THE MAGAZlNE EC%-ARMY ENGINEERS WINTER 1&3+ 

-, ENGINEERS IN GRENADA! 

I - ALSO: A SPECIAL LEADERSHIP SERIES THE NEW EOAC PUBUCATIONS FROM CERL 
~ -~ ..

By MAJ Wayne L. Dandridge 

eadersh~pIS taking the point .. ' ' posltlon when your unit is expecting contact with the enemy or 

being the last person to abandon 

ship. Leadership is flying a crippled 

bomber to the ground when one of 

your wounded crew members cannot 

bail out. Leadership is keeping your 

young soldiers, marines, airmen and 

sailors alive and never leaving your 

wounded behind. Leadership is writing a dead trooper's family a personal letter immediately after the 

battle. 

Leadership is not glorifying war. 

Leadership is not doing "anything" 

just to get promoted. Leadership is 

not winning the battle at all costs, 

nor is it losing a war to avoid 

casualties. Leadership is not found 

in the security of a well-fortified 

command bunker, nor is it found in a 

plush officers' field mess. 

Leadership is rewarding a soldier. 

sailor, airman, marine, or civilian 

with the appropriate recognition 

immediately after an exceptional 

deed or service. Leadership is commanding and managing. Leadership 

is establishing, and meeting in 

priority, specific objectives. Leadership is managing by exception, using 

job enlargement, and seeking job 

enrichment. 

Starting with this issue. ENGINEER 

will feature A Purso,rol Vi~ir,poinf.a 

replacement to the Foruiic department. This space is provided ta give 

our readers theopportunity toexpress 

their personal opinions concerning the 

Corps of En~ineers and the military. 

This issue features MAJ Wayne L. 

Dandridge's personal view of leadership. 

A leader is humanistic. A leader 

believes in God, family, and country. 

in that order. Leadership is treating 

men and women equally without 

regard to race, color, creed, religion, 

age, or custom. Leadership is visiting your wounded and sick frequently. Leadership is knowing and 

living by the Constitution, the Code 

of Conduct, the Geneva Convention, 

and the basic human rights of all 

mankind. A leader is assertive, but 

not aggressive. 

Leadership is not ruthless nor 

mindless discipline, but it is the 

ability to do the right thing at the 

right time by putting the whole 

before the parts. Leadership is not a 

good efficiency report, nor is it paper 

readiness. Leadership is not a courtmartial for every offense nor punishment for every mistake. A good 

leader is fair, predictable, and consistent. 

Giving a superior sound professional advice when you know he or 

she does not want to hear it is 

leadership. Leading when you can: 

following when you should: and 

getting the hell out of the way when 

you have nothing to offer, is leadership. Learning the language and 

customs of a host country is leadership. Staying in top physical eondition is leadership. 

Aleader does not forget that the 

past 1s our heritage, the present 

is our challenge, and the future is our 

responsibility. Leadership is not 

being overweight, not smoking. and 

not drinking alcohol. Leadership is 

not being right all the time, and it is 

certainly not being wrong most of 

the time. 

Leadership is a general who 

knows the friendly and enemy situation, knows the immediate action 

sequence for the MI6 rifle, knows his 

driver's first name and family, and 

can recite the Lord's Prayer. 

Leadership is a private who knows 

that he or she is in the chain of 

command and may have to take over 

when senior in rank. 

A leader knows why there are air, 

land, and sea forces: why there are 

cavalry, infantry, armor, artillery. 

aviation, and logistical forces: and 

why combined arms and concentration of combat power are important. 

A leader knows about defense in 

depth and how to us it. 

No compromise of the integrity of 

one's word, deed, or signature is 

leadership. Setting high standards 

and seeing that they are met is 

leadership. Intelligence, dedication, 

creativity, and selflessness is leadership. Stamina, vigor, and commitment is leadership. Spontaneous. 

contagious enthusiasm is leadership. 

Initiative, self-improvement, and professionalism is leadership. 

Leadership is adaptability, appearance, cooperation, and decisiveness. Ingenuity, sociability. tact, and 

tenacity is leadership. A leader 

displays knowledge, manages resources efficiently, and plans beyond 

the immediate requirements of 

assigned duties. Delegating authority, commanding confidence and 

respect, and accepting full responsibility for your actions is leadership. 

Leadership is embodied in Martin 

Luther Kin~Jr.. Robert E. Lee. Pope 

John Paul 11. Abraham Lincoln. 

Irwin Rommel, Jesus, Mohammad, 

Joan of Arc. John Paul Jones, Sister 

(Continued on pcrgc 10) 
-- 

I 

w

-	 w 

:~no,i,nep:: 	 . 13 r-- NuM"ER

WINTER 1983-84 ~-

UNITED STATES ARMY 

ENGINEER CENTER 

AND FORT BELVOIR, VA 

MG James N. Ellis 

ASSISTANT COMMANDANT 

COL James W. Ray 

CHIEF OF STAFF/DEPUTY 

INSTALLATION COMMANDER 

COL Paul J. Higgins 

COMMAND SERGEANT MAJOR 

CSM Orville W. Troesch Jr. 

EDITOR 

John Florence 

ASSISTANT EDITORS 

2LT David I. Arter 

1LT Lauisl. Leto 

PRODUCTION ASSISTANT 

Thomas Davis 

EDITORIAL ASSISTANT 

SP4 lean Tale 

Special thanks to Bill Behring far 

graphics and production assistance. 

On The Cover 

Soldiers of B Co., 307th Engineers, 

display a Marxist flag they captured in 

Grenada. From left, CPT Don Davis, 2LT 

Hugh Enickr, SFC Raymond Scott, SSG 

lames Dematteo, 1SG Harold Lockwood, 1LT Scott Snook. Rod Halemeister photo, courtesy Soldier oi 

fortone magazine. 

FEATURES 

11 Engineer Leaders on Tomorrow's Rattlefield 

by COL William C. Burns 

13 	 Four Fundamentals of Professionalism 

by GEN William R Richardson 

115 	 Advice for Engineer Lieutenants 

by COL Gerald Bro7c.n 

18 	 Small-Unit Leadership: Past and Future 

by COL Stanle~l R. Jf~h.?r.son 

20 	 Be the Expert! 

by CPT Willis Lee 

24 	 Operation Urgent Fury 

by LTC Lan*re?iccL. Izzu 

29 	 Water to the Ankles & No Repair Parts 

by SP5 Nnrcc~ Ann Zn~rlorski 

30 	 Everything Engineers Can Be 

b~ SFC Bob Ler~fnrr 

31 	 A Caribbean Arms Cache 

32 	 Captains' Training Strategy 

b!l CPT Ralph H. Grmes 

35 	 Restructuring SC 21 

h!i CPT Bruce H. Renlinger 

36 	 TEWTS for Engineer Troops 

by MAJLee A. peter.^ & MAJ Kennt,th Dai,idson 

38 	 Pass Guidons. Not Paychecks 

by CPT W.C. Horr-ington Jr. 

42 	 Military Application of Lime Stabilization 

by CPTJoseph M.Spvrlq & CPT John D. ,Voncood 

45 CERL Publications List 

DEPARTMENTS 

Inside Front Cover: A Personal 

Viewpoint 

2 News &Notes 

5 Engineer People 

6 Clear The Way 

7 Bridge The Gap 

8 

10 

17 

23 

48 

School News 

Engineer Problem 

Engineer Solution 

Hotline Q&A 

Ca,reer Notes 

ES<;ISEKR isan authorized puhlivatlon rzflni. I'S .\rms Eng~nez~r'znt~~r. Furt Brlvu~r. Va. Unlcssspe~~~f~ralt ~t.~t. i illi~tvr~:.l

:a111 t :.rlnr ncreln does not nev~,~r;rr~ly rvflrrt uiiic~;,l pol~ey th1n6tn~ n r t,n lura,l,wnt try any agency of tnc I....< .\rtni I'II?x..r II~ta. h~ni.:]nil h~; are used t~ r<.nrt.se~~t i,c.r~)nn,.l cti~~ther sex,\I1 ull<,t~r.r:~~,~., :u~lt;slnl:d hvre~n areofflc~al I'S. r\r~n\I)II*~I. vritl i..i 

unless otherwise credited. he use of fundsfor urintine this oubficaticn &s a~urovedby the Secretary of the~rrnddn ~eckmber 

1. 19.3. llaterlal herp~n may I*,rel)r~nte<l if 	irrcl:t i!~~vei t I t:S(;ISl~~I:l!';in I I,,tnF author ENCINEKR'q ot;jt,rti\.,: arc to 

I,ro\ <lea iorum for thr ekch;tngt, of ide~s.to ~nform and m< t~\.arr .., 1 I<.1 r .In( I< th, profer:~onal ilevt~l<,l,rntmt of all rnrn!,crr oi 

the .Art~l? en~:neer cornmunit?. I)~re(.t <:<rrrr.;pondence with ES(;ISF:I:l< I. :~u!llr,~.~xcd and encour~qcal lmlu~r~rr. 1tth.r~ru the 

c.cl11ur. cornmentarlei, m:rnu>%,rlpLs, l.l~uu,ural,h, and general I.<lrr*,il*)n<.vnc-I.t>~ldlbe sent lo. t:h~.lSF:l-:R Mararil!,,. .\TZA- 

'I'll-1'. Stop lA2F. Furl 1ivIv ,Ir. Y.\Z2!,liC1. I'hune:t;O:l!6fi4-3~%2. .\V .{>I.Sol icr~l)tion;to ESC;ISE'I.:R nr~.:i\a1l:i111v Ihrou h the 

Superintendent of l,oco~!~vnt.<. I'S. r;ovrrnment f'r~nr~ngOffice. \VL~IIIIXLOII. LIC. 25402. h r lhl.:A or n,<mcvorder pavatle to 

Superlnrendcnt of rJ.~c~irn~>nt. 11111*t il,r<,mpany all subscr~y~r~ort rrqut8.u. .\nuunl rates are zA.5 I. I.lr !n,<r:c inclu<~lnyAI'U and 

Fl'Ul addreire; and 51t11;; for ft.rc,iun addresses. Ind~v~Iual roui~.ian~av:~llatl:r at $4.5, .--~, ner cony ior ,I!nr-tlr :i<l,lrr,ic.and S5.65

for foreign addresses: Second ~1assi;ostage paid at Fort ~elvolr, Va., and additional mailing dfiees. ISSN 0046-1989. 
I ' WANTED j

The Army is looking for volunteers to attend scuba training, 

according to officials at MILPERCEN. Soldiers in primary MOS 

12R. Combat Engineer, and 12C. 

Bridge Crewman are invited to 

appl?~if they meet the prerequisites 

of AR 611-76, S~leefion.Qiiul(fierrtio~i.Rntinq anti ilisrntinri ql Arni!/ 

Diwrs: 

Volunteers for scuba training 

must be 30 years old or younger and 

beserving in grades E2 through E5. 

Soldiers in E6 and E7 grades will be 

considered as exceptions to policy. 

Aptitude test~scoreminimums 

are GM 100. GT 110. and APRT 250. 

(Although AR 611-75 specifies an 

APRT score of 240, school officials 

stress that 250 points are required 

for the scuba program.) 

Applicants must have completed a Type B medical examination, approved by the Department of 

the Army Surgeon General, according to chapters 7 and 10 of AR 40-

501, Mvdieal Sor~irc;St~r~id~irfis r,j' 

M~dicniFitn~sn. 

Enlistment bonuses or selected 

reenlistment bonuses may be waived 

for soldiers accepted for the 

training. 

For more information, contact 

your personnel services NCO or local 

military personnel office. 

ECTC '83 

Experiences in Grenada, the development of training for the 1990s. 

and Soviet engineer capabilities 

were among the topics discussed at 

the recent Engineer Commanders' 

Training Conference (ECTC)held in 

Arlington. Va. 

The conference is an annual event 

bringing Active and Reserve Component commanders (battalion level 

and above) together to exchange 

ideas and information in a variety of 

military engineering concerns. The 

theme of ECTC '83was "Excellence 

Starts Here-Training to Fight and 

Win." 

The keynote address was presented 

by LTG Fred K. Mahaffey, deputy 

chief of staff for operations and 

plans. Department of the Army. The 

general voiced his impressions of 

several areas of emphasis in Army 

planning: these included the formation of additional light (10.000 men) 

divisions. 

innovative logistics, development of 

the capability to fight at night, rapid 

worldwide deployment, and improvements in weaponry. 

The conference included seminars 

on the new Engineer School model, 

women in the Army, and the restructuring of Specialty Code 21 (see 

"Restructuring SC 21" on page 31). 

Directorates of the Engineer 

School, along with other organizations, set up displays which detailed 

their current programs. Included 

were a videotaped program on the 

M9 Armored Combat Earthmover. 

the new videodisc trainer, and a 

display of Soviet and Warsaw Pact 

military clothing and equipment 

captured in Grenada. 

An ECTC"Xdpartiripant prrks 

through a periscope from a Soz.iet 

RTR-60 arrnorrd prrsonnrl 

rarrier eaptur~din Grenada by 

B Co., d07th Engineer Rn. 

(Airborne), RLnd 4irborne Dir., 

Ft. Bragg, ;V.C. fl)rrii Arf(,r,~hotr~l 
The Videodisc 

Trainer: More 

Than A Game 

What may appear to be the Army's 

version of an arcade video game is 

actually a gunnery training device 

for the combat engineer vehicle 

(CEV). It comes complete with 

indicator lights, sound effects, and a 

digital readout panel similar to 

popular video games, but the real 

points scored translate into Army 

dollars saved. 

Using an idea borrowed from the 

Armor School at Ft. Knox, Ky., the 

Engineer School's Directorate of 

Training and Doctrine (DOTD) is 

awaiting funding for the DA-approved videodisc trainer, according 

to 1LT Dexter Barge, a project 

officer for DOTD's training devices 

section. 

When funded, 72 of the $25.000 

videodisc trainers will he sent to 

CEV-equipped engineer battalions 

and senarate comnanies. Accordine ., to Barge, the devices were designed 

for soldiers in MOS 12F, Engineer 

Tracked Vehicle Crewman, in conjunction with CEV. AVLB and ACE 

training. 

A programmed videodisc contains 

vidoetaped segments of realistic 

situations that could confront engineers in combat environments. 

Examples are fire missions that call 

for the destruction of a bridge and 

an enemy helicopter. 

The gunner sits in front of the 

videodisc trainer and peers through 

an eyesite while manning the twin 

hand firing controls. A voice describes the target and fire mission. 

The target is engaged with the firing 

controls which permit vertical and 

horizontal movement of the gunsite. 

The trainer ticks-off seconds and 

chalks-up points on the digital display panel. Electronic bells and 

explosions add excitement and 

realism to the device. 

A a0idie.r tries his iin,r<l willi thr' P;r,!,i,,cov School's ~,idr~rrrli.vc lrfri?~t'r.. 

I.ideotaped, ni~nul[~tt,d coriihrrt sitrtntions ure shu?r!n on Ilrv rrronitor 

while the "g?~nner"enguges his targets with hand-held firing contl'ols. 

Sozcnd effects and a digital scoreboard make this device fun as well as 

practical. (Dni,~ Artel. photo) 

Thc videodisc trainer is a portable 

combination of a television monitor, 

a vidoedisc player and a gunner's 

console. The device permits gunnery 

training in locations where firing 

ranges are inaccessible; it can besetup in the corner of a classroom. 

In addition to convenience, the 

trainer %.ill reduce costs associated 

with live ammunition training. 

Barge says that the videodisc trainer 

and a subcaliber live firing device 

nil1 allow CEV gun crews to qualify 

and maintain proficiency with 

smaller rounds, saving approximately $48,760 per year, per crew. 

Says Bargeof the videodisc trainers, 

". . . as you can see, they would soon 

pay for themselves." 

12F BNCOC 

A BNCOC (basic NCO course) for 

MOS 12F, Engineer Tracked Vehicle 

Crewman, was implemented in USAREUR in 1983: however, only 50 

percent of the allocated slots were 

filled. The course prepares 12F 

NCOs for the duties and responsibilities of CEV commanders and 

AVLB section sergeants. There are 

six student allocations for each sixweek cycle of the course. To ensure 

the continuation of the 12F BNCOC 

in USAREUR, the allocations must 

be filled this year. Commander, are 

urged to get qualified soldiers into 

the course. 
School Wants 

Your Feedback 

On MOS Merger 

The Engineer School is studying 

the possibility of combining MOS 

82B (Construction Surveyor) and 

82D (Topographic Surveyor) into on 

"Engineer Surveyor" MOS. 

The study was prompted because 

these two MOSS hare many similarities, and to a certain degree, a 

duplication in training and purpose. 

Combining the MOSS into an "Engineer Surveyor'' MOS is probable 

because both have very small career 

fields (less than 450 soldiers combined) spread over four skill levels 

(two in 82B and four in 82D). A 

future reduction in authorized 

spaces brought on by new equipment 

and changing missions would create 

a severe structure imbalance within 

the skill levels of both MOSs. 

Feedback from field units indicates that combining these two 

MOSs would come much closer to 

the "ideal structure" than keeping 

the MOSs separate. 

It would, however, cause an imbalance at the E5-E6 level if these 

MOSs were combined without a 

rank redistribution. Therefore a 

TOE change would be required. 

possibly adding an E6 survey party 

chief in combat and dropping an E4 

position. 

Please send your comments andlor 

ideas on this study (pro or con) to: 

U.S. Army Engineer School 

ATTN: ATZA-TD-I-T 

Fort Belvoir. VA 22060 

Test Windows 

For MOSs 12B, 

12C Extended 

The SQT test windows for MOSS 

12B and 12C have been extended one 

month due to publication problems 

which have affected the distribution 

of revised soldier's manuals for these 

MOSS. The 1984 tests are based on 

these soldier's manuals; test results 

could be affected if these manuals 

are not used for study prior to taking 

the SQTs in these MOSS. Units 

which have not received these 

soldier's manuals should contact 

their local AG Publication Centers 

regarding the possibility of obtain: 

Have something for News & 

Notes? Please send your item 

(with photographs) to ENGINEER Magazine. ATZA-TD-P. 

Stop 163F. Ft. Belvoir. VA 22060. 

ing the manuals. The revised test 

windows for MOSs 12B and 12C 

will he April 1 through July 31, 

1984, instead of April 1 through 

June 30, 1984. Inquiries concerning 

I

this action should be addressed to: 

Individual Training Evaluation Directorate. ATTN: ATIC-ITT. Fort 

Eustis, VA 23604. 

SMs In The Works for CMF 81 

New soldier's manuals in an evalu- expedient squad job books. DMS to Host 

ative format are being developed at The remaining MOS in CMF 81, Seminar On the Engineer School for five of the 41B (Topographic Instrument ReMOSS in CMF 81 (Topographic pair Specialist) is scheduled to have Terrain Analysis Engineering).Themanualsforsuper- a soldier's manual in the field by On April 17-19, 1984, the Defense visory skill levels include a compre- December 1986. Mapping School will host the 2nd hensive MOS training plan and Annual Terrain Analysis Seminar at 

Wheeler Hall, Fort Belvoir. The 

TENTATIVE FIELDING DATES purpose of the seminar is to provide 

terrain warrant officers with a 

forum for ideas and methods of 

STP 5-83F1 (Photolithographer) lga4 operation in terrain analysis. Topics 

STP 5-83F2/3/4/TG (Photolithographer) discussed will include terrain analSTP 5-82D1/2 (Topographic Surveyor) jul. 1985 ysis support experiences in Grenada 

STP 5-82D3/4/TG (Topographic Surveyor) and REFORGER, Air Force weathSTP 5-83E1/2/TG (Photo and Layout Specialist) er support, new lessons learned, the 

use of computers, and software STP 5-81 C (Cartographer) 

STP 5-81C2/3/4TG (Cartographer) developments in support of terrain 

analysis. A final report will be STP 5-81 01 (Terrain Analyst) prepared and provided to terrain STP 5-81 Q2/3/4/TG (Terrain Analyst) ' teams, other participants and concerned offices. 
-

Engi -b I -

CPT Bill Watkins. iCy~rthiu 

Bccrncs p/i,oto) 

neer peo~ 

Summer Games 

Await Engineer 

As all eyes in the world of sports 

focus their gaze on Los Angeles for 

the upcoming summer Olympic 

Games, one Army engineer is busily 

planning to be there-not as a spectator, but as a participant. 

CPT Bill Watkins, recently assigned with the Course Development 

Div. of the Directorate of Training 

and Doctrine in the Engineer School 

at Ft. Belvoir, will be one of five 

members of America's 10Gkilometer 

road cycling team. 

