The ENFORCE Conference was a spectacular 

success this year. The tactical twilight tattoo 

presented by the 1st Engineer Brigade was the 

highlight of an event-filled week. On behalf of the entire 

Engineel. Regiment. thank you for a joh well done! 

We are continuing to work on niodernixing our 

engineer fleet of equipment and need the support of the 

entire re~itnento ensure funding in the near term for the 

Grizzly. Wolverine, Digital Topogmphic Support System. 

Maneuver Control System-Engineer, and Engineer 

Bradley Fighting Vehicle. 

The Grizzly pi-ovides the Army with a responsive, 

complex obstacle-reduction systen] to support our heavy 

divisions. This complex obstacle-breaching vehicle 

integrates advanced countermine and counterobstacle 

capabilities on the MI tank chassis. The first unit 

equipped will be the 8111 Engineer Battalion. 1st Cavalry 

Division. Fort Hood. Texas. in the 3t.d quarter. FY04. 

The Mioi~~erine Hemy Assriirli Brirlxe gives modernized 

forces the capability to cross gaps up to 24 meters wide. It 

will keep pace with the lnaneuver force and replace the 

AVLB on a one-for-one basis, with four assigned to each 

mechanized engineer company. The Wolverine is the first 

system to have a fully embedded digital command and 

control capability. The first unit equipped will be the 

528th Engineer Battalion, 4th Infantry Division. Fort 

Hood. Texas, in September 2000. 

The Digital Topographic S~rpporr Sysie~ir provides the 

capability to achieve information dominance throughout 

the battlefield. It will provide commanders and their staffs 

with digital graphic overlays that support their information systems. Fielding for this system started in 

FY96 and will continue through FYOI. 

The Mrineuver Control System-Eit~ineer rapidly 

provides commanders and their staffs with more accurate 

decision aids and planning tools than is built into the 

cutTent Maneuver Control System. Funding for this 

system will ensure that digitized engineer comnland and 

control systems support maneuver commanders. 

Fielding of the Eilgineer Bradley Fighlir~g Vehicle will 

allow mounted engineers to increase their survival from 

the start of breaching operations through final reduction of 

the obstacle. The increased lethality of the M2A2 over the 

MI 13A3 makes the Bradley a logical choice for the 

engineer squad vehicle (see article. page 18.) 

We continue to modernize the infrastructure at Fort 

Leonard Wood. Most warehousing and industrial 

operations currently are located in 62 World War I1 wood 

buildings in a 60-acre area of the post. To replace those 

facilities, we have proposed that a business research park 

be constructed in the same area, which would encompass 

250 acres. Fort Leonard Wood would provide a developer 

with a long-term lease of the land and access to the 

infrastructure to expand the current facility and construct 

the research park. Potential benefits to the Amy include 

state-of-the-art warehousing and industrial operations 

facilities. These facilities would reduce manpower and operating costs, reduce infrasttucture overhead costs through 

cost sharing with industly, and improve job opportunities 

for soldiers and their family members. We believe that 

economic development of this area will improve the 

overall quality of life for soldiers and their families 

stationed at Fort Leonal-d Wood. 

I'm extremely proud of the Engineer Regiment's support 

to our nation. In addition to our fonvnrd deployed forces 

overseas, we currently have soldiers deployed to 80 

countvies around the world. Due to the diversity of ow 

regimental mission, engineers are found at nearly every 

location. You can take great pride in knowing that these 

soldiers received their training at Fort Leonard Wood. 

Currently. numerous engineer units ft-om Gemany and Fort 

Leonard Wood are deploying to Albania and Macedonia in 

preparation for peacekeeping operations in Kosovo. I ask 

you to keep them in your prayers. Essayons! 
- - - 

hl 

Auqus! 1999 	 Headquarters, De~artrnent of the Arrnv v m 29 PB 5-99-3 

I 

UNITED STATES ARMY 

ENGINEER CENTER AND 

FORT LEONARD WOOD 

COMMANDERICOMMANDANT 

Major General Robert B. Flowers 

MANAGING EDITOR 

Catherine Eubanks 

FEATURES EDITOR 

Shirley Bridges 

GRAPHIC DESIGNER 

Jennifer Morgan 

By Order of the Secretary of the Army: 

ERIC K. SHiNSEKl 

General, United States Army 

Chief of Staff 

Official: 

JOEL B. HUDSON 

Administrative Assistant to the 

Secretary of the Army 

9918101 

Front Cover: Soldiers he$ clean up Central 

America afler Hurricane Mitch. 

Back Cover Historical example of the Army 

value "Integrity?' 

FEATURES 

2 	Joint Engineers in Disaster Relief: Hurricane Mitch 

Slams Central America 

I Bv Lieutenant Colonel Robert W Nicholson 9 US. Army Divers in Operations OtherThan War 

Rv 

-,Cantain Daniel --r .-. . . --. ..-. Coffev 

--..-, 

11 Bridge Reconstruction: Polish Engineers Provide 


Assistance After 1,000-Year Flood 


By Colonel Zenon Zarniar; Major Tomasz Ciszewski, and 

Lieutenant Colonel Zbigniew Kamyk 

16 Joint Engineers Build aTemporary Parking Apron 

By Lieutenant Kevin J Bartoe, USN 

18 The Engineer Bradley Fighting Vehicle 

By Chester A. Kojro 

22 	SapperNET: Creating an Engineer-Relevant Common 

Picture 

By Captain Timothy T Sellers and Major Dionysios Anninos 

32 	Military Load Classification Table 

By Captain Patrick Rowe 

38 Precombat Checks and Inspections 

By Sergeant First Class ~obert W Casteel 

44 Sustaining Readiness-From the Bottom Up 

By Colonel Joseph Schroedel 

48 Delivering High-Quality Products With the CPM 

By Captain Ivan F! Beckrnan 

50 Palletized Load System: Streamlined Acquisition 


Supports Engineers 


By Peter Motzenbecker and Gregory C.Edgin 

54 Sets, Kits, and Outfits: An Update 

By Alan Schlie 

57 Obstacle Coordination Points 

Bv Colonel David W Washechek. Lieutenant Colonel James 

A.'Price and Captain Kevin Pettet 

58 Instructing at the U.S. Military Academy ...MoreThan Just 

Teaching Cadets 

By Major R. Mark Toy 

DEPARTMENTS 

Inside front cover: Clear the Way 


26 CTC Notes 61 Past in Review 


37 Book Review 63 Engineer Update 


43 Engineer Safety 65 Lead the Way 


53 PERSCOM Notes 


ENGINEER (ISSN W46-19890) is prepared quarterly by the US Army Engineer within their areas of expertise for the purpose d enhancing their professional 

SC~WI.320 Engineer Loop. Sulte 210. Fort Lwnard Woad. MO 55473-892s Second development. Views expresed are those of the author and not those of The 

Class postage is paid at Fort Leonard WWwd. MO, and addit~onal mailing oft-. Depsnrnent of Defense or ins elements. The contents do not necessarily ietlect 

~Hlcial USArmy por,tlonr and do not change or supersede informallon in other U.S. 

POSTMASTER: Send address changes to ENGINEER Magazine. 320 Englneer Army publicat~ons. Use of news items constitutes neither affirmatton of thetr accuracy Loop Sulle 210. Fori Leonard Wood. MO 65473-8929. nor product endorsement. ENGINEER reservesthe iloht to edrt material. 

CORRESPONDENCE, leners to the edrtor. manuscnpls, phdographs. onlciel CONTENT 85 not copyrighted. Mater~al may be reprinted I: credit 8s glven to 

unit requests to iecelve coples. and unit address changes should be sent to ENGlNEERandtheauthor 

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ENGINEER'S e-mail address is: eubanksc8wood.armym. Our Internet home page OFFICIAL DISTRIBUTION is targeted to all engineer and engineer-related units. 

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US. military and clvlllan engineers nfarrned of current and emerging developmems Subscript'ons shouldalso Su~rintendentofDocuments. 
Jojvlt Etzgi~eers i~ Disaster Relief: 


Htirrica~e~itcb slams ~evlt~a[ ~lnerica


By Lieutenant Colonel Robert W Nicholsori 

The damage and destruction that 

Hurricane Mitch wrought on 

Central America was of biblical proportions. The hurricane--called 

a 200-year-plus stom because it was 

the most devastating one to hit Central 

America in recorded history-was a 

category five event. Unlike most humi 

canes. it did not render a swift, powerful blow to a contained area but spent a 

week meandering across the isthmus 

dumping huge amounts of rain. Very 

few infrastructures are engineered to 

withstand this type of event, much less 

/ Persons killed andlor missing 

Persons disolaced 

Bridges destroyed 

Roads damaged 

Estimated damage 

those of underdeveloped countries in , 

Central America. The grim figures 

below show the metrics of the disaster, 

but they cannot begin to describe the 

tragedy and trauma exacted. I 

This article is the story of the soldiers, sailors, ainnen, and marines of 

Joint Task Force-Bravo (JTF-B), who 

participated in Operation Fuerte Apoyo 

(Strong Support). Together they survived the ravages of the hurricane firsthand and then exerted Herculean effort 

to save human lives and mitigate suffering. It is a story about a team. thrown 

More than 10.000 

Nearlv 3.000.000 ,. . 

Wore than 300 

Wore than 1,000 kilometers 

$10 billion 

1
I

1 


together. that displayed the brotherhood 

of the Americas working together in a 

time of tragedy. Even though most of 

Central America wac affected by the 

storm. the small country of Hondurasabout the size of Tennessee and located 

in the center of the region-withstood 

the majority of the wrath of Hurricane 

Mitch. Therefore this article focuses on 

relief efforts in Honduras. 

Joint Task Force-Bravo 

The Coronel Enrique Soto Cano 

Air Base, located approximately 

75 kilorneters north of the capital citv of Te~ucipaloa - -. 
 in the Deoartment of Comayagua, is home to the 

Honduran Air Force Academy and 

JTF-B. Assigned to the U.S. Southem 

Command (USSOUTHCOM). JTF-B 

was organized - in I983 to assist in the 

national policy of detening Nicaraguan 

aggression in Central America and to 

provide command and control over 

U.S. military units deployed to the joint 

2 Engineer August 1999 

I 
GUATEMALA 

HONDURAS 

EL SALVADOR 

NICARAGUA 

A Project areas 

-- -hade routes 

operations area. Over time. the organization and the mission hiwe changed. 

Under the revised 1996 Operations 

Order Central Champs. JTF-B now 

conducts a~mdsupports the USSOUTHCOM commander's directed joint, 

combined, and interagency operations 

in the joint operations srea to enhance 

regional cooperative security. Inclusive in this mission as the conmmander's 

strategic "gateway" to Central America 

(Belize. Guatemala, El Salvador. Nicaragua. Costa Ria. and Honduras) are 

these specific tasks: 

4 Maintain a CS-capable airlield. 

W Conduct humanitarian assistance 

and disaster l.elief exercises 

(medical read,ness training and 

engineering). 

S11ppofl Joint Chiefs of Staff joint/ 

combined exercise training. 

W Act as executive agent for humanitarian denlining as well as counternarcotic operations. 

When installations close and the 

united statei.presence in panallla is 

removed my 31 ~ ~ ~1999),JTF.B 

,,,ill be the only forward.deployed 

force in Central and South America. 

The organizational stlucture is the 

result a downsizing to an 

I 

eventual zero presence in Honduras, but , 

I it halted at 499 personnel in 1996. The , resulting oganization is "a mile wide 

and a foot deep." 

The Hurricane 

,, 22 1~~8, the JTF.B 

comnlander situation As. 

sessment SAT.^) 

to travel to the Pacific coast of Costa 

~i~~ to Survey flood caused hy , heavy rains. base 

personnel watching ~ ~ 

storn1~ , ~ ~ h in [he caribbean ofi the 

,,onhem coast of ~ ~ ~ ~~ , 

Weather Service predictions showed the I 

storm increasing in strength and its path ' 

heading straight for B~~~~~~the 

majority of Belize is at or near sea 

level, [he JTF.B became 

concerned that a storln of *is size 

would cause catastrophic damage. He 

put the team on hold and redirected its 

attention to Belize. The determination 

was not to send the team.s heli. 

coptets 10 Reline until after the stom ( 

had passed ~ ~ , b ~ to avoid damage to the helicopters and the potential of the team 

beconling stranded. 

behurricane began to develop 

and damage the northern coast of 

Honduras, the comlnander directed 

that a second situation assessment 

team (SAT-B) he formed to move 

north and periorm surveys. The team 

left for the coast on 28 October. They 

made it as far as La Mesa International Airfield near San Pedro Sula, 

Honduras' second largest city, before 

the hurricane forced them to stop. The 

teain was trapped in San Pedro Sula as 

the hurricane passed south of them 

and damaged roads, cutting them off 

from Soto Cano Air Base. Meanwhile 

the National Weather ~ ~ i ~ ~ Service continued to predict the hurricane track into 

Belize. ~ i ~ ~ ~ d ~ ~ ~ As the storm traveled across 

Honduras, it dumped as much as 84 

i"c'les of rain in fivedays. 

Assessments continued tlm~.oughout 

the first weeks after the stomm, conducted rnainly from UH-60 Black 

Hawk helicopters because floodwaters 

had not receded and roads were genetally After the search-andrescue trailed off, the JTF-B 

commander dedicated one helicoptelto lhe engineers lo conduct 

~ and reconnaissance. This 

Was critical to gaina picture of 

the overllll situation; it greatly assisted 

in early determination for critical areas 

for engineerresponse. 

l 

~ 
became the Secretaria de Obras Publicas, Transporte y Vivienda (Secretan' of 

Public Works, Transportation, and 

Housing-r SOPTRAVI). JTF-B engineers coordinated through the Military 

Group-Honduras to meet with SOPTRAVI at its temporary office in a parking garage at the Tocontin Airport in 

Tegucigalpa. A complex process began 

to prioritize and assign projects based 

on the resources available and the capabilities of the various countries that volunteered to help. JTF-B engineers spent 

many hours negotiating with SOPTRAVI on where to employ U.S. engineers, the specific projects, and 

standards of const~cdon. 

While coordinating with SOPSeabees from NMCB 7 finish a culvertlgabion crossing over the Ria Hombre TRAV1, was 'Iso prepaf 

at Ria Hondo. ing an engineer force package to 

support engineer operations in the four 

1 1 countries affected by the hurricane: 

The concept of rehahilitation was to Honduras. Nicaragua, Guatemala, and Rehabilitation link the nonhern and southem ports Salndor Based on the assessment 

with the capital along Centro Ameri- already foWarded to SOUTHCOM 

After Soto Cano was out of dan- cano Carrelera 5 (CA-5) to form the from the joint operations area and the 

ger and there was idea of backbone of a relief supply route. Then approved concept of operations, the of the damage to the , branch roads linking the departmental SOUTHCOM engineers devised a infmtNcture, the JTF-B's capitals with the backbone route would package that consisted of an engineer Director'te Engineering began to be repaired. This plan was initially command control headquarters, coordinate with the Honduran govern- briefed to the commander of the Hon- veaical and horizontal constluction 

and for the U'S. duran Armed Forces and the Secretaria and a bridging unit for 

forces' response. located , de Obras Publicas y Transpone (Secre- each country, u.5. p.tlantic Command on the convergence of three major rivers, tary of Public Works and Transports- was tasked to provide the units and fnr- was hit particularly hard by the hurri- tion--or SECOPT). The plan was well ther tasked the service components. The 

cane. Its downtown area was wiped out. received but not for the reasons on following units were selected to fill the and government office buildings which it was predicated. The plan was ' requirements for ~ ~ ~ 

were flooded and lost all facilities, auto- based on connecting the national capi- mation, and equipment. This situation, tals with departmental capitals-or . 22nd Naval Construction Regiment along with the death of the mayor in a along political lines. Itjust so happened (FWD) as the overall engineer task 

helicopter crash, left the government in that this plan also Supported the eco- force headquarters. disarray. The JTF-B comnlander issued nomic necessity and lines of communi. 

planning guidance and directed the JTF cation for getting agricultural harvests . ~~~~l ~~bil~ ~ ~ ~
~attal.~ 

engineers to develop a methodology and , (primarily coffee and fNit) to interns. ion 7 (NMCB 7) and the U.S.
 concept to rehahilitate the countty. The I markets, event began a Army 68th Engineer Company
 JTF-B commander's planning guidance direct between the SEC- (Combat Support Equipment for engineer operations was clear and OPT and theJTF-B engineers. [CSE)] as the vertical and hotizon- simple: Cond~fct inifinl whnhili~otio~i During the immediate aftemath of tal construction capabilities. of 


critical linrs qf com~n~lnicutioii oit- the hurricane, the ~~~d~~~~ govern- 
 ar~d 


jcal inf,u.rirllctLrre nodes to corldLLcr
 ment went through several reoganiza- . US Marine Cops Combat Ser- 


huniairicrrri~o~asristance efirfs nrrdpro- tions to maximize their limited re. vice Support Detachment 68 


vide on biilial asse.rsm~nrf?f criti~.ui strean,line colnmand and (CSSD 68) as the bridging asset. r~tir~~iripal in/rast,?rctirre. control,SEC~pT and f~ationnl was 

4 Enpineer August 1999 
The figure to the right shows the initial engineer task organization and line I Engineer Task Organization 

of coordination. 

