ENGINEERS & AIRLAND BATTLE DOCTRINE 

3ENGINEER CHALLENGE: EUROPEAN RANGE MODERNIZATION PLATOON INSPECTION 
INTUITION and LEADERSHIP 

d. 

by MAS Lee A. Peters 

llltary leaders will increase M'their ' effectiveness and efficiency as they increase their use of 

intuition. 

Intuition is the ability or power to 

gain direct knowledge or co~nition 

withnot rational thought, inference. 

or deductive reasoning. The great 

Swiss ps,vcholog.ist Carl Jung called 

it a sixth sense-a way of gaining 

information or of making ohservations-in addition to the five senses 

of smell, touch. taste. sight, and 

hearing. 

Intuition, which isalready used hy 

military personnel, is often called 

"gut feel" or "hunch." Although 

military leaders have a vague understanding of what is going on in their 

minds, they are often fearful of using 

intuition hecause it is not empirical 

and they are unaware of its reliability. 

Other leaders use it without realizing what it is or what it does. Platoon 

leaders who "knouS" their soldiers 

use intuition to predict their troops' 

collective and individual responses 

to situations, to diagnose problems in 

the platoon. and to direct actions 

that motivate the platoon to accomplish its ~riissiuns. 

An aircraft pilot flyingnap-of-theearth lets intuition (the sensor for 

the subconscious) "feel" tlie aircraft 

and its responses while giving the 

conscious mind the task of watching 

the terrain. The pilot may let 

intuition direct the responses to the 

terrain-"going on automatic." 

Intuition has other military applications. For example, it can be used 

to predict how units will react under 

str~ssfulsituations, to identify what's 

happening in a member's home life, 

to operate a tank. to structure 

combined arms teams. or to diagnose 

simple enemy movements or to 

discover a new enemy location. 

Eric Bern, in his book Ba!/o?td 

Gu,rre.s ntrrl Scripts. defines intuition 

as subconscious knowledpe without 

words. based on suhconscioup observations without words. Under the 

right circumstances, he says. it is 

more reliable and accurate than 

conscious knowledge baed on conscious observation. 

In the book. Bern includes, as an 

example, a psychiatric examination 

once used for people entering the 

military. Psychiatrists asked the 

entrants two simplo questions: "Arc 

you nervous? and "Have you ever 

seen a psychiatrist? Using intuitive 

reactions to the answers. they determined whether a person was psychologically fit for the armed forces. 

The psychiatrists were 90 percent 

accurate. 

Intuition is the receiver. the antenna, for inductive reasoning. Inductive reasoning uses the proof of a 

specific case or of a few facts to 

reach a general conclusion, whereas 

deductive reasoning uses a series of 

facts or empirical data to prove a 

general situation. 

I

nductive reasoning is the logic of 

the subconscious. The five senses 

are the antennae of the conscious and 

deductive reasoning its logic. 

When experience is emphasized 

by the military, it gives intuitioninternalized understanding-a data 

base that translates into diagnosis. 

prediction, and action in future 

situations. The conscious mind may 

not know that understanding and its 

internalization have happened until 

intuition retrieves the data. 

Because information voids exisl in 

literature and research on intuition. 

the subject is often misunderstood. 

Army leadership publications do not 

mention intuition. Management literature, however, does recognize it as 

means of classifying managers. Ralph 

Stondill's Hl~~idbookof l,~ader.~h?/j 

mentions it only as a means of sizing 

up other people and of determining 

their place in society. 

The military must accomplish the 

follo\~ingto fill the informational 

void and to improve leadership: 

Acknowledge that intuition exists. 

Identify the process of internalizain8 knowledge. 

Research the use of this internalized knowledge in the intuitivc process. 

Help leaders to recognize that 

they use intuition. 

Develop methodology to detcrmine the reliability and accuracy 

of intuitions. 

Military leaders can perform more 

effectively if they understand this 

sixth sense. They should know what 

intuitive talent thev possess. how 

often they use it, and how reliable and 

accurate it is. Using intuition will 

help leaders to better identify priorities for decision making. The accepting 

intuition as a leadership tool will 

increase the effectiveness and efficiencyof the military. 

MAJ LC!, A. f't.tr,rs. I!SAR. hr,nrts 

Co~zsiri.~ctior! Sr~li~~cil'i S(,rr:iees. I?!(... in 111dinnn)rolis. He hns tnostr>.rs' 

degrees in cir,il rtlgin~uringnnd irr 

rnnnn<lcr~~e,ltfromf'~rl.di~r.Crrii,ur.sii!/ 

owd si,rr3~esos r~lr,i~rtrtin~~er~ n[iicrr,ti,r 

t,hr l,:l~.rl AKC0.W. HI. snrr:ld in 

~ I ~ I I I ! rcilh I: I I /(igfh 

E~rgin~i~r. &IS. M.4.I P~iws is rr 

r(yji.slrr.~,(I ),qti,s.sssk~sol ottgiarrr in 

Irrdiann. 
SPRING 1984 

UNITED STATES ARMY 

ENGINEER CENTER 

AND FORT BELVOIR, VA 

COMMANDER/COMMANDANT 

MG JAMES N. Ellis 

ASSISTANT COMMANDANT 

COL lames W. Ray 

CHIEF OF STAFF/DEPUTY 

INSTALLATION COMMANDER 

COL Paul I.Higgins 

COMMAND SERGEANT MAJOR 

CSM Orville W. Troesch Jr. 

EDITOR 

JohnFlorence 

ASSISTANT EDITOR 

1LT LouisI. Lero 

CONTRIBUTING EDITOR 

2LT David I.Arter 

DESIGN DIRECTOR 

Thomas Davis 

CONTRIBUTING GRAPHIC DESIGNER 

Bill Behring 

EDITORIAL ASSISTAN1 

SP4 JeanTale 

On the Cover 

A CEV from the 522nd Engineer Co., 194th 

Armored Bde, break, through a barricade 

during a training exerci~eat FI. Drum. (Photoby 

SFC Dole Butler.) 

FEATURES 

11 Engineer Doctrine for the AirLand Battle 

hy COL Willia~nC. Bwns, LTC Lawy Woud & Mr. Hap Humbric 

20 Planning Engineer ARTEPs the Easy Way 

6!/ CPTJohn A. D~rrlri~i 

22 Improving Warrant Officer Professional Development 

by thr E~iyi,rcur Wn~.rtintQ[f;ccrSt~rcljjTc~nn!,USAES 

24 European Range Modernization 

bu ILT Rrr,crl!l Rnrnos 

30 Graf '82 

6ji LTC Lorr.re17ceL. Izzo 

31 Material Operations 

bg CPT Tho~~lcrsM. Kc~frm32 Improving Your Platoon Inspections 

bi) MA.] Jor~trthunA. Jncohsrn & MAJ J(:ffffrsonJ. Irrin 

36 Success through Respect 

[I!/ I LT Lo.iris J. Lefo 

38 Engineer "CATTeam Builds in Micronesia 

hi/ CPT Rrr uti!/ M. E?~!oru 

41 Quick Compass Conversions 

/I!/ MA.1 .Jnli I! C. ,Jf~,~is 

44 Post Support 

b.11 LTC Mrrrtin Fishvr 

45 Training Without Straining 

b.11I,TC DorrgIas A. Kcrse!/ 

47 The Balance 

hy COL (Rrt.)Do7zdridge M. Mcrlone 

DEPARTMENTS 

Inside Front Cover:A Personal Viewpoint 

2 Letters to the Editor 19 Engineer Solution, 

3 News &Notes 31 Enginee.rProblem 

5 Engineer People 37 Hotline Q&A 

6 Clear the Way 48 Carcccr Notes 

8 School News 

t:S(;IS~I:K 1~3na ~ r h o r l r e dp ~ h l l c a I l ~ . ri.t.c 1' .- \r,, $ I:,.: o<. rt'~,>cc ? :&!I. 1: r., l,?:v I:, \'a I~!~l~.~s~v~if~call~ .lale<l. m:tlvr~:il 

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3rr tu i>r~,v~dv 3 inrun1 for :'IF VY, ni<n~n,i.dt:,.. :o I f :... i.. I :,. II\:.I... ,111 1 I I r 111 SIC 11%. I r~fcis~o~ral d\c.>nm,vt JI\.I~nt,nll~. I., 

of the Army engineer community. .~irectcorrbsuondence with ENGINEER i's authorized'and encouraped. ~Aauiries,letters to the 

editor, commentaries, manuscript?, photographs and general correspondence should be sent to: ENGINEER Maiazine. ATZA-TD-P 

Stop 16:4F. Fort Belvoir. VA 22060. Phone: (703) 664-3082, AV 354. Subscriptions to ENGINEER are availahle through the 

Suoerintendent of Documents. U.S. Government Printine Offire. Wash~neton.D.C. 20402. A check or manev order oavahie to ~ . ~ ~ - ~.~~ ,~" ~ ~~~ ~~ Suberintendent of Docurnen&must accompany allsubsc~p~ion~~qu~&. Rates are $8.50 for domestic(inciud.iik APO and FPO) 

adrlresse and $10.65 for foreign addresses. Individual copies are available at $4.50 per copy for domestic addresses and $5.65 for 

foreign addresses. Second Class postage paid at Fort Belvoir. VA, and additional mailing offices. ISSN 0046-1989. 
More Info on 61H Course 

Building Supervisors in the Fall 

1983 issue was much appreciated in 

calling theattention ofthe Engineer 

community to the 51H NCO 

professional development course 

offered at Fort Leonard Wood. 

However, two major aspects need 

additional information-the basic 

intent of the course and how to 

attend. 

We have too long ignored the 

professional development needs of 

our noncommissioned officers.CSM 

Orville Troesch's message in the 

same issue offers some hope in 

addressing this problem. 

To correct a possible misconception arising from the Building 

Supervisors article, we are not 

offering a technical course of 

instruction intended to produce 

proficient building supervisors. The 

51H Basic Technical Course (BTC) 

taught at the 4th Training Brigade's 

Crusader Academy produces noncommissioned officers who are 

technically qualified and better 

prepared to assume the leadership 

responsibilities required to lead 

Engineer soldiers. While the skills 

necessary tosupervise construction 

activities are important, they must 

be subordinate to those leadership 

skills required of effectivemembers 

of the chain-of-command. 

Noncommissioned officers attending Basic and Primary 

Technical Courses at Fort Leonard 

Wood live and learn in an academy 

environment designed to prepare 

them to be the Engineer leaders of 

tomorrow. Leadership skills, 

physical fitness, drill and ceremonies, and communications skills 

training supplement the Academy's 

technical instructions. Crusader 

Academy is commanded andstaffed 

by senior noncommissioned officers 

of the 4th Training Brigade who are 

technically proficient and proven 

leaders. 

Engineer noncommissioned officers eager to he tomorrow's leaders 

an$ set the standards of excellence 

for Engineer soldiers are welcome at 

the Crusader Academy and are 

encouraged to attend. Attendance at 

the BTC and PTC courses may be by 

"TDY enroute to anew assignment" 

or by "TDY and return to current 

unit." The former option is a matter 

between MILPERCEN and the 

soldier, while the latter option 

involves the soldier's chain-ofcommand. Reserve Component 

noncommissioned officers should 

consult their chain-of-command for 

attendance procedures. For additional information, contact the 

Commandant, Crusader Academy, 

4th Training Brigade, Fort Leonard 

Wood, MO 65473 (AV 581-6650/ 

4144). 

Preparing Engineer noncommissioned officersin the 51H, 62B, 

62N, and 12F MOSS for leadership 

roles awaiting them is a responsibility we take seriously. 

Developmenting dynamic leaders, 

technically proficient in their MOS, 

is a responsibility we should all take 

seriously. Our Army depends on it. 

COL William M. Shepherd 

Commander, 

4th Training Brigade 

Fort Leonard Wood, MO 

62E Update 

The Engineer NCOES article in 

Fall 1983 ENGINEER correctly 

identified the 52E course as a 

Primary Technical Course. Soldiers, 

however, must apply according to 

AR 350-224. The following is a 

synopsis of the qualifying criteria 

and instructions for applying. 

TheArmy's Facilities Engineering 

Support Agency at Fort Belvoir 

operates a one-year course to teach 

soldiers how to operate, maintain 

and rebuild large electrical power 

plants. 

Graduatesreceive a primary MOS 

52E with an additional skill identifier in mechanical, electrical or 

instrumentation areas. 

Applicants must meet the following basic requirements: 

Be in grade E6 or below. 

Have a high school diploma or 

GED. 

Have a credit for one or more 

years of high school algebra. 

Have GT/ST and EL scores of 

110 or higher. 

Score 70 percent on a basic math 

and science test available through 

Army education centers. 

Soldiers selected for the one-year 

course must be prepared for hard 

work. The American Council on 

education has recommended that 

course graduates receive college 

credit for their work. Graduates also 

can take the exam for the third-class 

license offered by the National 

Institute for the UniformLicensing 

of Power Engineers. 

Applications are being accepted 

for the class starting April 1985. For 

more information call AV 354-5241 

or toll-free800-336-3095,Ex. 5241. 

Jo Simpson 

Public A f f a i r s O f f i c e r 

U.S. Army Facilities 

Engineering Support Agency 

The Wrong Pitch? 

You published an article entitled 

The Digital Landscape, by MAJ 

David Bowen, in your Fall 1983 

issue. I applaud MAJ Bowen's efforts 

to publicize the technology trends in 

mapmaking and hope that the article 

will focus attention on the possibilities of tailoring terrain data 

displays to commanders' requirements. 

By pitching the article at the 

general appeal level, however, you 

may have invited some unfortunate 

misinterpretations. 

When we put out information 

about systems under development, 

let's clearly state up front.whether 

we're doing it to drum up intere 

educate the readers,. or.to adve 

capabilities that arefunded,fie 

and operational. 

Richard G. Johnson ' ' 

M A J , C E 

Honolulu, Hawaii 

ENGINEER/Spriiq 
516th Engr. Co. Makes Good Showing in Edinburgh 


7'11~.51(ith Knyisur,~ (:o)trpnrr!, lurori j'r.r,r,i i-ln?tn,r. (fi?))lrrt~!,, .scrr?v!{ lo 

bfrild an MGH <l,cring lhc, /)>.idye-hui1di)rg ro~npetitiu,~ in thc .I;th 

Annzral E'dinbrrgh Tattoo. 

The 516th Engineer Co.'s team 

from Hanau, Germany, participated 

in a medium girder bridge building 

competition as guests of the British 

Royal Engineers in the37th Annual 

Edinburgh Tattoo held in Edinburgh, Scotland. 

The highlight of this year's Tattoo 

wasthefirstround~rohincompetitive 

buildingofthemediumgirderbridge, 

a most dynamic crowd pleasing engineer performance. With 17 events 

being for competition, the 516th 

Engineers won five of them. 

The 516th Engineer Co.'s team, of 

the 559th Engineer Bn., competed 

against teams from the 11th Field 

Squadron Royal Engineers and the 

104th Field Squadron Engineers, a 

volunteer army unit similar to our 

National Guard. 

The 516th Engineer Co., is one of 

only four active duty units (two of 

them in Europe) in the U.S. Army 

that have the medium girder bridge. 

Before going to the Tattoo, they underwent a rigorous 12 week training 

program which included running, 

weight lifting, and bridge building 

under the supervision of SFC Christopher B. Waters, the team's noncommissioned officer in charge. 

After arriving in Edinburgh, the 

teams practiced new bridge building 

techniques to improve their speed. 

"We had to change our plans once 

New Antifreeze Preservative 


A new method of preserving antifreeze has been developed at the 

Belvoir Research and Development 

Center that could, according to Army 

officials, save the military millions 

of dollars annually. 

The liquid chemical extender, 

scheduledtoenterthesupplysystem 

next spring, should prolong the life 

of used antifreeze at least four years, 

says project engineer James Conley. 

"Presently the Army's composition based antifreeze should stay 

effective for at least five years," 

Conley says. "If used properly and 

in conjunction with the technical 

bulletin governing standard use of 

antifreeze, this additive could extend 

antifreeze life to ten years." 

According to Defense Department 

procurement figures, the Army is 

presently spending over $12 million 

annually on antifreeze replacement. 

Officials say with proper use of the 

test kit and reinhibiting extender 

this figure could be reduced to $2 

million. 

we got there," Waters said. "We had 

been building the bridge differently. 

The other teams knew a few tricks." 

Each night the teams competed 

against each other in constructing a 

four-bay single story bridge over a 

simulated 20-foot gap in the arena. 

Teams assembled after trucks 

carried the bridge parts into the 

arena. On the command, "Go," the 

bridge parts were dumped and the 

soldiers scurried to assemble the 

bridge. The winner was the first 

team completing the bridge and 

having all of the team members 

formed on the "far shore." With a 

time limit of 11 minutes, the 516th'~ 

best time was 4:47. 

ENGINEER ROCK-SP4 Joseph 

Townsend of the 562nd Engineer 

Company at Fort Richardson. 

Alaska, sweeps snow off of his 

unit's unique sign after more than 

a foot of snow fell. The two-ton 

rock, the brainchild of 562nd 1SG 

Patrick Cannon, appeared in front 

of the company after several 

persons confused the unit with 

another engineer company housed 

in a neighboring barracks. The 

562nd Engineers call themselves, 

"The Rock of the 172nd Infantry 

Brigade." (US. Army Photo by 

SP5 Jon M. Chelgren.) 
- - 

- News & Notes

Generator Control Shelters 


Save Money and Manpower 


At the request of the Army's 

Facilities Engineer Support Agency 

(FESA), the Electrical Equipment 

Division of the center's Engineer 

Service Support Lab agreed to design 

and construct 11generator control 

shelters. The structures will make it 

possible for a minimum number of 

soldiers to operate four 750kw generators in parallel, saving the Army 

millions of dollars. 

The generator shelters, were 

needed to fill a gap in the Army's 

mobile generator capabilities and 

greatly reduce manpower hours. 

Under present procedures, eight 

operators and two supervisors are 

needed during each shift to operate 

four separate 750kw generators. The 

new system will allow all controls to 

types can be paralleled within the 

system. 

Much of the inital cost-cutting 

stemmed from adopting standard 

shipping contrainers to house the 

control stations instead of designing 

and building entirely new external 

structures. Additionally, low-salaried 

interns and summer hires manually 

placed the panels inside the shelters. 

This freed the division's engineers 

and technicians for other assignments. 

Further manpower savings are 

anticipated when the shelters are 

used to provide back-up and emergency power and to supplying electricity during routine maintenance 

operations at large military in. 

stallations. be centralized. and only three ~eo~le 

will be needed to operate the consolidated generators, drastically 

reducing daily manpower needs. 

The structures will also allow for 

operations flexibility, as any combination ofthe Army's five generator 

S.A.M.E. Awards 

The winner of the 1983 Sturgis 

Award was SFC Eugene Middleton, 

Co. C, 9th Engineer Bn. (CBT) 

(CORPS), 7th Engineer Bde., 

USARUR. 

SFC Middleton, a platoon sergeant was cited for his exceptional 

leadership and technical competence. He and his platoon excelled 

in a variety of troop exercises and 

completed several projects supporting the unit's surrounding community. 

The Winner of the 1983 Itschner 

Award was Co. C, 249th Engineer 

Bn. (CBT) (HVY). 18th Engineer 

Bde., USAREUR, for their outstanding work during the "GRAF '83" 

construction period. This range 

modernization project in Europe is 

an estimated four-year project costHave something for News & 


Notes? Please send vour item 


(with photographs) to ENGI-


NEER Magazine. ATZA-TD-P, 


Stop 163F. Ft. Belvoir. VA 22060. 


ing$55.1 million. 

The to^ . ennineer - Army Reserve 

unit, according to S.A.M.E. was Co. 

D, 411th Engineer Bn. (CBT) 

(HVY), Guam, for their exceptional 

performance in a variety of construction projects. They were especially commended for their support 

of schools, churches, and other community centers. 

Co. D, 1457 Engineer Bn. (CBT) 

(CORPS), Utah, earned the Itschner Award as the top Army National 

Guard unit and also received a C-l 

rating for their exceptional training 

programs. They displayed their 

"high state of readiness" by winning 

the Utah State Marksmanship 

Trophy and the Pershing Plaque for 

their outstanding marksmanship. 

The Wheeler Medal, awarded to 

an individual making the most significant contribution to military 

SP4 John A. Kennel, 814th 

Engineer Company, ties a 

splint on his buddy's arm at 

the first aid station during 

the military stakes in Hanau, 

Germany. 

The 814th Engineers won 

firstplace among 40 teams at 

thecompetition by completing 

all of the euents in the least 

time. Events included map 

reading, assembly and disassembly of the M16A1 rifle, 

a 2%-ton truck pull, an obstacle course, a boat row, and 

a first aid station. 

engineering, was presented to John 

J. Blake at the annual meetingof the 

Society of American Military Engineers (S.A.M.E.) at St. Paul, Minn. 