The 29-year-old West Point graduate from Delafield, Wis., joined the 

Olympic Development Team for 

bicycling in 1981, along with 99 

other national competitors. The fiveman 100-kilometer team, which includes Watkins, will be officially 

announced July 10th at the national 

olympic time trials in Spokane, 

Wash. One of the five will be 

designated as the alternate cyclist 

for the four-man event. In all, seven 

Engineer Bagpiper Sounds Off; 

Plays Pipes for Fun and Relaxation 

Amateur musicians abound in the clarinet or an oboe. The bag is made 

military as in any other field, but from goat's skin and is covered by a 

CPT Brian Roby. 2nd Rn.. 4th Rde., wool, plaid cloth. My set has a 

Ft. Leonard Wood. Mo.. opts for a Scottish, Gordon-Clan plaid pattern 

more unusual instrument than the covering the bag. And yes, my 

usual guitar or trumpet: he plays a bagpipes were made in Scotland." 

set of Scottish bagpipes. Roby said he plays for relaxation 

Born of Scottish descent. Roby has and for enjoyment-usually outdoors 

played the pipes for six years. "I was and at night, because the pipes are so 

in a band at West Point and someone loud. 0 

asked me if I wanted to learn how to 

play the bagpipes," said the USMA 

graduate, a native of Toledo, Ohio. 

Roby bought his first set of 

bagpipes while assigned to the 12th 

Engineer Bn. in Dexheim, Germany. 

Roby, a recent advanced course 

graduate, described his instrument 

as having "wooden reeds, like a 

Send submissions for Engineer 

People to ENGINEER Magazine 

ATZA-TD-P. Stop 163F, Ft. Belvoir. VA 22060. Please include 

photographs and a point of contact. 

American cyclists will cumpete in 

the cycling events. 

Watkins logs over 350 miles each 

seven-day training week on his 

Serotta ten-speed. His training also 

consists of swimming and exercising 

with weights. He says he sleeps a 

minimum of eight hours every night. 

His diet, dictated by a program 

called macrobiotics, is low in meat 

and high in carbohydrates. He eats 

nuts, seeds and low-calorie protein 

sources like chicken and fish. 

Now training at the National 

Olympic Training Center in Colorado 

Springs, his schedule will take him 

to Austin, Texas, and to pre-olympic 

competitions in Europe. Watkins 

predicts that America's toughest 

cycling foes in the Los Angeles 

Games will be the Soviet Union, 

East Germany. Switzerland and 

Poland. 

CPT Brialt Robq. (Grrrjj Gill~trow 

photo) 
LEAR THE WAY 

by MG James k.Ells. Conl~nandarit,US. Army Eng~neerSchool 

For Success, 

We Need 

Strona w' Leaders

Nothinq influences battle .., as much as a strong leaderAs the Army moves to update its structure. 

training, . - tactics, arms, equipment and 

doctrine to meet the new challenges of the 

battlefield, so must combat engineers look to the 

future. As we stiffen the backbone of our combat 

battalions by introducing new systems such as the 

M9 ACE, and others, we must not neglect to also 

develop the soul of the Engineer branch-its 

leaders. 

The accelerated pace, lethality, and decentralized nature of the AirLand Battlefield places a 

premium on sound and aggressive leadership. As 

noted by COL Stanley Johnson in his article on 

page 18,decisions made quickly under the stress of 

battle can alter the course of an entire camaainn. . - Our leaders, especially at battalion level and lower. 

must reflect the attributes of what a leader must 

hu. knorc.. and do. 

Good Values Build Trust 

Character shapes the performance, attitudes and 

bearing of leaders. Our leaders consistently must 

think and act in accordance with values such as 

loyalty, corage, confidence, candor, commitment, 

responsibility and initiative-all of which determine combat readiness. Behavior inconsistent 

with these character traits corrodes the trust and 

confidence soldiers must have in those who lead 

them in war. 

In his article beginning on page 11, COL 

William Burns defines leadership as "a moral force 

that is used to inspire individuals to accomplish 

difficult tasks." That is a good definition, one 

imnlving that leaders must go bevond technical . - - - and tactical competence. They also must know 

human nature. They must understand the needs 

and emotions of their soldiers and how people 

respond to stress. They must understand how the 

four factors of leadership-follower. leader, communication, and situation-affect one another. 

They must know how to use this knowledge to 

develop cohesion, to foster discipline and to build 

individual and team skills. Today. more than ever 

before in history, determining who controls the 

battlefield is more a factor of forging a strong will 

to fight than of simply fielding new arms and 

equipment. 

Leaders Must Pursue Excellence 

Finally, our leaders must plan missions, make 

decisions, solve problems, and establish goals as 

they guide their units to reach and to sustain 

combat proficiency. To achieve this level of 

readiness, leaders must communicate high performance expectations to soldiers; they must 

persistently pursue excellence in training, maintenance and troop welfare: and they must ensure a 

united effort by convincing subordinates that 

objectives are possible and thus deserve total 

dedication. 

In this vein, the Engineer School has taken the 

lead in training and in educating our junior 

engineer leaders, NCOs and officers. We have 

expanded our instruction in ethics and leadership 

for students at the NCO advanced course, and at 

the officer basic and advanced courses. This 

expanded training will provide these engineers 

with a solid basis for continued leadership development. But the process must not stop there! Once 

these studentsgraduate and moveon to their units, 

supervisors in the field must take an active, 

personal interest in ensuring that our junior 

leaders use and expand the skills and knowledge 

acquired at the Engineer Center. Doing less 

undermines all of our efforts to prepare for modern 

battle. 
BRIDGE THE GAP 

by CSM O.W. Troesch Jr., U.S. Army Engineer Center & School 

A Special Brand of Leadership 


We are the vital link ensuring that our 

soldiers train hard and fight to win 

lthough noncommissioned officer leader- A.. shlp is taught from the same leadership 

manual used for officers, NCO and officer 

leadership must differ because of the needs of the 

unit and because of the differences of each group's 

duties. 

A trait of officer leadership, for example, is 

leading by reputation. The battalion commander 

can't be with all his soldiers every day. However, if 

he is a strong leader, his subordinates know what 

his standards are and what he expects. Those 

standards are met, even when the commander is 

not present. 

As noncommissioned officers, however, we lead 

soldiers by daily personal example in everything 

we do or fail to do. We are the catalyst that makes 

things happen. We are the indispensible linkage 

upon which the commander depends for his unit to 

train professionally and to fight hard and win. We 

must develop a brand of personal leadership that 

will inspire soldiers to train hard, to learn well, 

and to be free of bias and prejudice. 

Be Totally Committed 

Leading today's soldiers takes a total commitment to duty. We must be willing to inconvenience 

ourselves to improve our soldiers' training and 

discipline. As an example, if for some reason a 

soldier fails to master a required task, then we 

must be willing to devote our own personal timenights or weekends-to retraining that soldier. 

Many times noncommissioned officers must be 

unpopular leaders by requiring that soldiers 

adhere to standards, and obey orders and regulations for the good order and discipline of the unit. 

We must resist the temptation to selectively 

enforce orders or regulations because we don't 

necessarily agree with them. Avoiding this temptation is the mark of a good noncommissioned 

officer and leader, and of a true professional. It is 

also an instance of leading by example, and of 

being the linkage to ensure that the commander's 

standards are reflected at the individual soldier 

level. 

Victor of Statistic? 

There is another important reason why we must 

be strong leaders-winning in war demands it. To 

win on the battlefield is the only reason our profession exists. Units with strong leaders and motivated, well trained soldiers are the battlefield 

victors. Units less professioilal become the battlefield statistics. In wartime, crucial combat engineer tasks will be executed by engineer squads and 

platoons operating separately from their engineer 

headquarters. Our young soldiers must he technically, physically and psychologically prepared to 

perform under the stress of combat. It is no 

exaggeration to say that an entire battle could 

hinge on the actions of a single squad of combat 

engineers. 

We are a part of the greatest force modernization effort the Army has ever undertaken, and 

our soldiers are the highest quality ever. It is 

incumbent upon us to learn, to develop, and to use 

leadership techniques that will make our units and 

soldiers the leading edge in a high-technology 

Army. More than ever before, our nation needs a 

professional Army to provide a deterrent to war or, 

if necessary, to fight and win. 

Let us, the noncommissioned officers, be the 

means by which the Army can "bridge the gap" 

from today's Army to the Army of the future. Let's 

rededicate ourselves to providing our soldiers and 

our engineer units with the strongest, most 

professional noncommissioned officer corps in the 

Army. Really strive for excellence. Be all the 

leader you can be. 
Directorate of 

Combat Developments 

Army 21 Engineer Concept: Army 21 is an e\,olving concept of the engineer system for the years 

1995 through 20.10 and is not to be confused with AirLand Battle 

doctrine. The Concepts Branch is continuing to study the engineer 

mission and capabilities for the 21st century. An engineer company 

and regimental engineer section organic to each maneuver regiment 

will provide mobility, countermobility, survivability (M-CM-S) and 

terrain analysis support for the regiment. 

At the AirLand Force (ALF) level, engineers organized into 

companies and battalions under an engineer regiment will provide 

additional M-CM-S capabilities, the bulk of bridging and general 

engineering, and further topographic support. While moving, 

engineer countermine vehicles will be capable of detecting and 

neutralizing mine targets to spearhead armored drives through 

enemy-held terrain. Robotic and "intelligent" mine systems will 

supplement the regimental obstacle capabilities. 

Tentatively, publication of the Army 21 concept, including the 

Engineer appendix (combat support, engineering and mine warfare) 

is scheduled for December 1984. The Engineer School's concept was 

briefed in January at an action officers' workshop at HQ, TRADOC. 

Directorate of 

Training and Doctrine 

New Welding Shop: U.S. Army maintenance facilities in Europe will be receiving a 

new mobile welding shop beginning this Spring. Mounted on a 2% 

ton trailer, the new welding shop's capabilities are arc, metal inert 

gas (MIG) and tungsten inert gas (TIG) welding, as well as carbon air 

arc cutting. Additionally, the shop has oxyacetylene cutting and 

welding capabilities. This new item will be issued as a one-for-one 

replacement of the old arc welder with priority given to units which 

already have the five-ton trucks required to pull the new welding 

shop. A skid-mounted version having arc welding capability will 

only go to U.S. forces in Korea. 

51H3OBTC: The new 51H30 Basic Technical Course is being offered at Ft. 

Leonard Wood. It is designed to introduce the 51H to the skills of the 

feeder MOSS and to develop construction foremen's skills. The sixweek course is held 12 times annually. Each class has a 25student 

capacity. The course is attended on a TDY or TDY-enroute basis. 

Personnel interested in attending should submit a completed DA 

Form 4187 with copies of DA Forms 2 and 201 through command 

channels to MILPERCEN. ATTN: DAPC-EPT-F, 200 Stovall St., 

Alexandria, VA 22332. 
-~-	 ~ . ~~ ~ ~~ 

Directorate of 

Evaluation and Standardization 

Professional Development The Engineer School completed new professional development 

Pamphlets: 	 pamphlets for both the officer and enlisted ranks. The officer 

pamphlet updates the current, grey officer professional development 

pamphlet and covers all specialty codes. The enlisted professional 

development pamphlet covers information for engineers in grades 

El through E9. Both pamphlets, completed in December 1983, give 

engineers in the field a current professional development reference. 

Name Changes: Effective October 1, 1983, the Directorate of Engineer Force 

Management (DEFM) became the Directorate of Evaluation and 

Standardization (DOES), and DEFM's Engineer Force Management 

Division became a separate office-the Engineer I'roponency Office 

(office symbol is ATZA-EP). A toll-free hotline is open 24 hours a day 

for proponency related questions. To use it, call 1-800-336-3095. Ext 

44172. -. 	 - . 

Defense Mapping School 

Di~italTopo Data Course: The Defense Mapping School offers a course about digital 

topographic data three times each year. 'The course is to help 

managers understand digital data and what it represents, especially 

since Army systems are increasingly relying on digital data for 

guidance and graphic presentation. The course is particularly 

appropriate for topographic officers and non-engineers involved in 

weapons or command and control systems acquisition. The six-day 

course gives military and civilian students a basic understanding of 

digital mapping, data acquisition, topographic data processing, and 

the use of digital data in weapon systems, maneuvers, simulations, 

and command and control. 

Department of 

Military Engineering 

MOS 12E AIT: The Atomic Demolition Munitions Branch of the Engineer School 

has revised a TRADOC program of instruction (POI) for the MOS 

12E Advanced Individual Training course for skill level 1.The new 

instructional program covers 18 critical tasks as outlined in the POI. 

As before, the course is three weeks (or 103 hours) long. Within the 

29 modules are 12 written tests, 21 hands-on performance tests and 

five practical exercises. The student must score at least 80 percent to 

receive a "go" for each written test: the performance tests are graded 

against the soldier's manual and Common Task Test standards. 

The POI includes timer calculations; operational, emergency 

destruction, safety and security procedures; and performance and 

written tests. 
Leadership:A Personal 

Vie.wpoint,continued 

Teresa, Winston Churchill, Margaret Thatcher, and many other well 

known figures. Also leaders are 

Robert Lightle, Herman Perez, Bill 

Waters, Sandy Dandridge, and 

thousands of other unknowns. 

Leadership can be good or bad, 

centralized or decentralized, warm 

or cold, offensiveor defensive, macro 

or micro, or expensive or free. 

Leadership can be Protestant or 

Catholic, Jewish or Moslem, Hindu 

or Morman, atheist or agnostic. 

Leadership is guiding. Leadership 

is legendary. Leadership is foresight. Leadership is absorbent, abstinent, and, unfortunately, at times 

it is abominable. Leadership is 

baccalaureate, balanced, basic and 

too frequently backward and 

barbaric. Leadership has saved 

lives, killed, stopped wars, and 

started wars. Leadership has walked 

softly and carried a big stick, but it 

has also been loud and nonviolent. 

Leadership is honesty, enthusiasm, loyalty, courage, and 

wisdom. Taking care of your 

&=&' 

soldiers', civilians', sailors', airmens', 

and Marines' dependents is leadership. Leadership includes being a 

good boss and friend, father or 

mother, son or daughter, sister or 

brother, and husband or wife. Knowing that the profession of arms is 

much more than just a job is 

leadership. 

Leadership is helping, training, 

encouraging, understanding, motivating, disciplining, crying, laughing, standing firm, giving way, 

counseling, correcting, giving a 

second chance, and trying again and 

again. Leaders are tall, short, thin, 

heavy, male, female, black, brown, 

white, yellow, old, young, naturalized and unnaturalized. Leaders are 

from the city and from the country. 

Leaders look you in theeye, kick you 

in the ass, cover your flank, and take 

your place on the most dangerous 

mission. 

Leadership comes from experience, but experience comes from 

making mistakes. A leader changes 

the odds and knows the risks. 

Leaders develop teamwork. The 

tides, the channels, the seasons, the 

winds, the weather, and the best 

forecast are all known by leaders. 

Leaders often make good grades in 

school and have numerous years of 

formal education and many important degrees. But they also have 

been known to fail math, English, 

and other equally important 

subjects. 

Leadership comes from family, 

friends, teachers, coaches, and 

pastors. Simple, easy-to-understand 

orders come from leaders. Complex 

tasks are changed into short and 

accurate plans through leadership. 

Leadership can be learned and 

taught, but it cannot be forgotten 

nor bought. Leadership can be seen, 

tasted, smelled, felt, and heard, but 

it can come from a blind person with 

no hands who cannot hear nor walk. 

Finally, a leader is so in love with 

life that he or she is willing to die to 

ensure that others' lives will go on! 

MAJ Wayne L. Dandridge is a 

mem.ber ofthe Host Country Support 

Team. U.S. Arm!, European Command. He has served as a maintenance test pilot, instructor pilot, 

and in various command and stoJ 

positions. He is a graduate qi the 

Armed Forces Staff College and ofthe 

Transportation Officer Advanced 

Course. He has a bachelor$ degree in 

aeronautical science from Enibry 

Riddle Aeronat~tical Unii!ersity and 

a master's degree from th,e Florida 

Institute of Technology. Engineer Problem 


YOU were tasked to relieve a British recon team and theydid not leaveenough explosives. You only haveone 2 

destroy a bridge north of your sector. The British team 'h ton truck(M35A2) to transport additional demolitions 

leader hands you a target folder that isonly partially filled and the nearest ammunition supply point is 30 km away 

in. The sketches are accurate but the planned charge I45 minutes one way). 

placement is inadequate. Your headquarters specified 

that the bridge demolition createat least a 25-meter gap. Determinethe following: I. How much demoandwhat 

kind will be required? II. How and where will the charges 

Your company commander arrives to check on your be placed? 111. Assigning one squad to the mission, how 

situation. You discuss the problem with him and decide long will it take the squad to bring the target to state of 

that simply cutting the span will not create the25-meter readiness I?IV. How long from state of readiness 1 to 

gap. The British team prestocked adequate blasting caps, state of readiness 2(Armed)?V. Is any special equipment 

time fuzes, fuze igniters, and detonation cord. However, required? 

Reinforced 

Friendly 


Slde SOLUTION ON PAGE 17. 

C. 

Engineer Leaders On 

Tomorrow's Battlefield 

by COL William C. Burns 

Effective leaders. The Army 

has always had them, but today 

that need is greater than it has ever 

been in our history. 

Concepts for future battles include 

a battlefield with combat actions 

ranging from behind one's lines 

through the enemy's front line units 

to his follow-on forces. 

Good Leadership is Combat Power 

Superior combat power, the key to 

success on any battlefield, is not only 

based upon skillful movement and 

overwhelming firepower, but also 

upon the quality of leadership. To 

win the AirLand Battle of the 

future, we will need leaders who 

inspire confidence and the will to 

win in soldiers. Futhermore, we 

need leaders, who under extreme 

stress, can develop new solutions to 

unexpected problems. The leader 

must possess both the knowledge to 

develop sound operational and technical plans and the mental flexibility 

and skill to rapidly change courses 

in response to battle conditions. 

On the future battlefield, engineer 

units will be widely dispersed as 

they provide vital mobility, countermobility, and survivability support 

to the combined arms team. Good 

leadership will be imperative at all 

levels of engineer command. The 

emphasis, however, will beon platoon 

and squad level leaders ensuring 

that their units are effective and 

carry out their missions in the 

absence of regular communication 

from the parent engineer battalion. 
The isolation of an active NBC 

environment will stress units and 

their leaders. Leaders must be 

prepared technically, physically and 

psychologically for such battlefields. 

The engineer platoon leader must be 

knowledgeable, innovative, and have 

the moral courage to see the mission 

through! 

Small Unit Leadership is Important 

This issue of ENGINEER focuses 

on leadership at the platoon level, 

which is just as critical to accomplishing the engineer's mission as it 

is to accomplishing the infantry or 

armor unit's mission. 

Although the engineer commander 

full spectrum of human psychology 

but of management as well. Meeting 

this challenge is critical if the leader 

is going to grow and be ready for the 

increasing responsibility inherent in 

a successful military career. In his 

article on page 20, Captain Willis 

Lee urges the new lieutenant to 

develop this self-education habit 

early in his career. True wisdom, 

whether you are sergeant, a lieutenant or a colonel, is the knowledge of 

what we don't know and recognizing 

the need to learn it. Modern technology has given the military weapons of tremendous destructive potential. We cannot afford to have 

amateurs leading the soldiers who 

Our Most Valuable Asset 

Although each author has expressed it differently, a point never 

to forget is that the ability to do our 

mission rests ultimately with the 

individual soldier. It doesn't much 

matter whether you classify yourself 

as a commander, leader or manager. 

What matters is that you recognize 

that people are our most precious 

and valuable asset. Without them 

the Army doesn't exist. 

Our prime responsibility as leaders 

is to ensure that our people are 

members of a well-led, well-trained, 

disciplined unit or organization 

which is properly equipped and 

supported for its mission. If we as 

commanders, managers and leaders 

provide the opportunity for the 

individual to contribute to the success of the organization, they will to 

do so to the best of their ability. 

Military service offers the opportunity to the individual not only to 

grow in skills and ability, but to 

contribute to something larger than 

himself. If a soldier feels that by 

making a solid contribution to his 

unit he has done something important in protecting this nation and 

the freedom it represents, then he 

will feel his service time was worthwhile. It is the responsibility of the 

leader to ensure that this is what 7~ ~~ nappens. 

