THE: E:NGINE:E:R
 
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THE: E:NGINE:E:R->

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\JOlUME 4-5 NUMBER 4-1 WINTER-,PRING 1975
 

~E~TURE,

7 Army Readiness Region/MAJ Harvey T. Kaplan 

10 Baton In Your Pack/Winston R. Hayward 

14 All for One - One for AII/MAJ Lonnie Williams 

16 Spark of Light/CW2 Donald P. Jensen 

20 MOB DES/COL Roger L. Pendleton 

23 APPS: A New Measuring System/MAJ Leon Thompson 

28 Searching for Something New?/CPT Robert J. Melchoir 

30 Forging Friendships through Reforger VI/CPT Samuel T. Raines 

33 SCORES/LTC, Adrain G. Traas 

36 Have Resources - Will Help/Engineer Staff .--"

38 Engineer Combat Battalion (Heavy)/Mr. John M. Frank ) 

42 Employment: Engineer Combat Batta lion (Heavy) / 

LTC Glenn N. Smith 

MAJ William M. Jones 

46 Engineer Combat Battalion ( Heavy) Training/LTC Glenn N. Smith 

MAJ William M. Jones 

50 Build An Ice Bridge/CPT Gary L. Hyde 

53 Base Development Update/MAJ Clarence D. Little 

DEPARTMENT, 

1 Chief/s Briefs / History 

2 Pipeline / News Items 

4 As We Go To Press / Late Flashes 

6 Stop 16/ Letters To The Editor 

18 Helping Hands / CPT Frank R. Finch 

26 Dynamic Training / CPT Robert C. Clemens 

56 Engineer Potpourri / Engineer Branch 

60 Bridging The Gap /Career Notes 
Colonel John James Abert was born in Frederick City, Maryland, 

ptember 17, 1788. He was graduated from the US Military Academy 

April 1, 1811 and resigned from the Army. From 1811 to 1814 Abert 

was employed in the War Office, Washington, D. C. In the defense of 

the Capital he volunteered as a private soldier and participated in the 

Battle of Blandsburg, Maryland, August 24, 1814. 

On November 22, 1814 Abert was reappointed in the US Army 

with the rank of Brevet Major, Topographical Engineer. At that time 

there was no organized corps of topographical officers, but they formed 

a part of the General Staff and served with generals in the field. 

In 1824 Abert was brevetted Lt Colonel for ten years faithful 

service in one grade; and after the death of Colonel Isaac Roberdean, 

January 15, 1824, he was ordered to take charge of the Topographical 

Bureau of the Engineer Department. By the Act of Congress, July 5, 

1838, the Corps of Topographical Engineers was organized and Bvt Lt. 

Col. J. J. Abert was appointed to its command. 

The accomplishments of the Topographical Engineers, under the 

thirty-seven year command of Abert, won the admiration of the 

scientific world, and the practical benefit of their early labors can be 

felt in nearly every State. 

Colonel Abert retired from active service September 9, 1861 and 

died at Washington, D. C., January 27, 1863. 

Edward B. RusseU 

Curator, US Army Engineer Museum 
·PIPELINE.PIP2
 

ALASKA ENGINEE R 

DISTRICT ANNOUNCES 

NEW PUBLICATION 

The biennial publication of 

the Corps of Engineers, "Water 

Resour ces Dev elopm ent in 

Alaska," for 1975 has been published. A limited number are 

ava ilable without charge from 

the Public Affairs Office of the 

Corp s' Alaska District Office. 

This booklet summarizes 

projects and studies in Al aska 

that have been completed, as 

well as th ose that are under 

way, or ar e being studied or 

plann ed by th e Cor ps of Engineers . It includes an index 

map to such project s throughout the state. 

Distr ibution is being made to 

interested government agencies at Federal, State, and 

municipal levels; librar ies; 

legislators; and or ganizations 

and individuals professionally 

concerned with w ater resour ces development. 

USAES SEEKS
 

AC CREDITATION:
 

The Southern Association of 

Colleges and School s (SACS), 

through its Commission on Occupationa I Education Institutions (COE I), announced candidacy for accreditation both 

the US Army Engineer School 

and the Defense Ma pping 

School, For t Belvoir, Virginia 

during the 79th Annual M eeting 

of the 11-state organizat ion being held in Dall as, December 

8-11, 1.974. 

Candidacy for accredi tation 

foll ows a formal visit by the 

office of the executive secretary to ascertain that the 

school meets the prerequisites 

of the assoc iation. Full accreditation follows upon the 

successful completion of a selfstudy that insures the candidate school meets the standards of accreditation. 

The Occupational Commission accredits post-secondary, 

noncollegiate institutions preparing students in vocationaltechnical schools for immediate job entry. Schools range in 

program offerings from entry 

sk ill development to highly 

specialized, advanced tech ­

nology education. State area 

vocational school s and technical institutions that are 

pub lic and private nonprofit 

institutions are eligible for 

me mbership. 

Accreditation sym bol izes 

conf idence in an institution's 

purposes, resources, and performance in meeting the Commission's sta ndards of quality. 

The Occupational Commission 

is one of four com ponents of 

the South's recognized regional 

independent accrediting organization, and was initially 

or ganized in 1968 as a new 

direction in educational training and retraining of a skil led 

labor for ce to ma n the South's 

growi ng industrial and com ­

mercial com panies. 

The Southern Association is 

one of six voluntary regional 

accrediting organizations in 

the United States and also is 

composed of publi c and private 

univer sities, colleges, secondary, and elementary schools. 

Total membership is approximately 10,000. 

More than 100 institutions 

are now full y ac credited from 

the six originally granted this 

standing in 1971. In addition, 

there are institutions in candidate standing, working toward 

accreditation. 

COE I awards acc reditation 

only after an extensive selfstu dy has been completed, plus 

further evaluat ion by qual ified 

professionals. Self-study, an 

intensive examination by staff 

and others interested in institutional improvement, covers 12 

areas including purpose, organization-administration, educational program, financial re ­

sources, staff, physical facilities, equipment and supplies, 

student services, community 

relations, pla nning, multimedia instruction, and job 

placement/followup. The visiting team of experienced educators reviews th e self-study and 

may make additional recommendations. 

Once granted, SACS accre 

tat ion m ust be contin ue 

earned by annual review . Reaffirmation is required ever y 

five years. 

AMERICAN COUN CIL 

ON EDUCATION 

RECOMME NDS 

SOLDIER COLLEGE 

CREDIT 

Graduates of th e Ar my Sergeant Majors Cour se are well 

on their way to an associate 

degree if colleges adopt a recommendation by the American 

Council on Educat ion (ACE). 

AC E re com mends that students completing this course at 

th e Sergeants Major Academy 

at Fort Bliss, Texas, receive 

2+ semester cre dit hours. Any 

college can acc ept the AC E's 

recommendation to give the 

soldier credit. 

One school that has alree 

agreed to aw ard college cre.; 

is El Paso, Texas Community 

College. Once a student completes the associ ates degree 

2 
-.--lNE. PIPELINE.
 

requirements, he can send his 

transcripts to the community 

college. The college awards 

associate degrees in appl ied 

science in industrial ma nagement and in applied arts. 

A student gr aduat ing from 

the Sergeants Major Course 

and taking the electives offered 

by nearby El Paso Community 

College will have 24 of the 60 

semester credit hours needed 

for an associate degree. Eighteen credits can be earned in 

the areas of gener al management, psychology or socia logy 

and international affairs. The 

other six hours may be earned 

by taking electives. 

'" • CORl'S OF £",
 

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I 1\ 

z '" ­ -1-"IAl ' ln 5 ' 

ENGINEER DINNER 

AND CASTLE BALL 

DATES SET: 

This year's Annual Engineer 

Dinner should be a gala affair. 

It marks the 200th Anniversary 

of the founding of the Corps. 

The central theme of the dinner, " The Corps - 200 Years of 

Progress", speaks for itself. 

The annual dinners date back 

to 1867 wh en the Essayons Club 

was founded the year after the 

Corps turned over to the Army 

the responsibility for ... "conducting the Military Academy 

at West Point". It is believed 

t the Essayons Club was the 

.runner of the Army Eng irreer School. The club conducted seminars on engineer 

matters and was an extension 

of organizations founded by 

Colonel Jona than Will iams, the tired, to come together and to 

sixth Chief Engineer and the be brought up to date on the 

f irst Superintendent of the M ili­ state of the Corps. Over the 

tary Academy. past few years it has been held 

Records show that the Engi­ in conjunction with the Castle 

neer Dinner was not an annual Ball - the Castle Ball being 

affair. It was only in the 1920s held with the ladies the eventhat the Engineer Dinners ing following the Eng ineer 

were given numbers based on Dinner. Both will be held at 

the first one or the 1867 date. the Fort Belvoir Officers Club, 

Until th e 1920s the dinners the dinner on Friday, 2 May 

were not held regularly. They and the ball on Saturday, 3 

have been since. This year's is May. 

the 108th in our 200th year Additional information about 

history. the dinner can be obtained by 

Themes for the dinners have writing to the 108th Annual 

been recent innovations. In Engineer Dinner Committee, 

1966 the theme was Engineers USAES Brigade, Fort Belvoir, 

in Action; 1967 - Army Engi­ VA 22060 or calling Fort Belneers in War and Peace; 1973­ voir 664-4300. Reservation inEngineers-The Corps of Pro­ formation for the Castle BaII 

fessionals; 1974 - The Corps ­ can be obtained by writing to 

Supporting the Army and Serv­ Mrs. John Chandler, Qtrs 30, 

ing the Nat ion. Mason Drive, Fort Belvoir, Va. 

The dinner is a time for engi ­ 22060 or calling Fort Belvoir 

neer officers, active and re- 781-7535. 

, 

EDITOR'S NOTE: 

It has been brought to our attention th at 

some infor mation in th e "Pipeline" section 

titled " Plans Available from OCE for a Training Environm ent" contained some inaccuracies. 

Here are some of the pertinent points to set the 

record straight: (1) the height of the structure 

is being revised from 20 feet to 16 feet, (2) the 

design will be added to the Army Facilities 

Components System, (3) it is being designed to 

be constructed by using troop units with limited 

support from engineer troops, such as construction equipment and technical advise, and (4) 

complete sets of plans, bill of materials, and 

labor and equipment estimates from construction of this facility will not be available until 

approximately July 1975. Further quest ions 

regarding the design, should be directed to Mr. 

Robert Elliston, (tel no OX3-6925), AFCS 

Branch, Field Engineer ing Division, Directorate of Facilities Engineering, OCE. 

3 
t

., 

'1 

1 

DEMOLITION SETS ARE (NOT) CTA ITEMS? 

A great deal of confusion exists in the Army today about demolition sets in TOEs Chapter 8, SB 

700-20, dated December 1974 and effective 1 March 1975 lists the demolition set as a CTA item. 

DA message, DAMO·FDU, 212131Z Feb 75, Subject: Common Tables of Allowance Items in 

Chapter 8, SB 700-20, authorizes the retention of all items in Chapter 8, SB 700-20 in TOE/TDA units 

until the items appear in a published CTA. The USAES is working to clear up the status of the 

demolition sets, in the meantime hold on to what you have. 

Other items to be removed from TOEs and placed in CTAs according to Chapter 8, SB 700-20, 

include typewriters, adding machines, water bags, filing cabinets, desks, food containers, safes, and 

trunk lockers. 

ARTEP PRODUCTION AND EVALUATION 

Army Training and Evaluation Program, ARTEP 5-35, Engineer Battalion, Corps, distributed as 

an Engineer School text in January, has now been printed and distributed by DA. 

ARTE P 5-145, Engineer Battalion, Armored Division or Engineer Battalion, Infantry Division 

(Mechanized) in Support of Combined Arms Task Forces, in the new TRADOC Format has been 

printed as a Test document in limited numbers. It is scheduled for validation by the 4th Mech Inf 

Div in the Spring of 1975 prior to final publication and distribution. 

TRAINING MINES 

Electronic practice mines are in the prototype stage and are programed to form part of the 

Multiple Integrated Laser Engagement System (MI LES) package. This means that new training 

(practice) mines will automatically score casualties and will turn off the training weapons within the 

casualty radius of the mine. MI LES is a system of laser weapons that score hits. A hit on an 

individual, or tank, registers on the target and neutralizes the operation of his weapon. 

NEW LOOK FOR ARMY VEHICLES 

Soldiers throughout the Army will soon be busy painting their present solid color vehicles in 

newly developed four-color camouflage patterns. After extensive tests of its effectiveness against 

hostile observation, the new system of pattern painting was approved last spring for Army-wide use. 

Training Circular 5-200, Camouflage Pattern Painting, has been prepared by the US Army Engineer 

School to spread the word to the tr oops on the new patterns and how they are to be applied to both 

wheeled and tracked vehicles. The Engineer School in preparing this circular worked closely with 

scientists of the Army Materiel Command and the USA Mobility Equipment Research and 

Development Center, who developed both the new patterns and the new paints to be used for their 

application. The paint is a lusterless alkyd enamel that comes in eleven standard camouflage colors 

and has the property of reflecting near infrared radiation. The patterns basically consist of wavy, 

irregular patches of color painted on the vehicle. The unit commander will be able to choose the 

color combination that will most closely blend his vehicles into the basic background colors of the 

terrain in which they operate. The pattern designs, which will guide the troops in how to pattern 

paint each type of vehicles, will be available from local or regional Training Aids Support Offices. 

The circular has been distributed in limited numbers as a test edition pending printing by TAGO. 

INDICATORS OF TRAINING PROFICI ENCY 

How do your units compare on results of their MOS tests? Why does one battalion score higllcr 

on their tests than others? Are results of MOS tests an indicator of our readiness posture? 

There are many variables that can be used to answer these cuestlons. However, a good 

4 
reference point is the liMOS Evaluation Test Profile Summary Report," prepared quarterly by the 

Enlisted Evaluation Center (EEC) under EPD DCSPER. This report will indicate by MOS Code 

(MOSC) the percentage of personnel by unit who scored high, average, or low on a test major area. 

High indicates the soldiers' correctly answered 76% or more questions; average 46% - 75%, and low 

less than 45%. This report contains summary data ranging from major command (Part One) 

through separate company sized units grouped by battalion (Part Six). 

Analysis of Data: EEC views an MOSC test Major Area that places between 20 to 25% in the 

high category, 50 to 60% in the average category, and 20 to 25% in the low category as a fairly 

nor mal distribution. Most commanders will generally be more concerned with using the report to 

compa re units and to evaluate strengths and weaknesses. Many local conditions can affect 

performance (e.g., quality and quantity of training, availability of study materia l, avaliability of 

equipment, etc.,). Here are some bench marks. 

• More th an 20% low : Close review of training and other factors warranted. 

• More than 45% low: A more urgent effort to correct conditions warranted. 

• Less than 20% high: Some action in above. 

We can all gain from this report. If you need help, contact the Department of Doctrine and 

,......aining Development, USA Engineer School, Ft. Belvoir, Autovon 354-1387 or commercial 

.)3} 664-1387. 

T RA IN ING EXTENSION COURSE (TEC) PROGRAM 

The Training Extension Course (TEC) program is designed to provide training materials, 

prepared in audiovisual format by the combat arms schools, to soldiers at the unit level for 

individual or group study. The basic proposition behind the TEC program is that the Army service 

schools, as an important part of their mission, provide training assistance to units, both active and 

reserve, on a continuing basis. 

Traditionally, the Army has provided military training to the soldier through resident instruction 

at the service schools or through correspondence courses prepared by the schools. TEC provides the 

soldier - at the unit - with programed multimedia lessons allowing him to study at whatever pace 

he is capable, or as part of a study group, during duty hours or on his own time. 

USAES entered into the TEC program in early 1973, and delivered Government Furnished 

Materials to a civilian contractor on 5 June 1974 for the preparation of 12 lessons which will be used 

for generator operation training. These lessons should reduce unit training time, increase individual 

proficiency and reduce generator downtime caused by faulty operation. 

New Engineer Combat Support Equipment Company 

The Engineer Combat Support Equipment Company replaces the Engineer Light Equipment 

Company and the Engineer Dump Truck Company in the combat zone. (The Dump Truck Company 

will continue to be found elsewhere). 

The conversion of TOE 5-58G, Engineer Light Equipment Company to an H-series TOE has 

_ resulted in the formation of a new organization entitled Engineer Combat Support Equipment 

rmpanv. 

The Engineer Combat Support Equipment Company includes one platoon equipped with twenty 

commercial 20-ton dump trucks, three identical equipment platoons equipped with standard military 

construct ion equipment, and a maintenance platoon including the added direct support maintenance 

section. 

5 
understanding and develo7'p"'_~""di !s eil per­ Sir/During the past few 

years a myriad of exciting new 

concepts have been unvei led 

in the water transportation of 

break-bulk and containerized 

cargo. Generally dated by the 

concept of containerization, the 

newest concept of loadable 

lighters and barges aboard 

ocean-going vessels provides a 

challenge and zone of doctrinal 

activity to the Transportation 

and Corps of Engineers. 

The SEABE E system of loadable shallow draft barges of 

approximately 850 net tons and 

40,000 cubic feet of capacity is 

a LYKES Brothers Steamship 

Company development which 

expands that firm's service 

area to shallow draft waterways and inland ports. Of 

similar general design as the 

LASH, or lighter aboard ship 

array, both systems offer the 

shipper advantages heretofore 

unattainable with break-bulk, 

tanker, or containerships . 

Now, without rehandling, shippers can speed deliveries from 

wharf to wharf without regard 

to draft requirements. 

Not coincidently, the SEA· 

BEE/LASH acronym has military applications in the same 

or similar zones where slower 

and less versatile LCU (landing craft, utility) and ship-tobeach discharge methods are 

currently used. But how can 

the military experience the 

SEABEE/LASH acronym 

without engaging in extensive 

capital investment, lengthy 

development processes, and 

obsolescence? The concept 

developed by the Military Air· 

lift Command (MAC) suggests 

a solution wherein the best 

efforts of the military community tied to the practices of 

industry offer a capacity for 

ment of doctrine on the one 

hand by the military in peacetime - coupled to the wartime 

uti Iization of com mercial 

transport fleets to supplement 

military equipment for emergency airlift requirements. But 

can it work? An examination 

of the industry reveals many 

examples of cooperative ventures of benefit to the military 

community and the industry 

too! 

Examining the need alone 

provides a "justification" for a 

military capability in this 

method of water transport. 

Examples during the Vietnam 

experience demonstrated the 

congestion growing from too 

much to unload - but not 

enough wharf length or atwharf draft to meet ocean 

vessel requirements. Weather 

restrictions during large parts 

of the year, as experienced at 

Da Nang, RVN, precluded instream discharge during crucial periods. How convenient 

the SEABE E/ LASH acronym 

would have been in this instance? Besides eliminating 

the congestion and expanding 

the frontage capacity of seaports, the military use of the 

acronym can eliminate the 

transshipment from port to 

inland destination point by 

locating sub-depots inland 

adjacent to shallow draft discharge ports closer to the point 

of commodity consumption. 

Training of military crews 

for on-board handling and 

stowing of SEABEE/LASH 

units and barge and lighter 

handling once discharged from 

the "mothership" can be accomplished through cooperative training aboard civilian 

vessels in an OJT program. 

Providing the military trainees 

sonnel labor units, the objections of the maritime unions 

would generally be limited to 

stringent safety and convenience conditions for its members. 

Finally, in the same manner 

that MAC and the commercial 

air carriers have legitimized 

their cooperative operations 

during periods of airlift ernergencies - a precedent for a 

water transportation covenant 

is readily available. 

Details of the SEASE E system by L Y K ES Brothers 

Steamship Company suggest 

considerable feasibility to the 

military shipper (Transportation Corps) and a new environment for the military enqineer 

to develop operating skills a ) 

techniques! 

A system capable of beach " 

delivery at 2500 tons per hour; 

a barge/lighter needing about 

11 feet of water to deliver 850 

tons; an expanding system for 

vessels delivered from a selfcontained mothershlp, are all 

within arm's reach for exploitation to meet our military 

needs and extend our "total 

transportation systems" to yet 

another possibility! In its 

totality - the SEABE E/LASH 

acronym deserves our consideration and examination! 

MAJ Paul J. Theuer 

Office of The Engineer 

HDQTRS, USAEUR 

THE ENGINEER magazine 

is always interested in receiving letters such as t he preceding from Major Theuer. • ) 

attention to various modes 

water transportation is lau ­

able and may spark other 

reader reaction. Here is your 

forum . Use it! 

6 
CONUS ARMY, ARR AND ARG(EN) BOUNDARIES
 

OR 

SIXTH ARMY FIFTH ARMY FIRST ARMY 

ND 

MT 

ID 

W¥ CA 

NV ARRVII 

• Nil JlliltG nt¢.ll;W 

UT CO 

NM ""\
 

... ARR '-WeARG 

• USAES/ATC 

ARG hecndaries embrace theprincipalareas ofresponsibility, 

Some ARG •howewer, areresponsible lortraining assistance 10 units 

located inother ARG areas inorder 10 mantain unitintegrityinterms of 

training assistance 10 entire uniU, Le"bolh unitheadquarters and ,- p'uu ro subortl inate elements. 

C!lj

Major Harvey T. Kaplan The primary mission of the Arm y Readiness 

Region and its subordinate Readiness Groups is to 

improve Reserve Component Readiness. Within a 

Readiness Group, the Engineer Branch Assistance 

Team is one of over a dozen branch or functional 

groupings of personnel organized to contribute 

toward that primary mission within its area of 

expertise. 

FORSCOM/TRADOC Regulation 10-1, recognizing that under STEADFAST very few engineer advisors remain with individual Reserve 

Component units, enumerated the gen eral re7 
sponsibilities of the engineer and other assistance 

personnel at th e Readiness Groups and Region s. 

Several of the most significant Engineer BranchMaterial responsibilities include the following: 

• Providing engineer branch oriented training 

assistance to Reserve Component units. Such 

assistance includes, but is not limited to, training 

program development. 

• Assisting units in obtaining training aids and 

material to improve training. 

• Assisting units in obtaining desired technical 

assistance (to include published material) from 

appropriate TRADOC schools and other sources of 

assistance. 

• Assisting in determining training benefits of 

community service/domestic action projects. 

• Assisting Reserve Components in the scheduling of annual training. 

• Providing engineer technical expertise in 

identifying facilities requirements. Providing 

assistance and guidance in identification of home 

station facility requirements, and expansion and 

repair projects for existing facilities. 

• Providing engineer technical expertise in 

securing training facilities and ar eas. 

• Providing assistance, guidance and coordination with host installations with respect to projects 

for annual training and projects for weekend 

training at home station. 

In general, each Readiness Group's Engineer 

Branch Assistance Team is responsible for providing engineer branch-material assistance to all 

Reserve Component troop units (i.e., not only 

Corps of Engineers' units) and organizations 

within the Readiness Group's geographic area of 

responsibility. Members of engineer teams work 

with reserve component unit personnel during 

evening and weekend unit training ass emblies 

throughout th e year as well as at annual training 

sit es primarily between May and September. 

Although some changes in Group locations 

have been proposed, the following current stationing list will undoubtedly prove of interest to Corps 

of Engineers officers and senior noncommissioned 

officers alr eady scheduled for or interested in 

Readiness Group assignment. 

Over the past year, several hundred Corps of 

Engineers officers and senior NCOs have met the 

new and unique challenges of an equally new and 

unfamiliar type of organization, created under the 

STEADFAST reorganization of the Army to 

provide a wide variety of engineer branch material 

assistance to US Army Reserve and Army National Guard units. That organization is the 

Engineer Branch Assistance Team of the US 

Army Readiness Groups located within Army 

Readiness Region I - IX across the country. AI· 

though Corps of Engineers' USAR and ARNGUS 

units are already familiar with the new assistance 

concept, now after a full year of operations ) 

surely will be beneficial to report to the rest of 

Corps on the engineer assistance mission. 

First, it should be noted that the organization 

and composition of Readiness Regions, Groups, 

and Engineer Branch Assistance Teams vary 

significantly from location to location, In general, 

a typical team consists of up to a dozen or more 

Corps of Engineers Lieutenant Colonels, Majors, 

Captains, Master Sergeants, and Sergeants First 

Class serving in combat engineering, construction, 

equipment and facilities-related staff positions. 