Engineer Projects 

The final list of projects for 

JTF- B engineers includes four 

low-water crossings, five bridges. 135 kilometers of road work, and 

the repair of n~uuicipal utilities. The 

first priority was to link the coffee-producing reglons west of Tegucigalpa to the capital and on to the 

ports. Two culvert crossing sites were 

constructed by NMCB 7 at Rio Hondo 1 

and Talanga. Not only was it important income for ~ ~ ~ d ~ ~ ~ ~ ~h~~~ major cuts , accept the weight of the bridge on exist- . 

to reconnect this road for relief opera- along this route were at R~O it^, R~O ing structures. 

tions, it was also a major economic line Perla, and Rio Congrejal. Unseasonable i The Ilama Bridge crosses the Rio 

of communication for the coffee har- rains in ~~~~~b~~ and januaryseri. Ulua and links the northern and southvest, which was ready for market. If the ously hampered construction at these em paits of the country east of Lago de 

roads could not be opened, it would fur- sites. several instances, ongoing Yahoa. The only other route requires a 

ther compound the effects of the hurri- work was washed away by high, rapid five-hour detour. The available panel 

cane on the Honduran economy. Rio currents. R~OCongrejal, which was bridging could only span 74 meters in a 

Hondo is where Honduran Route 15 constmc[edby NMCB 7, and Ria perla, single span, and the liver current and 

