducted 

for reassigned and prior service 

perso~el at Camp rafto on. Comprehensive Phase I1 courses complete the NCOES basic and advanced programs. 

The 12B and 12C courses conducted at Camp Grafton are 

designed to fully qualify a soldier in 

15 days. This eliminates the need to 

The terrain of camp 

Grafton South is - similar ~ -.------.

to the steppes of 

Europe, where many 

expertS believe the 

major defense of Euro~e - will be staged. 

by WRichard T.Aukland 
Engineer installing overhead anchorage system for M4T6 float bridge. 

use valuable inactive duty training 

(IDT) weekend assemblies to accomplish qualification. The program offers continuity to the training, which enhances the retention of 

learning objectives. 

Breaching Soviet minefields, 

demolitions, land navigation, obstacles, bridging, field fortifications, 

and reconnaissance are some of the 

instruction blocks in which students 

receive training. Bridging includes 

training for M4T6, Bailey, timber 

trestle, light tactical raft (LTR), and 

medium girder bridges (MGB). 

Training days are long and hard, 

yet rewarding. In addition to classroom work, students use a hands-on 

approach to accomplish learning objectives. They actually construct the 

various bridges and take turns on 

the different crews. They learn crew 

functions and responsibilities and 

proper construction methods. During reconnaissance training, students recon nearby roads and 

bridges, make calculations, and use 

terrain analysis techniques. Knowledge gained from classes and field 

training is used to develop a target 

folder. Breaching an emplaced 

Soviet minefield that contains inert 

Soviet wood mines and live-fire 

demolitions adds realism to the 

training. 

At Camp Grafton, training for 

12C soldiers includes the jetpowered, bridge erection U.S. combat sup~ort -. boat, MK2. Students

learn proper preventive maintenance checks and services 

(PMCS) procedures and launching 

and retrieving techniques. Then 

they operate the boats in Devils 

Lake. 

Cold weather training and survival courses are also available at 

Camp Grafton. A full complement 

of cold weather equipment, including, skis, ahkio sleds, arctic tents, 

stoves, snowmobiles, and winter 

camouflage clothing are available. 

Engineer training during cold 

weather operations offers unique 

challenges. Operating heavy equip 

ment, bridging, minefield construction, and other engineer tasks take 

on a new perspective, and soldiers 

must learn how to perform their mission and survive in a cold weather 

environment. Winter temperatures 

often drop to 30 degrees below 

zero, and 20 to 30 inches of snow 

are common. The terrain of Camp 

Grafton South is similar to the steppes of Europe, where many experts 

believe the major defense of 

Europe will be staged. Thus, units 

have an excellent opportunity to 

train in conditions similar to those 

where cold weather combat operations may be conducted. 

The school is located at Camp 

Gilbert C. Grafton, near Devils 

Lake, North Dakota. The facilities 

and training areas are superb. A 

new armory and classroom complex 

were constructed in 1985, and an allweather, battalion-sized barracks 

and dining facility were completed 

in 1986. 

A large contonment and support 

area at Camp Grafton offers 1500 

acres of maneuver space. Camp 

Grafton South has an additional 

8000 acres where battalion-sized 

units practice such space intensive 

training as obstacles, field fortifications, tank ditches, and minefield 

construction. 

The State of North Dakota and 

the National Guard spent much 

time, energy, and resources developing Camp Grafton as a 
Engineers construct a Bailey Bridge at Camp Grafton, where 

temperatures can drop to 30 degrees below zero. 

premiere engineer training facility. 

In addition, the North Dakota 

Military Academy has developed an 

extensive cadre of experienced and 

hiehlv -, motivated instructors. Manv

of them receive refresher training at 

Fort Leonard Wood to stay current 

on engineer doctrine. 

Engineers will play a vital role on 

the next battlefield. Maneuver commanders are confident that they can 

rely on engineer expertise to 

provide the "combat multiplier" 

necessary to successfully engage a 

force superior in number. As Major 

Harold Coyle, an armor officer, 

stated in his book, Team Yankee, "If 

used correctly before the battle, a 

platoon of engineers with heavy 

equipment can be more valuable 

than a company of tanks." 

The North Dakota Army National Guard Engineer School is dedicated to provide the best training 

possible to ensure combat readiness. The training and methodology 

received by students will be carried 

back to their home units. This expertise will foster more detailed and innovative training programs and enhance unit readiness throuehout - the 

reserve structure. 

Individuals and units interested in 

learning more about the school and 

the training facilities at Camp Grafton should contact the North 

Dakota Plans. Operations. and 

Training officer, &L ~eromc A. 

Marschke, at AV 344-5146, commercial (701) 224-5146, Or, call MAJ 

Richard T. Aukland, Academy 

Training and Operations, at AV 

344-5226, ext. 411, commercial (701) 

662-2171, ea. 411.. 

MRI Ricltard T. Al~kland is the 

Operations O/Jicer for t11e North 

Dakota Military Acadenty. He is a 

gradrlare of tile Con~~~tandand 

General Staff College and lras a 

ntasfers degree in educatio~t admi~~istrafioir. 

Units have an excellent 

0pp0rtunity to train in 

conditions similar t~ 

those where cold 

weather operations may be conducted. 
3he Eagle that 

Cooks Cike 

In the fall of 1898, as the New York. This young enU.S. Army was recovering from gineer, who would retire years 


it's Spankh-American War later as BG Shenvood A. 


adventures, a young engineer Cheney, authored the toast 


officer sat in the ofJicers mess below. 


at Wets Point, Long Island, 


a Duck 


by Robert K Combs 

The line "Here's to the Flag 

flying up on the hill" referred to the 

American flag that flew in front of 

the Post Headquarters, which was 

situated on a prominent hill at Willets Point. The line "And here's to 

the Castles of Silver we wear" 

referred to the engineer insignia. 

Prior to 1924 the insignia was silver, 

not gold. The references to "the 

bird flying over door" and "the 

Eagle that looks like a Duck" 

referred to a relief carving of the 

crest taken from the seal of the 

Corps of Engineers. 

The crest consisted of an eagle 

mounted above a banner and inscribed with the engineer motto 

"ESSAYONS." Surrounding the 

eaglc and banner was a wreath of 

oak and laurel branches, oak symbolizing strength and laurel symbolizing accomplishment. They were 

mounted on a large wooden plaque 

that hung above the door to the 

main dining room in the Willets 

Point officers mess. 

The "Eagle that looks like a 

Duck" hung in the officers mess of 

the Engineer School at Willets 

Point from some time after 1866 

until just after the turn of the century. With the transfer of the Engineer School fiom Willets Point to 

Washington Barracks (now Fort 

McNair) in 1901, the eagle moved 

to the Washington Barracks Officers Club. When the Engineer 

School moved to Camp A. A. 
Humphreys (now Fort Belvoir) in 

1918, the eagle plaque was hung in 

Harris Hall, the original officers 

club. In 1935 Mackenzie Hall was 

built as the "new" club, and the 

eagle moved to the second floor 

Castle Room. She hung there, high 

above the fireplace, on the south 

wall until 1988. When the Engineer 

School moved to Fort Leonard 

Wood last year, the eagle came west 

for the fust time in her long history. 

The eagle was in dismal condition 

when she arrived at the U.S. Army 

Engineer Museum, Fort Leonard 

Wood. Mr. Donald Fisher, at the 

Training Aids Support Center 

(TASC), was given the task of restoring the bird and the plaque. 

During the restoration, a handwritten paper tag was found on the 

reverse side of the plaque. The tag 

reads "REPAIRED BY SGT 

KRAUS - PVT RAKER, APRIL 

1938. OTHER REPAIRS UNNONE (sic). Another discovery 

was the name STENDER carved 

into the upper edge of the eagle's 

olive branch. Presumably he was the 

original artist. 