There is also one Engineer Colonel position at each 

Region Headquarters. The Readiness Region 

Tables of Distibution and Allowances (TDAs) are 

presently under review by US Army Forces 

Command; some adjustments in TDAs are anticipated. 

Despite past intermittent emphasis on the 

"One Army Concept" and. more recently. full 

commitment to the "Total Army Force Concept," 

man y active army personnel continue to regard 

duty with the Reserve Components as somet hing 

und esirable. not in their best interests (except 

perhaps just prior to retirement), and contrary to 

their desires in regard to personal career develop-­

ment. 

These stereotypes of Reserve Component 0. 

are no longer valid. Traditionally, something 

other than a representative cross-section of the 

active army has been assigned to duty with the 

Reserves and Guard. Such assignment policies are 

hardly in tune with the STEADFAST reorganization and today's system of priorities, where over 

two thirds of the engineer branch strength is in 

the reserve components. MILPERCEN can help 

by assigning outstanding officers and non-commiss ioned officers to the Readiness Groups and 

Regions. Similar to the case with recruiting duty. 

there is much to be said for assigning personnel to 

those areas of the country where they have lived 

before. Active duty personnel who "know the 

t err itory" definitely have the edge on the "outsiders," at least initially, in working with Guardsmen and US Army Reservists. 

Active duty engineer personnel who are interested in accepting the combined challenges of 

duti es related to the Engineering and Education 

career field spe cialties can assist MILPERCEN 

assignment officers and, in t ur n. Reserve Component units, by identifying themselves as parties 

seeking such assignment. The geographic po!'''_:' 

bilities are varied enough to suit just about 

engineer's personel preferences. The duties ""'_ 

equally var ied, r epresenting the substance of what 

will surely develop into a meaningful and rewarding tour of duty for every engineer assigned. 

8 
Maior Harvey T. Kaplan is the Chief , Engineer 

'ranch A ssis tance Team, Readiness Group Steart, Army Readiness R egion 1. Since his commissioning in 1963, he has served with the 19th 

and 168th Engineer Com bat Battalions; as a staff 

officer with the 159th Engineer Construction 

Group; as an Assistant Professor of Military 

Science; and as a memb er of the staff of th e US. 

Arm y Engineer School. He holds a Bachelor of 

Arts Degree from The City College of New York 

and a Master's Degree in Education from Harvard 

University. He is currently a candidate for a 

Ph .D. Degree in Educational Administration at 

Ne ui York University. 

FIRST	 U.S. ARMY 

ARMY	 READINESS REGION REGION I - Fort Devens, MA 01433 

Readiness Group Devens (Fort Devens, MA 01433) 

Readiness Group Stewart (USMA - Stewart Annex; Newburgh, NY 12550) 

Readiness Group Seneca (Seneca Army Depot; Romulus, NY 14541) 

ARMY	 READINESS REGION II - Fort Dix, NY 08640 

Readiness Group Dix (Fort Dix, NJ 08640) 

Readiness Group Indiantown (Indiantown Gap Military Reservation ; Annville, PA 17003) 

Readiness Group Oakdale (Oakdale, PA 15071) 

ARMY	 READINESS REGION III - Fort Meade, MD 20755 

Readiness Group Meade (Fort Meade, MD 20755) 

Readiness Group Bragg (Fort Bragg, NC 28307) 

Readiness Group Jackson (Fort Jackson, SC 29207) 

Readiness Group Lee (Fort Lee, VA 23801) 

ARMY	 READINESS REGION IV - Fort Gillem; Forest Park, GA 30050 

Readiness Group Redstone (PO Box 1500A; Huntsville, AL 35809) 

Readiness Group Atlanta (Fort Gillem ; Forest Park, GA 30050) 

Readiness Group Patrick (Patrick Air Force Base, F L 32925) 

Readiness Group Buchanan (Fort Buchanan, PR 00934) 

FIFTH	 U. S. ARMY 

ARMY	 READINESS REGION V - Fort Sheridan, IL 60037 

Readiness Group Sheridan (Bldg 703, PO Box 34, Fort Sheridan, I L 60037) 

Readiness Group Snelling (Bldg 54, Fort Snelling, St Paul, M N 55111) 

Readiness Group St. Louis (4300 Goodfellow Blvd., st. Louis, MO 63120) 

Readiness Group McCoy (Fort McCoy; Sparta, WI 54656) 

ARMY	 READINESS REGION VI - Fort Knox, KY 40121 

Readiness Group Knox (Fort Knox, KY 40120) 

Readiness Group Selfridge (Selfridge ANGB, Mount Clemens, MI 48045) 

ARMY	 READINESS REGION VII - Fort Sam Houston, TX 78234
 

Readiness Group Sill (Fort Sill, OK 73504)
 

Readiness Group Sam Houston (Fort Sam Houston, TX 78234)
 

SIXTH	 U.S. ARMY 

ARMY	 READI NESS REG ION VIII - Fitzsimons Army Medical Center ; Denver, CO 80240 

Readiness Group Denver (Fitzsimons Army Medical Center ; Denver, CO 80240) 

Readiness Group Shill ing Manor (Bldg 310, Salina Airport Industrial Center; Salina , KS 

67401) 

Readiness Group Douglas (Bldg 100, Soldiers' Circle, Fort Douglas, UT 84113) 

ARMY	 READINESS REGION IX - Presidio of San Francisco, CA 94129
 

Readiness Group Los Angeles (San Pedro, CA 90731)
 

Readiness Group PSF (Pres idio of San Francisco, CA 94129)
 

Readiness Group Lewis (Fort Lewis, WA 98433)
 

9 
Winston R. Hayward 

Napoleon, a master of the art of war. is 

credited with having said that evey soldier in his 

army carried a baton in his knapsack. The baton 

was a symbol of authority, similar to the swagger 

stick, carried by high ranking officers of the 

French army of that day. Obviously, Napoleon 

was saying that any soldier could rise in rank in 

the French army, depending only upon the soldier's ability. 

In today's Army, with its need for training and 

expertise. one way to increase your potential is 

through enrollment in one of the wide range of 

correspondence courses offered by the Department of Army Wide Training Support (DAWTS). 

the United States Army Engineer School. The 

only limitation is individual initiative coupled with 

a willingness on the part of the student to 

voluntarily discipline or condition himself to regular study habits. Students set the pace of study 

commensurate with their ability to learn. Certificates are awarded upon completion of each 

subcourse and some special courses. Diplomas are 

awarded upon completion of career courses. Currently, over 16,000 personnel in all grades are 

enrolled in over 200 different subcourses ranging 

from Explosives and Demolitions, Roads and 

Airfields, and River Crossing Operations to administrative, management and maintenance subjects. 

The subcourses cover the gamut of the technical, 

tactical, managerial. and professional concerns of 

military engineers. Through these courses developed at USAES, military and civilian personnel 

around the globe. wherever mail is delivered, have 

the opportunity to increase their knowledge and 

improve their skills in military engineering. The 

courses will help mold well trained, mentally alert 

soldiers for today's requirements. A continuing 

cycle of review and revision is intended to keep 

the subcourses current with changes in doctrine, 

new equipment and procedures in the different 

subject areas. USAES correspondence courses 

are open to members of all the Armed Services ­

Navy, Maine Corps, Air Force, Coast Guard and 

Army. Civilian employees of the federal government are also eligible if the instruction is jobrelated. 

Enrollment Voluntary and Free. Correspondence course enrollment is voluntary. All necessary 

instructional material and postage paid envelopes 

are provided at no cost to the student. Successful 

completion of appropriate corr espondence course 

instruction enables Active Duty, National Guard. 

and US Army Reserve Officers to satisfy the 

TO 

military educational requirements for promotic ) 

Successful completion of correspondence subcourses also earns enlisted personnel promotion 

points under the new standard Army promotion 
stem. Each credit hour is worth 112 a promotion 

point up to a maximum allowable 125 promotion 

points. Correspondence course study, when supplemented by practical training, can be of valuable 

assistance to personnel seeking MOS qualification 

or proficiency. 

Counseling Service and Self-Paced Instruction. 

A counseling service is provided by the Administration and Processing Branch, of the Department. 

to assist students and prospective students in 

planning a course of study and to provide information and guidance. 

Once enrolled, all sub courses are completed 

under the concept of self-paced instruction. The 

student grades his own lessons using the solutions 

inclosed in the subcourse packet. The final 

examination is also furnished in the original 

subcourse packet. 

Administration. During the past year, correspondence course administration has moved into 

the data processing age under the TRADOC 

Educational Data System. Enrollments, grading, 

student notices, shipping data, and many other 

administrative details have gone from the manual 

system which was necessarily slow and tedious to 

the computer which has earned the reputation for 

speed and accuracy, limited only by programming 

techniques. This system is working and satisfying 

a long felt need to provide better service to the 

student which is the only reason we are in 

business. 

Career Courses. Career courses are offered for 

enlisted and officer personnel to improve their 

proficiency and prepare themselves for greater 

responsibility. In all courses, the subcourse is the 

actual study package the student receives. It 

consists of an introduction. a series of lessons with 

attached memorandum or textbook, lesson and 

examination exercises, together with the lesson 

solutions for self-paced instruction and other 

necessary training or suppementary materials. A 

correspondence course consists of related sub ­

courses; each subcourse teaches a particular topic 

or phase of a subject. 

NCOES. The Noncommissioned Officer Education System is an Army-wide program for 

educational and professional career development 

to provide each branch of the Army with professionally qualified noncommissioned officers. In 

order to accommodate the Engineer Career Management Fields and MOSs, the USAES has 

developed a flexible course concept that applies to 

both the Basic and Advanced Noncommissioned 

Officer Courses. 

Each course is divided into three phases. Phase 

I is that portion consisting of Army subjects that 

apply to all Career Management Fields at a 

specific skill level. Phase II is that portion of each 

course related to a specific career field. Phase III 

is that portion related to MOS specialization. The 

instruction is aimed at increasing the skill level 

within the target MOS. The length of Phase II 

11 
and Phase III is established according to the needs 

of the Career Management Field and MOSs. 

New programs of instruction have been developed for the Combat Engineering and Construction and Utilities Career Management Fields for 

both the basic and advanced noncommissioned 

officer courses. Within each field, the instruction 

in Phases II and III is designed for specific MOSs. 

Four noncommissioned officer courses, two 

basic and two advanced, are offered under the 

NCOES. The two basic NCO courses are: 

• Combat Engineering (CE-CMF) Noncommissioned Officer Basic Correspondence Course, E40, 

which is designed to provide selected personnel 

with a working knowledge of those duties required 

to perform in the grades of E5, E6, and E7. Enrollees must be qualified in MOS 12B, 12C, I2D, 

12E or I2F and complete a minimum of 60 credit 

hours of work each enrollment year. 

• The Construction and Engineering (CUCMF) Noncommissioned Officer Basic Correspondence Course, E40, is designed for personnel in 

MOSs, 5IB, C, D, E, F, G, J, K, L, M, 8IB, or 82B. 

The two NCO advanced courses have titles 

identical to the basic courses but there the similarity ends. They are designed to provide enlisted 

personnel with a working knowledge of those 

duties required to perform as noncommissioned 

officers in grades E8 and E9 and to prepare senior 

noncommissioned officers for enrollment in the 

Army Command and General Staff College Special 

Correspondence Course for Sergeants Major and 

Operations Sergeants. For the CE-CMF course, 

qualification in MOS 12B, C, D, E, or F is required. 

For the CU-CMF course qualification in MOS 51E, 

F, H, M, N, P, R, 52E, 53B, C, 57D, 62D, G, H, N, 

J, 8IB or 82B is a prerequisite. 

Four officer career courses (2 basic and 2 

advanced) are also available. The two officer basic 

courses are: 

• The Engineer Officer Basic Correspondence 

Course is designed to increase the proficiency of 

engineer lieutenants in company level duties, in 

both construction and combat units. It also 

provides reserve component officers the means for 

meeting branch qualifications. 

• The Nonresident Engineer Officer Course 

provides the option of completing the course by 

correspondence from USAES or completing it by a 

combination of correspondence subcourses and 

USAR school instruction. Common subjects are 

offered in some USAR schools as well as by 

correspondence and the remainder of the course is 

completed by correspondence. 

The two officer advanced courses are: 

• The Nonresident/Resident Engineer Officer 

Advanced Course provides several options in that 

it can be completed entirely by correspondence or 

partially by correspondence and the remainder . ) 

residence at USAES or at a USAR scho. 

Completion of a writing requirement (staff study) 

is now required for successful completion of this 

course. Completion of any of the options will 

satisfy the military educational requirements for 

promotion and attendance at the Command and 

General Staff College and satisfies the prerequisite 

for an assignment requiring completion of the 

Engineer Officer Advanced Course. 

• The Engineer Officer Advanced Correspondence Course is completed entirely by correspondence and in other respects corresponds to the 

above courses. All of the career correspondence 

courses offered by USAES parallel the corresponding resident courses as far as possible. 

Special Courses and Programs. In addition to 

the career courses, special courses are available to 

provide opportunity for the student to further his 

knowledge in a specialized or functional area. 

Included in these courses are: 

• The Facilities Engineer Management Course 

which parallels the corresponding resident course 

and is designed to provide a working knowledge of 

facilities engineering including administration, 

organization and functions, real property maintenance activities and other facilities engineeri: \, 

support activities. The course consists of .. ./ 

subcourses totaling 70 credit hours that must becompleted in one enrollment year. 

• The Company Commander's Preparatory 

Course is designed to provide potential and active 

engineer company commanders with instruction 

pertaining to unit administration and management 

including the effective utilization of personnel and 

materiel resources for which they are responsible. 

There are 11 subcourses totaling 38 credit hours 

for completion in one enrollment year. 

• The Professional Engineer Preparatory 

Course which is intended to assist qualified 

applicants for Professional Engineer Registration 

to review in preparation for state registration 

examination or engineer-in-training certification. 

In this course, no attempt is made to teach the 

subjects that an engineer must know. The emphasis is on helping the student review what he 

has already learned on the assumption that the 

examinations have a common core of engineering 

subject matter and engineers differ in skill, 

background, and knowledge. Eighteen subcourses 

are available for the student's selection of those 

that he requires. '\ 

• Engineering courses including the Engine l 

Construction Correspondence Course I and the En- _ 

gineer Combat Support Correspondence Course 

are available to provide instruction in these areas. 

• The Technical Orientation Course is avail12 
able to students who require instruction in subjects fundamental to engineering practice including Mathematics, Slide Rule, Fundamentals of 

Physics and Construction Print Reading. 

• MOS courses are available that are designed 

primarily to teach the principles and practices of 

specialized engineer skills. They have been developed along MOS lines so that they serve a 

variety of purposes dependent upon the student's 

needs and desires. They can be used to help 

prepare for promotion or for MOS Evaluation 

Tests. 

Individuals who do not want to enroll for an 

entire course may design their own study program 

from over 200 subcourses currently offered in the 

Engineer Correspondence Course Program. 

• The purpose of the Engineer Skill Training c	 Program is to produce qualified engineer soldier 

craftsmen in the four basic vertical construction 

skills through the combined application of correspondence course study and technical and practical 

training. Enlisted personnel, active or reserve, in 

all grades, having a GT score of 90 or above are 

eligible for the program. 

The program is a combination of three accepted 

mediums of instruction: Engineer Correspondence 

.'ICourses, OJT, and classroom instruction con­ "ducted at the Directorate of Facilities Engineering 

of any Army installation by master craftsmen 

(foremen) or similarly qualified personnel. The 

selected students attend classes and complete 

correspondence course study assignments in accordance with a schedule based on a Program of 

Instuction (POI) designed specifically to serve the 

purposes of this program. An introductory packet 

is available on request. 

Enrollment Information. Information on elibibility and prerequisites for all courses may be 

obtained from the USAES Pam 600-20, Announce­

ment of Correspondence Courses, which is avail­

able in many units or by writing; 

Commandant 

U. S. Army Engineer School 

ATTN: Department of Army Wide Training 

Support 

For Belvoir, Virginia 22060 

Prospective students should fill out and submit 

DA Form 145. Army Correspondence Course 

Enrollment Application. For military personnel, 

the proper channel is their Commanding Officer; 

civilian personnel should apply through their 

immediate supervisor. 

Winston R. Hayward is chief of the Training 

Materials Division in the Department of Army 

Wid e Training Support, USAES. He retired from 

the Army (GOL, GE) in 1960 and has been 

employed at the Engineer School sin ce that time. 

13 

, .
 
At one time or another, many of us have been 

asked or have asked ourselves, "Why don't the 

Services all train their pilots or equipment operators or doctors at the same place?" Think of all 

the tax dollars that would be saved! Did you know 

that beginning in September 1972, representatives 

from the four Services (US Army, US Air Force. 

US Navy, and US Marine Corps) have periodically 

met in an attempt to consolidate common training 

in all duty areas? In Engineer related areas, 

Construction Equipment Operator (CEO) training 

was selected for the pilot consolidation analysis 

since it appeared to have the most potential for 

early implementation. Representatives of the four 

Services met at Ft Belvoir, Virginia and jointly 

designed and developed a training program based 

on the missions and needs of each. Consolidation 

of CEO training has now been accomplished at Ft 

INTERSERVICE TRAINING MODULES 

FOR CONSTRUCTION EQUIPMENT OPERATORS 

GRADER 

MODULE 

CRANE 

MODULE 

CRAWLER SP ECIAL 

TRACTOR PURPOSE " 2 

MODULE 2 MODULE 

WHEELED 

f-­ TRACTOR 

BACKH O E MODULE 

EQU IP ME NT 

COM P R E SSORS 

M IXE RS 16 S ASPHALT

AUGE R -

MACHINE MODULE DIS T RIBUTOR 

QUARRY -

num beT indicates numb eT of wee ks 

FUNDAMENTAL SUBJ ECT 

& 

VEHICLE OPERATION 

1 

COMMON CORE MODULE 1 

·WHE E L TRACTOR 

COMP ACT ION 

AIR 

CONCRETE 

EARTH 

DITCH ING 

WAT ER 

By Major Lonnie Williams 

Leonard Wood. Missouri. Army students changed 

over to the new CEO Interservice Curriculum on 

25 November 1974. Students from the other 

services started in the program 6 January 1975. 

In development of this new training program, a 

major change was made in the concept and 

organization of training, particularly for the Army. 

Class lengths and, to some extent, skills taught 

were changed. In most cases, the CEO courses 

have been shortened owing to a change in training 

concept. Chart 1 shows the existing and the new 

course lengths. Charts 2 and 3 reflect the new 

Interservice Training Modules. In designing the 

Interservice courses, no attempt was made to 

duplicate existing courses either in form, content 

or duration. Two thoughts pervaded the design 

process: one. round out the individual by providr--­

-

f-­

SCOOPLOADER 

FORKLIF T 2
 

MODULE 3
 

2 

4 

CRANE 

SHOVEL 2 f----I 2 

5 MODULE 6 

2 

7 

2 

8 

4 

9 

POWDERMAN 

4 f-­ 4 

MODULE 10 MODULE 11 

14 
CHART 1 

COMPARISON OF TRAINING
 

TIMES FOR CONSTRUCTION
 

EQUIPMENT OPERATOR
 

(Weeks) 

MOS Code Old Length Cur rent Length 

62020 7 7 

62E20 8 5 

62 F20 7 5 

62 F30 8 7 

62G20 7 7 

62G 30 4 4 

62H20 Course discontinued 

62 J 20 7 5 

62J 30 5 3 

62K20 7 5 

62 L20 7 5 

62M20 7 5 

ing multi-skill training; and two, provide only that 

training which will be beneficial during the first 

enlistment term. These thoughts tend to reduce 

the overall length of training, particularly whe.n 

coupled with the current DA shift in emphasis 

towards performance training and criterion referenced tests. Right away you will notice that 

now a graduate of Advanced Individual ~raining

(AIT) will be qualified to operate several Items of 

equipment (not just one as was prev~ously the 

ase), all in a shorter time frame. The big reaso.ns 

his difference are performance oriented tram­

'and a "teach the test" concept which zeroes in 

on training, locking out that which is unnecessary 

to perform the required task. . 

Although the training time will be reduced, It 

is important to note that there is no reduced 

standard, either imposed or implied. There is a 

tendency to believe that substitution of a shorter, 

multi-skill course will produce a lesser product 

than the existing 7 week, single skill courses. But, 

when you consider that the amount of hands-ontime on equipment in the 5 week course is at least 

double that which was provided during the 7 week 

course, it becomes apparent that the revised 

CURRENT INT E RSERVICE TRAIN ING 

MOS CODE T ITLE MODULES REQUIRED 

62 0 20 As phalt Eq uipme nt Ope rator 1, 2 and 9 

62 E 20 Cra wler Tractor Operat or 1, 2: (4, 7 or 8)· 

62 F 20 Cra ne Operator 1, 2 a nd 5 

62F30 Crane-Shovel Operato r 1, 2, 5 ilnd 6 

62G20 Qua rr y Ma ch ine Opera tor 1, 2, a nd 10 

62 G JO Powderma n 1, 2, 10 a nd 11 

62 H 20 Concr et e Pa ving Eq uipment Operat or 

62J 20 Genera l Const r uct ion Machine Oper ator 1, 2 and 7 

62 J 30 We ll Drill er 

62K,o Gra der Operator 1. 2. and 4 

62 L 20 Wheeled Tra ctor Oper at or l,2 a nd B 

62M20 Rovgh Terra in For klift an d Load er 1. 2 an d3 

Ope ra tor 

·Dt'/cnlltnt"d I'll Fort Le"nuTlI Wood ba.lcd em alXlUaQW.:y of i;pa< J.

nMOS tu be: di.os(;u"t-mu.ed; se7ul tv 5i.J'J.(J. 

" · Gv tv Port HUR._m~ COff" t!! N....mbeT A -7110-0014. 

courses will be at least as effective as the original 

courses. The organization of the training and 

training strategy make this possible. Through the 

use of training modules, each concentrating on a 

particular type of equipment, equipment operators 

can progress at a faster rate when compared to 

the lock-step method of instruction because of the 

transfer to knowledge that occurs between modules. All students attend a common core module 1 

week in length, then go on to two or three 

additional modules, depending on their MOS (See 

Chart 2). All equipment operators will be qualified on the rugged crawler tractor before going on 

to other equipment, more specialized and sometimes more sensitive. 

This new training program will produce an 

apprentice, capable of operating several items of 

equipment. The Construction Equipment Operators Course will provide the basic skills and 

competencies which must be built on with experience and practical work, best accomplished in the 

unit. 

Several other areas of Engineer training are 

presently being investigated for their interserv~ce

training potential. Among them are Construction 

Surveying, Construction Drafting, Soils Analyst, 

Utilities, Industrial Gas Production, and Vertical 

Construction skills. Before this analysis has been 

completed, all functional duty areas (all MOS) will 

have been compared with those of other services. 

If consolidation is possible, this will be brought 

out. If the courses are incompatible, we will at 

least have the assurance that we're not wasting 

our good tax dollars. But don't close the books 

yet! In our continuing efforts to improve career 

development and progression opportunities, you'll 

see a change in the MOS structure soon (probably 

within a year or so). The result will be a shuffle of 

some equipment among MOS and a new MOS code 

assignment. More on this subject will appear 

when our career field proposals have been staffed 

through DA. In the interim, and afterwards, the 

USAES will continue in its efforts to provide 

challenging and interesting training for every 

Engineer. 

MAJ Lonnie B. Williams, Jr. is currently Chief, 

Individual Training Branch, Training Programs 

Division, Doctrine and Training Development 

Department, DC/CTD, USAES, Fort Belvoir, VA. 

He has a BS in Architecture and is a graduate of 

the Engineer Officer Basic and Advanced Courses. 

MAJ Williams has served with the 17th Engineer 

Bn, Fort Hood, TX; the 921st Engr Group, Fort 

Leonard Wood. MO; HQ US Army Materiel 

Command. Wash, D. C.; overseas assignment with 

2d Engr Bn, Korea; the 547th Engr Bn in Europe; 

and two assignments in RVN. 