(HN-15) crosses Rio del Hombre. This which was by the 68th limitations 

'of the military engineers 

highway connects areas north, northwest, and west of the capital to the rest 

~~~i~~~~ company(CSE), were 

crossings. Ria Bonito was a culvert 

prohibited construction of an intermediate support. Therefore, the U.S. A~my 

of the countly. South of Talanga at a causeway built by the 68th. but the Corps of Engineers (USACE) located a 

pueblo named San Juan de Flores, was CSSD 68 and ~~~d~~~~ engineers suitable site upriver to construct a 

a secondary route connectillg Carratera ' installed its 50-meter bridge. causeway and prepare a site for the 

6 (CA-6) with HN-15 between Ojo de Several important difficult bridge. A hydrologist and a civil engiAgua and Talanga. This route helped projects assigned throughout Honduras neer from USACE designed and superrelie~se traffic off CA-6 while the bridge focused on commercial routes but were vised the 68th Engineer Company 

at Ojo de Agua was being shipped and (CSE) in constructing the causeway and too difficult for the ~~~d~~~~ govern. 

installed. Consmcted by NMCB 7, it merit abutments and the CSSD 68 in con- to accomplish with its assets. The 

consisted of a culvert crossing along the engineers of JTF-B assessed the structing the bsidge. 

Rio Grande de Choluteca. projects and erected two bridges at The road from Mol-azan toyom conThe third crossing was an ACROW Tegucigalpa and nects the Upper Valle de Aguan with llama, repaired 35 

bridge installed by CSSD 68 and the kilometers of road in and around h,fora- , the Valle de Sula (two important agriHonduran Primer Batallon de Inge- zan. and opened the port at puerto cultural regions). Meandering up a narnieria on CA-6 over the Rio Grande de Castilla. row valley, a 7-kilometer section of the 

Choluteca, which connected the cof- ln downtown ~ ~ ~ ~ ~ i ~ ~ l ~ few road was almost completely wiped out ~ , 

fee-growing region to the west of the bridges span the Ria Grande de by raging currents. NMCB 7 and 68th 

capital. It was of major economic choluteca, which splits the city. The Engineer Company (CSE) worked with 

importance to get surviving crops to ~ ~ l i ~ ~ &idge was local contractors at several sites along lost during the burmarket. A 50.meter, the road to make it passable to commer- two.lane panel 

The next priority was to reconnect bridge originally was cial traffic. These patches and crossings for the 

the north coast highway from Puerto site, but were very expedient and were not it was not to locate 

Castilla to Puerto Cortes. CA-13 runs four suitable points on which to rest a expected to last through the next rainy 

along the northern coast of Honduras silnple span hlidge. Ultimately, CSSD season. NMCB 7 also worked in and 

and connects an important fruit- 68 installed a 74.meter, two.lane, around Morazan on local mountain 

growing region with the ports. Fruit Class-40, triple-double ACROW bridge roads to clear mudslides and reexports are a major source of foreign , on footers specially designed to , establish drainage. Despite their remote 

ALI~LL"1999 Engineer 5 
~p~ ~- ~ ~ ~- . I 

Soldiers from the 68th CSE Company emplace a culvert at the village of 

Morazan. 

location and the devastation of that who faced and overcame difficulties in 

region, the local people were always leadership, logistics, andengineeringwilling to help the Seabees and Army learned most from this operation. Some 

engineers in the area. of the major lessons learned at the joint 

The main port facility for intema- level follow. 

tional shipment of fruit produced in the Engineer Command and Control Valle de Aguan is Puerto Castilla. The 

port was heavily hit by high winds and 111 an operation reqrriring .rignifisea surges. Two vessels were sunk on cant erlgineer effort, tile cngirzeer cornmust the docks: a Honduran Navy PT boat mand aid corltrol hcnrlq~~arters 

and a fishing trawler. These ships be able to control all erzgineerr in thereduced the already limited dock atel; design construction projecrs, percapacity by half and made it necessaly form consrrrrction mana,qeinent arzd 

to load fruit shipments over the docks q~raliiy a.rslirance, and manage construction nzaferia1.r. The JTF-B Direc- by hand. The reduced dock capability torate of Engineering expected the significantly decreased the throughput 22nd Naval Constmction Regiment of commercial products and inhibited (FWD) to be like a U.S. Army engineer deployment of National Guard engi- construction group and command all 

neers en route to the area. U.S. Army 

divers from the 544th Engineer Team engineers and their support elements 

(Dive) of TF-I0 (10th Transportation and manage all construction in the 

joint operations area. Plans were made Battalion) worked for several weeks to 

salvage the vessels. They cut the PT accordingly, and difficult projects were 

boat into pieces and raised each piece selected all through the Valle de Sula, 

separately with cranes. Using the same 

western departments of Honduras. and 

method. they raised the trawler in one 

the north coast. However, the 22nd 

only expected to build a 1,000-man piece, towed it to open water, and sank 

it. (See article on page 9.) base camp and perform repairs in and 

around Soto Cano. The unit selected 

the NMCB 7 headquarters as its "forLessons Learned ward command element and proparticular, Seabees lack sufficient 

organic Long-range communications to 

cover platoon-sized elements dispersed 

over a wide area. They are accustomed 

to receiving a mission then task organizing and cross attaching troops 

between companies to tailor a package 

for the mission. 

Before deploying. the NMCB 7 and 

the air detachment commanders asked 

for specific missions and a definite 

engineer end state. JTF-B could not 

provide the 22nd with the infornlation 

thev needed because the situation was ' 

unclear at that time: assessments were 

incomplete, the Directorate of Engineering was still working with SOPTRAVI to define the US. role, and 

there were no designs for projects. 

Therefore the entire NMCB was 

deployed. 

Because JTF-B expected to put the 

U.S. Marine Corps bridge company 

under the 22nd Naval Construction 

Regiment (FWD) for command, control. and suppott. they anticipated a unit 

of 80-90 marines. However, the 

SOUTHCOM operations order told 

units to plan to be self-sufficient when 

they arrived. Therefore the Marine 

Corps put together a package consisting 

of the bridge company; a reverse 

osmosis water-purification unit: and 

transportation, maintenance. communications, and other service support personnel. A total of 240 marines from the 

2nd Landing Support Battalion at 

Camp Lejune became the Combat Service Support Detachment 68. 

The Marine Corps' decision was fortuitous because the Seabees were 

recalled in mid-Janualy and the CSSD 

68 element was needed to command and 

control the remaining engineers-the 

Marine Corps Bridge Company and the 

68th Engineer - Comuanv . Be- , .(CSE). 

cause it was a service support unit, 

CSSD 68 had no staff engineer section. 

T vided some augmentation. This The unit was augmented with an engi- he lessons learned from this 

joint engineering operation arrangement overtaxed the 22nd's neer major and captain from the JTF-B 

were innumerable and many capability to command and control : 

' 

staff and a design team from USACE. 

widely dispersed engineer missions. In The design team included a hydrologist, were not captured. Junior leaders6 Engineer August 1999 
a structural engineer, a civil engineer, 1 Working With the Host Nation dealt directly with the local SOPTRAVI 

and a site manager. - No two nations are the same. Even contractors on site to synchronize and ! 

Class I\; Management 	 in Central America. each co~rntry has support each project. 

its oben customs, cirltirre, history, and. Engineers mrrst be able to requisi- 	 Panel Bridging 

tion, riruita~e, trarzs/~ort, and handle 	 sensitivities. To be successful with any In this disaster, the Bailey bridge of them, courrtr~' lead~rs must feel that their Class IV bills of n~atrriols, which they own the plcm-because in reality seemed to be a panacea for 011 bridging 

are essential to joint erryineer mission problems. The JTF-B engineer section 

acrom~~lishmenr. they do' The best JTF-B's Directorate Without positive con- was inundated with questions about this of Engineering could do was articulate trol, many missions would have failed, 	 bridge from all sectors-government, the capabilities of U.S. forces and rec- not been completed on time, or not onimend how they could best be used. 1 civilian, military, foreign, and U.S. 

started at all. During this deployment, There were many players in the relief When word was put out that the Bailey 8 

engineers were in total control of effort: nongovernmental organizations. 1 

! bridge manual was available on the U.S. 

ordering, acquisition, transportation, Army Engineer Center's home page, private volunteer organizations, and handling. and accounting for Class IV 	 everyone became an instant Bailey 

supplies. The Seahees' Class IV was 

civilian and niilitary personnel. It is bridge expert. There was a general misshipped directly from their unit in usefill to know the big pictrrre to deter- understanding of the capabilities and rnine where U.S.for-cesjit best. In di.sas- Gulfport, Mississippi, to Soto Cano. 	 limitations of the bridge and exactly rer situations, especial/\, where ihr All other Class IV was procured goverrimenr has been directly affected, what it could do. Another misunderthrough purchase requests and con-	 standing was that commercially avail- it is imporrant to be patient as they tracts prepared by engineers. The Sea- recoLier from the di~ader It is im/)or-- able panel bridges are of the saliie 

bees and marines either used organic quality, the parts are interchangeahle, rant to make clear who/ U.S. forces are 

assets to line-haul the materials or and a single-single (single-width, singlecontracted the line-haul from a local u,illing and able to do and make sure : story) bridge will fit any gap. In fact, 

vendor. Either way the engineers had /he? cleliver: A1w:ays take niiur[trs Of each brand of bridging is different. and meetings and rerord agreonotts, then positive control over the bills of translate then] and pt-ovide rile host bridges must he specially designed for 

materials. nariorl gol,en7ment a col?)'. This con- each gap. The Honduran government 

estimated that they had 700 meters of Naval Facilities (NAlrF.\C) and j71-m~ cwprctations and al'oids misrr~lUSACE Roles der,~tandings. In niany cases, the gap to bridge, so they ordered 700 

meters of single-single panel bridging. The.re engineers played a critical Hondurans thought the U.S. temporary , However, river channel conditions made role in providing assessnents, designs, fixes would be per~nanent fixes. It was 

n~rd project nzanngenlenr arid were key necessary to send written notification 1 	 it impractical to build intermediate supports, so n~ultistoty, multiwidth bridges ro the success r?f tthi operation. ! through the U.S. Embassy to the Hon- were designed. The original 700 meters USACE responded early to requests duran government to reiterate the expefor assessments hut redeployed when diency of the I-epairs and warn that they of bridging was only enough to construct 

the assessments were conipleted. might not last through the rainy season. three bridges, and then only after ordering additional pans. Later, NAVFAC engineers, who aug- Tltr colmtry's milirav gmups and the 

mented the 22nd Naval Construction 1 civil-military operations c~jice (JTF-R In the initial planning immediately 

after the hurricane, SOUTHCOM engi- Regiment (FWD), completed initial ' J5)played an invalufll~le mle in coordineers researched the of designs for expedient crossings and , nating engirlerr operations with the 

performed several assessments of pub- Honduran govcn~ment, the local poln- 	 Bailey bridging fi-om war stocks. They 

found that most of the bridges were in lic facilities. They delivered expedi- lace, and civilian contractors. All coor- poor condition and not ready for ship- tionary designs based on minimal data. dination with Honduras and other 

rnent. Thus, all the bridges emplaced by Their job was made difficult because Central American countries was done 

little or no valid hydrologic data was through the military groups. They acted U.S. forces were commercially puravailable. When the NAVFAC engi-	 as an intemiediary and helped convey chased panel bridges. Although their 

neers redeployed with the Seabees in 	 the JTF-B story to the host nation and concept was similar to the Bailey 

bridge, marine engineers required a mid-January, a design team was vice versa. They, along with the civilneeded to assist in redesigning struc- military operations, coordinated with the technical representative from the manufacturer to assist in the installation. In tures that had failed due to unseason- 	 Honduran military to provide security all instances, the panel bridges were ably heavy rains. A second USACE and engineers. Civil-military operations placed adjacent to or as a detour away team that had the right skills was teams were assigned to every forward 

assigned and took ownership of the operating base and helped gamer local from the damaged bridge site. This 

allowed traffic to continue so the host projects. 	 support and labor for projects. The teams 

Airgust 1999 	 Engineer 7 
Soldiers and airmen construct a flood levee on Rio Conquigue. 

nation could reconstruct permanent 

bridges. The recommendetl solr~tion is 

to keep a lirr of commercial!\: avtrilr~ble 

panel bridge points qf contact, then 

cir.rtom order bridges to,fit cnch site. 

Topographic Support 

Early in the operation, the Dimtomte of 

En@neenng determined a need for top 

g~qhic surveys and tenain analyses. The 

topo,pphy of the countly had altered due m 

~i~ficant land slides and river course 

changes. New top-mphic data was needed 

todetermine the extent of the changes, to 

comt existing maps. and to determine 

watershed changes for hydrologic desip. 

When JTF-B was initially asked for 

their augnlentation requirements, the 

Directorate of Engineering asked for a 

topographic sumey detachment and a 

terrain analysis team. After several iterations of military occupational skills 

and grade changes, the commander of 

the 30th Engineer Battalion (Topographic) (Army) was consulted. Once 

he heard the requirements, he recommended and deployed a composite 

team of surveyors and terrain analysts. 

The sun8eyors surveyed bridge and 

crossing sites and river channels for 

JTF-B and assisted USACE and U.S. 

Geological Sunrey teams in surveying 

serious landslides. The surveyors also 

trained Hondurans to use newly 

acquired state-of-the-art topographic 

survey equipmeot. 

The terrain analysts did not fare as 

well. An analysis of imagery before 

and after Hunicane Mitch could show 

areas of damage and changes in topography and watersheds. Even though 

U.S. Army Space Command offered to 

get the most recent post-Mitch data, 

baud rates and a disrupted postal system prevented getting the data to the 

terrain team. They did, however, produce several useful products for both 

JTF-B and the Honduran government. 

A landslide in the heart of the capital 

blocked the Rio de Choluteca and 

backed water into the city. The resulting topographic survey and terrain 

analysis allowed geotechnical experts 

to determine the extent of the slide. 

predict further slippage. and design 

remedial solutions. The lesson learned 

is ro keep data on the joint operarions 

area trs current as possible hecause the 

rnearis to get new darn may not he 

available or timely. 

Lastly, in dealing with civilians and 

other governmental agencies. the use of 

military grids is not widely accepted 

outside tactical units. However, when 

geolocating sites, using latitude and 

longitude was universally understood. 

Real-World Training 

his episode in Honduras was 

tragic to the people, the economy, and the country. But it providzd an excellent training ground for 

all service engineers. No amount of 

training can prepare a unit. organization, or counuy for a disaster of the 

magnitude of Hurricane Mitch. eve^ 

unit that participated increased their 

training readiness. Young leaders were 

placed in remote locations and were 

required to act on their own with minimal -

guidance. Faced with issues of 

force protection, caring for their troops, 

and constantly dealing with local officials and contractors. they gained realworld experience rarely available at 

combat training centers. The engineering problems that the oficers and NCOs 

encountered could not be tau&t in the 

classroom. Each problem required a 

unique solution, and in all cases decisions were made on the spot. 

All parties involved made mistakes, 

but the service engineers demonstrated 

an incredible amount of ingenuity, flexibility, and teamwork. Jointness at the 

individual level was never an issue. Soldiers, sailors, airmen, and marines all 

saw the destruction of the countlies and 

worked together to ensure that projects 

were completed. m 

Lieutenant Colonel Nichol.ron is the 

Director of Engineeri~rg, JTF-Bravo, 

Solo Cana Air Base, Honduras. Previous 

command assign~nenrs include: A/13rh 

Engineer Barfa/ion, 42nd Er~gineer 

Company, Berlin Brigade and Openrrions Wing.Australian School oJMilitan 

Engineering. LTC Nichol.~on is a graduate of CGSC and is enrolled in the Arm? 

Wnr College Distance Educarion. 

8 Engineer Augrtsl 1999 
MJr, ARMX DIIYFRfl IN 

QRRRATUONfl (ITFMRlR KMAN WAR 

he U.S. Amiy is performing more and more operations . Lock and dam inspections and repair 

other than war (OOTW). Thcse missions provide . Bridge inspections and 

oppomnities for the United Stares to help other 

countries in times of need and bolster its foreipn policy at the .'On Constmctionand 

same tirnc. The U.S. Army Diving Company recently . Civilian contract quality control 

pmicipated in Operation Fuelte Apoyo (Strong Suppon) . Personnel, vehicles, and equipment search, salvage, and 

providing disaster relief in Central America after Hurricane recoverv 

Mitch. One mission during the deployment was to salvage two 

sunken vessels that hlocked much of a pier that is vital to the 

Honduran economy. The mission is one example of how U.S. 

Army divers can help during OOTW. Some of the lessons we 

learned may be useful to units involved in other operations. 

Diving Units 

The U.S. Amy "Deep Sea" diving community is 

comprised of six separately deployable detachments. 

The main body of five detachments is based at Fort 

Eubtis, Virginia. and structured as the U.S. Army Diving 

Company "Provisional." The remaining detachment is in 

Hawaii. The U.S. Army divers' mission is to provide engineer 

diving suppon to major commands, task forces. governlnent 

agencies, and sister services throughout the world. Their 

capabilities encompass everything from undelwater 

constructionlrepair and salvage operations to inland waterway 

mobility and countermobility operations. More specifically, 

diving units conduct the following operations:

. Ship salvage

. Underwater obstacle reduction and removal 

Hydrographic surveys 

Channel and harbor inspections 

W Pipeline placement and inspections 

Ship husbandry (maintenance and inspections) 

Near- and far-shore reconnaissance in support of rivercrossing operations

. Emegency medical recolnpression treatment 

Deployment 

n 25 November 1998,the 7th Transponation Group was 

notified to organize Task Force 10 to participate in 

Hullicane Mitch relief operations. The task force 

includcd line haul units, cargo watercraft, and cargo transfer 

units. Its primary mission was to transport equipment. supplies, 

and personnel throughout Central America. The 544th Diving 

Detachment was also organized utider Task Force 10 and was 

instructed to deploy with the assets needed to accomplish all 

possible diving missions. 

The Mission 

Task Force 10 deployed to Central America on 9 

December. The first 45 days were spent performing ship 

husbandry and hydrographic surveys. About midJanuary, we were given the mission to survey two sunken 

Honduran navy vessels in Puerto Castilla, Honduras, for possihle 

salvage. One was a patrol (IT)boat, and the other was a fishing 

trawler seized during drug raids. These vessels, each more than 

I00 feet long, were blocking about half of the pier where much 

of the country's fruit shipments were loaded. After surveying the 

area. we estimated that we could accom~lishthe mission in 

Water bottom sampling ahout 21 days once we were on site. 

Au~usr1999 Engineer 9 
The vessel was in 40 feet of water with a large hole in its port 

side. We planned to patch the hole undenvater, then raise the boat 

to the surface with the cranes. It was a difficult and dangerous 

process. We rigged the vessel for lifting and tried to raise it. hut it 

would not budge. Every option we tried was unsuccessful. so we 

ordered two 150-ton cranes from Fort Eustis. A week after these 

cranes anived. we removed the vessel. After pumping warer out 

(see photo on page 9), we towed the vessel to deeper warer and 

sank it. 

Never underesrirnare rhe tinze or resoirrces it n,ili rake to 

cornpiere a mission. Our original estinlate of 21 days was based 

on a best-case scenari~that we could recover both \~essels with 

the two 40.1011 cranes in the area. But underestimating the 

equipment caused us to require about 49 days to complete the 

mission. 

Over and over, we saw how iniponant it is to use assets on 

hand. We used the host nation's military as well as U.S. assets in 

the area. The Honduran navy had a base a mile from the work 

site, and their divers were eager to help. Their knowledge of the 

1; -;.:. ,,.;. 	

vessels and expertise were extremely useful du~ing the recovery 

effort. When crowds became a problem, they stationed an armed 

guard on-site. 

I U.S. National Guard units in the area provided bulldozer winch 

support during one phase of the operation. At times the U.S. ~ 

A crane lifts the bow of the PT boat onto the pier at National Guard. the Honduran military. and the 544th Diving 

Puerto Castilla. Detachment worked together to remove the sunken vessels. 

We leatned from government and military representatives on 

Logistically, a great deal or coordination was required. The site that our operation had the attention of the country's top naval 

first challenge was to find a suitable place to land our vessel to 	 general and the Honduran president. The mission also wananted 