Leadership, in the final analysis, is 

a moral force that is used to inspire 

individuals to accomplish difficult 

tasks that must be done. Successful 

leadership is firmly based in values 

and practices which encourage the 

soldier to succeed and to develop, 

both as an individual and as a ".. member ot nls unlt 

COL Williavi C Burns is chief 0.f the 

Pruject Managemeni 0.fJice. Directorate gf Training and Doctrine, 

U.S. Arwiy Engineer School. He will 

assume coniinand of the Rock Island 

Engineer District this summer. COL 

Bn~.nsis a gradziute of the U.S. Army 

War College, i~as an MBA fron~ Lung 

Island Cr,niniue,.sity, a mr~qtrr's degree 

in operations research from the 

Naval Post Graduate School, and a 

bachelor's deg?ee froni the L!S. Militar Academy. COL Burns is a 

registered professional engineer in 

Virginia. 

we have. 

'' 

must exercise both leadership and 

management skills to be successful, 

leadership is the critical skill. It is 

the moral force that influences and 

motivates ueoule 

. . to accomulish the 

assigned task. Leadership is a precious commodity in our Army. Our 

younger leaders must develop their 

leadership qualities as well as practice their leadership skills in order 

for the Army to carryout its mission. 

Colonel Gerald Brown's article on 

page 15 particularly stresses the 

uoint that uroficiencv is a combinatlon of both knowledre and exuerl- - ence. 

Education is a continuous process 

both in and out of the classroom. 

Captain Ralph Graves' article on 

page 32 on the new initiatives for the 

Engineer Officer Advanced Course 

summarizes the Engineer School's 

innovative response to providing 

educational support to the career 

engineer officer. 

Schools, however, only facilitate 

the opportunity for learning. The 

leader must be willing to spend 

many hours on self-education, both 

on and off "duty time." The military 

is a most demanding profession. It 

not only involves competence in the 

"'Itis the leader's values 

that determine the kind of Army 

employ those weapons. 

The Leader's Values 

There is a good reason why each of 

the leadershiu articles address the 

qualities or values of a good leader. 

Skill and knowledge alone are not 

enough. The Army must operate 

according to a well defined value 

system. It is the leader's values that 

determine the kind of Army we 

have. 

General William R. Richardson, 

the TRADOC commander. addresses 

on uare 13the imuortance of values . - in his discussion of the importanceof 

commitment, competence. candor 

and courage. These are the four 

professional soldierly qualities listed 

in Chapter 4. FM 100-1. The AI.I~I!/. 

The leader is on duty twenty-four 

hours a day and his actions. both 

professional and personal, establish 

his values in the eyes of his unit. The 

experience of senior leaders and 

countless studies have lead to the 

same basic truth, first and foremost, 

that the unit or organization reflects 

the values demonstrated by its 

leadership. The values you express 

and use to guide your actions must 

be consistent. 
Remarks by 

General William R. Richardson 

at Commissioning Ceremonies 

Fort Riley, Kansas, July 1983 

Professionalism 


There are four basic qualities 

fundamental to the profession 

of arms. And it is a profession. Make 

no mistake about that. We are a 

unique society of individuals with 

our own professional ethic by which 

we govern our lives. It is the very 

foundation a-hich gives us the confidcnce to meet any test offered us. 

First, we believe in commitment. 

That begins with your oath. Your 

first leadership assignment is 

another commitment, both to those 

you lead and those who lead you and 

your unit. These commitments never 

stop. As you gain in rank and experience, you will face commitment to 

bigger and more far-reaching issues. 

The commitments you must always 

remember are those to your nation. 

your service, your leaders, and those 

you lead. You \vill. of course, be 

committed to excellence at all times. 

You must strive to improve whatever is in your power to improve. 

Leave everything with which you 

are connected better than when you 

found it. 

There are benefits with commitment, too. Commitment is a safe 

harbor in which to anchor if the 

storms of disappointment sweep 

over you. It is a source of strength in 

the inevitable times when things go 

wrong or a positive source of confirmation when the good times come 

your \valT. 

Second, we believc in competence. 

Lincoln said. "I will study and 

prepare myself, and someday my 

chance will come." You must do the 

same. If you are not competent in a 

we believe 


in commitment." 

r nzra, znauy, 

re believ 

in 

candor. 

tactical and technical sense, you will 

not be qualified to lead. If you're not 

qualified or not fit to lead, you are a 

danger to your soldiers. You may 

expose them to danger needlessly, 

and they are a precious resource. 

Even worse, you will destroy their 

confidence in themselves-and in 

you. 

Remember always that a bad 

leader with the best troops can be a 

clear and potential menace to them 

and to himself. On the other hand, a 

competent leader-as history has 

proven time and time again--can 

take untrained but willing troops 

and inspire them to do wonders by 

his example. 

The decision point in our profession is the battlefield. We do not 

=an1 it to be so, but it is our duty to 

spend our lives training for something we hope never to do-wage 

war at the direction of our civilian 

leaders. 

Soldiers are more aware than 

anyone of the hazards involved in 

war. But if we must fight, we must 

also have people who know what 

they are doing. There is simply no 

alternative to this. 

Thirdly, we believe in candor. To 

us, candor means that you have no 

time or use for lies. You can't abide 

double meanings. You want communications which are accurate. 

straightforward, and honest. Let 

your soldiers see you as honest in all 

your dealings. Expect the same from 

them. Let your word be your bond 

and expect the same from your soldiers. You mill rarely find a soldier 

to whom you cannot safely extend 

this expression of your regard for 

him or her. Candor is based on a 

strong sense of personal honor-a 

sense of what is right and what is 

wrong. This is not as easy as it 

sounds. Find a role model whose 

honesty and trustworthiness you 

respect. Watch him or her. You can 

gain more from understudying a 

proven leader than in any other way 

I know. 

Finally, we believe in courage. We 

believe you can develop the physical 

courage to do your job of leadership 

under even the most terrifying 

conditions. If you are competent and 

confident in your ability and that of 

your command, you can meet and 

defeat war. Physical courage is 

rooted in believing in your unit. your 

own excellence at leadership, and 

your devotion to your service and 

your country. 

Moral courage is often another 

story. It takes as much courage to 

take and hold an unpopular standwhen it might be easier to blend in 

with the faceless majority-as it does 

to face a line of oncoming armor. But 

if you believe that you are rightafter sober and considered judgment-hold your position. When this 

stand applies to the pursuit of 

personal or unit excellence. you owe 

your country nothing less. 

The officer corps must possess the 

highest sense of moral courage if it is 

to fulfill its purpose of leadership for 

the American soldier. This will not 

be easy, nor should it be. 

And so, these four qualities symbolize the attributes and values of the 

American military professional. As 

officers, you men and women will 

face a difficult-and different-task 

which must be centered around 

these values, if we-and you-are to 

succeed in our pursuit of excellence. 

The constancy provided the members of the officer corps by their 

belief in and adherence to the 

professional ethic I described has 

been the secret of our success for 

over 200 years. I know that none of 

you will ever dim the luster of our 

unique and storied profession. Your 

country and your Army expect 

nothing less from you. 

You are a chosen few. A great 

many other men and women have 

chosen to drop out or failed to meet 

the challenges in the race for 

excellence along the way. You are 

the stayers-the ones who persevered. We expect you to demonstrate 

such perseverance many times in the 

years that lie ahead. We know you 

will not fail us. 

Gor(>~-rrl W'iliirrtii R. Richrrrdsorr is 

the rni~rinnnding (/YNP).o/ (!/ th~U.S. 

A~IJ!!~ Twining nwd Dorlri~zc Coi~z- 

!i7111!d. 
The theme for this issue of 

ENGINEER is leadership. 

Assuming that many readers are 

junior officers, I shall try to provide 

advice on ho\i* to achieve success as an 

engineer officer in the U.S.Army. 

Most engineer officers in the 

Army today have completed a compressed. yet comprehensive. study in 

engineering. For this achievement, I 

congratulate you. You have the good 

fortune to begin your careers at an 

exciting time. The future is bright in 

the troop arena and in facilities 

engineering. 

Success is.. .? 

To be successful, you must first 

decide what you mean by success. Do 

you aspire to high rank and positions 

of leadership? Do you desire a 

reputation as an expert in some 

particular field? Are you looking for 

experience in the Army that will 

later help you gain great wealth in 

life? Or, are you looking forward to a 

quiet, useful career in which you can 

develop to your maximum potential? 

You must look at your career in a 

realistic manner and develop realistic 

objectives. Everyone can't be a 

general officer. Everyone can't be a 

renowned expert in a narrow field. 

You won't obtain wealth as an Army 

officer, although you will livecomfortably. 

Success to you will mean accomplishing your objectives. The best 

chanceof achievingsuccess is through 

lifelong dedication, perseverance and 

preparation. A philosophy on profesional success was captured by William 

Jennings Bryan when he wrote: 

by COL Gerald Brown 

night and day for 15 years." In life. 

the law of cause and effect works 

this way. 

Attributes for Success 

You should realize that knowledge 

and experience are two distinct 

attributes. Together they can lead 

you to success. From your first 

assignment, start to build your 

experience. Seek positions that will 

broaden and increase your profesDestiny is riot a matter U~CII(L~,CP. sional development. One of my 

it Gna ii~aitvrqfcho%ce. It isnot 

n thing to br i~:aited.lor. it i* a 

tiiir~gto h~ nchic,~,ed. 

Your degree of success will depend 

on your intelligence, the amount of 

general knowledge you acquire. your 

knowledge of your particular field 

and your ambition to progress. Also 

important will be your integrity and 

your ability to work with others as a 

team. 

What you achieve in your career 

will be the result of choices you make 

along the way. The key is constant 

professional development-to be prepared when opportunity calls. 

Keep up with developments in 

your field. Read professional journals, participate in professional 

societies and attend continuing 

education courses. 

You may have heard the story of 

the Nobel Prize winning scientist 

who was asked how it felt to wake up 

famous. The scientist replied, "No 

one wakes up suddenly and finds 

himself famous. I've been at work 

college professors, Dr. Ralph Peck of 

the University of Illinois, studied 

under the great soils engineer, Karl 

Terzaghi. Terzaghi told his students 

that early in one's career. experience 

is far more important than salary or 

position. He persuaded young Peck 

to accept a position in the construction of the Chicago subway 

system. This job started him on the 

way to becoming our country's 

leading foundation engineer. 

To gain experience, don't be afraid 

to request new jobs if your duties fail 

to absorb your energies completely. 

Do this primarily during the first 

five to ten years of your Army 

career. After that, you should be 

established in one or two specialty 

fields. If you change too often, later 

in your career you risk the reputation of being a rolling stone. Five 

years from now, make sure you have 

five years of experience and not one 

year of experience five times. 

Dr. Peck also advised my class to 

build "engineer judgment." For 
example, when someone talks about 

a 600kip column load, that should 

create an image in your mind-the 

size of the column. You should know 

where to expect such a column-in a 

parking garage or in the Empire 

State Building. (In the Empire State 

Building-right?) When someone 

tells you that the calculated charge 

to cut a steel beam is five pounds of 

C4, you should be able to approximate in your mind what you would 

expect to see in place. Develop good 

engineer judgment, and you will be 

surprised (and dismayed!) at the 

mistakes you will find on plans and 

at job sites. 

Knowledge and experience are 

crucial to success in the engineer 

profession. Both require years of 

hard work and dedication. Of course, 

there may be occasions when one's 

future depends on being at the right 

place at the right time. Frank 

Forker, an executive with AMF. 

Inc., said in a recent article: 

It may be that lijc zrill nel.er 

present us the real opportutiily 

1r.e seek o? desire. But I at12 

!feterminecl to so prepare ~~??ise(f 

that i.f such an opportunit!/ doe.? 

corn?. I shall he read#. I shall 

hnr:c. tn!/ homnc~orkdon?, the 

seeds sofc.~?and the.foundal.ivns 

laid. 

This wisdom is applicable perhaps 

more in the military than anywhere 

else. Success is not reached b37 the 

easy road. As Disraeli said, "The 

successful man is the one who has 

the best information." 

The Foundation of Our Profession 

Leadership is the foundation of 

our profession. That is where the 

greatest contribution is made. Aspire 

to such positions. Most of you will 

serve your initial assignment as a 

platoon leader. Army leadership 

starts there. 

Becoming a leader will not be 

easy. To get a platoon to follow you 

without question to clear a lane 

through a minefield that is under 

fire is leadership. Develop those 

skills within yourself. There are 

some who say that leadership cannot 

be taught, rather, that leaders are 

born. They are wrong. Leadership 

traits such as dependability, decisiveness, and selflessness-traits that 

are commonly known as character. 

Here are a few thoughts on 

some of the qualities required of 

leaders. 

Leaders accept responsibility. 

You cannot exercise the power of 

leadership without assuming the 

responsibilities that go with it. These 

responsibilities will require an extra 

measure of hard work. 

Leaders are courageous. They 

have the moral strength to make 

decisions and to put thoughts into 

action. Remember, those who fail 

are those who never try. 

Leaders are decisive. Never use 

the lack of time a3 a reason not to do 

something. Leaders must train themselves to make decisions quickly 

after receiving the facts. 

Leaders haveviaion. They have a 

perspective. a sense of where the 

organization is, where it is going, 

and how to get there. Leaders must 

not become mired in the day-to-day 

minutiae of the desk "IN" basket. 

Leaders are compassionate. 

That does not mean "soft," although 

empathy certainly is a part of 

compassion. Compassionate leaders 

know what is best for subordinates 

and set them steadfastly on course. 

Sometimes that means being very 

tough. Examples of sports leaders 

come to mind, such a? basketball's 

Bobby Knight of Indiana and football's late "Bear" Bryant of Alabama. Their brand of leadership 

mixes compassion with toughness. 

Both are superb leadership 

examples. 

Leaders set and demand high, 

standards of excellence. They 

never accept mediocrity from self or 

anyone else. They set fair, tough standards and demand excellence in 

performance. 

Leaders must be technically competent. One quick way to tarnish 

leadership is to allow subordinates to 

discover that their leader doesn't 

know what he talking about. Leaders 

never stop learning. 

Leadarsunderstand puople. They 

are motivators, communicators, listeners. inspirers, and most of all. 

from them. Oneof my favorite books 

is Douglas Southall Freeman's Lee's 

Lieutenants. It may be the best book 

on leadership ever written by an 

American. It shows the leadership 

style of Robert E. Lee, which varied 

with his subordinates. To Stonewall 

Jackson, Lee had but to make a 

suggestion and the task would be 

done. On the other hand, James 

Longstreet required firm orders and 

close supervision. Lee knew his men! 

Leaders are physically fit. Participation in sports is ideal, a diversion needed for variety and change 

of pace. Choose sports that you can 

rapidly dip into and out of at will. 

Leaders are moral in personal 

habits. They never become intoxicated. They are always proper and 

discrete in relations with the opposite 

sex. Even in our permissive times. 

leaders are held to higher standards. 

Leaders are honest. Lack of initegrity disqualifies one for leadership. Thomas Jefferson said it best: 

"In matters of principle, stand like a 

rock." 

Leaders can acceptfailure. Even 

the best are not going to be successful in everything attempted. The 

best plans can be thrown out of gear. 

When this happens, leaders try 

again with renewed vigor. Ultimately, leaders are bound to succeed, 

and that is the road upward, not the 

path of least resistance. 

Finally, Army lradrrs must 

have a solid concept of public 

service. For the good of all, they 

aspire to a leadership role to serve 

others and society, rather than 

themselves. 

There are plenty of perfectly 

qualified engineers in our society. 

Those who measure. who design. 

who inspect. who put brick and 

mortar together, but few are leaders. 

We need you-Army Engineers with 

vision, innovation and inspiration to 

move and rally soldiers, and perhaps 

even a nation, to great achievement. 

Ultimately, you may settle into a 

comfortable, well-paying engineering 

position withonly technical responsibility, but, by God, strive to achieve 

the magic of leadership before you 

settle for that lesser role! 

traits can be learned and developed. teachers. The most important quality To summarize the elements 

The essential elements of leadership is consistency. Leaders never waiver needed for professional success. I 

are knowledge and experience. but from their leadership philosophy. should place intelligence first, folleadership also encompasses other People must know what to do expect loured closely by knowledge and 
experience, inte~rity. modesty. sincerity. ability to work with others. 

devotion to your i\,ork. confidence in 

your ability. and faith in our country. 

And. last but not least, you need a 

strong religious faith to provide the 

framework for you to decide what is 

right, just. and good. and also to 

provide you the strength to carry out 

sour decisions. 

0 1 1 1 I riii~iiii.I iv,iyiriw,rln/ j'i~ii~ifhr i.',iii,i',~.sit!/ r!f 

Cr,rps qf Giigin~r~.~' R,zlti~iiorr, Dis- liliiiois riiirl tins n brr<,/~i!lor-'.s clc!rr~~c

t~.iei. Hc Iias si',,i,r,rI ns cliiqi u,f .I~,,IJI thi'L:S Milit(rl:!/ Acrcrl~~n!{. 

iloctririril Iifrrn1111.1, ina,tog~,~r~r,~l nf COI, Broii.ii is n r.rsisfi'!.!'!i /~rgft.sthe, E~iyiiice7. Srhr,ol. ns nit nssnrioir sioiinl r~~yirriv~, ill T!!.t.ns. 

pi.of~ssor0.1' ,,I ilitnry hislot-!, at t$i.st 

Piiiiit. nitrl II~~IIIIIII f11r 6S2~til 

E~,girir,'rBti.. 1:II G,i,jis. CSAKI.:L'R. 

Hv i.5 11 g~.~idii(!tc (~fllirlA I.III!/ MkrCoi/i,yr.. lirrs a ~ilostrr.'\. n'cgi,i~iii ri~il 

r 

The general approach is to destroy the friendly side 

abutment. Plan to cut the span once to ensure that the 

bridge will fall completely into the gaps, leaving no 

framework for the enemy to use in trying to rebridge the 

gap. 

I.Demo Requirements 

A. For destroying abutment: 

1. Top of Abutment: P = R~ KC(R :6.56': K = 0.54 

(reinforced concrete); C = 1.0 (ground placed, tamped)]. 

Calculation gives 153 1-pound blocks of TNT (or equivalent) per charge. Number of Charges: N =W/2R gives 2 

charges required. (Total: 306 1-pound blocks TNT). 

2. Bottom/River face of abutment: Use the same 

calculation with the exception of the tamping factor. 

Using C=3.6. you find that 549 1 -pound blocks of TNT(or 

equivalent) per charge arerequired.Again, therewill be2 

charges required. (Total: 1.098 1 -pound blocks TNT.) 

B. For cutting the span: 

1. Steel cutting charges for two I beams: crosssectional area (A) of the steel beam is 840 cd or 130.2 

in2. (Due to the dimensions of the beam. the ribbon 

charge would not be practical.) P = %A. (A = 130.2) gives 

49-1 pound blocks of TNT/per charge required: There 

are two beams requiring twocharges. (Total: 98-1 pound 

blocks TNT.) 

2. Breaching charges to cut reinforced concrete 

roadwav: P = R~ KC IfR = 2.46': C = 1.8 luntam~ed)l. -. . . 

Calculation gives 26 1-pound blocks TNT per charge 

required. Number of charges N = W/2R gives 4.667 or 5 

Engineer Solution 


1 

charges required. (Total 130 1 -pound blocks of TNT). I 

II.Location of charges I 

A. For destroying abutment: I 

1. Top of abutment: Bury charges behind abutment 

2R distance apart at a depth of 2 meters. 

2. Bottom/river face of abutment: Place charges 2R 

distance apart at the base of the abutment. 

B. Place charges on each side of each I-beam and on 

the roadway at A-A', spaced 2R distance apart. 

Ill.YOU estimate4 squad hoursto preparethetarget and 

bring it to state of readiness 1. This includes travel time 

for the 2 %-ton truck to and from the ASP (~ncluding 

loading time-2 hours). You assume that the additional 

equipment mentioned inV below isavailableand you can 

immediately begin cutting holes to place charges behind 

the abutment. 

IV. You estimate 10 minutesto bring the target from state 

of readiness 1 to state of readiness 2 (Armed). You prime 

all charges with detonation cord and only caps used will 

be attached to the ring mains and initiated with a time 

fuze. 

V. Special equipment required. I 

A. One backhoetocut behindthe abutment andtothen I 

backfill over the charges. 

B. All other equipment should be carried by the squads 

in their vehicles as specified in the TOE. I 

Concrete 

cirl. 
Small- Unit by COL Stanley R. Johnson 

Leadership: 


Past 

and 

Future 

he outcome of battles and of Tentlre campaigns often rests . ~ 

on the decisiveness of a few small 

units. Recent experience in Grenada 

and the Falkland Islands have confirmed once aaain - the need for

resourceful, courageous leadership 

-the small unit ICVCI. 