15 
---

O~
 CW2 Donald P. Jensen 

Electricity does impact on your job! Power 

production is an everyday requirement within 

Combat and Support Units. As Engineer Commanders/Staff Officers or NCO's you have probably been in a situation similar to one of these: 

• Increased production is required at your crusher 

site; a double shift is the answer, but is lighting available for night operations? 

• A power blackout has occurred. The Post Cold 

Storage Facility has a half million dollars of frozen 

food that is about to thaw. You must provide 

emergency power!! What's the condition of . \ 

100 KW generator set? ) 

• Building a timber trestle bridge in a remote 

area. Power hand tools are the answer! 

• Operating a mobile bath/laundry unit? Not 

without electricity! 

Numerous situations like these occur continuously and all require mobile electric power. 

The fact is, power production equipment is 

essential to virt ually all Army units. 

The Engineer School at Fort Belvoir, Virginia. 

is responsible for training your Power Generation 

Equipment Operator/Repairman, MOS 52B20. An 

insight of this training program should provide 

you with an increased capability of assessing the 

performance and capabilities of your Power Generation assets. 

The present 52B20 program of instruction is 

designed to train students in the operation and 

organizational maintenance of Army generators. 

Instruction is presented in three forms; formal 

classroom. indoor practical exercises on actual 

equipment, and an out-of-doors field exercise 

designed to test an individual's ability to function 

in the field environment. 

Seventy hours of the fundamentals of elect.,; 

ty form a foundation of basic electrical know ' 

and serves as the first subject area present 

the potential powerman. Sixty-five hours of 

16 
theory of operation and diagnostic repair procedures for gasoline and diesel engines provides the 

xt building block in the students' development. 

w, utili zing this newly acquired knowl edge of 

ectricity and engines, the student advances to 

actual generator sets where he masters the 

operation and maintenance pr ocedures of representative models of the DOD Family of Generators 

in the 1.5 through 60 KW range. Diagnostic 

procedures are then presented which enables the 

student to locate and correct equipment malfunctions in each specific type of generator. 

The course is culminated with a three day field 

training exercise developed in 1971, as a result of 

field feedback which indicated the need for further 

training in equipment utilization. Th e skills and 

knowledges obtained through all previous instruction are now tested to determine if the student is 

able to: select the proper generator and cables for 

a given situation, install and connect equipment, 

provide distribution systems and balance electrical 

loads. During the field exercise, the students are 

required to provide power to a variety of electrical 

loads found in the field such as lighting, electric 

motors and buildings with installed electrical 

The training provides realism! Instruction is 

oriented and conducted largely by 

vnds-on t echniques. Power for heating, lighting 

equipment. 

equipment 

and air conditioning of offices and break areas is 

provided by student operated organic generators, 

demonstrating the advantages and importance of 

maintaining a dependable power source. 

The instructors teaching the course collectively 

possess several hundred years field experience, 

thereby providing a key ingredient to the development of students with tricks of the trade and field 

expedients on how to successfully get the job 

done. Th e proper use of technical manuals is 

highly emphasized, as -many times the 52B20 man 

must work independently without the benefit of 

technical assistance. 

The overview presented is but one of the 

courses conducted at the Engineer School. The 

course typifies improvements continually being 

made in training based on field feedback, and 

supports the need for "communication" between 

the Training Base and th e Field Units. If at 

anytime you encounter a situation that may point 

out a training need, or if you need training 

material - take a few minutes and drop us a line. 

The results will be mutually beneficial. 

CW.2 Donald P. Jensen is an instructor in the 

Power Generator Branch, Department of Mechanical & Technical Equipment, United States Army 

Engineer School, Ft. Belvoir, Virginia. 

17 
CPT Frank R. Finch 

If there is one trait common t o all Army 

Engineers, it is the ability to accomplish impossible tasks routinely. Rec ently Camp Parks, California, a small training area for the reserves and 

federal agencies, had a serious problem with the 

water supply for the installation, and Company D, 

864th Engineer Battalion (Constr uction), wa s 

called to the rescue. 

The water was quickly becoming contaminated 

from old-age roofing material which had rotted 

and fallen into the r eservoir. In fact, not only had 

the roofing material deteriorated, but the entire 

timber super st r uctur e as well. After an urgent 

request for assistance was received by the Engi- ­

neers, planning began for the project. A we \ 

estimate from Camp Parks called for four plt-wk. _ ) 

A study of the sit e showed a huge job ahead: all 

stringers (2"xS"x16'). all bracing (2"x4"lS"), all 

decking (2"x4"x16'), and all corrugated asbestos 

sheeting had to be replaced as well as selected 

girders (3 laminations of 2"x 12"x16'). 

Before any work began, the old roofing had to 

be removed - at best, a risky job. A detailed 

man-hours estimate was compiled, and it came 

very close to the original estimate of four plt-wks, 

Although nothing more than a normal project, 

added constraints made this to appear an impossible mission . 

Logistical suppor t, prior training commitments, 

and ongoing projects made four weeks an unacceptable loss for one platoon. Plus, Camp Parks 

needed its only water source made safe as soon as 

possible, before the long, dry season ahead. Two 

weeks for two platoons? This seemed unworkable 

because of the working space available. One 

platoon size unit was the ideal force. 

The solu tion to the problems was one familiar 

to engineer troops: work around the clock! Two 

12 hour shifts were designated, a work sequence 

was carefully organized , equipment and materi2)'­

were prepositioned ; platoon light sets and genel.S Ltors were loaded and D Company was ready t 

mov e out. Twelve men from the 51st Engineer 
Detachment were attached to augment the work 

force . The first platoon started on Monday at 1200 

hours and worked until midnight. The second 

platoon worked from midnight until noon. The 

operation was planned to continue through the 

following Sunday. 

Steadily, the project took shape. Men from the 

51st Engineer Detachment lead the way clearing 

the old debris from the work area, while the first 

platoon followed right behind them with new 

lumber. A safety man in a rowboat below found 

that more of his time was spent retriving lost 

tools . As each man became more proficient in his 

. ,dividual job. the pace of the work picked up. A 

ane was used to remove large beams and debris 

om the water. A break area was established to 

get men out of the hot sun during the day; here 

the mess hall served cold drinks, snacks. and 

coffee at night. 

As the week wore on, the noise level during 

time off dropped noticeably. (No cases of insomnia 

were reported!). Each shift was glad when their 

relief came, but competition was keen to see which 

platoon was getting more work accomplished. The 

Operations Section kept a close watch to insure 

high quality work. 

The big moment came at 0330 hours, Friday 

morning with both platoons working side-by-side. 

Morale seemed higher than ever as the job rapidly 

neared completion. Clean-up and packing of equipment had already begun as the last sheet of 

roofing material was drilled and bolted into place. 

After a breather and a moment to admire th eir 

work. D Company was looking forward to going 

back home. 

Approximately 2700 square yards of area had 

been upgraded to provide a safe water source for 

Camp Parks. Over 5100 man-hours were logged in 

a week's period and a challenging project had been 

ished ahead of schedule, primarily due to the 

n-do" spirit of D Company's soldiers. Once 

ligain. Army Engineers had accomplished a 

"mission impossible." 

EDITOR'S NOTE: 

THE ENGINEER is a magazine committed 

to change, just as the Corps is in a constant 

state of evolution. One of these changes is 

represented in the introduction of a new department devoted to "spreading the word" about 

the experiences of various engineer units, both 

active and reserve component, throughout the 

world. In the marketplace of ideas, THE 

ENGI NEER wants to seize the lead in telling the 

story of your particular unit. There is only one 

way to accomplish this and that is for you to tell 

it.to us first. Drop us a line! 

19 
The US Army Engineer School at Fort Belvoir, 

Virginia, is well known as the "Home of the 

Engineers." A relatively unknown, but very 

significant, segment of the Engineer School family 

are the Mobilization Designees (MOB DES), who 

are assigned to the Engineer School's Mobilization 

TDA. The officer and enlisted men assigned to 

this TDA are members of the US Army Ready 

Reserve. They are career reservists who have 

full-time civilian occupations and who possess 

special qualifications, expertise and skills which 

can be fully utilized by the US Army Engineer 

School (USAES). 

Their prior military service, civilian and military education, and civilian occupations provide a 

valuable resource to compliment the staff and 

faculty of the Engineer School, primarily, in the 

event of national emergency, but also during peace 

time when available assets can be efficiently and 

economically utilized. The MOB DES program has 

been active at the USAES for some 20 years. 

During this time, several hundreds of reservists 

have participated in the program and have contributed to the mission of the Engineer School. 

Department of Army policies for establishing 

and operating the MOB DES program during 

peacetime are contained in AR 140-145, Army 

Reserve: Mobilization Designations, dated 15 

February 1974. 

The objective of the MOB 'DES program is to 

provide key. early augmentation support for valid 

mobilization requirements identified in a mobilization TDA and to have the designees available to 

report between M·day and M+90 days. These 

key, early augmentation requirements are filled 

by members of the Ready Reserve, who are 

preselected and trained by OJT and/or other 

methods. The program prescribes that designees 

will be selected by name and that they will be 

given extensive premobilization orientation and 

qualification training in the positions for which 

they have been selected, including OJT in the 

designated position. With this training, they will 

be expected to perform assigned tasks immediately upon arrival at their mobilization station. 

Proponency for the USAES MOB DES program rests with the Office of the Secretary of the 

Engineer School; however, close coordination is 

required with the USAES, Department of Army 

Wide Training Support (D/ AWTS), the proponent 

for the Expanded Reserve Component Support 

Program and the central coordinating USAES 

agency for all matters dealing with the Reserve 

Components. 

MOB DES are at USAES for 12 days annual 

training each year. They are assigned, however, 

on a 52 week basis and are available on a 

MOB 

DES 

20 
voluntary basis to assist the departments to which 

they are assigned. This assistance consists of 

. acceptance of non-time dependent training 

cts from the School. Each USAES depart­

. 11t is encouraged to review its requirements to 

determine those tasks which are appropriate for 

training projects. 

How does all of this affect the role and mission 

of the US Army Engineer School? Any emergency 

which requires the rapid expansion of the Army 

will bring about a corresponding requirement for 

the US Army Engineer School to augment itself to 

produce a greater number of graduates of all 

existing classes. We foresee that many new 

classes will also be re-created, such as the 

Engineer Officer Candidate School (EOCS). To 

accomplish increased graduations, with no loss of 

quality in instruction, is a formidable task. The 

contingency plan which supports a mobilization in 

the USAES, identifies personnel augmentation 

requirements in three general categories, namely: 

(1) additional civilian space requirements, (2) 

additional military spaces, and (3) the subject of 

this paper; additional pre-selected and pre-trained 

military personnel, "Mobilization Designees." 

Unlike "pipeline" requirements for augmentation, where military and civilian requirements are 

expected to be available from gross assets on a 

l basis following an emergency, th e MOB DES 

ion is a discrete requirement against which an 

1 uividual member of the Ready Reserve is 

selected and assigned with a view toward immediate availability following declaration of war or 

other national emergency requiring a rapid expansion of the active Army. Positions so identified 

represent requirements which require extensive 

pre-mobilization orientation and on-the-job training (OJT). 

Under Advance Emergency Orders, which are 

part of the initial assignment package of each 

MOB DES, the individual is given the authority to 

travel and ordered to report to his mobilization 

station upon notification by the Secretary of the 

Army. Under emergency conditions, such notification might be delivered by the public news media 

or by more usual form of communication, such as 

registered mail or telegram. Some MOB DES are 

identi~ied with reporting dates of 31, 60 or 90 days 

f?llowmg .M-Day, .depending upon the augmentation phasing requirements of the organization. 

As members of the Individual Ready Reserve 

(IRR) not assigned to troop program units, MOB 

~~S officers are subject to the promotion proVI Ion of the Reserve Officer Personnel Act 

D A), under which promotion eligibility is 

ntially a function of total years of commissioned service and time in grade. Promotion flow 

requires three years to 1st LT; -1 years - with 6 

years service to CPT; 7 and 12 years for Major: 

and 7 and 17 years to LTC. For promotion to 

Colonel, zones of consideration are established 

each year by DA and announced in DA Circulars 

in the 135 series. Designees receive permanent 

pron:~tio?s as reserves of the Army and upon 

mobilization enter the active service with a date of 

rank, calculated on the basis of promotion date plus 

credit for subsequent service in that grade in the 

ready reserve. Enlisted Designees are promoted 

according to the provisions of AR 135-205. 

An Officer Evaluation Report (OER) is rendered by the proponent agency for both officer 

and enlisted MOB DES, for each annual training 

tour of duty. These OERs are most important 

when DA selection boards are considering officer 

and EM for retention, promotion, selection to 

senior service schools and selection for new 

reserve assignment. 

The selection and assignment of MOB DES for 

vacancies in the USAES MOB DES TDA is the 

responsibility of the US Army Reserve Components Personnel and Administration Center 

(RCP AC) in S1. Louis, Missouri. RCPAC exercises 

administrative jurisdiction over all members of the 

Re~dy Reserve not assigned to troop program 

umts of the USAR. Within the pool of Individual 

Ready Reserves (lRR), Mobilization Designees are 

assigned to an accounting element called the 

USAR Control Group (MOB DES). The entire 

world-wide US Army MOB DES program authorizes approximately 8500 positions, of which 

some 6000 spaces are currently filled. The MOB 

D,ES positions are located in approximately 50 

different Department of the Army agencies. 

Included in the total authorization are 300 EM 

positions. To-date approximately 30 EM have 

been assigned to MOB DES, Army-wide. It is 

significant to note that of the 300 EM positions 

authorized, 55 are authorized in the USAES TDA. 

There are currently 102 officers and one 

warrant officer assigned to the Engineer School's 

TDA, as compared to 115 authorized. The assigned officers range in rank from Colonel (0-6) to 

2d LT (0-1). The TDA also provides for assignment of 55 enlisted men in th e grades of E6, E7, 

and E8 and at the present two EM are assigned. 

Current enlisted men vacancies exist in t he 

following MOS: lIB, llC, 12B, l2C, 12E, 51P 

52D, 52E, 520, 62B, 62C, 62H, 62N, 76P, 76Y, and 

8lC. Officer MOS vacancies for majors and below 

include: 0663, 1331, 2025, 4200, 4201, 7010, and 

7110. 

What does a Designee do during his annual 

training at the Engineer School? Following are 

representative examples taken from a preview 

USAES MOB DES After Action Report: 

21 
"LTC served as an instructor in the Soils and 

Geology Branch, Heavy Construction Division, 

Department of Engineering Science (D/ES) . During his AT he converted a lesson in "Compaction" 

from synchronized slides and sound using Nurelco 

equipment to picture and sound on Kodak slide 3M 

equipment. He also prepared and taught a three 

(3) hour class to the Soils Analyst Course." 

"Major served as Acting Chief of the Supply 

Branch, General Support Division, Department of 

Military Science (DIMS), for two weeks while the 

branch chief was on TDY." 

"Major as a special staff officer in Department 

of Mechanical and Technical Equipment 

(DIM&TE), assisted in preparation of a department Safety SOP. His civilian position as a staff 

safety engineer for the Port Authority in New 

York provided expertise for him to accomplish his 

special assignment." 

"Major served as an instructor in the Civil 

Works and Military Construction Section, Engineering Management Division, DIES. The absence ofinstructor personnel in his branch had left 

a complete void in the preparation of instructional 

material. During his AT he was able to prepare a 

PO!." 

"CPT served as an instructor in the Structures 

Branch, Engineering Design Division, D/ES. 

During AT he taught 26 hours of classroom instruction. He provided continuity during a period 

when the branch was short of qualified instructors. " 

"CPT served as an instructor in the Roads and 

Airfields Branch, Heavy Construction Division, 

DIES. During AT he taught 21 hours of instruction." 

"LT served in the Automatic Data Processing 

Section, Engineering Management Division, DIES. 

During A T he worked on a computer program 

project which will serve as an excellent teaching 

tool for the Engineering Management Contract 

Course." 

''LT served as a special project officer in the 

Engineering Management Division, DIES. During 

A T he rewrote two (2) practical exercises, testing 

the understanding of construction management 

techniques of EOA C officers." 

The Congress has directed that reservists will 

play a very significant role in today's All Volunteer Army. The pressure on the defense budget, 

recent Army reorganizations, and the increased 

cost of the Volunteer Army has resulted in a 

reduced Active Army establishment. In order to 

maintain the force structure necessary to counter 

threats to our national security, a more efficient 

use was to be made of the resources available. A 

greater use of the Reserve Components in our 

force planning is therefore one method of stretching our manpower resources. 

One of the biggest problems facing the MOB 

DES program today is that of establishing " 

maintaining effective communications, Many J 

servists do not really understand the MOB DES 

program and do not fully appreciate the vital role 

that it plays in support of an active Army activity. 

Likewise, a great many members of the active 

Army do not know what MOB DES means and 

therefore are not able to associate with the 

important role to which we have been assigned. 

One of the main purposes of this article is to 

acquaint both active and reserve members of the 

Corps of Engineers of the MOB DES program. 

The MOB Designee has been working quietly 

behind the scenes for may years, doing his part for 

national defense, and really receiving very little 

acknowledgement for his efforts. other than personal satisfaction that he was making a worthwhile 

contribution. However, those familiar with the 

MOB DES frequently characterize him as a highly 

motivated, self-enlightened individual who is enthusiastic and anxious to make a significant 

contribution to not only his ultimate mobilization 

responsibilities, but to the interim mission of the 

USAES element to which he is assigned. It is 

hoped that this article will be of special interest to 

~hose se~king a. new reserve assignment. F'~~

information relative to vacancies outlined he: 

it is requested that inquiries be addressed to . _~.J

Commander, US Army Reserve Component Personnel and Administration Center, ATTN: AGUZCMD-M, 9700 Page Blvd., St. Louis, MO 63132, or 

write to the Engineer School, Fort Belvoir, VA 

22060, ATTN: ATSE-SE-AA. We want to fill all 

of our vacant positions and we need your help. 

Colonel Roger L. Pendleton is Commander of 

the 1649th MOB DES Detachment, US Army 

Engineer School and has been with the USAES 

MOB DES for 10 years. He served in World War 

II with the 104th Inf Division and with Engineer 

units in Japan and Okinawa during the Korean 

War. He has a BS Degree in Civil Engineering 

from the University of Maine and has taken 

graduate work at George Washington University 

and Virginia Polytechnic Institute. He is a registered Professional Engineer and served as President of the Virginia Society of Professional 

Engineers in 1969-1970. He is a graduate of both 

the Engineer Officer Advanced Course and the 

Command and General Staff College. He is 

presently a second year student in the Army War 

College - non-resident program. His ci'1Y'~"

position is that of a civil engineer with the Del tl ) 

Communications Engineering Center (DCA) It 

Reston, Virginia. 

22 

I 
APPS: Ji new 

meaduiinf/ dydtem 

MAJ Leon Thompson 

The Analytical Photogrammetric Positioning 

l:'Jyst em (APPS) offers great promise as an Engineer measuring instrument. 

In response to requirements to locate the 

position of points more accurately and quickly 

than can be done with maps, Mapping, Charting 

and Geodesy researchers developed the APPS. 

The APPS is a new and innovative application of 

well established photogrammetric principles which 

have been incorporated into hardware that is 

simple and rugged enough to be moved to the 

field. The purpose of this article is to briefly 

explain how the APPS's system operates, to 

discuss some possible engineer uses of the APPS 

and finally to challenge all Army Engineers to 

consider other innovative, time and money saving 

applications of this potentially valuable tool. 

Basically the APPS is a measuring system 

which may be used to determine the UTM grid 

coordinates of any point appearing on a previously 

prepared point positioning data base. The important point is that the accuracy of the APPS is far 

superior to that obtainable from a map. The 

APPS will produce positional information in 

~i utes and is extremely simple to operate. The 

'ense Mapping School (a component of the 

tense Mapping Agency) offers a 34 hour course 

which produces an extremely proficient operator. 

In isolated cases, operators may be trained even 

quicker. 

Operational Technique 

The APPS is only useful in an area where a 

point positioning data base (PPDB) has been 

prepared. This means that the area must have 

been metrically photographed and photogrammetrically triangulated (determination of camera 

position and attitude) with all computed data 

placed on a magnetic tape cassette. These photos 

and this magnetic tape comprise what is commonly 

called the APPS "data base." Photo 2 depicts the 

operational system concept for the APPS. In 

essence when a target or a point to be measured is 

brought to the attention of the APPS operator 

(recon photo, map, visually, etc) he first determines from the photo index (mosaic) which two 

overlapping photographs contain the image of the 

target. He then withdraws from the data file 

(manila folder) the proper two photos and the 

appropriate magnetic tape cassette. Placing these 

photos on the modified Stereotope, the APPS 

operator derives measurements which are used by 

the programmable calculator, in conjunction with 

the information from the magnetic tape, to determine the location of a previously unknown point. 

The entire operation only requires approximately 

four and one-half minutes. Subsequent points 

23 
appearing on the same two photographs require 

even les s time. perhaps twenty seconds. 

APPS Accuracy Exceeds that of a Map 

The obtainable accuracy of the system depends 

on the abilit y of the operator to identify that 

which he wishes to measure (correlation error). 

the measuring ability of the apparatus (instrument 

error) and the triangulation errors that exist in 

the previously prepared data base. For Engineer 

use, the "target" or point to be measured will 

always be readily identifiable so correlation errors 

by the operator are not significant. The instrumental or measuring error of the APPS hardware 

is a constant of approximately 25 to 30 micrometers. (Later versions yet to be produced will 

undoubtedly be more precise.) Therefore, the only 

err ors whi ch need concern the Engineer are 

triangulation errors which vary with each data 

base. The exte nt of the triangulation errors 

depends ~n the scale of the photography. As with 

a map , th e smaller the scale the greater will be the 

error. 

For standard small scale data bases (1:100,000) 

th e APPS can determine positions to within + 10 

met ers in N (Northing), E (Easting), and H 

(Height). When compared to the possible err or s in 

a 1:100,000 scale map (51 meters horizontal (N and 

El , 15 meters ver tical (H)) it is' apparent that the 

APPS represents a sizeable improvement. particulary in Nand E. 

Similarly, the photography taken for the purpose 

of producing a 1:250,000 scale map probably will 

have a scale of 1:100,000. If these photographs are 

used in the preparation of a PPDB. the APPS may 

be employed to determine the N. E and H coordinates of any point to + 10 meters or better. If 

th ese same photos are -used to make a 1:250,000 

scale map the errors will be considerably larger 

(see Table 1). 

TABLE 1
 

Possible Positional Error based on
 

National Map Accuracy Standards
 

Poss ible Error 

Horizontal Vertical' Map Scale (M et er s) (Meters) 

1: 20,000 (or larger ) 17 3 

1:50,000 25 3 

1: 100.000 51 15 

1: 250,000 127 30 

"Based on representativ e con tour int ervals 

More importantly, for non-standard, large scale 

point positioning data bases (approx. 1:20,000 or 

larger) the APPS will produce positional data to 

better than one meter. Referring to the well 

established National Map Accuracy Standards it 

can be determined that any point on a map may 

have an absolute positional error as great as those 

depicted in Table 1. -) 

The APPS will always give better positi. 

data than maps simply because two steps (Steps -0· 

& 7 in Table 2) in the mapping process, both of 

which contribute heavily to errors, have been 

eliminated. 

TABLE 2
 

Mapping Sequence
 

1. Mission Planning 

2. Acquire Mapping Photography Data Base 

3. Photographic Process ing (a pprox 50% of 

4. Photo Triangulation tota I cost) 

5. Triangulation Adjustments 

6. Compilation & other Mapping Processes 

7. Reproduction & Di stribution 

Table 2 lists, in gener al terms, the steps 

required in producing a map. If one stops after 

step 5, the product will be a data base (photos & 

triangulation data) which is useable in an apparatus like the APPS. The compilation and 

r eproduction steps have been eliminated. This 

eliminates two large sources of error and, as a 

bonus, cuts approximately 50% of the cost. The 

accuracy of the APPS for small scale photography 

is astounding. However, for Engineers, APPS 

results from lar ge scal e data bases (when av- ..- -. 

able) are even more important. When usin ) 

large scale data bas e (1:20,000 or larger), t,.-_ 

APPS will produce positional data to better than 

one meter in NI E and H! Furthermore, these 

results ar e possible with a system that is simple, 

fast and rugged enough to operate under field 

conditions. 
Although large scale data bases are presently 

considered non-standard and are somewhat expensive to produce, they could probably be made 

available under the following circumstances: 

a.	 a high priority requirement exists, 

b.	 large scale photography already is available, 

c.	 a sufficient time/cost savings could be docu ­

mented, 

d. a high frequency of use is expected. 