off-load equipment. We needed a ramp and would need U.S. 	 an on-site visit by General Reimel; Chief of Staff of the U.S. 

Army engineer support from units already in country to help Ammy. iVei*er ~ozdcrertiittale rhe imporra,lce of yotw OOlW 

build it. Howe\,er, ~noving heavy equipment through Honduras iio. Sonrerizin,q inirtine in the Urtited Srares ,,my be 

was virtually impossible because of bridge and road conditions. nlnn~rmenralin rrnderdn'elol~ed colmtries. 

We found an area that looked as if it had been used years ago Operating in a foreign country presents unique challenges. and 

as a landing ramp. Construction materials were scattered. but one of them is the language barriel: In OOTW it ic bnperuri1.e rhrrt 

ivell wirh the 1~o.ri nation. To do this, sorneone with proper equipment, we could reconstruct it. The port had 	 you co~~mrunicnre 

heavy equipment on site that we could use, and the head of the 	 in the unit rnirsr spenk the host ,urtior~'s lrrr~guagej'lue,~th: 

Pon Authority manged for personnel to help us. We conlpleted A Valuable Asset the ramp in one day. This drove home rhe lesson to use .--. -. resorrr-ces rlmr are on hrrr~d whenever possible. 

The main body of divers al~ived on 24 January, and we 

began working the following day. We split the mission into two 

phases-ne to recover the PT boat and the other to remove the 

fishing trawler. 

The FT boat was too badly damaged to use again. However, 

the vessel represented one-fifth of the Honduran navy's fleet, so 

they needed to salvage the engines . and weapons to use on other 

vessels. Our plan was to use two 40-foot cranes with cable 

slings to lift the boat until water and the ship's weight caused it 

to break into sections. Then we could lift the pieces out with the 

cranes. 

During our first lift attempt, about 30-35 feet of the bow 

ripped off and was removed. We tried to make the vessel more 

accessible by pulling it closer to shore. but the vessel was too 

heavy. 

hand, which 

We had 

was a 

to cut the 

very time-intensive process. 

remainder of the boat into pieces by Y

Cnptnin Cofey is atfending fhe Engineer Ofier Advariccil 

Removing the PT boat took the crew almost 21 days, but the Course before reporting for duty in Hawaii. Previoru- nssigrtn~~~rrrs 

second crew worked concurrently to take out the fishing boat. include the 544th Engineer Tearn (Dive), Forr Eustis. Vir~iilin. 
By Colonel Zenon Znmia~ Major- Tomusz Ciszewki, 

and Lieutenant Colonel Zl7igniew Kaniyk 

Tile foilo~si~~g ~rficlehy staff (it the Torleirsz Kosciu,s;ko 

Militan. Acorlern!: IV,oc,lrru: Poiond, describes fire 

roze.~prcted 1.000-spor.fl~~od rl~nr i~zirr~driied sorrther-11 P[1in17d 

01 July 1997. Tlir rrlrrho~s (letoil ihc, JoodP ,-irflrlc,s.s 

de.sn?rction of t!~nrn.riild,cof kilni~eters lkn?) qf ro<r</.s on</ 

nrrrneroifs hri0,qes thuf ?.xisrefl in rlre 1vofer:chrd. Poiis11 

engineerr r?~f(.fe~I ~jliickij' and ienr niilifor?. assicm~lcr rn fhr 

iinnzohilizrd counlr.vside. Tlze nirfhor-.c dr.ci.rihr the 

engirieer.~' ex/~rrie~~ces durini: reconsir-irufior~ of //re o,ru :s 

Dri(l,q~ ii!fi.o.~frrrcf~fl~ rrnd e-rpiplain the fel.hnicol ond 

mgrilliiotiollrtl c/rn//en@s they faced 0,s MW// 0,s the .so!utio,is 

erirplfqed. Lessons lcnrned coricernirrg /Ire cap~rbi1itie.c of 

sirczil crz~ir~eei- br-idgbig rinifs nrr nnplro.sized. 

The 1,000-Year Flood 

rolonged and abundant rainfalls in July 1997 caused 

freshets within the southern part of Poland. Two flood 

waves that overflowed riverbeds and damaged or 

deshoyed many bridges and mad sections were especially 


severe. Based on the range of this disaster, 


it has been named the "Millennium Flood." 


Destruction of Roads and Bridges 


From the beginning of the flood to the 

end of July, the following main and local 

roads and bridges were excluded from 

traffic: 

480 bridges, including 219 main road 


bridges and 261 local road bridges. 


791 road sections, including 232 main 


road sections and 559 local road sec- 


tions, with a total length of 3,172 km. 


The greatest damage occurred in 

mountainous regions where roads are 

adjacent to rivers and streams. Many small 

bridges were built over rivers that run 

along main, local, and private roads to 

connect the roads to households. This 

mass and speed of the Rood waves caused most of the 

destruction. Design flow values previously provided as 

permissible for bridges within Kotlina Klodzka, a 

mountainous valley in southwest Poland, were exceeded 

many times. Additionally, debris camed by flowing water 

plugged bridge clearances and increased stream speeds 

(velocities). As a result, the destroying force of water was 

intensified and caused stream bottoms to erode, especially at 

bridge supports. 

In order to evaluate the kinds and causes of damage to 

bridges, engineers first must analyze the mechanisms that 

caused the damage. During the first phase of flood-destructive 

operations on bridge objects, we noted undermining and 

settlement of the bridge supports, and many of them finally 

collapsed (Figure I). When that happened, the bridge spans 

broke, fell, and were destroyed. Fallen bridges and their 

support elements then barricaded the water beds, leading to 

increased stream speeds and the creation of new main water 

streams. The next result was undermining of stream banks 

and bridge access embankn~ents, which caused the crowns on 

roads located along rivers to be washed away. We noted that 

parallel system of roads and rivers was the Figure 1.Lifted spans after the bridge broke due to undermining of its basic cause Of the emmlous devastation pillar. Note the significant settlement (approximately 1 meter) of the pillar 

and damage to roads and bridges. The great and its dislocation (Radochow town - Baila Ladecka River). 

August 1999 Engineer 11 
Figure 2. A washed out embankment behind a 

bridgehead. A 60-meter section of the access road was 

destroyed (Bystrzyca Dolna town - Bystrzyca River). 

undermining of bridge supports caused the destruction of 

load-carrying members of all types of bridges except 

footbridges. Often, when bridge members withstood the 

water pressure, their access embankments were destroyed 

(Figure 2). At some locations new water beds were created 

(as at RadochClw and Wilkanow). In many places, water 

mass created new, temporary riverbeds, which caused 

significant damage to areas along their routes. Bridge 

supports located in meanders of rivers and locations where 

bridges limited the natural stream width were especially 

exposed to undermining. 

One example illustrating the elemental force of water is 

the 30-meter steel framework construction footbridge in 

Radochbw. This footbridge was bmken and moved a 

distance of 500 meters by floodwater. Water canied it over a 

broken bridge that lay in its way. D(~strucrion~iiechanisiiz 

anaiy,ses .show that proper prvrwrion of bridge suppor1.r 

agoi~~stnder~iirii~gis the rnosr eflecti~~emetliod qf 

l~rpventii~gdnnmjie. B,-i</g~-.~r~/~port d~rrobili~shoirld he 

conside~url thr n~nirr ,facro!- ill desijining and hirilding 

hridses, because if (letennines the bridges' resistonre to the 

desrnrctil'eforce of.flood wavec. 

Preparation for Eliminating Flood Consequences 

For the temporary reconstruction of flood-damaged obbjects, 

the following units, specially trained for that purpose, were 

involved: militay engineering units, military communication 

units, and civilian road- and bridge-building companies. 

On 9 July 1997, as soon as falling water levels allowed, 

engineers started to identify and assess the damage and 

eliminate consequences of the flood. Due to persistently high 

water levels in rivers, in~passableroad sections, and the loss of 

communication with field units, it was difficult to assess the 

damage to roads and bridge structures. 

During the first stage, immediately after the flood crest 

passed, the anny assigned priority to the quick restoration of 

traffic along main transport routes. This was done by 

temporary reconstruction of the structures. By cooperating 

closely with civilian road services and municipal authorities, 

the army started to open passages in disrupted links. During 

the first stage, damaged bridges along main transport routes 

and national and local road sections were selected for repair. 

Following the governor's request for assistance in repairing 

bridges and roads, a mobile team of military experts on 

transportation went to the zones affected by the disater. Their 

task was to identify and evaluate the damage and indicate the 

technical and technologicaliorganirdtional variants of their 

reconstruction. The goals of their reconnaissance were to 

determine the feasibility of using local materials, determine 

the military technical measures required, and assess field 

conditions (such as the condition of access roads and the 

possibility of deploying troops to the area of reconstruction). 

The bridge reconstruction method chosen was largely 

determined by the following criteria: 

w Degree of destruction. 

w Significance and transportation requirements of the line 

the bridge was built on. 

W Length of time the bridge will be in use. 

W Available materials and stmctures. 

Capabilities of the engineering troops. 

w Length of time assigned for reconstruction. 

The basic requirements for bridges to be reconstructed 

included the following: limiting outline height (minimum 

4.5 meters), roadway width (minimum 4.2 meters), and horizontal outline width where track spans were used (minimom 3.4 

meters). Engineer experts adjusted the time of use of temporaly 

bridges to match the characteristics of the road traffic, the 

obstacle type, and the anticipated time needed to replace 

temporary bridge structures with permanent structures. 

The bridge reconstruction method selected was determined 

by the working requirements (people, materials, machinery, 

and engineering devices). Due to organizational conditions, 

engineers divided the entire work cycle into preparation and 

execution periods. 

Preparation work included the following tasks: 

Engineer reconnaissance of bridge construction sites, 

places to prepare the materials and bridge structures. and 

supply paths. 

12 Engineer August 1999 
Renioval of damazed spans and supports from the river 

hottom. 

H Preparation and transport of structures and n~aterialsto 

the building site. 

H Preparation of access roads and supply paths for materials and equipment. 

Preparation of building sites. 

H Development of the work-mechanization measures and 

other devices needed to reconstruct the bridges. 

H Preparation of design documentation. 

The principal actions needcd to execute temporary bridge 

reconsuuction included the following tasks: 

H Staking out the bridge axis. 

H Constn~ctingindirect and hank supports. 

H Assembling the span Stnlcmre and placing it on the 

supports. 

H Constructing bridge entrances. 

H Commissionins bridge use to local authorities and the 

road administration. 

After dete~miningthe scope of the damage, engineers 

refined the concept of using military resources to eliminate 

flood consequences on the road network. 

Bridge - Reconstruction

To accelerate the pace of bridge reconstruction and 

quickly restore traffic continuity along main routes. 

engineers adapted the use of folding bridges (similar 

to Bailey bridges) and assault bridge structures for civilian 

traffic. The use of pontoon bridges was not possible in this 

mountainous area due to low water levels after the flood 

crests. 

The DMS-65 folding road bridge. in the form of a freesupported beam. was the principal structure used to 

reconstruct destroyed bridge structures. Its theoretical span 

depended on land conditions. 

Essential components of the 

DM-65 are spatial and flat 

elements of the main girder, 

transverse beams. the platforni 

slab. and bolts to link 

particular scgmmts of the 

StCucture. 

Technical Characteristics of 

a DMS-65 Bridge 

This bridge is meant for 

quick and multiple construction or reconstruction of 

destroyed high-water bridges. 

Using its components. it is 

possible to build single- or multiple-span bridges, with spans 

ranging from 3.0 to 45.0 m. and the change modulus 3.0 m in 

length. Due to the narrow width of water courses in Kotlina 

Klodzka, engineers reconstructed the bridges using singlespan structures. A two-span continuous system was used only 

at Pilce (Figure 3). 

The widtli of the roadway placed below or above is 4.2 

meters. with a widening to 6.2 meters. The static system of the 

spans is assumed to be free-supported or continuous. The 

maximum span length under a load of 600 kilo-Newton (kN) 

(67.446 U.S. ton?) is 39 meters for free-supported spans. 39 

meters for outer continuous spans, and 45 meters for middle 

continuous spans. The maximum span length under a load of 

800 kN (89.928 U.S. tons) is 33 meters for free-supported 

spans. 33 meters for outer continuous spans, and 39 meters for 

middle continuous spans. Bridge suppons may be pernxlnent 

(concrete), temporary, or floating. 

Within three days. the arnly built a DMS-65 collapsible 

temporary bridge next to the destroyed bridge nt Roztoki 

(Miedzylesie Con~mune.Figure 4. page 14). The road the 

bridge is built on is an important transport route from Warsaw 

to Prague and Vienna. Nu~ilcrous local businesses and 

thousands of motorists use this road ever). day. Similar 

structures were built at Gajnik and GoworSw. 

The structure at Roztoki has the character of a temporary 

bridge but will function until a permanent bridge is built. A 

permanent bridge is planned at Roztoki as a gift for flood 

victims. Local societies will use the bridges at Gajnik and 

GoworSw for the next few years. The bridge at Gajnik has 

steel pipe abutments and a retaining wall. This solution should 

make the supports resistant to future washout and make it 

prospectively possible for a future permanent bridge to be 

supported on them. To liioke the I-oohtr,? Icrcl ~iriitlrc brid~e 

fi~r~iiorio~i Iiriefor sriion!h piissn,qr. if Icns rzccr.v.vit?.io iri~ver 

riic bri0,~ehenri~rpbeloi~.rile siirfiicc i<,~:elorid <~/yi?012 

iiil~uii~~fi~re .s/i~bill !hefonii qfm 3-~rirro.r~rrr.\..s/xrji. 

Figure 3. A bypass br~dgemade of DMS-65 structure elements with a continuous 

beam of 33 meters + 33 meters in length and access spans of 3 meters in length.The 

remaining parts of a destroyed bridge of 59 meters in length (Pilce town on the Nysa 

Klodzka River) are shown in the foreground. 
requirements for tracked bridges, the 

ability to build the bridge quickly was a. 

decisive factor in using this method. 

In other places, temporary recohstruction was performed or low-water 

bridges were built in cooperation with 

local authorities using local materials. 

Figure 4. Free-supported spans in a DMS-65 structure in the basic on experience gained during the 

arrangement. It has a 21-meter span with &meter entry spans stretching 

LC= 7 meters (Roztoki - MiedzylesieCommune on the Nysa Klodzka River). 

lW'7 fiood: 

The order in which destroyed roads 

and bridges were to be reconstructed 

Technical Operating Characteristics of BLG and SMT-1 depended on how quickly the water level fell and how 

Assault Bridges significant the bridges and roads were for transportation. 

BLG and SMT-1 bridge spans are track structuresthat are The priority was for temporary (immediate) reconstruclaid directly on an obstacle (see table below). They are tion using local materials and military resources. 

principally used for single-span bridge ~0nStru~ti0n. These Where lasting damage was revealed but did not yet 

bridges allow pedestrians and wheeled and tracked vehicles threaten bridge stability, officials allowed traffic to cross 

to pass the obstacle. The structures should be supported on the structures under certain limitations until comprehenstrong subsoil and protected from washout or slide. The sive reconstruction was performed. 

length of support on reinforced banks is at least 0.50 m. I Where bridge structureshad been totally destroyed by the 

To increase vehicle and pedestrian safety, engineers flood and required comprehensive reconstruction, engiincreased the limited width and free space left between the neers recommended a detailed analysis and assessmentof 

tracks and installed handrails. An unquestionable advantage the disaster causes. Conclusions drawn from the analyses 

of these adaptive solutions is that both assembly and and assessments were used to help avoid repeating the 

disassembly can be performed quite quickly (Figures 5 and same or similar mistakes when reconstructingor building 

6, page 15). These adaptations made it possible to perform bridges. 

the repair quickly and to restore the span's military 

functions. 

Engineers used a BLG span discarded by the army to 

build a bridge at Kletno. They built up the intertrack space 

using steel plates that were welded to track edges and 

supported on steel crossbars that were welded to track 

structures. In addition, the engineers made channel-bar steel 

curbs and angle-bar handrails (Figure 5c, page 15). While 

the reduced width of the span (3.20 m) fails to meet the 

Where bridges were destroyed, engineers made road 

detours for the shortest access to dwellings and business 

places. Engineers also constructed temporary bridges 

made of wood or used collapsible steel structures stored 

in so-called "transport reserves" of the State. These temporary measures should work until permanent bridges are 

built. 

II Assault and folding bridges may have wide applications 

outside of the military community, especially when 

Y Parameters Armored Vehicle-Launched Bridge Wheeled Vehicle Assault Bridge 

'BLG-67) 

I Load-bearingcapacity I 150kN (16.86 t) for wheeled vehiclesand 500 kN I 110 *N (12.38 1) for wheeled v~hicles 

(56.21 t) for trackedvehicles I 

I Span width I 3.25 m (BLG-67M2 - 3.43 rn) I 3.30 rn 

I Track width 

I span weight I 60 kN (6.74 t) (BLG-67M2- 70 kN or 7.87 t) I 29 kN (3.28 1) I 

BLG-67M2=New mdel. 

kN = kilo-Newton.1 kip =4.448 kN; 1 U.S. ton =8.806 kN. 

14 Engineer August 1999 
C~O-.-$an A-A 

M i l l;l~Swd ua~b; SDcl - dab -1;:


1 

0.83 

- -*- -*.- * 

,.I* 0,s ,.I5 

Figure 5. A scheme for building up a BLG span: (a) and (b) use wooden intertrack 

slabs, and (c) uses steel intertrack slabs. 

Figure 6. Cross section of an SMT bridge span.The bridge is built longitudinally 

with a wooden deck on crossbars. 

repairing damage from disasters or ;lccidents. ;tnd have Wroclo~~: Poland Drrrirz~ rile 1997joo~I. /he .re,-i'ed ns 
tire

enormous benef ts to society. Chief uf rhe A~rri-Flood Cornbinrd Cor~rmrtnd. 


Engineers generally should design new hridzes with Mnjor Ci.s:nvski is heod of fhr Road Consrrircri~~n 

longer spans th;zn those used in the past. They should Divisiorr of rile Milirars Or,~irzeerirrg Focrrlt\: 7lmdderr.s 

properly protect riverbanks and bridge suppons against Kosciruko Miliror). Acnde~~ry, Wroclatr: Poland. Drrrirrg tlie 

washout (undermining). Addi1ion;zlly. civilian and niilita~y 1997flood, lze send nr o plannirr,y officerJi)r r/re Anti-Flood 

;~uthorities should prepare detailed plans for their Cor~rbirred Cor~rmand. 

cooperation when working to prevent flood damage and Lirrrfenarl? Colonel Knmnyk is iread of the Bridges orld 

when cleaning up after a flood or other. disaster. m Croc.sirhs Divisior~ of rlze Militon Engbrr<,r Faczrln: Titadderrs 

Ko.rcirisko Miliran .Acorlrmn~, IYI-II~I~x~, P111rrrzdHe ser7:ed as 

Colorre1 Znmior is the Demr q/ Mili?n~-\. Etr,pineering n plnnni~zg (fficer fol- rhe Anti-Flood Co~rzhirred Corn~~zu~zd 

i h a? tire TIrririrlr,rs Koscirrslo .Ililitn~? Acrrder~r~, dirrirz~ rhe 1997,Pood. 
wdoint Engineers Build a Aemporary Parking Apron 


T 

By Lieutenant Kevin J. Barroe, USN 

he ability to transform a field of thick vegetation into 

a solid helicopter parking apron is one thing that 

makes milita~y engineers so valuable. Joint engineer 

forces make the impossible possible by completing 

engineering missions while under fire or in peacetime. With 

the continuing resource challenges we face, joint 

engineering operations are demonstrating their value by 

making the best use of all resources. 

Naval Mobile Construction Battalion 4 (NMCB 4) was 

tasked with a for training to construct a 

290,000-square-foot ex~editionar~ parking apron on the 

U.S. Arlny K-16 Airfield in Seoul, Korea. The apron would 

be built using AM-2 matting. Originally designed as a rapid 

IunwaY repair tool, the 2-foot by 12-foot aluminummagnesium Panels have preformed grooves that lock 

together and form a staggered grid Pattern. The ends are 

locked in place with a thin locking bar, which is also 

aluminum- The apron at K-l6 Airfield would provide 

temporary parking for 16 UH-60 Black Hawk helicopters 

while the existing asphalt apron was replaced with a new 

concrete apron. Funding for the project was to be provided 

by the Republic of Korea Funded Construction program. The 

customer for the parking apron was 1152 Aviation Battalion, 

17th Aviation Brigade. 

Planning 

The constr~~ctiontasking called for clearing and 

grubbing a 7.1-acre site adjacent to the existing 9,900-

foot runway. The K-I6 Airfield is controlled and 

operated by the Republic of Korea Air Force, which required 

thorough access control procedures and reporting on the 

project's progress. After clearing the site, a 6- to 8-inch lift of 

fill material from an adjacent in sit" fill pile would he placed, 

compacted, graded to finish elevation. ~h~,,,11,900 

sheets of AM-2 matting would be placed on the 204-foot by 

1,360-foot area. Access to the existing airfield taxiway would 

be maintained by constructing a culvert system across a 10- 

foot-deep, 25.foot.wide drainage ditch. ~dditi~~~ll~

an

access road for fuel support vehicles would be constructed. 

For the project's horizontal tasking. NMCB 4 assembled a 

24.person detail of equipment operators, construction 

mechanics, an engineering aide, and others. Twenty marines 

from 9th Engineering Support Battalion, 

Okinawa, Japan, provided additional labor 

and AM-2 technical expertise. 

Obtaining equipment for the project was 

an open issue a? the Seabee advance party 

deployed on 22 October 1998. Funds to 

draw equipment from theater war reserve 

were still in the approval process. To get 

the project started, four pieces of 

equipment were moved from the Seabee 

camp in Pohang, Korea, to K-16 Airfield. 

The Seabee advance party worked with the 

limited equipment fleet for 30 days and 

accomplished 90 percent of the clearing 

and subbase rough grade. 

Funding for the project was ultimately 

provided from the Eighth U.S. Army 