Old repairs were re-repaired. 

When the smoke stained varnish 

was removed, the original brilliant 

colors were revealed, which over 

the years had discolored to a dingy 

brown. Four missing arrows were 

replaced in the eagles talons, and 

finally the entire backing and frame, 

remnants of Kraus and Raker's 

1938 restoration, were replaced. 

After undergoing this extensive 

conservation and treatment program to restore the original grandeur to this piece ol Engineer 

School tradition, the eagle will be 

hung in the new Regimental Room 

in the U.S. Army Engineer 

Museum. The eagle will once again 

watch over Engineer School activities, as she has since before BG 

Cheney ignominiously referred to 

her in his toast as "the Eagle that 

looks likc a Duck." 

Roberl K. Contbs, cltrator of tlte U.S. 

Anny Engineer Museum at Fort 

Leorfard Wood, Missonri, is a 

gradftate of Sun Francisco State 

Urtiversily He has art MA. irt 

n~useolo~ front Joltn F. Kennedy

U~tiversify.Mr. Cornbs ltas worked 

witlf the Sr?tit/fsortian Inslilutiort, the 

Sun Francisco Fine Arts Museums, 

and the Presidio Anny Museu~n in 

Sart Francisco before cornirtg to Fort 

Leonard Wood in 1982. 
THE 

ENGINEER 

by Dr. Lany Roberts 

n February 1986, the Corps of I Engineers joined the Army 

Regimental System. A short time 

before, General Wickham, Chief of 

Staff of the Army, had approved the 

organization of the engineer regiment to include the entire Corps of 

Engineers. This may be a new idea 

for young soldiers today, but the 

regimental system and the history of 

America's military engineers are 

older than the nation itself. 

National governments and monarchs have organized their armies 

into regiments for centuries. In fact, 

the word regiment comes from a 

base word meaning "to rule." In the 

early days of the American Revolution, colonies and the Continental 

Congress organized their respective 

forces on the British regimental pattern. The colonists borrowed heavily 

from their British advcrsaries. Rank 

structures, command arrangements, 

and some special staff positions 

were similar. 

From the beginning of the struggle with mother England, there was 

a recognized need for an engineer 

element in the colonial force. The 

Continental Congress provided for 

one chief engineer and two assistants in 1775, almost a year before 

the Declaration of Independence. 

Congress established the Corps of 

Engineers four years later. 

Trained engineers were scarce in 

the colonies. The first Chief Engineer, Richard Gridley, was a 

former British officer with considerable experience. In addition, 

many French officers, using the 

training and experience they had 

gained in Europe, served as engineers in the Continental Army. 

In establishing the "Corps," Congress used the term in its most basic 

form. The corps, as a tactical unit, 

did not appear until the Napoleonic 

wars early in the 1800s. As applied 

to the engineers and later to the 

quartermasters, ordnance officers, 

and signalmen, the word corps 

meant a body of individuals with a 

unique specialty. For the next 70 

years, the Corps of Enginecrs consisted primarily of officers. Congress did not include enlisted engineers in the Army until the 

Mexican War. 

During the American Revolution, 

the histories of the engineers and 

the artillery were intertwined. Commanders and civilian leaders perceived both services to be very technical in nature. Both were involved 

in battle during the establishment or 

attack of fortifications. Both relied 

on mathematics and the sciences as 

their base educational disciplines. 

These similarities prompted Congress to place the two branches in 

the same corps for a short time 

after the Revolution. Lieutenant 

Colonel Stephen Rochefontaine was 

the Commandant of the Corps of 

Artillerists and Engineers from 1795 

to 1798. His successor, Henry Burbeck, commanded the corps until 

the two branches separated in 1802. 

In the following decades, the 

Army organized numerous cavalry, 

infantry, and artillery regiments. 

The Corps of Engineers remained 

primarily a collection of officers pcrforming various services to the country. The most significant change 

during this period was the creation 

of the topographical engineers, first 

as part of the Corps, later as a 

separate bureau, and finally again 

part of thc Corps. The major distinction between the "Topogs," as they 

were called, and the Corps cngineers was the orientation of their 

work. The Corps concentrated on 

fortifications and other military engineering. Topographical engineers 

were involved with civil works 

34 Engineer 
projects that opened the American 

West to settlement and improved 

transportation and commerce. 

When the Civil War erupted in 

1861, the Regular Army engineer establishment was enlarged. Congress 

increased the number of engineer 

companies to three and formed 

them into a battalion. Regimentsized engineer units existed mainly 

in the volunteer and militia units 

formed by the states. Much of the 

engineer work done during the Civil 

War was performed by 

these citizen soldiers. A 

For example, a 

Michigan regiment of '

I- "engineers and mechanics" supported Union 

forces during the battle 

of Chickamauga. The 

Union forces also had 

the services of a Missouri Pioneer Brigade during the same campaign. 

Pioneer troops usually 

were organized with the 

infantry, but they performed basic engineer 

duties. 

Between the Civil War 

and World War I, the engineer establishment 

remained comparatively 

small. Engineers continued to work on coastal 

fortifications and civil 

works projects, such as 

harbors, rivers, and 

roads. Congress expanded the Corps in 1901, and converted each 'Ompany of the engineer battalion to individual battalions. For the Army as a whole, 

the battalion and were the 

principal tactical organizations. In 

fact' prior 1912'the Army did 

not have a tactical division. Years of 

existence at small, scattered frontier 

garrisons prevented the senrice 

from developing a divisional structure until the eve of World War I. 

In 1916, fearing involvement in 

the European conflict, Congress altered the size and composition of 

the U.S. Army. Among their actions 

was an expansion of the Corps-the 

engineer battalions were expanded 

to regiments. During World War I, 

Army engineers in Europe handled 

everything from harbor construction 

to combat duties in the trenches. 

Their experiences generally set the 

pattern for the second world conflict two decades later. 

World War I1 brought significant 

change to the engineer force structure. The War Department established, deactivated, and re-established all manner of units. By the 

end of the war, the fighting Army 

had one engineer battalion in direct 

support of each division and 

several engineer battalions, 

some organized 

'nto groups, 

support. This pattern has remained relatively 

constant until today. However, the 

idea of "the regiment" never died. 

In 1957, the Secretary of the 

Army approved the Combat Arms 

Regimental System (CARS). The 

purpose of CARS was to improve 

the efficiency and morale of our 

fighting forces by stimulating pride 

in the unit to which soldiers 

belonged. The past achievements of 

that unit and its traditions were the 

basis for that pride. The CARS approach attempted to perpetuate the 

heritage of the regiment primarily 

for the combat arms, even though 

the battle group and battalion had 

replaced the regiments as the basic 

tactical units. 

Now, 25 years later, the Army is 

again advancing the regimental 

idea. The reasons are basically the 

same as those prompting CARS. 

The regiment today exists to promote combat effectiveness. It provides an opportunity for affiliation, 

enhances the development of loyalty 

and commitment, and fosters an extended sense of belonging. The regiment improves unit esprit and institutionalizes the warfighting ethos. 

Initially, the Army's new regimental system was tied to the Cohesion 

Operations Readiness and Training 

(COHORT) program as part of the 

New Manning System. The link to 

COHORT has been broken, and 

the regiments are now independent. 

Membership in a regiment is no 

longer tied to assignments. 

In developing the regiments, 

branches were given several 

options. They could establish one regiment for the 

whole branch, functionally structured organiza- / tions, or regional regiments. Most of the comi bat arms decided to organize several regiments. 

The leadership of the 

Corps of Engineers, 

believing that the principle traditions of the engineers were at the battalion and with the Corps, 

decided on a single regiment. 