All three engineering awards are 

presented each year by S.A.M.E. to 

honor those individuals and units 

contributing the most to the Corps' 

mission. 

Overstrength MOSs 

The chances of career progression 

(promotions and assignments) are 

extremely limited in overstrength 

MOSs. Soldiers in overage MOSs 

should consider voluntarily reclassifying into shortage MOSs. DA Circular 611-82-3 provides a list of the 

status of all MOSs. Soldiers interested 

in voluntarily reclassifying should 

contact their AG Personnel Managrment Branch for more information. 
- Engineer People 


Olympic hopeful, 1LT Waynw Dickert, fights the rapids. 

Engineer: World Class Boatman 

Whitewater rafting may not be college as a YMCA camp counselor. 

the best way to relax for many "It's a lot of fun, like a constant 

people, but it is for 1LT Wayne roller coaster ride," he says. "The 

Dickert of the Directorate of racing has helped my technique. 

Training and Doctrine at Ft.Belvoir. I've gained experience and knowlIn fact, Dickert is on the U.S. edge." 

Canoe and Kayak Whitewater Dickert has raced for two and a 

Team and is training for the 1985 half years, participatingin the EuroWorld Championships to be held in pean Cup and in the Pan American. 

Garmisch, Germany, this June. Games competitions. 

Dickert, 24, started canoeing in Dickert says he canoes almost 

Soldier-Student: Works Towards 

13Month Associate Degree 

While completing two years of col- them." 

lege in 13 months is a commendable Maintaining a 3.60 grade point 

feat for the average student, it's ' average, Farmer also enrolls in 

even more astounding when the electronic and electrical military 

student is also a soldier. correspondence courses. "The 

SP4 Tom Farmer, a plumber with classes I'vetaken arerelated to what 

D Co., 548th Engineer Bn., Ft. I'll be doing in my career as a 

Jackson, S.C., is a full.time student productionspecialist(52E),"hesays. 

at the University of South Carolina. "It includes mechanical and elecHe completed 19 semester hours trical engineering." 

during the 1983 fall semester and is He says he plans on using his 

currentlyenrolledfor22credithour~. knowledge while attending the 

If successful, Farmer will receive an Army's 13-month power engineer 

associate of arts degree in liberal school. The "study habits and time 

arts in May 1984. management skills" he is developing 

"A lot of people just don't take now will help him through the long 

advantage of their educational course, he says. 

opportunities," Farmer says. "Many As the company's publications, 

aren't aware of Army educational deployment records and legal recprograms that are available to ords clerk, Farmer has no time for 

everyday. This spring he beglns 

speed workin hls canoe -a Delphln. 

Delphlns are new to the U.S. team, 

he says. Although they are risky to 

use because they t~p over easier, 

they are designed for more speed 

than conventional canoes and 

kayaks. 

"Balance and strength are important (in canoeing)," Dickert explains. "You have to know how to 

follow the water. You have to know 

how to use the water." 

Dicket says he's also beginning to 

train with kayaks. He will compete 

in the U.S. Olympic trialsin Lorton, 

VA., Apnl9 through 14. 

"Kayaks are more stable than a 

canoe," he says. "But even though 

they're easier to control, they're 

faster and do not turn as quick. You 

also use a two-bladed paddle as 

opposed to the one-blade you use for 

a canoe." 

Although being in the military 

allows Dickert little practice time, 

his chain of command understands 

his need to train so that he can 

remain a world class competitor. 

The Ft. Belvoir area is also advantageous because the U.S. team 

coaches and other competitors live 

and ~ractice there. 

S1'4 Tom Farmer studies for his 

college degree. 

studying during duty hours, says 

CPT Ross A. Burton, Company 

Commander. Heattends classes four 

nights weekly and studies during 

weekends, before work in the 

morning, during lunch, and between 

classes. 
by MG Jarnes N Eli~s.

-

Cornniandant U S Army Eng~neerSchool 

W e must keep abreast of 

AirLand Battle Doctrine 

The term AirLand Battle Doctrine has become 

familiar to most engineer NCOs and officers. 

Leaders at all levels must now make it more than 

a familiar term. We must study, understand, and 

train in this new doctrine. 

Over the past several years the training and 

doctrine community has been working hard to 

develop and publish doctrinal revisions. The 

Engineer School has been a full partner in this 

effort. In the coming months, a new series of 

doctrinal manuals will be published detailing 

engineer doctrine for the AirLand Battle. This 

new doctrine is needed because of technological 

advances and the nature of our potential 

adversaries. 

The U.S. Army is facing a threat in which the 

potential enemy not only possesses superior 

numbers but has also closed the technological gap 

in terms of weapon systems' capability and 

lethality. The next decade will be marked by a 

continuing flow of significant changes to the U.S. 

Army's equipment, organizations, and doctrine. It 

will be a time when all of us are challenged to not 

only keep abreast of the demands of our day to 

day missions but to also read, study, and 

incorporate the new tactics, techniques and 

procedures that will allow us to simultaneously 

exploit the capabilities of our equipment and 

organizations and the weaknesses of the enemy's. 

Several years ago it became clear to the Army's 

leaders that we could not win future wars from a 

defensive posture as prescribed in the "active 

defense" doctrine of a few years past. The only 

way to successfully operate against a threat that 

has the capability to employ its attacking forces in 

echelon is to carefully coordinate and synchronize 

all elements of the U.S. forces toward creating 

and seizing the initiative. AirLand Battle 

doctrine, published in FM 100-5,Operations, 

establishes guidelines for the Army and describes 

how commanders can most effectively use all 

resources at his disposal. It is a doctrine that 

depends upon initiative, depth, agility, and 

synchronization. The successful commander will 

rely heavily upon these basic tenents of AirLand 

Battle doctrine. 

The combined arms team will continue to be the 

'backbone of our land forces. The outcome of 

AirLand Battle will depend heavily on how well 

the task force commander coordinates, plans, and 

uses the fighting resources at his disposal. The 

engineer plays a key role determining the success 

of the combined arms team. I challenge each 

engineer officer, noncommissioned officer, and 

soldier to ready, study, and understand AirLand 

Battle doctrine and its implications and, more 

im~ortantlv,to train with the combined arms 

team at every opportunity. 

This issue of ENGINEER contains a synopsis of 

the extensive doctrinal effort at Ft. Belvoir. We 

have worked ~~- - verv hard to imolement AirLand 

Battle doctrine into the major battlefield 

functions of the combat engineer. Writing and 

publishing a workable doctrine is not an end in 

itself. It must be read, practiced, and improved 

upon as better ways to accomplish things are 

discovered. You are the key to this process. We 

welcome your comments and suggestions and 

depend upon you to determine and help us write 

"what works best." 

This is the last issue of ENGINEER with Mr. 

John Florence as the editor. His efforts have made 

ENGINEER a readable, informative, and useful 

publication. Mr. Florence will be missed. We wish 

him success in his new job in the Second Army 

Public Affairs Office. 
Doctrine-The Key to Quality Training 

As NCOs, we must apply the principles of 

doctrine to our daily training and activities 

With so many abbreviations and acronyms used in 

the Army, many of us noncommissioned officers shy 

away from learning what these terms really mean and 

how we can apply them to our daily "Sergeant's 

Business." 

Consider the terms: AirLand Battle: Army 21; TM 

1005: FM 5100; battle drills, crew drills; doctrine: 

doctrinal literature and its "application to the modern 

battlefield." And what about mobility, countermobility, 

and survivability? 

As noncommissioned officers, we have a great need to 

understand these terms and to be familiar with FM 

100-5, Opfrations. and FM 5-100, Engineer Combat 

Operations. Both manuals describe the engineer's 

involvement on the AirLand Battlefield. We must tailor 

and conduct our training to include this AirLand Battle 

doctrine as we prepare to fight and win. 

"Doctrine" is merely a philosophy or theory of how to 

organize and fight. FM 1005 explains in detail 

employing both air and land forces, hence the title 

"AirLand Battle." In addition, it uses "combined arms" 

rather than the traditional terms of "combat arms," 

"combat support," and "combat service support." 

It wasn't until recently while in Europe that I really 

understood what combined arms means. During a visit 

to a DISCOM (division support command) element. I 

noticed their motto, "Try Fighting the Next War 

Without Us." How true that simple statement is-and 

how important it is for us as noncommissioned officers 

to understand it and to apply it to the doctrine in FM 

10@5. 

.lust as important is FM 5100. Engineer Combat 

Operations. This manual should become our reference 

hook for everything we do in preparing and conducting 

training-including FTXs and MAPEXs, as well as 

supporting maneuver units in combined exercises. FM 

6-100 defines the terms mobility, countermobility, and 

survivability. When used properly, the manual assists 

us in defining our responsibilities and role in the 

AirLand Rattle and how to apply current engineer 

doctrine to all of our training activities. 

Here are brief definitions for mobility, 

countermobility, and survivability. A more detailed 

discussion is in the 1984 version of FM 5-100. 

a. MOBILITY-As engineers, one of our roles on the 

battlefield is to permit freedom of movement for our 

maneuver and combat support elements. We do this by 

employing obstacles, by locating bypasses to enemy 

emplaced obstacles, or by neutralizing obstacles quickly 

and efficiently. 

b. COUNTERMOBILITY-Another major role of 

engineers is to detain, channelize, or disrupt enemy 

movement by us in^ barriers and obstacles in 

conjunction with natural terrain. 

c. SURVIVABILITY-We take measures as 

individuals and as units to survive on the battlefield. As 

engineers, we help to ensure the survival of our fellow 

soldiers. equipment, and units. Only by surviving on the 

battlefield can we expect to win. 

So how does AirLand Battle. FM 1005. FM 5-100. 

and mobility, countermobility, and survivability relate 

to Sergeant's Business? 

Sergeant's Business is, first and foremost, training 

soldiers and units for war. It entails a thorough 

knowledge of weapon systems, maintenance, and units' 

tactical stren&hs and weaknesses. To properly conduct 

Sergeant's Rusiness, we have to understand how our 

commanders plan to support maneuver forces and fight 

battles. 

The more common definition of Sergeant's Business 

pertains to garrison type duties such as barracks, 

formations. PMCS, and common skills training. While 

not entirely an inappropriate definition. it still does not 

cover all of the tings you need to know in order to 

become a proficient engineer NCO. 

1 suggest that Sergeant's Rusiness is a combination of 

both definitions with a heavy dose of doctrine. 

Once we learn and understand the doctrine of how to 

fight, we will he able to apply it while training and 

preparing our soldiers and units. I urge each NCO to be 

a part of "bridging the gap" by using doctrine in their 

daily business of running the Army, training our 

soldiers, and supporting our commanders. 
Directorate of 


Training and Doctrine (DOTD) 


TM -5-232Revision: Trainingdevelopers at the Engineer School's Topographic Engineering Branch are revising TM 5232. Elements ctf 5'1trc~:y.This revision is 

necessary because of new equipment being fielded with the 

Topographic Support System. While maintaining the accuracy 

standards of the current manual, the new version will include revised 

portions of TM 5-441, Geodetic and Topographic S?o'i.e!]irzg. TM 5-441 

will become obsolete when the new TM-232 becomes available to troop 

units. TM 5242 is scheduled for review in the field in early 1986 and 

for publication in mid-1987. 

ITEP Brochure Available: To aid Engineer commanders in understanding the Individual 

Training and Evaluation Program (ITEP), the Engineer School 

decided to take the program to commanders via the Engineer 

Commanders' Training Conference held in December 1983. A booth 

prepared by the SQT Branch was set up in the display area. An 

excellent brochure explaining the ITEP was made available to the 

conference participants to read and distribute to their subordinates. 

Copies of this informative brochure are available on request. Write to: 

Commandant, U.S. Army Engineer School, ATTN: ATZA-TD-I-S 

(Mr. Munoz), Fort Belvoir, VA 22060. 

Directorate of 


Evaluation and Standardization (DOES) 


USAES Graduates Evaluation: Under the Engineer School's Evaluation Program. DOES developed 

a new evaluation approach which will provide systematic feedback on 

Engineer school training programs. The emphasis will be on the 

Advanced Individual Training and Primary Technical Courses. All 

engineer units which receive graduates from courses taught at Ft. 

Belvoir and at Ft. Leonard Wood will be affected. 

Under this program, DOES will mail surveys to a representative 

number of recent course graduates and their immediate supervisors. 

Responses to the survey will indicate the degree to which Engineer 

School graduates meet the needs of field units. Specific survey forms 

are being developed for each MOS course. Several of these survey 

forms already developed are currently being validated. When finished. 

the surveys will be sent to field units. These surveys will help the 

Engineer School meet the soldiers' needs by providing an opportunity 

for the soldiers and their leaders to improve Engineer training. 
Directorate of 


Training and Doctrine (continued) 


Language Training for 

Europe-Bountl: During his recent trip to Europe. MG Ellis. Commandant of the 

Engineer School. identified as a problem that facilities engineers and 

tiirectors of engineering and housing (DEHs) bound for Europe do not 

receive language training before reporting for duty overseas. The 

Engineer Progonency Office is r~questinp that TRADOC coordinate 

with the Defense Language Institute (DL11on including FE and DEH 

personnel in their language training program. 13ecause of the amount 

of contact DEH and FE personnel have with Europeans. the DI,I 

program will be more beneficial to them than the in-country Gatewa>- 

Language Prograrn which teaches very Oasic con\~ersational skills. 

Directorate of 


Combat Developments (DCD) 


Countermine Update: The Track \\'idth Mine Roller with an M-(iO tank mounting kit w;& 

type-classified "stantiard" during a special in-process review on Nov. 

22, 198:j. The Relvoir Il&D Center sent the roller to the TankAutomotive Command for production contracting. The roller usill be 

field in for June 198.5, 

Department of 

Combined Arms (DCA) 

DC.4 Summary: The Department of Combined Arms (DCA) became a separate 

training department, under the new Engineer Seht~ol model in 

October 1983.Aside from transferring logistic instruction to the newly 

formed De~artment of Maintenance. DCA remains unchanged. .. DCA 

provides instruction in tactics, combined arms operations, combat and 

threat intelligence, leadership. training management, military 

history, communicative arts, communications electronics and personnel 

manasement. 

hlany ne1.v initiatives will affect DCA this year. These include 

involvement with the Engineer Captains' Training Team's development of the new EOAC (to be implemented in October 1984;) 

implementation of the ENCOA common core curriculum, developed 

by the Sergeant Majors' Academy: implementation of the Lieutenant's 

Leadership Common Core Curriculum, developed by the C,enter for 

Leadership at the Command and General Staff College: and the 

revision of the Battalion and Brigade Commanders' Pre-Command 

Course. 
- School News 


Department of 


Combined Arms (continued) 


Pre-Command Course: Personnel within the Department of Combined Arms (DCA) 

coordinate and conduct the Engineer Brigade Group and Battalion 

Pre-Command Curse (PCC). Recently, DCA personnel worked in 

coordination with the Director of PCC, at the Command and General 

Staff College (CGSC), in an effort to develop a pre-command course 

experience for all brigade, group, and battalion command selectees. 

The thrust of the development effort is to provide them with a course 

that will thoroughly and appropriately prime them for success as a 

commander in a combined arms Army. Now, the remainder of the 

TRADOC community is involved in the development effort that 

began at the Engineer School. 

Department of Maintenance (DOM) 

DOM Summary: The Department of Maintenance was established as the Engineer 

School's third academic department within the Engineer School on 

January 4, 1984, with LTC Roger C. Strom as director. The 

department provides Advanced Individual Training instruction in 

power generation equipment repair, utilities equipment repair, and 

turbine engine driven repair. The department also provides 

maintenance and logistical management training to officers attending 

EOBC, EOAC, the Engineer Senior Officer Course, Engineer 

Warrant Officer Advanced Course, and to the noncommissioned 

officers attending the Engineer ANCOC. Besides providing 

instruction, the department also develops lesson plans offers academic 

counseling, and provides training evaluation. The department was 

designated asthe worldwide point of contact for engineer maintenance. 

Department of 


Military Engineering (DME) 


USAES Systems 

Software Catalog: The Engineer School has wmpiled a catalog of available ADP 

software. These programs, the majority of which are written in IBM 

(versus BASIC) language, range from theater of operations road and 

airfield design to tactical rafting operations planning. The basis for 

the programs are the current TMs and FMs applicable to the subject 

material. Requests for copies of the catalog should be sent to: 

Commandant, U.S. Army Engineer School, ATTN: ATZA-TE-EM, 

Ft. Belvoir. VA 22060. 
ENGINEER DOCTRINE 


by COL William C. Burns. LTC Larry Wood. and Mr. Hap Hambric 

"Doctrine" is a term that conjures 

up a diverse collection of images; 

everything from a martinet blindly 

following set procedures and rules, 

to a collection of directives in a 

dusty hook that are seldom used 

because they bear little relation to 

the realities facing the commander 

on the ground. The truth, of course, 

is that doctrine lies somewhere in 

between. 

U.S. Army doctrine establishes 

the fundamental principles, procedures and techniques by which 

our forces operate in order to 

accomplish the mission. Although 

doctrine is authorative and represents the best professional 

judgment available, common sense 

is necessary in its application. It 

should be neither followed blindly 

nor ignored, hut studied and 

understood by the professional 

soldier. 

Doctrine is not static. It must be 

continually adjusted to take advantage of changes in technology 

and weapon capabilities. In response 

to improved target aquisition systems and the lethality of weapons 

being introduced into both allied 

and threat force armies, the United 

States Army has revised its basic 

war fighting doctrine. The new 

I 

doctrine, called "AirLand Battle", is 

presented in the 1982 version of FM 

100-5, Operations. 

AirLand Battle doctrine stresses 

combinedarmsoperationsoverlarge 


areas. Combat operations to defeat 

the threat will be conducted in the 

rear, close-in, and deep battle areas. 

Relativeforcesize and weapon capabilities dictated significantly increased engineer requirements to 

ensure the friendly force's freedom 

to maneuver throughout the battle 

field. The requirement to impede 

enemy movement and to protect key 

installations also has increased 

significantly and will continue to 

increase as threat mobility and 

weapon lethality improve. 

Although much of what a combat 

engineer must do remains the same, 

theemphasisontiming,onlocation, 


and on certain tasks was altered. It 

was evident that Engineer Doctrine 

would have to be extensively updated to meetthe challenge posed by 

the threat force's capabilities, and to 

accommodate the requirements of 

our own forces' combined arms 

operations. 

In response, the Engineer School 

developed the Engineer keystone 

manual,FM5-100,EngineerCombat 

Operations. This manual presents 

the overall doctrinal framework for 

engineer support to the AirLand 

Battle. Seven other FM 5-100 series 

manuals which expand and elahorate the doctrinal framework 

contained in FM 5-100 are being 

developed. Together, these eight 

manuals will contain the fundamental doctrine describing how the 

engineers will support the combined 

arms team in the AirLand Battle. 

Although the doctrineis based upon 

current equipment and resource 

constraints, it clearly provides the 

rationale for equipment development. The following articles on 

pages 13to 18are a synoposis of the 

significant doctrinal points in the 

coordinating drafts of the first four 

of these manuals. These are all 

points of which the professional 

combat engineer should be aware. 

The production schedule for the FM 

5-100 series manuals is shown in 

Figure I. 

The engineers in the field play a 

key role in doctrine development. 

First, they must learn the doctrine; 

secondly, they must teach it to 

others; and finally, they must 

practice the doctrine in training. It 

is the application of doctrine in 

exercises that validates that doc1 

SERIES PRODUCTION SCHE DULE 

..--....- ...... jUtlJECT HKtA UUKU UKH~ I rutl MANUAL YUB

Engineer ICombat 0Iperation! FY82 FY84 

Mobility 

:ounterm UVlllIy rr( 

jurvivabi lity FYI 

ieneral Engineerin FYI 

lopograplht, CVt CVQC I

1 

Figure 1 

1 
MOBILITY 

orward Aviation 

R'S MAIN BATTLEF'IELD MI$ 

-- - ...- -

COUNTERMOBI 

Mine Warfare 

Obstacle Develoir~~~~i~t 

SURVIVABILITY 

Fighting Positions 

Protective Em~lacement 

otective !support Facilities 

Combat Engineering 

GENERAL ENGINEERING TOPOGRAPHY 

Lines of Communication Terrain Analysis 

Construction and Repair Map Production and 

Logistics Facilities Support Distribution 

I Production 

trine.Theengineerschoo1isheavily 


dependent on combat engineers in 

the field to validate and provide 

changes to doctrine. 

FM5-100, Engineer Combat Operations, provides combat unit commanders and their staff with information pertaining to the role of the 

engineerincombinedarmsoperations. 

It defines and expands on the engineer tasks, missions, and responArea Damage Control 


Construction Material 


sihilities outlined in FM 100-5, 

Operations. Battlefield missions of 

the engineers are placed in the five 

mission categoriesshownin Figure2. 