Engineer uses of the APPS 

Assuming that a large scale data base exists, 

how might an Engineer use an apparatus which is 

accurate to better than one meter and is quick and 

simple to use? This question may be answered by 

listing the circumstances when an Engineer needs 

positional data. 

• Cut and fill- A prime example is cut and fill 

determinations. Using an APPS and its programmable calculator. the Engineer could quickly and 

inexpensively determine the most advantageous 

route for a new road by measuring along the 

proposed routes to better than one meter and then 

computing the amount of material to be hauled in 

or hauled out. Route recommendations could be 

made without ever dispatching field parties. 

• Trafficability - Trafficability studies would 

be greatly facilitated. Without dispatching Engineer recon teams the APPS operator could: 

a.	 determine slopes by measuring spot elevations, 

b.	 measure tree heights which may be related 

to tree size, 

c.	 measure road widths, 

d.	 determine widths of rivers. ravines, gullies, 

etc. 

• Tactical Operations - Tactically the APPS 

would be useful in determining the size of 

probable landing zones, the height-to-distance 

clearances on the end of expedient runways, and 

the size and condition of beaches. The amount of 

bridging necessary to overcome a natural obstacle 

could be quickly determined by measuring the 

width of the river, gully, etc. Tactical movement 

would be failitated by providing data to determine 

the intervisibility between battlefield areas. Engineer intelligence teams are expected to maintain 

records of probable Engineer targets whose coordinates could be very precisely determined with 

the APPS. 

• Drainage Studies - By measuring spot 

elevations the Engineer could quickly and accurately compute drainage patterns. The height 

of dams could be measured or the extent of the 

area to be flooded computed in the event a dam of 

a specific height were constructed. 

• Line of Sight - Line of sight determinations 

for special communications equipment or for 

sophisticated distant measuring equipment becomes easy and extremely fast by using the 

APPS. 

Other Engineer uses of the APPS certainly 

exist; it is a solution looking for a problem. 

As Engineers we should be cognizant that a 

simple and rugged device exists. which, when used 

with a non-standard large scale data base, will 

allow us to measure to better than one meter 

without ever leaving the office. Furthermore. the 

system requires very little operator training, is 

nearly free from maintenance requirements, and is 

extremely fast to use. It would seem that 

Engineers could produce better products/information, more quickly and accurately and with less 

manpower by using the APPS. The Analytical 

Photogrammetric Positioning System (APPS) is 

presently being selectively deployed in all the 

Services with several being destined for each 

Topogaphic Battalion. Shouldn't all Engineers be 

using it? 

Major Leon (Sam) Thompson is presently assigned to Engineer Branch, OPO. He was pre viously assigned to the Topographic Sciences Division, 

Defense Mapping School, at Fort Be lvoir, Virginia. 

A graduate of the United States Military Academy, he has both a Masters Degree and Ph.D. in 

Geode tic Science and is a graduate of the Command and General Staff College. Key assignments 

include the 809th Engineer Battalion (Construction) in Thailand; Advisory duty in Vietnam; the 

326th Engineer Battalion (Combat) in Vietnam; 

and the Research Institute of the Engineer 

Topographic Laboratories at Fort Belvoir, Virginia. 
ENGINEER
 

TRAINING &
 

EVALUATION 

COMBAT 

BATTALION, 

CORPS 

AUGUST 1974 

TC 5-IIE 

- ~~-- -;:<£41:;'

~ifikTRAl!~ :/ ~- ~-Z. __ L=} ~~7 . . • 

Captain Ronald C. Clement 

In his book, Guidelines for the Leader and the 

Commander, General Bruce C. Clarke, USA, 

stated that the paramount concern of the Army is 

the ground combat soldier and that, among other 

things, he must be well trained to perform 

effectively in combat. Few will argue that the 

combat engineer company, comprised of individual 

engineer soldiers, plays an indispensable role in 

combat operations whether they be offensive or 

defensive in nature. Just how well that company 

performs in accomplishing the myriad of assigned 

tasks is directly related to the effectiveness of the 

unit commander's training program. The Army 

Training and Evaluation Program (ARTEP) 5-35, 

published in August 1974, provides the combat 

engineer company commander with a tool to 

develop an effective training program and the'" 

readily evaluate the state of training and rea, 

ness of his unit. 

The ARTEP 5-35 is a document which provides 

guidance to the commander in regard to scheduling, conducting, supervising, and evaluating 

training in his unit. It supersedes portions of ATP 

5-25 and ATT 5-25 which apply to TO&E 5-35 

units. The overall objective of the document is to 

outline the "collective" training and evaluation 

tasks. The trainer can devise the individual 

soldier's tasks by use of techniques in FM 2-6, 

"How To Prepare and Conduct Military Training," 

which, when combined with ARTEP 5-35 will lead 

to successful accomplishment of the unit mission. 

Additionally, it provides flexibility for the commander in developing his own training program. 

Based upon the systems engineering concept, 

the ARTEP 5-35 establishes minimum training 

objectives, keyed to acceptable degrees of proficiency and levels of performance, and then 

provides flexible guidance for attaining those 

objectives. Whether or not the objectives are 

successfully attained is measured by demonstrated 

performance, rather than simply being exposed to 

training for a specified number of hours. The 

minimum objectives are presented in the form r 

task inventories at the battalion, company, pl 

toon, and squad lev els. These task inventories 

consist of a major mission, each with several 

26 
ilbordinate tasks which must first be accom­ its primary mISSIon. If weaknesses are noted

plished in order to complete the major mission. 

An example of a squad-level major mission with 

corresponding subordinate tasks is shown below: 

(M a jor Mission) 3.	 PROVIDE ENGINEER SUPPORT 

I N ASSAULT RIVER CROSSING 

OPERATIONS. 

(Sub Task) 3.4	 Support assault phase of r iver crossing . 

Ass emble assault boats . 

Operate assault boats. 

(Sub Task) 3.5 Clear far shore obstacles . 

Remove underwater obstacles. 

Clear far shore minefields. 

(Sub Task) 3.12 Construct anchor tower. 

Anchor tower base. 

Rig guyl ines. 

Connect tower sections to pivot 

unit. 

Raise the tower. 

It can be readily seen from the above example 

that in order to successfully accomplish the squad 

mission each subordinate task must be successfully completed. Poor performance in any of the 

ibordinate task areas may severely hamper or 

.Jossibly cause the squad to fail in accomplishing 

TEST EomOM 

SOLDIER 'S MANUAL 

during the evaluation of the squad's ability to 

accomplish these subtasks, then the platoon leader 

or company commander may require additional 

training in those specific areas until the squad is 

proficient. The beauty of the whole program is 

that the objectives, major mission, and tasks are 

readily definable and serve not only as a measure 

of a squad's ability to accomplish its assigned 

mission, but also	 the individual squad member's 

ability to function as a contributing member to the 

total team effort. 

A change is on the way to classify tasks by 

levels of proficiency. It must be understood that 

system engineering is a dynamic process possessing an element called quality control. Information 

obtained from draft reviews and interaction with 

other service schools all point to a need to relate 

to training readiness. Change 1 to ARTEP 5-35, 

along with the	 new ARTEPS, provides this 

guidance. 

The other unit ARTEPS soon to be available 

are: 

ARTEP 7-15 LIGHT INF BN 

ARTEP 7-45 MECH INF BN 

ARTEP 11-35 SIG BN (ARMD/M:ECH BN) 

ARTEP 17-35 ARMORED BN 

ARTEP 29-17 FORWARD SUPT MAINT CO 

In addition, a new performance oriented training film for engineers is to be released soon. Its 

title is "Dynamic Training - The Way to Go." 

Finally, there are the various individual training devices such as Training Extension Courses 

.(TEC), Individual Training and Evaluation Programs (ITEPS), and Soldier's Manuals. 

ARTEP 5-35 serves as a valuable training 

guide to the combat engineer company commander. When	 properly implemented, it will 

insure that this will not fail its assigned mISSIOn 

due to a lack of technical proficiency. 

Captain Ronald C. Clement is a graduate of the 

Engineer Officer Advanced Course (1-75). 

He has a BS tn Forest Management and a Master 

of Business Administration degree from Oregon 

State University. His previous military assignments include: Commander, C Company, 339th 

Engineer Battalion (Construction); Commander, 

902d Engineer Company (Float Bridge); Intelligence Officer, 20th Engineer Brigade, RVN; and 

A ssistant Facilities Engineer, Fort Ord, CA. CPT 

Clement's ne xt assignment is Assistant Professor 

of Military Science, Oregon State University. 

27 
CPT Robert J. Melchoir 

Mapping, charting & geodesy information documents play a vital role in an organization's 

planning and execution of its training and mission 

requirements. These topographic products are of 

paramount importance to an individual responsible 

for the effective employment of any size unit in 

the Army today. Yet, there are many products 

available which are not being utilized properly 

because of the lack of knowledge by planners and 

commander s as to the availability of these products and the proper procedures for their acquisition. 

Mapping, charting & geodesy product distribution centers are located throughout the United 

States and Europe. They are frequently found 

with an Army Topographic Battalion, which 

has joint responsibility with the Defense Mapping 

Agency for MC&G product distribution and production in the Army. The control of the topographic field for the U.S . military today is vested 

in the Department of Defense under the auspices 

of the Defense Mapping Agency, located at 

Washington, D. C. All MC&G product distribution 

and production is monitored by this Agency and 

centralized control is exercised over the topographic facilities of all the Services from its headquarters. 

All U.S. military units located in the Continental United States, Alaska and the Canal Zone will 

submit requests for MC&G products to the 

Defense Mapping Agency Topographic Center, 

Attn: 55300, Washington, D.C. 20315. This 

agency is responsible for all inventory control of 

topographic materials in the CONUS system, and 

after processing all requisitions will forward them 

for supply action to one of two major depots. For 

units locat ed east of the Mississippi River, all 

topographic products will be supplied from the 

depot at Philadelphia, Pennsylvania, and for units 

west of the Mississippi River all materials will 

come from a similar depot at Clearfield, Utah. The 

European distribution center is located at the 

649th Engineer Battalion (Topol. APO New York 

~"rr-~. ~"'""~~&.

09081, near Heidelberg, Germany. All units assigned to the European Theater, Italy, and the 

Middle East should request their topographic 

products from this center. Finally, for units 

stationed in the Pacific Theater, the distribution 

center is located at the 652d Engineer Battalion 

(Topol, APO San Francisco 96558, on Ford Island, 

Hawaii. Units not covered by the listed distribution centers should write the Defense Mapping 

Agency Topographic Center, Attn: .55300, Washington, D. C. 20315, concerning topographic distribution and product availability. 

An extensive line of mapping. charting & 

geodesy products is available at these distribution 

centers. Large, medium, and small scale topo ­

graphic maps are available for the geographic area 

of the world covered by that center. In addition to 

standard topographic maps, other special classified 

and nonclassified geographic information docn, <, 

ments are available. Road and bridge classifica' 

and military supply route maps are available 

assist the commander in planning his route 

movements and convoys. Lines of communication, 

urban area studies, port studies, terrain analysis 

studies and strategic terrain studies are stocked to 

assist the planned with specialized details concerning the area of their operations. Special 

engineer and intelligence studies are also frequently available, and many centers stock locally 

produced charts and overlays covering a specific 

area of military interest. The European distribution center also operates a geographic information 

library where rare, very old, or highly classified 

MC&G products may be used by a unit on a loan 

basis. Finally. the distribution centers will 

normally have an exchange account with foreign 

and allied nations and can provide U.S. units with 

allied MC&G products, provided that adequate 

justification is submitted and validated by each 

higher command of the originating unit. 

All policies and procedures for Army topography are outlined in AR 115-11, dated February 

1974, and should be available in all unit regulation 

files. This regulation describes in detail the 

functions and responsibilities of each comm-z;" 

echelon within the U.S. force structure for 

collection, interpretation and dissemination of 

topographic data. It also states in brief detail the 

28 
products that are available, the policy guide for 

their release and the prescribed channels for 

procuring these products and data. 

The procedures for obtaining mapping, chart­

.- ":l'\g and geodesy information documents are quite 

nple. The MC&G distribution system has 

.dopted the MILSTRIP requisition system as the 

primary means for supplying topographic products. All requests should be coordinated through 

the appropriate S-2/G-2 prior to submission to the 

map depot system. The DOD map supply catalog 

is available from all centers and will describe 

details necessary for submitting requisitions into 

the system. In addition, the local depots publish 

requisitioning procedures for their system and 

also produce a local catalog showing all special 

products and classified items available at their 

location for issue to units. Requisitions are 

processed at the map depot in accordance with the 

standard supply priority system and shipped by 

the fastest means possible to the customer. For 

units located near the distribution facility, a unit 

pickup service is offered. 

Many additional mapping, charting & geodesy 

(and geographic) products are available through 

other federal and state government agencies. The 

U.S. Geological Survey has large scale mapping 

and special products for most areas of the United 

States. These products are available to units of all 

services; and the procedure for their acquisition, 

...-..·+,h the location of distribution centers, is con­

.led in AR 115-11. The Central Intelligence 

gency (CIA) has numerous special intelligence 

reports and studies available upon request. The 

Department of Agriculture is an excellent source 

for aerial photography and has available almost 

complete coverage of the United States. Requests 

for all aerial photography should be addressed to 

the USGS Information Office, location identified in 

AR 115-11, and accompanied by adequate justification validated by all higher commands of the 

originating unit. In the absence of adequate 

justification. photographs may be purchased from 

the Department at an approximate cost of $2.50 

per photo. Many city and state government 

offices will normally have maps and charts available for their area, and a visit to these offices will 

oftentimes prove rewarding to a planner in search 

of topographic material. 

This has been a cursory review of the mapping, 

charting & geodesy product distribution system. 

MC&G distribution centers are located throughout 

the world to serve and supply the military commander and planner with topographic products. 

Commanders at all echelons must be aware of 

what is available through this supply system, and 

the distribution centers must be utilized to their 

maximum if effective leadership, training, and 

mission accomplishment are to be realized . 

Captain Robert J. Melchior, Engineer Corps, is a 

graduate of the Engineer Officer Advance Course 

at Fort Belvoir, Virginia. Prior to being assigned 

to Ft. Belvoir, he served for 3J/z years with the 

Engineer Topographic Center in Heidelberg, 

Germany, as the OIC of the USAREUR Map 

Depot and as Chief of Topographic Map Distribution for USAREUR. 

29 
For ing frlsndshlpsf tough
 

REFORGER VI
 

Captain samuel C. Raines 

Reforger comes but once a year, and upon its 

completion comes many varied reflections as to 

what it actually was. Reforger is perhaps the 

largest annual combat training operation involving 

US and Allied Forces. For some soldiers, Reforger meant a trip to Europe, or a scenic view of 

the German countryside. To commanders, Reforger was an excellent time for training and 

testing their unit capabilities. To the high level 

staff and politicians, Reforger provided the opportunity to evaluate the overall potential of countering a threat to world peace. To some Europe-based 

units, it may have been another field problem 

taking them away from their families and the 

comforts of barracks living. To the G. I., it was 

spent in cold, wet weather, of going without sleep, 

and living in the mud and /or snow. But to the 

Combat Engineers, who were responsible for 

controlling and r epairing the maneuver damage to 

the Germany countryside. Reforger meant something quite different. 

For the second consecutive year, the 82d 

Engineer Battalion, stationed in Bamberg, 

Germany, was selected as the "Maneuver Damage 

Control" element for Reforger VI, 1974. To 

accomplish its mission, the Battalion divided the 

maneuver area into sections, each to be controlled 

by a combat engineer company. Maneuver damage control involved recording all damage prior to 

Reforger, and during the exercise constantly 

patrolling the area, recording each particular __-c. 

damage regardless of how small. These repo' 1 

were forwarded daily to VII Corps Headquarte ,. 

and provided information needed to assist in 

control of the exercise. In addition, these reports 

were recorded by the claims office in order to aid 

the government in settling any claims resulting 

from damage caused during the exercise. Additionally, the Engineers were required to repair 

any major damage causing possible safety hazards. 

This task involved repairing bridges, scraping 

mud off the roadways, and traffic control. The 

Engineers also monitored rainfall and soil conditions and forwarded the statistics to VII Corps 

Headquarters. From other Engineer data and 

these reports, the Commander was able to decide 

whether maneuver elements should stay primarily 

on the roads or be allowed to maneuver in the 

fields and forests. In essence, the Engineers were 

required to be "on the go" around the clock. 

One of the most important aspects of the 

Engineer's mission was that of maintaining good 

will and public relations with the German people. 

Often times after a mechanized or armored unit 

had maneuvered through a small village, the 

Engineer maneuver damage control teams were 

the only ones left behind to repair damages, ass;'

the local villagers with claims, or to try to lei 

the German people with a good feeling towa 

Americans and the U. S. Army. On occasion, a 

30 
c
 

(; 

.._.far mer's entire crop had been smashed by a tank. 

( street torn up by an APC. or minor damage to 

\... .uildings resulting from trucks. It was not always 

- easy to maintain good diplomatic relations! But. 

overall the Engineers were able to accomplish this 

task very successfully. 

Bravo Company of the 82d Combat Engineers 

decided to accomplish its mission differently this 

past year. The company began initial reconnaissance of its area of responsibility three months 

prior to the Reforger exercise. The area measured 

about 60 miles long and 30 miles wide. First, a 

village had to be selected as a command post; 

secondly, every road within the area had to be 

reconnoitered and all existing damage reported. 

(This would later be compared with exercise 

damage for claims purposes.) The city of Nuresheim was selected as a command post and 

meetings were held with the local Burgermeister 

(Mayor) to determine where the company could 

bivouac and what city facilities could be used. 

Coordination was made with the German Highway 

Authority, as they would work very closely with 

American Engineers in keeping the roads repaired, clear of mud, and safe. 

It was at this point that Bravo Company 

,..--'lecided to do things a bit differently. Along with 

( aneuver damage control and repairing areas the 

'- -cmericans had damaged, the company decided to 

use its engineer equipment to do construction 

projects for the city. The local German people 

were very excited about this. 

There was much paperwork and coordination 

required before a German-American Project would 

be approved, but in time this was accomplished. 

In exchange for American Engineer assistance, 

the city of Nuresheim provided a bivouac area 

near the center of town, an old Bahnfof (train 

station) to use as offices. free water, and use of the 

local school's hot showers and heated swimming 

pool. After a long cold day in the snow and mud. 

the hot shower felt good! 

Bravo Company maintained close contact with 

all maneuver units in its area and through this 

effort and the training of state side elements in 

controlling damage, overall maneuver damage was 

reduced to a minimum. 

During the month's stay in Nuresheim, many 

soldiers of Bravo Company were treated to free 

food and drinks by local townspeople. On two 

occasions the city sponsored a dance and invited 

all of B Company. There were towns in the local 

area which gave American Engineers a chance to 

observe the people, customs, and traditions not 

normally available to the G. 1. Daily the bivouac 

area was overrun with small children who seemed 

to be fascinated with the Engineers' operation. It 

did not take long for the Engineers to begin 

sharing their "C" rations and candy with the 

children and some close friendships were made. 

31 
Often in the evening a German family would come 

to the bivouac area requesting a soldier to come to 

their home for dinner. One particular Sunday, 120 

families arrived for this purpose - there were 

only 100 Engineers. Some G. L's had more than 

one lunch that day! 

The projects consisted of constructing a road, 

building a sportsplatz, and leveling a site for 

construction. The company worked closely with 

the city engineers to insure proper construction of 

the projects. Daily, while working on the projects, 

the dozer and bucket loader operators were 

greeted by local townspeople who brought them 

hot coffee, cakes, and cheese. 

The city mayor and his staff visited the bivouac 

area and were delighted with a lunch of "C" 

rations - the "C" rations were their request. One 

Engineer impressed the local priest with his 

ability to play the church organ, and another gave 

a class to the local school on trapping in Minnesota. 

Refarger end ed and with it the end to Bravo 

Company's official duties In Nuresheim. On the 

night prior to the company's return to Bamberg, 

the town hosted the entire company to a big 

banquet consisting of food, drink, music, entertainment, and lots of good friendship . During the 

cour se of the evening, the city expressed its 

thanks in the form of many gifts. The Engineers 

in turn made presentations to the city for its most 

gracious hospitality. 

The following morning, amid a snowstorm, 

Bravo Company left Nuresheim and began its long 

convoy back to Bamberg. It seemed the entire 

city was there to say good-bye . As the trucks 

pulled out, there were many cries of "I'll be back!" 

Although Reforger was over, the warm memories 

of German-American relationships and the wonderful little town who literally adopted an Engineer Company, would never be forgotten. Bravo 

Company continued its snowy journey northward 

home, and each man had a warmness in his heart 

knowing Reforger had provided them with a closer 

bond between American soldiers and German 

civilians. 

As Commander of B Company, 82d Engineer 

Battalion (Combat), I was naturally concerned 

with the idea of bivouacing a company literally in 

the center of a small German town. However, 

when my soldiers saw and felt the hospitality of 

the local citizens, they in-turn conducted themselves at all times in a manner highly befitting a 

soldier of the United States Army. They were 

proud to be able to assist this small city. In the 

weeks following Reforger, I have noticed a large 

number of my men returning to Nuresheim on 

pass or leave. I consider this evidence of the 

superb German-American relationship established 

... ..

by a group of men who wanted to help. We were 

proud to help the German community who went 

"all out" to provide a home for Americans who 

were away from their own home. To B Company, 

the outcome on Reforger was a valuable lesson on 

the merits of a little extra effort, thorough 

planning and coordination, and a desire to help. 

CPT Samuel C. Raines was the Company 

Commander, Co B, 82d Engineer Battalion (Cbt), 

Bamberg, Germany. He completed Engineer OCS 

in 1966 and graduated from the Engineer Officer 

Advanced Course in. 1970. Military assignments 

hav e included CONUS, Vietnam, Europe ar:' 

Ethiopia. He holds a BS degre e from AubU1 

University. 

32 
I by LTC Adrian G. Traas 

The Scenario Oriented Recurring Evaluation 

- System (SCORES) is a combat development technique for identifying shortfalls and addressing 

potential improvements in Army organization, 

doctrine, and materiel. General DePuy, the Commanding General of TRADOC. initiated this technique in early 1973 by directing the U.S. Army 

Combined Arms Combat Developments Activity 

(CACDA) at Fort Leavenworth, Kansas. to develop a process which could test, evaluate, and 

actively measure the effectiveness of the current 

force structure of the Army. 

SCORES is being accomplished through the 

preparation of a family of standard scenarios 

against which any combination of forces can be 

evaluated and their relative capabilities and limitations determined. The development and evaluation 

of these scenarios is being carried out through the 

combined efforts of TRADOC centers and 

schools, each adding its expertise to any conclusion 

in the same scenario. The U.S. Army Engineer 

School (USAES) plays the Engineer role throughout there scenarios. 

TRADOC selects the geographic areas in which 

,- \ rmy forces will be evaluated. The areas are 

I" lected to evaluate forces operating in certain 

.mvironments (desert, tropics, temperate, arctic) 

and tactical situations (airmobile, armor, antiarmor, counterinsurgency). The forces and situations chosen for the scenarios are selected to be 

typical of when, where, and how the US Army 

might realistically expect to be committed in the 

real world. For each area, Headquarters, 

TRADOC, provides a general scenario which 

includes a description of the area, enemy forces, 

friendly forces, the events leading to the introduction of US forces, and the mission of the Army 

component. CACDA then expands this general 

scenario into an operational scenario by further 

defining missions and tasks to include Corps, 

COSCOM, Division, and DOSCOM level plans and 

orders. Designated schools, such as the Engineer 

School, develop supporting plans at the brigade 

and battalion level. At this point, the baseline 

force structure is firmly established and represents the existing force of today. The major units 

are located on the ground and as realistic a threat 

as possible is clearly defined. Further refining and 

fleshing out of details continues by the schools. At 

the Engineer School this is accomplished by a 

Scenario Development Team, which is made up of 

representatives from the combat developments 

activities of the USAES. The team insures that 

the scenario developed provides the testbed to 

support combat development activities and provides data for required decisions. 