Today, every soldier who wears 

the castles of the engineers can become a member of the regiment. In 

the single regiment are the customs, 

traditions, and heritage of countless 

thousands of engineers who have 

come before us. The history of the 

Corps of Engineers, which spans 

two centuries, is now the history of 

the Engineer Regiment. 

Dr. Lay Roberts is the ltistoriart for 

the U.S.Anity Eftffnecr Scltool and 

Center, Fort Leonard Wood, MO. He 

received a P1i.D. in hisfoy front 

Sorith Dakota State U~tiversity in 

1981. 
Overseeing engineer career 

management fields 

The force is now at its lowest 

level since 1950. 

by SFC Donald Eelman and 

SFC Jose Guzrnan 

The Army's continuing force 81 (Topographic Engineering). By Classification Structure (MOCS) acreduction means that a limited en- defmition, each CMF is to consist tion. 

listed force must be structured to of a manageable grouping of related CMF 51, the most diverse ensupport all mission requirements. Military Occupational Specialties gineer field, contains 19 MOSS, 

At the same time, we must provide (MOS) and provide a visible and which are divided into subfieldsthe soldier adequate career progression from entry level to sergeant 

major. The force is now at its lowest 

level since 1950. 

The Engineer Personnel Proponent Office (EPPO) oversees 

engineer career fields. Our rccommendations create initiatives that ultimately affect engineer soldiers. 

EPPO's areas of responsibility, outlined in AR 600-3, includeForce Structure 

8 Acquisition 

Individual Training and Evaluation 

Distribution 

Unit Deployment 

Sustainment 

Professional Development 

Separation 

The engineer enlisted force is 

made up of more than 28,000 soldiers structured into three career 

management fields (CMF): CMF 12 

(Combat Engineering), CMF 51 

(General Engineering), and CMF 

logical progression, from the entry 

level soldier to grade E9. 

Congressional and Department of 

Defense (DOD) constraints present 

challenges for EPPO in providing a 

viable, logical, and adequate career 

progression for engineer soldiers. 

Such constraints include budget and 

manpower limitations. For example, 

Congress has mandated that E9s 

must not exceed 1 percent, and E8s 

and E9s combined must not exceed 

3 percent of the active enlisted 

forcc. 

If a CMF restructure or MOS 

revision causes an increase in the 

grade structure, a "billpayer" or 

tradeoff of the same grade must be 

identified by the proponent. In 

other words, if MOS 51B is increased by 50 authorizations at 

grade E5, 50 authorizations at grade 

E5 must be reduced elsewhere in 

the engineer enlisted force. This 

"zero sum gain" policy is a major 

element contributing to the approval of a Military Occupational 

Technical Engineering 

Power Engineering 

Vertical Construction Engineering 

Horizontal Construction Engineering 

Specialty Engineering (Firefighting, Diving) 

The career goal for soldiers in 

CMF 51 is to progress to grades E8 

and E9 in MOS 512 (General Engineering Supemisor). 

Progressing to these senior noncommissioned officer grades is a 

challenge to all CMF 51 soldiers. 

Department of the Army criteria 

state only the "best qualified" will 

be selected for promotion, making 

progression into the low number of 

senior noncommissioned officer 

authorizations in CMF 51 extremely 

competitive. Each MOS in CMF 51 

has specific and unique force structure concerns that must be 

monitored constantly to improve 

their force structure design. 
\ Signtficant actions \ 

The EPPO has recently completed some actions and is currently 

working on others that will affect 

soldiers in CMF 51. 

Revisions 

MOS OOB (Diver) has been 

revised. The Office of the Deputy 

Chief of Staff for Personnel 

(ODCSPER) has approved a 

change to retain senior enlisted 

diving expertise. This change provides Army divers with career 

progression to master sergeant 

(MOS 00B50). Five positions were 

created from MOS 512 authorizations. Improvements in diving 

safety, personnel management, 

validation of qualified personnel, 

and retention of technical expertise 

are expected in the diving community as a result of this change. 

m AS1 C7 (Survey Instrument 

Repairs Specialist) was creatcd to 

include tasks from MOS 41B 

(Topographic Instrument Repair 

Specialist). MOS 41B was 

eliminated from the Army force 

structure in March 1989 due to low 

density in personnel and lack of 

repair parts at the intermediate 

maintenance level. Tasks associated 

with this MOS were transferred by 

way of the additional skill identifier 

(ASI) to MOS 82B (Construction 

Surveyor) and MOS 82D (Topographic Surveyor). 

Soldiers holding these specialties, 

whose positions are recoded with 

AS1 C7, will attend the survey instrument repair course at the Defense 

Mapping School. The number of 

authorizations for the AS1 holding 

specialties will not increase. 

Proposals 

MOS 52G (Transmission and 

Distribution Specialist) may be consolidated with MOS 52E (Prime 

Power Production Specialist). In 

1987, the Engineer School. analyzed 

the MOS 52G mission requirements 

in the Active and Reserve Components (ACRC). Findings showed 

that the MOS was becoming grade 

infeasible; there was no progression 

to senior grades. By FY 1990, MOS 

52G authorizations in the AC would 

be reduced to 18 positions. 

The Engineer School made a 

proposal to transfer duties and 

responsibilities from MOS 52G in 

the AC to MOS 52E by way of an 

ASI. MOS 52G will be retained in 

the RC to maintain adequate 

mobilization capabilities. The 

recommended MOCS change has 

been submitted to Soldier Support 

Center, National Capital Region 

(SSCNCR) for worldwide stafting. 

The change is at the ODCSPER 

awaiting approval. 

Because of low densities, several 

technical engineering specialties 

may be consolidated into a single 

MOS structure. MOS 51G (Materials Quality Specialist), 81B 

(Technical Drafting Specialist), 828 

(Construction Surveyor), and 51T 

(Technical Engineering Supervisor) 

are recommcnded for consolidation. 

Progression in MOS 51G is no 

longer feasible. 

The restructured MOS will combine the skills of the surveyor, 

draftsman, and materials tester. A 

technical engineering specialist 

(MOS 51T10) is proposed as an initial entry occupational identifier. To 

ensure the soldier and engineer unit 

are enhanced by this change, critical 

tasks, training strategy, cost, soldier 

assignment, and use-impact data are 

being collected for analysis. 

The Engineer School will resubn~it a proposal this summer to 

SSCNCR that documents existing 

MOS 512 authorizations. This action provides eight additional duty 

position titles. They account for 

positions in MOS 512 that are not 

addressed in AR 611-201. It does 

not increase the number of 

authorizations for MOS 512. 

Actions are underway to improve our well drilling capabilities 

(AS1 C3). A proposal was submitted to SSCNCR to disassociate 

MOS 621 (General Construction 

Equipment Opcrator) skill level one 

soldiers with AS1 C3. The U.S. 

Navy Training Center, Port 

Hueneme, California, conducts the 

well drilling training, and only 

NCOs are accepted in their course. 

A well drilling L series Table 

of Organization and Equipment 

(TOE), developed by the Engineer 

School, provides a two shiftt24-hour 

concept of operation. A construction equipment supervisor 

(62N30C3) is authorized for each 

shift to provide expertise and supervision in well drilling operations. 

One construction equipment repairer (62B10) is also authorized 

per team. A proposal to include a 

construction equipment supervisor 

(62N40) to each well drilling team is 

being considered, provided billpayers are identified. 

The outlook is for a tighter budget and additional force structure 

cuts. EPPO will continue to oversee 

engineer CMFs during this stringent 

time. Our goal is to improve the 

career progression opportunities of 

the most valuable soldiers on the 

battlefield, the engineers. 

SFC Dorlald Eelma11 is a gerteral engirteerirtg proporlertt coordinalor wit11 

tile E~lgineerPersor~nelPropoflertl Office, Forl Leonard Wood. 