Before expanding upon the three 

primary functions-mobility, countermobility, and survivability-a 

review on how FM5-100outlines the 

engineers' role in conducting of the 

AirLand Battle is in order. 

The key to providing responsive 

engineer support is two-fold. First, 

engineer planning must be integrated into each stage of development of the maneuver commander's 

tactical plan. Second, command and 

control of supporting engineers must 

be structured to provide effective, 

responsive engineer support to the 

combined arms team. 

Integrate Planning 

In the past, many commanders 

tended to develop their scheme of 

manuever, their fire support plan, 

and their engineer support plan in a 

linear sequence. Warfare concepts 

that place high reliance on maneuver, in turn place emphasis on 

effectiveengineer support. Planning 

these threeelements, therefore, must 

be totally integrated and occur 

together. To help encourage more 

integrated planning, FM 5-100 contains an entire chapter on engineer 

staff planning. The intent is for 

engineers to provide better information to the commander during 

the decision-making process. 

One of the significant organizational changes that affects the 

engineer's planning is including 

brigade and regimental engineer 

elements in the cavalry regiments, 

separate brigades, and the J-series 

heavy division. 

In these units, the brigade or 

Any Suggestions? 

No engineer performs his task in isolation. He works as a member of 

the combined arms team to help the commander accomplish the 

mission. 

Neither can an engineer field manual he written in isolation. The 

Engineer School retains the primary responsibility for the development of Engineer doctrine. However, extensive planning and coordination is necessary to produce any doctrinal product. 

Engineer doctrine is written primarily by the instructors teaching 

therelevant subject matter. With the Engineer School's responsibility 

for over 160field andtechnical manuals, this is nosmall task. Beforea 

field manual is published, a coordinating draft is distributed to field 

units for comments. Each comment is reviewed and incorporated, as 

appropriate, into the final version of the manual. Since soldiers in 

units tend to developuniquesolutions to common problems, ideas and 

techniques from the field for accomplishing engineering tasks are 

important in developing manuals, and training and field circulars. 

Doctrinal and technical publications are a way to share these good 

solutions. 

If you are not sure where to send your idea, send it to the Engineer 

School's Doctrinal Literature Management Office, Stop 163, Fort 

Belvoir, VA 22060. They will ensure that the right people review your 

suggestion. 
regimental engineer is organic to 

the unit and is a member of the 

commander's staff. He advises him 

on engineer matters and prepares 

engineer estimates, plans and orders. 

The staff engineer does not command engineer units that are 

attached, placed under operational 

control (OPCON), or in direct support of the regiment or brigade. He 

does, however, provide staff supervision of engineer operations. 

Having an organic brigade engineer 

cell provides the maneuver commander with the benefits of a fulltime engineer planning element. 

Meanwhile, the company commander from the divisional battalion, normally associated with the 

brigade, is free to supelvise his unit's 

engineer support to the brigade. 

In maneuver brigades without an 

organic engineer element, the supporting engineer commander provides the brigade operations officer 

with engineer information. The operations officer then prepares the 

written engineer portion of plans 

and orders. In all cases, the unit 

engineer provides staff supervision 

of engineer operations. 

Engineer planning should include 

an analysis of each course of action 

in terms of mobility, countermobility, and survivability and 

present a summary of the capabilities of availahleengineer forces. This 

will allow commanders to properly 

assign engineer priorities. The commander can allocate engineer effort, 

task organize if necessary, and 

assign missions according to the 

relative importance of maintaining 

forcemobility,impedingenemymovement, or constructing protective 

positions. 

Another chapter is devoted to 

command and control (something 

new in this edition of FM 5-100). 

Engineers must operate with command and control procedures that 

are responsive to the tactical commander. On the modern battlefield, 

forces operateover widely separated 

distances and with uncertain communications. This situation dictates 

centra!ized planning of engineer 

o~erations with the ca~abilitv for 

decentralized execution. 

Relations between engineers and 

supported units are designed to 

optimize engineer support. In combat, commanders will probably use 

attachment and operational control 

more, and use direct support relatively less than before. 

FM 5-100 touches on general engineering work within the corps area 

regarding supporting combat operations. Most general engineering 

tasks will be done by theater army 

engineers in support of combat service support operations at echelons 

above corps. FM 5-104, General 

Engineering, which is being written 

now, will contain the doctrine for 

the general engineering. 

The need for terrain information 

on the AirLand Battlefield will be 

greater than ever before. Major 

changes are required in topographic 

engineer support. The concept is to 

give division and corps level terrain 

detachments the capability to 

rapidly meet requirements for terrain and digital terrain data. 

A new manual, FM 5-105, Topographic Operations, is being developed to provide the topographic 

unit commander, the maneuver 

commander, and the maneuver unit's 

intelligence and operations staff 

officers with a field reference on 

terrain analysis and topographic 

support. Work has just begun on this 

manual and a coordinating draft is 

scheduled for delivery to the field in 

fiscal year 1986. 

Infantry & RAP Missions 

Although engineers provide the 

greatest combat power by performing their five functional 

missions, they retain a secondary 

mission to fight as infantry. 

To assume an infantry role, combat engineer units must be augmented with additional weapons, 

fire support teams and communications systems. The commander's 

decision touseengineers as infantry 

must takeinto accountthelong term 

loss in the overall combat power to 

the maneuver force because of the 

lack of engineer mobility, counterAirLand Battle doctrine emphasizes mobility. It is essential that 

combat engineers be prepared to 

mobility, and survivability support. 

When employed as infantry, combat engineers are best suited for 

defensive missions but could be 

effective in the offense in bypass or 

hasty attacks. 

Rear area protection (RAP) is a 

major concern on the AirLand 

Battlefield. The rear area begins at 

the brigade rear boundary and extends through the communications 

zone (COMMZ). RAP functions include rear area combat operations 

and area damage control. A command responsibility for RAP must 

be fully integrated into plans and 

orders of each echelon from division 

through echelons above corps. 

Engineers will provide support to 

RAPoperations on atask or OPCON 

basis as prearranged or designated 

by the appropriate commander. 

During emergency situations, engineersintherear may be tasked by 

rear area commanders to directly 

support RAP operations regardless 

of their mission prior to the emergency. This includes not only engineer units within aparticular area, 

but those passing through as well. 

Engineers at each echelon are integratedinto RAPplanning and assist 

the rear area commander and the 

rear area operations center (RAOC) 

in planning defenses and in conducting area damage control (ADC) 

operations. On the AirLand Battlefield, engineers must be prepared to 

provide their own security in bivouac, on the march, or at work sites. 

Separate security forces are not 

expected to be available except at 

the most critical sites. 

There are some changes in engineer support at echelons above 

corps. The theater army engineer is 

the senior engineer on the theater 

army staff. The engineer command 

commander coordinates and supervises the operations of engineer units 

which are neither attached nor 

assigned to other commands within 

the COMMZ. 

preserve the combat freedom of 

movementformanueverandcombat 

support elements. The traditional 
COUNTER 

Detect 

Neutra 

Bypass

-

lize 

LlTY FUN1 

-

tect 

lass 

ach 

TASKS 

I I 

?ading Force 

Del 

t 

COUNTEROBSIALLE 

BY1 

Bre 

Mai 

Re1 

Re( 7I# ...., 

AVIA~O 

ENGll 

Reconn 

IN COMB1 

Y EERlNG 

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Constr~ 

Maintai 

Breach 

Proof 

Mark 

Report COMBAT ROADS 

Clear AND T 

Reconnoi 

Construct/Kepalr 

Maintain 

THE MOBILITY SCHEl 

Reform to 

Continue 

Attack 

.---

\ I 

\ I 

\ I 

and FACE Tasks MOVEMENT 

--

Figure 4 

14 

GAP 

Rec 

Der 

Pre e.51' 

Sec 

Conte 

ure Far S 

lstruct 

1 

CROSSlNti 

onnoiter 

jloy Asse 

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Figure 3 

mobility tasks have been placed in 

five functional mission areas shown 

on Figure 3. 

Throughout the battlefield, the 

combined arms team and support 

units can expect to be confronted by 

a variety of existing and reinforcing 

obstacles. The latter mav have been 

employed by eitherfriendly or enemy 

units. 

To be successful in overcoming 

theseobstacles, maneuver forcewmmenders must plan for and provide 

their units with a "mobility system" 

capable of bypassing or neutralizing 

obstacles quickly and routinely, 

while continuingto provideall other 

forms of combat engineer support to 

the force. 

Preplanning and proper use of 

intelligence is the key to successful 

mobility operations. These factors 

ensure the maneuver task force is 

properly equipped and prepared to 

counter obstacles and minefields. 

The maneuver force organized to 

overcome obstacles contains three 

separate forces: 

The support force: Normally the 

lead element which encounters 

the obstacle and then deploys to 

overwatch positions. 

The breaching force: Normally 

comprised of maneuver and engineer elements. It conducts the 

breach and secures the far side of 

the obstacle. 

The assault force: Comprised of 

the forces necessary to attack the 
objective. This element attacks 

through or around the obstacle 

but remains oriented on the 

objective. 

Doctrine developed for overcoming 

obstacles emphasizes the importance of locating combat engineers 

and engineer equipment well forward in the formation. When an 

obstacle is encountered, the leading 

force will request immediate suppressive fires, move into overwatch 

positions, and will become the support force base. 

Scouts will reconnoiter the limits 

of the minefield or obstacle, looking 

for a way to bypassit.Theengineers 

and dismounted infantry will reconnoiter the obstacle to determine 

neutralizing requirements. If bypassing is possible, this action is 

taken quickly. If it cannot be bypassed, the minefield or obstacle is 

hastily breached and the assualt 

continues. If the hasty attempt fails, 

Throughout history, countermobility has played an important 

role in military conflict. The degree 

of countermobility success, however, 

has not alwavs matched the demee 

of effort expended. The lack of 

effectiveness of the Maginot Line in 

World War IIisoneof many notable 

examples. 

Many factors contributetomaking 

countermobility operations asuccess 

or failure. Almost always. the very 

basic factors are the most critical. 

Various combinations of time, 

material and equipment, firepower, 

terrain, and enemy knowledge and 

capabilities are normally the factors 

causing a countermobility effort to 

succeed or fail. 

The advent of AirLand Battle 

doctrine and technological improvements have significantly 

changed how, where, and when 

a deliberate breach must be conducted. 

Obstacles will be overcome onehy-one as they are encountered. 

Overcoming a complex obstacle and 

a large defending force will require 

extensive assets and effort. A simole 

obstacle or acomplex obstacle poorly 

defended could be overcome using 

hasty breaching techniques requiring no engineer support except 

forreadily available counterobstacle 

hardware such as the armored 

vehicle launched bridge. Larger, 

more complex or well defended 

obstacles might require a deliberate 

breach and will take considerably 

longer than a hasty breach. 

Breaching and neutralizing minefields and obstacles, and crossing 

wet and dry gaps are a large part of 

the engineers' mobility responsibility. However, combat road and 

trail construction, and forward 

aviation combat engineering 

countermobility efforts will be performed. 

AirLand Battle doctrine emphasizes mobility and the ability to 

maneuver throughout the hattlefield. Therefore, maneuver commanders must make conscious and 

difficult countermobility decisions 

regarding the need to stop, to delay, 

and to channelize the enemy, yet 

still retain the abilitv to move freelv 

in the future. Naturally, this tradeoff will not occur in every situation, 

but commanders must carefully considertheir own futuremobility needs 

when emolacinn- obstacles. especially minefields. 

Mine Warfare 

Mine warfareis changingrapidly, 

yet the engineer remains the 

~rincioaladvisor to the commander 

on mine warfare. However, with 

improved mines and delivery 

(FACE) missions will also place a 

large demand on the forces' engineers. The philosophy of the AirLand Battle's deep attack will require extensive engineer support to 

provide the mobility support necessary for units to thrust deep, conduct 

the attack, and to return safely before being/decisively engaged by the 

enemy. If the attack is successful in 

displacing the FEBA forward, the 

engineers must be prepared to upgrade roads and trails to aid combat 

support and combat service support 

mobility requirements. 

FM 5-101,Mobility, scheduled for 

distribution to the field in December 

1984, describes engineer mobility 

support to the combined arms team. 

It summarizes the doctrine and 

procedures manuever elements and 

engineers need to form a mobility 

system capable of overcoming any 

obstacle on the AirLand Battlefield. 

systems, thereis aneed to clarifythe 

definitions and role of mines in the 

AirLand Battlefield. We now have 

two categories of mines: conventional and scatterable. 

Conventional mines do not selfdestruct and are emplaced by hand 

or by mechanical mine planters. 

Conventional mines can be emplaced in classical patterns, or be 

emplaced randomly if the tactical 

situation dictates. Scatterable mines 

are delivered by ground system, 

artillery, helicopter, or high performance aircraft and contain a 

self-destruct mechanism. 

If properly planned and employed, 

the family of scatterahle mines 

provides the best of both worlds 

because they have a preselected selfdestruct time. The commander can 

reap the benefits of a minefield 

which has slowed, stopped, or chan- 
nelized the enemy, and then attack 

through the same area after the LD EMPL OYMENT AND AUTHORITY DELEGATli I 	 I 

mines have self-destructed. Scatterable mines are smaller, more 

lethal, andcan beemplacedremotely 

and much more rapidly than conventional mines. 

With conventional mines, the only 

decision to be made is whether to 

mine or not to mine. With scatterable 

mines, the self-destruct time and the 

delivery method are additional 

factors that require decisions. 

Scatterable mines give the commander the flexibility to employ 

mines quickly anywhere on the 

battlefield, to employ them on short 

notice,andtoplacethem in tactically 

critical locations based upon enemy 

movement. 

Reporting FASCAM Munitions 

Reporting and recording the use 

of the family of scatterable mines 

(FASCAM)is particularly important 

lrrt m~ntrlELD 

Minefield co ntaining 

Scatterable Imines 

Long duratic 

(24 hours or more) 

Short durativll 

(less than 24 hours) 

MINEFIELD EMPLOYMENT AUTHORITY 

Corps commander is the employment 

authority for,all minefields 

containing scatterable mines within 

the corps are a of oper ations. 

Corps commander. May delegate 

employment authority to divisil 

level. Division may further 

delegate to brigade level. 