commanding general's "flex" funds. These 

funds enabled the unit to draw on Air Force 

war reserves of civil engineer support 

equipment at Suwon Air Base. Maintained 

by the U.S. Air Force 607th Material The 7.1-acre, 11,900-piece apron is put together like a gigantic puzzle by 

hand, crowbar and sledgehammer. 	 Maintenance Squadron Detachment 2, the 

fleet consists of more than 400 pieces of 

16Engineer 	 August I999 
equipment ranging from flight-line suppon gear 

to troop movers. 

Executing the Project 

With the entire vehicle fleet on site by 

20 November, it was time to move 

full speed ahead on the project. The 

mixed-senice equiprilelit suite included two . . bulldozers, two motor graders, three front-end 

loaders. two vibratory rollers, five dump tn~cks. 

one u,heeled exca\,ator, and troop suppolt 

vehicles for the 44 personnel assigned to the task. 

The clearing and grubbing operations 

concluded after removing 7,000 cubic yards of 

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. 

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spoil and vegetation. The clay-rich subbase 

niaterial anas rough graded to a I-pel-cent slope 

and compacted. Then. 5.200 cubic yards-more 1?%-~.:, , u_ -A-
 ., . ~~~ :, 
, . . 
 . . 1+ . .?-

than 800 tmckloads--of select fill material , .~ -,k& ,', ., 


were placed. Conveniently, the fill site was less A crew of NMCB 4 Seabees prepares to build a roadway to the airstrip 


than one-quarter mile from the project. which Over an existing gully. 


made haul times short. By 27 November. the 

rough grading was 90 percent complete and the fill 

placement was 30 percent complete. The marines arrived on 

28-29 November and began placing AM-2 matting on 1 

December. 

Matting, Matting, and More Matting ... 

The placement system for AM-2 matting is designed 

to be siiiiple and straightforward. However. each 

panel weighs 144 pounds and each pallet of 20 

panels weighs almost 3,000 pounds. Placing the matting is 

highly labor intensive and requires a hardworking crew to 

successfully complete the task. 

Marines from the 9th Engineering Support Battalion 

began with a goal of placing 10,000 square feet of matting 

each day. After two days on the job, they averaged 20,000 

square feet of matting per day and peaked at 31.416 square 

feet during one 9-hour day. As Seabee equipment operators 

placed the fill material and completed related site work. they 

shifted crews to the matting task as well. The entire 

285.600-square-foot main parking apron was completed by 

I6 December. just I? working days after work beran. 

Clean Up and Wrap Up 

he final work elements of the project were wrapped 

up by 21 December. This included constructing a 

culvert crossing for the 10-foot-deep drainage ditch: 

finishing the fuel access road. which included a soil 

stabilization operation; cleaning the matting: and final 

grading the fill site. Follow-on work for the Army 

Directorate of Public Works included painting parking and 

taxi lines and installing aircraft mooring points. 

Seahee equipment operators and constluction mechanics 

washed and inspected the equipment and returned it to Suwon 

Air Base. The total cost of repairing 15 pieces of consrmction 

equipment was less than S15.000, one-half of the original 

$30.000 estimate. Total equipment operating time was 1,200 

hours and 1,500 miles worth of troop training. 

Working Together 

This project provided high-quality training for evevone 

involved. Na5.y Seabees received construction training 

similar to what they would receive in a contingency 

m\ironment. Marine Corps engineers practiced AM-2 

matting installation, which is one of their major requirements 

in suppon of marine airlground task force operations. Air 

Force and Army personnel demonstrated outstanding support 

and contributed vital resources to the pro,ject. Lhder the 

leadership of U.S. Forces. Korea. engineers worked together 

in a joint e~ivironment and accomplished the task on schedule. 

From junior Seabees or marines up to the officer in charge and 

the staff at U.S. Forces. Korea, it was clear that each of the 

four services plays 3 vital role in the Korean theater. Engineers 

must be prepared to work together in peacetime taskings as 

well as in contingency operations. m 

Li~rrrenanr Brirroe i.r rlrr De/~lo\mer~i for Troiilirtg Oflcerin C1~1,ge. U.S. Nal,irl Mobile Coitsn-rrcriorl h'ortoiioti 4, Po!? 

Hlrenente, Califorr~ia. Prei,ious assigi~rr~enr.s ittciirde Plrhiic 

Wc~rks Oficer: ,\ra~ol ffos/~ital and A.s.si.sroitt Offirer- it? 

Cltarge of Coit~irirctiort. Mnririe Corl?.s Ros<,, Cflrnp Lejeiirte, 

Narrlt Carolittu. Lieriter7arzt Borror 1toIri.r o degr-ee irt ci1,il 

engineeriitf/inin Virginia Tecl~. 
The Rmniinees RaaltllAey FllaRliinn ushiicll~ 

Bv Chesfer A. Kojr(7 

This i.7 the third in a series of arfic1e.r conceuiing a 

possibl? i~e/~l~llloci~~nent for the M113A3 rinnorerl personnel 

carriei- (APCj for ineclzanized co~nhuf e~igineers. The 

iV(~~'('tnber19YA' i.r.rue of E11gii7rer />re,re~zted preliminat? 

ob.s(~nrrriof~sfioi-o,n tile field. 111 Mmrh 1999, Engiizerr 

priblishi,d n whife p~~per ,sfritO?,y why engineers need tire

Br(~tili,~ Figlrrirrg Vehic/e (RFVj. Tltis article descrihe.~ tlrr~ 

U.S. Ar~~ryOzginerr Sci~ool'.r ff,%rfs to field the Ei~gincer 

Bi.(~dle~Fightii~g Vehicle JE-BFVj fo replace flie APC. 

ngineers support the maneuver brigade commander's 

scheme of maneuver as part of the brigade combat 

team in the close fight. They also fight as infantry, 

and mechanized cngineers fight as mechanized infantry. 

Engineers and inlantly have always heen linked: they have 

marched, ridden. and fought together with the same 

equipment. In World War 11. both used armored halftracks: 

and during the Cold War. both used APCs. In the future. both 

will use the yet-to-be-defined Future Infantry Vehicle. It is 

only now that engineers are equipped with a distinctly lesscapable vehicle than the infantry soldiers they accompany 

and support. 

The Problem 

The is an excel'ent armored carrier and 

will remain a fully capable "bnttlefield taxi" 

throughout the foreseeable future. However, it does 

not belong in the forward edge of the combat team. The APC 

cnnnot defend itself on today's mechanized hattlefield, much 

less on future battlefields to be faced by the Force XXT 

Conservative Heavy Division and Almp After Next. 

18 Engineer 

Engineers cannot keep up with the tank and mechanized 

battalions they support. Engineers are readily identifiable on 

the hattlefield and, because they lack a defensive capability, 

are often singled out for destri~ction by enemy forces. 

Like tanks, mechanized Infantry Fighting Vehicles have 

modern, lethal cannons and niissiles with full-solution fire 

control: stabilized ihernial sights: and an armor-protected. 

shoot-on-the-move capability in all weather and visibility. 

They also have survivability enhancements that protect the 

crew after the hull is penetrated. Meanwhile. accompanying 

engineers in their APCs must expose thenlselves to fire to 

manhandle a single, Hex-mounted 30-caliber machine gun. 

They have nothing but their eyes for lire control and cannot 

expect to penetrate and defeat enemy a]-mored fighting 

vehicles even if they are lucky enough to score a few hits. 

Engineers carry a lot of equipment and mater-iel-mincs. 

explosive demolition?. barrier materials, and special toolsas well as specialized obstacle-breaching systems, such as 

mine-clearing line charges (MICLICs). The current 

"solution" is for engineer squad APCs to pull cargo trailers, 

which creates more problems. The added weight overtaxes 

engines and drive trains, and maintenance problems multiply. 

APCs are less agile - with trailers attached because the trailers 

may jackknife and flip, especially when traveling crosscountry. In addition, trailers block the APC's rear ramp, 

making it difficult to exit a damaged or burning vehicle. 

The Solution 

The solution to these problems is the Engineer Bradley 

Fighting Vehicle. Table I, page 19. shows niajor 

milestones in the effort to field such a vehicle. 

Au~lisf1999 
- - - -- 

- -- 

1997 

Table 1 

~~ ~~ ~ 

y Fighting Vehicle History 

Under the Armored Falny of Vehicles (AFV) program engneeis pursued ihe Sapper Veivcle (SV, a 

variant of the yet-to-be-defined Infantry Future Fight~ng Vehicle. Under this program. all veh~cles were Mid-1980s to have a turreted cannon. The SV was to have a dozer blade, backhoe, hydraulic auger, and 

hydraulic power tools. 

Many of the tools and systems were incompatible and were trimmed from the SV. The turret was 

replaced with a commander's weapon station. The backhoe was removed because it would tie the 

1988 	 vehicle to the work site rather than to an ovelwatching position. The AFV program was downsized, 

reorganized, renamed. and finally disappeared due to lack of funding, but the conceptual SV 

remained. 

The Canadian Special Engineer Vehicle (SEV)-an MI13 with a dozer blade. hydraulic auger, and 

hydraulic tools-was considered.The blade had a flotation backing that allowed it lo float and serve 

Late 1980s 	 as a trim vane, so the vehicle could swim like a conventional APC. As with the SV, hydraulics to 

power the blade and auger reduced interior volume needed for the engineer squad's equipment, so 

interest in the SEV never developed. 

The Engineer Schooi developed a mission need statement for an Engineer Squad Armored Carrier. 

The focus was on the need to maneuver (and survive) alongside Infantry Fighting Vehicles and tanks 

and the need tor a large cargo capacity. Analyses pointed to a stretched APC or a turretless Bradley. 

In the stretched Mt13A3, the hull was cut and an extra 3-foot section inserted. The APC also had an 

1994 extra (sixth) road wheel and an uprated engine. 

The turretless Bradley allowed exira space, but the turret ring's gaping hole had to be replaced with a 

new top deck with a commander's weapon station and crewlcargo hatches. Hull wiring that 

previously ran through the turret slip rings required rerouting, and new positions for radios and 

controls had to be developed. 

December 1995 

July 1997 

Janu: 

Summer 1998 

more oela ed asscssrncrlt of resource zmiarls Accoro ng 1;

The stretched APC was the preferred solution of the two and was so briefed to the Army Vice Chief of 

Staff. But it was still a defenseless vehicle. even though the trailer was eliminated. 

MG Gill. E ngineer Sch ool Comma1 ndant, directed that an operational concept be prepared for the 

Bradley Er~gineer Squa d Vehicle, in cluding an assessment of DTLOMS. 

The operational concept was submitted to TRADOC. 

The operational concept was endorsed bv TRADOC, bul implementation was deferred Dendinq a - I me concopl RFJs nod o iepnce all 

enqlnepr APCF in o i s or?! nntra ons 01 srwe component AC, olvistons ano Arm\. Nallona G~ard 

(A~NG) enhanced brigades and in engineer companies of Armored Cavalry ~e~iments (ACR). 

Engineer corps mechanized battalions and ARNG divisional battalions were not included because 

they were to be reorganized under the Army's Force XXI eHort.The total requirement was estimated 

to be 1.005 vehicles. Eliminating squad trailers would result in a need for additional cargo vehicles 

and drivers. 

No decision was made at HQDA. and anention shifted to the Army's Heavy Force Modernization 

Plan. Engineer School representatives to the working group for the plan raised the E-BFV issue. but 

a decision was deferred because the requirement was unfunded. 

MG Flowers. Engineer School commandant, directed that a white paper be written stating why October Igg8	engineers need the E-BFV (see Engineer. March 1999). 

TRADOC directed the Bradley proponent, the lnfantry School, to prepare a recommendation on the December 1998 feasibility of an E-BFV. 


TRADOC approved the infantrylengineer asses: le E-BFV operational concept, which has 
 May 1999 changed considerably since the 1997 concept. 
Advantages 

Engineers mounted in E-BFVs would gain the following: 

Survivability through lethality (defensive tire from the 

tube-launched, optically-tracked, wire-guided missile 

[TOW] and 25-millimeter cannon). 

lmproved situational awareness (armor-protected turret 

with enhanced optics and forward-looking infrared). 

A common signature (to prevent the enemy from specifically targeting engineers and to reduce fratricide) 

lmproved cross-country mobility (for example, crossing 

@IPS). 

Logistics and maintenance commonality with the brigade combat team. 

Considerations 

Some of the logic concerning which Bradley Fighting 

Vehicle model is needed follows: 

The original M2AO model is obsolete, and existing 

M2AOs are unsuitable. Practically everything on them has 

been upgraded or modernized, so there is little maintenance 

commonality with later models. Their age and mileage 

would make them a readiness nightmare. 

No M2Als remain, since they have all been upgraded to 

M2A2 or higher. 

During Operation Desert Storm?needed improveme~ltsto 

the M2A2 were idcntified. which resulted in the M2A2 ODS 

(Operation Desert Storm]. Improvements include an eyesafe laser range finder, a Global Positioning Systeddigital 

compass, missile countermeasures, enhanced drivcr's 

thermal viewer. internal restowage, and mounting provisions 

for Battlefield Command Identification System. The M2A2 

ODS is the current frontline infantry vehicle. When 

upgraded with a "digital applique," it will be compatible with 

Force XXI digital requirements. 

As AC infantry units receive the M2A2 ODS. their M2A2s 

are being cascaded to ARNG infantry battalions. Diverting 

these vehicles to AC engineer battalions would derail ARNG 

modernization, to which the A~myis fully committed. 

The M2A2 is suitable for today's engineer, but it needs 

upgrades to be compatible with the digitized applique required 

under Force XXI. This would create a sort of M2A2 "hybrid" 

that would be "almost an ODS" but not quite. It would cost 

about the same initially and less in the long run to select the 

M2A2 ODS configuration for engineers. 

Under Conservative Heavy Division redesign, tank and 

infanby battalions are smaller by one line company each. 

Excess M2A2 and M2A2 ODS models are being turned in and 

will be rebuilt to the yet-to-be-fielded M2A3 configoration. The 

M2A3 will be fully digitized and will be interoperable with the 

M2A2 ODS (wlapplique). Only a limited number of M2A3s 

will be fielded, and none are available for engineers. Retaining 

the division's excess M2A2 and M2A2 ODS models for 

engineer use is not acceptable since it would derail the M2A3 

fielding schedule. (One engineer battalion eqoivalent-about 

30 BFVs-had been retained at 4th infi~ntlyDivision at Fort 

Hood. Texas, but this was a temporary exception.) 

Given all of these considerations and constraints. the 

agreed-upon plan is to use excess M2AO BFVs and upgrade 

them to the M2A2 ODS configuration. Except for removing 

the internal TOW racks. the E-BFV will be identical to the 

infantry M2A2 ODS. Once the digital applique is fielded, the 

E-BFV will be operationally compatible with the digitized 

brigade combat team of Force XXI. 

Table 2 shows the breakdown for the 668 Bradleys required 

for conversion under the Heavy Force Modernization Plan. 

Table 2 

rwe 

f Unit -

Number 

of Units 

"* > 

Bradleys Required for E-BFV ~onverslb;l -

Quant Total 

Requirement 

AC D!v!sional Engneer 18 522 

Banallons 

ity 1 

nit 

AC Armored Cavalry Regiment 

Engineer Company 

Pre-positioned Banalion Sets 

I National Training Center 20 

1 Engineer School 22 1 

Infantry School 

Total 

20 E~igine~r August 1999 
Table 3 

Fleid and Iranlng manuals will be revised to reflect added englneer capabllty. These include 

FM 5-10. Combat Engineer Piatoon; FM 5-71-2, Annored Task Force Engineer Combat 

Operations; FM 5-71-3, Brigade Engineer Combat Operations (Armored): FM 5-71-100, 

Division Engineer Combat Operations; MTP 5-335 series, Engineer Topographic Units. FM 71- 

1. Tank and Mechanized Infantry Company Team: FM 71 -2.The Tank and Mechanized Infantry 

Banalion Task Force; and 71-3, The Armored and Mechanized infantry Brigade. Tactics, 

techniques, and procedures (TTPs) also will be revised. 

The Engineer School will adjust training for 12B10 One-Statio~iUnit Training, 12830 iBasic 

Trainint 	 Noncommissioned Officer Course, Career Managem ent Field 12 Advanced hloncornmissioned 

Officer Course, Engineer Ofilcer Basic Course, a nd Enginee r Officer Atjvanced Ccsurse. 

Engineer NETT will be raised and resourced. 

Leader Development 	 Engineer master gunners and engineer I 9er Course graduates wlil be assigned an 

additional skill identifier and tracked acco 

M113A3 APCs will be replaced one-for-one. There will be no chanae to engineer platoon, u 


company, and battalion structure, and no personnel or vehicles will be adde d to the engineer Organi: battalion. Forward support maintenance will need six additioi nal mechan ics per eng lineer 

battalion (18 mechanics per division with three engineer battalion: 5). 

Materie 	 The E-BFV is essentially identical to the lniantry's M2A2 ODs Bradley, with only minor changes 

to the internal stowage configuration. 

Soldier 	 Engineer units will be more capable. They will be more survivable through improved lethality, 

situational awareness, and armored protection. 

Impacts 

Due to other changes associated with Conservative Heavy 

Division redesign (independent of the E-BFV issue), acquiring 

the E-BFV will not significantly impact equipment and 

personnel at the battalion level. All positions will be satisfied 

through redistlibution of available personnel, and no added 

vehicles are needed. At the division level. there is an increase of 

six mechanics per engineer battalion or 18 per division. So the 

six AC divisions require an additional 108 mecha~cs. 

Training will he impacted based on the increase in 

firepower (25-millimeter cannon and TOW) and 

sophistication of the fighting vehicle overall. New 

equipment training teams (NETT) will provide initial 

training. Engineers will conduct semiannual gunnery using 

common tables I through VUI and engineer-specific tables 

XI and XII. Engineers will also conduct one combined arms 

live-fire exercise and two field training exercises annually. 

All training for the TOW will be conducted using simulators 

and training devices rather than live missiles. Each engineer 

battalion will have one set of training aids, devices. 

simulators, and simulations, which consists of Conduct-ofFire Trainer, Precision Gunnery System, and Through-Sight 

Video. 

Engineer master gunners will be trained at the U.S. Army 

lnfant~y Center's Bradley Master Gunner Course. Engineer 

leaden initially will be trained at the Infantry Center's 

Bradley Leader Course until an engineer-specific course is 

taught at the Maneuver Supporr Center at Fort Leonard 

Wood, Missouri. Course scheduling will depend on the 

E-BFV fielding schedule. During initial low-rate fielding 

(less than 60 per year), training will continue at Fort 

Benning, Georgia. Engineer-specific training will begin at 

Fort Leonard Wood as fielding expands to two or more 

battalions (60 vehicles) per year. 

Table 3 shows how transitioning to the E-BFV will 

impact DTLOMS. 

The Result 

While specific milestones have not been determined 

at this time, Engineer School personnel are 

hopeful that E-BFV fielding may be,' oln as soon as 

2004. With this vehicle, engineers will shoot, move, and 

communicate as fully capable members of the brigade 

combat team of the Force XXI Conservative Heavy Division 

design. They will be in line with the infantry for further 

transitions to follow-on combat systems such as the Future 

Infantry Vehicle and Future Combat Vehicle of the next two 

decades. With comparable equipment, engineers will finally 

return to their position alongside the infantry as they enter 

the close fight at the tip of the brigade combat team. Y 

Mr Kojro is a materiel engineering development attah-ri 

at the Engineer School and a lieutenant colonel in the Army 

Reserve. He holds a di,gri,e from the University of Illinois, 

Chicago. and is a CGSC gradlraie. 
Creating an Engineer-Rellevant 


Common Picture 


By Cnl?tain Ti~norlt!; T Sellers and Mnjor Diori!;sios Antlittos 

he Chief of Staff of the Army's Wsion 2010 instructs us 

to "leverage technology" and "foster innovation and 

experimentation." That's exactly what the 3rd Infantry 

Division engineers accomplished with the creation of SapperNET. a fully automated, web-based tactical reporting system. 

Using Watlighter preparatory exercises as a test bed. we 

experimented with databases and Hypertext Markup Language (HTML) interfaces to establish a system that was a 

combat tnultiplier during 3rd Infantry Division's Warfighter 

exercise. 

The more comprehensive and complex solutions offered 

by Force XXI take tirlie to fully test. and there is no way to 

predict when these solutions will be implemented at the division level. By leveraging existing technology, the Engineer 

Brigade developed an interim solution for its infor~nation 

needs today. SapperNET uses existing hardware. an open 

architecture, and commercial off-the-shelf software to provide timely. accurate data for creating the engineer-relevant 

common picture (ERCP). 

SapperNET Evolution 

e hegari with the central idea of creating the ERCP. 

An elusive problem. it not only involved creating 

the inloimation product but also distributing it 

across the battlefield. Early ideas focused more on the product and less on its dissemination. The idea of a terrain summary that looked much like the intelligence summary 

(INTSUM) went a long way toward providing a common picture, but it lacked the level of detail required to ensure relevance to the end user. Further, the terrain surnmaly would be 

created without dynamic input from the individuals most 

knowledgeable of the terrain. At best, it would provide a textbased summary with a simple cartoon to illustrate broad 

mobility concepts. 

Maneuver Control SystemIPhoenix (MCSIP) offered 

another method of establishing a common picture. A UNIXbased program running on high-end Sun workstations, it 

could assimilate inrormation fl-om other MCSP terminals 

and autoplot that information on a digitized map. Its downfall, however, was the requirement for high-cost hardware 

and proprietary software that could only communicate with 

other MCSP systems. Further. it required extensive contractor support and was highly inflexible. In the end, these 

issues proved to be insurmountable in creating a system that 