SFC Jose Gumlan is a general engirleerirtg proponent coordir~atorwith 

EPPO, Forl Leonard Wood. 
the 


in tactical operations
 I 

niis article appeared in flte 

Jartnay 1969 issue of Red 77rn1st 

Star, U.S. Forces Contniand, 

OPFOR, Forl Irwin, CA. Reprinted 

with penltissiori. 

No discussion of tactical Soviet 

combat operations is complete without addressing the myriad of combat and combat support roles 

played by all the elements of the 

force. While armor and infantry forces often lake the center stage in 

Soviet ground operations, artillery, 

NBC, engineer and a great number 

of support capabilities wili certainly 

influcnce the outcome. Some even 

say it is these other capabilities 

which give the maneuver arms the 

opportunity to do battle in the first 

place, and none more so than the 

combat engineers. This article will 

cover the Soviet engineer and his 

contribution to the battle. We will 

see how critical his mobility, 

countermobility, and survivability 

support can be, and how we must 

deal with him to reduce his effectiveness. For just as certainly as the sun 

will rise tomorrow morning, the 

Soviet engineer will do all he is 

trained to do to cnable his maneuver arms comrades to close with 

and engage our forces in the next 

conflict. 

To fully understand the Soviet 

combat engineer, one must read 

Soviet military history, which is 

beyond the scope of this article. 

However, by understanding how hc 

is organized for combat, we will see 

how we can defeat him. This does 

not mcan you will be seeing wiring 

diagrams and miscellaneous organizational charts for the rest of 

this discussion. Rather, we will take 

a look at some of the component organizations of Soviet combat engineers, what they do, and why they 

are part of the picture. This "understand his organi7ationm approach 

will enable you to anticipate, identify, and neutralize the combat engineer forces and prevent them 

from accomplishing their missions. 

ENGINEER RECONNAISSANCE 

PLATOON 

The Soviets are acutely aware of 

the nced for engineer intelligence to 

assist in maintaining a rapid rate of 

by LTC Roger J. Somerville 

advance. The principles of Soviet 

reconnaissance are aggressiveness, 

continuity, timeliness, reliability and 

accuracy. The reconnaissance resources in the motorized rifle and 

tank division's combat engineer battalion are the engineer experts in 

this area. They will be used in recon 

detachments from division to 

regimental levels to assist in accomplishing these principles. 

The Engineer Reconnaissance 

Platoon (IRD) is a separate unit of 

the divisional combat engineer battalion, under the command of an experienced officer. The platoon is 

transported on the battlefield in 

BRDM scout cars or BTR 50160 armored personnel carriers. Engineer 

recon patrols can also operate in 

helicopters, on motorcycles, or on 

foot. They are equipped with observation and range determination 
devices, equipment for reconnoitering mixed minefields, measuring 

cables and tapes for reconnoitering 

water obstacles, writing equipment, 

and other sapper tools. In the 

Soviet divisions, the engineer recon 

platoon could be deployed with the 

division recon battalion, as squads 

with parts of the recon battalion, 

with any of the regimental recon 

companies, or separately. 

The IRD is organized according 

to the situation and assigned missions. It could consist of squad size 

elements or up to a platoon of engineer recon troops and at times includes one or more chemical warfare (CW) scouts. To reconnoiter 

especially important objectives and 

get more precise technical information on the enemy and terrain, the 

IRD will be commanded by thc engineer platoon leader. 

The IRD has the mission to determine the following: 

Obstacles to he overcome. 

Engineer equipment required to 

.

accomplish the mission. 

Location and quantity of material which can be used to improve the march route. 

Nature of the terrain and the 

location of areas that do not afford natural concealment. 

The IRD missions will include: 

Detecting enemy engineer efforts 

to prepare occupied positions 

and strongpoints, setting up minefields, and demolition work. 

H 	Determining the condition of 

roads and bridges. 

Determining the location of local 

building materials and water 

supply locations. 

rn 	 Determining protective and 

camouflage terrain properties. 

An IRD can observe, raid, carry 

out direct examination, and 

photograph objective areas. 

This engineer reconnaissance 

provides information to the regimental commander about assembly 

areas, detours around obstacles, 

and warning of mineficlds and 

craters. The patrol carries the equipment required to find obstacles and 

mark their location or bypasses. 

They can provide breaching assets 

forward at key choke points and 

have route marking flags to assist 

the movement of the main attack of 

the regiment. 

The engheers supporting the 32d 

Guards Motorized Rifle Regiment 

(GMRR), the OPFOR, provide a 

mechanized engineer squad 

mounted in a visually modified 

MI13 (which looks like a BMP), 

MTLB, or BTR 50 to the Recon 

Company for reconnaissance prior 

to regimental or division attacks. 

This squad is led by a Ranger or 

Sapper-qualified, NTC-experienced 

lieutenant or staff sergeant who nnderstands patrolling, security, navigation, and actions at the objective 

area. The OPFOR recon company 

and IRD provide important route 

and obstacle information to the 

Chief of Intelligence, which helps 

him recommend a course of action 

to the Regimental Commander. 

\lORILE ORSTACLE 

I)ETACIIMEI\'T(1'07.) 

To accomplish the mission of 

rapid laying of mines and placement 

of obstacles, a special team called 

the Mobile Obstacle Detachment 

(POZ) is formed from regimental 

and divisional engineer assets. The 

POZ will place antitank mines on 

the most likely avenues for armored 

attacks or counterattacks. Additionally, they are equipped to crater 

roads or destroy bridges along these 

routes. POZs are positioned on the 

flanks of a march formation for 

rapid deployment and are normally 

in close proximity to the antitank 

reserves. During the march they 

reconnoiter the avenues into the 

flanks for suitability and identify the 

most likely avenues for tank movcment. At the secured objective the 

POZ will reinforce the existing 

obstacles and place new obstacles 

to help defeat any counterattack. 

The composition of a PO2 depends 

on the combat situation, troops 

available, and is organized by order 

of the combined arms commander. 

The engineer elements in a division 

POZ come from the dihsional engineer battalion and consist of three 

armored tracked mechanical minelayer vehicles (GMZ). This platoon 

sized element will have two to three 

trucks carrying mines for immediate 

resupply. For thc regimental POZ, 

the regimental engineer company 

can provide a platoon sized unit 

which is equipped with two or three 

mine laying trucks pulling the PMR3 mechanical minelaying trailer. 

This platoon would travel in their 

BTR-50160, have 600 antitank mines 

and 200 kilograms of explosive. 

Both systems dispense surface-laid 

TM-62 antitank mines at a predetermined spacing of 4 to 5.5 meters. 

Mine-laying helicopters can also be 

employed and they dispense mines 

from a chute while flying at a height 

of about 5 meters. Artillery fired 

FASCAM could also support the 

POZ. 

In the 32d GMRR, the divisional 

PO2 assets are replicated by VISMOD M113s that have soldiers dispensing mines out the back door or 

from the back of a trailer as the 

vehicle travels cross country. Each 

MI13 will carry 150-200 AT mines 

to have the same capability as the 

GMZ. The vehicle has a four man 

crew consisting of a track commander, driver, soldier arming the 

mines, and soldier placing mines on 

the ground. The mines would be 

placed 4 to 6 meters apart with 3 

rows placed 30 to 40 meters apart. 

The division POZ could lay 1OOO 

meters of minefield in approximately 30 minutes. In the future a BTR50 or MTLB could be VISMODed 

to look likc the GMZ. The regimental PO2 assets are currently replicated by VISMOD M113s and 

could be replicated by 2 112 or 5 ton 
dump or cargo trucks that have a 

mine chute attached on the side. 

The mine capacity is the same as 

the divisional POZ. 