Same as long duration except 

authority ma! y be furtl' ler delegz ~ted . -8 1-
~~~~ ,~~~~, to battalion or rasti rorce level. 

Figure 

ELD REP( )RT AND RECORD 


INFORMAIIUN K~UUIKL-	 n 	 r-..... IATA

Approving auth ority 

TGT/obstacle # 

mplacing: system 

nines 

Self dl estruct pc triod 

Aim P'T/corner PTs of m 

CDR 3AD 

2XXXO157 

ARTY 

AT/AP 

Z Oct 82 

inefield 

Size s, afety zon e from ai m point 

a,.:. - __I__:_I ur111ernvlaclllr mines/RPT # 


Persol ting RPT ;FC Hollir 


DTG or reporr 	 .,........ 

I/ 

lblb43 U( 

- Figure 6 
on a battlefield where the emphasis 

is on friendly force mobility. Plans 

for using mines must take into 

account the future maneuver scheme 

of the commander. FM 5-102, 

Countermobility, scheduled for 

publication in fiscal year 1985 will 

contain a detailed explanation of 

the employment, recording, and 

reporting procedures for both conventional and scatterable mines. 

Scatterable mines require control, 

planning, and a rapid and accurate 

reportingsystem. Commanders who 

control scatterable mine use must 

positively delegate authority to 

employ the mines based upon the 

current tactical situation and his 

future plans. Theemployment authority and delegation levels are shown 

in Figure 4. 

In addition to positive control, 

fast and accurate reporting is critically important when using scatterahle mines. Figure 4 shows The 

Scatterable Minefield Report and 

Record. This reporting method is to 

be used regardless of the mine delivery system. In theexample, artillery delivered scatterahle mines were 

used. 

Minefield information can be 

passed quickly by radio, posted to 

operations maps, and disseminated 

to units which need the information. 

The unit emplacing the minefield 

Unlike the other engineer battle 

field missions, survivability is a 

principle concern of each soldier 

regardless of his job or location on 

the battlefield. Camouflaging personnel and equipment, employing 

deception, ensuring operations 

security. and building individual 

and weapons system protective 

positions are only a few of the tasks 

that come under the broad category 

of survivability. 

Although survivability on the 

battlefield encompasses a wide 

spectrum of activities, the engineer's 

responsibilities to the maneuver 

commander are focused primarily 

upon building or improving protective positions for fighting 

will initiate the report by radio and 

follow up with a written copy of The 

Scatterable Minefield Report & 

Record. 

Locations for scatterable minefields should be planned as far ahead 

of their actual need as possible in 

advance. Prior planning will help 

ensure that the logisticrequirements 

are met and that the mines are 

prestocked. It ensures that mines 

can be delivered rapidly in response 

to the tactical situation. Scatterable 

mines offer great flexibility and, 

when used in conjunction with other 

countermobility efforts such as 

conventional minefields, road 

craters, andtank ditches, they create 

tremendous mobility problems for 

the enemy. More significantly they 

create command and control 

problems for the enemy because of 

the constantly changing obstacle 

situation facing the enemy commander and his staff. 

This aggravation of enemy 

command and control supports a 

kev oreceot of AirLand Battle which " & 

places great importance on faster 

friendly assessment and reaction 

than the enemy assessment and 

reaction. In short, we "get inside his 

decision loop." 

Even with these advantages, scatterable mines are not the panacea 

for all countermobility problems; the 

vehicles, assistance in hardening 

command posts, and protecting 

combat support positions. New 

engineer equipment such as the 

armored combat earth mover (ACE), 

and the small emplacement excavator (SEE) will improve the 

engineers mobility and capability to 

support the maneuver commander. 

As with mobility and countermobility, each course of action must 

he evaluated in terms of survivability and recommendations made 

tothecommanderregarding thetype 

and level of su~vability support 

required. The commander must 

establish priorities and determine 

the percentage of the available 

engineer effort to devote to sursupply of scatterahle mines will be 

limited and delivery systems will 

have competing requirements. 

Existing and reinforcing obstacles 

are still important in both defensive 

and offensive operations. The engineer must identify the existing 

obstacles and integrate them into 

the obstacle plan. It is preferable to 

improve existing obstacles rather 

than to construct reinforcing ones. 

Reinforcing obstacles are grouped 

by design (constructed, demolition, 

and expedient). Mine warfare and 

obstacle planning must be accomplished concurrently with the 

commander's planning for maneuver and fire support. 

For AirLand Battle doctrine to 

succeed, we must be able to disconnect enemy echelons and to 

provide the "windows of opportunity" necessary to assume the 

offense. Countermobility efforts that 

are well planned and well executed 

are a distinct asset that can strip 

away the enemy's most vital requirement, that of maintaining 

momentum and a high rate of combat operations. 

The coordinating draft of FM 

5-102, Countermobility, was sent to 

the field for comments in fiscal year 

1984.The final manual is due to be 

published in fiscal year 1985. 

vivability. In preparing survivability estimates, the engineer must 

know the quantity and types of 

equipment in the unit he is supporting, the capability of his own 

equipment, and the tactical situation. All types of engineer estimates 

should begin with an unconstrained 

assessment, that is, plan what is 

required without considering 

limiting factors. This method gives 

the commander a good feel of what 

is necessary. It also gives him a 

baseline from which be can ask for 

additional engineer support and 

begin setting priorities. The bottom 

lineis that the maneuver commander 

cannot make the proper decisions 

unless he is provided with good 
estimates and alternatives. 

There are several doctrinal 

guidelines to adhere to when 

preparing the survivability estimate 

and establishing priority of effort. 

They are: 

Field units have primary responsibility for developing, positioning, and initial construction 

of survivability structures. 

*Engineer support is used to 

supplement the efforts of supported units based on availability and the commander's 

priorities. 

Engineer support must be concentrated on missions requiring 

unique engineer skills or equipment. 

The sequence of survivability 

work is to: use concealment measures, naturalcover, construction, 

and finally, to continuously improve protection. 

In addition, the commanders survivability plan must take into 

account eachof the following points, 

which arecritical to allocating effort 

and establishing priorities: 

Exposure to fire-direct and in 

direct, tactical air. 

Vulnerability to discovery and 

location. 

Mobility requirements. 

Protection from tanks. 

Distance from the forward line of 

troops (FLOT). 

Availability of natural cover. 

Redundancy-the importance of 

a unique equipment items, the 

loss of which would degrade other 

equipment. 

Theenemy'sengagement priority. 

In the defense, substantial effort 

is required for fighting and protective position construction. General 

priorities for protective construction 

in a defensive battle position are: 

Antitank weapons. 

Tank positions. 

Armored personnel carriers. 

Command post position hardening. 

Combat support position hardening, (including, for example, 

field and air defense artillery, 

and mortar positions). 

Individual fighting positions, 

crew-served weapon positions, 

and covered routes between battle 

positions. 

Although generally thought of as 

applicable to the defense only, survivability also applies to offensive 

operations. 

During the offensive, protective 

fighting positions are developed 

whenever time is adequate, such as 

during a temporary halt for regrouping and consolidation. 

Recommended priorities for protection at a halt in the offense are: 

antitank weapons, indirect fire weapons, and critical supplies (ammunition and POL). These should be 

expedientpositions with frontal and 

side protection and make maximum 

use of the terrain. 

Special situations, such as contingency' operations, combined 

operations, and operations in special 

terrain require special considerations in performing survivability 

tasks. The planner must account for 

local support agreements, harsh 

climate and difficult terrain, 

shortage of materials, availability 

of local equipment and use of 

existing structures. 

Performing survivability tasks in 

mountains, deserts, cold regions, 

jungle areas, and in urban areas 

often requires great innovation on 

the part of the engineers. Construction may be difficult, if not 

impossible, using conventional 

methods andequipment. Knowledge 

must be quickly developed on special 

construction techniques, such as 

systems in relation to the fighting 

and protective positions, and the 

effectiveness of the various materials 

used in design. 

Numerous designs for protective 

positions have documented construction guidelines, bills of material, and time and equipment requirements. The effectiveness of 

these positions against specific 

weapon threats is also known. The 

categories of these generic position 

groups are: 

*Individual and crew-served 

weapon fighting positions. 

Major weapon emplacements. 

Multipurpose shelters. 

Protective barriers. 

Trenches. 

Unit positions. 

Selecting what to protect can be 

made quickly while construction can 

be accomplished efficiently and 

properly using the illustrations and 

guidelines in FM 5-103, Suruiuability. The commander must have 

full knowledge of the limitations of 

the structures so he can make confident and accurate decisions concerning the vulnerability of his men 

and equipment. FM 5-103 provides 

this data. 

Protective construction, in the 

form of fighting and protective 

positions, cannot eliminate vulnerability on the modern battlefield. It 

can, however, limit personnel and 

explosive excavation, or use of snow equipment losses by reducing exand ice as construction materials. oosure to threat acouisition. tarKnowledge of how to use special 

terrain features, and the ability to 

identify and use specific urban 

structures is critical. Certain 

existing structures can provide 

protection to the forcewith minimum 

construction by supporting 

engineers. 

Implementation of Specific 

Positions 

After the commander has established priorities, construction of 

specific protective positions and 

structures can begin. These positions 

must be designed, located, and constructed based on the tactical plan 

as well as cover and concealment 

requirements. These develop from 

an analysis of threat weapon and 

acquisition capability, and by the 

availability of materials and 

manpower. Furthermore, position 

design must consider the physical 

characteristics of the threat weapon 

geting, and engagement. Protective 

construction also gives thesoldier in 

a fighting position the confidence to 

employ his weapon or weapon system more effectively. 

For troops to be protected and to 

survive in the combat zone, their 

commander or leader must understand the importance of survivability tasks in the offense and 

defense. Commanders and leaders 

must also understand that initial 

responsibility for protective position 

preparation belongs with their own 

troops. Even within the fluid nature 

of the next battle, every opportunity 

must be seized to fortify a force's 

position. 

All the information in this article 

appears in greater detail in the new 

FM 5-103, Suruiuability, now in 

coordinating draft. Thefinalmanual 

will be published in April 1985. 
- - 

COL William C. Burns is chief of the 

Project Management Office, 

Directorate of Training and 

Doctrine, U.S. Army Engineer 

School. He will assume command of 

the Rock Island Engineer District 

this summer. COL Burns is a 

graduate of the U.S. Army War 

College, has an MBA from Long 

Island Uniuersity, a master's 

degree in operations research from 

the Naual Post Graduate School, 

and a bachelor's degree from the 

U.S. Military Academy. COL Burns 

is a registeredprofessional engineer 

in Virginia. 

LTC Larry Wood is the Chief of the 

Doctrinal Literature Management 

Office at the Engineer School. He 

has a master; degree from the 

Uniuersity of Utah andis agraduate 

of the Command and General Staff 

College. He has served with various 

engineer troop units in Vietnam, 

Germany and CONUS. 

Mr. Hap Hambric is a retired 

engineer officer. He is agraduate of 

the Engineer Officer Aduanced 

Course and has a degreein computer 

science from the University of 

Southern Mississippi. Mr. Hambric 

currently serves as a doctrine 

development analyst in the U.S. 

Army Engineer School's Doctrinal 

Literature Management Office. 

- Engineer Solution 

1. Enter Figure 6-7 (TM 5-312) or Figure 7-7(FM 5-34) with stringer spacing 5' = 60". 

Reod up to curve representing class 50-150 and ocrorr to vertical scale. Obtoin 

required effective deck thicknerr (Id, = 7.8"). 

2. Plank Decking 

Gsnerolly, if required thicknerr is greoter than 6", it is more efficient to ure 

laminated decking. Nevertheless, if plonk decking ir desired it will hove to be 

multiloyer plank deck. 

Therefore: 

tact (actual thicknerr) = left (effective thicknerr) + 2" 

= 7.8" + 2 = 9.8" actual thicknerr required 

Selections "c" ond "d" do not provide the thicknerr required for multilayer 

plonk decking. 

3. Laminated decking 

Lamination percentoge required, uring 3" x 10" material, ir calculated or 

followr: 

% lamination required = Id,

-

(100) = 

-

7.8 (100) = 7.8% lamination required 

10 


Anrwer "a" not odequote. 


Lamination percentage required, uring 4" x 12" material, is col<uloted or 

follow%: 

% lamination required =Id, (100) = 7.8 (100) = 65% lominotion required 

tact 12 

Answer "b, 66 2/3% using 4" x 12" m~terial,~~rovider required lamination. 1 
Planning Engineer Outcomes

(theEasy Way) 

By CPT John A. Durkin 

The first step was to decide on 

goals. The staff asked itself. "What 

do we want to achleve durlng the 

evaluation perlod and how do we 

measure the terms?" The staff declded that one measure of success 

would be to evaluate itself and each 

company on certam tasks 

Each staff member then rev~ewed 

the ARTEP manual and isolated the 

tasks to be evaluated at the company 

and battalion levels. The lists were 

consolidated and approved by the 

battalion executive officer. The end 

product consisted of a list of tasks to 

be evaluated and the staff sections to 

evaluate them. Figure 1shows part 

of the list. 

The staff also decided to include as 

goals certain items not specifically 

outlined in the ARTEP manual. For 

example, one goal was to have no 

personal or vehicle accidents and 

another was to develop standard 

staff briefinns for all future ARTEPs. 

Preparing for an ARTEP 

(Army Training Evaluation Program) exercise is one of the challenging tasks faced several times a 

year by all battalion commanders 

and their staffs. Battalion staffs, 

however, often lack the time to 

properly coordinate with each other 

for planning major events like 

ARTEPs. 

A planning tool that has worked 

well for ARTEP preparation in the 

130th Engineer Brigade is the OMR 

(Outcomes, Methods, Resources) 

model. The OMR model is a systematic and simple approach designed 

to assist commanders and their 

staffs in planning. It is particularly 

useful as a staff-training exercise. 

The OMR model helps the planner 

visualize and keep abreast of the 

planning process. Involving everyone 

concerned in the planning process, 

the model uses the "backward planning" approach in which the planners 

and two subordinate companies-the 

541st Engineer Company (MAB). 

and the 959th Labor Service Company (Ribbon). 

First, a planning session was held 

using the OMR model. The battalion 

executive officer, the S3, and the 

remainder of the staff (including 

staff NCOICs) attended the session. 

The brigade's organizational effectiveness officer acted as a facilitator 

and recorder. 

8. .m,.. 0 ,,.,.,c..,mc. r,,.,,..,,..," 

COMPANY TASK L 

(1) 

1-1 

1-2 

1-4 

PERFORM COMMAND 8 CONTROL FUNCTIONS 

Operate a network control station (NCS) 

c*+-h'i-$ ,.*.-",,a, and conduct radio communications 

Install w ire communl ications net 

MAE 

Po"" 

S3 

S3 

S3 

RIBBON 

state their desired outcomes first. 

Planners must answer the question: 

"What should our final results or 

outcomes be?" These results should 

be defined in specific, measurable 

terms. The planners then decide on 

the steps needed to achieve desired 

outcomes by answering the question: 

"How are we going to obtain these 

outcomes?" Finally, the planners 

consider the materials and resources 

needed to accomplish the steps by 

asking, "What resources do we need 

to carry out our plan?" 

This is easy to achieve provided 

you give it some thought. 

The OMR model is best illustrated 

by an example, the 549th Engineer 

Battalion's ARTEP planning. The 

battalion, located in Schwetzinger, 

Germany, consists of a headquarters 

and headquarters detachment (HHD) 

1.OROUCI. unit supply operations 

Establist I a field kitc hen

Operate i I field kitch~ ?n

Supervise equipment macntenanc 

Establish a unit motor pool 

Establish a direct support maint~ !name shop 

Provide internal prescribed load lid..-. 

(PLL) support S4 S4 

Establish production and quality control pro, cedures for 

maintenance operatic ~ns S4 S4 

! field sanitation function. ,- Perform $1 S1 

i Prepare i Ind verify, if possible, casualty 

feeder re port. (CFR). and witness statements on individu als $1 8 

rrepare, verify, correct, complete and forwara m.---.. 

CFR and witness stat :ements on individuals 

I Orient re 

. ... . placements . ... lnlrlate anc malntaln Dersonnel c lata

! ... Prep per! sonnel daily summary (P 

I Provide Inail service 
- - - 

1 rev 3-1 

4 Feb S-3 

5Feb S. 

10 Feb S. 

10 Feb S. 

11 Feb S.-

11 Feb S-3 

15 Feb S-4 

18 Feb S-2 

20 Feb S. .3

25 Feb S. .3

25 Feb S. .3

25 Feb S.'4 

25 Feb X(3 

28 Feb S. .1 

Z8 tea s-1 

28 Feb S-4 

28 Feb S-4 

FEIBRUARY 19 ONE LIST 

Request medics ;commun~car~ons {r raalos and 2 LCUIS];

transportatio~I from S-4; additional typewriters from S-4 

Request crossin g traffic .. . . equest tor telephone 


equest transportation sup1 30rt(503rd) 


stablish water pointhefue ling pointlsl upply point 


..equest divers 

Request air defense support 

Request maintenance support (8592 En(rr. 699 Ord.) 

Order maps 

Request river cl osures 

Request smoke 

Request signal !security r-A. .L,:-L LSL' IVIISII wass I account 

In Process re' view 

Request MOS inventory, per sonnel roste irs and TOES 

stispense: 1April - .

tact sheet to units prescribing unit personnel report 

Request reefer van 

Coordinate with medical facilities 

Knowing which tasks were to be 

evaluated, each staff section could 

concentrate on training its subordinates. The staffs could also estimate 

how much equipment support would 

be required. 

Methods 

The next step was to decide the 

best methods to run the evaluation. 

A scenario was developed by first 

having the 53 pencil-in the major 

events on a draft schedule. These 

included the date and time of 

deployment, major bridge missions, 

and rafting operations. Next, the S2 

noted aggressor attacks and reconnaissance missions. The NBC NCO 

recorded NBC attacks and decontamination operations that would mesh 

with the schedule outlined by the $3 

and 52. 

The S1 and S4 also listed tasks to 

be evaluated. The S1 noted where 

casualties should be assessed so that 

casualty feeder reports would be 

forwarded; other personnel actions 

were also included. The S4 indicated 

where vehicles should be destroyed 

so that the units would be forced to 

requisition replacements during the 

prescribed resupply times. 

Figure 2 

The end product was a sensible 

scenario that included all the tasks 

developed during the "outcomes" 

portion of the session. All actions 

were coordinated and linked to other 

events in the scenario. All staff 

sections knew what actions for 

which they were responsible and 

how those actions fit into the overall 

plan. 

Resources 

The staff then analyzed and listed 

all the resources and materials 

required to support the plan. Based 

on this resource list and the plan, a 

milestone list was developed for each 

staff section. Milestones were established for every month prior to 

deployment. In addition, milestones 

were developed for items that would 

occur after the exercise such as the 

after-action report, letters of appreciation, and the maneuver damage 

report. Figure 2 shows the milestone 

list for February 1983. 

End Results 

By the end of the session, the staff 

had developed a list of tasks to be 

evaluated, the scenario, resource 

requirements. and a milestone list. 

The agenda is shown in Figure 3. 

Another benefit of the session was 

that it helped to promote communication among the staff. During the 

549th'~ practice program, and later 

during the actual exercise using the 

ARTEP, the unit performed very 

well. 

AGENDA 

0900 -0945 lntroductlon -OMR 

0945 -0955 Break 

0955 - 1030 ARTEP Task list 

(each company) 

1030 - 1130 Task Itst for En and c.-Z'
a11111 

113( Lunch 

123 Scenario ".
 140b-1.~1~weal 


14 M~lestonechart 


Figure 3 

Summary 

By using the OMR model as a 

planning guide, the 549th Engineer 

Fzttalion saved much time and 

developed a well coordinated plan 

for a practice session using the 

ARTEP. 

The same method was used at the 

130th Engineer Brigade headquarters to plan exercises for the brigade's 

other battalions. Subordinate commanders and S3s were invited to 

participate in the planning session. 

and they were instrumental in developing the task lists and milestones. 

The OMR model is an excellent 

planning tool. It encourages staff 

communication, organization, and 

involves the entire staff in the 

planning process. It is effective in 

planning for events as complex as 

Reforger exercises or as routine as 

change of command ceremonies. 

CPT John A. Durkin is the S.9. 

559th Engineer Bn., 130th Engineer 

Bde.. IISAREL'R. He has u bachelor'.^ 

degree in cheniical engineering and 

public qflairs from Carnegie-Mellon 

Uni~!?rsitij. He hm served as a 

platoon leader with the 902nd Enginem Co., 11th Engineer Bn. (CRT) 

(HVY); a company commander tcith 

the 1.3th Engineer Co. (CS); and as 

the 1,'Mk Engineer Bde, urganizaf ionai qffectii:eness officer. 
E WOS Study Results 

Improving Warrant Officer 

Professional Development 

hy the Engineer Warrant Officer Study Team, US.AES 

During 1983. the U.S. ArmyEng~neerSchool reviewed the 

status of training development for 

all warrant officer career fields 

served by the School. The comprehensive project identified specific 

problems in Engineer warrantofficer 

professional development and career 

utilization. 

These problems included: 

Performance discrepancies by 

Engineer warrant officers 

Changes in doctrine affecting the 

use of Engineer warrant officers. 

Changes in organizational structures imposed by DIVISION 86 

affecting warrant officers. 

The introduction of new equipment system and training devices 

being developed to support force 

modernization. 

Changes imposed by Army Training 1990 affecting the current 

training strategy. 

Common warrant officer training 

and utilization problems generated 

by identification of collective job/ 

task analysis. 

To determine how Engineer warrant officer professional development 

officers will be accomplished, the 

Engineer Warrant Officer Study 

(EWOS) was initiated on April 18, 

1983, by the Engineer School's 

Directorate of Training and Doctrine 

and the Engineer Proponency Office. 

In order toevaluate all the different 

warrant officer career fields and 

additional areas of consideration, the 

study used the consolidated analysis 

methodology of Criterion Referenced 

Instruction, Instructional Systems 

Development, and the Systems Approach to Training. The study was 

conducted in three phases: a needs 

assessment, the compilation of data, 

and analysis of two boards. 

Compilation of Data 

The results of the survey during 

the needs assessment were compiled 

during the compilation of data phase 

of the EWOS. Also, additional studies 

and proposals were gathered that 

affect on Engineer warrant officer 

professional development. The additional studies and proposals reviewed 

included the following: 

The Com~rrissioninggf Warrant 

OJJic'r Study. 

Tli~GI-nding of Warrant Q(fic~r 

Pusitio?~.~Study. 

The Enlisted Pei.sonne1 ;Mn~iag~-