AirLand Battle doctrine places 

even greater reliance than in the 

paston thesmall-unit leader's ability 

to understand the concept of the 

operation and on his ability to carry 

out that concept in the absence of 

regular communication and guidance 

from his commander. This is true 

even more for the engineer leader 

than for leaders in many other arms. 

It has become common practice to 

detach engineer platoons from their 

parent unit to support combined 

arms. battalion-sized task forces. In 

the AirLand Battle setting, the 

platoon leader, platoon sergeant, and 

the squad leaders could be widely 

separated from their normal engineer headquarters. Even so. they 

must continue to provide knowledgeable advice to the task force leadership during the plann~ng and 

decision making processes, and then 

support the chosen scheme of 

manuever with engineer work. 

The engineer work may take the 

form of traditional mine warfare or 

demolitions tasks, or it may be some 

clever solution to a critical manuever 

problem. The key point is that 

ingenuity, hard work, and combat 

readiness must be the hallmark of 

the engineer leader on the battlefield. 

Two esamples from World War I1 

demonstrate the kinds of situations 

and challenges that could face engineer leaders on the AirLand Battlefield. The leader's reactions in these 

situations determined the course of 

entire campaigns. The first incident 
is the often discussed Remagen 

Bridge capture. and the second took 

place duringthe unheralded Aleutian 

Campaign in Alaska. 

As described in T~P Lost Q(f~nsit.~, 

by Charles B. MacDonald, a classic 

case of mobility versus countermobility took place at Remagen. In 

addition. there was the confrontation 

of the two classic philosophies of 

command-rigid central command 

(on the German side) versus generalized mission-type orders (on the 

American side). 

When 2LT Emmet J. Burrows, an 

infantry platoon leader, emerged 

from the woods on a bluff overlooking Remagen on March 7. 1945, 

he was surprised to see a bridge still 

spanning the Rhine River. 

A quick report to his battalion 

commander resulted in the order to 

move toward the bridge. Quick 

analysis by R(; William M. Hope. 

commander of Combat Command B 

of the 9th Armored Division, mas 

that even though a crossing of the 

Rhine at that point didn't fit the 

larger scheme, the potential benefits 

far outweighed the risks. 

On Hoge's order, an engineer officer. Lieutenant Hugh Mott, and two 

engineer sergeants, supported by 

attacking infantry, worked their 

way across the bridge swiftly cutting firing wires and dropping the 

German explosive charges into the 

river. In a short period, the bridge 

was secured and a bridgehead across 

the Rhine was established. 

The German officers responsible 

for destroying the hridge were 

constrained by a rigid directive that 

written orders were required before 

a bridge across the Rhine could be 

destroyed. With the U.S. Army 

approaching the bridge. a German 

captain insisted on n-aiting to destroy 

the bridge while a lieutenant wrote 

down the exact timing and wording 

of the verbal firing order given hy 

the major in charge. This delay. 

caused by rigid procedures and fear 

of failure, might have made the 

difference in the capture of the 

bridge. This was a case \rhen 

Americans got "inside the decision 

loop" of the opposing force, one of the 

key elements for success in the 

AirLand Battle. As a result of the 

decisive action of the manuever unit 

commander and supporting engineers, a bridgehead across the Rhine 

was gained much earlier, and at far 

less cost, than might otherwise have 

been possible. 

In the Aleutian Campaign, Army 

engineers. in extremely harsh elimatic conditions, accomplished all of 

the broad rangeof engineer missions 

from combat support to airfield 

construction but it was their capability to fight as infantry that 

determined the outcome of the campaign. In the key battle for controlof 

the island of Attu. the beleaguered 

Japanese launched asurprisesuicidal 

counterattack to gain control of the 

U.S.artillery position. The Japanese 

fought through the infantry line and 

attacked toward the high ground 

known as Engineer Hill. Brian 

Garfield describes in this book, The 

Tlioiis~rnri Miir, MJ(rr. how within 

minutes the engineers converted to 

an infantry role. 

The Japanese fought their way to 

the top of Engineer Hill where men 

of the 50th Engineer Battalion met 

the charge head-on with bayonets 

and rifles used a clubs. The Japanese 

never reached the artillery emplacement. 

011 1111,l~uiitf(11 ~,ictf~rjj, Hill wrote, 

Il,.r, A,,ir,r.ircrtis linfi ecoia~~.fright~iiirigI~ 

c/r,s~ to loriiircl <~i~!r.yttiirig llrejj ha!! 

witred iii (the previous) three ir,,ji.hs 

i!f.fr,t.orio~i.s. l~li~~~~l!~.~i~lrtittg. On!!/tlrc 

,wr,rnrio,is Iiirc, ,!ff/te jot11 Engii~rurs. 

rlcs,,~,rrrt~, but ste,rdierl by disci)~liri!~. 

trnri kr))t Y(riirnsaki> chaw? .f,otir 

rr!nchiny the nll i)~r,,oi.tntit nrtill<~!,. 

Hirt. Llir, E~rgincvrs had t~elrl.It 1r.n.s 

rji'l'r. 

The lesson here is that engineers 

who must work most of the time on 

traditional tasks-mobilit5-. countermobility, survivability and general 

engineering-are often called upon 

on short notice in the most crucial of 

situations to quickly reorganize and 

fight as infantry. 

The engineer small-unit leader of 

today and tomorrow has the burden 

of studying and developing his own 

technical and leadership skills. Concurrently he must assure that his 

unit is well trained to react quickly, 

applying their unique skills at the 

crucial point to assure success of the 

American effort. The engineer leader 

who prepares himself and his unit in 

this manner will be prepared for the 

demands of the AirLand Battlefield. 

Entire campaigns can rest on that 

preparation. 

COL Stunlev R. Johnson is director 

r~f' the LXreetoratr of Training aid 

Doctrine, U.S. Army Engineer 

School. 
platoons by maneuver task forces on 

the battlefield. By being a soldier, a 

leader and a qualified engineer 

platoon leader, you can improve coThe 


Jb 

by CPT Willis Lee 

Many engineer lieutenants 

begin their careers asplatoon 

leaders in the engineer battalion of 

an armored or infantry division. As 

a combat engineer your mission is to 

increase the combat effectiveness of 

the maneuver forces by supplying 

engineer combat support. As an 

engineer platoon leader. you face 

many technical and leadership challenges. There is a lot to learn. 

To be successful on the battlefield 

and in your career you must accomplish your missions. When you accomplish them skillfully, you will save 

time and effort. . . and lives. 

No Time On The Battlefield 

As a lieutenant, you have to 

become more educated to compensate 

for your lack of experience. To 

perform effectively you must, at 

n 

.. . 

,, 

least, know engineer operations. You 

must be able to forecast, to recommend. and to request engineer 

materials. You must be able to work 

with unfamiliar people in unfamiliar 

places. You must be able to communicate with your company headquarters, which might be 10 to 20 

kilometers to the rear. And, you 

must be proficient in soldiering and 

leadership. There will notbe enough 

time on the battlefield to master all 

those things, so begin now. 

Presented here are ideas for the 

engineer platoon leader. They are 

not of a technical nature: some 

already may be familiar to you. 

Hopefully, these thoughts will inspire 

actions on the part of engineers and 

maneuver leaders alike. 

Difficulties arise daily that inhibit 

the effective use of the engineer line 

ordination between your engineer 

unit and the armored and mechanized 

infantry combined arms task force 

you support. 

In addition to being an engineer 

and a leader of soldiers, you are a 

member of the commander's special 

staff. Within that task force, you are 

expected to be the expert on all 

engineering-related subjects. You 

should be as knowledgeable in your 

duties as is the task force motor 

officer or signal officer. 

You cannot know it all, and 

commanders understand that. However, every officer has the duty to 

strive to succeed by growing more 

knowledgeable and better qualified. 

How well you can do your job will 

become evident very quickly. Your 

expertise will influence the way the 

task force commander uses and 

respects you, and it will affect the 

success and morale of your platoon. 

It may also influence future assignments within your unit. Hard work 

is not too great a price to pay to 

influence the battle and to save lives. 

A Soldier First 

Establish yourself as a soldier. 

This must be every officer's priority. 

Many lieutenants don't take the time 

to become technically proficient in 

the art of soldiering. The basics of 

soldiering must be mastered. Learn 

from the soldier's manuals. A soldier 

whose discipline and appearance 

reflect the Army standard will also 

train and fight to that standard. 

Remember, to leadsoldiers you must 

be a soldier. 

Establish yourself as a leader. The 

average lieutenant will be the leader 

of his platoon. But don't take that 

fact lightly; many lieutenants never 

become the leaders of their platoons. 

except in title. Use the leadership 

techniques you have been taught and 

formulate your own style. Your top 

priority always should be the welfare 

of your soldiers. 

The discipline of your platoon is 

what you make it. As you gain 

experience, you will better tailor the 

level of discipline to the personality 

of your platoon. Many people will use 
the appearance of your soldiers and 

equipment, in war or peace, as a 

basis for developing a first and 

lasting impressions of your platoon. 

Soldiers who appear undisciplined 

are usually poorly trained. Vehicles 

whose appearance and maintenance 

meet Army standards are usually 

manned by well-trained, disciplined 

soldiers. 

Training and Teamwork 

Use the basics in training. Train 

yourself first. Don't expect your men 

to willfully follow you into combat if 

you can't read a map. 

Training resources-especially 

time-are limited at all levels. On 

the fluid nuclear and chemical battlefield, your men must move quickly, 

foresee priority changes, and work 

without guidance or supervision. 

Often your platoon will be spread 

across a task force sector. The ability 

to give orders on the move by radio is 

hard to develop, hut it is indispensable on the fluid modern battlefield. 

Your personnel must have intimate 

knowledge of the situation and be 

trained to perform independent operations. Personnel from the newest 

private to yourself must be able to 

give concise, essential instructions in 

obstacle execution to squad leaders 

and to tank commanders. The lives 

of your men depend upon the amount 

of good trainine thev have received. 

Emphasize teamwork. While fostering healthy squad competition, 

continue to work toward a high level 

of platoon cohesion. It is extremely 

difficult for a platoon to meet 

ARTEP Level 1 standards, much 

less perform well in combat, without 

a high degree of teamwork. 

In most of the tasks you undertake 

as a leader, you will have to be 

imaginative and patient. Your results 

~vill not always be immediately 

recognizable. You may have to 

introduce the concept of teamwork 

to your platoon, and you may have to 

force it upon some of your soldiers. 

Personality conflicts will have to be 

resolved. Over time, the benefits will 

far exceed the effort. 

FM 100-5. Oprr.afions, emphasizes 

that "superior combat power derives 

from the courage of soldiers, the 

excellence of their training and the 

quality of their leadership." 

The responsibility you are given 

when you pin on your green leadership tabs in greater than you can 

understand at the time. The trust 

and faith the president embodies in 

you when you take your commissioning oath is the same trust and faith 

your men will give you in a disciplined, well-trained unit. 

Be Technically Proficient 

Establish yourself as an educated 

engineer and a qualified combat 

engineer. Know the capabilities of 

your platoon, your company and 

your battalion. Know what you can 

accomplish, what you have to accomplish it with, and how long it will 

take. 

Be knowledgeable of other engineer 

units. For instance, you should be 

familiar with the composition of a 

corps engineer unit that is coming 

into the task force areaof operations. 

Familiarize yourself with the who, 

what. where and how of resupply of 

barrier materials. 

Meanwhile, know to whom you can 

turn for help. Usually, it will be your 

company commander. Do not hesitate 

to ask peers, the S3. the commander 

or anyone else that might help you 

accomplish your mission and save 

lives. Become an expert yourself. 

Combined Arms 

You must establish yourself as a 

member of the combined arms team. 

The field manual that covers combat 

engineer doctrine, FM5-100, Euyinee? Combnt Oprrt~iionn, notes. 

"Engineers move and fight side by 

side with other combined arms." 

-- .. 

How well you can do your job will become evident very +ckh- your 

expertise will affed the morale and success of your platoon. 
-

Avenues For Professional Development 

The following are excellent sources for increasing your military 

skills. 

Army Correspondence Course Program (ACCP): The Army 

developed this program to enable its members to further their 

professional education. You can enroll in these courses regardless 

of the type or location of your unit. Your facility education center 

will provide the details. You can bite off a big piece like an officer 

advanced course, or a small piece such as a specific supply course 

to help you with an additional duty. 

People: Your company commander has a wealth of knowledge 

and experience. He knows where to go for answers, can empathize 

with your situation, and will talk informally on almost any 

occasion. For senior platoon leaders, the battalion S3 and the 

battalion commander also will provide educational assistance. 

Your battalion's officer and NCO professional development 

program may already cover some of the topics discussed in this 

article. This may provide you with an outline or ideas you can use 

later in the field with the task force. 

Do not discount war stories. Everyone has one, and they can be 

one more way to increase your knowledge. 

Manuals: Principles and doctrine guide the things we do 

throughout our careers. They are guidelines but each one should 

be followed to some extent. 

FM 71-1, Tnuk rind Mrchanizrrl Infnntr!~ Co~~)~ctri~ Tear/;and 

FM 71-2, Tfrrlli orid Mt~cha17iz~d Iu.fnittry Battcrliun Tnsk Fo~ce, 

are easy to read and are used daily in maneuver battalions. TT 

71-112, Thc A~I.(IIIZS Rottnlion, Dirision Kli, has been implemented 

in some units, and the manuals are available. 

As you increase your education, seek more specific knowledge of 

FM 100-5, O11rrrttiot1.s:and FM 71-100, ArnrorrtJ and Mc,chnnized 

Dirisio]? Operatiuns. All that you can learn of Soviet doctrine, 

tactics and organization will supplement your soldiers' limited 

and general knowledge on the enemy. Detailed knowledge of FM 

5-100, Engineer Coi)ibot O/~ci~c~tion.s, and FM 534. Errgi?!rer Field 

Data, is essential. Finally, don't forget the Soldier's Manuals. 

Professional Books: A particularly good place to begin is The 

Ar7,i.y 0jjYce~'s Guide and DA Pam 600-2, Ttie Armed Forcrs 

Officer.They are easy to read and though general in nature, both 

provide a great deal of basic information. They also serve as a 

quick reference for important data such as branch information 

and history and proper wear of the uniform. 

Professional Journals: If you do not subscribe now, do so. The 

armed forces arena, especially for the engineer, is too vast and 

complex for you to keep current by reading general news. 

Doctrine, tactics and equipment change. You should keep 

abreast of new weapons of the 1980s and the AirLand Battle 

concept. FM 5-100, Engineer Conihr~t'Ol>rrations,notes, "engineers at all levels must be aware of new material developments." 

Journals also describe the current professional climate in the 

Army and in the Corps of Engineers. 

FM 5-34, Eng~ner~r Field Data, is yet another useful source, as is 

the En<lin(<rrPlatoon Leaderk Handbook. 

. 


It further states that engineer 

platoon leaders must "use the engineer systems to fight as required by 

the battalion task force commanders." Therefore, you should 

know how the maneuver commander 

is taught to use you and your assets. 

The Division 86 manual for the 

Abrams tank battalion reads, "As a 

member of the combined arms team, 

the engineer promotes, develops, and 

implements actions to increme the 

mobility, countermobility and survivability of the task force." While 

that is certainly true, sometimes you 

must remind the task force commander of some of your limitations 

in mobility and resuppl?. 

Knowled@ of tank and mechanized 

infantry doctrine and tactics is 

essential. You cannot arbitrarily 

execute lanes through obstacles. Get 

detailed instructions, and in return, 

give your recommendations. Obstacle 

handoff and execution are seldom 

satisfactorily coordinated and detailed enough. Obstacle handoff remains one of the most difficult tasks 

to accomplish on the battlefield. 

Familiarity Breeds Success 

It is important to know the Table 

of Organization and Equipment 

(TOE) of the unit to which you are 

assigned; there are a5sets in the task 

force that can assist you in your 

mission. In general, you are familiar 

with the maneuver line companies. 

However, in most tank battalions. 

the Headquarters and Headquarters 

Company (HHC) and Combat Support Company (CSC) have the major 

cargo hauling capabilities and the 

AVLBs (armored vehicle launched 

bridge). 

Make suggestions for using task 

force assets to help in your mission 

or training. All commanders will 

listen to recommendations that will 

help our men to win and to survive. 

You must have intimate knowledge 

of the five-paragraph field order, 

also called the operations order 

(OPORD). The entire operations 

order must be understood in order to 

properly prepare yourself. The operations order is the commander's plan 

for battle which, in the absence of 

other guidance, should provide continuity for the task force in the event 

that command, control and com-
munications (C3)is temworarilv lost. normal association at squad level. 

The operations order should also Offer them an ol~portunity to visit 

play an important role in preparing "You must have your motor park or assembly area 

your men for the battle. You will for cross-training and fun. Don't 

have to write the engineer annex to wait for them to offer; ask first. 

the task force operations, so learn Virtually every commander is willing 

the format. Be detailed hut concise. to sho\v off his unit in front of other 

You should maintain close contact knowledge of the soldiers. The cross-training, especialwith the individuals that will help ly in the engineer's secondary role as 

you most. Ultimately, you work for five-paragraph infantry \rill bc practicable and fun. 

the commander. Doctrinally, your The guidelines presented here are 

guidance and missions \rzill be co- very general. If you get anything 

ordinated by the S3. You may also be from this article. let it he an 

attached to one of the company appreciation for discipline. teamteams in the task force. Get to know ammunition. Those three individuals work, self-improvement. persistence 

the commander or S3 as well as (among others) have a direct bearing and initiative. Titr At-r~r!! CJfico.:\. 

possible. If you know how they think. on your mission. f;iri(ir says that "engineers can look 

it will aid you in making correct Leaders must also continue to forward to professional opportunities 

decisions with minimum guidance. learn. Read everything applicable to which are limited only by their own 

It is to your advantage to get to engineers in the how-to-fight man- abilities and ambitions." 

know the task force personnel. It uals FM 71-1. T(rsk oil11 .M,,rhn~iizriri Whether you plan to make a 

helps to be able to match faces and Inf(~iltr!l Coiirl~nir!j ?i.,rin: FM il-2. career in the armed forces or not, the 

personalities with missions. Your T~inkrr ~rrl iW!!choi~ ized Ii~f(rirtr!l T(rsk next mar (or certainly the next field 

platoon will operate with the same Forrr,; and TT 71-112. Tlrr, Ahrnins training exercise) will be your war. 

maneuver task force during all Baitrrlir>n. Diisisioir si;. You may be Be the expert! 

training exercises. This enables co- surprised to see very fen paragraphs CPT U'illis I,,',, is oli <r~~~i!ai,r!ffir.r~r 

hesion to develop and helps to solve about the employing engineers. nirrl ROTC iiz.str~rctor (I! K~~rtrrckj~ 

some of the usual coordination prob- Volunteer to give a class to the Statc l;iricr.rsit!i. Frrr~rlifovt. Hc is ir 

lems. task force leadership, even if only for yradnat<, f I Eirgi~rcr,i. Ol'irrvr 

Certainly each member of the task 10 minutes following a tactical At11.111rcedCorti.sc. Ihr (i.S. iblilitory 

force influences your mission. The operations order. 110 not attempt to Acnd,~,n!g. 1 1 I Airhr,r,ru rriirl 

HHC commander and first sergeant reach only the officers. Use your Rnngt,r school^. 

are individuals with whom you will NCOs to teach their NCOs. HE i d Ot lh~~ Is1 Ar~~r~~r~~~

work often. and the battalion support If the task force ever organizes Di~isionas 11 Iurik i~l~rt(x~~r 1vorlc.r. 

platoon leader ensures that the your squalis with each of their scoi~i /,/alooir /f,(ir/r,i.. S:i(Aii,l (!it(/ ns 

battalion receives fuel. food and company teams. use the concept of (1 C~liIt)l~lll!/ri~iiliil(zi1~~~~1~. 

I 

Q. I need information on Engineer desert Q. 1need a "canned" presentation about the Corps 

operations. of Engineers. If a presentation is not available, a 

A. See FM 90-3, Dc.st'i.t O/ir,i.rrtioirs. Also. your slide show would do. 

battalion S2 should routinely receive the National A. The Engineer School has neither a briefing nor a 

Training Center's newsletter, Re0 Tiirusl Stn~.. which slide show about the Corps of Engineers. Ho\rever, a 

sometimes contains articles on developnients in the slide shorn is being developed and will be fielded 

area of desert operations. sometime in 1!)84. Mean\vhile. slides on the Corps of 

Q. I need material t h a t c a n be used to teach a class Ennineers can beobtained from Ms. Stanley. Officeof 

on the hasty protective minefield. the Chief of Engineers (AV 270-0017). You might also 

A. Use FM 20-32. Mi,i~~ICur~nlc~r.~~iiii~~ O/)<~ntivris (11 want to check u.ith the Corps of Engineers district in 

tir r Cnn~paiz!~ FM5-102, .Win!, and your area. I,c!i.(,I; Wf~rfire. 