would work today. 

We had an idea for using a central database to s),nthesize 

information and ease distribution so that infomiation could be 

shared in real time. An HTML interface would allow dynamic 

input from end users. while eiving nonengineer customers the 

ability to tailor information to their individual needs. Using 

commercial off-the-shelf software and existing automation 

assets. we created a fully automated information solution Tor 

division engineers. This solution provided the detail, relevance, and flexibility lacking in previous systems. In short. by 

using a common laptop with open-architecture software. SapperNET provided an interim information solution for Force 

XXI objectives. 

Lessons Learned 

Early versions of SapperNET were primitive. They 

amounted lo ad hoc use of the tactical local area network (TACLAN) to help disseminate engineer information reports from the engineer tactical command post 

(ETAC). Far from being interactive, information was reponed 

to ETAC throush FM or mobile subscriber equipment (MSE) 

voice, typed into report data tables using Microsoft Excel, and 

then saved in HTML format. The HTML files were transferred to a web server located at the engineer main command 

post (EMAIN). Battle staff personnel at each command post 

could then use the "refresh" feature of their web brolvser to 

see the most recent infolmation. The process was extremely 

labor intensive for the web master, who also senred as the battle captain in the ETAC. 

Despite its initial drawbacks, we could see the inherent 

potential in using web technology to shate our engineer information. The dividends SapperNET provided in the form of 

reduced FM voice traffic and timely, accurate information 

proved the validity of our concept. All engineer elements. to 

include the 10th. I lth, and 317th Engineer Battalions and the 

Engineer Brigade distributed command posts-ETAC, 

EMAIN, and engineer rear cornmatid post (EREAR)~tijoyed 

the same ERCP. In addition. the 36th Engineer Group, a Corps 

asset, could share in the benefits of SapperNET's products. 

We recognized, however, that SapperNET must evolve to 

overcome its drawbacks. Our goal was to develop a reporting 

and information distribution system that would: 
1 Suppon quick and easy reporting. 

Support one-time sr~htnissionof information 

Permit easy updating of repotts without resubmission. 

Reduce FM and MSE voice transmissions 

Proside instantaneou\ ERCP data to all engineer corn 

mand po.;ls. 

Provide an easy planning tool for nonengineer custom 

ers to facilitate battlespace mobility. 

It was evident that we needed a self-sufficient.dynamic 

web page to achieve these objecti\,es. 

Incremental Software Development 

We began by defining how and what relevant infornlation should be shared across the division. In a 

conscious effort to not recreate our standard report 

formats, we hased the database structure on existing field 

standard operating procedure repotts. If we stuck to this iormat. we could make the existing system more efficient without adding [nore reporting requirements for subordinate 

units. In short. this would nut us in a favorable "fallback' 

po\ition chould we have to tcveti to the old way 

of doing busines7. 7 

ODBIC, which draws its data directly from any open database. such as Microsoft Access. Microsoft Excel. or Oracle. It 

also supports the use of Structured Query Lanpuage. This 

capability allows user7 to control what information is 

extracted from the database and allowed us to efficiently store 

inTormation in the SapperNET database. 

This version of SapperNET, using both ODBIC and BaseRunner_was tested during CPX 99-03 in January 1999. By 

then. radio-telephone operators were spending more time on 

the computer than on the radio. All engineer operational and 

logistical reports were sent on SapperNET. Commanders 

wet-e free to use the Fh4 without first clearing the net. 

The final 1-ersiori of SapperNET-running completely on 

ODBIC-was tested during the 3rd Infantry Division Warfighter Exercise in February 1999 with anlaring results. During the five-day exercise. 488 obstacles, more than 50 breach 

lanes. and 136 main supply route waypoints were reported 

(Figure I). More than 170 users accessed SzrpperNET with 

more than 25,000 hits on the web paee (Figure 2). In one 

instance, SapperNET pro\.ided maneuver commanders with 

timely informatio~ithat directly contributed to executitig 15 

Air Volcano situational ohstacle and a division-level counterattack into the enemies' flanks. This effort resulted in the 

The next challenfe was to design the interface. Users needed the capability to view and edit 50 

information. More specifically, we wanted to pro- 45 m Obstacles 

vide the capability to tailor information to indi- 40 

35 Breach Lanes 

vidual unit's needs. Using the Internet. we found 30 

a shareware program called Ru.reRlmnrr. A com- 25 MSR Waypolnts 

mon gateway interface application. BaseRunner 20 

allo\vs users to input data through HTML fomis 15 INTSUMS 

using drop-down menus. It automatically places a 

10 

5 

dateltime stamp on input and allows formatting 

'". j 

of output into data tables. 

BaseRunner, ho\ve\,er, only reads from "flat" 

database tables. In other words, it limits the Figure 1. Number and Kinds of Reports 

user's ability to query SapperNET's database and 

tbus tailor this info]-nlation. It also forced us to 

store the came information in nlultiple data 

tables. We tested this version of SapperNET during Command Post Exercise (CPX) 99-02 in 

December 1998. It resulted in an even greater 

decrease in FM and MSE voice traffic. SapperNET recei\-ed more than 200 obstacle reports and 

more than 50 breach lanc reports throughout the 

four-day exercise. ERCP was tiow shared instantaneoosly across the battlefield. The division 

embraced our efforts, and the potential for a wehbased infomlation system was evident. 

The next step was to provide users the capahil- I 

ity to quel-y SapperNET's database. Again. we 

searched the Internet and found a program called Figure 2. Web Page Hits 
division destroying three regiments while preventing any 

penetration into ihe division's rear area. 

Throughout the exercise, SapperNET achieved an instantaneous. accurate ERCP, while greatly seducing traffic on 

FM and MSE command nets. SapperNET PI-ovided an obstacle search tool for our nonengineer custolners. Using this 

tool. a planner can specify an area and SapperNET will 

report all obstacles and ob~tacle breaches in the area. This 

valuable tool eliminated the need for nonengineer command 

posts to crack all obstacles in the division area. The result 

Lvas significantly fewer incidents of fratricide and elimination of the need for engineer officer liaisons at these headquarters. In short, the entire engineer community and the 

division possessed the ERCP. Possession was not limited by 

who did or did not have Advanced Warfighting Experiment 

Applique. 

SapperNET Features 

SapperNET's web interface uses forrns and tables to 

gather uses inputs and format the output. Output tables 

show ohstacle data. breach lanes. main supply routes. 

combat power. unit locations, countermobility. and survivability status. In addition to tabular data, it also provides a 

request-for-information (RFI) board. a terrain analysis page, 

and an engineer intelligence summary page. 

Powerpoint slides in HTML fornut are used to brief division leaders on the status of engineer forces. and all operations orders. warning orders, and fragmentary orders are 

posted in HTML format (see Fipure 3). 

One of SapperNET's most often used features is the 

obstacle locator. Nonengineer units found this particularly 

useful in planning their movements in the banlespace. The 

locator allows users to define an area of the battlefield within 

which to search for obstacles and breach lanes. Entering coordinates for the northeast and southwest corr~ers of a fieurative 

box returns the desired results and provides a useful planning 

tool (see Figure 4. page 25). This process takes responsibility 

of data selection out of the hands of the data provider and into 

the hands of the data user. 

Advantages 

SapperNET's biggest advantage is near real-time information. During CPX 99-01. ETAC tracked the battle 

within two hours of "ground truth: EMAlN was within 

four hours: and EREAR was about six hours behind. By CPX 

99-03. SapperNET brought all command posts within one 

hour of ground uuth. Llsed extensively by maneuver and conibat service support units. SapperNET contributed ~mmensely 

to sitodtional awareness, resulting in almost no losses to 

known obstacles. 

Another advantage of SapperNET is its ease of use. Anyone who has ever surfed the worldwide web can access and 

navigate SapperNET. Operator traininp for radio-telephone 

operators and battle captains took just 90 minutes. 

SapperNET costs alnlost nothing and is extrclnely portable. 

It uses available hardwae (some units access SapperNET using 

a 486 laptop with 8 mepahytes of RAM) and maximizes the use 

oifreeware/.hareuare so that the only expense is the license for 

ODBIC (Si9 for a single license or $79 for unlimited licenses). 

A Dell lnspiron laptop with a Pentillti1 11, 233 MHz processor, 

64 megabytes of RAM, and a 3.5-gigabyte hard drive served as 

the web server. Finally, SapperNET is optimized for low 

bandwidth with no graphics; the entire application is less than 3 

megabytes in size. 

Figure 3. SapperNET Home Page 

24 Engineer A!rg~rst1999 
Figure 4. Obstacle Locator Box 

Still another advantage of SapperNET is its open 

architecture, which allows us to quickly develop and 

implement new capabilities after each after-action report. 

The obstacle search tool was just such a development. 

Changes like this and many others allow the information 

management system to adapt to the needs of the 

organization. 

Finally. SapperNET exists on the TACLAN with the 

same classification as the MSE network-Secret High. 

Physically separated from the rest of the world, its security is as reliable as the MSE network. 

Challenges 

The main challenge of SapperNET is its dependence on MSE. The data channels are carried over 

the same airwaves as the voice channels for digital 

nonsecure voice terminals and MSRTs. Therefore, if the 

MSE network goes down So does TACLAN and SapperNET. One way we avoided prolonged downtime was by 

distributing the network. Duplicating the web sewer at 

both the EMAIN and ETAC allowed a redundant capability. These systematic backups of the database, transfel-red 

through the network to the alternate server, provided an 

alternative in the event of communication outages. 

*'lother O' using MSE is low bandwidth' 

Using the Tactical Packet-Switching Network with a maximum throughput of 9.6 kilobytes per second results in 

slow-loading web pages. However, even with slowloading web pages, sending a combat engineer slant report 

over sap per^^^ is faster than sending it over FM or digital voice terminal. with the advent (,f the Signal 

colps' network at 256 kbps, SapperNET's petfoin~ance improved tremendously. 

SapperNET currently does not have the ability to pavide 

August 1999 

graphical representations of the hattleReld. For example, it cannot autoplot obstacles and breach lanes on a digitized map of the 

terrain. However, this capability is not far off. We are currently 

working a joint effort with the Enpineer School to impon SapperNET data into TerraBase I1 to autoplot the ERCP onto a digital 

map. Additionally. SapperNET will become the data source for 

XVIII Airborne Corps' Joint Countermine Application-a Global Command and Control System application being developed 

by the Corps engineer section to provide ERCP on a digital map. 

A Viable Solution 

SapperNET is a proven, cost-effective. and viable interim 

solution to manage and distribute the information necessary to provide the engineer-relevant common picture. 

Additionally, its low-cost, open-architecture design allows a high 

level of flexibility that can he adapted to almost any tactical unit. 

p.ecently. the XVIII Airborne Corps engineer section adopted 

SapperNET as the Corps engineer reporting and information distribution system. Once again, SapperNET was easily modified to 

accolnlnodate corpsand light engineer-specitic reports. Y 

Captain Sellers is the Engineer Brigade Signal Oficcr a1 Fort 

Steumrt, Georgia. Previous as.si,qr7rnerlt.s i17clude hatfaliw7 ndjutnnr, bnttolio~r nrsisrunt S.3, MSE riodal platoon leotii,~ a11d TACSAT pln,oon leader for 17th Signal Bntlnlion. Kitzingen, 

Grrn7nny A gr-adunle ifthe Signal OSJicer Ad~,anred Course, he 

11old.sa hacl~elor's degrea in business adininistrufioi7 from AppaIizcl7ian. Stale Univecsify 

Major Annino.! is the S.1 ofthe Engineer Brigade, 3d h!/urrtr? 

Division, For1 Strwart, Georgia. A gradrmte of the Con7.nrand and 

Genenrl Smff Course, he holds nio,rrer'.r degrees in syste1n.s engirierring orid frarlsportafion engineering frorn the U~~irril~ersity of 

Penn.sylvanirr. 

Engineer 25 
level cheniical staffs bring che~nical detection, decontamination, smoke generation, and other capabilities to the 

fight. In particular, our experience during recent BCTP 

Warfighter exercises indicates that staffs must do more to 

integrate the use of smoke in plans and orders. 

111light of the rnaneuver-support concept (which includes 

military police, who are not discussed here), and the fact 

that we are large consu~nersof smoke during river-crossing 

and breaching operations, engineers rnl~sttake the lead 

in integrating our Cheniical Corps brethren's smokeemployment expertise. If your first reaction is to dismiss this 

notion, perhaps you are not aware of the role that obscurants 

have played throughout the history of warfare and the great 

effects they can provide toward achieving success. 

Pick a conflict. and you'll probably find that effective use 

of obscurants made a difference. As early as 2000 B.C., 

soldiers burned damp straw to smoke enemy positions. At 

Legnica, Poland, in 1241 A.D.. the Mongols used smoke to 

separate foot soldiers and horsemen. Combatants in the 20th 

century have used smoke during every major conflict as well. 

The recently fielded M56 wheeled Smoke Generator Systeni 

(SGS) and tracked M58 SGS have modernized our inventory 

of smoke-generating equipment. 

Despite historic examples that showcase the effectiveness 

of smoke and recent improvements in equipment. our 

experielice during RCTP Warfighter exercises shows that 

Battle Command Training Program 

(BCTP) 

Integrating Smoke in the MobilityISurvivability 

ROS 

By Lieufe~zanfColonel Ron Lip/k and Major John Kulifay 

If you at-e an "old soldier," you may recall a time when 

engineers were not fully integrated in the combined arms 

team. Engineers often had to "tight" to be heard, to secure a 

seat at the planning table, and so on. Due largely to the 

efforts of the combat training centers, I believe that this has 

changed. For example, during Warfighter exercises 

conducted by the Battle Command Training Program 

(BCTP), engineers are integrated in all stages of the military 

decision-making process and across the depth of the division 

zone. Brigade and division commanders seek the advice and 

counsel of their engineers. Thus, we are now a relevant. 

potent force on the battlefield. 

However, engineers are only part of the mobilityl 

survivability battlefield operating system (BOS). Division-

- -

chemical staffs often are not integrated in the division fight. 

Where it was once engineers who fought for a seat at the 

table, now it's the chemical officers who fight for a seat. It is 

time that engineers facilitate the integration of chemical 

staffs, particularly for planning smoke operations on the 

battlefield. The importance of planning and executing smoke 

is clearly stated in FM 90.13. Rivrr-Crossing O/,erafions, 

and FM 90-13-1, Conzbined-Arms Breaching O/?errrfiorzs. 

Chemical Corps doctrine (FM 3-50, Smoke Opemtions, 

and FM 3-101-1, Smoke Squod/Platoon 0perarion.r) provides 

the tactics, techniques and procedures units use to employ 

smoke at operational and tactical levels of war. Smoke has 

four battlefield applications: 

Obscure. Smoke is delivered directly on or immediately 

in front of enemy positions. 

Screen. Smoke is delivered on friendly forces or 

between friendly and enemy positions. 

Protect. Smoke is employed to defeat enemy guidance 

systems. 

Mark. Smoke is used to mark targets and identify 

friendly positions and prearranged communications. 

26 Engineer 
Combat traininp centers provide the venue to plan and 

execute these smoke operations. Whether it is ~nechanically 

generated or emplaced by a soldier with a smoke pot, smoke 

is an effective combat multiplier. During BCTP Warfighter 

exercises, units that integrate chemical staffs and smoke 

operations on the battletield generally are more successful 

than those that do not. Without early integration of the 

chemical staff's plans, smoke operations often are an 

afterthought. if they occur at all, and rarely ae synchronized 

or effective. Planning for smoke should be accomplished at 

the division level. All too often, smoke assets are task 

' = Smoke generator 

= Artillery delivered 

oganized to a brigade. where they are further task organized 

into smoke squads that are incapable of producing large areas of 

smoke. As one chemical officer noted, when that happens. 

smoke tends to be a beacon i;lther than an obscurant. 

Figure I depicts a brigade-level river-crossing operation. 

While screening smoke was planned at brigade level. there 

was no division-wide smoke plan. The brigade generated 

smoke at a site along a major river, which the enemy observed 

and correctly surmised to be a river-crossing site. Note that 

little smoke \\:as used elsewhere in the division zone: there 

was no plan to do so in support of the brigade river crossing. 

Smoke Operations: 

I= Enemy special forces 

Figure 1 
The use of smoke at only one place on the river made it easy 

for the enemy to detect and interdict the brigade's rivercrossing operation. 

Compare Figure I with Figure 2. In Figure 2, the 

chemical staff officer created an integrated, synchronized 

division-wide smoke plan that supported two brigade-level 

river crossings. Instead of using smoke at only a few places 

on the battlefield, the enemy was faced with many smoke 

events. The division executed screening and obscuring 

smoke across the depth of its zone. Accordingly, the enemy 

faced a dilemma with respect to potential river-crossing sites: 

Witli limited assets, whew should I send reconrzaissance 

forces to lookjirst? What do I mrget? The enemy required 

additional time to identify the locations of river-crossing 

sites. and friendly forces conducted two successful CI-ossings 

during that time. This is a classic example of "getting inside 

the enemy's decision cycle:' and effective smoke integration 

made it happen. 

= Smoke generator 

=Artillery delivered 

. = OPFORsmoke 

I= Enemy force 

= Friendly force 

MOB217 

Figure 2 

28 Engineer August 1999 
In most theaters of operation, we can expect large 

numbers of enemy reconnaissance forces. An effective 

smoke plan can help protect the force. Figure 3 shows a 

convoy of assault noat bridge companies travelling to a 

river-crossing site. The enemy often includes en,' ~lneers on 

his high-payoff target list, and in this case bridging assets 

were a priority target. Because these bridging units received 

no force protection from smoke opem~tions. enemy folward 

observers (in this case special-purpose force [SPF] teams), 

brought effective fires on the convoy and panially destroyed 

it before the convoy could reach the river. 

Figure 4, page 30. depicts effective smoke operations that 

enhanced force protection, again during multiple brigadelevel river crossing. Note the location of enemy SPF teams. 

which are located along remplated river-crossing sites. In this 

Warfighter exercise, friendly smoke was used effectively to 

blind the enemy's reconnaissance effort. Both river crossings 

were executed successfully. 

Bridge Asset Protection 

Damalled Destroyed 

= Enrrny ipeca farces 123A 

Figure 3 
River-crossing and force-protection operations are just two 

examples where effective smoke suppolt can make a 

difference. Successful obstacle breaching also I-elies heavily on 

effective smoke support. A less used role for obscurants may 

occur when the defense is developed. There probably are other 

missions where smoke can be applied with positive effect. 

However, if the chemical staff is not integrated early in the 

planning process, this resource will be under- or unutilized. 

The fire-support community often states, "No idle guns!" 

Similarly, engineers exclaim, "No idle blades!" As we 

transition to the maneuver support concept, let's not miss an 

opportunity to integrate the chemical staff's expertise in 

what we do to support the combined-arms team. Engineers 

are in the right place and this is the right time to secure a seat 

at the table for chemical staffs. Since smoke support makes 

///, = Smoke pots 

= Artillery delivered 

m = Enemy speclal force 

us effective, we should lead the way in declaring. "No idle 

generators!" 

Lit!utenant Colonel Lighr is the senior e~igi~leer obser~ler/ 

controller for the Batrle Corn~iiand Tr~~i~ling PI-ogrant at Fort 

I,ea~je~iworrh,K(~n,s<~s. He l~rroioiuly servpd as the S.3 and XO 

of rh~168rh E~lgi~ieer Battc!lion, 3rd Brigade, 2nd Irifant~? 

Ilivision, Fkrt 1.ewi.s. Wclshington. 

Major Kulifav is rile Ratraliorl XO of rhr 23rd Chemical 

Rattolion, Conil? Carr~~ll,Korea. Previous assignnlents 

include serrior nirclcac biolo,~ical, anri chemical urzd smoke 

obser~~er/co~~trolI~~r fur the Battle Cornrnurtd Training 

Program at Fort Leaven~c~orrh. Kan.cas. and chemical staff 

nficer (11 corps. division, and hri,pde levels. 

Crossi 

MDBllOA 

Figure4 

Afigusf1999 
Joint Readiness Training Center 

(JRTC) 

The E~~gineerBattlefield A$$essment and 

Mission Analysis 

Ry .h/ujnr JeflBakeiWe are observing a trend at the Joint Readiness Training 

Center (JRTC) concerning the engineer batrletield 

assessment (EBA) and how it impacts engineers' ability to 

be viable members of the combined arms team. That trend is 

our observed inability to understand the purpose and end 

state of the EBA process. As a result. engineers rarely 

provide the m;lneuver commander with information during :I 

mission analysis briefing (or ta~eting meeting) that is of 