rnvnf System Strrdy. 

The Reg~clar Military UTarran.t 

Qfficpr Coml)unsalion Study. 

Warrant Qfficer Senior Cours? 

Rer*isi.nv~ 

U'nrrant OJJiicrr Senior Co~rs~ 

Position. AS1 4A Proj)o.~al. 

E7 to CW2 Pru~~ssal. 

Inerease(l Requirei~~nts.fi)rlm~lementation (IJDIVISION 86 

Arnt!~$1. 

FO~CP Modem izatiolt. 

Army Tvaining 1.YYo. 

Needs Assessment 

The needs assessment was conducted to verify the job analysis 

previously conducted by the Review 

of Education and Training for Officers (RETO) program. Additionally. 

the needs assessment validated the 

initial RETO task listing. 

To accomplish the needs assessment, the study team evaluated the 

tasks performed by feeder enlisted 

MOSs against the warrant officer 

task list developed under RETO. A 

condensed task listing was developed, 

based on the previously validated 

task listing by the job incumbents 

under the RETO program and the 

feeder enlisted MOSs task listing. 

This condensed list was used in a 

survey developed for warrant officer 

supervisors. In order to determine 

the importanceof how each task was 

to be performed, the survey was 

developed with a two part rating. 

The first part identified the task by 

level of performance (NCO, warrant 

officer. or commissioned officer) and 

the second part determined the 

significance of warrant officer performance of each warrant officer 

task. 

Analysis by Boards 

The analysis of collected data was 

performed in two separate boarding 

actions. The first boarding action 

was the Specialty Task Board. The 

board was divided into three specialty 

boards for each of the major career 

fields: Utilities Operation and Maintenance-MOS 310A; Engineer 

Equipment Maintenance-MOS 621A; 

and Topographic Engineering MOSs 

811A. 821A, 833A. and 841A. Each 

Specialty Task Board included several 

senior warrant officers from each 

career field. 

The board members reviewed 

data and verified information collected during the needs assessment. 

Each board then developed a task 

listing based on the skill levels 

identified in the supervisor's survey 

and job incumbent survey. The 

Specialty Task Board then developed 

new descriptions based on the identified skill level requirements. The 

chairmen from the Specialty Task 

Boards presented their findings and 

represented their specialty on the 

Common Warrant Officer Analysis 

Board. 

The Common Warrant Officer 

Analysis Board consisted of the 
following: a chairman; representatives from the Directorate of Training 

and Doctrine; proponency, National 

Guard, and USAR personnel; an 

education specialist; a training 

systems specialist: the chairman 

from each Specialty Task Board; 

and a facilitator. 

The Common Warrant Officer 

Analysis Board's work was divided 

into problem analysis, evaluation. 

and action planning. During the 

problem analysis phase, the board 

analyzed all data and input from the 

Specialty Task Board. In the evaluation phase, the problems were refined 

into specific findings and recommended actions were developed. The 

recommended actions were further 

refined and developed into an action 

plan. 

Based on the EWOS, the findings 

were identified and grouped under 

these functional areas: 

Role of the Engineer Warrant 

Officer. 

Commissioned officers do ndunderstand the role or proper utilization 

of warrant officers. 

Engineer warrant officers are 

uncorrectly used. 

Prerequisites. 

Requirements for appointment 

are too low. 

Appointment requirements are 

not enforced through field boarding 

action. 

There is no proponent technical 

certification prior to appointment. 

Certification is not required for 

USAR warrant officers before receiving a new MOS. 

The new EMPS is not providing 

diversified technical management 

skills. 

Field Boarding Actions. 

No guidance is being submitted to 

board by proponent. 

A warrant officer is not required 

to sit on appointment boards to 

ensure applicants are technically 

certified. 

Warrant Officer Education System. 

There is no specific training in 

"officer skills." 

There is no technical training 

available for MOSs 310A. 811A, 

821.4. 833A. and 841A. 

There is no proponent technical 

certification at entry level. 

Thre is no standardized or required 

training for either appointment 

or professional development/promotion. 

Utilization. 

There is no correlation between 

professional development and assignments. 

Warrant officer assignments are 

not identified by experience level 

nor grade. 

Additional Specialty Identifier 

management is not controlled. 

MOS Overload. 

Utilities Operation and Maintenance (MOS 310A) has too many 

diversified feeder MOSs. 

MOSS 310A and 621A have diversified assignment utilization. 

MOS 310A and 621A overlap 

technical responsibilities. 

Civilian Education. 

More technical training is required 

to support force modernization. 

There are no fully funded college 

nor other higher education programs for warrant officers. 

On September 30,1983,the findings 

and recommendations of the EWOS 

were briefed to Engineer School 

commandant. Based on the unique 

problems identified by the EWOS, 

the commandant approved the recommendations listed below for 

further staff work. 

Establish blocks of instruction 

in the Engineer Officer Basic 

and Advanced Courses on how 

to best use Engineer warrant 

officers. 

Establish better preappointment 

requirements. 

Preappointment requirements 

should be increased to require. as 

a minimum, graduation from the 

Primary Technical Course or 

Basic Technical Course (whichever 

is available) for each enlisted 

feeder MOS. 

Develop better local appointment 

board procedures, which includes 

proponent involvement. 

Establish an Engineer Warrant 

Officer Education System. 

The education system should include entry level/candidate training; advanced level training; and 

senior level training. These professional development courses 

should be required for improved 

career progression. 

Establish Grading by School Qualification. 

Grading by school qualification 

will correlate professional development with assignment utilization 

by awarding a skill designation to 

the MOS code for each MOS 

based on school qualification. 

The skill designation will be 

coded in TOEITDA documents to 

provide better assignment utilization. 

Establish a new MOS-Special 

Purpose Engineer Equipment Repair Technician. 

The new MOS should eliminate 

the requirement for maintaining 

the extensive number of equipment 

systems now under MOS 310A 

and 621A. 

Consolidate Engineer warrant 

officers under one code structure. 

Using one code structure should 

eliminate proponency problems 

and consolidate all Engineer warrant officers under one Military 

Occupational Area-Engineer 

Support Operations. 

Establish additional Army Educational Review Board positions at 

major Army commands (MACOM). 

Additional positions should increase the number of warrant 

officer advanced degree positions 

to support technical requirements 

for force modernization. 

These proposals are being staffed 

and will be presented for approval to 

the Army staff agencies and MACOMs. 

If approved, implementation urill 

begin in fiscal year 1985. 

These proposals were the result of 

contributions and cooperation from 

the U.S. Army Engineer School, 

tenant activities, MACOMs, and 

staff agencies. The actions based on 

recommendations in the Engineer 

Warrant Officer Study will improve 

professional development of Engineer 

warrant officers and help them to 

better support the Engineer mission 

worldwide. 

Engineer Warrant Officer Study 

Team 

CPT Randy Brindle 

1LT Gary Ramos 

Mrs. Ann Walker 

CW4 William Cook 

CW3 William Smith 

CW2 Carl Burnett 
EUROPEAN RANGE 


MODERNIZATION 


Army Engineers Meeting The Challenge 

Compiled by 1LT Beverly Barnes 

The 18th Engineer Brigade. USA- special considerations. The European unions before civilian workers could 

REUR, and battalions from the 13Mh theater has arelatively short construc- enter the impact areas ruled out 

and 7th Engineer Brigades. USA- tion season-roughly seven months using civilian contractors. Engineer 

REUR, are undertaking the largest during which oncrete can be placed troops, however, could both clear 

troop construction project since World and heavy equipment can move. An their work areas and complete range 

War I1 at the Grafenwoehr and even greater challenge was the need construction tasks. The U.S. Army 

Wildflecken training areas in Ger- tocontinue combat readiness training. Europe commander-in-chief, theremany. When completed, the project As a result, range construction time fore, tasked the 18th Engineer Briunder Colonel (P)Charles E. Williams' had to be planned so that units on gade, the only theater level engineer 

command, will provide a modern. adjacent ranges could keep firing unit with combat heavy capabilities. 

extensive training complex for M1 during the project. The brigade consists of four combat 

Ahrams tank crews and for squads Completing the crucial project heavy engineer battalions. a topousing the M2/M3 Bradley fighting within theshort construction windows graphic battalion, and a battalionvehicle. available required an engineer task size civilian service support center of 

force of unparalleled size. The exten- engineer-skilled craftsmen. For the 

sive dud removal and certification range modernization project, the 

The Project. The Units process required by German labor brigade was augmented by two corps 

The introduction of the M1 Abrams 

main battle tank and the M2/M3 Contributing Writers 

fighting vehicle into the Army inven- LTC Melvin C. Lynch. 18th Engineer Brig 

tory required that training ranges be MAJ Richard C. Herrick, Brigade Mainte cer 

improved, so that their crews and MAJ Russel P. Baldwin. Operations Offict 

weapons systems could be adequately CPT (P) Thomas G. Sedelko, Brigade S4 Clfficer 

challenged. Fourteen ranges at the CPT David M. Patterson. Construction Ofl Bcer 

Grafenwoehr Training Area and the CPT Robert C. Steiger, Brigade Engineer ing Plans ;tnd Programs Wildflecken Training Area were Robert C. Steiger, Analysis Stafe 

identified as needing improvement at CPT Gary R. Clare. Brigade Er Plans and Programs Analysis a cost of $55.1million. 

From the beginning there were 

Staff 
combat engineer battalions and two 

combat support equipment (CSE) 

companies each year, for an annual 

strength of approximately 5,000engineer troops. 

In 1983, units participating were 

the 18th Bridgade's four heavy 

engineer combat battalions, the 79th. 

94th. 249th, and the 293rd; the 649th 

Engineer Battalion (Topographic) 

and the 670th Civilian Service Center. Attached to the brigade were the 

V Corps' 547th Engineer Combat 

Battalion and the 568th CSE Company, and the VII Corps' 237th 

Engineer Combat Battalion and 

535th CSE Company. Accomplishing 

the range improvements using troop 

construction saved millions of dollars 

compared to the cost of a civilian 

contract. 

Each range has "pop-up" vehicle 

and personnel targets, moving target 

systems with remote control target 

carriers, hull defilade firing positions 

along the Class 60 course roads, and 

concrete turnpads at road intersections. 

Other new items include electrical 

sensors that indicate the combat 

vehicle's location on the range, a new 

range tower with computerized control 

systems, a concrete motor park, a 

cantonment area with two to six 

billets and a dining facility, a target 

maintenance building, and a sewage 

treatment system with a leach field. 

This scope of work represents 170 

kilometers of roads, 75 buildings, 750 

culverts, 2,000 targets, and nearly 

300 kilometers of buried electrical 

cable (see Fiwre 1for project details). 

The task force faced special challenges in the construction area as well 

as in other areas. Also involved was 

managing vast amounts of materiel. 

and special equipment, providing 

equipment maintenance, operator 

training, and provisions for support 

personnel for the soldiers many miles 

from their home stations. 

Construction 

The chief challenge of the project 

was to construct all facilities according to design and with acceptable 

construction techniques. To accomplish this, a multi-level quality control 

system was used so that each step of 

every task was checked three times. 

The most important and effective 

quality control occurred within the 

platoon at the builder level. Strict 

quality control measures were stressed 

at daily battalion meetings and at 

weekly task force conferences. The 

battalion operations section consisted 

of a construction officer or civil 

engineer and an experienced senior 

NCO, with a construction supervisor 

MOS (51H). They conducted daily 

inspections to make sure that keeping 

up the construction pace was not 

emphasized above quality control. 

The final quality control level was 

within the construction element of the 

task force operations section. The 

element included two officers; six 

construction supervisor E7s: construction inspectors: ten surveyors: 

and two materiel quality specialists. 

At this level, quality control was 

given a higher priority than project 

construction management. 

The project quality control effort 

required two sources for reference 

and standards. The first was the 

design and specifications for each 

facility constructed. Prepared by a 

civilian architectural firm, these plans 

were significantly different from 

those encountered in the United 

States, since they were based upon 

German construction codes, called 

"DINS." 

The second reference was a quality 

An M1 Abrams tank rolls 7cp to battle position 1 at Grafenwochr's Ranye 99. 

ENGINEEWSpring 1984 
RANGE MODERNIZATION 


control annex to the range improvement operations order. This clarified 

key points, explained certain tests, 

and helped to tighten construction 

standards. Published early in the 

project planning stage, it ensured 

that planners understood critical 

standards, and it allowed the battalions to conduct training on construction standards during the winter. 

A thorough knowledge of both this 

document and of the project design 

and specifications was the key to 

effective quality control. 

The 1983 range improvement upgrade project at Grafenwoehr and 

Wildflecken included a great deal of 

major construction effort not part of 

the 1982program4atacable installation. 

The task force installed low voltage 

and data cable to each target on all 

the ranges. The power cables required 

less maintenance because they eliminated batteries. The data cables 

allowed the Programmable Control 

Unit (PCU)to communicate instantly 

with each target, to activate thermal 

signature and gunfire simulator devices, and to report target operational 

status. On three of the five ranges, 

where more than one vehicle could 

fire simultaneously or where the 

firing vehicles were out of sight of the 

control tower personnel, a vehicle 

sensor system was installed. The 

system identified vehicle locations to 

the PCU. This allowed for target 

exposure control, ensuring that fire 

was always within the range safety 

fan, and that vehicles were not 

accidentally fired upon by other 

vehicles. The task force installed 261 

of these road sensors, using hardware 

developed for normal traffic sensors. 

During the fivemonth cable installation project, the task force dug over 

54 kilometers of trenches and installed 

over 155 kilometers of high-voltage, 

low-voltage, and data cable. 

Command and Control 

Command and control for this 

huge construction operation presented special challenges to the 

brigade commander and his staff. 

Besides being the 18th Engineer 

Brigade and task force commander, 

he was also the Karlsrule community commander. Battalion commanders shared similar problems 

with managing unit operations and 

still meeting community responsibilities at their home stations. 

The management scheme established the deputy brigade commander as the rear detachment commander in Karlsrule for the 18th Engineer Brigade. In addition, a lieutenant 

colonel became the deputy community 

commander and handled the community responsibilities. 

At Wildflecken, a field grade 

officer was assigned as range project 

manager and reported directly to 

the brigade commander. The brigade's S3 became the deputy task 

force commander and managed the 

construction projects of the six 

battalions at Grafenwoehr and Wildflecken. A communications network 

gave daily contact between the task 

force commander and key personnel. 

To further improve command and 

control, the task force was provided 

fixed and rotary wing aircraft. 

An unusual command and control 

situation for task force operations 

was dealing with the corps reinforcement battalions supporting the project. During the winter, teain-building 

workshops and open-forum conferences were used to create a cohesive 

team for accomplishing the summer 

construction activities. Each of the 

attached units became working members of the task force and cooperative 

team members in the complex construction effort. After construction 

began, the commanders continued 

weekly meetin@ to discuss progress 

and problems. 

Because of the large interest in the 

project, a joint visitors' bureau 

(JVB) was established to coordinate 

official visits with the units, the 7th 

Army Training Center, and the 

training areas. The four-member 

team handled itineraries, arranged 

transportation, and secured special 

clothing (hard hats, wet-weather 

gear, etc.). The JVB also compiled 

the project history and kept an 

extensive photographic file. 

Helmets,flackjnrkrts nrzd ground guides were stnndurd so.fc'tg measlcres zchpn hr~nkirzggruxad down range. 

26 ENGINEEWSpring 1984 
A J'rrll t.ic2!c. qfthf !,)I rultye (~7.~0 ~Ro 

Logistics 

Supporting logistical operations 

matched the large scale of the 

project in every respect. Facilities 

for the task force included over 100 

barracks. 20 dining facilities, and 15 

acres of motor parks with 11 maintenance buildings. A second set of 

barracks furniture was required for 

each task force member. Property 

disposal offices throughout Europe 

were screened for beds, mattresses. 

and metal wall lockers. Resources 

were collected from as far away as 

England, saving a considerable 

amount of tax money. 

Food service operations continued 

at six range construction sites, as 

well as at six troop billeting locations. At each site. lunch and dinner 

meals included mobile kitchen 

trailers, and elaborate feeding tents 

and picnic tables. 

A task force field medical facility 

was established in a converted mess 

hall and staffed by the Nurenburg 

Medical Department Activity (MEDDAC). Task force soldiers were 

treated quickly, properly and returned to duty as soon as possible. 

While using the facility avoided 

overbooking the GTA dispensary. 

the Wildflecken medical facility 

provided services for the battalion 

working at WTA. 

Transportation was a key aspect of 

the range improvement project. Commercial buses were contracted each 

weekend and transported the task 

force to and from their home stations. 

Additionally, 18German buses were 

used to transport workers to and 

from the ranges each day, adistance 

of 20 miles. Twenty-nine leased. 

nontactical vehicles provided an 

additional administrative transportation asset around both range areas. 

Clearing the ranges of unexploded 

ordnance, plus handling over 23 tons 

of demolition materials, required the 

support of the 10th Combat Engineer 

Battalion and of an explosive ordnance demolitions team. 

To supplement the task force's 

assigned equipment, 315 items of 

USAREUR theater reserve equipment. valued at $750 thousand, were 

released on loan. These items, ranging from vehicle radios to five-cubic 

yard scoop loaders, were issued by 

reserve storage activities from places 

as far away as Belgium and were 

transported to Grafenwoehr and 

Wildflecken by the units to which 

the equipment was assigned. 

The task force used over 25.000 

gallonsof fuel each week. To alleviate 

a large part of the transportation 

burden on the organic fuel tankers, 

the 7th Support Group provided fuel 

delivery service directly to each 

range. Rotating through 13th Supply 

and Service Battalion companies, 

five 5,000-gallon tankers were available at Grafenwoehr and Wildflecken. 

Maintenance 

Unique to the maintenance support 

system for the Grafenwoehr improvement program were direct support 

maintenance detachments. Traditionally, direct support maintenance 

is provided under an area support 

concept, but the task force operated 

in an area that could not provide the 

service. Therefore. USAREUR tasked 

the VII Corps to provide direct 

maintenance support of Grafenwoehr 

and tasked the V Corps to provide 

similar support at Wildflecken. 

At Grafenwoehr, a 7Gperson maintenance detachment established their 

shop with a cadre from the 71st 

Maintenance Battalion. Maintenance 

platoons were drawn from all of the 

battalions of the 7th Support Group 

on a two month, rotating basis. The 

direct support detachment at Wildflecken consisted of 15 personnel 

who developed a memorandum of 

agreement with the 94th Engineer 

Battalion. 

Class IX repair parts for the 

organizational and direct support 
RANGE MODERNIZATION 


COL (P)Charles E. Williams leads the monthly brigade run. 

maintenance operations came from 

the local Grafenwoehr supply support activity (SSA). With a direct 

line back to the United States, the 

SSA was able to shorten the shipping 

time for parts, which benefited the 

unit's percent zero balance. 

Because equipment use during the 

construction project resembled wartime use and because there was a 

responsible repair parts system, the 

resulting Class IX data presented a 

perfect opportunity for other studies. 

All requisitions submitted were 

given a special project code and at 

the end of the first year of construction the data was used to support the 

General Support Supply Base for 

USAREUR engineer equipment. 

During work at Grafenwoehr in 

1983, the 249th Engineer Battalion, 

together with a Department of the 

Army team, collected sample datato 

develop a combat prescribed load 

list for heavy engineer battalions. 

Results of the study should be 

available in 1984. 

Though well supported with maintenance and repair parts, the task 

force's organic equipment was not 

entirely suited to meet the strict 

project construction standards. As a 

result, some civilian construction 

equipment loaned to the task force 

was purchased off-the-shelf through 

competitive bidding sponsored by 

the European Distribution and Accounting Agency of the Military 

Committee, London (EVDAC). The 

purchased equipment worked well 

and included gradealls, special entrenchers, and rollers. Operators 

were trained to use the equipment, 

but there were problems because of 

too few mechanics needed to maintain the additional equipment, and 

from the inability to requisition 

repair parts through the supply 

system. 

A maintenance contract with civilian firms was let with the task 

force maintenance officer as the 

cargo outturn report (COR). Civilian 

contractors were reminded of their 

important role in the project, and 

challenged to develop a sense of 

urgency. This succeeded with varying degrees. The repairmen took 

immense pride in their work and 

proved quite reliable, but they became frustrated when repair parts 

were not readily available. The 

training value of this arrangement 

was that wartime host nation support 

would parallel this use of off-theshelf equipment and civilian repair 

work. 

Fiscal Management 

The multimillion dollar project 

presented a fund management challenge within the 18th Engineer 

Brigade. The project combined many 

platoon-sized tasks at each range. 

Major Construction Army (MCA) 

funds were provided to finance one 

or more ranges. Fund management 

was done by givingeach construction 

battalion a limit for TDY and 

equipment expenditures. Those 

amounts were further broken down 

into project spending ceilings. These 

limitations were based on the battalion's estimate of the work required, coupled with an experience 

factor applied by the brigade's 

engineer plans section. 

A joint project between the task 

force and the U.S. Army Construction Engineering Research Lab 

(CERL) was a microcomputer research project. This assisted in 

tracking both the construction and 

the funding status. A weekly progress report (WPR) documented 

TDY status and equipment hours 

charged to the project. The WPR 

also reflected the man-hours worked 

on each . 

~roiect . subtask. A current

status of funds earned, funds remaining and of percentage of construction completed was computed 

for each battalion. 