STANAG (Standard of Agreement) 2036, Lnnti Q. Our engineer hattalion is authorized 290M 

Minefield Lfigi~ry, iMor*i~rg. R~rordisg and Rt.11ort scrapers. Several of them are ready to be "washed 

Procedurrs, a?primary references. out." We are not authorized replacements until the 

Q. Are there any changes to a non-divisional unit first quarter of FY85. What should we do until the 

as a result of Division 86 changes in TOES'? replacements arrive? 

A. Consult the CSEMW MAA (Combat Support. A. Call your MACOM to request an exception to 

Engineering and Mine Warfare Mission Area policy for extending the repair expenditure limit on 

Analysis), May 1983. and the Number 1. 1983.issueof 290M scrapers until replacement items are issued. 

ENGINEER which addresses Division 86. 
1 I( 

Divisional 

Engineer Support "R*r 

During: 

by LTC Lawrence L. lzzo 

Much of America was settling 

back for the kickoff of Monday 

Night Football. 

But at 9 p.m. Eastern time on 

October 24. 1983. the 82nd Airborne 

Division's 307th Engineer Battalion 

was beginning to tee up for Operation Urgent Fury-the Grenada 

rescue mission. 

Nineteen hours after the New 

York Giants and the St. Louis 

Cardinals began their gridiron combative~, members of the 307th and 

the infantry they supported were 

locked in real combat on a Caribbean is1ar.d five hours flying time 

irom Gifford. Cosell, and home at 

Fort Bragg. 

The hlission 

At 11 p.m., on October 24th. the 

307th'~ commander \<#as briefed by 

the division staff. Two battalions 

from the division's 2nd Brigade, 

accompanied by the brigade and 

division assault command posts 

(CPs), were deploying to Grenada. 

They would relieve two Ranger 

battalions sent to secure the island's 

important Point Salines airfield in a 

parachute assault at dawn the next 

day. The 82nd's two battalions \vould 

deploy with their habitual engineer 

attachments--one platoon each from 

R Company. with the company conimander serving as brigade engineer. 

The division task force was to 

secure the airhead and prepare to 

rescue American students at the 

island's St. George's Medical School. 

Every precaution would be taken to 

keep the assault secret and to take 

the enemy by surprise. 

Preparing for Combat 

By 1 a.m.. October 25. combat 

elements of both battalions were 

moving to a secure deployment area 

where they \\.ere isolated from the 

rest of Fort Rragg. Inside the 

holding area. there were no phones 

and there was no chance to go back 

and repack ALICE (all purpose, 

light weight, individual carrying 

equipment) packs, which, along with 

a weapon and load carrying equipment, were the only things the 

paratroopers would take with them 

into combat. 

For the next five hours, the men 

made final preparations for combat, 

doing things they had practiced 

many times before. The troops were 

still unsure of their destination. 

There were briefings on actions at 

the objective airfield, and ammunition and contingency items (flak 

jackets, mosquito nets, iodine 

tablets. etc.) were issued. 

It didn't matter that there was no 

time for sleep. Everyone was too excited to be tired. There was a 

gradual realization among the troops 

that this was no training exercise. 

Whether it was the tenseness of their 

leaders, the extra urgency or some 

other tip-off, slowly each paratrooper understood that this was an 
actual deployment. 

At dawn on the 25th, division units 

moved to nearby Pope Air Force 

Base [AFB), the departure airfield. 

Ry now the troops knew that on this 

parachute assault, there would be 

real bullets flying on the drop zone. 

At the airfield. jumpmasters gave 

their briefinps. Soldiers rigged their 

packs for parachute assault and 

drew parachutes and reserves. 

C141 aircraft would carry the 

assault echelon to Grenada. Both 

infantry battalions were going in 

very light, but with complete engineer platoons. All vehicles mere left 

behind for deployment with followup echelons. In these vehicles were 

packed most of the engineer tools. 

St. George's 

The 307th Engineer Battalion 

commander would accompany the 

task force as the engineer representative in the division CP. His first task 

on the drop zone would be to assess 

the condition of the runway and to 

determine future engineer requirements. 

By 9 a.m., troops were loading the 

C141s. Their parachutes were carried 

aboard for in-flight rigging during 

the five-hour trip. Morale was sky 

high, spurred on in anticipation of 

the first 82nd Airborne Division 

combat parachute jump in almost 30 

years. 

Cuban Counterattack 

At 10 a.m.. wheels were up and the 

task force was on its way. During the 

flight, the division commander received word that the Rangers successfully completed the airfield assault 

and that the C141s could land. The 

82nd would not make a combat 

jump. 

As the first aircraft landed, Cubans 

launched an abortive counterattack 

near the end of the Point Salines 

runway using three Soviet BTR-60 

armored personnel carriers. Paratroopers, who had just gotten off of 

their aircraft, joined in with the 

Rangers and knocked out two BTR603 The third BTR was destroyed by 

a C130 Spectre gunship. Meanwhile, 

other C141s circled the airfield 

waiting for the fighting to die down. 

Vil 

Militi. 

camp/' I 
. 

St. 

;' Calvigny Cuban 

/" 

By 4 p.m.. the two infantry 

battalions were on the ground expanding the airhead. Two equipment operators from the 307th who 

had been attached to a Ranger 

battalion rejoined their engineer 

unit. The two men made the airfield 

parachute assault with the Rangers 

that morning. In spiteof the fighting 

going on around them, they cleared 

the runway of construction equipment so the C141s from Fort Bragg 

could land. These engineers from the 

307th were the only paratroopers 

from the 82nd who made the combat 

jump. 

For the next several days, reinforcements arrived to round out 

elements of six infantry and two 

artillery battalions. The 9,000-foot 

Point Salines airfield runway was in 

excellent condition. The surface had 

several lifts of asphalt and could 

easily handle continuous C141 

traffic. 

Since the runway was surrounded 

by construction equipment, bringing 

in engineer equipment from Fort 

Bragg was unnecessary. Equipment 

operators with the first-deployed 

en~ineer platoons quickly began 

using the captured equipment, which 

included Russian dump trucks and 

Kornatzu bulldozers. As more operators. mechanics and combat enpineers arrived, more captured equipment was put into operation. 

V Carriaceu

.c:- Barbados 

Medical College GRENADA 

Point Saline. 
Escorting Ct~bans to the new detention center, 

Security and Water 

Their first night in Grenada, the 

dozer operators began ditching 

around the division CP to restrict 

access and to improve security. 

Later that night, the dozers served 

as barricades. Precast concrete 

blocks surrounding the Point Salines 

terminal later were stacked to form 

a truck-proof CP barricade. The 

82nd would not chance repeating the 

Marine's Beirut tragedy which was 

so fresh in everyone's mind. 

Another early engineer requirement was to clear rubble from the 

concrete apron outside the airport so 

supplies could be unloaded from 

C130s flying in from a staging base 

on Barbados, about 60 miles from 

Grenada. Comuletina this task expanded the capacity of the main 

runway, which was being used for 

unloading ammunition, food and 

priority supplies arriving on C141s 

from Pope AFB. Engineers also dugin the main refueling point, the 

ammunition supply point, and cut a 

road to the field hospital. 

On D+1, the first 400 gallon per 

hour (g.ph.) erdalator arrived and 

the 307th established the first of four 

water points. Later. acorpslevel600 

g.p.h. reverse osmosis water purification unit (ROWPU) was brought in. 

Because of its desalinization capability, the ROWPU was located 

right next to the ocean near the 

airfield. 

Reinforcements by D+4 brought 

company (minus) in general support 

of the division. 

They Did It All 

A challenge during any airborne 

operation is reinforcing the task 

force while simultaneously keeping 

it supplied. During Urgent Fury. 

everything had to come by air over 

thousands of miles. Every aircraft 

sortie was important. No wasted 

space on any aircraft was allowed: 

only the most essential personnel 

and equipment were deployed. 

Hence, the handful of engineers at 

the airfield in general support found 

themselves performing many missions. They put Russian generators 

into operation and provided electricity and lighting to the division 

CP. Their water-point trucks were 

used to transport infantry. Engineers 

helped move beds, blankets and 

supplies for the field hospital. 

They also carried wounded soldiers 

to evacuation aircraft, dug graves 

for enemy dead, built latrines. dug 

garbage pits, repaired plumbing 

and electricity for the detention 

compound, distributed water, and 

erected concertina. They improvised 

dust suppression equipment for the 

airfield, cleared landing zones for 

helicopters, provided local security 

and gerry-rigged shower points. 

They accomplished everything asked 

of then1 using captured equipment 

and the barest minimum of hand 

tools. 

Meanwhile, the engineer support 

for the infantry battalions had grown 

to six platoons, or the nucleus of two 

companies. These platoons cleared 

landing zones, provided demolition 

support, conducted mine sweeping 

operations to search for buried 

weapons, and erected roadblocks. 

Engineers also fought alongside 

their infantry comrades, assisting in 

airmobile and ground operations. 

Bravo Company received the mission 

to secure the largest cache of captured weapons and ammunition on 

the island. the Frequente warehouse 

complex. The company repeatedly 

received sniper fire from the surrounding hills until using ground 

surveillance radar and key outposts 

ended the danger. The company 

inventoried the captured materiel 

and began moving it to the airfield. 

engineer strength at the airfield to a Engineers in (;renndn using n cupf!~t~cdJt~r,t,l /o<rdrr. 
Co.pttcrec1: Srr~.i*.t7 .(ittin! n nono 

labeled "C?L~(IIIEmno~wic Offire,' 

above. Belo~a, North Korean 

rocket-propelled gr~nadrs. 

Urgent Furl 

Tlll 

0 


9 

1 

October 25 

Dawn 

lOa m 

4 

O~rvoerLO 

0 

N 1 -., .."-. 

November : 

November 

November 15 

December 24 

-


[PSULE 

~rneDiv. 

alerted 

82nd A~rb orne Div. t ask force alf two 

battal~ons(each witt ione engir ,eer ,. , ~~. ~ ~ , ~ . ~ ~ , piaroonl moves ro preoeployme !nr area, 

with two h . - ODerators trom the 3uitn1 maK, 

parachute! assault or ito the Poi1 nt 

Salines ai rfield. 

Wheels up. 82nd Airborne Div. task 

force on t he way. 


Task force ? lands; ab, ," 


counterattack. 


-1 2~ - -.- rlrsr 01 lour warer polnrs 1s esr ablished. 

Division engineer st1 eases to 


a company (minus). 


307th is tasked to build 1,000-,,,, 


detention facility. 

Detention facility co~ 
 mpleted.

B Co., 307th returns to Fort Brt-=a. 


C Co., 307th begins returning t o Fort 


Bragg 
 . 0-7.. Last elements of C Co.. sum rerurn ro 

Fort Brag! 
COME A T 


Spain, Ric 

For SP4 Charles E. Spain and 

SP4 William R. Richardson 

on October 23rd, one hour they 

wereenjoyinganoff-duty Sunday, 

the next hour they were on their 

way to join in the Rar lger parachute assault against the Point , 

Salinas airfield in Gren ada. 

"-6 
---"" 

tors in the 618th Engineer Company (LE), 307th Engineer Battalion, 82nd Airborne Division. 

They were the only troopers from 

the 82nd to make the jump in 

Grenada. 

Spain (L) and Richard.?on now 

wear wing8 with a combat star. 

TTTAKDFR" A 

1111 


d the 1Zanger 

For ...,..,.,, an, it was literally 

baptism by fire. The parachute 

assault was his first jump since 

completing airborne training. It 

was a iumo made under fire. at 

500 f'eet, and with no reserve 

parachute. 

The! drop zor le was th e Point "-I:-. .- -:-*:-,A -..?I:A 

-. 

was littered with construction 

equipment. Spain and Richardson were with the Rangers to 

move the construction equipment 

off the runway so the follow-on 

assault force from Fort Bragg 

could land. 

According to an Army Times 

report, the two engineers worked 

under sniper fire while the Rangers secured a perimeter around 

the airfield. 

Spain, Richardson and the Rangers jumped at dawn on the 25th. 

By 1 p.m.. they had cleared the 

runway of equipment. Three 

hours later the assault force from 

the 82nd Airborne Division was 

landing. 

The Biggest Job 

The largest single mission tackled 

by the division engineers began on 

D+7 when the division commander 

told the engineers to construct a new 

detention facility. The original compound had become overcrowded by 

the unexpectedly large number of 

detainees. 

With the help of Cuban construction worker volunteers, and with 

captured equipment, locally purchased materials, tents and other 

important items rushed in from Fort 

Bragg, the 307th constructed a 

1,OOGman camp in 34 hours. 

The camp had exterior and interior 

lighting, 45GP-medium tents, guard 

towers, a shower point, plywood 

latrines, triple standard concertina 

and segregated interior compounds 

for the different categories of detainees. On D+9, engineers helped 

move the prisoners into the new 

compound. 

There were many lessons learned 

during Urgent Fury. Some key ones 

for airborne divisional engineers 

include: the importance of planning 

for general support of the division 

rear as well as for supporting 

forward combat units; understanding 

and using procedures for purchasing 

key material locally; planning and 

coordinating the use of local hires; 

and most importantly, planning for 

and making the best use of captured 

engineer equipment. 

With the accom~lishment of their 

mission-rescuing and evacuating 

all American students, relieving two 

Ranger battalions and then the 

Marine ground forces, and capturing 

or destroying all Cuban forces on the 

island-the paratroopers of the "All 

American'' 82nd Airborne Division 

added another chapter to the divisionk illustrious history. 

LTC Lanjrence L. Izzo commands 

the 307th Engineer Battalion, 82nd 

Airborne Division and was the division engineerfor Operation Urgent 

Fury. Preaiol~sly he was S3 of the 

18th Engineer Brigade, USAREUR 

LTC Izzo ha.? an MS. degree from the 

Marsachusptts Institute of Technologj, 

an M.B.A. degree from Long Island 

University, and is a licensed professimal engineer in Virginia. 

Military posters in rr Crrhnn hnrracks nt Pvnrls Airport. 
Tlce Sauteures police station du 

photo./ 

Water to the Ankles "We had to put in a new drainage system at the 

Grenville police station," said Smith. "When we first 

got there, the water was ankle deep." & No Repair Parts Because the plumbing was so old, the engineers had 

a difficult time finding repair parts. Everything 

needed for repairs was purchased from stores on the 

by SP5 Nancy Ann Zamorski island. 

Another problem the engineers had in repairing 

one of the stations was with electricity. 

Inspector Roy Raymond of the Sauteures station is 

"Hey, come over here and take a look at this. I went from Grenada. He said that the electricity is shut 

to turn on the water and the faucet broke off in my off in his area, "due to the condition of the genhand." erators here." He explained that electricity is 

That was one of the problems C Company from the shared at different times of the day in the community. 

82nd Airborne Division's 307th Engineer Battalion "Because of that," Smith said. "we couldn't work on 

faced while rehabilitating seven police stations in most of the electrical problems until the evening 

Grenada. when the electricity came back on. Once it came back 

Renovating the stations included painting, electrical on, I could run a hot wire in. 

rewiring, repairing cell doors, and upgrading the "We worked with electrical supplies bought on the 

flush toilets and plumbing systems. island that were imported from England," Smith "Thestations were notdamaged from thefighting," said. "It was difficult for us since the electricity was said SSG Russel G. Smith Jr., of C Company's 2nd not the same as back in the states." 

Platoon, 3rd Squad. Smith worked at the abandoned The renovated police stations are being used by 

Sauteures police station on the northern tip of the Grenadian authorities as base areas for security 

island. "The place was real old. I'd say it dated back to operations now that U.S. troops have left the island. . 

1900--or at least before the 1930s," he said. 

The plumbing in most of the stations was early SP5 Nancy Ann Zamorski is a photojournalist ,in 

1950s vintage, according to one of the engineers. the XVIIIAirborne Corps public alfairs ojfice. 
Evervthina Enaineers Can Be 
 I u 

The commander of the XVIII 

Airborne Corps troops in 

Grenada put them in for a Meritorious Unit Citation. even though 

they weren't part of the island 

assault force. They didn't have a 

chance to fire a shot, hut their 

brigade commander thinks they're 

some of the best soldiers in the 

Army. 

They're the combat engineers of C 

Company, 548th Engineer Battalion 

(Combat). They were soldiers who 

worked tirelessly as builders and 

fixers. They improvised detention 

cells out of packing crates. covered 

landing strip holes, repaired roofs. 

kept the dust out of the air on convoy 

roads, and covered a motor park 

area with gravel. 

And they did a lot more. Shortly 

after their arrival in Grenada on 

November 6, 1983. the engineers 

from Charlie Company, reinforced 

by two platoons from the 27th 

Engineer Battalion (Airborne) and 

six soldiers from the 20th Engineer 

Brigade's composite engineer battalion, began work on a list of 

projects that kept them busy aroundthe clock for almost a month. 

The first major project was 

moving. putting on pallets, and 

loading all of the weapons and 

ammunition valltured on the 

island. The Soviet and Cuban 

arms and munitions were [,repared and packaged by the engineers for shipment to stateside 

receiving .points. The task force was . 

also responsible for reeovering and destroyinp explosives 

found on the island during the 

invasion. 

First sergeant of the engineer 

task force. SFC Andy Kuji. said 

his men did everything for everybody. "We built a security fence 

around the radio station, two field 

PXs, put in lightinp at the American embassy. put plumbing and 

electricity back into the local 

police stations, and even fed 300 

extra people a Thanksgiving meal. 

We did it all," Koji said. 

The commander of C Company 

and the entire Grenadian engineer 

task force. CPT Roderick Chisholm. said he couldn't think of a 

function that his soldiers didn't 

perform. "They did carpentry, 

by SFC Bob Lentner 

plumbing and electrical work at 

the island's hospital, built helipads, 

upgraded l~risons. worked on roads 

and the airstrip. strung a lot of 

concertina. and even provitied 

security for the airstrip for a 

while. They did a lot of good work 

that ill last, and they did it 

together." 

The tnain body of the engineer 

task force returned to Fort Bragg 

late on the night of December 7th 

and \\.ere met by families and 

fellow soldiers at the Green Ramp 

at Pope Air Force Rase. About 20 

of thr engineers remained in 

Grenada to complete projects and 

to prepare equipment for redeployment. 

"The soldiers in the task force 

were great." said COL 1)aniel R. 

Schroeder, commander of the 

20th Engineer Brigade (Combat) 

(Airborne Corps). "They did everything \ve expected of them and more. 

I'm proud of them. They're everything engineers can be." 

: ,<.,>.,. : ,,, .s:.- ;!:I(<' 

,.,:,,,j,<,. ?;:! '! ; :~..r,,!: :;; :,:,l,.',::;:i,: ,)!!;.. 

. .. , . .., . <I', ii I . . ; , ;,,!,:,,.. : i , i:; 

548th Engineers wait for their baggage after returning to Ft. Braggfrom Grenada. (BoO Im?lnt,r )~hofv) 
A warehouse full of Soviet-made small a,wns ammunition. S i x a r m s warehouses were found in Grenada. 

A Caribbean Arms Cache 


On October 25, 1983, the U.S. military, at the paramilitary forces belied claims that they were 

request of the Organization of Eastern Caribbean simply "construction crews." 

States, conducted joint operations, code named Large amounts of Soviet weapons and 

"Urgent Fury," to protect U.S.and foreign citizens equipment, supplied by the Soviets through Cuba to 

in Grenada and to assist in restoring order and Grenada, were found by the multinational force. 

stability in the country. Following is a complete list of these weapons and 

During the first few days of the operation, more equipment. This weaponry has been estimated to be 

than 600 Cubans were detained in Grenada. sufficient to equip two Cuban infantry battalions 

Resistance from these well armed military and for 30-45 days of combat. 

Rifles and Machine Guns 300- Shotguns ammunition 

1.626- Soviet AK-47 assault 366 RDS-57mm rocket 

Crew Served Weapons 

1.120- Model 52 (Czech) 	 9-Soviet 7.62mm PKM 


58- Enfields machine guns 940 RDS- 75mm 


4.074- KS rifles (SKS) 	 8- 73mm SPG-9 recoil- 1200 sticks- Dynamite 


less guns 24,768- Flares 


12-ZU-23mm antiaircraft Miscellaneous Weapons guns 2.432- Mosin Nagent (7.62mm 1- DSHQ 12.7mm 1,824- Grenades 

Soviet rifles 6- RPG 7 (rocket propelled 

32- M3A1 submachine Machine gun 

10- 82mm mortars 46- RPG 2 (rocket propelled 7- Sterling machine guns 


55- M23 submachine guns Ammunition 


17- Sten Mark 2 5.51 6.600 RDS- 7.62mm 


180- Soviet M1945 8-Flare guns 


Submachine guns 


300- Miscellaneous 2,320 RDS- 14.5m 

The Engineer School is launching 

a new En~ineer Officer Advanced Course (EOAC) with a combination of features unlike anything 

the Army has seen before. 