any true value to his decision process. Engineer planners 

experience these difficulties because lhey do not undei-stantl 

th? purpose of the EBA 01-tie it to the engineer estimate. 

which ulri~nately supports the niilitay decision-making 

process (MDMP): nor do they understand the difterence 

bet\\:een "state" and "stntus." Marly engineer planners 

believe the EBA is an engineer-specific document that is ol' 

little use for anyone other than engineers. Therefore. many 

units don't even produce a written EBA. 

This article briefly describes the purpose and irilportance 

of conductins a tliorough EBA as part of mission analysis. 

It is the first in a series of a~ticles to be published in 

Enginerr ro discuss details of the EBA and mission analysis. 

The "Substandard" Engineer Mission Analysis 

Worksheet 

The following is an example of what we routinely 

observe as an EBA product. 

Assets Available: 

-Two light sapper platoons 

- One rnechanizetl engineer platoon 

- Five dozers 

- Eight sniall emplacement excavators (SEES) 

Specified Tasks: 

1. Emplace obstacles in Obstacle Zone A. 

2. Provide survivability support to the brigade task force. 

3. Ernplace a division-directed obstacle at WQ1234.5678. 

4. Plan one scatterable minefield. 

5. Submit obstacle plans to division NLT 2318002 FEB 99. 

Implied Task: Be prepared to clear Route Falcon in 

suppost of the division counterattack. 

Constraint: Division NLT defend time is 25 18002 FEB 

99. 

Limitations: 

-Authority to destroy bridges is reserved by the joint task 

Corce commander. 

- No obstacles within 50 meters of Main Supply Route 

Raven. 

If we ever see an EBA. this one is as good as it gets. 

What's wrong with this worksheet? All the planner did was 

pull elenrents from a hieher order-no analysis was applied to 

the infomiation. A properly prepared worksheet should give 

the supponed commander details concclnin: the exact 

capabilities of engineer forces. It should list capabilities in 

terms such as number of breach lanes possible. number of 

protective positions engineers can ccinstruct in a given liiiie 

period. linear meters of minefield engineers can emplocc. 

minimum time required to clearll-epair a flight landing strip 

given the type of soil and anticipated obstacles or damagc, etc. 

Bottom line-we must ,ji~cris our effort! Additionally. the 

above worksheet does not help the commander understand the 

~nobilitylsumivabili~tasks required or the current state of the 

mobilitylsurvivability operating system. 

Purpose of the EBA 

Simply put. the EBA is a mission-analysis tool that 

provides a structured way of contlucting a detailed staff 

estimate. By following its format. the planner obtains a clear 

understanding of enemy engineer capabilities (which n?ay 

produce additional implied tasks) and assists the task force S? 

in preparing the intelligence preparation of the battlefield. The 

EBA also leads the planner to a detailed list of sprcilied and 

implied tasks and a solid estimate of what the mobilit);l 

survivability oper.atilig system can provide to the task force. 

The planner should articulate this information in exact 

capabilities based on the task force's current state. The EBA 

must address engineer assets as well as the mobility1 

survivability operating system as a whole. although we rarely 

ohsel-ve this critical aspect being conducted. The EBA must be 

conducted early in the MDMP. be updated continuously. and 

be in softicient detail to provide the commander with a clear 

understanding of the srnre of mohilitylsurvivability systemsnot their sinnrs. 

(Cor~iinireilo~~ pii,qe 60) 
By Caplain Patrick Rowe 

he Engineer School web site contains a new feature 

for soldiers who are unsure of their vehicle's 

military load classification (MLC). The school has 

developed a tahle that pairs the nlost common vehicles in 

the Army's inventory with their MLC. Look up the table 

under http://ww~:.woodarmy.~niUCELUindex.htmThis 

web site belongs to the Doctrine Development Division's 

Center for Engineer Lessons Learned. 

Earlier this year, PS Magazir~e infolmed the Engineer 

accurately identify the vehicles. The Engineer School will 

make this table available as a graphic training aid (GTA) 

and include it in the revised version of FM 5-103. 

Survii~rrhilit);(2nd quarter, FY00). and Change 2, FM5.170 

(4th quarter, FY99). 

Table Header DIefinition 

Model: T 'his field relates to tht 3 model de 3r a -.:-..-8 -a- -8. L.. ,%,nb,> S,~,~.~,,.-. nauurlal slutin r1urrlvt.r (~uolul. venlcles llsrea in me table School that soldiers in the field may not have militaly load 

classifications readily available for their vehicles. This 

problem is the result of several factors. First, not all vehicle 

technical manuals contain the respective vehicle's MLC in 

the General Information section. Second, not all of the dash 

data plates attached to vehicles include that vehicle's MLC. 

Third, the new FM 5-170, Engineer Reconnaissance, lacks 

the MLC tahle included in the old FM 5-36, Ro~ft~ 

Reconnaissance arid Classification. Fourth, Appendix F in 

FM 5-170 contains formulas for calculating field expedient 

classifi cations for vehicles. However, this requires soldiers 

to measure air pressure in tires and measure the total area of 

the vehicle's tires or tracks in contact with the ground. 

Soldiers in the field lnust be able to quickly obtain 

vehicle MLCs without having to perform time-consuming 

measurements and calculations. With assistance from the 

Tank-Automotive and Armaments Command, the Engineer 

School developed the following tahle listing the MLCs of 

most vehicles in the Army's inventory. Line item numbers 

(LINs) and LIN index numbers have been provided to 

a ally and nu IY their mc )del 

nl 

Item Description: This field relates to the generic 

nomenclature assigned to a LIN. 

LIN: A six-character alphan I is 

assigned to generic nomer U,,,,,bes 

collectively all NSN items that .,,,,,,the functic ma1 

capability expressed by the LIN descril tio on. When 

multiple LlNs are listed, the MLC of the he !aviest veh icle 

is given in the MLC column. 

LIN Index: This column prov wo-digit in dex 

number applied to each LIN dat: ord to ider ~tify 

the NSN and shipping configurat~u~~. -. .,.:-,- :- vvlwnl illuluple iridex 

nlumbers ar' e listed, the MLC of the heav~ iest vehicl~? is 

given in the MLC column. 

MLC EIL: This column prcivides the military 113ad - - -.I. -...- .,. . . class~r~car~onf the vehicle wnen emav~loaaea.A 

dash (-) indicates that f the vehic le is less 11?an 

three (3).A plus (+) in1 it the MLC of the loa~Jed 

vehicle depends on the cargo. 

-

32 Engineer August 1999 
Military Load Classification 

&\/I a Armored Vehicle-Launched Bridge, 

M6O-based 

67 Loader, Scoop 2.5 cubic yards (cy), 

W/O roll cage 

Dozer, wl blade, wlo winch W76816 

Dozer, wl blade, wlwlnch 

JD-410 1 

Small Emplacement Excavator (SEE) 

Tractor 

Tractor, BackhoeILoader 1 

T344: 

W91074 / 

03 

MlOOO Heavy Equipment Transport (HET) 

Trailer 

570859 

MI037 Truck, Utility: 5250 Shelter Carrier 

4x4 wlequipment (HMMWV) 

TO7543 01 

~ck, Utility: Cargoflr 

25 T 4x4 (HMMWV) 1 

wiwinch 

Carrier, Smol te Generat, 

Carrier, Armc )red, Comn land 

HET 

Palletized Load System 

wlrrane 

.S wlo cran 

.S-Trailer 

Truck, Cargo: 4x4 light military 

tactical vehicle (LMTV) wlequipment, 

WI or WIOwinch 

~ck,Cargo: 

or wlo win' 

MTV wleq 

ch 

Truck, Wrecker: MTV wlequ~pment. 

wlwinch 

Howitzer, 155 mm, 

self-propelled (SP) 

Truck, Dump, wlwlnch, MTV 

T65526 = wlo winch; 

T65594 = wlwinch 

Truck, Utility: Heavy 

HMMWV, 4x4, 1K gross 

wetght (GVW), wlequipment 

Variant, 

vehicle 

August 1999 Engineer 33 
Howitzer. Heavy, SP, 8-inch 

arrier, Pers~ 

olf (MI 13- 

mnel; 

based) 

Trailer, Low-Bed, 25401-1 570517 

Howitzer, Lightweight, 1 

115 mm 

K57821 

Tank, Combat, 120 mm, 

wlo Heavy Armor Kit 

TI3168 

T3 

WI 

~t,120 mm, 

rmor Kit 

ink. Combi 

'o Heavy AI 

Infantrynube-Launched, Optically 

Tracked, Wire-Guided (TOW) Missile1 

Cavalry Fighting Vehicle 

F40307 

Multiple-Launch 

(MLRS) 

Rocket System 

Trailer, Low-Bed . 12-ton 

InfantryKOWl 

Cavalry Fighting Vehiclt 

Cavalry Fighting Vehicle 

Cavalry Fighting Vehicle 

Truck, Cargo: 2.5-ton, 

6x6, wlequipment 

M48A5 Tank. Combat, 105 mm 

M520 

M54 series 

Truck, Cargo, 8-ton 

Truck, Cargo: 5-ton. 6x6 long whc 

base (LWB) wlequipmenti Truck, 

Cargo: 5-ton 6x6, wlwinch. 

wlequipment 

I I 

Carrier, Cargo. 6-ton 

Truck, Cargo, DIS. 5-ton, 6x6 

Armored Reconnaissance 

ABN Vehicle 

Dl1049 1 X40931 1 A93125 

1

/ 

01 

01/03 

01 

Truck, Wrecker. 10-ton, 4x4 

Truck, Fuel (2,500-gallon) 

Generator, 

(Coyote) 

Mechaniz 

Carrier. Command Post 

Vehicle. (Light) Recovery 

Carrier FnRAC Bradley (Linebacker) 

Tank, Combat. 152 mm 

1 Dl1538 

/ R50544 

220340 I 

V13270 

1 

1 

I 

01 

01 
1 M60AllA3 1 Tank. Combat. 105 mm 1 

M747 

:ombat Engineer Vehic 

/ C-HETTrailer (also M1000) 

M813A1 Truck, Cargo: drops id^ 

wlequipment 

M814 series Truck, Cargo: 5T, extra-long wheel 

base (XLWB) 

ruck. Wrecker, 5-ton. 6x6 

Trailer (pulled by M916) 

Trailer (pulled by M931) 

Trailer, Flatbed, 34-ton 

(M915 Tractor) 

Vehicle, (Medium) Recovery 

M997 ruck, Ambulance Litter, 4x4 

M9 ACE ,rmored Combat Earthmover 

:ombat Vehicle, Impro! 

M915AllA2 

ruck, Tractor, 5-ton (C. 

/ Truck, Tractor, 6x4 

M916 ruck, Tractor, 6x6 

M920 / Truck, Tractor, 8x6 

Truck, Cargo. 5-ton 

Truck, Dump, 5-ton 

ruck, Dump, 5-ton, 6X 

Truck. Tractor, 5-ton 

Recon System NBC (FOX) 

Truck, Utility, 1.25-ton 

M967, M970 Trailer, Tank, Fuel, 

(M900 series) 	 5.000-gallon 

Truck. Cargo (HEMT) 

Truck, Tanker (HEMTT) 

Fire Support Vehicle 

Carrier, Tracked , 

Field Artillery Ammunition Support 

Vehicle (FAASV) 

M998 Truck, Utility, Cargo, Transport 

Series Carrier, 1.25-ton, (HMMWV) 

, V13101 

/ 570661 

A26874 

I T61103 
rane, Wheel Mounted, 

37 Radar S ystem

HIUI I ru-J( 36 Radar S~ ystem

M1083 Truck. Cargo: MTV, wlequipment 

wlwinch 

M105A2 Trailer, Cargo: 1.5-ton 2-

wlequipment 

M35A2C 

wlequipment 

LMTV Trailer, Cargo, 2.5-ton 

XM1113 

wlequipment, HMMWV XM1113 

(No Number) Trailer, Cargo: MTV wl dropsides 

Petroleum, Oil, Truck, Tank: POL MTV 

and Lubricants 

(POL) MN 

w10 winch 	 (5K-pound Cargo) 

(5K pound Cargo) 

MI093wlwinch, Truck, Cargo, MTV wlequipment 

WIO winch (1OK pound Cargo)

Grizzly 	 Grizzly: Combat Engineer 

Vehicle, Full-Tracked(FTRAC) 

MLC 70 	 Launcher, 

(Wolverine) 

The Engineer School encourages feedback from users of 

these vehicles concerning information that is incorrect, 

omitted, or no longer necessary. Use the following e-mail or 

mailinp address or telephone number to provide comments 

or suggestions to update and improve this table. 

E-mail address: Fnicommnt@~voodann\:mil 

Mailing ARMY 

A m ATSE DOT DD WC, (MR WARNCK), DIRECTORATE OF TRAINING, 320 ENGINEER LOOP STE 

336. FORT LEONARD WOOD MO 654734929 

36 Engineer 

Telephone number: DSN: 676-4106; cotnmercial (573) 

563-4106; fax (573) 563-7740 Y 

Captain Rowe is attending the Engineer Oficer 

Adl:anced Course. Previous ossignme~ttsinchrde Brigade 

Tmining Ofico; 1st Annored Division Engineer brig ad^ in 

German); arid platoori leader: 16th Er~gineerBartalio~iiri 

Bosnia nr~dGermnn),. CPT Rowe is a 1995 grndrfatr of t/~e 

~~;+~d.t~t~~ -.......-.....- .~;/;t,,,~~,.,,d~,,~,: ......... ...... .... 

A~lg~rsr 1999 
-- 

Book Review 


Gulf Wac The Complete Histoo,, hy Thomas 

Houlahan, Schrenker Military Publishing, New London. 

New Hampshire. 1999. 471 pages. list $21.00 

(paperback). The hook is available online from 

Amazon.com. 

In this unusual book, the author has produced a 

comprehensive combined-arms account that includes the 

significant but largely unknown contributions of our 

British, French and Arab allies. The focus of the 

narrative is on the battalion and brigade levels, where 

real-time synchronization of combat power actually 

occurs. The hook presents significantly more 

information than has been available on the Iraqis, 

including a good order of battle and their actions during 

the war. Many diagrams and maps help clarify the text. 

The thoroughness of the author's research has produced 

a balance that many militaly history accounts lack. In 

the process, the author has created a cogent analysis of 

why the coalition succeeded and the Iraqis did not. 

The extent of the coalition's operational victory over 

the Iraqi Army in the Gulf War has created a myth that 

has obscured many of the tactical challenges that 

coalition soldiers had to overcome to achieve success. 

By interviewing many of the key participants in 

Operation Desert Storm (the list is more than eight pages 

long), the author was able to strip away much of the 

myth that has grown up around the Gulf War. For 

example, air power knocked out only about 600 Iraqi 

armored vehicles, not the 2,600 claimed by coalition air 

forces. Two of the three heavy divisions in the 

Republican Guard were destroyed (the other withdrew 

from the theatre of operations to avoid the ground war), 

and an additional three motorized divisions and one 

"commando" division were destroyed. Media hype 

aside, the Republican Guard still has not recovered from 

the severe mauling inflicted by American and British 

units during the ground war. 

The contributions of combat engineers often are 

forgotten in military histories. Accounts by general 

officers paint with broad hmshstrokes, while first-person 

accounts by individuals on the ground lack a tactical 

perspective and omit the less glamorous work of the 

sappers. Refreshingly, combat-engineer issues are well 

represented in this nal~ative. as shown by the following 

examples: 

w 	 Detailed accounts of major breaching operations conducted by the Marines, VI1 Co~ps, and the Arabs of 

the coalition, including many detailed sketches and 

photos. 

w 	 Information about the remarkable effectiveness of 

Iraqi field fortifications and decoys against the coalition air forces' sensors and munitions. 

Infom~ationon the first use of scatterable mines (primarily GATOR) by the United States since the Vietnam War. 

w 	 The casualties and delays caused by our (U.S.) unexploded submunitions that littered the battlefield. The 

Army has not yet adequately addressed this problem. 

w 	 A detailed analysis of all known fratricide incidents, 

including two that involved combat engineers. 

w 	 A description of what is probably the CEV's last 

close combat action at AI Bussayyah, where 20 

rounds fired from its demo gun destroyed 19 heavily 

fortified buildings. 

The author also provides a remarkably detailed 

accounting of casualties on both sides as well as their 

causes, allowing readers to assess the relative 

effectiveness of various weapons. 

Combat engineers should find this book to he 

fascinating reading. It is recommended to all combat arms 

leaders. 

Mrrjor William C. Schneck is Commander; 276th 

Combat Engineer Battalion, Virginia Army Nalional 

Guard. His e-mail address is: wschizeckONVL..Armv.mil 

August 1999 	 Engineer 37 
PRECOMBAT CHCCKS AND INSPECTIONS 


By Ser~ennt First Clas. Robert W Casteel 

Fhe following checklists have been developed for have heen forwarded to the Engineer School's Doctrine 

general and Volcano-specific precombal checks Development Division for inclus~on in the next revision of 

(PCCs) and precombi~t inspections (PCls). They are FM 5-10, Combar Engineer Platnor7. 

based on firsthand experience in units and from observing Y

leaders at the company level and below who slruggle to Scrycant First C1a.y~ Casteel is n writer/anal):rt in lizr 

conduct effective PCCsIPCls at the Joint Readiness Training Warfighter Engineer Division, Direc.torute of Trainir~g 

Center (JRTC). This is by no means a 100 percent solution Develn~~~ne~~t. Previolrs ar.si~nment.s include platoon cind

for coi-recting difficulties in conducting PCCslPCIs or squad ob.ren,er/controiler ut JRTC andplatoon sergcurlt in A 

emplacin_e minefields with thevolcano system. but they may C'onipany, 82nd Engirie~r Battalion. 1st Infanfr)' Division, 

help your unit during the critical preparation phase. They Bamb~rg, Germany 

PCCS/PC~SChecklist Load plan 

This general checklist serves as a reminder of 1 Are the vehicles loaded? 

questions for leaders to ask: o Are the ruck sacks loaded? 

J Are the soldiers' loads (load-bearing equipment, Bolt cutters uniform, and A-bag) consistent with the SOP? 

n How many are on hand? o 	Who is carrying the TOE equipment, and where is 

o How many are required? 	 it located? 

o 	 Do maneuver platoons have any? Obstacle lane-marking system 

Pioneer tools o 	 Are enough marking materials on hand to mark 

o Are the kits complete? 	 eight lanes per squad? 

o Are they serviceable? o 	 Who is carrying the immediate resupply? 

o 	 Are any other units carrying marking materials? Demolitions bags 

o 	Where can we get more materials (heavyllight)? 

o 	Have they been inventoried? Ensure they are 

complete, to include tape. 	 n How many picket pounders are on hand? 

o 	 Are they serviceable? o What is the obstacle-marking SOP for the brigade1 

division? 

o 	How many are on hand per squad? 

n 	 Do maneuver platoons have demolitions bags? Demolitions 

o 	 What is the demolitions count by type? Mine detectors 

o 	 Are the charges prepared according to the 

o How many are on hand per squad? 	 mission? 

o How many are required per squad? o 	 Who is resupplying engineers with demolitionso How many D cell batteries are on hand? 	 the engineer companylbattalion or the maneuver 

o Where is a resupply of batteries available? 	 task force? 

o How many probes are on hand? 1 	Where is the supply point? 

o 	Do the maneuver companies have any? o What is the transportation plan? Are the modernized demolitions initiators (MDI) and demolitions 

o 	Have preventive maintenance checks and ser- being transported together or separately? 
 vices (PMCS) been performed? 


38 Engineer-	 August 1999 
o Do maneuver platoons have any demolitions o Where can more BA 5598lUs be obtained? 

available? 

o How many MOPMS boxes do the maneuver compan What is the cross-load plan? nies and the battalion have? 

Volcano o How many RCUs do the maneuver companies and 

the battalion have? 

o Have PMCS been performed according to TM 9-

1095-208-23&~,Unit and Direct Support Main&- " HOW many operators are in the infantry? 

nance Manual for Dispenser, Mine, M139? n Is a copy of the obstacle overlay on hand? 

o Have function checks been performed? o What are the triggers for installation? 

o Where are the mine canisters located? J What is the communications plan? 

o Where are the reload mine canisters located? o Which is the overwatching unit? 

o What is the survivability plan? Weapons zero 

3 What is the control substitution plan if more than 

one Volcano is deadlined? o Have individual weapons been zeroed? 

o Have crew-served weapons been zeroed? 

n How many operators are available? 

o What is the protection plan for movement? o Are tripods on hand? 

3 Are traverse and elevation (T & E) mechanisms on 

a Is a copy of the obstacle overlay available? hand? 

o What are the triggers for installation? 

3 Are spare barrels on hand? 

3 What is the communications plan? o Are range cards on hand? 

MlCLlC Rehearsals for offenseldefense 

' Have PMCS been according TM 9- o Are materials and personnel on hand to construct a 1375-215-14&P, Operator's, Unit, Direct Support rehearsal site? and General Support Maintenance Manual for 

Demolifion ~;t, Mfne-C/earing Line charge o Have squad battle drills (engineer and infantry) been 

(MICLIC)? rehearsed? 

o Have function checks been performed? n Have platoon battle drills (engineer and infantry) 

been rehearsed? 

n Have circuit tests been performed? 

o Where are the MlCLlC tubs and rockets located? Have maneuver battle drills been rehearsed? 

o Have the actions on contact (seven forms) been o Where are the tie-down straps for the rocket rehearsed? located? 

o Where are the reload tubs and rockets located? -Visual contact 

- Physicalcontact (direct fire) with an enemy force 

o What is the survivability plan? - Indirect fire 

o Has a misfire kit been prepared? - Contact with enemy obstacles or those of unknown 

o What is the control substitution plan if more than origin 

one MlCLlC is deadlined? - Contact with enemy or unknown aircraft 

J What is the communications plan? - Situations involving nuclear, biological, and chemical 

(NBC) conditions 

Modular Pack Mine System (MOPMS) and Remote- - Situations involving electronic warfare tactics 

Control Unit (RCU) Have actions at halts been rehearsed? 

' Have PMCS been performed to TM 0 Have actions on the objective been rehearsed? 9-1345-209-10, Operator's Manual for Modular 

Pack Mine System (MOPMS)? 3 Have actions in the assembly area been rehearsed? 

o Have function checks been performed? o Have actions at base camps been rehearsed? 

o Where are the MOPMS boxes located? o Have reconsolidation and reorganization been 

rehearsed? 

o How many BA 5598lUs are required? 

o Have actions on contact while deploying the Volcano 

o How many BA 55981Us are on hand? been rehearsed? 

August 1999 Engineer 39 
o 	 Have rollover drills with vehicles been rehearsed? o Are all authorized accessories on hand? 

o 	 Have fire drills with vehicles been rehearsed? n Are the vehicle power and external antennas 

operational? Vehicles 

'3 	 Have PMCS been performed according to the Class IVN supplies 

appropriate TM? o What supplies are on hand? 

o Are Class Ill basic loads on hand? n What supplies are on the battlefield? 

n What is the Class Ill resupply plan? n Are there enough in both places? 

o 	 Are spare parts on hand for vehicles and special '3 Are more available? 

equipment (if applicable)? 3 Who is in charge of them during offensive and 

o 	 Are unit identification markings on the vehicles? defensive operations? 

J . What is the casualty marking plan? o What hauling assets are available? 

3 Does each vehicle have a map and graphics? n Where are Class IVN supply points located? 

o 	Have communications checks (short- and long- o What is the unit SOP for setting up Class IVN suprange) been performed? ply points? 

Communications o 	What equipment is on site? 

o 	Are extra gloves on site for laborers? 

n 	 Are the ANICYZ-10s loaded? 

o 	 Has communications security (COMSEC) been 1 What is the accountability plan? 

loaded? o Does the supply point have communications? 

3 	Are radio transmitters (RTs) loaded and the time 0 Does the supply Point have a COPY of the obstacle 

set? plan or a breakdown of materials? 