With this data, the brigade resource management office also coordinated reports to European Division 

and USAREUR central finance and 

accounting offices for two fiscal 

years. The problem would have been 

simpler had MCA funds been involved, but Operation Maintenance, 

Army (OMA) mission funds were 

required to support related indirect 

project construction costs. Therefore, 

costs had to be identified as either 

direct or indirect. Those costs charged 

to the indirect share had to be 

allocated to the proper fiscal year, 

since OMA funds were used as a 

carrier fund to be reimbursed from 

MCA. Improperly allocating indirect 

costs would have been either an 

overstatement or understatement of 

other OMA costs in one fiscal year, 

and the reverse in the ensuing fiscal 

year. Active fiscal management procedures were initiated to solve these 

problems. 

Training 

The range improvement program 

proved to be a perfect scenario for 

cross-training soldiers in various 

engineer skills because conditions 

closely compared to those experienced in wartime. During project 

mobilization and demobilization, 
over 2.000 pieces of equipment were 

moved to and from the construction 

sites. Heavy construction equipment 

was moved by train with the operators in accompanying carrier cars; 

lighter vehicles were driven from 

home stations. This movement offered excellent practice for wartime 

deployment. 

During the project, commanders 

and staffs were consistently taxed to 

plan missions and to task leaders to 

execute those plans. In essence, tne 

battalions and brigade staff conducted a seven-month Army Training 

Evaluation Program (ARTEP). The 

need to rotate troops to different 

tasks made it possible to cross-train 

equipment operators. Furthermore, 

the units conducted common skills 

training and testing, weapons qualification training, and PT testing 

during their busy schedules. In 

addition, the compressed construction period and 12 to 15 hour 

workdays provided the opportunity 

to work under pressure similar to 

that of combat. 

Personnel 

Personnel managers faced problems caused by family separation 

and additional TDY costs. They 

tried to minimize these problems 

with various programs and special 

opportunities. 

A morale support program was 

established which included softball, 

flag football, golf, and Uowling. Also, 

an organization day for all units 

provide a welcome break for the task 

force. The events included all the 

customary competitions events and a 

complete barbeque meal. 

Religious services were held on 

weekends, and the brigade chaplain 

was available regularly for counseling. He also organized local area 

trips, including visits to the Dachau 

concentration camp outside Munich 

and Flossenburg, and trips to the 

border zone. 

Both Grafenwoehr and Wildflecken Training Areas granted permanent party status to task force 

soldiers, allowing them use of the 

Class VI stores, post laundries, and 

check cashing privileges not afforded 

to training troops. To better give 

soldiers access to post facilities, a 

7 

RANGE IMPROVEMENT PROGRAM SUMMARY 

TOTAL 

MCA Costs (NL ...., $55.11 

Construction 

Gravel roads 44.7KM 63.1KM 7.3KM 166.1KM 

(Class 30 & 

Gravel hards tand

Concrete 

Roads, tan1 [parks

&walkways 

Culverts 

Defilade fi~ 'ing

positions 

Turnpads, i 

pads 

Buildings 

Soule (aver age size 59 

40' x 60') 

Range towe 14 

Sewage systems J 1" 

Target systems 

Moving targets 4.058M 700M 1 

Vehicle target pits 115 25 

Personnel 1target pits JJI 476 ~OL 120 t.au~ 

Data cable t renching 32.75KM 48.40KM 48.21KM 12.00KM 141.36KM 

n*"A 
-A"--. RY~UJCIIJY~ S 0 

Chain link fence 

special bus ran daily from 8 a.m. to 

10 p.m. from each unit's area to the 

main post. 

To support the soldier it was 

necessary to maintain personnel and 

finance sections at his home station 

to interface with military personnel 

offices (MILPO) and finance offices. 

Processing TDY orders and travel 

vouchers, and handling mail and 

distribution increased the amount of 

work performed by an already 

geographically separated work force. 

Furthermore, these sections coordinated personnel in and out-processing 

and handled limited medical and 

finance appointments with supporting community units spread across a 

minimum of 200 miles. 

Summary 

The challenges presented by the 

range improvement project have 

been varied and significant. But 

with skill and determination, the 

259 682 0 941 

705KM 655KM 1.000M 2.206M 

task force faced each problem and 

found a solution. Finding new ways 

of solving old problems and implementing new technology has always 

been the pride of Army Engineers 

worldwide. The new ranges at the 

Grafenwoehr and Wildflecken Training Areas will stand as a monument 

of the peacetime contribution of 

Corps of Engineers troops in preserving that peace. 

1LT Beverly Barnes is assigned to 

649th Engineer Bn. (TOPO). She toas 

attached to the 18th Engineer Bde. as 

the uisitors' bureau oificer during the 

1989range impronement project. ILT 

Barnes has a baehelork degrec in 

park management from Texas A & M 

Uniziersity and an associate's degree 

in water and wastewater technologu 

from New Mexico State Unioersity. 

She has wmyleted the Engineer 

Officer Basic and the Mapping, 

Charting, and Geodesy Officers' 

Course. 
RANGE MODERNIZATION 


by LTC Lawrence L. Izzo 

"G.raf '82" was the first

installment of the four-year 

plan to modernize USAREUR's training ranges and was concerned wholely with the Grafenwoehr (Germany) 

Training Area. The six ranges constructed were designed to challenge 

the crews of the MI Abrams tank 

and carried a cost of $15 million. 

The scope of Graf '82 presented a 

monumental challenge. More than 

30 miles of gravel roads for tank 

firing courses and target servicing. 

17 moving target systems totaling 

more than 14,500 feet, 549 concrete 

target pits, and 44 concrete firing 

positions were constructed. 

Seventeen billets, four diningfacilities and five range control towers 

were also built, along with five 

target maintenance buildings so 

targets could be maintained without 

removing them from the range. 

All buildings included heat and 

electricity. and three included a 

complete sewage system with septic 

tanks and a leach field. Five 25.000 

square feet concrete motor parks 

were built for tracked vehicles, plus 

ninegavel parking areas for wheeled 

vehicles. In support of these facilities, 13,000 feet of fencing, 1,600feet 

of concrete roads, and more than 200 

culverts with concrete head walls 

were installed. To provide power to 

the target systems, over 20 miles of 

power cable were buried. Troops did 

all the trenching and a civilian firm 

laid the cable and did the splicing 

and continuity checks. 

To support the construction effort. 

the 18th Brigade assumed responsibility for all material handling 

operations. Task force operations 

personnel were responsible for receiving, accounting for, and issuing 

over 1.000 line items of construction 

materials to 60 different platoon 

leaders. They managed the programming and delivery of over 

450,000 tons of crushed rock (in 

seven different commodities) and 

over 15.000 cubic meters of readymix concrete. Material operations 

personnel tracked procurement and 

delivery on nearly 300 separate 

contracts during the project and 

directly coordinated with numerous 

German civilian firms to ensure 

timely deliveries. 

Another major challenge was the 

requirement to clear the downrange 

portion of the training ranges of all 

dangerous ordnance before construction began. Over a six-week period. 

the 16th Engineer Battalion (Combat) 

surface swept all ranges and located 

about 10.000 items. Over 3,000 of 

these were too dangerous to move 

and were blown in place. The areas 

where construction cuts were planned 

had to be earth shocked with demolitions to explode any sensitive ordnance hidden underground. The 

entire operation required over 50 

tons of demolitions and was carried 

out on a tight time schedule. 

The engineer troop task force 

assembled for Graf '82 mnsisted of 

seven engineer battalions. The two 

combat engineer battalions, one each 

from V and VII Corps, were the 

317th ofthe 130th Engineer Brigade 

and the 82nd of the 7th Engineer 

Brigade. Each battalion was reinforced with a combat support equipment company. 

The direct support maintenance 

GRAF'82 


TASK FORCE ORGANIZATION 


element was pieced together from 

maintenance units throughout Germany. Elementsof the 18th Engineer 

Brigade's German civilian labor 

force. the 6970th Civilian Suooort .. Center. were also attached to install 

heating and electrical lines and to 

build control towers. Surveyors from 

the 18th Brigade's 649th Engineer 

Battalion (Topographic) reinforced 

the combat battalion's organic construction surveyors and rounded out 

the task force. 

The 18th Engineer Brigade's 

management of the project was 

highly commendable. All six ranges 

were completed on time. The troop 

portion of the project was completed 

for approximately $400,000 under 

the estimated and budgeted cost. All 

six ranges were turned over to the 

Military Committeeof the European 

Distribution and Accounting Agency 

(in London) without construction 

deficiencies. 

After the project, the 18th Engineer Brigade continued to provide 

responsive support to the customer, 

the 7th Army Training Command. 

by making warranty-type construction corrections. The task force 

accomplishments during Graf '82 

started the significant role engineers 

are playing in helping to improve 

the readiness of the Army in Europe. 

LTC Larry Zzta uas thc operations 

oJficer.for th? 18th Engineer RI-igadp 

during Gra.f '82. He now eomntn.nds 

the 307th Enginerr Bn. (Airborne). 

sand Airborne Dic.. Ft. Bragg. N.C. 

A U.S. Militnr!, Acade>rry gradunf~'. 

he has eoinpleted airborne and rangrr 

training, thc Command ant1 Cdnrral 

StaflCollege, ha.? a masf~ri degree in 

nuclear enginearingfrom thr Massachlcsefts Inslit~te of Technology arrd 

an M.B.A. ,from Long Tsland Uni-

~.ersity.He is a registered professional engineer in Virginia and 

nerved on the physics department 

facultg ofthe U.S. Militar~jAcademy. 

'OPCON For Range Clearance 
Among the many problems 

encountered by the planners of 

the range improvement program at 

Grafenwoehr, Germany, was how to 

request, to store and to issue 

materials. 

Needed for the huge construction 

project were over 900 different 

construction materials valued at 

over $6 million. Besides nuts and 

bolts, other required items were 

fluorescent lights and culvert pipes, 

junction boxes and copper tubing, 

circulating pumps and shut-off 

valves, manhole covers and fence 

poles, 24 Soule building kits, 16,000 

cubic meters of concrete, 127 kilometers of electric cable, 62,000 

bricks, and 376,000 tons of sand and 

gravel. 

Also required were 12 gradealls. 

24 vibratory rollers, 60 plate compactors, 61 circular saws, and 3.500 

&millimeter drill bits, not to mention 

the hundreds of other types of tools 

and materials. 

But how could afacilities engineer 

office handle this materials burden? 

Who was going to take care of 

receiving, issuing, and storing materials in such vast quantities? 

In an agreement with the Directorate of Engineering and Housing 

(DEH) at Grafenwoehr, the 18th 

Engineer Brigade established a 

special team as the agent for the 

DEH in handling all material actions. 

Contrary to normal practice, the 

construction units assumed the responsibility and established a system 

for receiving. storing, issuing, and 

accounting for the program's construction materials and tools. 

Originally. the material operations 

team consisted of nine U.S. military 

personnel and ten civilian support 

group personnel, but increased to a 

final strength of 24. They operated a 

central handling and storage facility 

in an old German mess hall that was 

converted into an office and warehouse. Instead of counting potatoes 

and writing menus in the cook's 

office. they counted cubic meters of 

concrete and wrote weekly rock 

status reports. 

In the dining room, plumbing 

fittings, electrical fixtures, and cans 

of ~aintwere "served" on written 

by CPT Thomas R;I. Berger 

request with 24 hours advance 

notice. In the old scullery where the 

master file was located. all receipts 

and issues for every type of material 

was recorded on a stockage level 

card and a running balance was 

kept. In cold storage were rakes. 

screwguns, slump tests, and other 

assorted items. Personnel authorized 

to receive equipment had cards and 

signed hand receipts for what the13 

received. Every attempt was made 

to distribute the tools equally among 

the units. 

In one motor park turned storage 

yard, no mechanics were seen, but 

instead there were people stacking 

lumber, counting conduit, and issuing 

reinforcing steel. In the other storage 

area (an old ammunition yard), steel 

forms were moved by forklift to 

accommodate landscape dozers and 

entrenching machines for the winter. 

All equipment was inspected and 

serviced before being secured for the 

season. 

In the construction areas, the 

project officers conveyed material 

shortage notifications and special 

needs to the material operations OIC 

and NCOIC. The material coordinator worked closely with the Army 

Contracting Agency and civilian 

firms to ensure that needed items 

usere delivered on time to prevent 

construction delays. The procurement NCO also purchased various 

supply items from local stores with 

imprest funds. 

Meeting the immense material 

requirements of the range improvement program stands as an example 

of what can be successfully done 

when a difficult mission is tackled 

with good planning and team effort. 

CPT Thoms M. Berger sewed 

uith the 79th Engineer Bn. (CBTI 

(HVY) a?td was th,e task .force nlaterials offieer for the 1989 project. He 

has a bachelor's degree i?t elzetrical 

engineering from Lafayde College 

and i.7 a graduate of thr Enginerr 

Ojficrr Basic Course and the airborne 

and ranger schools, CPTBerger isnmr: 

attrnding the Engineer Qficer Adz:anced Course. 

m~n~ineer Problem 

r 

Bridge Design Problem: 

P 

(Reference: TM 5-312.Chapter 6. or FM 


5-34. Chapter 7) 


You are designing a semipermanent nonstandard fixed bridge. This two- 


lane bridge is to have a design class of 100. The stringer spacing will be 


5'0 and the available deck material is 4 x 12 and 3" x 10. 


QUESTION: Select the best deck design from the following: 

a. Laminated: 75 percent using 3 x 10 material. 

b. Laminated: 66 2/3 percent using 4 x 12" material. 


c Planked: 2 layers of 4 x 12 material nailed firmly together. 


d. Planked: 3 layers of 3 x 10 material nailed firmly together. 
Improving your Be explicit. Do not write a standard 

likeUall tools will bemarked." Write 

standards like "metal hand tools 

Platoon from kits will be etched with 'US 

and a code number showing to which 

kit and platoon the tool belongs" or 

"wooden-handled tools from vehicles 

will be stenciled in OD paint with 

The pressures may be intense 

for a platoon leader during his 

or her first major inspection. If the 

inspection (such as an Annual 

General Inspection) is announced, it 

looms in the distancelikean awesome 

storm cloud. As the inspection date 

approaches, the first sprinkles of 

command guidance lead to early 

preinspections. During the final 

month, reports from units already 

inspected buffet the platoon leader 

like giant hailstones. 

Unfortunately, careless handling 

of inspections frequently negates 

their usefulness as a fair measure of 

performance. Soldiers being carelessly inspected are unsure of exactly 

what is required. No time is allotted 

for inspection preparation. Those 

inspected receive no feedback. Standards are often unrealistically high. . -

However, inspections are your 

most valuable tool as aplatoon leader 

for gauging the chain-of-command's 

efficiency. The following steps will 

ensure that your inspections are fair 

and, therefore, will guarantee that 

your inspections are effective. 

STEP 1: 


Assemble Existing Standards 


Assemble the training manuals, 

field manuals, schedule of components and battalion or company 

SOPs pertaining to the areas you 

wish to inspect. Read and thoroughly 

understand these references. You 

also should study the resultsof major 

inspections pertaining to your areas 

of interest. 

After reading the pertinent references, talk to your company commander, first sergeant, or other 

By MAJ Jonathan A. Jacobsen 

a n d M A J Jefferson J. Irvin 

experts. If you are planning a 

maintenance inspection, talk to the 

motor sergeant. Find out what 

standards they require. Have the 

experts demonstrate hour they would 

conduct the inspection, particularly 

regarding organization and layout. 

Ask the experts for specific deficiencies which occur repeatedly in 

your areas of interest and write 

them down. 

STEP 2: 


Evaluate Existing Standards 


Once vou have assembled the 

published standards and those required by your chain-of-command. 

put the standards through the following tests. Review the standards 

first by yourself, then with the 

ulatoon sergeant - and squad leaders 

who will ultimately have to enforce 

the standards. Ask yourself the 

following questions: 

Are the standards necessary? 

Be sure the standards fit the mission. 

For instance, painting pioneer tools 

is an excessive standard. If astandard 

seems unreasonable, discuss it with 

your commander. 

Are the standards high enough? 

Frequently the standards listed in 

SOPs or given by commanders are 

vague outlines defining a minimum 

performance level. For instance, 

"clean the tools" does not specifically 

address the sharpening, oiling, and 

cleaning required for good tool 

maintenance. 

Are the standards clear and 

coneise? When you inspect your 

soldiers, you do not want the standards to be debatable or subject to 

differing interpretations. Quantify. 

'US' and the vehicle's bumber numMake your inspection efficient by 

issuing a list of all standards you can 

check during your inspection. This 

question is critical when the inspection is formal and requires extensive 

troop ~~ preparation. Do not have your ~ 

soldiers lay out their TA50 one day 

so you can check the gear for 

accountability, and again two weeks 

later so you can check the same gear 

for serviceability. 

Check all pertinent items in a 

layout at the same time. If this is not 

physically possible, plan to multiply 

the number of inspectors (you and 

the platoon sergeant checking different areas) before you multiply the 

number of inspections. 

Do not finalize your standards 

without first consulting your NCOs, 

particularly your platoon sergeant. 

The NCOs should evaluate each 

standard, just as you did. Resolve 

any differences. Frequently the result 

is a group effort. Then, double check 

your final standards with your 

commander, and alter them according 

to his guidance. 

STEP 3: 

Plan The Inspection 

Your standards now agree with 

published technical manuals, field 

manuals, your chain-of-command. 

and the four questions in Step 2. 

Next, determine how you are going 

to perform the inspection. 

Will your inspection be announced? If the squad leaders and 

soldiers are being inspected on 

routine standards, unannounced 

inspections are appropriate. If the 

standards are new or in areas 

previously ignored or glossed over, 

start with announced inspections 

until the basic standards are reached 

and familiar. 

What is the most efficient inspection method? Give instructions 

to your squad leaders for the inspection which include provisions for: 
The Inspection Process 


Step 1 I ASSEMBLE EXISTING STANDARDS I 

Step 2 EVALUATE EXISTING STANDARDS 

SUPPLEMENT AND REVISE STANDARDS 

ADEQUATE? THE EXISTING STANDARDS 

Step 3 	 PLAN THE INSPECTION 

Step 4 ISSUE THE PREINSPECTION ORDER 

Step 5 PREPARE FOR THE INSPECTION 

Step 6 CONDUCT THE INSPECTION 

COUNSEL 


PLATOON SERGEANT 


AND SQUAD 


LEADERS 


PLATOON 

PERFORMANCE ISSUE 

ACCEPTABLE RESULTS 

Step 8 PLAN REINSPECTION OF DEFICIENCIES 

Step 9 	 CT THE R 

1 
I

Step 10 I TAKE APPROPRIATE ACTION 	 I

I 

CONSULT 

COMMANDER 

2 

Step 11 WRITE SOP 

AND MAINTAIN STANDARDS 
Consolidating to one location geographically separated items. 

Using layouts based on some 

logical configuration. Have items 

laid out in the order listed in the 

reference you are using as an 

inspection guide. For instance, 

tools from kits should be laid out 

in the order listed in the supply 

catalog and on kit inventories. A 

printed drawing of a standardized TA50 layout usually works 

best. 

Having items to be chded for 

serviceability ready and near 

areas where they can be checked. 

For example. power tools with 

their cords unwound should be 

located near outlets. 

Having items such as rifles already disassembled and ready for 

inspection. 

Will your inspection require 

staggering inspected units? With 

an expert, practice inspecting a 

sample unit (truck. TA50layout, tool 

box). Time your dry run. Determine 

if the projected time to inspect the 

platoon seems excessive. (This is a 

judgment call. You don't want troops 

waiting around for hours for an 

inspection.) 

You may either split the standards 

to be inspected between several 

inspectors (you,your platoon sergeant, 

or an expert such as the motor 

sergeant or supply sergeant) or plan 

to stagger your inspection of squads 

at different times or on different 

days. 

How long do your squad leaders 

need to prepare for your inspection? Determine what blocks of 

time they require on the training 

schedule to bring their squads up to 

standard. These requirements include time for soldier preparation 

and for both inspection and reinspection by squad leaders. The best 

source for this information is your 

squad leaders. 

Once you determine the preparation time necessary, go to your 

commander and negotiate for time 

on the training schedule, including 

time for your own inspection and reinspection. Ensure the time blocks 

you receive do not coincide with 

major troop diversions such as support details for community or battalion classes. 

Does inspection preparation 

require materials or tools that are 

hard to get or unazailable? Check 

with your NCOs. Do they have the 

paint, the pourer tools, or the maintenance equipment needed to do the 

job? Find out where to get the 

materials and include in your inspection order instructions how to obtain 

missing items. 

Are all references available to 

squad leaders to make tke standards explicitly clear? Make copies 

of your assembled standards from 

Step 2. To make a complicated 

operation more clear, provide a 

sample inspectionllayout at the time 

you give your inspection instructions. 

All the planning in Step 3 must be 

done with your platoon sergeant and 

squad leaders. Use their expertise. 

STEP 4: 

Issue the Preinspection Order 

The preinspection order issued to 

your NCOs should include the following information: 

Specific standards to be achieved 

(especially regarding the recurring deficiencies which the experts 

that you consulted said were 

common). Use a handout, so 

nothing is "lost in translation." 

The dates and times the squad 

leaders will have to prepare, 

inspect, and to reinspect their 

approval and should be kept to an 

absolute minimum on inspection 

day. 

Point out that you expect to be told 

well before the inspection if there is 

any problem meeting the announced 

schedule. 

STEP 5: 

Prepare For The Inspection 

Ensure that your squad leaders 

receive the preparation time allotted 

in your order. If the time is stolen for 

other priorities, delay your inspection. 

Stay out of the squad areas during 

squad inspections, unless a squad 

leader requests your personal guidance. If your order was explicit and 

detailed. you are not needed during 

preparation. In fact, you are impinging on the NCO's job if you 

meddle. 

Prior to actually conducting the 

inspection, prepare yourself. Make 

up an easy-to-follow tabulation of 

standards and items to be checked. 

You may not have time to inspect all 

standards so pick representative 

samples. The tabulation must provide 

a ready reference of what was 

checked and how it met standards 

(or who was not inspected at all) and 

what deficiencies require reinspection. For this reason, tabulate by 

name or vehicle bumper number, 

not by room, squad, or type of .. . 

soldiers. vehlcle. 

The date and time of your inspec- Explain the tabulation to a retion, if the inspection is an- corder, one of your best troops who is 

nounced. literate. (Your platoon sergeant is 

better employed helping you to 

The date after which the squads inspect and control squad leaders 