Highlights of the 20-week course 

include grouping lessons into twoweek modules, emphasizing experiential training and arranging students into small groups, helping 

students to incorporate the concept 

of "wellness" into their professional 

and personal lives, and using computer based instruction. 

The first increment of the new 

course begins in October 1984. The 

new course is the result of analyzing 

field experience, reviewing other 

courses, and studying the latest 

educational techniques. The new 

advanced course's concepts for the 

near and long terms are called, 

respectively, Vision 84 and Vision 

86. 

The Baqic Concepts 

The fundamental concepts of the 

new advanced course are: 

Semario/modules: Related lessons will be grouped into two-week 

modules. Lessons are couched in a 

scenario format-a setting formulated by the Combined Arms Center 

at Fort Leavenworth in which notional units perform missions that 

appear to be taking place in various 

parts of the world. The scenario 

format will add realism to instruction and exercises. It also will 

encourage students to practice solving problems using doctrine as a 

guide. 

Experiential traininglsmall 

groups: Captains' skills such as 

planning, managing, and leading 

are integration skills best taught by 

doing. The new advanced course will 

emphasize hands-on training in 

groups of 10 to 12 students. In 

addition to small-group practical 

exercises, each module will include 

at least one capstone exercise in 

which the groups perform a number 

of tasks to accomplish a broad 

mission. 

Wellness: The new course will 

incorporate the concept of wellness, 

defined as developing mind, body, 

and spirit to increase individual 

potential and satisfaction. Wellness 

instruction will cover topics such as 

time management, personal assessment and goal setting, stress management, physical conditioning, control of substance abuse, and diet and 

nutrition. 

Team leaders: Each small group 

will have a team leader to act as 

mentor, coach, and facilitator. The 

team leader will supervise all smallgroup exercises, evaluate and counsel 

students, conduct wellness training, 

and act as role models. Additionally, 
team leaders will write doctrine, 

keep the course current, and act as 

subject matter experts. 

Challenge and reward. Rather 

than emphasize a median or passing 

standard for test scores, the new 

course will focus on developingskills 

for success in the field. The idea is to 

motivate officers by presenting the 

challenges of introspective, engineering, and people-related problem 

solving. An evaluation of group 

exercise participation and performance counseling by team leaders will 

supplement traditional evaluation 

methods. 

Computer based instruction 

(CBI): This concept encourages the 

student to use the computer terminal 

to accelerate and personalize instruction. It is particularly applicable to 

Engineer captains' training because 

students enter the advanced course 

with a variety of academic hackgrounds. Ultimately, CBI can provide an interactive, worldwide educational network linking all engineer 

units to the Engineer School. 

Core and Functional Courses 

The new EOAC will include a 14- 

week core course followed by functional courses keyed to the student's 

next assignment. The combined 

length will he at least 20 weeks, preserving the advanced course as a 

permanent change-of-station assignment. Reserve Component officers 

can attend the two-week modules 

during their Active Duty for Training periods. 

Offering the 14-week core course 

also allows the Engineer School to 

delete the current 12-week Reserve 

Component EOAC and to train 

Reserve and Active Component officers together. 

Core Course Requirements 

Before attending the core course, 

each prospective student will take a 

diagnostic exam. The exam is expected to last four hours, and will be 

given at education centers or USAR 

schools. The exam will test military 

skills covered in the Engineer Officer Basic Course and in initial 

assignments. Students who do not 

show an adequate base proficiency 

will receive special instruction by 

correspondence or in residence hefore starting the core course. The 

diagnostic exam and pre-course will 

eliminate redundant instruction from 

the new advanced course. 

Course Content 

Over 1,000 tasks were reviewed in 

ascan of Specialty Code (SC) 21 duty 

positions to determine the course 

content. Some 600 tasks were identified to be taught in the core course 

-

OURSE STRUCTURE 


New En1 gineer Off icc!r Advi Course 

Englneer Unlt 

Staff Off~cer-CPC 

- SC 23 

(Facllltles/Contract Construction 

- -

Management Eng~neer) 

SC 21 


(Combat Englneer) 


Core Course I Englneer 

Ytud~es Program 

Each student ta kes one ~ographlcEngineer) 

func tlonal track i keyed to 

next - .asslgnmen t unctlonal Tracks 

nlmum of 6 weeks) 

L 
and grouped into lessons within the 

modules. 

The core course scenario will 

follow a sequence through peacetime, mobilization, deployment, offensive and defensive combat, linesof-communication and base camp 

construction, and rapid deployment 

and counterinsurgency contingencies. The principles of AirLand 

Battle doctrine and of combined 

arms employment will be integrated 

throughout. 

Lecture instruction will be reduced 

greatly in favor of practical exercises. A typical classroom day will run 

from 7 a.m. to 1 p.m.. with the 

afternoons allocated to out-of-class 

study and to other activities. Approximately one-third of the instruction will be conducted in small 

groups. 

Functional Courses 

The functional courses planned 

include ADM Mission Officer, SC 

23, SC 22, Engineer Unit Staff 

Officer, the Company Pre-Command 

Course, and the Engineer Studies 

Program. 

While the core course trains officers in overall planning and execution of combat engineer missions, the 

Engineer Unit Staff Officer Course 

prepares officers returning to troop 

units to serve as battalion staff 

officers or as engineer staff officers 

at higher levels. These skills are also 

applicable to company command. 

Those who have not yet commanded 

will attend a Company Pre.Com. 

mand Course. 

At least 10 percent of the instruction in the near term (Vision 84) will 

be compnter based. Subjects taught 

by computer range from design to 

tactics. The terminals will he used to 

assist classroom instruction as well 

as homework. The system will be 

used to monitor student progress 

and to provide course statistical 

data. 

The Network Link 

Computer based instruction figures 

prominently in Vision 86. An educational network is envisioned that 

would allow students to interact 

directly with the Engineer School 

for initial learning, refresher training, problem solving, and communicating by electronic mail, even from 

remote locations. The hulk of learning 

could take place through the computer in a non-resident mode. The 

student would then attend a brief 

TDY assignment to a core course 

consisting entirely of experiential 

training. and to functional courses, 

either in residence or on the computer, which would prepare the 

officer for specific duty assignments. 

The computer network also could 

contribute to unit training programs 

unrelated to the new advanced 

course. It would be an ideal tool for 

unit professional development programs and could be used to prepare 

for upcoming exercises or projects. 

Further, the network would enable 

the Engineer School to publish 

doctrinal updates rapidly. School 

and subject matter experts could 

stay in touch through the network 

and collaborate on projects. Units 

facing problems could query the 

network and benefit from the collective experience of the engineer 

community. With this network, the 

Engineer School would become a 

knowledge base serving engineers 

throughout the world. 

Transition Underway 

Work to update the advanced 

course has been underway since 

February, 1983, and development of 

Vision 84 is on schedule for the 

October 1984 implementation. 

Twelve team leaders have been 

selected, and two classrooms in 

Humphreys Hall at Fort Belvoir will 

be modified to accommodate smallgroup instruction. 

Funds have been allotted to buy 

the hardware to support CBI for 

Vision 84, and a cell of courseware 

authors are writing instructional 

material into the computer. 

To facilitate the transition. EOAC 

7-84, scheduled to begin on August 

20, 1984, will not be held. Components 

of the new course will be tested in 

classes 584 and 6-84. Students who 

will attend the first new course. 

EOAC 1-85, u,ill take the diagnostic 

test in May 1984. EOAC 1-85, 2-85 

and 3-85 will take the course in a 

format without CBI, to be used as a 

basis for comparison. EOAC 4-85, 

beginning on February 18, 1985. 

will incorporate core and functional 

courses with a target total of 133 

hours of CBI. 

Other TRADOC Initiatives 

Captains' training is being improved at the Engineer School against 

a background of other initiatives in 

the U.S.Army Training and Doctrine 

Command (TRADOC). 

The task analysis performed for 

Engineer captains' training provided information for development 

of Military Qualification Standard 

Level 111 (MQS 111) Common Tasks 

by the Combined Arms Center at 

Fort Leavenworth, Kansas. The 

instructional materials developed 

for the EOAC core course will be the 

basis for the MQS 111 Engineer 

Specialty Manual. 

The 1978Department of the Army 

Review of Education and Training 

for Officers (RETO) study recommended that the time in the advanced courses be reduced. Schools 

throughout TRADOC soon will be 

implementing advanced courses 

with 20-week core courses followed 

by up to six weeks of functional 

courses. The new EOAC will reduce 

student residence time by at least 

four weeks. Long-term concepts 

could lead to further reduction. 

Implementation of the new captains' training strategy significantly 

will improve the preparation officers 

receive for meeting challenges in the 

field. It can reduce the time officers 

spend away from units without 

impairing the quality of officer 

training. The potential of a computer 

network linking together the Engineer family is unlimited. Realization 

of this new vision promises an 

exciting future for the Corps. 

CPT Ralph H. G~,u~trs is a member 

q,f the Cupfains' Training Teain. 

Dirr,cto~ntrr~,f Trnini?ig und Doctrine, 

US.Ari~iy E~tg%ne~r School. He is u 

grudriafc if the U.S. Military AcadI,rnl/ and has a mnciter's degree in 

e)tginerrirrg .fi.om thc Unit,ersit!/ 0.i 

Cal<fornia, Berkeley. He has ser-oed 

in Kwrea and toas ussista??t divisior~ 

engineer of the 8th Infantry Dic.., 

USARE UR. 
Restructuring SC21- by CPT Bruce H. Reminger 

Benefits to 

the Corps 

and to 

The Army 

I

n May 1983, the Army chief of 

staff approved restructuring 

officer Specialty Code 21 (Engineer) 

into SC 21 (Combat Engineer) and 

SC 23 (Facilitiesj'Contract Construction Management Engineer). 

With this change, Engineer branch 

officers can become more proficient 

in combat engineering and in facilities/contract construction management, without being required to 

become fully qualified in another 

additional specialty. 

Problems with Old SC 21 

In accordance with the Officer 

Personnel Management System 

(OPMS), commissioned officers 

must have two specialties, an 

"accession" or initial specialty (INSPEC) and an additional specialty 

(ADSPEC). The INSPEC is assigned upon commissioning, and the 

ADSPEC is designated at about the 

fifth through eighth years of service. 

The Corps of Engineers is a 

unique branch, one with both military 

and civil missions. Under theold SC 

21, Engineer officers performed a 

diversity of assignments-a diversity 

which sometimes did not promote 

meaningful career progression in 

either combat engineering or in 

facilitieslcontract construction 

management. There was simply not 

enought time available to become 

fully qualified in all aspects of the 

branch and in an ADSPEC. 

A second problem with the former 

SC 21 regarded the projected field 

grade officer shortage. Four to nine 

years from now, approximately onethird of all Corps of Engineers field 

grade requirements would have to 

have been filled by ADSPEC 21 

officers. The shortage would be due 

to the number of SC 1 officers 

required to work in their ADSPEC 

and thus be unavailable for duty in 

SC 21 positions. 

The restructure creates a new SC 

21 (Combat Engineer) which is an 

INSPEC only, designated upon commissioning. Typical duty positions 

are company commander, battalion1 

grouplbrigade staff officer, military 

engineering instructor, Reserve 

Component advisor, and recruiting 

commander. 

Since new SC 21 is an INSPEC 

only, all positions will be held by 

Corps of Engineers officers. All 

Corps of Engineers officers are 

being automatically reclassified as 

(new) INSPEC 21s. Those officers 

from other branches currently 

holding ADSPEC 21 will be awarded 

new ADSPECs during FY 84. 

SC 23 (Facilities/Construction 

Management Engineer) is an 

ADPSEC only. Typical positions are 

facilities engineer, director of engineering and housing, district engineer, 

and project engineer. 

Currently, members of Year Group 

(YG)77 are receiving their ADSPEC 

designation. In the designation process (or reclassification process for 

SC 21 officers senior to YG 77). 

MILPERCEN is considering the 

follo~vingcriteria,in order of priority: 

Prior experience in a position 

now coded as SC 23 

Engineering degree 

Individual officer preferences 

The ADSPEC designation process 

for Y(; 77 should be complete by the 

end of FY 84. 

Renefits of the Restructure 

The restructure helps to solve the 

Corps' officer force structure problems by converting a large number 

of SC 21 positions to SC 23. This 

allows Engineer officers to satisfy 

the OPMS requirement to become 

proficient in their ADSPEC while 

fulfilling an Engineer branch position 

requirement. Since more Engineer 

officers will be available to work 

within the branch, fewer ADSPEC 

engineers from branches will be 

required. 

Officers are eligible for command 

selection, advanced schooling, and 

promotion by specialty, not by branch. 

With more time available for both 

combat engineering. and facilities/ 

contract construction management 

assignments, chances are that Engineer officers will be better qualified 

in either specialty--or both. This is 

much better than attempting to 

qualify everyone in all aspects of the 

Corps of Engineers. and then having 

them compete against those who are 

well qualified in more narrowly 

defined specialties. Those Engineer 

officers who do not desire SC 23 as 

their ADSPEC may choose adifferent 

ADSPEC. This will provide good 

career options for Engineer officers 

without engineering degrees, or for 

those who do not desire assignments 

in the facilities or contract management arenas. 

The restructure is also good news 

for the officer corps as a whole 

because it diminishes the need to 

force individuals from other branches 

to serve as ADSPEC engineers. 

Since nen, SC 21 is an INSPEC only, 

all SC 21 positions will be held by 

Corps of Engineers officers. About 

70 percent of the SC 23 population 

will be made up of SC 21/23 officers. 

The change also benefits women in 

the Corps. Because all positions in 

SC 23areopen. women can participate 

fully in the specialty and have the 

same variety of opportunities men 

have. 

SC 22, Topographic Engineer. is 

not affected by the restructure of SC 

21. 

CPT Bruce H. IZcunirrq<,~.is rr 

p~rson~rel~i~aizngritrent o,ffi(.<'i.in thc 

EI~~~~zcPI. School's Pi~~/iorirnc.yOffice. 

He is n sradirntr qtt111~U.S. Miiifnr!~ 

Acndo~iy ant1 sr,ri.,~I ill carious 

po.sitionn i<,itii the Ztlili E1rgii7err 

Brigoric iCutt~11cif)(Airhorii~Coi7,s). 
by MAJ Lee A. Peters & 

MAJ Kenneth Davidson 

"A TOOT?" you may ask. "What in 

the world is a TOOT?" 

Well, it's actually spelled TEWT. 

and it means tactical exercise without troops. It's the concept of training 

trainers to be more proficient at 

training the troops they lead. TEWTs , 

are performance-oriented and follow 

the Battalion Training Management 

System (BTMS) principlesof holding 

classroom instruction to a minimum 

while emphasizing hands-on instruction. If conducted properly, the 

program will result in better training 

throughout the unit and increase 

readiness. 

The 972nd Engineer Battalion 

(Combat) (Corps). USAR, Fort Benjamin Harrison, Indiana, conducted 

an ambitious and successful TEWT 

that taught or updated combat 

engineer and leadership skills to 

more than 70 NCOs. 

The TEWT program was the 

972nd's method of correcting training deficiencies observed during the 

training year, including Annual 

Training where several units performed marginally. 

Some soldiers did not seem to 

comprehend basic combat engineer 

tasks. 

This \\,as especially evident among 

the squad and section leaders. They 

frequently asked for help with basic 

engineering subjects, or conducted 

training poorly. Also, returning Basic 

and Advanced Individual Training 

students were often more proficient 

in accomplishing engineer tasks 

than were their supervisors. 

TEWTs were frequently used 

within the 972nd in the past, usually 

for training FTX instructors on how 

to direct specific missions. However, 

the battalion felt that upgrading 

combat engineer and leadership 

skills across the board would benefit 

all squad and section leaders in the 

battalion, and the TEWT method 

was to accomplish this. 

The TEWTs required assembling 

virtually every squad and section 

leader in the battalion at a training 

facility; providing the necessary 

logistical support, including training 

materials, rations, and transportation; and also providing the key 

element of competent instruction. 

The 972nd's commander contacted 

the Engineer Team from Army 

Readiness and htobilization Region 

VI at Fort Knox. Kentucky, and 

discussed the TEWT idea with them. 

The team felt it could provide the 

necessary instruction for the project. 

However, team members emphasized 

that. support from the unit commanders, the battalion staff, and 

participants would he required for 

the program to he successful. 

Planning the course was the responsibility of the battalion assistant 

operations officer, who established a 

list of required actions and responsible parties. Meanwhile, units identified personnel to take part in the 

instruction. Camp Atterhury, an 

Indiana National Guard facility 

south of Indianapolis, was selected 

as the main training site. Readiness 

group personnel coordinated subjects and training schedules with 

the 53. 

The classes were taught twiceonce Saturday and again on Sundayfor a six-month period. Because of 

this, a unit or squad lost only onehalf of its leaders each drill day. 

The subjects taught during the 

TEWTs included demolitions, mine 

warfare, route reconnaissance, bridging. NBC and other combat engineer 

tasks based on ARTEP 535 and 

soldier's manuals (see next pagel. 

The training was conducted in full 

battle dress under tactical conditions. 

Leadership was rotated and radiotelephone procedures, safety, NBC. 

MOPP levels, troop-leading procedures, and basic soldiering skills 

were integrated throughout. 
To measure the relative effectiveness of the training, students received a "Go/No Go" rating for each 

task performed. These ratings were 

recorded in each individual's job 

book. The soldiers finishing the 

program received a course completion 

certificate signed by the battalion 

commander. 

Not everything went smoothly. 

Once a - . erouu from one of the

companies became lost on the way to 

Camp Atterbury and missed half of 

the day's instruction. During another 

month, the winter weather was so 

inclement with blowing- snow and 

wind chill in the minus 40degree 

(Fahrenheit) range that the training 

was cancelled and rescheduled for 

the follolving month. However, each 

problem was overcome and used as a 

lesson learned. 

The effectiveness of the program 

was apparent at the next Annual 

Training when squads and sections 

performed at a much-improved level. 

Their overall performance was reflected in the annual trainingevaluation. The evaluator said that the 

972nd was the finest engineer battalion he had evaluated. 

ARTEP 5-35 TASKS 

6-17 	Crater Roads 

7-3 	 Breach Obstaclr !s with 


Explosives 


7-14 	Conduct Route Clearance 

Operations 

6-16 	Disable Bridges 

5-15 	Conduct Reconnaissance 

for Obstacle Location 

5-15 	Conduct Hasty Route 


Reconnaissance 


5-16 	Conduct Deliberate Route 

Reconnaissance 

5-19 	Conduct Bridge 


naissz 


The acquired job knowledge that 

squad and section leaders gained 

helped them regain confidence and 

self-esteem. They became enthusiastic leaders who could impart their 

experience and knowledge to others. 

6 
 ram's: 

tion, and a willingness to overcome 

problems are necessary. Commanders 

should consider using this instruction 

method in planning their unit's 

training. TEWTs can pay big rewards in improving unit readiness. 

effec~tivenesswas . - 7 apparent at tne next Annual 

5 ing. The AT evaluator said 

tne y.72nd was the finest engineer 

Ziattar 

Predictably. individual squad members showed increased confidence in 

their squad leaders. 

The TEWT instruction required a 

trade-off: The first line supervisors 

were absent from half of their unit's 

training during the TEWT period. 

Also. the program was costly in 

terms of training material, rations, 

fuel. and reimbursement to the 

Indiana National Guard for use of 

their personnel and facility. 

To maintain the proficiency now 

present in NCO squad and section 

leaders, the battalion has incorporated an active NCO development 

program for refresher training in 

basic engineering tasks. Hopefully. 

this will prevent the need for a largescale TEWT in the future. 

TEWTs can be very effective for 

improving training in any unit. 

Careful pi anning, thorough preparaluated." 

MAJ Lcu A. Pcters. USAR, heads 

Cort.stn(rtion Srcpport Serrices. Ine.. 

irr Itrlioi Hr hus inaste?.'~ 

dryrrra in cir.ii rv.gineerirry anti 

mnnnqr,mewl Jm)nr Pirvd~rr LTnir>rrsiti, 

and sn?:r>s as inniiitrnnircc qfficrrfor 

thc 12Yrd ARCOM. Duving the TEM'I' 

training, hc tclrs e.rcruti~,c, (jffirrr qf 

the !172nd Engin1,ei.s. H,' sr,rlwI in 

V n with tlir Pad and ~(j~ftr 

Enginwr Bris. P(8to:c is a rrgistercd 

j)ro,fi~ssii~noi engiiic<>r in I~tdia~ra.