33 
Scenario development entails preparation of 

annexes, orders, overlays. and command guidance 

for the subordinate units down to battalion and 

company level. In some cases, such as airmobile 

raids. plans include individual platoons and teams 

in order to gain sufficient resolution in critical 

areas of interest. Situations are developed to test 

unit capabilities and limitations. An example 

would be the tasking of an engineer airborne 

combat battalion and airborne light equipment 

company to construct two C-130 forward medium 

duty airfields in a limited period of time. Water 

production, support of airmobile operations, employing minefields and barriers, fire fighting 

requirements, and operational base support are 

other examples of the varied engineer roles that 

are selected during the scenario development for 

subsequent evaluation. The detailed operational 

scenario is then ready to be assembled. Inputs 

from all the schools and centers are consolidated 

at CACDA. Differences are resolved, editing and 

rewrite performed, and the details provided by 

each school are made an integral part of the total 

scenario package. This completes the development cycle for a standard scenario and the 

evaluation is ready to begin. 

The Engineer School Evalation Team conducts 

preliminary (Phase I) and detailed (Phase II) 

evaluations of engineer elements within the structure of approved operational scenarios. This team 

is independent of the Scenario Development 

Team, by organization as well as outlook, to insi 

a separate and balanced review of the engine 

force structure capabilities. It is constituted froni 

the assets (principally instructors and EOBC 

students) of the Deputy Commandant for Training 

and Education (DC/T&E) and the Defense Mapping School. The Director of the Department of 

Military Science, USAES, heads the team. 

Drawing on the expertise in the teaching elements, the Evaluation Team assesses capabilities 

and limitations. identifies means of improving 

effectiveness, changes in organization, equipment, 

doctrine and training. Evaluation reports are 

prepared by the team and forwarded for use by 

the Deputy Commandant for Combat and Training 

Developments (DC/CTD) at the Engineer School 

and other TRADOC schools and centers. as appropriate. for further evaluation and coordination. 

The efforts of the SCORES Scenario Development and Evaluation Teams are guided by a 

Steering Committee comprised of the most senior 

and experienced Engineer officers available at the 

Engineer School and Defense Mapping School. All 

major findings and conclusions of the SCORES 

Engineer Task Force are reviewed by this eommittee prior to approval by the Commandant 

USAES, as the official engineer contribution. 

The SCORES process is accomplishing 1 

purpose. In one scenario, preliminary Phase I 

evaluation revealed 'that a group headquarters, 

several fire fighting teams, and float bridge units 

could be eliminated from a theater force structure 

without reduction in the total force capability. The 

geography, climate, and total force ceilings 

prompted these findings. This preliminary evaluation also identified other items for subsequent 

Phase II detailed evaluations. These items included a close look at barrier operations; dust 

palliation; development of minimal essential operational bases during a limited period of operation; 

terrain interlligence; and water production, storage. and distribution. The Phase II detailed 

evaluations are handled either as an iteration or a 

side excursion of the Phase I evaluations. As an 

example, water was identified as a problem area 

for operations in the Middle East. Even after 

several production sources were found to be 

adequate, distribution of the water proved to be a 

problem. Considerable discussion then took place 

with the Logistics Center, Quartermaster School 

and Transportation School. The refined evaluation 

should come up with a solution. If it does no' 

then items in development are analyzed for co. 

parison and "what if' situations are evaluated. 

these efforts still do not solve the problem, a new 

34 
study in materiel development action may be 

required. Thus. in one instance SCORES has 

accomplished part of its objectives in identifying 

rtfalls. 

'SCORES evaluations must also interface with 

existing study and development programs. The 

requirement to minimize deficiencies. shortfalls or 

excess capabilities surfaced in the evaluations will 

direct the efforts of the combat developments 

community towards more immediate improvement 

of the combat effectiveness of the present day 

Army. The Commander. TRADOC, has stipulated 

two requirements which must be met prior to 

approval of any combat developments action. 

First. the proposal must be evaluated within the 

context of one or more of the standard scenarios. 

and secondly. a comprehensive Cost and Operational Effectiveness Analysis (COEA) must be 

completed. The combat developments proposal. 

whether it be new doctrine. materiel development. 

or organizational change. must demonstrate its 

worth in both these areas. Some of the advantages of these evaluation techniques are: 

• The combat developmental effort is focused on 

improving the Army in the near and mid range 

time frame as opposed to long range conceptual 

planning. Requirements in those areas which can 

most significantly influence the mission effectiveness of the overall force will receive the most 

attention. 

• The overall force package may be adjusted or 

reduced. and more effective use made of those 

elements which are proven necessary for retention 

in the force structure. 

• The Army will be able to maintain a high level 

of combat effectiveness while operating at a 

reduced strength level. 

In summary, SCORES provides, through its 

family of standard scenarios. real world situations 

within which all combat developers will work. 

SCORES integrates the qualitative factors of 

human judgement and experience along with 

computer techniques and quantitative tests results 

in arriving at recommendations and conclusions. 

Finally. through the continuous process of upgrading the capabilities of the present force structure, 

it assists the Army and Corps of Engineers in 

maintaining a combat ready force; lean. mean and 

effective on the battlefield. 

Lieutenant Colonel Adrian G. Traas is currently assigned as SCORES Development Team Chief. 

Concepts and Studies Division. Deputy Commandant for Combat and Training De velopments. 

USAES. He holds a, BS degree from Marquette 

University and a MA degre e from Texas A&M. 

GENERAL SCENARIO 

SCORES PROGRAM FltOW CHART 

USACACDA 

ResponsibiIities 

OPERATIONAL SCENARIO ENGINEER DETAILED 

SCENARIO 

PUBLICATION & WARGAMING ",PHASE I EVALUATIONS 

PHASE I EVALUATIONS .... PHASE II EVAEUATIONS 

DC/ TD, USAES : t EVALUATlONS DOC;rRI~E ;r RA DOC REQUIREMENTS 'if JIll£-. • .i ~.JfIIfIS MATERIEL" IMPACT ON: 

TRADOC INPUT CACDA, LOGC, PERC ORGANIZATION

TO DA POLICY/PROCEDURES OTHER SCHOOLS TRAINING

SCORES involves every part of TRADOC in the combat capabifi.t~~ evaluation of the US A.rmy and guides 

the subsequent combat. develcpments to improve those capabilities. 

35 
" 

"Do you have floorplans which show the dimensions of a Civil War era stockade?" "There's an 

old World War II TM on gas engines, and I need it 

as soon as possible." "Were maps used in battle 

before 600 A. D.?" "Who actually created the 

geodesic dome concept?" 

These, and hundreds of other inquiries have 

recently come into the Learning Resources Center 

(LRC) of the Engineer School by mail and by 

Autovon. Not all requests for reference and 

research pertain to the historical, either! The LRC 

is busy locating facts and figures relevant to the 

whole field of engineering resources available. 

While the Engineer School librarians have 

always received a certain amount of reference 

requests from the field, they are now actively and 

enthusiastically putting new emphasis on field 

support. This program is especially designed to 

serve members of the Corps of Engineers; military 

ENGINEER STAFF 

and civilian, active, retired, Reserve, and National 

Guard, who may not enjoy convenient access to 

reference and research facilities. 

As your "contact at Belvoir," the LRC is 

prepared to draw upon not only their own sizeable 

resources, but those of pertinent collections and 

research centers throughout the greater Washington area. With your inquiry in hand, they can 

contact innumerable facilities and data banks by 

telephone, request bibliographies listing all published material within a very specific subject field, 

supply you with abstracts of those articles, and 

you, in turn, may indicate which ones you wish to 

receive in complete text. Hopefully, within the 

near future, the LRC will enjoy online access to 

some of the highly relevant data bases such 

Compendex (Engineering Index), and Natii' 

Technical Information Service, which acces 

unclassified government sponsored research, and 

36 
e 

I 

Defense Documentation Center, which would allow 

instant access to unclassified Department of Defense publications. 

If its books or journals you need, the LRC will 

be pleased to send them along through interlibrary loan channels to your nearest library 

facility, or even directly to you if more convenient. 

Upon completing the loan period, you simply 

return the book or journal in the original mailing 

packet, using the address label we provide. 

Understandably, rare books and official military 

- ublications which are otherwise available to you, 

e not included in our book-by-mail program. The 

- Learning Resources Center boasts strong subject 

collections in not only engineering and military 

science, but in American history (especially Civil 

War), educational technology, biography, environmental engineering, international relations, 

management, science and technology, fortification, 

and Corps of Engineer unit histories. 

Other key resource collections which can be 

tapped are those of the Human Resources Research Organization, Educational Research Informational Center, Geological Survey, ArmyResearch Institute for the Behavioral and Social 

Sciences, the RAND Corporation, Environment 

Reporter, Environmental Protection Agency, National Oceanic and Atmospheric Administration, 

and the National Referral Center for Science and 

Technology; the last, in turn, can place you in 

direct contact with the most relevant information 

facility. In addition, the library which serves the 

Office of the Chief of Engineers will make available to the LRC their master file of dissertations 

and these written by Engineer officers. With the 

authors' permission, copies can be furnished to 

serious researchers. 

This field support program is just one of the ( cw approaches to information currently under­ "­way in the Learning Resources Center. In July 

-


1974, the formerly separate operations of the 

Engineer School Library and the network of 

Individual Learning Centers were meshed, and the 

total-media concept of information and instruction 

applied. Through television, sound-pulsed slide 

packages, diagrams which "talk" directly to the 

student. and other innovative audio -visual media. 

students are experiencing far more than books in 

Thayer Hall. Under the new title of Learning 

Resources Center. Building 270 now offers the 

user convenient under-one-roof access to not only 

the traditional library collection, but to the whole 

exciting gamut of instructional technology, designed to enhance the learning experience through 

individual, self-paced instruction. At this moment, 

a major program in computer assisted instruction 

is also being installed in the Learning Resources 

Center; it will make available to students, staff 

and dependents, the great PLATO educational 

system which provides University of Illinois 

courses through computer terminal and cathode 

ray tube viewing screen. 

While the Engineer School Library formal 

mission remains that of on-site support to students, staff and faculty it simultaneously is eager 

to explore the dimensions which an aggressive and 

imaginative field support program might achieve. 

You are invited, then, to help design and effect 

that program which will be of significant value to 

you in the field . Let us know your suggestions. 

and by all means, direct your information requests 

to us. Upon your first contact with us, you will 

automatically be added to our mailing Jist. and will 

receive a list of new materials as they are 

acquired. You'll find us at Autovon 354-2524/1318, 

Monday through Saturday from 0900 to 1800 

hours, or by mail. US Army Engineer School, 

Learning Resources Center, Bldg. 270, Fort Belvoir, VA 22060. Direct your inquiries to Field 

Librarian . . . let's hear from you! 

37 
Mr. John M. Frank 

The Army is in the process of converting the 

Engineer Construction Battalion to the Engineer 

Combat Battalion (Heavy). In spite of a tight 

budget, the Army wants to change the composition of its force, particularly to put more "tooth" 

into its General Purpose Force structure. This 

need is accentuated in Europe where solons 

outside the Army are pressing for adjustments 

either as a part of the Mutual and Balanced Force 

Reduction (MBFR) negotiations or as unilateral 

force reductions. 

Indeed the Nunn Amendment requires the 

Defense Department to improve the "Tooth to 

Tail" ratio in Europe during FY 75 and FY 

76. This amendment reflects the often repeated 

argument that the US Forces worldwide, and 

more specifically those in Europe, have too little of 

the force devoted to "tooth" (or combat) and too 

much devoted to "tail" or combat service support. 

Obviously, improvement in the ratio will force reductions in the combat service support elements. 

In examination of the engineer slice of force 

structure, studies typically refer to the engineer 

combat battalion as part of the "tooth" and the 

engineer construction units as part of the "tail". 

Thus, the Nunn Admendment invites reductions in 

the number of construction battalions. Classification as a Category II unit and the organizational 

name has tended to obscure the construction 

battalion's capacity for performing combat engineering tasks as well as the heavy construction 

missions required in a theater of operations. Yet 

historically, construction battalions have been 

successfully employed in combat support roles. 

Current USAREUR plans recognize this capacity. 

(
 

In January 1974, the Engineer Strategic Studies Group published a study called "The Construction Battalion in the Combat Engineering Role". 

This report evaluated the capabilities of the engineer construction battalion and the engineer 

combat battalion to execute combat engineering 

tasks and to reorganize for combat as infantry. It 

examined the mission of the combat battalion and 

the specific tasks performed in accomplishing that 

mission in a European-oriented scenario. It quantified the capabilities of both engineer battalions 

to meet these requirements and determined their 

relative cpabilities. The analysis showed that in 

several combat zone tasks, the construction battalion could be more productive than the comb? ' 

battalion. With some equipment augmentatic 

dual training of selected personnel, and additiona 

unit training, the construction battalion could be 

highly effective in other combat engineering tasks. 

On the other hand, because extensive training 

would be required to prepare the engineer construction battalion for offensive assault tasks, such 

tasks were not considered feasible for inclusion in 

the TOE mission of the engineer construction 

battalions. Also, the construction battalion is not 

properly equipped to fight as infantry due to the 

deficiencies in radios and anti-armor weapons. 

However, these deficiencies could be remedied 

with a modest expediture. 

Based on the ESSG Study, the Chief of 

Engineers proposed to the Army Chief of Staff, in 

March 1974, that the name of the present construction battalion be changed to Engineer Combat 

Battalion (Heavy) and that a new mission for the 

heavy battalion "to perform defensive operations 

as infantry when required" be added to recognize 

this important secondary role of combat engineers. 

The Chief of Staff approved this proposal on 26 

September 1974 and a tasking directive was sent 

to TRADOC on 4 October 1974 to implement the 

changes. ( 

When the tasking directive was received at t 

Engineer School it raised a problem as to how the 

38 
battalion TOE should be changed. The "H" series 

constr uction battalion TOE is a functionalized organization with different size sections instead of 

niform squads. These sections create problems 

rrticularly in reorganizing as infantry. A meet­

.ng was held at the Engineer School on 5 October 

1974 with representatives of DA, OCE, TRADOC, 

FORSCOM and unit commanders to consider 

whether to continue with the current functionalized battalion or to swing hack to the more 

conventional squad/platoon organization. The decision was reached to go back to the squad/platoon 

configuration. 

D. A. DIRECTED MISSION
 

ENGINEER COMBAT
 

BATTALION ( H EAVY)
 

TOE 5-115H
 

A. TO CONSTRUCT AND REHABILITATE ROADS, AIRFIELDS, PI PELI N E 

SYSTEMS, STRUCTURES, AND UTILITIES FOR TH E ARMY AN D AIR FORCE 

AN D TO ASSIST IN EME RGENCY 

RE COVERY OPERAT IONS. 

B. TO INCREASE THE COMBAT EFFECTIV ENESS OF DIVISION, CORPS 

AND THEAT ER ARMY FORCES BY 

MEANS OF ENGINEER COMBAT SUPPORT AND G E N E RA L ENGINEE R 

WORK. 

C. TO PERFORM INFANTRY COMBAT 

M ISSIONS WHEN REQUI RED. 

F igure 1 

The TOE changes to the H series TOE were 

completed by the Engineer School and submitted 

to TRADOC on 4 November 1974. On 5 November 

1974, TRADOC concurred with the revised tables 

adding several items of equipment. 

On 20 November 1974, DA sent a message to 

TRADOC which specified the mission and capabilities statement for the new battalion. This message further emphasized the combat support 

missions of the battalion. The new mission of the 

battalion is shown in figure 1 and figure 2 contains 

the capabilities statement. 

In order to enable this unit to better shoot and 

communicate and to perform its combat engineering tasks, certain equipment was added to the 

battalion. Included were weapons, demolition 

sets, mine detectors, radios, speech security 

1uiPment , telephone equipment and camouflage 

} s. The Dragon anti-tank weapon is also being 

eonsidered for the unit. A list of important 

equipment added is shown in figure 3. The unit 

D. A. DIRECTED
 

CAPABILITIES STATEMENT
 

ENGINEER COMBAT
 

BATTALION (HEAVY)
 

TO E 5-115H
 

1. CONSTRUCTION OR REHABILITATION OF ROUTES OF COMM UNI CATIONS, BR IDGES, FORWA RD TACTICAL 

AND FORWA RD CARGO A IRFIELDS 

AND HELI PORTS. 

2. GE NERAL CONSTRUCTION OF 

BUILDINGS, STRUCTURES, AND RELATED FACI LITIES. 

3. LIMITED RECONSTRUCTION OF 

RAILROADS, RA ILROAD BRI DG ES AND 

PORTS. 

4. ASSISTS IN TH E EMPLACEMENT 

AND REMOVAL OF OBSTACLES, INCLUDING MINES AND BOOBY TRAPS. 

5. PROVIDES TECHNICAL ASSISTANCE TO OTHER TROOPS IN PREPARATION OF FORT IF ICAT IONS, AND 

OBSTACLES. 

6. PROVIDES EN GI NEER RECONNAISSANC E AND PROD UCTI ON OF 

ENGINEER INTE LLI GENCE. 

7. CONSTRUCTS AND PLAC ES DECEPTIVE DEVICES, AN D PROVI DES 

TECHNICAL ASS ISTAN CE IN CAMOUFLAGE OPERATI ONS. 

8. ASSISTS IN THE ASSAULT OF FORTIFIED POSITIONS. 

9. PROVIDES LOCALLY AVAILABLE 

MATERIALS FOR CONSTRl,JCTION, 

FORTIFICATIONS AN D CAMOUFLAGE 

MATERIALS. 

10. UNDERTAKES AND CA RRY OUT 

INFANTRY COM BAT M ISS IONS WHEN 

REQUIRED. 

11 . THE CAPABI LITY TO SUPE RV ISE 

CONTRACT CONSTRUCTION, SK ILL ED 

CONSTRUCTION LA BOR, AND UP TO 

500 UNSKILLED IN DIG ENOUS PE RSONNEL. 

12. UNIT LEVEL MEDICAL SUPPORT 

TO THE BATTA LI ON TO IN CLUD E 

MEDICAL CARE AN D EVACUATION 

WITHIN THE BATTALION, ESTABLISHING AN AID STATION, AND FURNISH­ C ING COMPANY AID MEN. Fig ur e 2 

39 
· - '- . =­

ENGI NEE CONSTRUC;rl0N €OMPANY, ""
 

ENGINEER -CONST RUCT ION BJ\T.TALION "
 

EM BANKM ENT HORIZONTA L 

& EXC AVAT ION CONSTRUCTION 

PLT HQ SECTI ON 

Figure 4 

GRA DING &
 

COMPACTI ON
 

SECTION
 

GENERAL
 

CONSTRU CTION
 

PLT HQ
 

GE NERAL
 

CONSTRUCTION
 

SQUAD
 
{ 

\ ".-..-­

classification category was changed from II to I, 

and assignment to the engineer combat brigade 

(corps) was added. Also, six company aidmen 

were placed in augmentation. 

Changes to TOE 5-116H, Headquarters and 

Headquarters Company, were to accommodate the 

approved title and category change and communications security equipment. Changes to TOE 

5-117H, Equipment and Maintenance Company, 

included a title and category change and an 

increase in weapons, radios, and communications 

security equipment. TOE 5-118H, Engineer Company, Engineer Combat Battalion (Heavy), reconfigures the company as shown in figure 4. The 

functionalized sections were changed back to the 

more conventional squad/platoons. These changes 

were made without changing grades, MOSs, or 

increasing unit strength. A proposed realignment 

of the company for infantry operations is shown in 

figure 5. 

The Engineer Combat Battalion (Heavy) will 

provide the Army with a unit capable of performing combat engineering tasks and the heavy 

( - ' struction missions required in a Theater of 

rations as well as being able to fight as 

nrant ry as required. This flexibility is required to 

support new tactical concepts. 

fOT A L S T R E N G T H 

ORGANIZATION FOR COMBAT 

I 

0' 

" 131 

1 D R'" AG ON. 

' 5C1 CAL MG 1 .~ MG 1 M 6(] MG 

( 10) ( l H 

F igure 5 

Mr. John M. Frank is the Chief o] the 

Organization Division. Deputy Commandant jor 

Combat and Training De velopment, USAES. A 

21-year active duty veteran, Mr. Frank is a 

graduate oj The George Washington University, 

Washington, D, C. He entered on active duty on 24 

October 1941; went through the Engineer Replacement Training Center, Fort Belvoir, Va; Engineer 

OCS, Fort Belvoir, Va; attended the Engineer 

Associate Advance Course, Fort Belvoir, Va; the 

Associate Course Command and General Staff 

College; the Strategic Intelligence School, Washington, D. C.; and the Command Management 

School, Fort Belvoir, Va. During hu sevice career 

he served with the 30th and 69th Infantry 

Di visions, commanded the 1269 Engineer Combat 

Battalion Army, and th e 13th Engine er Battalion, 

7th Infantry Division, Korea. He also served as 

Chief, Troops Branch, GHQ, Tokyo, G-2, The Engineer Center Fort Belvoir, Va and Engineer 

Operations Officer, I Corps, Korea. Sinc e his 

retirement in 1962, he has served as Chief, 

Organization and Doctrine Dioision, CDC Enginneer Agengy, Fort Belvoir, Va, until July 1973 and 

in his current position with USAES since that 

time. 

0' 

41 
EMPLOYMENT: 

ENGINEER COMBAT
 

BATTALION
 

(HEAVY)
 

LTC Glenn N. Smith 

MAJ William M. Jones 

CONCEPT OF EMPLOYMENT 

The concept of employment of the Engineer 

Combat Battalion (Heavy) envisions few tasks that 

have not historically been done by or expected of 

the old Engineer Construction Battalion. The 

present day unit is, at long last, being given credit 

for what it has always been expected to do should 

the need arise. In fact, employment of these 

battalions in combat engineer tasks has occurred 

in the past, particularly in Korea and Vietnam. A 

look at a typical theater of operations helps to 

visualize the total engineer role in support of the 

Army in the field . 

Given a standard type territorial organization, 

one can see a continuum of r equired engineer 

effort ranging from construction through combat 

construction, and combat engineering to combat 

(Infantry) operations. 

Engineer elements operating within this continuum have been historically three; construction, 

Following ***************1
 are excerpts from some of the correspondence received by the Commandant of tne 

USA ES regarding the reorganization of the Engineer Combat Battalion (Heavy): 

In reviewing your Special Text for the concept 

of emploument for the Engineer Combat Battalion 

(Heavy), it is clear that you and your staff are in 

the vanguard of a new direction for engineer 

employment doctrine in today's Army. 

There is no question that renaming the Corps 

Enqineer Construction Battalion is a change 

which, by mere definition, will more favorably 

portray the "tooth-to-tail" ratio, and frankly, the 

new name more aptly describes the battalion in 

terms of the envisioned use of the engineer 

battalion on the modern battlefield. It is certainly 

a fact that the heavy battalion will be an integral 

element in the ultimate success of the combat 

division, particularly in the extended frontages 

which are part of the "real world" considerations. 

The proposed doctrine certainly appears to be 

focused in the proper direction, especially in view 

of the recognition of the combat potential of the 

heavy battalion. As has been concisely addressed 

in the Special Text, the mission requirements on 

corps engine er assets take on a special significance 

in the area between the combat zone and the 

communications zone. Security of this vulnerable 

area will be strengthened imm easurably . 