The OPFOR mioefields placed 

by the POZs are covered by antitank reserves from the antitank 

company equipped with AT-%. The 

minefields are placed 500 to 1200 

meters in front of the AT-5 positions. They are placed with 3 rows 

spaced 30 to 40 meters apart, giving 

them a depth of 80 meters and are 

usually 200 to 300 meters long. The 

minefield intent is to disrupt the 

command and control of the attacking force. The POZ has enough 

mines to emplace 4 to 5 minefields. 

MOVEMENT SUPPORT 


DETACHMENT (OOD) 


A Movement Support Detachment (OOD) is created from organic or attached engineer units by 

the combined arms commander 

before a march to provide direct engineer support to the routes of 

movement. The OOD guarantees 

mobility along the main route, timely passage of phase and deployment 

lines, and also assists the maneuver 

forces deploy into battle positions in 

accordance with combat arms operations. An OOD is task organized 

from divisional and regimental engineer assets with support from infantry squad(s), based on the mission and availability of troops. The 

OOD will be from platoon to company strength and is equipped with 

special route and mine clearing 

vehicles and equipment. 

The OOD can fill craters, clear 

mines and obstacles, prepare bypasses around major obstructions, and 

identify contaminated areas. The 

composition and equipment of an 

OOD depends on the terrain conditions, the nature of the enemy 

operations, the volume of tasks at 

hand, the assigned column speed, 

and on the availability of engineer 

forces and equipment. An OOD 

usually includes a reconnaissance 

and mine clearing group, one or 

two road and bridge repair and construction groups, and a route marking group. The OOD can be allocated combat arms subunits to 

provide security and may have 

chemical scouts to determine the 

radiation level in the terrain. Two 

variants of the OOD's organization 

are shown on page 41. 

The OOD usually moves in advance of the main body with an advance guard or forward security element (FSE) and in some cases with 

a combat reconnaissance patrol 

(CRP). With information provided 

by the chiefs of intelligence and 

operations, the OOD reconnoiters 

and marks the routes on the terrain, 

breaches and marks crossings in the 

obstacles, determines the type 

destruction on the line of march, 

searches for and marks the detours, 

and scouts for engineer construction materials. 

The divisional engineer battalion 

can form two or three OODs. These 

OODs are employed on the 

divisional main routes and are always under the protection of an 

advance guard or forward security 

element. On other routes, the leading regiments provide OODs from 

their organic engineer companies. A 

common OOD at this level would 

consist of up to an engineer platoon 

with the BAT-2M dozers or up to 

three tanks fitted with the BTU 

875th Combat Engineer Battalion (ARK NG) sappers placing pickets 

for a Lucias double concertina wire fence. Note they use two two-man 

picket pounding teams. 
-* * 

MOVEMENT SUPPORT DETACHMENT (00 

Vari:int I 

RECCIN OBST DEST GR OUP 7.-..,. . -... Idlln ' 

CBT E.NG SQD 

Bridgc?-laying vc - Chem 

ROAC1 BRIDGE GROUP . . Truck launched bridge 

Tracked dozer 

ENG i 

MRP( 

ROU1'E MARKING GROUP 

MRP I#/marking equipment 

riant 2 

CON OBS IT DEST C .,, ,.,,-&-- 8 a,In vr,,,,,,,r; 

CB'T ENG SC 

Bricjge-laying tank 

Cht?mDosim,drists 

-,.

nuAD GROl 

Tractor dozer 7 -..--- CB' 


ck launched brldge 

UTE MARKING GROUP 

R Rifle S( 


T ENG SC 


harking c 

dozer blades. These OODs are 

protected by up to a platoon of infantry or tanks and can be accompanied by chemical reconnaissance 

personnel. 

The combat engineer sapper 

platoon in the OOD is equipped for 

breaching. The division OODs 

come from the combat engineer 

company in the divisional engineer 

battalion and have two of these sapper platoons and a mine layer 

platoon. The mine layer platoon 

provides the personnel and equipment for the POZ, as discussed earlier. The two sapper platoons are organized with a mine detection 

section, mine clearing section, an armored enginecr tractor (IMR) section, and a sapper section. To find 

the mines, it contains a light 

wheeled vehicle with the metallic 

mine detector mounted on the front 

(DIM w/IMP). The other three sections have the capability of making 

multiple breaches in complex 

obstacles. The UR-67 is a BTRdO 

chassis that carries a line charge 

which can clear a lane 180 mcters 

deep and 6 to 8 meters wide. The 

IMR has the capability to clear 

lanes 3.4 meters wide. The sapper 

squad will manually breach other 

lanes with explosives and engineer 

tools. The UR-67 and IbfR can 

breach FASCAM. The regimental 

OOD is not equippcd with these 

special engineer vehicles but has the 

MTU-20 tank launch bridge and is 

formed around the combat engineer 

platoon from the regimental engineer company. This company has 

available the BTU dozer blades and 

the KMT-4 mine clearing plows or 

KMT-SM mine roller-plows, all for 

mounting on the regimental tanks. 

The OODs in the 32d GMRR are 

employed on the main route of 

march under the protection of a 

CRP, FSE, or advance guard. The 

regimental Chief of Enginecr Services (CES) could receive one 

divisional OOD to deploy with the 

regimental OOD. These OODs are 

employed in the lead of the first 

echelon motorized rifle battalions to 

provide in-stride breaching capabilities to the OPFOR. These 

OODs have a secondary mission of 

always marking the bypasses or 

breaches for the second echelon battalion and follow-on forces. The 

OPFOR's OODs will have the current version of the Counter 

Obstacle Vehicle (COV) to replicate the [MR. The UR-67 is replicated by a VISMOD M548. VISMOD mineplows are mounted on 

one tank in each tank platoon. 

Using the Soviet organization, the 

OPFOR is an excellent breaching 

force and has excellent mobility on 

the battlefield. 

OPERATIONAL NORMS FOR 

OBSTACLES 

If the Soviet forces have to go 

into a defense, they will do so quickly and in a vcry organized manner. 

With the amount of engineer digging equipment available and integral blades on their tanks, in less 

than a day they can dig themselves 

in and have obstacles to their front. 

In offensive planning the S2 and S3 

must gather a lot of information 

prior to attacking this force. From 

Soviet doctrine, operational norms 

for obslacles can be developed. 

Using these norms, the engineer 

working with the S2 and S3 can 

determine where the obstacles will 

likely be employed in the defense 

and offense. This will help the 

maneuvcr commander task organize 
his force to overcome these 

obstacles. 

METT-T is used in offensive and 

defensive planning operations. 

The Motorized Rifle Company 

Commander's obstacle concern 

is for self protection. The protective obstacles would be placed 

out 50 to 500 meters from the 

defensive positions. 

w The Motorized Rifle Battalion 

Commander's obstacle concern 

.The priority for nonexplosive 

obstacles is first to protect the 

force, then forward in the fire 

sacks. Wire obstacles are used to 

protect the flanks and support 

the explosive obstacles. 

The friendly side of obstacles arc 

marked. 

Deception survivability positions 

and obstacles will be planned. 

Soviet graphics are very specific 

and will be followed closely. 

is for the flanks of subunits and The obstacle priorities are: 

the MRB, and to shape the fire 

. ~~ 

(Past in Review, continrred ? 

49) 


clears (he road ahead with a mine 


dctector. 


Amcrican engineers served, 

fought, and died in every theater of 

operation in World War 11. From 

Iccland to Burma, from Alaska to 

Europc and beyond, engineers 

planncd, built, destro:ycd, and1 

rebuilt their wa y around the globc 

The World War I1 intcxpretationI 

- .-> ends with 11ra1x , <,' a an uriglndr ,a1

atomiqc bomb. This artifact reprcscnts the most important cngineet . ? .' nroicc~or me w; lr. 

sacks. (Using sound military judgment, obstacles are placed out 

about half the effective range of 

the AT weapon systems.) 