will be exDected be ready for rather than being your recorder.) inspection, if the inspection is un- Rehearse using the tabulation with announced. your recorder. If your inspection Schedulinginstructions if inspec- record is garbled, you will have 

tions are staggered. wasted considerable effort. 

Layout instruction. Do not maintain the record vonrInstructions for obtaining materials used to prepare for the 

inspection. 

A sample walk-through inspection 

explaining standards. 

.A simple statement that squad 

leaders' performance ratings are 

affected by their performance at 

your inspection. 

A simple statement that all routine 

business (such as medical appointments or passes) will be routed 

through the platoon sergeant for 

self. Your writing distracts those 

you are inspecting and unnecessarily 

prolongs the inspection. 

Review the standards and rehearse 

the inspection yourself until you can 

conduct the inspection as a ritual. 

Where the list is long, keep a note 

card of the standards to ensure you 

cover all those on the tabulation. 

STEP 6: 

Conduct The Inspection 

As you start inspecting each squad. 
quickly determine whether your 

preinspection order was followed. If 

standards are ignored wholesale, if 

preinspection instructions were not 

followed, or if layouts are improper 

and show negligence, stop the inspection and proceed to the next squad. 

Counsel the offending squad leader 

privately, not in front of his troops. 

Point out that he was told exactly 

what to do, given time to do it, and 

failed to perform. If the squad leader 

has had previous incidents of negligence or inefficiency, keep a written 

record of the counselling and take 

other action as necessary. 

Set a time for reinspection, without setting additional on-duty time 

for preparation. Set the reinspection 

itself for off-duty time only if the 

problem has its roots with the 

soldiers. If the problem is primarily 

centered on the squad leader, punishing the entire squad is counterproductive. If the entire platoon fails to 

follow instruction, counsel the platoon 

sergeant. Then reinspect the entire 

platoon later. 

Double-check recording of the 

deficiencies during this inspection. 

Again, garbled recording means you 

have wasted time. 

STEP 7: 

Issue Results/Counsel Squad 

Leaders 

Each squad leader should have 

written down your corrections. Nevertheless, you need to give feedback on 

the performance of each squad 

leader and of each squad. Give the 

squad leader a copy of the annotated 

deficiences. Counsel and take action 

as necessary. 

STEP 8: 

Plan Re-Inspection Of Deficiencies 

Many platoon leaders terminate 

their actions at this point, assuming 

that the corrections will be made. 

You must follow up on checking the 

deficiencies uncovered in the inspection. Delegation of this responsibility 

significantly weakens the inspection's impact and the perception of 

your interest in the standards. 

If the platoon is still well below the 

desired standard, return to Step 3 

and start the entire sequence over 

with a hard line on expected performance. If the platoon is beyond 

the major inspection cycle (only 

minor corrections were found in the 

last inspection), do the following: 

Double-check toensure the previous 

inspections included all personnel 

and equipment. Invariably the soldier 

performing special duties or in 

school is the soldier the chain-ofcommand ignores. This is probably 

the soldier with the substandard 

appearance. Equipment may have 

been missed because it was lent or at 

direct support maintenance. If men 

and equipment were missed in the 

previous inspections, ensure that 

they appear at the final inspection. 

Give an order for the reinspection 

of specific deficiencies which is as 

detailed as the one you gave for the 

comprehensive inspection. Consider 

adding the following to your instructions: 

Excusing those who have performed to standard from attending 

the reinspection. You may give 

them and the squad leader free 

time if the entire squad performed well. 

Making more explicit any standards which caused confusion 

during prior inspections. 

Shortening the time between 

inspections and reinspection. 

Discussing probable actions for 

failure to respond to correction. 

STEP 9: 

Conduct The Re-Inspection 

Conduct the re-inspection in the 

same organized manner as the 

inspection itself. However, this time 

you will be inspecting with the 

previous inspection results in hand 

instead of the earlier tabulations of 

standards. Check off the deficiencies 

that have been corrected. 

STEP 10: 

Take Appropriate Action 

If any of the previously noted 

deficiencies were not corrected, take 

strong action. Such action can vary 

widely: consult your commander for 

advice and guidance. 

Reward those who achieved standards without undue prodding. Again. 

discuss rewards with your commander. 

STEP 11: 

Write An SOP 

Now that your platoon is at the 

desired standard, do not assume that 

level will be maintained without 

continued effort. Write an SOP to 

prevent backsliding. The SOP should 

include: 

The listing of standards from 

Step 2. 

A regular sequence of unannounced inspections by the 

chain-of-command ("the platoon 

leader will inspect at least once a 

month. .."). 

A record of the platoon's performance to determine platoon 

rewards and punishments and to 

track platoon progress. 

After the initial flurry of inspections when a new leader takes over. 

the platoon should he at standard 

and performing according to SOP in 

the following areas: 

Vehicle maintenance. 

Tool/tool kit maintenance and 

acwuntability. 

Personal appearance. 

Room appearance. 

TA50 maintenance and accountability. 

Weapon maintenance. 

NBC protective equipment maintenance. 

Communications/STANO equipment maintenance and accountability. 

This list is obviously incomplete. 

Solicit additional areas of concern 

from your commander. 

MAJ Jonathan A. Jacobsen is an 

assistant professor in the Department 

of Engineering. U.S. Militarv Academy. He was a platoon leader in the 

79thEngineer Bn. (CBU, USAREUR; 

a company commander in the 307th 

Engineer Bn. (ABNj,Ft. Bragg; and 

was a project engineer on the Negetv 

Air Base Project in Israel. MAJ 

Jacobsen has a bachelor's degreefrom 

the US. Military Academy and a 

ncasteri deqree .fromthe Universityof 

California 

MAJ J~ffer.3onJ. Irvin is an 

assistant professor in the Engineering Department, U.S. Military 

Academy. He served as a platoon 

leader and company conzmander in 

the 94th Engineer Bn. (CBT). 

USAREUR. MAJ Irwin has a baehelor's degree from the U.S. Military 

Academy and a master'k deyrrefrom 

Stanfwri L'~~i~1ersity. 
through 

m 


by 1LT Louis J. Leto 

. . . the ultimate 


goal of every 

platoon leader. 


"True respect," whether or not 

it's agreed upon as Army 

"doctrine", is the ultimate goal for 

which every platoon leader should 

strive. Itis a deeprootedrelationship 

which must exist between a leader 

and his men; without it they will 

never follow him onto a battlefield. 

"True respect" is that bond existing which makes them actually 

volunteer to work weekends. It is 

that which makes soldiers give 100 

percent effort to any mission because 

they know their platoon leader gives 

them thesameeffort for them. Itis a 

respect which must be earned. 

A platoon leader starts building 

this relationship the day he reports 

for duty. About to assume moreresponsibilities than he has ever 

accepted, he desperately needs to 

make a good first impression with 

his men as well as with his company 

commander. He becomes a focal 

point for all eyes in the company. 

"You're always under the spot 

light," says CPT Charles J. Fiala 

Jr., commander, Company C, 11th 

Engineer Battalion (Combat) (Heavy). 

"Everything you do, everything you 

say, they're (soldiers) always 

watching". 

The successful platoon leader 

always exceeds the highest 

standards he sets for his men. He 

never accepts substandard performancefrom himself nor from his troops. 

He eliminates substandard performers. However, heis fair andjust 

and will help his troops 24 hours a 

day, seven days a week. His 

integrity a s a n officer is paramount 

and, likewise, he accepts only the 

truth from his men. He is a total 

professional. 

The 100 percent inventory is the 

fistmajor test a new platoon leader 

undergoes. The inventory must be 

well planned and organized. While 

the platoon grades the student on 

how he conducts himself and the 

inventory, his company comniander 

grades him on supply procedures, 

ensuring all property is accountable 

and hand-receipted to userlevel, and 

shortage annexes are current and 

proper resupply action is taken. A 

platoon leader who conducts a 

shoddy inventory can cause irreputable damage: it will be much more 

difficult to earn the "true respect" he 

needs from his men. 
A young, inexperienced platoon 

leader is usually highly motivated 

when starting his first troop assignment. The word "can't" is foreign to 

him; he and his men can do it all. 

Although this is an excellent 

attitude for a new platoon leader, 

expecially and engineer officer, it 

can prove to be an even greater 

weakness if he fails to plan. 

A new platoon leader should he 

well-organized even before reporting to his unit. He should learn all he 

can about his new unit and become 

familiar with the TOE. 

For example, a second 

lieutenant going to a combat 

engineer company shouldlearn everything he can about that type of unit 

and its missions. He should know 

abouttheequipment andmanpower 

he is authorized. He should study 

supply procedures. He should learn 

about all available sources ofinformation and know where to find them. 

He should know the difference 

between theroleof the platoon leader 

versus the role of the platoon 

sergeant. 

Then with all of this information, the new platoon leader is 

ready to begin work. That is, he is 

ready to observe, to take notes, and 

to askquestions. Heis ready to start 

earning respect. In fact, with the 

exception of conducting his first 100 

percent inventory, playing the role 

of the student is all the new platoon 

leader does for the first few weeks. 

Regardless of how confining this 

feels to an aggressive, motivated 

(yet inexperienced) platoon leader, 

playing the student role is still a 

requirement if he intends to graduate to a leader. Meanwhile, it is his 

professor's (platoon sergeant's) job 

to ensure his student doesn't get too 

far ahead of the lesson plan. 

Withhis platoon sergeant's guidance, the successful platoon leader 

takes chances for his troops, even if 

it means a "counselingsession" from 

company commander. He ensures 

his troops are recognized for accomplishments before he is recognized. 

He seeks not to better his image in 

front of his commander at the 

expense of his troops. If he volunteers his troops he volunteers himself also; he does not sacrifice his 

troops without first sacrificing 

himself. 

A platoon leader must learn the 

significance of this respect. It is his 

men who determine his success. It is 

bis men who handle the heavy equipment, place the minefields, and dig 

thetank ditches. If they succeed, the 

platoon leader succeeds. If they fail, 

the platoon leader fails. Soldiers will 

not risk their lives or strive for perfection for a leader they don't respect. 

Only through total dedication 

to duty and to h~s men will a platoon 

leader succeed. Only then will a 

platoon devote themselves to their 

leader, and only then will the word 

"can't" be foreign to them. Only 

then will they know that they and 

their platoon leader can do it all. 

ILT Louis J. Leto is the assistant editor of ENGINEER Magazine. 

He has a bachelor's degreein journalism from Temple University. He is 

an Engineer Officer Basic Course 

graduate and hasserued as the assistant adjutant of the 11th Engineer 

En. ICi (H) and as a platoon leader 

with C Co. of the 11th Engineers. 

Q. What does Army doctrine say about the ratio of corps level 

mechanized combat engineer battalions to wheeled engineer battalions 

in a fully developed corps? 

A. The ratio is normally one corps level mechanized combat battalion and 

two corps level wheeled engineer battalions per division in a fully 

developed corps. 

Q. The hydraulic jacks with the medium girder bridge have reliability 

problems. Is there any corrective action planned or under study? 

A. The problem with the British-made 15.1011 jacks is that the hydraulic 

release volves have o tendency to leak. Studies indicate that operotors 

often fail to close the valve after use, allowing dirt and sand to get into 

the seals. This results in hydraulic fluid leaking from the jacks. The Army, 

however, is buying the link reinforcement set for the medium girder 

bridge. The set includes a 20-ton hydraulicjack to replace the standard 

15-ton jack. However, the operators should toke the some precoutions 

with the 20-ton jocks in closing the release valves to ovoid future problems. 

Q. Is there a new paint for camouflaging vehicles and equipment that 

is resistant to chemical contaminants? Is the camouflage pattern for 

vehicles changed? 

A. The new camouflage paint. Chemical Agent Resistant Coating, is 

specifically designed to resist all known chemical agents. This paint. 

however, demands strict controls in the mixing process as well as in 

personal safety and application. The paint, therefore, is handled at depot 

level by specially trained personnel. The camouflage pattern is changed 

from the four-color pattern to a three-color pattern to improve vehicle 

concealment. 

0. I completed EOBC in September 1981. Does this meet the 

requirements for attending the Battalion Training Management 

Systems (BTMS) Course? 

A. Anyone who graduated after June 1982 meets the BTMS course 

requirements. Anyone graduating before this date must attend a BTMS 

workshop before receiving a certificate of completion. 
-


in Micronesia 


by CPT Randy M. Emory 


when most people hear about a 

"cat-team" operation on Ponape, 

Micronesia, they either joke about 

one's choice of pets or ask to see 

Special Forces credentials. 

Actually, "cat-team," or CAT (civic 

action team), is a self-supporting, 13- 

man team modeled after the small 

military construction teams used in 

Southeast Asia in the 1960s. The 

current version of these teams were 

formed to assist the economic development of Micronesia. (Micronesia is 

under jurisdiction of the Dewartment 

of Interior (DOI) and has been a U.S. 

Trust Territory since the end of World 

War 11). 

The DO1 has delegated responsibility for the civic action program to 

the Navy because of the Navy's 

traditional Pacific role and because 

of its experience with Seabee teams 

(Navy engineers). Army participation 

in the program is under operational 

control of the 30th Naval Construction 

Regiment (NCR), Guam, with Army 

participants using Navy equipment 

and logistic systems. 

Part of the Army's contribution to 

the civic action program was CAT 

84-2 which spent eight months 

(March-November 1981) assisting 

Ponape (Pone-a-pay), a small island 

1,100 miles southeast of Guam and 

2,600 miles southwest of Hawaii. 

(The "84" represents the 84th Engineer Battalion, (Combat) (Heavy) in 

Scholfield Barracks, Hawaii from 

which the team came; the "dash 2" 

indicates the second team of a fiveyear project.) 

The team's mission in Ponape was 

five-fold: to assist Ponape's economic 

development with horizontal and 

vertical construction projects; to 

conduct on-the-job training for Ponapeans in horizontal and vertical construction; to provide medical assistance using the skills of the team's 

medical corpsman: to improve the 

Starting road building operations th7 

relationship between the U.S. military and Ponape: and to maintain a 

U.S. military presence in Micronesia. 

Picking The Players 

Team selection began in December 

1980 under Navy guidelines, followed 

by 10 weeks of training in Hawaii. 

With 18 pieces of construction and 

support equipment, but only a 13-

person team, it was imperative to 

cross-train all team members. After 

completing training, the team reported to the 30th NCR in Guam for 

additional training in the Navy 

supply and maintenance system and 

to receive its mission. Specific equipment training had to be completed 

after arriving on Ponape during the 

week-long overlap with team 84-1. 

The major tasks for CAT 84-2 

were constructing 2,300 feet of road 

around Ponape; upgrading and maintaining 13 miles of existing road; 

completing base camp construction 

begun by CAT 84-1; and securing 

projects for team 84-3. 

-ough the jwngles of Ponupu. 

But First.. . To understand the Ponape projects. 

it helps to first understand Ponape. 

The circular, 126-square mile island 

is underdeveloped. The capital, Kolonia, is the only part of the island 

with electricity and water facilities. 

Half of the island is without roads, 

and the few existing roads are not 

maintained. The only asphalt roads 

are in Kolonia. All others, including 

the team's new road construction 

project, are roads capped with coral 

dredged from the island's surrounding reef. Heavy rains, averaging 

21.5 inches a month, make road construction and maintenance adifficult 

task. 

Ponapean culture and language is 

quite different from ours. This 

led to difficulties in vocational training and in solving problems during 

the projects. English is not widely 

spoken, but there is usually someone 

in a group that speaks English well 

enough to translate. Everyone in the 

government speaks English, but 

some commonly used American terms 
are not known by the Ponapeans. 

Logistically, very few items were 

available from the local economy. 

Resupply came once monthly by Air 

Force C130s. Items identified by the 

local government for new projects 

came by commercial shipping. 

Road Projects 

The 2.300 feet of new road to be 

built was designed by the Ponape 

Transportation Authority (PTA) with 

specifications similar to our theater 

of operations (TIO) Class B road, 

except that the Ponape road would 

have a 6- to 12-inch coral cap. Construction coral had to be dredged 

from the island's surrounding reef 

and placed without being crushed. 

The team had no crusher, so the 

coral was smashed by running 

trucks over the road. 

Ponape's soil, a volcanic clay. 

compounded the problem of the high 

rainfall. Even worse, the land elevates from the shoreline to a mountain that covers 60 percent of the 

island; the terrain is obviously very 

hilly. 

Road construction began in April 

1981 and immediately there were 

problems with fill sections. The 

constant rain and volcanic clay made 

it impossible to use cut material for 

fill or to use the D7 bulldozer and 

other heavy equipment. Dredged 

coral from the reef was the only 

effective fill material. One fill section 

was so large (325 feet long and 21 

feet deep) that it could not be completed: an alternate route for the 

road had to be chosen. 

At first, the team's efforts were 

totally opposed by the PTA commissioner because of right-of-way 

agreements with land owners. The 

problem was solved by adjusting the 

location of the road. The delay was 

beneficial in one respect, it allowed 

time to finish dredging enough coral 

to complete the road. 

Since heavy equipment, especially 

the Dl dozer, was not suited for the 

environment, the local agriculture 

station provided an old D6 cable 

operated dozer with 36-inch wide 

tracks. The D6 enabled the team to 

borrow. 

During the road project, about 

21.000 cubic yards of earth were cut 

and 4,800cubic yards of coral placed 

as fill and cap material. Three 

culverts were installed, totalling 103 

pieces of 2-foot long, 24-inch RCP 

with rock hardwalls. 

The relentless rains were also a 

constant problem for the other road 

project, upgrading and maintaining 

13 miles of existing road. In fact, it 

rained at least every four days 

during deployment, and it rained 

every day in November. 

Vertical Construction 

The tremendous rainfall allowed 

plenty of time to complete base camp 

construction. The distance from the 

camp to town, however, meant the 

team had to provide its own power 

and potable water. 

The rain catchment system de 

signed for the camp proved inadequate for the daily 1,300 gallon 

demand. The team redesigned the 

system to take advantage of a small 

river running 700 feet from the 

camp by installing 2-inch PVC pipe 

and erecting five 3,000gallon water 

An old I)(;d<~zrr fom a I'owapean agrirr~ltirr~ stotim was 11scf1for borrowing operations. 

ENGINEER/Sprlng 1984 
bladders. This provided 9,000gallons 

of river water and 6,000 gallons of 

purified water. 

Shelters were built to protect from 

the rain the two 30-kilowatt generators, air compressors, a walk-in 

refrigerator, water purification equipment, and a welding shop. 

Community Relations 

Interaction with the Ponapeans, 

both with projects and socially, was 

another important aspect of the 

deployment. 

Themostvital American-Ponapean 

contact was through the dispensary 

at the base camp where the team 

I 

I?!-. -

medic treated over 160 patients per 

month. The most common diseases 

for Ponapeans were intestinal parasites and infections in open wounds. 

Inonecase, themediccorrectlydiagnosed an infant's life-threatening 

skull deformity and helped convince 

local healthofficials tosend the child 

to Hawaii for surgery. 

Renovating the local high school 

track for the Liberation Day celebration, clearing home sites, construtting concrete foot bridges and 

other projects were also part of the 

civic action program. 

Through the vocational training 

program the team had contact with 

the Ponapeans and grew to better 

understand the native culture. The 

program also helped both sides 

overcome language and work habit 

differences, the biggest barriers 

encountered. In fact, the Ponapean 

trainees became a valuable asset as 

workers and as liaison personnel 

with the community. 

For the 13 men from the 84th 

Engineers lucky enough to serve on 

CAT 84-2. the duty in Micronesia 

was the best of both worlds. They 

were able to employ their skills and 

training as military engineers, and 

they had the opportunity to help the 

Ponapeanpeople improvetheirstandardof living. 

1 

~. 

('ornl dredging operations in Ponape The corn1 zons icsud cos fill fl~,ri~r!l vr~!rrl hriilrli~iy )~rr,.j(,rl.s. 

Members of (:IT 81-2,011 from the 84th Engineer Bn., unlh Ponapean officials (autk in on for right). 

L 
"Now, do I add or subtract the 


G-M angle from the compass reading 


to get my grid azimuth'?" 


amiliar? Mow do you decide 

n't remember the formulas? 

by MAJ John C.Jens 

New edition maps printed by (German maps are well known which anyone can use to get the Defense Mapping Agency examples for not having the the azimuth you want. The 

have the formulas printed formulas.) only tools you need are those 

with the declination diagram. So, you still have LO normally used for map

However, most maps cur- memorize the formulas right? reading: a map with decrently in use don't have this Or do you use the diagram lination diagram, a pencil, a 

aid and will not unless the method in FM 21-26, Map straightedge, and a pro- practice is adopted as an Reading? Not so! tractor (any of the current 

international standard. Here is a simple method GTA 5-2 series will do). 
GTA I-2-10, 19M 111Ie CWh-DONATE XALt AN0 PROTRLCTUI 

.eld.Yllt.rs, D1D.rtntOl 

GRID CONVERGENCE 

Since this method is best taught by 

working examples, let's start with 

an easy one: "Convert grid to magnetic azimuth." 

First,, you have to locate the 

azimuth to be wnverted on the map 

by drawing the line with a sharp 

pencil and a straightedge. You have 

to draw it long enough to cross the 

entire protractor/scale. For example, 

in Figure 1, we'll use 297' grid 

azimuth (GA). 

Second, you position the protractor/scale on a north-south grid 

line, with the 0" mark pointinggrid 

north and with the center cross hairs 

on the drawn azimuth line (see 

Figure 1). 

Third, examine the declination 

diagram to see on which side of grid 

north that magnetic north is located. 

right or left, and the number of 

degrees of the G-M angle. In Figure 1we see that magnetic north is 7" to 

the left of grid north. 

Fourth, now, imagine that your 

protractor/scale becomes the magnetized needle of a compass. Since 

the magnetized needle will seek 

magnetic north, pivot the protractor/ 

scale (your imagined compass) about 

the center cross hairs in the direction 

of magnetic north. The number of 

degrees pivoted should equal the GM angle (see Figure 2). In our 

example, the pivot is left 7'. 

Last, the magnetic azimuth on 

your compass reading can now be 

read directly from the protractor/ 

scale where the line you drew in step 