Army: 

and 

capability 

tum 

I f

infan t

battal

eel 

it 

that 

ry 

and, 

ions 

maintains 

capabilit

the 

moreover 

is a 

reorganization 

ies 

great 

the valuable 

as 

it 

well

st

adds 

ep 

. As 

f

c

of 

orward 

om bat 

a 

th

construction 

commander 

e construe

engineer 

for the 

­ faced with maintaining an acceptable tooth-to-tail 

ratio, I can appreciate the beneficial significance of 

th

bat". 

e 

Your 

change 

dra

i

ft 

n 

special 

category 

text, 

from 

plus th

"support" 

e draft 

to "comTO&E 

5-115H and the October 74 ARTEP 5-115 which 

was sent to my staff, are help-ing us to understand 

the capabilities of this reorganized unit and the 

concept for its emploumeni. Of importance to me, 

it appears that I will be able to modify my planned 

emploument of the construction battalions listed 

for General Support to give them additional 

missions which will increase our combat power. 

for 

ing 

Many 

If 

Enqineer 

you~

the 1

thanks 

Special 

st 

Combat 

Armor

for yours 

Text. 

ed 

Battalion 

"Concept 

Division 

of 27 

{Heavy)"

December 

of 

can b

Empwyment 

e
 

. 

enclos­ further assistance, please let us know.
 

42 
non-divisional and divisional. Each has the inherent capability to function throughout the task 

11.~ctrum but .is, by d.esi.gn, tailored to its most 

wently assigned missions. ( What is the most critical enemy threat today? 

Massive Armored Assualt - Bypass, Bypass, 

Bypass. 

! PIV 

@ 

CORPS 

I llll;------­

" 

Given this threat and the current U. S. Army 

goal of winning the first battle, force resources are 

no longer available for "nice to have" support 

troops. All combat support must now directly 

contribute to our ability to defeat this threat. 

Today's armored threat has created an urgent 

need for the engineer construction battalion to be 

~-"pared to assume a more direct combat role if 

( ired. The remained of this article will discuss 

~_ _ planned future of the old construction battalion 

and how it will be tailored to meet its responsibilities. 

Recent modifications toward maximizing construction efficiency without regard to a possible 

combat role were correct under the concept of 

massive buildup toward winning in a long war. 

Since we must now be prepared to win the first 

battle, and since today's threat creates a high 

probability of enemy encouter for units deep in the 

battle area, combat and combat support capabilities must be formally designed into construction 

units. It is to this end that the Engineer Construction Battalion TOE (5-115-H) has been modified to 

TOE 5-115-H, (Chg 1), and the unit title converted 

to "Engineer Combat Battalion (Heavy)". 

The construction battalion, of old, could do 

many of the combat construction and combat 

engineer tasks of divisional and non-divisional 

battalions. In fact, once relocated and supplied, it 

could produce at a more effective rate on selected 

combat contruction tasks than the divisional and 

nondivisional engineer combat battalions. 

The employment of the battalion will not vary 

(~- Instruction assignments, but in combat engior combat operations. The unit must become 

more closely integrated into the battle plan and 

hence will require a greater degree of tactical 

small unit sophistication. Small unit leaders will 

have to perform squad and platoon tasks involving 

demolitions, mine warfare, and fortifications independently and without extensive prior planning. 

This change in employment of the squads will 

likely present the greatest training challenges. 

Just how much Combat and Combat Support 

Operations can th e battalion do? To attempt to 

make the battalion another infantry battalion is 

not logical from either a logistical or training 

viewpoint. Unit training must be "doable" if it is 

to be accomplished. A unit must train in those 

areas that are most likely to be encountered or are 

essential to preserve the unit in the combat 

environment. 

How might this Engineer Combat Battalion 

(Heavy), located in the corps rear/COMMZ likely 

be employed? 

,WIpo"" 

~p,...,

[fff] P'\I 

The corps area is large and the engineer 

requirements can easily exceed the available 

engineer resources of the corps. 

When barrier operations are extensive or, 

when routes of communication are extended and 

need improvement, the divisional engineer battalion will need help. All or part of a corps 

engineer battalion is normally assigned to reinforce it. 

j 

t9 

l!'!!J 

r
 

The concept is simple. In most cases the 

forward work limit (FWL) for engineer support is 

just moved forward. 

, A second method is presented when corps or 

43 
COMMZ engineer units are assigned specific tasks 

forward of their assigned area, such as rear 

segments of large barrier systems, preparing 

blocking positions. or individual construction 

tasks. 

In a combat scenerio the sequence might run 

like this: The tactical situation is stable with no 

serious pending action - the Engineer Combat 

Battalion (Heavy) is behind the corps rear boundary, dispersed between construction sites. The 

unit is alerted to provide combat engineer support 

to the corps. Company commanders assemble 

elements of the battalion that are geographically 

close by and move toward a given assembly area. 

OFFENSE AS A COMPONENT OF SELF 

PROTECTION 

The unit is conducting the above tactical road 

march when the lead vehicle is disabled by sniper 

fire. The road is too narrow to turn around so the 

troops disembark and return fire . Offensive action 

is required immediately to eliminate enemy fire, 

minimize casualties. and allow the company to 

proceed. 

,-------- ----,'------,- --JX- _ 

This task (mission) is entitled "Movement to 

contact - squad 6.4".* 

UNIT AREA DEFENSE 

Once in the assembly area, units must provide 

all-around defense ("Platoon in the defense ­

6.3"*), to include patrolling the terrain outside the 

perimeter ("Reconnaissance Patrol - 6.2"*). 

OFFENSE AS A COMPONENT OF REAR 

AREA PROTECTION 

Now that it is assembled, reorganized, and 

under close control of the battalion. the company 

learns the enemy has dropped an estimated 

plat.oon in a rear area, perhaps a "choke point" (a 

critical restriction t.o movement of friendly units) 

near by. Time is critical so the nearest unit must 

reduce this vertical envelopment ("Conduct a 

deliberate attack 6.14"*). 

DEFENSE OF A CHOKE POINT 

" After eliminating this enemy unit. the comp 

now receives an order to defend and protect i, 

same choke point ("Defend choke point 6.7"*). 

Use of the companies newly authorized Dragons lend teeth to this mission ("Provide tank killer 

teams 6.1"*). 

SUPPORT TO A RIVER CROSSING 

Time passes for the hypothetical company' 

another mission is received. To support a 

crossing being conducted by nearby corps engineers. With no required river crossing training, 

44 
what support of this operation would the company 

assume? 

The unit can certainly use its horizontal 

vnstruction platoon in any location, to including in 

.id around crossing sites, developing access or 

--egr ess roads; it is business as usual for this 

platoon. Given a Ribbon bridge, with minimal 

manpower requirements the company from the 

Engineer Combat Battalion (Heavy) can provide 

all the engineer support necessary. 

SUPPORT IN THE TACTICAL OFFENSE 

The engineer company is not providing general 

engineer support on road and barrier construction 

when an order comes through to support an 

pected exploitation with horizontal construction 

__ .ams backing up the engineer units engaged in 

direct support. 

The intended support would at first consist of 

teams with a couple of pieces of equipment each, 

but the required support could expand to a 

company for each line of advance. 

DEFENSE COMBAT OPERATIONS
 

Starting the illustrative story over again, the 

_-.111111! .-------------------..
 

( ~hese numbers and tasks reference specific tasks 

"-- in ARTEP 5-115. See companion article "Engineet Combat Battalion (Heavy) - Training." 

battalion is spread throughout the theater area 

and engaged in various construction projects. 

Tactical intelligence informs commanders that the 

enemy is expected to attack soon. The Engineer 

Combat Battalion (Heavy) is assembled and given 

the mission to develop blocking positions deep in 

the corps rear. Combat engineer companies move 

out and prepare obstacles; dig and camouflage 

positions; and prepare a concept for defense. (In 

the event the battalion occupies the position 

itself). 

As the enemy attacks with a massive armor 

thrust, corps engineers are preparing blocking 

positions in the division rear. The enemy armor 

penetrates the forward battle area suffering some 

losses and is stopped in the main battle areas 

when his losses becomes unacceptable. The 

enemy's second wave, following a few miles 

behind, bypasses the stalled first wave and, 

although it receives serious punishment, bulls 

through the divisions blocking positions into the 

corps rear. 

F L 

--

The Engineer Combat Battalion (Heavy) is 

ordered to defend from its previously prepared 

blocking positions in the hope that the enemy's 

progress will be slowed sufficiently to allow 

combat arms to reorient on this enemy force. 

Since the battalion is already located in the 

rear and is capable of using extensive obstacles 

and the Dragon in conjunction with smaller 

weapons, it is ideally situated to provide this 

needed depth to the battle area. 

The foregoing combat scenarios are typical of 

tasks the companies of an Engineer Combat 

Battalion (Heavy) will be expected to do. The full 

engineer support package now orients on the 

maneuver arms with the single goal of combat 

support. The Engineer Combat Battalion (Heavy) 

will play a role significantly different from the 

construction battalion of old. But scenarios alone 

are not enough - equipment needs and quality 

control of training must be assured if this battalion 

is to truly achieve its designed capabilities. 

45 
.. (HEAVY) •

• u !tlWJU!r'1l
 

LTC Glenn N. Smifh 

MAJ Wi Iliam M. Jones 

Senior commanders have stressed the priority 

of training for years, but frequently this is over 

shadowed in day -to-day activities by what can be 

called the suspense date syndrome. Basically, a 

company or battalion commander wants to train, 

but he has problems that require his undivided 

attention every day. Each of these little flaps get 

serious attention in higher HQ and if he lets one 

slip he will possibly be criticized immediately. 

Training is let slip a bit with the erroneous 

assumption that it can be made up later. 

The tragedy of this is that what is truly first 

priority becomes in fact a low priority because it is 

less easily checked than administrative matters. 

This cannot be allowed to continue if the hea 

battalion is to become truly qualified in the w. 

spectrum of areas expected. 

TRAINING IN THE PAST: 

Individual training in past years has concen ­

trated on developing higher technical skills in the 

construction trades - this line of reasoning must 

now cease and apprentice level training be accepted as the AIT goal. In addition. combat 

engineer skill training must now be offered all 

Career Management Field (CMF) 51 personnel in 

the companies. 

Unit training has in the past prescribed, 

through ATPs and ATTs, exposure to hours of 

training with little attention given towards performance. 

TRAINING IN THE FUTURE: 

Individual Training 

There are currently two actions underway. 

each of which will have major impact on the CMF 

51/52 . The first is the implementation of EPMS 

(Enlisted Personnel Management System), and the 

second. of course, is satisfying the Enginee» 

Combat Battalion (Heavy) requirement for rr 

versed in combat engineer skills, as well 

construction engineer skills. 

46 
Unit Training 

Tactical units must prepare to perform all 

tasks required or implied in the TOE capability 

- atements. These capability statements are gen­

( al statements often subject to different interpre­

-- cation by each reader. 

ARTEPs (Army Training and Evaluation Program) have been prepared to replace the 

ATP/ ATTs of the past. Now, instead of prescribing hours of exposure to training, proficiencu 

to a set standard is required to achieve each 

REDCON training category. Training becomes 

result oriented and trained capability becomes 

quantifiable to the point that senior commanders 

will know precisely what a unit can do and what it 

can not do. 

ARTEP 5-115 tells exactly what tasks the 

Engineer Combat Battalion (Heavy) must be able 

to do and assigns each a level of priority. The 

force commander adjusts priorities and ties the 

training level to unit training readiness (REDCON). 

To achieve simplicity, level of training members and training readiness category members 

parallel. While the setting of REDCON standards 

is not a TRADOC function, TRADOC can set 

guidelines to be implemented or modified by major 

commands. Thus TRADOC sets levels and Major 

-. r'lommands set REDCONs after approving or 

I idifying these levels. The ARTEP conditions 

' ._ .ad standards required for a satisfactory performance of each task are the minimum acceptable 

performance, not perfection. Since combat engineers are "jack-of-all-trades," it is not prudent to 

overtrain in some tasks if other tasks must be 

ignored in the process. 

E valuation - Quality Control of Training 

Units will be evaluated by calculating the 

percentage of tasks reported as trained on the unit 

readiness report that were performed satisfactorily during an ORTT. Pending ARTEP Validation. 

Assume a battalion (within FORSCOM) reports 

C-2 (training REDCON 2) on it's Unit Readiness 

Report. The unit will be evaluated during an FTX 

on a selection of tasks from the total task 

inventory. From this selection, how ever, only 

Level 3 and Level 2 tasks will receive scores. 

The unit must satisfactorily perform 90% of 

the tasks scored to be evaluated satisfactorily and 

verify its achievement of REDCON 2 (C-2). 

R equired Combat Training 

To prevent confusion surrounding the employ­

{ nt of the battalion in its infantry role, the 

'---._.fn EP for the Engineer Combat Battalion 

(Heavy). TOE 5-115, provides the commander a 

catalogue of combat tasks that his unit is required 

to perform in order to accomplish its stated 

mission. Tasks are divided into four levels of 

training (3-2-1-X). Level 3 is the highest training 

priority and Level X the lowest. 

Figure 1 summarizes the Engineer Combat 

Battalion (Heavy) full training requirement broken 

down by tasks. Since all combat missions involve 

several tasks and many tasks are a part of more 

than one combat mission, the ARTEP cataloging 

has been done by subject (7 major missions) rather 

than by combat operation. 

To analyze a combat operation, list the engineer jobs involved and then find each job (task) 

under the subject (major mission) areas. (See Fig. 

1 Figure 2 gives several examples. This flexible 

interplay between engineer tasks and combat 

missions provides a range of tactical scenarios 

limited only by the imagination of the engineer 

unit commander. 

It becomes apparent that the Engineer Combat 

Battalion (Heavy) is not to be just a construction 

battalion with a combat facade, but a new combat 

organization that will be equipped and realistically 

trained to its programmed capabilities. 

Major William M. Jones, curren tly th e Chief of 

Unit Training for ARTEPS, Doctrine and Training 

Developments Division, U. S. Army Engineer 

School, Fort Belvoir, Virginia, is a graduate of 

Norwich University and the University of Missouri 

at Rolla. He se rved as a Combat Engineer 

Company Commander in both the 12th Engineer 

Battalion, 8th Infantry Division in Germany and 

wi th the 27th Engineer Battalion in th e R epublic 

of Vietnam between 1964 and 1967. He also later 

served as th e Battalion E xecutive Officer, 8th 

Engineer Battalion, 1st Ca.valry in Vietnam from 

1970 to 1971. Prior to his current assignment, he 

served as the Chief, Demolition/Mine warfare 

Division, Department of Applied Engineering, 

U. S . Army Engine er School, Fort Belvoir, Virginia. 

Lieutenant Colonel Glenn N. Smith is currently 

Chief, Training Program Division, Deputy Commandant for Combat and Training Developments, 

USAES. He holds a BSCE degree from Ohio 

University. Previous assignments include: Battalion comm ander, 8th Engineer Battalion, 1st 

Cav. Div. (TROCAP); Battalion Commander, 16th 

Engineer Battalion, 1st Armored Di vision; 65th 

Engine er Battalion, 25th Inf Div, Hawaii/RVN; 

13th Engineer Battalion and 32d Inf Regt, 7th Inf 

Dio, Korea; Procurement Specialist (Quality Assurance), Defense Supply Agency; Resident Engineer with CEBMCO, Titan II. 

47 
ARTEP 5-115 TASK INVENTORY
 

LEVEL LEVel l . CONS iRl}CTION HANACEME'NT 

1- 1 Ana l y z.e ccns r r ucc t c e d i r e c tiv e s 

1 -2 COnduc t con s c ru c ctce s ite 're c ocna i s s unce )- 37 c ons e r vc c br t ck sr r uc t ur cs 

1 -J Pe rform cc n s t ruc t dcn e s t Ima t.a s 3-JB Lns t a l l ov erhead ehctrica l distributi on ays ee me 

1 -4 Or ga n t ee co n s cr uc c t on wor k force s 3 3-39 l r..s t J.U und<ir !''t'ound e l ec t r r c a r d i.st'ribution s vsrcms 

1- 5 Prepa r e cons t ruc t i on air ec eivce 3-40 Ins ce l l 'rough-in p lum bing 

1- 6 Co ordina te emp I oyment of o r ga n i c e qu i p me nt 3 -4 1 I nsta ll p tpe 1n~u1lLt .on

3 -42 ns c~ ll v itdfted day p i pe. s vs eees 1-1 Con duc t c on s t ruc r i on I csp e c t i o ns 3- 43 I ns t all a sb e stos cemen t pipe. S}'stClils 

1- 9 Per f orm co n£lt r u c t i on s urveying 

1- 8 Prepare c or-a t.r u c r i on 't:eport .s 3- 44 Lna t a l I sb eetraeve l dc e t vork 

3- 45 Insta ll r oo! f Las hing 1- 10 Pe'r f or m ao Ll. ana k ys t s 3-4 6 Ens t.a L]. bui ld i ng i nsula tion 

1 - 12 Pz e pa r e c e t t.rce I pe rh ne t wo r ks 

1- 11 Prov i de photog r a p h i c assista nce 2 I ns ta l l s h ing l e roo fi ng 

3 -t. B I nstall c c oc r e t;e r e Lntc r c i.ng b.:1 r 

1- 14 Perf orol gl.l:l.1ity c ontro l tests 

1 - 13 Pr e pe r e bills of ce cer i e Le ( BOM) 3 -49 I ns ta l l c onc r-eee or masonr y emb edd ed Ltcrn e
 

1- 15 Pr ov i d e t.e r-ra Ln i ntelligenc.e
 3-50 Ei.nt sb c on crete s urface s 

1- 16 Prepar e de t a iled ccns c r uc c t on p h lT'ls 3- 51 Con s t'ruc t $ILe a l e cor e s e t a nk s 

1- 17 Prepare 8 s.-bu il t d u wi n g $ 3- 52 I n9t 8.11 s eccrt ey ligh c l ng s ys ceme 

1 -18 Coord i ne t e nono n ;:!n i c cou s t ecc e t on s upport 3-53 Lns ca l L a -ir f Lc l d ligh t i ng ..ys r ems 

3- I ns ea j L ca st iron pipe s ys t ems 1 - 19 Supe r v f s e c o ntra ct ccns t .r uc t f on X J - 55 I ns t nU v e'l.c ed a c e e I p t pe s ystems 

3 -56 Insta ll f i n i sh p l umbi ng fiX-tuTes 1-2 0 H.en8 ge Lndx genoc s l.a.h o't' 

3-57 I n s tall me s a e qu ipr.:le n t 

3 -58 l os t tll l h 0 1: a ir fu rn ac e s 2 . lf C~S (tUCTION OPERATI ONS 

3-5 9 I n stall Shee t mece L hardc s r e 

z-z Cf ea r Clod g rub si tE:: ..... i th he avy equtpmen c 

2·J nas h or izontal co ns t r uc t i on op ere t r c ns 3-60 Perform f i nish c a xp e n t r y work 

2 - J S t.r 1p t op S01.1 (r.ol7\ site 3-6 1 I n $t.!.U b uil t-u p r o ofi ng 

3- 62 Pe r f orm p laste r i ng
 

2- 5 Provide s t t e d rainag e 3 3 - 63 Make ri. vete d s t e e l co nnec t i ons
 

2-6 Per f or m bor eo....' c pe r e c t cn s 3- 64 FBCr ica t:e. s cruc cura 1 s t eel. memb e r s x
 2- 7 Pe rfor m fil l op e re t i.c cs
 

2-4 Layout a nd J eveLc p pr oj e c t 

3 -65 I ns t a ll c onpr e.eeed a ir 8y6t:em8 

2- 8 PCr f Ortol ha u l i ng ope r e m on s 3 -66 I ns tal l f ire prot ecti on sp r Lnk Ler ey s c ems
 

2- 9 Per foro f ield COOlp 3c t.ion ope r a t ion s
 3-6) Ln s t a Ll a Lr cond i tion i ng equ ipme n t 

3-68 I ns t a ll r e Ll r cad t r a c k 

2- 11 Final g rade s t ru c t ure 

2 - 12 Exc a v ate bU1.1d1ng f ourda tion 

2- l0 Rough g't.<lde. s t.r uc cu re 

4 . CONSTl\UC1'ION SUPPORT OPERATI Ot,'S 

2- 13 Pe r f orm bac k f ill and ccenpa c t r cu Eor bu ilding
 

f ou nda tions. 4 - 1 Deve lop an e XU t ing qua n y s ite
 

2 - 14 Exc ava re he 1es a nd r.r e.nche s 2 4 -2 T~ He. eq u.Lpree n t. fat' p ile d r i v i n g operat ions
 3 4- 3 COl\duc t p ile cans t 'r uc t i on ope r a t i ons
 

2 - 16 Con s cr uel: cempor a ry fords 4-4 neve Lop esphe Lc site
 

2- 17 Per f or m c omp<lct1.on ope Ta t i on s .-5
 2 - 15 Co ne t r uc c and mai nto i n h~

Appl y s ur f ac e. mater i s 1
 

2 - 18 Per f or m (;011 s t nb LLt za t Lcn
 Co r.du ct rock exc e v o r t on opeca c I on s 

Co ndu c t mat e r ia l ha ndling
 

2-20 Ins ee Ll rtri L'i t a r y a t .anda r d Matti ng
 

2-1 9 Ins t all fl e x i ble membra ne 2 Con du c t: c rus h i ng operat i ons 

Se l ec t a n aspha l t s ite
 

2- 22 c c ns cruc t, ear th d i kes
 

2 -1 1 Cons true t perlIlLl.nen t f or d s. 4 10 Se l ec t qu arry E1i [ C': 

2 - 23 Conduc t und e r vaze r ",x~a 8ci 4-11 Pr e pa r e qU./!I r ry ope ea t r ons pla n 

2 -2 4 I ns te Ll r ipl'ap 4- 12 Devt:!l op a new qua rry e t t c 

2 -25 Co nduc r s now r emcv e l ope r e r t on s x 4 -1 3 Cond uc t was h i ng hod s cree ning ope r a t i ons 

2 - 26 Remove e xist i ng peveree n e s 

2 - 27 Cl eMT a nd gr ub it b ... h a nd 

3 . VERTICAL CONSrn.UCTlQN OPERATI ONS 

3- 1 HI! ne ge vet' r Lc a L cons r.r v c ti on oc e r u t l ur'ls 

3- 2 Lay ou t .:1 buiLdi. ng s t ee 

1 - 3 ConGtI:uc. l woode n fr ames. t . SlJSTAI NH."C OPeRATIONS 3- 4 I n stB 11 su b - f Loor t ng
 