The Combat Outpost Commander's obstacle concern is to 

look like an MRB and to support 

the mission to delay and disrupt 

the enemy. This is the first place 

you see obstacles. (Using sound 

military judgment, obstacles are 

placed to allow the unit to 

withdraw and would be placed 

out about two-thirds the effective 

range of the AT weapon systems.) 

Obstacle type is determined by 

who emplaces the obstacle. 

Maneuver and artillery soldiers 

install simple single system 

obstacles, which are usually 

protective. Engineer soldiers install complex obstacles that can 

have antihandling systems. Eugineer obstacle placement is 

usually equipment intensive and 

can have a mix of AP and AT 

mines and wire. 

In contact with the enemy, the 

maneuver soldiers do little 

obstacle emplacement. Most all 

obstacles are placed by engineers 

and therefore are placed with 

equipment and are complex. 

With no enemy contact, infantry, 

armor, artillery, and engineer soldiers emplace obstacles. 

Flanks. 

Seams between units. 

Front of positions. 

-Tactical: Shape of fire sacks 

As we hope this article has 

shown, the Sovict (OPFOR) commander depends on his combat engineer soldiers to give him mobility, 

countermobility and survivability. 

He has equipped his engineers with 

specially designed equipment to accomplish these tasks. (The Soviet 

bridging assets were not covered because this equipment is not currently used at the NTC.) It is therefore 

important to the U.S. maneuver 

commanders to identify these elements early on and then destroy or 

neutralize them. By destroying the 

enemy's engineer support, you deny 

him an extremely valuable combat 

multiplier and at the same time drastically reduce his mobility. This shatters his rigid timing and synchronization, allowing our own forces to 

engage and destroy him at our 

choosing, not his. 

LTC Roger I. Sonterville, a coritbat 

engineer, is crrrrerttly assigned as f11e 

XO, 177111 Amtored Brigade 

(OPFOR) al the Natiortal Trainirtg 

Center, FOIIInvirt, Califontia. He 

graduated frofit Mortfarta Stale 

Univenify with a degree in civil en- 

@teering 

Tur.ning right, you WIJI see tne 

destr~lctivc capacity of the engineers 

as th~ey withdrew to the Pusan - . Perimeter in the fall of 1950. The 

Korcan conflict will merge into 

another cold war confrontation in 

the southeast Asian country of Viclnam. In the Victnam exhibit, you 

will walk past a command post of a 

Delta Iirc base. In front of the 

sandbag-covcrcti walls is a rarc 

.Iccp-Imounted Idectronic mine delector. Using th is and ott IC~object: ., 8 . of the conmu, you see inc classic 

clash of cultuires: Am1srican industrial high tcxhnology versus in. ... - . . diecnl3us viet Long low tecnnoiogy. u 

Moving past Vietnam, you wilt 

pass through a corridor dedicated 

11) engineer heroes. The walls are 

lincd with photographs and material 

from such a diverse lot as Robcrt E. 

Lce, Corporal Tcrry Kawamura, 

Sergeant George Libby, and Thaddeus Kosciuszko. At the end of this 

hall of heroes stands a modern combat engineer in full battlc dress, a 

reminder that the mcmc)ry of the 

heroes and history of the pasf 

deper~d on the men :111d women olF

L,- - Lne pr-~-~~& cscni.

No,+v you ha5 re complcltcd a tour 

of the : first phal sc of thc LJ.S. Army . . Fort 

Wood. An additional 27,000 square 

fcct of space will be ready for occupation in July 1991. This is jusl 

the be 

Engineer Musc ,urn _~~~, ..-r Leonard

(biosr; 
t 

b Y D e a n 

Today's Army uses hightech equipment that is 

complex, expensive, and 

easily damaged. The 

risk of losing this equipment or 

making a mistake with it due to 

human error can jeopardize a mission. While Army leaders traditionally consider risks imposed by the 

enemy when planning missions, they 

must also consider risks imposed by 

our own actions. 

Army leaders must be smart 

decision makers. If we are to 

engage the enemy, we must reach 

our objective and sustain the battle. 

Accidents that damage modern 

sophisticated equipment may destroy our mission capability before 

the enemy is engaged. The loss of a 

tank, bridge vehicle, or other critical equipment may mean the difference between victory and defeat. 

Risk management is a tool smart 

decision makers use to make more 

effective decisions. Risk managea key to training safely 


J o h n s o n 

ment is a process used to assess the 

risks, decide which are necessary, 

and reduce or eliminate unnecessary ones. 

There is no difference between 

this process and a good leadership 

orocess. Good leadershio considers 

safety a critical element of mission 

~ ~ ~that idamage d ~ ~ 

success. To be successful, a mission 

must be accomplished at maximum modern sophisticated 

efficiency with minimum cost or 10s- equipment may destroy ses. Every man or piece of equipment lost, and all time lost due to Our mission capability 

accidents or equipment failure, before the enemy is 

detract from mission efficiencv. 

A kev to efficient mission Ham- engaged. ., - pl~rhnicnr 1s good rick management. 

Thl\ lncludec r~fet), the rc,ourccc 

needed to accomplish the mission, 

and the use of those resources. 

Training missions must be accomplished in a realistic manner. By 

the same token, our high-tech, expensive equipment is not easily 

replaced and must be conserved. 

Thus, improved risk management 

Engineer 43 
The loss of a tank, bridge vehicle, or 


other critical equipment may mean the 


difference between victory and defeat. 


techniques are needed to increase 

thc realism in training while effectively using our resources. 

These resources include manpower, materials, equipment, and 

the environment. 

When planning an operation, consider each resource and the effects 

the operation will havc on it. Ask 

questions: Do we have adequate 

manpower, equipment, and materials to perform the operation? 

What effect will the environment 

have on the operation? 

If the environment seems unimportant to you, think back to the 

Normandy invasion in World War 

11. The decision to invade was based 

on weather conditions. Allied forces 

took a considerable risk, but the alternatives warranted a high risk because the potential gain was great. 

Other environmental factors important in the decision-making process 

at Normandy were shore, tide, and 

wave conditions. Tide levels affected our ability to land, bascd on 

the shoreline, and high waves might 

have made off-loading impossible. 

Two points are significant: 

The balance of benefit to be 

gained at the cost of resources expended should be the least we 

will accept; and 

The environment, often the least 

considered risk factor, may be 

critical to an operation's success. 

After risks are identified, a smart 

decision maker uses them to decide 

which are essential, which can be 

eliminated, and which can be controlled. Risks are used to determine 

alternatives and make quality 

decisions based on the benefits to 

be derived from the operation. Information on accident risks and tactical risks, as part of the operation, 

is included in the operation plan, 

lesson plan, LOI, etc. Safety aspects 

arc integrated into the operation 

where they are appropriate. They 

are not relegated to an annex or appendix, where they may be overlooked or ignored. 

Risk management is beneficial. 

By integrating safety into the operational plan, the monitoring process 

is in sequcnce with the flow of the 

mission. The after-action report will 

provide information about successes, failures, and lessons learned. 

These will fall in a sequence that 

pinpoints where adjustments or 

changes are needed. For repetitive 

operations, such as those at a training facility, required improvements 

can be made immediately and 

others made when the situation 

changes. One-time or field tactical 

situations provide refcrence data 

useful when planning similar operations. 

Risk assessment worksheets are a 

valuable tool for decision making in 

engineer operations. They are used 

because engineers rarely do the 

same operation under the same conditions twice. Worksheets are 

prepared by developing a formula 

that allows quick assessment of the 

built-in risks. The commander determines which elements are critical 

for a mission and assigns numerical 

values to them. The elements 

chosen depend on the unit or 

mission. 