MAJ K~trnrtti Dnr~idsorr. USAR, is 

an ROTC instrtictor nt ihr lltriir,rsit!, qf .V(v.ado, Lns V~yns. Hr rr.n.s 

supurt.ining stnff adr~rinistvatiiy nnsistant of the sXnd dirring the, 

TEWTs. Ho hns n trr~~stc,r's ~.lu(/r~v iii

bzcsinc~ss ad)>ri~ristrutioir fvoiir 

Georgia Stnle Urricc,rsit~rr,i(i is ir 

grndrrntr qf /Ire Adr?iirti.strntioir 0.ffirer's Ad~.anrrrl(.'or( rse. 

ENGINEER HOTLINE 

Problems, questions, and comments relating to engineer doctrine. 

training, organization, and equipment can be addressed telephonically to the U.S. Army Engineer School's "Engineer Hotline". The 

Hotline's auto-answer recorder operates 24 hours a day, seven days 

a week. Callers should state their name, address and telephone 

number, followed by a concise question or comment. You'll receive a 

reply within three to 15 days. The Hotline is not a receiving agency 

for formal requests. 

unfortunately, such a scene 

occurs far too often. The 

amount of the liability may not 

always be so high, but engineers of 

all ranks will agree that any amount 

is too much. A change-of-command 

is for passing guidons, not paychecks; but the too frequent occurrence of such incidents has 

created a growing awareness that 

government property is the responsibility of everyone, from the lowest 

soldier in a squad to the engineer 

commander at every level. Shortages identified during inventories 

are being examined very closely for 

evidence of negligence, and negligent personnel are being held 

pecuniarily liable in ever-increasing 

numbers. 

Unfortunately, the amount of 

formal resident training an engineer 

officer receives in supply matters 

prior to hisor her company command 

is limited. For example, a lieutenant 

in EOBC receives only about 30 

hours of supply-related instruction; 

and students in EOAC receive only 

one hour of instruction on conducting change-of-command inventories. Some engineer officers are 

selected before company command 

before attending the advanced course 

and thus have only the basic course 

instruction to draw on. Therefore, 

most of an engineer officer's kno-wledge about supply procedures is 

acquired in the field, either through 

personal experiences or the experiences of others. 

All too often, an incoming company commander has only a vague 

idea of how to start an inventory 

process. A good incoming change-ofcommand inventory does not necessarily ensure that property accountability will be maintained, but it will 

go a long way toward setting the 

stage for a shortage-free outgoing 

inventory. Here are some facts and 

suggestions which might prove 

useful. 

Most Army units are organized 

under either a table of organization 

and equipment (TOE) or a table of 

distribution and allowances (TDA). 

Most TOES have been further organized under a modified table of 

organization and equipment 

(MTOE) to account for variations in 

unit missions. 

An MTOE lists all of the personnel 

and equipment that a unit is authorized to accomplish its mission; so 

the first thing an incoming commander should do prior to conducting an inventory is toobtain and 

closely examine the authorization 

document for his unit. Every major 

end item which is authorized to a 

company is listed on this document, 

and it is the company commander's 

responsibility to ensure that every 

item is accounted for at all times. 

A.dditionally, the unit has other 

Items of equipment (e.g., desks. 

fans, buffers, linen. and beds) which 

are classified as installation (station) property and are authorized 

by one of the common tables of 

allowances (CTAs), the most often 

cited being CTA 50909. Both organizational (authorized by MTOE) and 

station property records are managed and controlled by the property 

book section of the division materiel 

management center (DMMC). At 

some installations. the linen and 

furnishings for the barracks are 

managed by the furnishings management office at the installation level, 

which will maintain the property 

records for those items. Again, as 

with organizational property, it is 

the company commander's responsibility to maintain proper supply 

accountability for the installation 

property issued to the unit. 

Before beginning the inventory, 

the new company commander should 

arrange for a briefing by the engineer property book officer (PBO) 

and someone from the battalion S4 

section to bring himself up-to-date 

on the latest supply procedures and 

to clear up any questions he may 

have on supply records and ac 

countability. This briefing will 

prove especially useful in the possible problem areas early and take 

company commander is newly assigned to the post and is unfamiliar 

with local regulations and procedures. Also, the new company commander should familiarize himself 

with AR 71@2, Supply Policy Below 

The Wholesale Level; AR 73511, 

Accounting for Lost, Damaged, or 

Destroyed Property; and DA Pam 

71@2-1, Using Unit Supply System, 

Mcnual Procedures. 

An examination of the unit organizational and station property printouts, obtained from the property 

book section, will provide the latest 

data on which items of equipment 

have been issued to the unit. By 

comparing the organizational printout with the MTOE, the new company commander can determine 

which authorized items have not 

been issued to the unit. He can then 

coordinate with the PBO to ensure 

that all shortages are, in fact, on 

request. The PBO will issue DMMC 

requisition numbers which will 

allow the company commander to 

account even for shortage items. 

The incoming company wmmander 

checks all of the sub-hand receipts to 

ensure that all the end items for 

which he is signing are properly subhand receipted. Through this type of 

check ~I$IJ~('the change-of-command inventory, he can identify 

steps to r e then1 lielure the 

inventory starts. 

Once all of the major end items 

have been accounted for, it is time to 

do the nuts and bolts portion of the 

change-of-command inventory-the 

actual inventory of the end items and 

their components. 

The first step in accomplishing 

this task is to collect the appropriate 

technical manuals (TMs), supply 

catalogs (SCs), and other references 

which prescribe the type and 
amount of components for each end 

item. (For example, for the inventory of a Bailey bridge, a copy of TM 

5-277 will be needed; the general 

mechanic's tool kit is covered in SC 

5180-90-CL-N26. Tool Set. Gcnrral 

Muctinnie's: A7rtornotic~.) 

These manuals normally include 

an illustration and a description of 

each component. Usingsuch publications is especially critical with the 

large numbers of new equipment 

now being introduced into the inventory. GSA catalogs can be especially 

useful in providing more accurate 

descriptions and pictures of hand 

tools than are often provided in TMs 

and SCs. It is also important that the 

new company commander use the 

most recent references so that he is 

aware of the latest additions or 

deletions to the component list. DA 

Pam 310-4 provides the date of the 

latest published manual and any 

changes. 

To reduce confusion and standardize property records, the Department of the Army now publishes 

hand receipt manuals for each end 

item. For example, the hand receipt 

manual for an M548 cargo carrier is 

TM $2350-247-10-HR, Hand Recrzipt Mn n i.rol Coceri~tgBmie issue 

Itrnbs (811) nntl Addltionai Authorized Lisf (AAL) .for Carrier. 

Cargo. Trackrjrl, sTo?i: M548; for the 

common No. 1automotive shop set is 

SC 4910-95-CL-A74-HR. Hand Receipt Manual Corrrring Contents pi 

Shop Equii~~n,enl. Automoti7:c Maintenance and Repair, Organizational 

Maintcnnnce. Common No. I (Less 

Pow~r). 

These hand receipt manuals identify all the components of an end 

item as they should appear on the 

DA Form 2062 hand receipt. Those 

items not yet covered in DA-level 

hand receipt manuals may be 

covered in corps or division manuals 

which can beobtained locally. 

The schedule to perform the 

actual inventory should be coordinated by the new and old 

company commanders. (See sample 

schedule on page 41.) While there 

are many methods which will work. 

a suggested method is to schedule 

inventories by sub-hand receipt for 

the first half of each day. The other 

half of the day is dedicated to 

required paperwork, such as updating component hand receipts. verifying shortages on hand receipt annexes, and preparing relief-fromaccountability paperwork. Handling 

the paperwork in this timely manner 

prevents an overload of paperwork 

at the end of the inventory schedule. 

In most cases, the company will not 

be able to totally stand-down for the 

inventory; so such a schedule will 

provide time for other requirements. 

The time needed for the inventory 

depends on factors such as the unit's 

size, equipment and external requirements. AR 71@2 prescribes 

that 30 days be allowed for the 

inventory; in most cases this will he 

sufficient, although extensions may 

be granted in unusual cases. After 

preparing the schedule, the new and 

old battery commandersshould brief 

the battalibn commander and ensure 

that the battalion executive officer 

and the battalion operations officer 

are aware of horn the inventory will 

affect their areas of responsibility. 

When the inventory of each subhand receipt is finished, the shortages must be cross-referenced to the 

hand receipt annex (formerly called 

the shortage annex) for each end 

item. The majority of components 

for the end items will have an 

expendability code of durable (D); 

however, some items are classified 

as non-expendable (N) and expendable (X). The non-expendable hand 

receipt annex is maintained by the 

PBO at DMMC. 

The company commander must 

ensure that recent additionsJdeletions to the component list have been 

posted to this annex and that the 

PBO has initialed the annex to 

validate its accuracy after all 

changes have been made. The durable hand receipt annex is maintained by the battalion S4 section. 

and similar actions must take place 

there. 

Hand receipt annexes for expendable items are not required; but, if 

needed items are not on hand, they 

should be requisitioned. Also, the 

departing company commander 

must see that the latest relief from 

accountability documents (e.g., reports of survey, statements of 

charges, etc.) have been posted to the 

annexes and that copies of both 

annexes are retained by the unit 

after they have been validated by the 

responsible officer. By comparing 

the shortage list from the inventory 

with the hand receipt annexes, the 

company commander can determine 

a "short, not previously accounted 

for" list. 

End items which have been turned 

in for repair to outside agencies 

must also be inventoried. The subhand receipt holder should have a 

work order (normally a receipt copy 

of DA Form 2402, Ei.chu~zg~Tag, or 

a DA Form 2407, Mnirrfcnnner 

Request). These receipts should he 

validated by checking with the 

agency which signed for the end 

item. For example, the direct support maintenance company armaments section would be contacted to 

check on a damaged rifle that had 

been turned in. 

Once the "short, not previously 

accounted for" lists have been prepared, follow-up actions must be 

taken so that proper accountability 

is maintained. Overages, if any, may 

he cross-leveled to fill valid shortages 

within the unit; however, the company commander must take care to 

ensure that each sub-hand receipt 

holder is held accountable for his 

assigned property. 

Shortages which were not previously accounted for must be 

handled under the provisions of AR 

735-11. If a hand receipt holder 

admits negligence, it is probably 

best to use cash sales whenever 
----- 

- - - 

D A DAY 9 


Rev~ew aurnorlzatlon doc ument. lnventory maintenance. 


Receive br~ef Ing from bat tallon $4 re1presentative DAY 10 


0btaln unlt o rganizatlonaI and install atlon proper lnventory mainten lance. 


Prlntouts. DAY 11 


C,,,,,.,, ...,,.,,,L...u.. *.dl .V,....,... rr,,m.nt .",ti ,,.h prlntout. I""*" . . . .-. . tory arms ro 
om

note shortagl DAY 12 


Obta~n cople! :elpts annex es. lnventory NBC eq 


DAY 2 DAY 12I 
 . ~ ~ ~~ Compare unlt sub-hand recelots wltn orlntout. en lnven 


that all end Items are sul ]-hand recei pted. and s pecial weapc tns (as appli cable). 


Schedule lnv! mtory with Ideparting commander; DAY 14I .. ..- - . . ... . - +,,..,",,",.l., lnvent",, au,m,. 

operations o lficer. DAY 15 


DAY 3 Invent01 


.,..,,*a. In, Assemble inventory. DAY 16
 ref,,.=, .". 


DAY 4 Inventory . . ... .. camouflaee eoulom ent Set 


lnventory he; nt. DAY 1; 

DAY 5 Deter mine shorta; ges and prep 

lnventory heavy equlpme nt. work. 

D I1'1 b UHI I1 

nventory to( 11 boxes. Determlne shorta ges and prer om-accounti 

\Y 7 paperwork. ...-...--- - --. -- ... DAY l! 1 


\Y 8 Br~ef battallon commander and sign prlntout. 


nventory me DAY 20 Assume I 


possible (for hand tools, for example) section at DMMC and sign the hand "Sir , Cantnin 

--r Smith "--

since this procedure normally gets receipts which transfer responsibility 

.".." reporting as ordered." the missine -item back into the hands for all the comoanv's orooertv. 


of the user more aulcklv and wlth The kev to a chanze-of-command "Captain Smith, I have
 - less paperwork thin othdr methods. inventory is -

preparation. ~ Assem- iust finished reviewing. - If liability is not admitted, it will be blingthe necessary references before your report on the results 

necessary to initiate a report of the inventory reduces confusion and 

survey. saves time. Establishing a realistic of your change-ofThe battalion commander should schedule allows sufficient time for a command inventors. 1 

be kept informed during the inven- thorough inventory and for timely see that you have 

tory. He definitely does not want to preparation of any necessary accounted for every end be surprised by the results of the paperwork. 

completed inventory. A good inventory provides the new item with 

The sub-hand receints should be comoanv . . commander with an ac- shorta~es-that - is a 

updated and signed to reflect the curate status of company property SuDerb achievement! - results of the inventory as soon as and guarantees that there is account- Congratulations on an possible. By following the half-day ability for all of it, thus setting the 

inventory plan previously discussed stage for continued accurate property outstanding job of 

and with detailed planning, the accountability throughout the property accountability." 

company commander should be able tenure of his or her command. "Thenk you, sir. I was 

to update each sub-hand receipt on Every engineer company com- fortunate in that I was the same day it was inventoried; mander wants to miss the initial 

then he should double-check all scene entirely and be the star actor able to conduct a Very 

actions for accuracy and complete- in this one! thorough inventors prior 

ness. After all necessary relief from to assuming command, accountability actions have been Adaptedfrom an artaele apppartng 

Initiated, the new and old company zn thp November-December 1983 and that made the 

commanders go to the property book Field Artillery Journal. job a lot easier." 
Military Application of 

Lime Stabilization 

The 62nd Engineer Battalion by CPT Joseph M. Seerley & (Combat) (Heavy), stationed CPT John D. Norwood at Fort Hood. Texas, was tasked bv 

the U.S. Armed Forces Command 

Headquarters to construct a C130 

The assault airfield at Camp Bullis, 62nd Engineers turn a Texas. cam^ Bullis is an Armv 

confronrarion with 800 feer of training area north of San Antonio 

under the direction of Fort Sam 

unacceptable subgrade bto a unique Houston. 

The project called for the cony. struction of a medium lift airfield training ~pport~dnit capable of handling, during its fiveyear design life. -100 cycles of a 

100,000-pound Air Force C130 

Hercules aircraft. A cycle is the 

landing and takeoff of one aircraft. 
To construct the airfield efficiently in minimum time, the battalion consolidated its earthmoving 

units into asingle engineer company 

(C Team). C Team provided on-site 

control and consisted of three earthmoving platoons, elements of a 

direct support maintenance shop. 

and the headquarters company technical section. 

Unacceptable Subgrade 

During construction, the unit discovered that an 80@foot section of 

the proposed runway consisted of 

highly compressible black clay four 

to eight feet deep. The soil was unacceptable as a subgrade because its 

California Rearing Ratio (CBR) was 

three or less, as determined by 

inplace CRR. (The design procedures 

in Army Technical Manual 5330. 

Ronds ffnfiAirfic,lds, does not provide 

for the use of its design chart with an 

Airfield Index (AI) of less than five, 

which loosely equates to a CRR of 

four). 

Tosolve the problem of an unacceptable subgrade, lacking the flexibility 

of relocating the airfield site and as a 

learning experience for the unit, the 

battalion commander formed a special 

team of eight of the battalion's most 

technically proficient officers. Their 

educational backgrounds included 

engineering, civil engineering, and 

mathematics. The team relocated to 

Camp Rullis and conducted a detailed 

study of various stabilization options. 

Team members then proposed to the 

deputy commander of Fort Sam 

Houston that the area be stabilized 

with lime. 

Lime stabilization is seldom used 

by military construction units and 

the procedure required study and 

research by the battalion's design 

team. 

The procedure finally established 

is discussed below. Initially, all 

available data on the soil was 

gathered. This data is as follows: 

Atterburg 

Liquid Limit = 73 

Plastic Limit = 26 

Plasticity Index = 47 

Sieve Analysis 

Gravel = 0% 

Penetrometer Readings (every 

half station) 

Dupth Air:fifdd 1nrle.v 

6" 4.2 


12" 6.3 


18" 8.5 


The soil was classified by the 

Unified Soils Classification System 

as a Highly Plastic. Inorganic Clay 

(CH) common to the San Antonio 

area. The above data showed that 

this soil was an ideal candidate for 

lime stabilization. During the preliminarysoils exploration, local engineering firms were consulted to 

determine the average limelsoil mix 

for this typeof soil. The average mix 

was an 8 percent lime solution. This 

percentage mix was taken as a 

starting point to calculate design 

mix. Army technical manuals could 

have been used for this initial mix 

design: however. it was felt that in 

this situation it would be best to 

contact those with local experience. 

Area7 For Concern 

Two ma,ior concerns mere identified during the analysis. First, the 

effect of adding lime on the pH of the 

soil needed to be determined. It was 

felt that natural consumption of the 

lime into the soil might occur if the 

pH change was too drastic. 

Lab studies were conducted to 

determine the effect of lime on the 

soil pH. The percentaRe of lime 

varied from zero percent to 12 

percent. The data is consolidated 

below. 

As the data reflects. the pH varied 

insignificantly at percent mixes of 

greater than 6 percent. The concern 

that a natural consumption of lime 

by the soil would occur was unfounded. Unconfined compression 

tests conducted on the lime soil mix 

produced no extraordinary results. 

A second concern was lo reduce 

the Plasticity Index (PI) of the soil. 

The inplace clay had a PI of 47, 

which indicated a significant water 

retention property of thesoil. If lime 

stablization was to be effective. the 

PI had to he greatly lowererl, thus 

reducing the porosity of the soil and 

its propensity to swell. Lab data 

Sand = 2.9% 

Fines = 97.1% 

CBR = 3 

'-1 irnscrl Rototillc,~ is i,sc,d to r~rliicc,soil pai.tirlr size before lirric, 

npplication. Seo,?ml days of tilli7iy were rrqicirrd because of tbc 

soil's high in-place water content. 

ENGINEER/Winter 1983-84 43 
"1ne czme stabilization elrort was a 

o ? was 

altered to vield a soil W~L,Cv,tstand;-m 

Clonstrz erties (CBR 

showed that the PI could be lowered 

to 15 at mixes of 8 percent and 

above. Since an 8 percent mix was 

the most economical mix that satisfied the criteria, it was chosen for 

design specifications. A CE (Compactible Effort) 55 test was done on 

the 8 percent lime/soil mix and the 

following data resulted: 

Maximum Compacted Density 

= 95.8 LBICF 

Optimum Moisture Content =21.5% 

How To Apply? 

Once design specifications were 

determined, a method of application 

had to be chosen. A dry application 

of lime was chosen based primarily 

on the limited availability of slurry 

dispensing equipment but also because of the poor reactive qualities of 

a slurry mix with CH soil. 

Before the dry lime could be 

applied, the particle size of the soil 

had to be reduced. This would 

ensure proper mixing and the highest 

degree of uniformity between the 

soil and limeadditive. To accomplish 

this, a leased commercial roto tiller 

was used. Because of the high inplace water content of the soil, 

several days of tilling were required 

to get the correct particle size. 

Initial passes were made at a depth 

of 8 inches and the soil left to dry. 

After drying. successive passes were 

made to reduce the size of the clay 

particles. 

Lime was then added dry and 

mixed by the roto tiller into the soil 

until a uniform mix u,as obtained. 

Water was added using 6,OOGgallon 

water distributors. 

the mixture can clog the tester. As a 

result, a field expedient method was 

used to determine the initial water 

content. Denatured alcohol was added 

to the soil/lime mixture then ignited. 

This allowed moisture to be burned 

out of the soil. By weighing samples 

before and after burning, moisture 

content was determined. 

Once the soil reached optimum 

moisture content at 21.5 percent 

water, compaction began. A highspeed, motorized sheepsfoot roller 

was used to obtain 95 percent of the 

CE 55 maximum compacted density. 

Since the lime produced a hydration 

reaction, the treated area kept moist 

during a seven-day period. 