3-5 Ens t a L) s heo\th ing a od s t dr ng
 7-1 Es t ab l Ls h be t te l t on e i .d !lt llt i.on ) - 6 Ins t a ll co rru ga t ed x:: oo Ci ng 7-2 op e r a en be t ce l Ion s i d s t a t i on 3-7 Pe rform pc i nt t og 7- 3 App l y firs t aid 3- 8 COO!l.truc t s imple c o nc r c t;e f o rmwo\' k. 7- 4 Pr ovid e ma r.ncen a nce Supp ort 3-9 Mix c onc'r e t e ) - 5 Mai nt a i n ergant c eq u t pmec c 3 3- 10 Pl a c e. ccncr-e t;e 7- 6 Pe r f orm oper a t or rre to t.e ne ne e 3 - 11 Remov e f or mvc rk 3 7- 7 Pr ov i de c Las s II , I II . V, VI , and VII I og i s t Lc a I eupp or t; 3- 12 Cur e con c ret e 7- 8 Ob t e r n c o e e t'roc c Ion mar.e e t a Ls 3- 13 Cons tr uc t conc r e re. bl oc k s cr uc t u r e.s ) - 9 p r ov i de c I ess I V l ogi s t i c a l su ppo r t. 3 - 1l. I na t sll r!. gsing s y s t em 7- l 0 Co ll ec t an d fo r wa r d r e ports 3 - 15 F.rec 'C s t cu c cur a I stee l f r-ames 7 - l1 Mai.pta.!.n vni t s cr eng cb 3- 16 Xake bo1ted A t.ee l c cnne c t Lons 7- U Ma.intain d-i ac-t p l Lee , law a nd o r de r 3 - 17 I ns t a l l e t .e t n l.ink fenc e 7- 13 Pr ov i de ra.d i.o c csmo ntcc r r.ons 3- 1B I ns ta. l.1 e l e c tric pm-'!!r ,,;. e~ to 7- 14 I!.'iI t a blish \..':tt.e r po i nts 1 - 19 Pe r f oem i nt e rl.or e l L!: e t r i.ca 1 r-ou gh - i n. "Jor k 7- 15 Ut l1i 2:e at t ac hed ~i dme 3 -2 0 Pe r f orm i nte r ior ele. c t.r i cal f l.n i s h a nd [ Ti m 7- 16 Prov i de pt:!:rsonne l serv ice s 3-2 1 Illst.:lll t.hreaded ste el pipe s y st:ems 7-11 Pr ov i de wi r e COOYlluni c:a t i on 3-2 2 I ns t all c o? per t ub i ng syst.ems )- 18 Ope r a t e wllter p o ine 3- 2 3 In s t a ll p la .H ic p i pe dr-8. i o s ys t ems ) - 19 Ope r ate u nit mes s h .c llity 3 - 24 I ns t.J 11 sp a ce he a.ter s 7- 20 Prov i de r a d i o r emo t e: ctl 1>sbi!. itics 2 3 -25 Insta ll e xha us t fans 1- 2 1 De f e nd ;e: ga 1l1st h.']C a t t a ck s 3- 26 I nsta ll wjs lCl ows 7-22 Supe rViS e NBC Ac t i v it1e:s 3 - 2 7 I nsta ll do or s 7-2 3 Provi de map ~IJ l' 3-28 I nsta ll sta hs 7-24 Opera tlZ; uu i e po sta l s e r....i c e 3-2 9 I nsta l l woo<1 e:n r oo f tru sse s ) -25 Mai n t a l tl ...e c u'rity 3-30 Construct: a clvancet:J c on cre t e. f or fl'l'Jo r k ) -26 Di s t r i b llt e .....ater 3-3 1 ! n 5 ta l l ste e l mesh r e i nf or c i ng 

3-32 7-2 1 Pru...i de trim 9por t a tion Slupp or t: 1n s t a 11 c onc r e t e j o i n t s 1- 2 8 Prepa re un l t service s p l an 3-n F inish c o[\cre te j oi n t s 7 - 29 Hdint a i n mor <ll e an d .....e.lfa r e 3- 34 Erer: t t.u bu lar sca f f o ld ing 1-3 0 Provide mult ip le ne t capab ili t i es 3- 3 5 Consr.r uct: l i ght steel t r e ar.l e ::J 7- 31 P"coce 8'" a nd e va c ua t e s 3 · 36 Make we lded. steel e onn e c.tions 1- 32 Coordinate civil a e-t i on 

7-33 Empl oy f :ie 1d sani t a tion proc:e.dur e s 

7- 34 Ope ra t e ba cea Li on ra t.ion. br e akd O'....n po lnt 
LEVEL 

5 . CO~l llAT ENGHlEER OPERATI ONS 

5 - 1 De termine t he e f fective nc ss of propos ed obs t a c l e s 

5 - 2 era t.e r r oads 

5 -3 Disab le br i dge s 

5-4 Co ndu ct ground r ou te r e c on na La ea nce 3 5-5 Secu r e work s i t e 

5- 6 Re i nforce br i dge wit h p i e r I be nt 5 -7 Supervise l oc ati on o f i nd iVidua l obstac l e s 

5 - 8 Assign a nd supervis e all e ng ineer ta s ks 

5 -9 Breach o bsta c l e s .. ith exp l osi ves 

5 - 10 I ns t al l a nu t a anc e mi ne f i e l d a s a po i n t ob s t a c l e 

5 - 11 Ass i s.t i n t he dev elopmen t of no n- e ng i ne e r 

defens ive p os Lt Lous 

5- 12 Constr uc t exped ient c ulv e r t s 

5- 13 Const ruc t c u l vert hea dwa l l s 

5 - 14 Co ns t ruct culverts u s i ng l oc al rnatcl:ia l s 

5 - 15 Con str uc t expedient cbeck dams 

5 - 16 Co ns t r uct expedien t p r o t e c t Lva bunk e r s 

5 -1 7 Cons t ruc t obs tacles t"ith e ng i neer equ Lpme n t; 

5 - 18 Remov e ob s t a c l e s \li t h e ng i ne e r equ ipmen t 

5 - 19 I ns t a l l r ow mi nefi eld u sing H-57 cnine d i s pen s e r 2 5 - 20 Ln s t a Ll de Lf b e'r e t e pr o tective mine f i eld 

5-21 Co nd uct r OU 1;e m i neawe e p 

5- 22 Pla n elrod c oordina t e c ons tructi on of fixed br idge 5 - 23 Con struct f i xe d b r idge lJi t h d i mension ed t i mber 5 -2 4 Co ns truct timber ben t a butment 

5 - 25 Layou t Ba iley bridge 

5-26 Construct Ba iley b r i dge 

5 -2 7 Constr uc t s t ee l t r e s t l e bri dge us ing M4T6 

c omp o ne n t s 

5- 28 Cons t r uc t ?-I4T6 f ixe d spans 

5- 29 Constr uc t e t tcbe r- trestle bridge wi t h na tive t i mb e r
 5- 30
 I ns t all ca bl e rei nf orceme n t on Ba i l e y br i dge 

5 - 31 Pl a n b r each i ng a nd c l ea r i ng op era t i on s 

5 - 32 Co nd uc t de liber a te br e a c h i ng and cl ea r i ng oper a t i on s 

5- 33 Submi t i nte lligence s po t r ep orts 

5 - 34 Submi t c or rection s t o maps 

5 - 35 Cons t r uct ba r bed - wi r e e n t ang l eme n t s 

5-36 Con s t r uc t a Lr cre f t rev e tme nts 

5-37 I ns t all bridge pr o tection devices 

5-3 8 Rep l ace dama ged f l oat bridge po nto n 

5-39 Co nd uct hasty (Combat) brea c h 

5 - 40 Co ns t r uct pane l c r i b p i e r 

5-41 Cond uc t; r iver t-econna Ls s anc.a 

5 -42 Rec o nn o i ter enemy mi ne f i e l d 

5 -43 Co ns t r uc t l i gh t t ac r.Lc a I rll.f t 

5 - 44 Co nstruct l-i4T6 raft 

5 - 45 Pr e pa r e bridge / r a f t c o nst ruc tio n, l a ndi ng . and X r e gu l a ti ng areas 

5 - 46 Assist i n t he prepara t i on of ba r r i e r p l a ns 

5 - 47 Construct t \.,ro l a ne Bailey b'r Ldge 

5 - 48 Co ns t r u c t light susp ensi on br idge 

5-49 Co ns t r uc t a f l oat I ng br i dge 

6 . GOHBAT OPERATIONS 

6- 1 Re o r ga niz e fo r i nfantry ope r a t i o ns 

6 - 2 Con d uct 3 defens i v e r econna Ls sa nc e pa t r o l 3 6-3 Co nd uc t a n a ren defense (Plat oo n > 

6- 4 Co nd uc t a mcvemen t; t o c ontact {Squad) 

6 -5 Co nd uc t an a r ea defens e (Compa ny) 6 -6 Co nd uct a tactica l r oa d march {Company) 2 6 -7 De fe nd D: choke point 

6-e Co nduc t a n ambush patr ol 

6 - 9 Con d uct a n reconnaissance pa t ro l wi t h ene my c o nt a c t 6- 10 Con d uct a t a ctica l r oa d march (Ba t t a l i o n ) 6- 11 Condu c t ta nk k i ller t e am op erati ons 6 - 12 Conduc t rear a r e e protection (RAP) op e c a t Lone 6- 13 Cond uc t a mov emen t to co nt a c t ( Pl a t oo n) 6- 14 Conduct a r e a de fe ns e {Batt a l ion) 

6- 15 Conduct a de l ibe r ate att a ck (Company> x 

MISSION S
 

·TASK BlENDING-


No t e training t a sks numbe r s a re ah cwn a f t er e a ch 

t a c t i ca l mi s s ion . Th i s p r ovides the cros s reference 

showi ng t ha t t ra i n i ng on e ta sk can yie l d c a pabil i t y 

i n s ever a L tactical situa tio ns a nd t hat: mo s t. mi s s ions 

require a bl e nd i ng of s ev er a I tasks. 

OFFENSE 

Suppo r t a n exp loi t i on o r pu r s uit chr c ugh t he r ap i d 

repair of dev e lop i ng HRS ' s 2 .40 , 2 .9 , 215 J 5 . 8 

Suppor t Ri ver Cros s i ngs t hr ou gh t h e de v elopmen t o f 

r oa d ne tw o rks . river a c c ess a nd e gress r ou t e s , a nd p r c v i d t ng 

e ng-ine e'r e quip:ne n c co f orwa r d c omba t e ngineer un its. 

2 . 1 ,2. 9 , 2. 15 

Construct a f loating bridge (no t e. t hat t h i s is not a 

r i v e r c rossing op e 'ra t.Lon} , 5 . 49 J 5 .8 , 

Red uce a ve r t i c a l en v e l opmen t . 6 . 4 , 6 . 12 , 6 . 13 , 6 . 15 

Pr ov i de demo l i t i ons teams i n sup po rt of t he assa u lt o f 

f ort i fi e d p os i t ions. 5 .2 , 3~ 5.9 , 5.B 

Clea r mi ne field e . 5. 3 1 , 5 .32 

Construct fi xe d ta c tiCA l br idging . 5 . 22 t o 5 . 30 , 5 . 40 , 

5 . 48 

Provide en gi.neer Int a'l l Lgence . 1.2, 5 .4 , 5 , 30 . 

5 .41, 5 . 42 

DEFENSE 

De fend Unt t ax en , wor k s Lr es , an d mcv amen cs , 6 . 1 , t o 

6 . 14 

De f e nd ch oke points. 6 . 7 

Provide Ant i Armo r (T''lnk Ki ller) t eams . 6 . 11 

Suppo r t r e t r ogr ade riv er crossi ng t hrough rou te repair . 

rou te cons t r uc t fou a nd bridge bud l dLng , 2 . 1 to 2 .9) 15~

5 . 22	 t o 5 . 30 , 5.49
 

Construc t obe t acLe s us i ng c ombe t; eng i neer tech nique s .
 

5 . 1,	 5 . 2 , 5 . 3 , 5. 17 , 5 . 19, 5 . 20 

Des troy br t dg e s . 5 . 3 

Construct obstac l es using heavy e ng ineer equipmen t. 5 . 1 7 

Provide mat e r La Ls f ot c a mou flagi ng a nd for tifi CBt i ons . 5. 11 , 

2 . 7, 7.8 , 2.6, 2 . 7 , 5 . 11 ,7.8 

GENERAL
 

Cons t r uc t i o n o f r ou tes / bridge /toe ' s a nd air f ields.
 

2 . 1	 t o 2 . 10, 2. 14 t o 2 .27 , 5. 12 , 5. 13 t o 5 . 22 , 5 . 29
 

Ge ne r a l c ons t r u c t i on o f bu i l d ing 2 . 11 , 2 .12 ,3 . 1 t o
 

3 . 67
 

Li mited 'ra i lroad c on s cruc r roo and r e pa i r.
 

2 . 1-2	 to 2. 10 ,4. 1-4,93. 68
 

Cons t ru c t i on decep t I v e camoufl a ge de v i ce s . 3.3 , J . 9 I
 

3 . 17 
CPT Gary L Hyde 

~~BUILD

AN ICE
 

BRIDGE 1"

• 

Build an ice bridge across the Tanana River! 

That's the mission of your company. You're the 

Commander of an Engineer Company (Construction) stationed at Fort Wainwright in the interior 

of Alaska. An upcoming exercise demands the 

crossing of the river be capable of carrying the 

tactical and logistical loads of an Infantry Brigade 

(Mechanized), for a period of one week, during the 

middle of the Arctic winter; and it's less than a 

month away. 

Ice bridges are not new to Alaska. Probably 

the first use of ice as a bridge was by a brave 

Eskimo thousands of years ago when he crossed a 

frozen river to hunt. But in his day, the natural 

ice on most rivers in Alaska during the winter 

months was more than adequate to carry himself 

and perhaps his dogsled at gross weight. Not until 

recent years has technology forced us to explore 

the possibilities of using ice to support a river 

crossing operation with heavy wheeled and 

tracked vehicles. Thicknesses required to support 

a given load are shown in Table I for good quality 

water-borne ice. 

50 
TABLE 1 

Type of load Minimum Thickness (in) 

sorcier on skis or snowshoes 1.2 

Soldier on foot 2.0 

Infantry (column of 2'5 ) 3.0 

Infantry (column of 4'5) 4.0 

Wheeled vehicles up to 3.5 tons 9.0 

Wheeled vehicles up to 6.0 tons 12.0 

Wheeled vehicles up to 10.0 tons 16.0 

Wheeled vehicles up to 15.0 tons 24.0 

Tracked vehicles up to 3.5 tons 8.0 

Tracked vehicles up to 10.0 tons 12.0 

Tracked vehicles up to 12.5 Ions 16.0 

Tracked vehicles up to 25.0 tons 24.0 

Tracked vehicles up to 45.0 tons 28.0 

Tracked veh icles up to 60.0 tons 32.0 

1FM 101-10-1, pp. 9-28. 

Obviously, if the natural ice does not meet or 

exceed the required thickness for the expected 

loading, some method must be employed to 

increase the thickness of the ice or an alternate 

river crossing method or site be selected. In 

addition, ice may vary in thickness at any point on 

one selected crossing route due to variations in 

current velocity, water temperatures, ambient 

temperatures, and depth of snow cover. Due to 

-- variations, 6 inches for light loads and up to 

inches for heavy loads should be considered a 

, -.uinimum safety factor above the requirements of 

Table 1. 

Several methods have been successfully employed to obtain the desired increase in thickness. 

The most logical is to simply flood an area and 

allow it to freeze successively until the desired 

thickness is obtained. Additional strength can be 

obtained by emplacing logs, brush, straw, or some 

other readily available material on the natural ice 

before flooding. This method gives the ice some 

additional strength since ice, like concrete, is much 

stronger in compression than it is in tension. 

Similarly, it is only moderately strong in shear and 

any of the above materials will result in an 

increase in the shear capacity. However, one 

important characteristic of "reinforced" ice as 

prepared above cannot be ignored. Although its 

strength is increased, the foreign materials. if 

dark in color, will absorb significant amounts of 

solar radiation during clear days and cause local 

melting of the ice, destruction of the bond, and 

partial or total loss of any additional strength 

gained until it is firmly refrozen. Daily thaws will 

_t hen significantly reduce the traffic carrying 

i,r -acity of the bridge. The ideal situation, of 

.rrse, is impossible to obtain - this being the 

.placement of the "reinforcing" material in the 

lower layers of the ice, as in concrete, where it 

would provide the greatest additional strength 

and would also be protected from the sun. 

Because of this disadvantage, most ice bridges are 

now constructed with lifts of pure water and no 

attempt is made to reinforce it. If a snow cover 

exists, it must be removed prior to flooding, 

primarily to eliminate layers of "rotten" ice which 

has millions of tiny air pockets trapped when the 

snow layer was flooded. This snow can be most 

advantageously used as a dam for the sides of the 

flooded bridge area at a distance of 1112-2 times the 

roadway width. both upstream and downstream, 

from the proposed centerline. A beneficial side 

effect results from removing this snow cover. 

Even without flooding, some additional ice thickness can be accumulated on the bottom of the slab 

since heat carried by the underlying water can be 

more rapidly transmitted to the surface and the 

atmosphere with the insulating snow removed. 

This accumulation is normally significant only 

when ambient temperatures are below OaF. Accumulation of ice in this manner can be estimated 

for the first 12 hour period following snow removal 

and can be estimated with the following equation: 

At = .588 AtT 

where At = accumulation in inches 

AT = 320 - Ambient Temperature 

t I = initial ice thickness in inches 

This accumulation will be reduced by approximately 25% for each successive 12 hour period due 

to the additional insulating effect of the accumulated ice. 

Flooding the bridge area should be accomplished in 1 to 2 inch thicknesses. Freezing times 

will vary with ambient temperatures, but another 

lift can normally be flooded in 1 to 2 hours at 

-10°F. As a rule, succeeding lifts can be placed as 

soon as the preceding lift is firm enough to walk 

on. Deeper flooded lifts will normally increase 

freezing time and should not be employed. 

With the brigade being airlanded at a local Air 

Force base, the tactical considerations required 

that the bridge be built close by on a site that had 

never before been used. Just to reach the river, 

about 5 miles of road had to be blazed through 

virgin timber. This requirement for heavy equipment soon became a major factor in the construction. An existing Double-Double Bailey Bridge 

across Piledriver Slough had suffered abutment 

deterioration to a condition in which it could not 

support the heavy equipment required to construct the road. Bypass conditions were impossible because of far shore bank conditions and the 

thin ice on the slough since it was fed by springs 

and waste waters. Reinforcement of the bridge 

was a must to insure mission accomplishment. 

However, time was running out quickly and some 

51 
solution had to be developed to accomplish the ice 

bridge construction and Bailey bridge reinforcement simultaneously. A platoon on snowshoes and 

with Artie sleds was dispatched with the necessary equipment so that construction of the ice 

bridge could proceed while the Bailey was being 

repaired. 

Then disaster - the seemingly inexhaustable 

supply of cold weather which was normally 

available disappeared. With temperatures between 15°F and -10°F, progress on the Bailey was 

rapid while ice buildup on the bridge was painfully 

slow. Complicating matters, two snowfalls, in 

excess of 12 inches each, further slowed the ice 

bridge construction. On D-3, the ice on the east 

channel had a minimum thickness of 24 inches 

while the west channel had a minimum thickness 

of 18 inches over a stream velocity estimated at 

12-15 feet per second and indeterminable depth. 

The Bailey had been repaired and the road 

completed to a passable two-lane condition by this 

time. The weather began to cooperate again, 

turning colder, but with little time to spare, so 

little, that attention was diverted to alternate 

methods of reinforcing the ice bridge as it existed 

at that time. 

The 11th Engineer Battalion (Combat) had 

tested the feasibility of using M4T6 components to 

reinforce river ice in Korea during 1965-1966. The 

success achieved during these tests proved to be 

only an indicator of the possible success to be 

obtained in Alaska. Several configurations were 

tested in Korea, but the final design selected for 

the Tanana was the 24/18 balk pattern. In the 

38'4" fixed span configuration, this balk pattern is 

classified as 55/45 for a normal crossing. This 

would have been sufficient in itself to carry the 

expected brigade loads. Investigation of the 

support for the structure itself posed several 

questions. The use of pontons was considered but 

eliminated since they would only add to dead loads 

but would provide load distribution over a larger 

area. A more promising method of load distribution, both in terms of effectiveness and construction time, was a grillage system. Not only could 

the loads be distributed laterally as with the 

pontons, they could be distributed longitudinally 

as well by placing logs or heavy timbers parallel to 

the centerline beneath the siffeners. This method, 

in addition to load distribution, contributed to the 

rigidity of the structure itself by assisting the balk 

in carrying the stresses from one stiffener to the 

next. The grillage system offered the best solution to the reduction of concentrated shear loads in 

the ice layer while the M4T6 superstructure 

carried the majority of the moment loading. Due 

to the non-rigid nature of the support (grillage on 

ice) and the deflection of the ice during loading, 

the effective span of the 38'4" section of continuous 

bridge was nearly doubled without increasing th e 

design stresses or capacity of the span. 

One additional characteristic of the M4T6 D,,=,/ 

could not be ignored. Its flotation characteristics 

in the configuration used (24 balk wide) would 

have yielded a bouyant force of 9,200 lbs per 15 

foot section of the bridge when completely submerged! This additional safety factor did not 

include any bouyant forces contributed by the ice. 

The net effect of the proposed system was 

estimated conservatively to be a 25% increase in 

classification to a value of 70/55. This estimate 

proved to be conservative by usage. 

Authorization was obtained to draw the necessary bridging from stock and construction began. 

Due to the distance of 25 miles between the 

storage yard and the bridge site, one platoon of 

engineers was employed in alternating 3 hour 

shifts through the night of D-2 and sunrise saw the 

405 feet of the east channel spanned by M4T6 and 

ready for traffic. The 195 foot west channel was 

spanned by 1800 hours the same day and opened 

to traffic. After construction, the grillage was 

stabilized by two additional 2 inch lifts of ice 

before the tactical crossing began. 

Construction completed, the engineers proudly 

took on the missions of bridge maintenance, traffic 

control, and vehicle recovery. All logistics 

hicles, to include fully loaded 5000 gallon tao 

trucks, were crossed following the assault ele ­

ments. Recovery missions found the bridge 

crossed repeatedly by loads as heavy as 10 Ton 

tractor-25 Ton trailers with a loaded D-8 or HD-16 

dozer with no sign of stress appearing anywhere 

on either span. 

Once again, the engineers had proven themselves capable of accomplishing the assigned 

missionls) through perseverance in the face of 

adversity, ingenuity, and just plan professionalism. 

Captain Hyde is a 1967 graduate of the United 

States Military Academy. After Ranger School 

and the Engineer Officer Basic Course, he was 

assigned to the 562d Engineer Company (Combat) 

at Fort Richardson, Alaska. In April 1968 he was 

reassigned to the newly reactivated 808th Engineer Battalion (Construction) at Fort Wainwright. 

Initially he served on the battalion staff with later 

assignments as Construction Officer, C Company 

and Commanding Officer, B Company, It was 

during his tour with B Company that he wg. 

exposed to ice bridge construction. His Ala." 

tour was followed by helicopter school and S'l.., 

sequent aviation duties in Viet Nam and at Fort 

Bragg, North Carolina. CPT Hyde is a graduate of 

2-73 Engineer Officer Advanced Course. 

52 
D 

MAJ Ciarenee D. Little 

Historically approximately one-third of the 

engineer force has been involved in construction 

and construction support mission. To the engineer 

planner these operations are known as Base 

Development (BD). FM 31-82 defines BD as the 

acquisition, development, improvement, expansion 

or rehabilitation of the facilities and resources of 

an area or location to support military operations 

or strategic plans. The aim of this article is to 

,_bring you up to date on the current actions 

-olving BD. 

In every war of US involvement. the engineers 

"have been acclaimed for their accomplishments as 

combatants and constructors. Viet Nam was no 

exception. Although the engineers were hailed as 

"country builders"; some voiced concern regarding 

the massive logistical complexes, standards of 

construction and the seemingly lack of BD planning. In June of 1967. the Director of Construction 

FORCE-MATERIAL-SCHEDULES

--------­

in Viet Nam submitted critical observation on the 

construction program and concluded that inadequate BD planning had preceded the war. The 

resultant recommendation was that dedicated 

agencies be established for future contingencies of 

US military involvement. 

The problem thus defined produced Joint 

Chiefs of Staff (JCS) action in the form of Change 

2 to Pub 3. titled Joint Logistics. Personnel Policy 

and Guidance. Responsibility for preparing joint 

BD Plant (BDP) was assigned to the Unified or 

Theater Commanders, who in turn look to their 

components for preparation of supporting plans. 

JCS dictated exact BDP formats to insure completeness and standardization among the services. 

What does all this mean to the Engineers? The 

Engineers are the instruments of rehabilitation 

and /or expansion of facilities. but the real importance is manifested in that the BDP is the 

controlling document for construction in the 

Theater of Operations (TO). In 1968, the Chief of 

Engineers was asked by DCSLOG to assist the 

Army Component Commanders in preparing their 

respective BDP. The Chief assigned this planning 

support mission to the Engineer Strategic Studies 

Group (ESSG) . An Assistance Office was set up 

and to date has assisted every Army component 

with their BDP. 

The Base Development Process 

In order to understand and have an appreciation for BDP. the Engineer must realize that it is 

an integral part of the Tactical Commander's 

Operations Plan. When completed. the BDP becomes an appendix to the Logistical Annex of the 

Overall Operations Plan. Figure 1 shows the 

relationship between the essential elements of the 

planning cycle. 

The actual planning process is depicted in 

Figure 2. In concept it compares the facilities 

required to support the Commander's Operations F lqu re 1 

Plan to those currently existing in the chosen 

S3 
•

•

•

battle area. It should be noted that this estimate 

is based on the Task Organization; that is the 

actual number of personnel and equipment to be 

supported. The existing facilities are gleened 

from the available intelligence of the battle area. 