For example, a commander determines that mission complexity, soldier selection, soldier endurance, 

equipment, weather, and terrain are 

critical elements for a planned mission. These are rated between 1and 

5, 1 being optimal (low risk) conditions and 5 being minimal (high 

risk) conditions. Thus, specific 

guidance and in-depth preparation 

are optimum and are valucd at 1. 

Minimal and vague instructions are 

poor and are valued at 4 or 5. 

After all risks arc assessed, they 

are totaled and applied to the following reference scale: A low risk 

or optimal area is anything 12 or 

less. A rating between 13 and 23 signifies an adequate or caution area, 

and values 7.4 or more are high 

risks. Smart leaders make decisions 

that are consistent with the level of 

risk and are at the lowest supervisory lcvel possible. 

An example will show how a risk 

assessment is made. An engineer 

unit is participating in a bridging 

operation at Fort Leonard Wood. 

You, the decision maker, are given 

plenty of lead time and clear, concise guidance. The mission risk factor, therefore, is 1 (optimum). The 

bridging operation takes place in 

slowly moving water with shorelines 

conducive to the work. Thus, the 

complexity risk factor is 2. Because 

the troops are MOS qualified and 

accustomed to bridging operations, 

the soldier selection risk factor is 1. 

The equipment, of average age, has 

just passed a major inspection with 

high grades. Thus, the equipment 

risk factor is 2. The operation is an 

8-hour, daylight tactical problem, 
The risk factor and 

bridge requirements 

can change quickly 

due to weather at the 

site or upstream. 

which means the endurance risk factor is 2. Clear weather conditions 

are forecast, with temperatures in 

the mid-60s and winds less than 

10 mph. A weather risk factor of 1 

is assigned. Because streambanks 

are conducive to operational needs, 

water depth is normal, and the 

water is clear, the water condition 

risk factor is 1. 

The sum of these risk factors is 

10, which means it is a low risk 

operation. Therefore, decisions 

about mission completion should be 

made by the site chief. 

Let's change the conditions in 

this example. Heavy thunderstorms 

occur upstream the night before the 

operation begins. When the unit arrives at the site, the water level is 

nearly at flood stage. The muddy 

water is full of debris, and the current is swift. To complicate the 

situation, the weather forecast states 

that a fast moving front will hit 

around noon. High winds and 

thunderstorms are expected. 

We must now re-evaluate the affected elements in the risk assessment. The mission risks will increase to at least 3. Mission complexity has changed drastically and 

is now rated at least 4. Unless the 

soldiers are trained for fast water 

operations and are experienced, 

their risk factor will increase. In this 

case, they are trained and have 

some experience, so the risk factor 

rises to 3. The equipment will be 

under more stress, which increases 

that figure to 3. The soldiers' endurance factor rises to 3 because 

work will be more difficult. The 

weather probably will affect work 

during the day, so that factor changes to 3. Due to the deep, fast, 

debris-laden water, the shoreline 

and working conditions jump to 5. 

These changes compute to a total 

of 24, a high risk factor. Therefore, 

the decision on whether the training 

is worth the risk is made at the command level. 

The method used to prepare a 

risk assessment depends on what 

you are assessing. This example, 

directed toward field training, can 

be used down to the lowest decisionmaking (squad) level. If this method 

does not fit your needs, ask your 

local safety office for assistance in 

developing alternatives. 

The risk management process can 

be simple or technical, depending 

on the operation's complexity. 

Much depends on the way risk 

management is considered. If yo6 

think of risk management as a 

separate task in mission planning, 

the process probably will be difficult. If you think of risk management as part of the job, safety will 

be a byproduct of your professionalism. 

Safety is a byproduct of professional leadership. It is not a 

product, it is an essential ingredient 

of a good product. Be a smart 

decision maker- train safely, not 

safely train! 

Contact your branch safety office. 

We care and want to help. Call AV 

581-7174 or (314) 368-7174. 

Dearr JO~IIISOIIis a safety specialisf at 

the Engi~leer Braitch Safely Office 

ai~d is a ritember of the World Safety 

Orgartizatiort. Mr. Johrlso~t has a 

BA. irt safely manag?ta~t. 
LESSONS LEARNED 


The following lessons iearned recently came to the 

attention of the Engineer School. They have been 

added to the lessons iearned electronic data base 

maintained by the Directorate of Evaluation and Standardization (DOES). 

MI12 C4 block demolition charge 

Issue: Dimension discrepancies for the MI12 C4 

block demolition charge. 

Remarks: Not all MI12 block demolition charges 

currently in use meet the dimensions given in FM 

5-25, dated March 1986. The FM states that the dimensions for the MI12 block demolition charges are 2 

116" x 1/16" x 11 114." Random sampling revealed that 

some MI12 blocks measure 2 x 1" x 10." The relative 

effectiveness (RE) factor of 1.34 and weight of onequarter pound per block remain unchanged, according to the Director of Logistics. The validity of this is 

under investigation. 

The volume of the larger MI12 demolition blocks is 

22 cubic inches, while the volume of the smaller 

blocks is 20 cubic inches. Users must recognize the 

2 cubic-inch difference. Otherwise, calculations for ribbon and special purpose charges may be in error 

when the volume method is used to determine the 

amount of explosives required. Also, additional shoring materials may be needed during charge placement when using the smaller blocks. 

Solution: To avoid calculation problems with the 

MI12 demolition blocks, personnel should verify the 

block size before use. Measure a sample block from 

each case of C4. An example follows: 

Ribbon charge example 

Your mission is to cut an I-beam bridge. One 

I-beam measures 1 inch for web and flange thickness, 

1 foot for flange width, and 8fee! for web height. 

Using the volume method to calculate the ribbon 

charge, you need 3.99 blocks, rounded up to 4 

blocks, of the large MI12 explosive, with a volume of 

22 cubic inches. For the small MI12 explosive with a 

volume of 20 cubic inches, you need 4.39 blocks, 

rounded up to 5 blocks, of explosives to cut the same 

I-beam. 

In this example, 25 percent more explosive is required to do the same job using the small MI12 

demolition blocks. 

POC is CPT Ashcraft, Department of Military Engineering, AV 354-341 1 or commercial (703) 664- 

69011341 1. 

One thirdltwo thirds rule 

Issue: Adherence to the one thirdlhvo thirds pianning rule. 

Remarks: During an exercise at the National Training Center (NTC), the brigade staff mismanaged time 

by not having a structured or detailed wargaming 

plan. A plan should have been prepared during the 

first one-third of the time available but was not. As a 

result, units were unable to effectively conduct rehearsals or take the steps needed to adequately 

synchronize the battle. 

Solution: Strictly enforce the one thirdltwo thirds 

planning rule. Wargaming must be structured and 

detailed. Preparation and planning must be done as 

early as possible and result in a detailed and authoritative warning order. This ensures that units are able to 

effectively prepare for the upcoming battle or mission. 

Engineer work priorities 

Issue: Priorities for engineer missions and effort 

Remarks: During an exercise at NTC, the task force 

commander specified the priorities of effort for each 

phase of the exercise. During the defense phase, the 
engineer mission priorities were not specified. Brigade 

and task-force directed obstacles were not prioritized. 

Therefore, the task force engineer installed the 

obstacles as he saw fit. This resulted In a haphazard 

obstacle plan that did not reflect the task force commander's intent for the defense. 

Solution: The task force engineer must be actively 

involved in the planning phase and clearly understand 

the commander's plan. The task force engineer must 

specify what can and cannot be accomplished and 

recommend priorities for the engineer missions and effort. If the task force commander fails to specify priorities in the operation order (OPORD), the task force 

engineer must be prepared to ask the right questions. 