On the seventh day. Field Moisture1 

Denslty (Nuclear Method), In-place 

CBR, and Penetrometer tests were 

conducted. The results were: 

Average Compaction = 93.5 LBICF 

Average Moisture Content = 28.3% 

Inplace CBR = 27 

Airfield Index = 15 

Based on these results, the lime 

stabilization effort was an overwhelming success. The very nature of the 

subbase was altered, yielding a soil 

with outstanding construction properties (CBR = 27). 

The exercise benefitted the 62nd 

Engineer Battalion and proved that 

military units can successfully implement stabilization construction 

techniques. 

The successful stabilization project 

enabled the rest of the construction 

to proceed on schedule, and the strip 

was certified for C130 landings by 

the U.S. Air Force. 

CPT Joseph M. Srerie?i eommand~ciC Colnpany. /idnd Engineer 

Rattolion (Conthat) (Heni'~) end rr.ns 

theco~x~nandrr ojC Teain. He is?~o~i. 

atter~di~igtire Enr/ineur OJ/icc?r Adi,anced COUI.SP. He is n grad~catv 11J 

the Unii:er.sity oJCal(fornia at Santn 

Bnrbnra. HI' hos snrnud as cwtical 

platoon lender. company constrirction qfficr?: and ciL'i1 engineer 

jhr the 44th Enginec~r Battalion 

(Combat) (Heavy), Korrm. and as 

platoon leader and dicing q~ficvrfor 

the 801~t Engineer Company (Poll 

Constr~uction) (Resend. 

CPT John D. .Vooncood nns thp 

eiuil engineer, SY. 62nd Enp'r~e~!r 

Battalion (Combat) (Hruq~j. He is 12 

graduate oj the llnifed States Military Acarle?ny and of the Enginrer 

Qfficer Adonace Coz~rsr. He has 

serlvd as a vertical und n h.orizonla1 

plnloon leader, company conrtruction 

I'nrticle sizr hrll;,~~ (Iczft) and aftcr (right) tilling offic~~r, and battalion adjttlanl. 
facilities engineering. These sections Fact sheets are available from the Each Winter Issue of ENGINEER, beginning with this are sub-divided into a list of fact Public Affairs Office, U.S. Army 

one, will carry a list of publications sheets and a list of technical reports/ Construction Engineering Research 

produced by the U.S. Army Con- publications. Laboratory. P.O. Box 4005. Chamstruction Engineering Research Fact sheets are typically short (one paign, IL61820. 

Laboratory (CERL) of interest to or two-page) summaries of CERL's Technical reports/publicationsare 

combat engineers and to facilities research effort on a given subject. available at a nominal cost from the 

engineers. Technical papers/publications are National Technical Information CenThe list is divided into twosections: lengthier documents presenting the ter, 5285 Port Royal Road, Springmaterial related to combat engi- results of CERL's research on a field, VA 22161, or by contacting the 

neering, and material related to specific topic. Publications Branch at CERL. 

COMBAT ENGINEERING ACTIVITIES 	 available for floating vehicles across unfordable streams. 

Fact Sheets are available on the following CERLstudies Foam Overhead Cover Support Systems (FOCOSJin progess on combat engineering activities: A rapidly constructed, foam-filled fabric arch used with a 

top soil covering to protect infantry operators of antitank CERL's Work in Support of Army Facilities 

Component System (AFCS)-presents CERL's research weapons. 

role in improving the AFCS. Foam Protective Shelters-Evaluation of theater-of - operations structures to determine which can be best Engineer Unit Microcomputer Applications-Dis- adapted to foam material support systems. cusses the use of microcomputer software applications 

for managing construction activities for the 18th Foam Domes as Expeqient Facilities-Use of foam 

Engineer Brigade in Germany. 	 domes in providing housing and storage for mobilization 

efforts. Engineer Modeling Study-A computer program 

design to determine the effects of combat engineer Programmable Pocket Calculators for Engineer 

activities on the outcome of a battle. Troop Units-Use of programmable pocket calculators to 

support combat engineering activities. Foam Applications in Heavy Bridging/Rafting-Use 

of foam composite materials to float vehicles across 

streams and to repair existing floating bridging systems. FACILITY ENGINEERING ACTIVITIES 

Flotation Bridging/Rafting System for Fact sheets are available on the following CERL research 

Airborne/Airmobile Operations-Evaluation of methods efforts on facility engineering acfivities: 
CERL Publications 

Analysis of Industrialized Building Systems Pilot 

Projects 

Appropriate Technologies for Upgrading Army Sewage 

Treatment Facilities and for New Construction 

Building Loads Analysis and System Thermodynamics 

(BLAST) 

Ceramic Anodes for Corrosion Protection 

CERL Provides Help for the Director of Engineering 

and Housing 

Characteristics, Control, and Treatment of Leachate 

and Gas Formation at Military Landfills 

Corrosion Mitigation 

Composting Toilet 

DD Form 7397 Processor 

Electrical Consumption Reduction at Army 

Installations 

Energy Monitoring and Control Systems (IEMCS) 

Environmental Quality Technology 

Habitability Program 

Hazardous/Toxic Waste 

Improved Roofing Materials and Systems 

Improvements to the Integrated Facilities Systems 

(IFS) Component Inspection System 

Industrialized Building Systems in Military 

Construction 

Life Cycle Cost Database for Maintenance and Repair 

Data 

Low-Cost Meters for Solar Energy Systems 

Materials Technology 

Middle East Base Development 

Paint Laboratory 

Photovoltaic Power System 

Automated Corps of Engineers Concrete Quality 

Monitor (CE-CQM) 

Pipe Corrosion Management System (PIPER) 

PAVER-Pavement Management System 

Real-Time Weld Quality Monitor 

Environmental Technical Information System (ETIS) 

ETIS Enhancements 

Training Area Maintenance 

Solar System Performsnce Monitoring 

Remote Site Waste Treatment 

Railroad Maintenance Management System (RAILER) 

Quality Control/Quality Assurance (QC/QA) 

PORTA WASHER Refuse Container 

Cleaner/Hazardous Waste Spill Cleanup-Listing of 

Recent CERLTechnical Reports/Publications on 

Combat Engineering Activities. 

Technical Report P- 146, "Microcomputer Selection 

Guide for Construction Field Offices,'. by F. Grobler. 

M. O'Connor, and Glen E. Colwell. Jun. 1983, 


ADA1 30245. 


Technical Report M-323, "Troop Construction in the 

Mideast," by USACERL and USAWES, Oct. 1982, 

8076455. 

Technical Report P- 7 3 1, "Engineer Modeling Study, 

Volume I: Executive Summary," by John Evans, Sep. 

1982, ADA121 166. 

Technical Report P- 13 1, "Engineer Modeling Study, 

Volume 11: Users Manual," by Gerald Brown and 

Hugh Henry, Sep. 1982, ADA121 167. 

Technical Report P- 13 1, "Engineer Modeling Study, 

Volume IN: CORDIVEN Engineer Module Interface 

Manual," by Carlton Mills. Sep, 1982, ADAl 21 168. 

Technical Report P- 136, "User's Manual for 

MlLENGl /UTIL Read-Only-Memory Module of the 

Combat Engineer Programmable Hand-Held 

Calculator," by John M. Deponat Ill, Sep. 1982, 

ADAl 20338. 

Technical Report P- 134, "Software Documentation 

for MlLENGl /UTIL Read-Only-Memory Module." 

by Laure A. Thomas and John M. Deponai Ill, Sep. 

1982. ADA2031 7. 

Technical Report M-3 14, "Relocatable Structures for 

Use in Theaters of Opeations," by A. Kso, M. Frisch, 

J. Lambert. M. Ptak, May 1982, ADA1 17038. 

Special Report M-297, "Concept Paper: The Use of 

Polyurethane Foam Plastics for Tactical Bridging 

and Rafting Operations," by A. Smith, Apr. 1981. 

ADA099033. 

Technical Report M-287, "Theater of Operations 

Construction in the Desert: A Handbook of Lessons 

Learnedin the Middle East," by A. Koa and P. 

Hadala. Jan. 1981, ADA104389. 

Technical Report M-281, "Investigation of the 

Minimum Deployment Time of a Foam/Fabric 

Composite Material," by A. Smith, B. R. Culbertson, 

and R. E. Muncy, Sep. 1980. ADA091 658. 

Technical Report P- 7 72, "Type I1 Forward Storage 

Site Facilities: POMCUS System," by Robert L. 

Porter. Sep. 1980. 

Vol I: ADA092310 Vol II: ADA093672 

Technical Report M-272, "Investigation of Rapidly 

Deployable Plastic Foam Systems," Oct. 1979. 

Vol I: System Development, by Alvin Smith, ADAD76332. 

Vol I!: Nonliner Deformation and Local Buckling of 

Kevlar Fabric/Polyurethane Foam Composites. 

by Alvin Smith. S. S. Wang, and A. Y. Kuo, 

ADA07631 0. 

Technical Report M-269, "Foam Overhead Cover 

Support (FOCOS) System for Dismounted and 

Mounted TOWPositions," by Alvin Smith, Aug. 

1979, ADA075746. 

Special Report M-262. "lnflation/Foam/Shotcrete 

System for Rapid Construction of Circular Arches," 

by M. Woratzeck. May 1979, ADA069878. 

Sepcial Report M-255, "A Family of Components for 

the Wood Panelized Prefabricated Building 

System," by A. M. Kao and T. M. Whiteside. Jan. 

1979, DA065659. 
Listing of Recent CERL Technical Reports/Publications 

on Facility Engineering Activities: 

Technical Report M-334, "Evaluation of Contractor 

Quality Controlof Built-Up Roofing,"by Myer J. 

Rosenfield, Oct. 1983. 

Technical Report E- 190, "Use of the Building Loads 

Analysis & Systems Thermodynamics (BLAST) 

Computer Program to Review New Army Building 

Designs for Energy Use," by Donald J. Leverenz. 

Dale L. Herron. JoAnn Amber Eidsmore, and Robert E. 

O'Brien, Oct. 1983. 

Technical Report N-151, "Oxidation Ditch Technology 

for Upgrading Army Sewage Treatment Facilities," 

by J. T. Brandy, C. P. C. Poon, and E. D. Smith, 

Aug. 1983. 

Technical Report E- 7 86, "Analysis of Facilities' 

Energy Use Patterns," by Ben J. Sliwinski, and 

Elizabeth Elischer, Aug. 1983, ADA131 527. 

Technical Report M-333. "Preliminary lnvestigation of 

Ceramic-Coated Anodes for Cathodic Protection," 

by E. G. Segan, and A. Kumar, Jul. 1983. 

Technical Report M-332, "Electromagnetic Shielding 

of Full-Sized Structures by Metal-Arc Spraying," by 

P. Nielson, Jun. 1983, ADAl 32883. 

Technical Report N- 159, "Portawasher: A SelfContained Dumpster Cleaning System," by G. 

Gerdes, and B. Donahue, Jun. 1983. ADA131799. 

Technical Report N-157. "Distribution of Water Use at 

Representative Fixed Army Installations," by John T. 

Bandy, and Richard J. Scholze, Jun. 1983. 

Technical Report N- 152, "Users Guide: Simulation 

Model for Ammunition Plants; Prediction of 

Wastewater Characteristics and Impact of 

Reuse/Recycle," by S. Railsback, M. Messenger, R. 

Webster, and J. Bandy, Jun. 1983, ADA130694. 

Technical Report N- 155, "Treatment of Landfill 

Leachate at Army Facilities," by R. A. Shafer, E. D. 


Smith, J. T. Bandy, P. G. Malone, D. A. Moore, and L. 


W . Jones. May 1983. ADAl 32483. 

Technical Report E-185. "Use of Simplified Input for 

BLASTEnergy Analysis," by 0. Herron, J. Eidsrnore, 

R. O'Brien, and D. Leverenz. May 1983. ADA131261 

Technical Report E- 181, "Modification of Cabinet 

Fans with Inlet Air Guide Fairings to Improve 

Performance," by William H. Dolan, Apr. 1983. 

ADA1 30253. 

Technical N- 149, "Tracking Hazardous Materials 

Through Army Installations: A Feasibility Study," by 

Manette Messenger, Ron Webster. Steve Rallsback. 

and John Bandy, Mar. 1983. ADA129103. 

Technical Report N- 140. "Particulate Air Pollution 

Control for Army Coal-Fired Boiler Plants," Mikucki, 

Mar. 1983. ADAl 27636. 

Special Report P- 143. "A Case Study of Industrialized 

Building Products and Innovative Building Delivery 

Techniques used for TACOM Facilities in Warren, 

MI," by Michael G. Carroll, and Thomas R. Napier. 

Mar. 1983. ADA128539. 

Technical Report E- 184, "Electronic Time Switch 

Evaluation Study," by Lee Thurber, Mar. 1983. 

ADA1 27870. 

Technical Report E- 183, "Analysis of Energy 

Conservation Alternatives for Standard Army 

Buildings," by Douglas C. Hittle, Robert E. O'Brien, 

and George S. Percival, Mar. 1983, ADA129963. 

Technical Report M-320, "Military Installation 

Painting Problems: Survey Analysis and 

Recommended Solutions," by S. Johnston and A. 

Beitelman, Jul. 1982. ADAl 19267. 

Technical Report M-3 1 0, "Overview of the PAVER 

Pavement Management System and Economic 

Analysis of Field Implementing the PAVER 

Pavement Management System," by M. Y. Shah in. 

and S. D. Kohn. Mar. 1982, ADA1631 1. 

Technical Report M-372, 'lnvestigation of Materials of 

Waterproofing Leaky Corrugated Galvanized SteelArch Magazines From the 1nside;'by Stanley M. 

Kanarowski, Mar. 1982, ADA1 15645. 

Technical Report M-308, "Insulation Retrofit Under 

Low-Slope Roofs," by Myer J. Rosenfield and Donald 

E. Brotherson. Feb. 1982. ADA1 13802. 

Technical Report M-294, "Pavement Maintenance 

Management for Roads and Parking Lots," by M. Y. 

Shahin and S. D. Kohn. Oct. 1981. ADA1 10296. 

Technical Report M-283, "Pavement Evaluation and 

Repair Recommendation Sierra Army, Depot, 

Amedee Air Strip,"by M. Y. Shahin, Nov. 1980. 

ADA09376 1. 

Technical Report M-280, "Selection of Cooling Water 

Treatment at Military Installations to Prevent 

Scaling and Corrosion," by R. Lane and A. Kurnar. 

Jun. 1980. ADA087266. 

Technical Report P- 107, "Housing Maintenance 

Contract Guide," by Joyce L. Nay. David W. Brown, 

et al., May 1980, ADA084539. 

Technical Report M-279. "Roofing Repair Materials 

for Korean Relocatable Buildings-Test and 

Evaluation," by Robert E. Muncy. May 1980. 

ADA0851 88. 

Technical Reporf M-268, "Development of a 

Pavement Condition Rating Procedure for Roads, 

Streets, and Parking Lots," by Mohamed Y. Shan~n 

and Starr D. Kohn. Jul. 1979. 


Vol I: Cond~t~on
 Rating Procedure. ADA0741 70. 


Vol 11: Distress Identification Manual, ADA074171 


Interim Report M-263, "Evaluation of Alternative 

Reroofing Systems," by E. Marvin. G. Middleton. L. 

Eubanks. M. Rosenfield. J. Blair, and E. Lindow. Jun. 

1979. ADA071 578. 

Special Report M-256. "lnvestigation of Materials for 

Waterproofing Leaky Concrete Ammunition-Storage 

Bunkers From the Inside," by Stanley M. 

Kanarowski. Jan. 1979, ADA064731. 

Special Report M-257. "lnvestigation of Techniques 

for the Rapid Preparation of Painted Wood 

Surfaces," by P. A. Howdyshell and T. Olsson. Jan. 

1979. ADA06481 3. 
Commissioned Officers' Branch 

What Shape Are You In? With increasing frequency, selection boards are asking questions 

about the physical fitness of the officer corps. Board members often 

ask for direct verification of height, weight and body fat percentage 

for officers at or above the screen weight specified in Appendix A, 

AR 600-9, The Army Weight Control Progmm, dated Feb. 15, 1983. 

In addition, board members are correlating the information 

contained in Items 3 and 12, Part IVa of DA Form 67-8, U.S. Army 

Officer Ecaluation Report, with the height and weight data in 

Section IV of the Officer Record Brief (ORB). Individuals reporting 

sudden height increases or weight drops are likely to be viewed with 

suspicion by board members. 

If you are close to screen weight, it may be in your best interest to 

get a "pinch test." Also ensure that any deviation from published 

height and weight standards is adequately explained in Section IVb 

of the DA Form 67-8. In addition, if you are in a zone of consideration 

and there is any significant improvement in your shape, report the 

information to your assignment officer at MILPERCEN so that a 

change can be made on your ORB. 

The selection boards are dead serious about the physical fitness of 

the officer corps. 

SC18-Special Operations: This new additional specialty is concerned with the unconventional 

employment of individuals and units in avariety of tactical missions. 

Special operations officers are trained to participate in foreign 

internal defense, unconventional warfare, strike missions and 

numerous other activites, both overt and covert, in war or in 

peacetime. 

Officers currently holding ASE 5G or SSI 48E have been invited to 

seek redesignation to the new specialty. 

Ranger or Special Forces qualification is preferred, but not 

required. About 83 officers will be assigned to the new specialty each 

year. 

ADSPEC designation: 

Male officer 

Branch qualification 

(completion of advanced 

course) 

Warrant Officers' Branch 

Warrant Officer Training: In April 1983,a comprehensive study was begun to determine how 

the professional development of an engineer warrant officer should 

be accomplished. The approach used in the study was a systematic 

analysis of engineer warrant officer education and career management by conducting a needs assessment, compiling current data, and 

conducting an analysis by boards. 

The analysis phase was conducted by two boards: specialty task 

boards and common warrant officer analysis boards. The objectives 

of the specialty task boards were to produce task lists and job 

descriptions by career level for the following MOSS: Utilities 

Operations and Maintenance Technician (811A): Engineer Equipment Repair Technician (621A); Photomapping Technician (811A); 
Survey Technician (821); Reproduction Technician (833A); and 

Terrain Analysis Technician (841A). 

The objectives of the common warrant officer analysis boards were 

to perform (1) problem analysis-to determine discrepancies in 

training (actual vs. projected) and possible solutions; (2) evaluationto determine the feasibility of those solutions; and (3) action 

planning-to determine ways to implement solutions into existing 

training systems for warrant officers. 

The types of problems addressed in the study were the current 

warrant officer education system, prerequisites for appointment. 

boarding actions for appointment, assignments, AS1 management, 

grading by school qualifications, feeder MOS analysis, civilian 

education and the role of the engineer warrant officer. 

The study was completed on Sep. 30. 1983. The proposals are 

currently being reviewed and will be published on a later date. 

NCO & Enlisted Soldiers' Branch 

FY84 Promotion Boards: How sho?ild you prepare for a promotion board? To start with, send 

for a copy of your Official Military Personnel File (OMPF) and 

review it from top to bottom to ensure that all data on the fiche is 

E7 Promotions & yours and is up to date. Check your photo and make sure your 

ANCOC Selections uniform and appearance meet Army standards. Check to see if all 

Oct. 2 - Nov. 7. '84 your awards and letters are included on your fiche. Anything which 

has not been entered or needs updating should be taken care of E8 Promotions 

Jul. 11 - Aug. 3, '84 immediately through your PAC. 

Physical fitness is heavily emphasized. Make sure you passed your E9 Promotions last PT test and make sure the score is on your lest SEER. 

May 1 -May 23. '84 Training and education also play a major role in the promotion 

SGM Academy Selections process. Seek leadership positions and leadership schools whenever 

Mar. 6 - Mar. 23, '84 possible. The NCO who has attended leadership schools is a step 

ahead. 

Foreign Language Training: The Army wants volunteers for language training. Engineer 

soldiers who are interested must meet the prerequsites of Army 

Regulation 611-6, Army Lin.(lliist Progrant. 

Formal foreign language training for the Army is conducted at the 

Defense Language Institute Foreign Language Center (DLIFLC), 

Presidio of Monterey, Calif.; at the DLIFLC, Presidio of San 

Francisco, Calif.; and at the Foreign Service Institute, U.S. 

Department of State, Arlington, Va. 

Personnel who meet the eligibility criteria in AR 611-6 are 

encouraged to volunteer for language training. Submit DA Form 

41871 to MILPERCEN, ATTN: DAPC-EPT-L, 2461 Eisenhower 

Ave.. Alexandria. VA 22331. Each request (DA Form 4187) must LTC John Kidd is the new include a current DA Form 2, DA Form 2-1, and verification of branch chief of the enlisted DLAB score. Engineer branch at MIL- For more information on language training, call Ms. Brewers at PERCEN. MILPERCEN, AV 221-8415/0640.