The resultant of this comparison is a listing of the 

shortfalls or facilities required to support the force 

for the initial phase of the operation, usually 180 

day s. Once the plan is executed, the staff planners 

must extend and adjust the basic BDP as deemed 

necessary. 

All this may sound like "Scientific Guessing" at 

its best and it is; however, it provides a flexible 

plan, in that, it directly relates to the supported 

forces r equirements. Like any system, BDP is 

only as good as those staff planners that crank and 

grind th e data and make the myriad of minor 

decisions and recommendations necessary to complete the plan. 

Once the listing of facilities required has been 

determined, the staff planner can then develop the 

Construction Program. This is a time phased 

schedule of how the Engineer plans to support the 

operation. It includes data of critical importance 

to both the Engineer and the Tactician. Priorities, 

time (D-dates of start and finish), quantities of 

construction materials, construction effort and 

cost are determined per individual facility requirement. Analysis of the Time Phased Force Deployment List is given due consideration to insure that 

the Construction Program fully supports the 

Tactical Commander's scheme of operation. Probably the most important element of the BDP, to 

the Engineer, is selecting the proper facility to 

fulfill the requirement. This is normally done 

using th e standard listings contained in the Army 

Facilities Component Systems (AFCS). 

The AFCS is a catalogued preengineered 

listing of installations and facility designs for the 

full range of possible TO construction requirements. A representative sampling would be such 

installations as a 1500 man cantonment, a 100 bed 

hospital, a POL tank farm, or a 1000 man 

stockade. Standards of construction range from 

the most austere to an expected 5 year design life. 

Engineering design, estimates, cost and logistical 

data are organized, coded and maintained in data 

banks to insure currency. TRADOC and OCE are 

constantly updating, and modernizing the system. 

CASTLE 

The ESSG Assistance Office discovered early 

in the BD experience that it was necessary to 

automate the BD process to the maximum extent 

possible in order to be responsive to the support 

requests. Thus the Computer Assisted System for 

Theater Level Engineering (CASTLE) was born. 

The System is made up of more t han 60 computer 

programs, written in FORTRAN V. CASTLE 

REAL PROPERTY 

INVENTORY CONTINGENCY 

PLAN 

•

• FACILITY REQUIREMENTS 

VS 

EXISTING ASSETS 

PROIRITJES 

STANDARDS 

CONSTRUCTION 

CAPABILITY 

CONSTRAINED
 

TIME PHASED
 

CONSTRUCT JON
 

PROGRAM
 

.­

•

•

Fi gure 2 

automates the majority of BDP, with the exception of the decisions that have to be made by the 

planner. The printed output of the CASTLE 

program is in the JCS directed format. 

Education 

After the BD doctrine had been approved and 

published in FM 31-82 in June 1971, the Chief of 

Engineers and the Commandant of the Engineer 

School agreed that the subject should be taught to 

the Engineer Officer Advanced Course (EOAC). A 

13 hour block of instruction was developed and 

classes started in 1972. In addition to EOAC, the 

BP block has been presented many times to US 

Army Reserves in preparation for their annua 

training exercise (LOGEX). ""I 

With the advent of the end of the war in Viet 

Nam, the TRADOC Commander directed that the 

EOAC be Systems Engineered and that the 

54 
"Djectives be oriented toward the company level. 

Systems Engineering Committee recomnded and received approval to reduce the BD 

instruction to a 2 hour professional briefing to be 

presented just prior to the technical engineering 

subjects. This arrangement has the advantage of 

providing the frame work of TO construction to 

the EOAC student prior to receiving instruction in 

the engineering sciences. 

The 13 hour course was retained for the US 

Army Reserves and special requirements for unit 

assistance. 

The Engineer Officers selected to attend the 

Command and General Staff College (C&GSC) or 

the Armed Forces Staff College (AFSC) will 

receive instruction in BDP. The C&GSC version is 

dubbed "Operation Talon" and is presented by the 

Logistics Department. It normally last about two 

weeks and is supported by an "in house" computer 

system. The AFSC presents BDP from a joint 

operations vantage using selected portions of 

actual TO contingency plans. 

Current Developments 

In 1971, during the initial thrust of BD 

emphasis, proponency for BD doctrine was the 

responsibility of the Combat Developments Command (CDC). It was further delegated to the 

Combined Army Group located at Ft. Leavenworth, Kansas. After the decision was made to 

inactivate CDC, proponency for BD doctrine was 

shifted to the US Army Logistics Center 

(USALOGC) located at Ft. Lee, Virginia. In 1973, 

the USALOGC in cooperation with the Engineer 

School embarked on a project to improve BD 

thru a series of studies designed to investigate 

the "state of the art" of civilian construction 

technology and determine its applicability in 

improving BD construction. The Project was 

guided by the BD Study Advisory Group (SAG) 

and the Assistant Commandant of the Engineer 

School was placed in charge. Thru contracts with 

the Waterways Experiment Station (WES) and the 

Construction Engineering Research Laboratory 

(CERL), the SAG determined that eight areas 

should be studied (see figure 

The target date for finishing the studies was 

set for January 1975, with the formal presentation 

of findings and conclusions on 17 January 1975. 

The final written report is due in November 1975. 

The study objectives were developed based on 

current senario doctrine, using the Construction 

Battalion TOE. The expected outcome of the 

studies is significant improvements in the efficiency and economy of BD construction. The 

resultant saving in construction material dollars 

and construction effort should prove extremely 

beneficial during the current period of military 

austerity. 

Engineers, you have now been brought up to 

date on the current actions involving BDP. Be on 

the look-out for future developments as they 

evolve and impact on your Corps. 

Major Clarence D. Little is Chief, Engineering 

Design Division, Department of Engineering 

Science, USAES. Since his commissioning from 

Northwestern State University of Louisiana, he 

has served with the 2d Armored Division, US 

Army Alaska; III Corps, 9th Infantry Division, 

Combat Development Command, and the 31st 

Engineer Battalion. He has a Masters Degree 

from the University of Missouri and is currently 

slated to attend the Command and General Staff 

College in August 1975. 

55 
Editor's Note:	 The Engineer Branch Newsletter has been discontinued; therefore, this section will carry 

some of the information formaUy found in the newsletter. 

• For Al l • . . 

Sta bility - money is tight! PCS moves have been reduced to the bare minimum-occurring 

only (at least through FY75) to meet essential military requirements. Stability has been 

increased to a minimum of 30 months prior to going overseas; 36 mo nths for CONUS to CONUS 

moves. 

Photographs - A R 640-30 outlines the r equirements for having official photographs in your 

military files. If you are a Regular Army officer (regardless of ra nk), fema le officer, or First 

Lieutenant (an above) (USAR) you need two photographs: one for your official (PA RD) file; and 

one for your Branch (C BIF) file. Promotion boards look for them. The old adage is still quite 

accurate - "A picture (or lack of same) is worth a th ousand words". 

Communica t ion - effective management r equires two-way communication - your cards, 

letters, calls, and preference sta tement are all invaluable sources which help you to influence and 

manage your career. The preference statement is a significant element in matching your desires 

w ith our daily receipt of requirements . If you haven't submitted one in th e last yea r - do so. 

We strive to keep you informed personally as requirements surface. One item which we 

frequently fi nd in error is your official mailing address on your Officer Record Brief OR~'

This is not your Home of Record but your pr esent home address. As it changes drop us a n 

Professional Registration - though not a necessity for accelerated promotion nor assigllments, it is a ta ngible demonstration of engineering com petence and, as such, should be a goal 

for all Cor ps officers. 

• From those who manage for today ... Assignments: 

Li eutenant Colonels - those of you returning from overseas in 1975 can expect assignments in 

the Washington, D.C. area, with ROTC detachments across the country, or in the Army Readiness 

Regions. Those having less than four overseas tours who have been in CONUS four or more 

years, and those having four overseas tours w ho have been in CON US since 1969 are eligible for 

overseas tours. Few will go to Germany in 1975, most requirements are in more exoti c locations, 

including Iran, Saudi Arabia, Tu rkey, and Korea. Many of these assignments are two-year 

accom panied tours. 

Ma jor s - during 1975, approximately 350 majors will be reassigned. If you are one of these, 

is your preference statement up-to-date? Although non-dependent tours are limited, vulnerability 

will fall to those with two or fewer NDTs who have been assigned to CONUS since 1968-69. 

Eligibility for overseas dependent tours w ill go to those with 36 months or more in CONUS. 

Recent ly promoted majors should set goals during their majority for accom plishm ent of the 

following: troop duty in a battalion/group/brigade, completion of CGSC (resident or nonresident) 

level schooling, and completion of a baccalaureate or master's degree (fully funded, DCP, 

ADPRID, or self-supported) . 

Captains - long tour assignments are available by decreasing frequency to: USAREUR, 

Hawaii, Alaska, Canal Zone, Middle East, Mediterranean and the Far East. 

Most tour assignments to Korea are available and will be filled by those officers having ..." 

short tours or those officers having been back in CONUS 4 to 5 years without an over 

assignment. A very limited number of short tour assignments are available through OCt."l 

Turkey and the Middle East. 

Most overseas assignments w ill be filled by volunteers. Those interested should make their 

desires known at least ten months in advance of projected reporting date to insure consideration. 

56 
Off icer s having no short tours, or those who have had only one short tour and who have been in 

CONUS for 4 to 5 years, are vu lnerable for another short tour. 

Captains elig ib le for CONUS assignments are considered for assign ment approximately five 

to six months before the desired reporting dates. Captains should insure that an up-to-date 

prefer ence statement has been provided th eir assignments off icer at least eight months before 

they r each two years on station. Curr ent ly, captains can expect to serve 2+ years on station with 

a desired goal of three (3) years on station. If an officer desires to move after two years on 

station in CONUS, he shou ld make that fact known to his assignment officer. Assignments ar e 

avail able in aCE, faci lities engineer ing, and AMC for those officers that are qualified. Officers 

complet ing graduate civil schooling stand a fairly good chance of being assigned to aCE. 

EOAC will be programmed into an officer's assignment pattern as a nor mal PCS move. 

Captains & lieutenants in long tour areas or CONUS may be curtailed up to 6 months to attend 

th e Advanced Course. Captains who have not been to the Advanced Course will be selected for 

attendance as soon after they reach two years on station as is convenient to the officer and hi s 

unit. With the reorientation of the Advanced Course to better prepare officers for company 

com mand, officers can expect earlier assignment to EOA C, probably in their third through sixth 

years of commissioned service. 

Lieutenants - Good News! DA forecasts that promotions to Captain AUS w ill re main at four 

-ars of active duty commissioned service. Published DA Selection Board results will reflect 

.ectees with promotion sequence numbers. Assi gnments of 1LT( P)'s will then be handled by 

.ne captains desk. 

Warrant Officers - The Regular Army Selection Board for War rant Officers is accepting 

applications for Regular Army on a continuing basis. Engineer Branch has received procurement 

author ity for appointment of War rant Officers in the Engineer Equipment Repa ir Technician 

(Ma S 621A) field. You should encourage and assist qualified personnel to apply. See A R 135-100. 

The Warrant Officer Senior Course (WOSC) is now available via nonresident instruction. It is 

open to all CW4, CW3 or CW2( P) who have completed at least six years of warrant off icer service 

and who are either on active duty or a member of the reserve components. lAW DA Pamphlet 

351-20, paragraph 4, giving the course title and number (1-250-C7) and addressed to Department of 

Ar m y Wide Training Suppor t, P.O. Box J., Fort Rucker, Alabama 36360. 

•	 From those who manage for tomorrow .. . Professional Development : 

Project Manager - Within the framework of the Officer Personnel Management System 

(OPMS), the Project Manager Development Program is designed to select quali f ied officers for 

training in order to fulfill future Army requirements in the field of project managem ent . The 

program, though currently under revision by the Officer Personnel Directorate (OPD) of the US 

Army Military Personnel Center (MILPERCEN), has the goal to qualify officers who w ill be 

responsible for the centralized management of weapons systems. Those selected wi ll have 

principal res ponsibility for major project development to include: planning, direction and control 

of research and development, initial procurement, production, testing, dis tribution, logistical 

support, and leadersbip of an integrated team of government (military and civi lian) and industry 

per sonnel to accomplish a certain objective within a designated time, cost end performance 

constraints. If you're interested, read the qualifications in Chapter 30 or DA PAM 600-3. 

GRADUATE SCHOOL NOT ES: 

Requir ements - All graduate training, regardless of program, is conducted in support of 

requ irem ents validated by the Army Educational Requirements Board. The A ERB rev iews 

57 
detailed justifications from th e field and validates those positions for which a graduate education 

is a requi rem ent. Currently validated AER B r equirements for Engineers are: 

CORPS OF ENG INEERS
 

MASTER S DEGREE REQUI REMENTS 2/
 

CPT -LTC
 

Current Current 

Di scipline Reqmts Displine Reqmts 

Civil Engineer ing 240 ADPS/Engr
 

Engi neering General 1/ 41 Geological Engr
 

Geodetic Science 21 Mathematics
 

* Nuclear Engineer ing 19 Architectur al Engr 

3

3

3

2 

*ORSA/ Engr 17 Ind ustrial Management 2 

*M echanical Engineering 

. Topogr aphy/ Photogram metry 

Engineer ing Administration 

*ORSA/Business 

15 

8

8

7 

Sanitar y Engineering 2 

Chem ical Engineer ing 2 

Systems Engineering 2
 

Physics 2
 

*A DPS/ Business 6 Psychology 2 

Str uctura l Dynamics * InternationaI Relations 

*Area Studies 

6

6 

2 

Business Administration 2 

* Nucl ear Physics 5 Astrodyn am ics 1 

El ectrical Engineering 4 Chemistry 1 

*Comptroller 4 *Education 1 

* Logistics Management 4 Geography 1 

* Nuclear Effects Sci ence 4 Geophysics 1 

*Engineering Physics 

*Electronics Engineer ing 

NOTES: 

3

3
 

Management 1 

I I Pos itions generally in the grade of LTC which can be filled by an officer with a degree in any field of engineering. 

21 Excludes approximately 95 positions at USMA filled by Engineers. Generally these requirements are in engineering and the 

physical scie nces. 

*1 At least half of the positions in these disciplines suppor t alternate specialty requirements. 

Fully Funded Graduate Tr ain ing (A R 621-1) - Application for this program is made by 

forwardi ng DA Form 1618-R (Repr oducible from the copy in the AR). 

CALE NDAR 

School Input Application Due Selections Announced 

Jun 75 1 Dec 74 15 Dec 75 

Sep 75 1 Feb 75 15 Mar 75 

Jan 76 1 Jun 75 15 Jul 75 

Adva nced Degree Pr ogr am for ROTC Instructor Duty (AR 621-10 1) - Applications for t. program m ay be made at any time. ROTC inputs preceeded by graduate training are being 

programmed ahead as far as the summer of 1977. The academic discipline to be studied must r elate 

to a potential future AERB assignment. As a gross rule of thumb, th ose academic disciplines with 4 

or more AERB requirements in the preceeding chart can be supported. Study in other disciplines is 

58 
approved on a case basis considering requirements and trained assets. Study cannot be supported in 

areas such as gener alized business administration, educat ion, or management with 72-1, 17-1, and 

20-1 tra ined assets per requirement respectively. 

Degree Completion Progr am ( Bootstrap) for Graduate Degree (AR 621-1, Chapter 8) - Thinking 

about beginning a masters degr ee off-duty with a goal of obtaining a "bootstrap" to finish degree 

requ irements? Good plan, but be sure that the academic discipline is one which we can potentially 

support. On an interim basis unti l 30 June 1975, a maximum of six months study can be authorized 

without a utilization assignment in a discipline not validated by the AERB provided the officer has 

invested substantially of his off-duty time. All new participants after July 1975 must study in an 

academic disci pline for which an AE RB position exists and serve in a follow-on utilization 

assignment. As a rule of thu mb, 6 or more requirements should exist on the preceeding list to have 

prospects for support. To be more specific you should consult DA Circular 351 -7, Training of Military 

Per sonnel at Civilian Institutions, and/or conta ct Engineer Branch to insure you are ali gning 

you r self with requirements in your Engineer or potential alternate OPMS specialty. 

UNDERGRADUATE SCHOOL NOT ES: 

The pamphlet " What You Always Wanted to Know About Complet ing a Baccalaureate Degr ee, 

t Were Too Busy to Ask" has been mailed to company grade off icers who have not yet com pleted 

. underg r aduate degree. If your copy is lost in the mail, drop us a card with your cur rent address 

and we w ill send another copy your way. Opportunit ies for off-duty education do exist and this 

pamphlet consolidates tha t information on major installations world-wide. As officers become 

available for reassignmen t, we will attempt to reconcile aspirations for assignments w ith good 

off-duty education prospects with Army r equirements. 

Degree Completion Pr ogram (Bootstr ap-Undergraduate) (AR 621-1, Chapter 8) - We omit 

details on this continuing program since the pamphlet " What You Alwa ys Wanted to Know . . . Ask" 

contains the specifics. The current estimate is that 44 Engineers will initiate undergraduate training 

under this program during FY 75. It appears that this will be the appropriate steady state input 

level for the forseea ble future. 

SCHOOL CAL ENDA R INFORMATION : 

School Input Application Date Selection Announced 

Jun 75 31 Dec 74 15 Jan 75 

Sep 75 31 Mar 75 15 Apr 75 

Jan 76 31 Jul 75 15 Aug 75 

WAR RA NT OFFICER EDUCATION : 

Warrant Officer Civil Schooli ng (A R 621-0 - There are two pro grams under which Warrant 

"~ficers may attend civil school - Degr ee Comp letion Program (DC P) and Warrant Off icers 

oci ate Degree Program, formerly referred to as the Warrant Officer Undergr aduate Degr ee 

. ogr am. AR 621-1 covers both of these pr ogr ams which permit schooling to th e associate degree 

level. The Warrant Off icer Associate Degree Program provides for full y-funded schooling in an 

Ma S-related discipl ine. The Degree Completion Program provides for schooling with ma ximum 

duration of 12 months in any discipline of functional value to the Army. 

59 
T RADOC SETS POSITION 

ON THE UTILIZATION 

OF ENLISTED WOMEN 

TRADOC Headquarters has spelled out its posit ion on assignment and utilization of Army 

enl isted women. In accordance with current DA guidelines, TRADOC has issued the pol icy 

standar ds covering a variety of matters affect ing assignment, utilization and training of Women in 

t he	 Army : 

Army Women will not be assigned to Category 1 TOE units. 

Army Women are noncombatants and will not be trained or used in combat rol es. 

WAC personnel will deploy with their units of assignment. 

Actual firing of weapons by women in the Army is com pletely vo luntary - except m ilitary 

policewomen and women choosing the special unit open, who agree in their enlistment contracts to 

fire appropriate weapons. 

Women will participate in the field training activities of their units. They will not be precluded 

fr om participating in defensive training which prepares them to defend themselves and their units. 

Women who volunteer to carry ar ms and are qualif ied with an appropriate weapon may perform 

gua r d duties in selected areas. 

As local circumstances permit, WAC units will be disestablished and all command and contro l of 

enlisted women will be vested in their units of assignment. 

Under certain and specified conditions, female personnel may be detained in Military Po. 

detention cells. Returnees will be processed in the same manner as male returnees. 

SELECTIVE DEFERR E D MOVEMEN T PLAN
 

NOW BEI NG IM PLEMENTEO
 

To avoid exceeding maximum str ength limits overseas, MILPERC EN'S EPD has implemented 

a plan to delay or, in some cases, cancel assignment instructions assigning non-combat personnel to 

Europe or Korea. 

The first phase, in operation now, affects service members who would normally have had 

oversea arrival months of March or Ap ril 1975. In these cases, new arrival dates will be set for 

either July or August. 

In cases where such delays would cause personal hardship to the soldier because he had already 

taken his children out of school, cleared his quarters, or was alr eady in transit to his oversea 

assignment, he would proceed according to original instructions. 

In a case where a service member would not be able to complete at least 12 months of an over sea 

assignment because of the delay, he will be deleted from current assig nment instructions by EPD. 

ES REVISIONS FOR PROMOTION 

E-4s recommended for promotion to the grade of E-5 must now achieve a minimum of 80 as their 

MOS Evaluation Score (ES) in order to be eligible for that promotion. In the past, a score of 110 was 

required with a waiver obtainable to a score of 100. The requirem ent is now set at 100, wa iverable to 

80. 

Since this change increases the number of soldiers compet ing for promotion to E·
 

underscores the importance of the commander's recom mendation and the r esponsibil ity of the
 

promotion board .
 

Guidelines requiring an Evaluation Score of 110, waiverab le to 100, for the promotion from grade 

E-5 to E-6 have not been modified by the revised policy. 

60 
I 

REVISED ORBs BEING 

SENT TO THE FIELD 

Beginning in March 1975, a rev ised version of the Officer Record Brief (ORB) is expected to hit 

the f ield for th e first time. 

Highlights of the r evi sion include an easier-to-read-and-understand format, first-time space for 

Off icer Personnel Management System (OPMS) special ties, an expanded remarks section, and more 

room for list ing previous duty titles and assignments. 

Inst ruct ions on the re verse of the new form are reor iented toward the individ ual officer and 

personnel specialist, and more complete explanations of codes and abbreviations are now included. 

Personnel officers should obtain a copy of Change 1 to AR 640-2-1 which is due in mid-February. 

The revision to the regulat ion contains instructions for the use of the re vised for m in the annual audit 

of t he ORB. 

Per sonnel offices and individual officers are also reminded that the Annual Audit of the ORB is 

mandatory for all comm issioned and warrant officers. Results of a recent MILPERCEN study of 

ORB aud it return r ates have revealed that as many as 15 per cent of all officers fail to meet this 

requ irement . 

OPUS UTILIZED TO 

SUPPORT REQUISITION 

.. t.JD ASSIGNMENT 

The Officer Personnel Ut ilization System (OPUS) was put to work in 1974 w it hin M ILPERCEN 

• ..1 provide new compute r support for the Officer Personnel Direct ora te (OPD) in the control of 

requisition and assignment of off icers . 

OPD and the Personnel Informat ion Systems Directorate (PE RSINSD) developed this system to 

eli minate pr oblem areas in the old requisition system and to elim inate dependence on antiquated 

equipment used to pro cess assignments. 

With OPUS, closer control w ill be maintained on the fil ling of requisit ions by information being 

im m ediately available to the Career Branches by computer t ie-ins. This will prevent such 

occurrences as more than one officer bei ng placed against the same requ isition or one officer being 

applied aga inst more than one requisition. 

Presently, OPUS has been lim ited to those Career Br anches within OPD w ith the ex ception of 

the Colonel' s Div ision. The Colonel's Division, the Office of the Chief of Chaplains, the Office of the 

Judge Advocate General, and the Medical Branches are slated to fall w it hin the scope of OPUS in the 

near future. When accom plished, this will provide a consoli dated computer system to support 

current Department of Army req uisition and assignment requiremen ts . 

FATIGUES REQUIRED
 

FOR WOMEN
 

ENLISTED AT FORT BELVOIR
 

If you are an Enlisted Woma n and have volunteered or have been selected for Advanced 

Individual Tr ai ning at the U.S. Army Engineer School, Fort Belvoir, Virginia you wi ll be r equired to 

wear fatigues dur ing your training and dut ies while at your duty sta tion. This uniform is a necessity 

for you r training because most instruction is centered around working in the proximity of machinery 

and/or equipment. Courses that will require you to wear fatigues and combat boots during all or 

-r tlons of your AIT training are as follows : 35E30, 51G20, 51 L20, 52B20, 52B30, 52C20, 52D20, 62B20, 

330, 62C20, 62C30, 81B20, 81C20, 41B20, 41K20, 82B20, 82D20, 82E20. 83D30, 83E20, and 83F20. 

If you are coming to Fort Belvoir for any of the courses outlined above, you should inform your 

commander that you will be required to repo r t with, at the m inimum, four sets of fatigue uniforms, 

two pai r of combat boots and one field jacket. 

61