Mine laying operations 

Issue: Lack of skill and experience accounts for 

many problems during mine operations. 

Remarks: Problems surfaced when row minefields 

were installed. Leaders did not know how to correctly 

(IAW doctrine) emplace the minefields, so they could 

not properly supervise the mission. Perimeter markings were not used properly, and lanes were placed 

on roads. 

Solution: It is a command responsibility to ensure 

subordinate leaders are technically and tactically proficient. Otherwise, leaders cannot effectively carry out 

their mission. Minefields must be marked and 

recorded. This is not left to the platoon leader's discretion. Unless there is no alternative, do not install 

minefieid lanes on existing roads. When removing the 

lane markings, close the gap with mines to slow or 

prevent enemy passage. 

Reserve demolitions 


Issue: How to employ craters as reserve targets 


Remarks: An engineer unit executed a road crater 

between two antitank ditches as a reserve target. 

There was no demolition guard. The task force engineer decided not to prepare the demolition until ail 

friendly vehicles had withdrawn across it. This violated 

the demolition orders, and the demolition was not at 

state 1 when required. Thus, when ordered to 

detonate, the charges were just being put in the 

ground. The firing party was killed on site and never 

completed the mission. Later, the demolitions were 

emplaced and the target was executed, but tracked 

and wheeled vehicles could easily drive through the 

resulting crater. 

Solution: First, the demolition should have been 

empiaced early, as directed. Trenches for the detonating cord should have been dug (6 inches deep) prior 

to backfilling. U-shaped pickets should have been 

placed over the branch lines and ring mains for added 

protection. These efforts would have ensured that 

friendly vehicles did not damage the detonating cord. 

Second, a report should have been sent to the task 

force commander letting him know the status of the 

obstacle's readiness. Code words are an efficient 

method of doing this, and they should be in the 

demolition firing order. Without this information, the 

maneuver commander operated in a vacuum. 

Family of scatterable mines 

(FASCAM) 

Issue: Inappropriate use of FASCAM. 

Remarks: On one occasion, the FASCAM fire mission was late and, therefore, ineffective. In addition, 

the brigade S3, with input from the brigade engineer, 

planned other FASCAM missions that did not support 

the tactical plan. When the FASCAM rounds were 

fired, they effectively bracketed the brigade engineer 

units so they could not move. 

Solution: Close, detailed coordination between the 

task force engineer and fire support officer is necessary. This will ensure that FASCAM is properly and effectively integrated into the tactical plan. 

Lessons learned come from many sources, including the National Training Center and the Joint Readiness Training Center. After-action reports or lessons 

learned from all sources are welcome and needed. 

Call, write or forward reports to Directorate of Evaluation and Standardization, ATTN: ATSE-ESA, Fort 

Leonard Wood, Missouri 65473-6630. 

Information is available from the data base. Forward 

requests to the above address. Please be as specific 

about your requests as possible. 
Since 1775, Army Engineers have built a proud heritage of 

accomplishmenfs and have served the nation in both war and peace. 

The Civil War was no exception. In this drawing from the late 1880's, 

Union soldiers conduct experimental pontooning techniques and 

constrtrct rope suspension and rubber pontoon bridges at Camp 

Alexander, near Washington, D.C. According to the original caption 

accompanying the drawing, General George B. McClellen and his staff 

were in attendance at the operations. The drawing originally appeared 

in one of a series of magazines entitled "The Soldiers In Our Civil 

War," published in 1884. The magazines were sponsored by the Grand 

Army of the Republic, a veterans' organization. The new U.S. Army 

Engineer Museum at Fort Leonard Wood, Missouri, scheduled for 

construction later this year, will include a similar Civil War scene 

in a diroama setting. 
Past in Review 

A Walk Through History 


The history of U.S. Army engineers is an 

unbvoken line spannkg 214 years of war, 

by Robert K Combs 

he history of U.S. Army engineers is an unbroken he 

spanning 214 years of war, peace, 

and accomplishment. Every Army 

engineer is responsible for keeping 

that important heritage alive. To 

preserve, document, and interpret 

the material culture (artifacts) from 

that unbroken line is a monumental 

task, and a new museum will be 

built to help accomplish this mission. Construction of the U.S.Army 

Engineer Museum, Fort Leonard 

Wood, will begin in December 1989. 

The primary goal of the new 

museum is to support the Engineer 

Center and School, with a major emphasis on combat engineering. Civil 

works will be addressed as necessary to give a complete, rounded 

pictnre of the role military engineering has played in developing 

America. The new facility will also 

serve as the Regimental heritage 

center, in support of the Engineer 

Regimental Association. This organization is devoted to promoting 

the history and traditions of the Engineer Regiment. 

The new U.S. Army Engineer 

Museum, Fort Leonard Wood, will 

begin with a 5,000 square foot gallery. In it, the engineer story will 

chronologically follow the unbroken 

line of engineer history, from the 

battle of Bunker Hill, to the training 

of today, and on into our future. 

The museum will feature a new 

environmental display technique. 

peace, and accomplishment. 

Visitors will be immersed in an environment designed to evoke the 

feeling of the particular time period 

being interpreted. Instead of viewing glass cases containing rows of 

neatly arranged objects, visitors will 

encounter a scene or diorama in 

which artifacts are realistically displayed in a setting similar to that in 

which they were originally used. 

Upon entering the museum, you 

will first notice the artifact maintenance and collection rooms that 

are visible on the left through floorto-ceiling windows. Within these 

rooms the curator of the collections 

will maintain the thousands of artifacts in the museum's holding 

area. A highlighted seal of the 

Corps of Engineers will draw your 

attention forward until you are "in" 

the American Revolution. The texture of the floor changes to earth, 

and on your right a Continental engineer is hurriedly constructing fortifications on Breeds Hill. Tools, 

weapons, and period objects will be 

scattered throughout the diorama 

and arranged in subtle display cases 

on the right. 

A forest of trees rises through the 

14-foot ceiling ahead of you. The 

trees draw you past exhibits on the 

westward expansion of the early 

19th century and the Mexican War. 

Following a path through the forest, 

you find another environment, that 

of the Civil War. Above your head 

on the right is the crest of Little 

Round Top. The date is 2 July 1864, 

and engineer general Gouverneur 

K. Warren is seen surveying terrain. 

Surrounding you is equipment used 

by engineers who fought the bloodiest war in American history. 

Moving past exhibits on the 

Spanish-American War and through 

the locks of the Panama Canal, you 

descend into a World War I trench. 

The walls arc corrugated tin, wood, 

and dirt. The musty smell of moist 

earth is apparent. Through period 

periscopes you can look into the 

hell known as no-man's-land. 

Relieved to be through the claustrophobic trench, yon can use scale 

models to better understand the extent to which American engineers altered the battlefield with field fortifications. 

After World War I, civil engineers altered the face of our nation with 20 years of construction. 

Projects such as buildings, dams, 

and riverways will be interpreted 

thorough photographs and didactic 

materials, bringing you to America's 

entrance into World War 11. On 

your left is a diorama 12 feet high 

and 20 feet long. You are standing 

in a rubble-strewn street in the 

Italian port city of Anzio. A small 

D-4 bulldo~er is straining to clear 

away the debris in front of several 

two-story homes and shops whose 

front walls have collapsed into the 

street. On the right an engineer 

(continued on page 42) 
DEPARTMENT OF THE ARMY 

SECOND-CLASS MAIL ENQINEER PROFESSIONAL BULLETIN POSTAGE AND FEES PAID 
 US ARMY ENQINEER SCHOOL DEPARTMENT OF THE ARMY 


ATTN: ATSE-TDY-P ISSN 0046-1968 


FORT LEONARD WOOD, MO 65473-8050 


PIN:068688000