one intersects the degree marks of 

the protractor. Does your answer 

read 304', as in Figure 21 

See. I told you it was simple! 

Remember the key to this method is 

to imagine that when the protractor/ 

scale becomes a compass needle, the 

0' mark seeks magnetic north. Once 

you've practiced several times you'll 

he ready to try something a little 

more difficult: converting a magnetic 

to a grid azimuth. 

The first step in converting a 

magnetic to a grid azimuth is to 

draw a line, any line will do, long 

enough to pass completely across the 

protractor/scale. Any grid line can 

also he substituted for this purpose. 

The line should then be labeled with 

the magnetic azimuth (MA)reading. 

For example, 64' MA as in Figure 3. 
Next, position the cross hair of the 

protractor/scale on the line so that 

the line passes through the correct 

degree marking on the protractor. 

Your protractor is now acting as a 

compass and it is reading a magnetic 

azimuth of 64" (see Figure 3). 

Third, check the declination diagram to.see which side of magnetic 

north that the grid north lies and 

also the number of degrees in the GM angle. Again, checking Figure 1 

grid north is 7" to the right of the 

magnetic north. 

Fowrth, now imagine that the 

compass (protractor/scale) is demagnetized and wants to become a gridreading device. Pivot the 0' mark in 

the direction of grid north the 

number of degrees of the G-M angle 

being sure to keep the cross hairs on 

the line, in this case, right 7' (see 

Figure 4). 

Fbnally, you can now read the 

correct grid azimuth directly off the 

protractor degree markings (see 

Figure '1). You should read 57' as in 

Figure 4. Then. if needed, you can 

plot the correct grid azimuth atyour 

location on the map. 

Since in Step 

1you drew your line 

long enough to pass through the' 

protractorlscale. another benefit of 

this method is that hack-azimuth 

can be read directly by intersection 

without worryng about adding or 

subtracting 180'. In Figure 4. for 

example, the magnetic back-azimuth 

of 64" is 244', and from Figures 1 

and 2, the magnetic back-azimuth of 

a grid azimuth of 297' is 124'. You 

should now be able to do those 

"complex" resection problems with 

ease. 

Orienteering anyone? 

.UJ .John C. J1.n~is lria/~lli~ig. 

chorti~lga~td gc'o~i'osi~ doctri~ir(,rrordinntol: nltd /~r('i,ioii.sl.y sc,rr.~tl GS ii 

~~Iiotugrolo~~ i~istraetor, at tlic Dc;fr~,s,, 

hfolll~ing Scttor~l, Ff.Bvlrviir..He was 

tcrr-oin f~,nll!lcjnder nnli hrririyi~urfers co~~r~,nn!/ c~~i!~i~rrr~rrlur~ in tiir

H4Ytli ~ c I . /Top.,graphic). r

<it!(/ 11,. srr.i~rrl ns Tiucsoti sta~l!~ 

~~rniir~gc~r ivith fhn Los A,igeI~s En!linolir District. MAJ Jcns has o 

i~iast~r'sdqret, in geo1oq.v .fro111 the 

Unii,ernity (I./' ~Wo?~tnnaold is n 

~-egist~').t'iilirofessio~rol geologist is 

Virgin io. 

GRAPHIC ~RII*!NG AID Thml GTA ruprwn 

GT* 5-2.10 lPBO 

I". GTA ."mud" CTA 5-2-10 1980 1111. COO(1DINATE SCALE *NO PIIOTIIACTOR 

HcDdq"arlrr5 OlDarlme", 

48 49 

I 

50 
Post Support: 


It can benefit the supporting unit 

by CPT John A. Durkin 

U 'slng engineer troops for 

post support is often a lesson 

in futility for the facility engineer. 

Most engineering functions on post 

are contracted to civilian engineering companies, leaving few 

projects for the military engineer. A 

program developed at Fort Gordon, 

however, has demonstrated a way to 

effectively use combat engineers. 

while also helping to improve MOS 

skills and raise SQT scores. 

Company D, 92nd Engineer Battalion (Combat) (Heavy) has provided post support to the U.S. Army 

Signal School and Fort Gordon since 

1970. During that time, D Company 

was assigned only platoon-size 

projects. These included renovating 

two-story World War I1 buildings 

for hcve Component billets, mnstruccing a mil~ri;rv police dog kennel and 

post riding stable, and completing 

numerous erosion control projects. 

Program Drawbacks 

The projects maintained unit integrity while supervisors and subordinates learned to work as a team. But 

there were drawbacks. Few projects 

effectively used all military occupational specialities (MOSs) within the 

platoon. Also, the installation lost 

many manhours of support when 

there was insufficient platoon-size 

projects available or when materials 

did not arrive as planned. 

For example, during construction 

of the riding stables, carpenters 

were needed throughout the project, 

and electricians were required 

during the later phases of construction. The problem, however, was 

how to use plumbers, truck drivers, 

and other non-related specialities. 

Most of the platoon found that they 

were merely the labor force until the 

project was well underway. At that 

point, those who desired cross training as carpenters or electricians 

could improve their skills, but when 

it came to SQT testing, some of these 

soldiers had no recent experience in 

their primary skill and, therefore, 

performed poorly during the hands 

on component. 

A Different Approach 

In June 1981, the Directorate of 

Facilities Engineering at Fort Gordon was reorganized. The move was 

made so that military engineers 

might participate in post engineering functions by working along with 

civilian contractors. For maintenance 

and repair mission purposes, the 

post was divided into fonr maintenance zones and a hospital support 

division. Two military engineering 

branches were established to service 

these zones: A special projects branch, 

which included welding, carpentry, 

sheetmetal and locksmith shop4 a 

roadsand(~roundsbranch. 

The new method of operation %.as 

more conducive to individual and 

unit training for Delta Company. 

Dividing the responsibilities lended 

itself to assigning a squad or larger 

unit to each zone, branch, or activity. 

This allowed for engineers to work 

side-by-side with civilian journeymen whilestill keepingunit integrity. 

To test the idea, one squad was 

assigned to a zone on a trial basis. 

The squad leader worked directly 

with the zone foreman, and the 

squadmembers worked with civilian 

journeymen. The results were excellent. The soldiers and civilians 

had nothing but praise for each 

other. 

Construction projects were assigned to the applicable zones and 

became the responsibility of the zone 

foreman. Each foreman reviewed 

and ordered supplies, assisted the 

project officer when requested, and 

ultimately accepted the project for 

the facility engineer. If delays 

occurred in the project, the squad 

continued their individual MOS 

training by assisting a civilian 

journeyman with routine maintenance and repair projects. 

Training Periods 

The next step in the new program 

was to involve the entire company. A 

90-day period was established for 

providing post support followed by 

30days for company training. During 

the 30-day training period the company moved to the field to complete 

military tasks and to test readiness. 

The 9@day post support period 

allowed the soldier time to become 

familiar with the team projects and 

gave the civilian jouneymen time to 

help strengthen the soldier's MOS 

skills. Also, platoon leaders had 

sufficient time to plan in detail what 

instruction was to be given during 

the 30-day field training period. 

Common skills that needed reinforcing were taught to the entire 

platoon or company without fear of 

losing key personnel to post details. 

Since the program began, Fort 

Gordon has been receiving engineer 

post support and MOSs 5lB, C, H, K, 

R, and 52G, 64C. and 625 SQT scores 

have increased nearly 20 percent. 

Also important, company morale ap 

pears to be at an all time high. 

LTC Martin C. Fisher is the 

Director of Facilities Engineering, 

Fort Gordon. Ga. He holds a bad~lur's 

degree in civil engineering from. the 

Virginia Militarg Institute and a 

ncaster's degree in civil enginec?ri.ng 

from ArizonaState University. He is 

a registered professional engineer 

and a graduate of the Command and 

General St$ff College. He has sewed 

in Germanu. Vietnam. Indonesia, 

Cambodia, and Saudi Arabia. 
I mproving strength, ability and 

endurance will help you pass 

the Army Physical Readiness Test. 

And, you can prevent injuries in 

your training program by "training 

without straining." 

Soldiers should use their training 

programs to achieve and maintain 

improved physical fitness. "Physical 

fitness" is a relative term; we all 

begin conditioning programs with 

varying degrees of fitness. Although 

group training has its benefits, it is 

also helpful if training is more 

individualized and adapted to each 

person's abilities. 

Physical fitness is many things to 

many people. Whatever else it may 

be, it is generally accepted that 

fitness includes strength, agility and 

endurance. 

Strength 

Many fitness experts feel that to 

improve strength one must do at 

least one more repetition of any 

given exercise than was previously 

done; i.e., 20 pushups today, at least 

21 tomorrow. This approach has left 

many soldiers unable to pass the 

Army Physical Readiness Test. It is 

also a potential source of injury. 

Few people would attempt to run a 

given distance-say, a mile-as fast 

as possible and then come back on 

succeeding days believing they could 

improve their times each day. 

Attempting maximum effort in any 

strengthening exercise day after day 

will often result in NO improvement. 

In attempting to improve strength 

regardless of the exercise in question, 

use the principle of progressive 

resistive exercise. The following 

discussion relates to pushups, but is 

applicable to any strengtheningexercise. 

First. determine your maximum 

effort through a self test. If you 

cannot do even one pushup, you must 

initiate the exercise with a lesser 

degree of difficulty, perhaps by 

doing wall pushups or pushups from 

the knees instead of full length 

pushups done on the toes and hands. 

Second, reduce your maximum 

effort by a half or a fourth. If the 

maximum repetitions you can do is 

20, then start with 10 to 15 repetitions. This will be much easier to do. 

Rest for two or three minutes, 

perhaps interjecting a stretching 

exercise as you rest, and then do a 

second set of 10 to 15 repetitions. 

Repeat this procedure through three 

or four sets initially. You now will 

have done two or three times more 

repetitions than you did previously, 

when you did your maximum number 

of repetitions just once. 

{ 

On succeeding days, continue the 

same number of repetitions and sets 

until this is no longer difficult. Now 

you can add additional sets. After 

accomplishing six or seven sets in 

one exercise period, you may choose 

to reduce the number of sets back to 

three while increasing the number 

of repetitions by 25 percent. 
"The key to any training 

program is to tune in to 

the body." 

Agility 

Agility training, which is basically 

stretching, is different for each 

individual. Strict numbers of repetitions need not be applied. Follow 

these principles: 

Stretch preventively those areas 

which routinely are shortened 

through activities. For example, 

runners routinely shorten the extensor muscles of the body like the back 

and hamstrings of the legs. 

Stretch these muscles in a manner 

convenient to you when you feel a 

need. Do as many repetitions and 

hold for as long as necessary to 

achieve the mobility you desire. 

Generally speaking, stretching is 

less critical in warmer weather 

when you should exercise more 

slowly for longer periods; for example, 

run several miles as opposed to a 

100-yard sprint. Exercising in colder 

temperatures increases the need for 

added stretching before running or 

other rigorous exercise. 

Endurance 

In improving endurance, the heart 

and lungs are the primary areas of 

focus. To improve the efficiency of 

the heart and lungs, you should 

choose an activity that is accessible 

and enjoyable, one that will satisfy 

these three basic factors: 

Intensity: The activity must successfully elevate the pulse to 70 

percent of maximum. To determine 

maximum intensity, subtract your 

age in years from 220 and multiply 

the result by 70 percent. For example. 

a 40-year old person would want to 

work at a pulse of 126 beats per 

minute. At 70 percent of maximum, 

you'll find yourself breathing normally and not gasping for air. Most 

people take the pulse at the radial of 

the wrist or the carotid on the neck. 

Duration: The activity must be 

carried on non-stop for 15 to 20 

minutes or more. Some researchers 

advocate at least a 30minute exercise 

period, but anything less than 15 to 

20 minutes appears insufficient to 

produce a"training"effect. Additional time above 20 minutes will 

produce added training benefits. 

Freqnency: To improve endurance 

you should work out at least every 

second day. If you train more 

frequently, your results will be 

better. 

Many activities satisfy these 

requirements for strength, agility, 

and endurance. Some suggestions are: 

fast walking, which is recommended 

for those previously leading a sedentary life, for at least the first threeor 

four weeks or longer: running; 

swimming; cycling; cross-country 

skiing; jumping rope: or rowing. 

These are but a few suggestions. 

Choose something you enjoy. If you 

choose walking, and you plan to 

progress to running, consider the 

following points: 

Shoes: There are literally hundreds 

of good walking and running shoes 

on the market today. In choosing 

shoes to suit your needs, consider 

several factors. That portion of the 

shoe cupping the heel should be 

firm, molded and padded. Cushioning 

can be determined only by trying on 

the shoes, walking, running in them. 

The heel should be approximately 

114 inch higher than the front of the 

foot. The cushioning effect of good 

shoes gives one the sensation of 

floating. The contrast in comfort 

between these and everyday shoes is 

like night and day. The shoes should 

bend with relative ease where the 

ball of the foot sits. If not, the shoe is 

too stiff and may lead to discomfort 

or injury. 

Running considerations: Keep the 

hips beneath the shoulders, and don't 

lean forward. To accomplish this try 

taking a shorter stride. Gradually 

increase the number of steps per 

minute to as near 180 steps as 

possible. Avoid steep downhill slopes, 

at least for the first three weeks. The 

forces of gravity are multiplied 

considerably with downhill running 

on steeper grades. Running downhill 

requires less effort for the heart and 

lungs and is therefore unlikely to 

improve endurance; however, the 

additional forces of running downhill 

greatly increase the likelihood of 

injury, especially in the earlier 

stages of a conditioning program. 

Movement information: Putting 

shorter people in front precludes 

overstriding and potential'injury. 

Putting the least-conditioned people 

in front allows the formation to move 

at a pace all can match. It thus 

precludes injury from less-conditioned 

people trying to stay up with the 

group. This also allows the unit to 

remain intact and to improve cohesiveness. Spread the ranks when 

running. If the ranks are too close, 

all those not in the front rank are 

forced to run on their toes with a 

constant braking action to prevent 

stepping on the person in front of 

them. This can produce unusual 

stress and leg injuries. 

The key to any training program 

is to tune in to the body, and apply 

training stresses in a gradual manner 

so that the body adapts and gains 

endurance. 

Stress is a fact of life. Whether the 

stresses are mental or physical, they 

are not bad inherently. The key is for 

us to begin where we are and to 

increase the stresses gradually 

enough to allow adaptation and 

improvement in our level of conditioning. 
The Balance 


by COL (Krt.) Danrlridpe M. Malone 

In the process of developing leaders, 

there w~ll be one general malfunction. Even with this malfunction the 

unit will continue to operate, but it 

won't run smoothly on all cylinders. 

This malfunction has to do with 

balancing. 

Two big factors underlie all we 

know about Army leadership: accomplishing the mission. and the welfare 

of the men. Mission and men. 

Leaders are always working with 

these two factors. Whenever and 

wherever possible, a leader tries to 

balance them so that both the needs 

of the mission and the needs of the 

men are met. But there are times -

sometimes in peace, often in war -

where the needs of both cannot be 

met. The balance cannot be kept. A 

leader must choose one over the 

other. In these few situations, and 

the leader must make them few, the 

mission must come first. 

There are those few times when 

our Army will not, cannot, and 

should not "be fair." The whole 

meaning of Army leadership rests 

on this law: the mission must come 

first. So does the meaning of 

"soldier." and "service," and "duty." 

In the balancing business, the 

mission side of the scale requires to 

put it simply knowing your job in 

excruciating detail. Without it, an 

Army leader can never lead for long. 

Just talk won't work. The troops will 

know. 

The men side of the scale requires 

the leader to know his soldiers. He 

must know what's inside of them, 

what makes them do things or not do 

things, what turns them on or off, 

what they can do and what they will 

do under stress, and when they're 

afraid, or tired, or cold, or lonely. 

These are the things he needs to 

know about his soldiers. They're 

what tells him how a soldier measures up on the "able and willing" 

gauge. 

You, as a leader, must try to 

balance between these two requirements - mission needs and men 

needs. And it is precisely here, in 

this "balancing" business, where 

leaders most frequently fail. It is 

here where young sergeants and 

young lieutenants have their greatest 

difficulties and where even old 

leaders, despite their wisdom, sometimes lose sight of the ultimate 

purpose of leadership. The problem 

arises because of the relationship that exists between the soldiers' 

happiness and satisfaction on theone 

hand and their productivity and 

mission accomplishment on the 

other. 

Common sense might tell you that 

happy, satisfied soldiers will get 

the job done better. From this, a 

leader, especially if he's a new sergeant 

or new lieutenant, might well assume 

that if he can somehou, keep his 

soldiers happy and satisfied. then 

they will be more productive, more 

likely to get the mission accomplished. But the strange chemistry 

of leadership just doesn't work this 

way. A thousand scientific studies of 

leadership, and a thousand lessons of 

leadership experience. both prove 

that what seems to be a natural. 

common-sense assumption is precisely wrong! 

In simple terms, mission accomplishment builds morale and esprit 

far more often than the other way 

around. When soldiers and units do 

the things that soldiers and units are 

supposed to do, that's when morale 

and esprit are highest. That's why 

the one best way to build will is to 

build skill. That's why those new 

basic training graduates are so fired 

up about soldiering and about the 

Army. That's why unit esprit is at its 

peak when the unit has a good 

exercise going out in the field. 

If soldiers don't know both sides of 

this leadership scale -the needs of 

the mission and the needs of the men 

-in full detail, they'll be forever 

getting the scale tilted the wrong 

way. And when that happens. the 

soldiers' time, or the soldiers' spirit, 

or the soldiers themselves will be 

wasted. 

There are times, in training, when 

you may he led astray. You may see 

cold, wet, muddy troops coming in 

from a night field exercise at 0200 

and say, "Hell, let's let 'em get a hot 

shower and some sleep: then we'll 

pull maintenance when it's lizht 

enough to see." And there are times 

just like that in war when a bloody 

and shot-up company may be stalled 

in its assault, for the second time, 

halfway up a hill. You say. "Hell, 

they just can't do that again. Let's 

dig 'em in, pound that hill with RedLeg, and ask battalion for reinforcements." If you love your troops, in 

the noble way that good leaders do. 

both these decisions, at the time. 

may seem to be just common sense. 

But both are taking the easy way 

out, and both violate the ultimate 

purpose of Army leadership. 

Now you can, and should, argue 

this point. But if you're talking about 

leadership, there's no way you can 

win. The purpose of leadership is to 

accomplish a task. And in the final 

analysis, when the action shifts to 

the battlefield for which you are now 

preparing, mission must come first. 

As you lead, and as you build 

leaders. this law must be, flat-out. 

the cornerstone of your foundation. 

Reprinted from INFANTRY magazine. 
- Career Notes

Commissioned Officers' Branch 

Guide to the 	 DA Form 67-8-1 is a highly valuable tool for the rated officer and 

OER Support Form: 	 rating officials. It provides the mechanism for the meshing of 

organizational, professional and personal goals within units and 

activities. The tool is especially important where time and distance 

do not permit close contact between the rated and rating officers 

(e.g., duty with Reserve Components, remote USACE activities. 

liaison activities, etc.). In these instances, the rated officer should 

request a personal interview with his rating official to find 

agreement on major performance objectives. Mid-course meetings 

should also be arranged to review progress, re-chart goals or redirect 

efforts. Several helpful hints on the form follow. 

Part IIIa, labeled for "duties and responsibilities,'' is especially 

critical for non-troop positions. This paragraph should be written in 

familiar Army terminology. If your position is an unusual one, 

compare your duties to those in familiar Army positions. Avoid littleunderstood abbreviations, especially in technical material. 

In developing your major performance objectives (part IIIb), seek 

a copy of your rater's support form to use as a guide. Your objectives 

should be attainable, measureable, and written against objective 

criteria. 

The third paragraph of the support form, part IIIc, is where you 

list your significant contributions. Ensure that your contributions 

tie-in with your performance objectives. Be objective, yet not 

humble. 

Guide to the OER: Generally, the weight of selection board decisions is with the DA 

Form 67-8. The OER is an articulation of the contributions and 

potential of the rated officer. The report should be written in clear 

and solid language. Short, action-oriented declarative sentences are 

best. Repetitive phrases and adjectives can detract from a report's 

effectiveness. Rating officers need not fill the entire narrative 

portion of the report to provide a clear understanding of the rated 

officer's "worth." Once a report is accepted at MILPERCEN for 

permanent filing, it is very difficult to change. Ensure that what is 

said and what is checked is warranted. Hindsight is inoperative here. 

Tips for Raters Recheck the job description from Part IIIa of the Support Form 

(DA Form 67-8-1)and ensure it accurately depicts major duties, is in 

general Army terms, and where required, compares to common 

troop positions. 

Use the comments portion of Part IVb to explain any anomolies in 

physical fitness (profile) or military bearing and appearance (such as 

the results of a pinch test and weight reduction progress to date). 

Address outstanding or weak competencies and similarly address 
d Officers' 

thnical traits. The norm 1s a 1. Give the officer t 

eserves; if he doesn't deserve a 2, 3, 4 or 5, give hrm a 

se the performance objectives and contributions 

ort Form to assist in developing the narrative. 

Be logical in commenting on potential for schools and 

example, CSC and battalion command; SSC and bri 

mand. Address leadership potential in the conte 

Problem solving and managerial skills should point to a level of 

assignment (e.g., unit, division, MACOM, DA). 

The narrat~vecontinues to be the bedrock of thrs s 

Evaluation Systems Off~cer(AV 221-9659/9570) will restar 

profile. Automatic restarting will take place after 100 reports h 

been rendered for a particular goal. 

Senlor rates should focus on the potential of the officer 

valuated. Like the rater, this potential should be logically dev 

A warrant officer recruiting team from MILPERC 

scheduled to visit the following installations and overseas 

Overstrength MOSS 

nterested qualified personnel who desires to be a warrant offic 

See News & Notes, page 3. 
An improvised wooden treadway bridge is supported by the beds of old trucksplaced in 

the stream. Cables on the upstream side were used to hold the vehicles inplace. Afloating 

footbridge is upstream from the vehicle bridge. (Photo taken somewhere in the Pacific I during World War 11.)