o 	 is there a 3-day supply of MANPACK batteries on Traffic control point (TCP) materials 

hand? o Are wire and pickets on hand? 

o Are there spare HUB batteries on hand? o Are mines on hand? 

n Are there spare ANICYZ-10 batteries on hand? o Are sandbags on hand? 

o 	 Have communications checks (long- and short- H~~~ guard shacks been constructed? range) been performed? o 	 What survivability materials are on hand? 

o 	Are the OE-254 antennas on hand and serviceable? 

IWhat is the United Nations TCP design? 

Night vision goggles 3 Where is the quick reaction force (QRF) located 

o 	 Is there one pair on hand for each driver, track and what is its response time? 

commander, and squad leader? Mine-clearing blade (MCB) ' Are AN1PVS-4s on hand for all M203 and M249 0 How many are serviceable and where are they weapons? located? 

o 	Are ANlTVS-5s on hand for all M2 machine guns n H~V, PMCS been performed according to TM 9- 

and MK 19 weapons? 2590-509-10, Operator's Manual for Mine-Clearing 

o 	 Are there spare batteries on hand? Blade for MI, 1PM1, MlA1, or MIA2 Abrams Tank? 

o 	 Are there spare AA batteries on hand? J Are replacements and repair parts available? 

o 	 Have PMCS been performed? Mine-clearing roller (MCR) 

ANIPSN-11 	 o How many are serviceable and where are they 

located? 

o 	Has COMSEC been loaded? 

o Have PMCS been performed according to TM 5- 

n Is the ANIPSN-11 set up and initialized for the geo- 2590-21 4 Operator's Manual for Roller Kit, Mine, 

graphicial location? 	 and Mounting Kit, Mine-Clearing Roller? 

o 	Are spare memory batteries on hand? o Are replacements and repair parts available at the 

o 	 Is there a 4-day supply of BA 5800s on hand? maintenance area? 

40 Engineer 	 August 1999 
M9 ACE 	 o What are the report times and formats? 

o 	 Have PMCS been performed according to TM 5- o When are the critical face-to-face meetings with 

2350-262-1 O? engineer command post (CP) personnel and the 

a 	 How many steel road wheels are on hand in the commander? 

platoon? o When are the conference calls with the engineer 

o 	 How many steel road wheels are in the battalion's commander via FM radio? 

prescribed load listing (PLL)? o When are the conference calls with the maneuver 

n 	 How many aluminum road wheels are on hand in commander via FM radio? 

the platoon? o How often does the engineer CP want situation 

How many aluminum road wheels are on hand at reports (SITREPs) from platoons? 


the battalion PLL? o What is the time line for obstacle-marking-system 


3 	 What is the availab~lity of petroleum, oil, and upgrades? 

lubricants (POL) (15-40W, IOW, 90W)? o What is the maneuver time line for major events 

7 	Is the basic POL load located with the platoon and meetings? 

sergeant or with the platoon leader? o What is the mission preparation time line? 

Miscellaneous o 	When is the intelligence update? 

o 	 Is a copy of the unit SOP available? 

3 	What support can we get from the maneuver 

company? n Is a copy of the operations order (OPORD) and 

o 	What are the time lines of major meetings? graphics available? 

Volcano Checklist 1 Rehearse reload battle drill. 

1 Ensure that the following spare parts are on hand: 

PCCsIPCls before deployment. Ensure that the - 1 Hand control unit (HCU) ' 

following are on hand, 	 - 1 Dispenser control unit (DCU) * 

o 	 All parts of the Volcano system - 2 Launcher rack cables 

o 	 Vehicle-mounted ANIPSN-1 1 s (pluggers) - 1 Power cable 

- 2 Launcher racks ' o 	 A full load of ME9 training canisters - 4 ID Connector shunt plugs (one for colorlshape) 

o 	Electrical contact cleaner spray 

o 	 Canvas and bows Indicates control substituted parts from another 

o 	 TM 9-1 095-208-1 0-1, Operator's Manual for Dis- nonmission-capable system. 

penser, Mine, MI39 w/Mounting Kits 


Miscellaneous planning considerations 
 o 	TM 9-1095-208-23-2&P and parts manual 

o 	FM 20-32, Mine/Countermine Operations n Determine how many Volcano systems are on 

hand. 

o 	 FM 90-7, Combined-Arms Obstacle Integration Determine how many canisters are on hand, 

Planning considerations for deployment o 	 Determine if ground or air Volcanos are being 

o 	 Ensure that for each 2-vehicle Volcano team, the used. 

following are on hand: o Identify the effect of the Volcano minefield (dis- 

- 2 Volcano system vehicles 	 rupt, fix, turn, block). 

- 4 Volcano operators 	 o Use air Volcanos forward of the forward edge of 

- 1 NCOIC 	 the battle area (FEBA). 
n 	 Use Volcanos to develop the engagement area PCCslPCls 

FA). o Establish communications with the platoon and 

n Determine the location of Volcanos on the company. 

ground. 	 o Ensure that the ANIPSN-11s operate properly 

o 	 Identify the hide position locations. and have crypto. 

o 	Identify the route to the minefield. 3 Run the built-in test before loading the canisters. 

n 	 Know when rehearsals are planned (day and n Run the built-in test after loading the canisters. 

night). o Ensure that operator vehicle maintenance (OVM) 

1 Identify the decision points for situational and and basic issue items (Bll) are on hand for the 

reserve obstacles. Volcano and carrier. 

o Identify the named areas of interest (NAls). o Ensure that the obstacle plan is on hand. 

J Identify the triggers and alternate triggers. n Ensure that the OPORD brief is on hand. 

o 	Know the deception plan. Rehearsals 

o Know which vehicle will be used for rehearsals. o Perform day and night rehearsals. 

3 Plan for a backup vehicle, in case the primary 3 Use a HMMWV or a vehicle of equal size. 

vehicle breaks down. o Mark the centerline for day and night execution 

.II 	 Prepare a reload plan, if needed (the suggested (at a minimum, the start and end points may need 

manpower is 12 personnel-eight on the ground intermediate markers). 

and four on the truck). n Mark the evacuation routes for day and night. 

n 	 Know the survivability plan. o Perform rehearsals with the primary and backup 

o 	Know the security along the route. operators. 

o 	 Know the observer plan. 3 Rehearse a malfunction plan. 

Site the EA with the overwatching unit. o Check the scatterable mine warning (SCATMINWARN) and report the communications net. Survivability 

o 	 Dig survivability positions for each Volcano Maintenance 

system. o Ensure that dirt and moisture are kept out of the 

o 	 Park the air Volcanos with the attack helicopters. racks. 

, M~~~ the volcanosto new hide positions after n Check the operation of the Volcano system daily. 

each contact. o Use TM 9-1095-208-1 0-1 for operator-level 

o Camouflage Volcanos in hide positions. maintenance. 


n Move thevolcanos at night (whenever possible). " Protect all cables from being stepped on, 


o 	Have escort vehicles and dismounts in the front 0 Keep a stock of cables in PLL. 

and rear. n Perform a function test on the HCU and DCU. 

o 	 Clear, proof, and confirm route before moving the o Check and clean the rack mounting ball detent 

Volcanos. pins daily. (Keep spares on the vehicle.) 
-- 

Enqineer Safety 

Bv Am/ Lie~rrerrnnl D(n.id P. 5riri.i.i.ond Ser*.eant Lov<~ltii M Riichic 

Wlien soldiers are injured or killed in an accident, it is quarterly training guidance. This pivcs units time to plan and insure 

sometimes because they lack the training to safely drive that soldicrs who need driver's training can attend tlie course. 

the vehicles thcy are required to operate and maintain. 

Well-trained drivers can handle emergency situations caused by F 
 ~--:~ . . ~!?? --:L- -.-
 track loss or a lack of stcering response or braking power without ~ ~~~ - ~ 

~ 

~ ~ 

panic, whereas untrained operators typically have accidents in these 	 --~

Dav ~ 1 	 1

Llrsr lllliniillCl'll sanie situatioos. Drivers should not operatc vehicles Tor even short 

distances witliout the correct training and licensing. 

Persotincl at tlie 5th Engineer Battnliori at Fort Leonard Wood 

identiticd driver's training as a weakness across the battalion. To 

corrccl this deficiency, they developeil a battalion-level program to 

train net\, drivers and re-educate cu~reot drivers. In addition to 

considering the requil-emenls specific to Fort Leonard Wood, they 

evaluated the way driver's training had been conducted in other 

units to which they had been assigned. They also reviewed the 

followin,o pertinent regulations: 

H 	 AR 600-55, Tirc Army Drivrr (,,id Opcr-nror-Standardizalion Proxron? 

0830-0930 

Inspection MamtenanceWorksheet 

H AR Divng Under Adverse Road Conritlo!>r 385-55. Pwl-ention ofiMuto? Vehicle Accidents 

H FM 2 1-306, Manuolfir the Track Conlbirr Vehicle Di'i,,e~ 

H FM 2 1- 17,Drivrr Selecrio,~. Trui,ting, and Szpervisio,~: Ti.ack 

COIIZ~OI Vehicies 

When developing the pnigram, battalion persontiel cnsured that 

all facets of training were covered. They included driver 

maintenance responsibilities, driving in all types of weather and 

over all types of terrain, and emergency procedures peculiar to each 

type of vehicle. With the battalion's wide range of vehicle types 

(evervthine from MI 13A3s to HMMWVs to M916s to AVLBs). ~ 3 -	 ,. this was onc of tlie most challenging blocks of instruction to 0930-1130 HMMWV Fam~l~ar~rat~on

1130-1300 Lunch 

For more information, call the battalion maintenance officer at 

(573) 596-0141 or DSN 581-0141. 	 Y 

Firsr Lieutenant Burris i.? the 511, Engineer Baiinlio,~ nrainte,~n,~re 

officer. 

Sergeunt Rilchie i.~ the 5th Engineer Bar/olion NCOlC,for PLL/ 

TAMMS. 

Engineer 43 

develop. 

Battalion persolinel developed a 40-hour program that covered 

all aspects of vehicle operations, including mandatory accident 

avoidance training and a block of instruction covering night driving 

and the use of night vision devices. Instructors includc the 

battalion's motor sergeant, maintenance technician. and Master 

Drivers. The schcdule for the week-long class is shown in thc 

figure. At the conclusion of the training, students are familiar with 

the HMMWV and are prepared to begin driver's lraining on larger 

and more complex pieces of equipment. Final licensing remains the 

responsibilty of Master Drivers within each company. 

Many of the training aids used in the class were available 

through tlie installation's Training Support Center. Thesc included 

videos on preventing driving while intoxicated; using seatbelts: and 

operating vehicles such as the HMMWV, 2.5-ton tmck, and 

HEMblT. The lessons wcre compiled into a drivcr's training 

booklet that has space for students to take notes. 

Since implementing the program in October 1998, the battalion 

has trained more than 50 new drivers. Feedback from the course 

has been very positive, and after each class an after-action review is 

performed to liitlier refine the haining. The class is scheduled each 

quarter, and tlic schedule is publisltcd as pan of the battalion's 

August 1999 
Cornpany commanders often claim that they cannot In combat, frontline soldiers own the motivation and 

manage their own training-that their schedules are responsibility to fight-and they will assume that 

driven from the top. Their chief concern is responsibility. General Richard Cavazos captured it best 

insufficient time to train individuals, squads, and platoons, when he said, "Show frontline troops an advantage, or there 

which are the foundation of the combined-arms team. will he no battle." He was not only referring to soldiers' 

M~I-e than ever, today's operational and training confidence in tactical plans but also to their confidence in 

environment tests the time-management abilities of first-line themselves and their willingness to fight. Ultimately, our 

commanders. Doing more with less is not feasible. Having training programs must focus on this bottom-up motivationmore time is one solution. and an often-overlooked way to to fight and to train to fight. It is the hallmark of the 

gain time is to make mol-eeffective use of our capabilities, American way of war. 

especially our quality soldiers, leaders, and training doctrine. Thc decisive actions of individual American soldiers and 

The key is to adopt training strategies that motivate small units are well known. General Wesley K. Clark. 

individuals and small units to take responsibility for their Supreme Allied Command, Europe, recently cited the 

own training, just as they would in combat. motivation of nations that are seeking NATO membership: 

"It's not America's leading-edge technology that interests 

them. It's the discipline of our training: the commitment of 

our soldiers to each other; the cohesion, trust. and respect 

Evaluation. Begin this phase 90 days before Phase II. within our units; and the competence of our leaders and the 

Leader Certification Exercise (beforeanv evaluation\. trust exhibited by their subordinates." 

,). 

.PFT) (cond 

ig Phase II) 

Phase 11: Collective Task Evaluation. This four-day field 

training exercise (FTX) is conducted under battlefieldconditions. 

H Prepare-for-combat lane: Conduct precombat inspections 

(PCls), rollover, and fire drills and acclimate to environment. 

H Common training tasks (CTTs 

H Army Physical Fitness Test (A ucted by the battalion within one week of beginnir 

H Weapons qualification. 

Attack lane: Rehearse breaching, using the MICLIC, handemplaced mines, bangalores,and lane-markingequipment. 

H Defend lane: Emplace row minefields, triple-standard concertina, Modular Pack Mine System (MOPMS), hasty road 

craters, and 11-rowwire obstacles. 

H Maintain lane: Conduct preventive maintenance checks and 

services (PMCS) and PC1verification. 

H Patrollinglane: Navigate dismounted, rea, ~ndindirect fire, call for fire, and evacuate ca~uall,~~. 

H Sustain lane: Employ an M8 alarm; react to nuclear, biological, and chemical (NBC) attack; apply M9 paper; and execute mission-oriented protective posture (MOPP) exchange 

and nersonal decontaminatior 

lane: Condl ! reconeep and cle 

That reputation was built on the quality of our soldiers, the 

competence of our leaders, and the effectiveness of our 

training doctrine. This article describes one method of 

stimulating bottom-up responsibility for training squads that 

are worthy of the American Army's reputation. 

~naissance 

nce and sw 

vr,aa= I 

Phase II. 

H Mainte 

H This is 

111: 12-Mile 

lin squad in' 

! Ruck Ma1 

tegrity throu 

1. 

uct route a 

ar the route 

ct to direct : line 

nd obstacle 

- :---A:-.. GII. rejwtltl i~~~rt~eu~abaly after 

gh the entire march. 

a Test of will" - souads are exhausted after Phase II. 

Figure 1 

Squad Stakes 

The 1st Infantry Division Engineer Brigade Squad 

Stakes is a three-phase training and evaluation 

program. It is a competition against tough standards, 

but unlike competition for Expefl Infantryman Badges or 

Expert Field Medical Badges, squads are evaluated as a squad 

on both individual and collective tasks. Squad Stakes is also 

more than just an external evaluation. It is a comprehensive 

readiness program that integrates soldier, leader, and unit 

development; personnel, training, and resource management; 

and motivation. The bottom line is that Squad Stakes is 

, designed to motivate training from the bottom to ensure that 

we are ready for any mission, anytime, anywhere. 

Squad Stakes is a brigade-planned and battalion-executed 

program that integrates the engineer qualification tables 

(EQTs), mission-essential task list (METL)-related tasks, and 

individual combat skills into a single, comprehensive. 

scenario-based evaluation. EQT tables Ithrough IV are 

included in Phase I,and tables V through Vm are included in 

Phase 11. The METL crosswalk is used to ensure that all 

perishable individual skills and battle tasks al-e included. 

Figure 1 shows the composition and timing of each phase of 

Squad Stakes. 

44 Engineer August 1999 
Semiannual Squad Stakes Scheduling 

January 

Leader Certification 

Phase 1.. .-.-... 

February 

CTT 

Weapons 

March 

APFT 

April 

exercise evaluation) 

Figure 2 

Squad Stakes reinforces the effectiveness of the Army's 

rvidely recognized training doctrine by focusing on the 

results of the training. The measure of effectiveness is not 

the outcome of the program; it is the performance of squads 

during combined arms training exercises such as those at the 

Combat Maneuver Training Center (CMTC). By scheduling 

the Stakes so they support sequential and progressive 

training plans of the supported maneuver brigades. engineer 

battalions make better use of available combined arms 

training opportunities. For example, if Squad Stakes is 

scheduled before company-level combined anns sinlulation 

training exercises (STX), quality eneineer platoon exercise 

evaluations can he conducted during the company STX. A 

typical seniia~~nual scheduling of Squad Stakes is shown in 

Figure 2. 

Bragging Rights 

Squad Stakes training is based on the fundamental 

assumption that soldiers will strive for excellence and 

maintain a high level of combat readiness if theyCan trust their leaders to be committed to maintaining 

squad integrity. 

Are held accounrahle to their squad for achie\.ing and 

maintaining high performance standards. 

Can win recognition ("rights"). 

The objective of Squad Stakes is to stimulate bottom-up 

motivation to train by combining the effects of squad 

integrity. accountability, and recognition. These three 

principles work toeether to create a training environment 

that makes our training doctrine work as it n.as designed to 

work-from the bottom up. 

Integrity 

Squad integrity demands that leaders be corn~liittedto 

prudent personnel managernen1 practices. S.L.A. Marshall 

concluded in Merl Against Fire that soldiers in combat flght 

for each other. The same must be true in peace. Our training 

programs. and not just those at our combat training centers. 

nlust place every soldier in the situation Marshall desc~ihed. 

A squad's cohesion and confidence cannot be tested the first 

time against a live enemy. Soldiers must be able to work 

together. and Squad Stakes measures their commitment to 

each other. 

Maintaining squad integrity is escential to building the 

cohesion and confidence necessary to succeed in combat. 

Our personl~elmanagement practices play a significant role 

in achieving commitment ilmong soldiers. Whether 

assigning new personnel. task organizing for a mission. or 

managing personal development. our actions tell soldiers 

whether their team is as important to us as it is to them. 

Some practices that contribute to squad integrity areManning squads at a level that permits some soldiers to 

be absent (for school, leave, etc) and still have adequate 

squad strength to conduct viable training. 

Minimizing personnel turbulence by reassigning soldiers 

for developmental reasons only. such as reassi,~nmentas a 

team or squad leader upon promotion. 

Attaching squads to platoons in another battalion when 

task organizing, which demonstrates the combat power 

effect of unit cohesion. 

These and other practices establish the foundation for 

maintaining comb;~t-ready squads. Once this basis for 

cohesion has been established, the squad can legitimately be 

held accountable for its training. 

Accountability 

Accountability of individuals to the team is vital to 

developing cohesion. Squad Stakes fosters individual 

accountability by inteerating the evaluation of individual and 

collective tasks. The overall squad evaluation is a two-tiered 

process. First. all tasks are evaluated against Army standards. 

Then the results are combined to determine an overall squad 

evaluation. The important point is the integration of individual 

and collective evaluations. 

The follo\ving example describes the effect of this 

integration: A squad failed to achieve Distinguished Squad 

status because one soldier failed the APFT by one sit-up. The 

individual wasn't blamed for the squad's failure. Instead. the 

squad realized that had they stayed together and pushed each 

other during the APFT. they all would have done better. They 

also discovered that Distinguished Squads had more vigorous 

physical training programs. They took these lessons to heart 

and achieved Distinguished Squad statos on subseque~lt 

Stakes. 

Squads are scored as a squad on cvery phase. While 

scoring is essential to setting high standards. Stakes is a 

training event. Failure to achieve ~ninimumstandards requilrs 

immediate retraining and re-evaluation. The scoring mirrors 

tank and infantry tables to reinforce a cornrnon combined 

arms language: a score ol 900 is distinguished and 700 is 

qualified. Figure 3, page 46, shows the scoring for each 

phase. 

The scoring system reinforces integratior of individual and 

collective tasks by establishing high standards for each task as 
lad Stakes Scoring 

Phase I: Individual SkiNs (300 Points, 

w 	 CTT: The squad is tested as a squ 

100 points for all first-time GO. 

W 	 At'tl r: All mem bers musf :pass the test. 

If APFl- score is: Squac1 average score is: 

290-300 100 Doints 

270-289 	 oints 

250-269 	 oints 

240-249 	 oints 

w 	 Weapons: Individuals arc? awarded points: 

Expert: 100 points 

Sharpshooter: 90 points 

Marksman: 80 poi nts 

The squad score is the avera ge of indivi dual scores 

Phase 11: Squad Drills (600 Points) 

w 	 Consists of six lalnes of ?100 points each, wit1 h four 

to six drills per lane. 

Score on each lane: Percent of subtasks correctly 

accomplished x 100. 

Failure of one critical subtask f task. 

Phase 111: 12-Mile !Ruck Mar srr t ruu r~lints) 


w Start, execute, and finish as a squzld. 


Score: 3 hours or less = .,130 points 


3-4 hours 30 points 


4-5 hours 90 points 
 - Figure 3 

well as for the overall event. The ultimate objective of every 

squad is to achieve recognition for its continuous training 

efforts. It is impossible to achieve distinguished status 

without continuous training. - Outstanding perfomiance is recognized by a Distinguished Squad Badge-a distinctive bronze badge 

attached to a leather tab and worn suspended from the inner 

button of the right upper BDU pocket. To earn this badge, a 

squad must achieve a first time GO on every task and 

achieve an average score of 90 percent or more for all phases 

combined. To date, the success rate is 20 percent. 

Visible recognition is important to soldiers. In addition to 

the badge, the distinguished squad symbol is stenciled on 

squad vehicles. 

Recognition 

Recognition is fundamental to motivation. Soldiers and 

leaders must want to train every day. Given the proper 

motivation, they will find ways to control the impact of 

limited resources, "hey you" missions, and other distractions 

that are often cited as reasons why training cannot be 

conducted. Clearly, it takes more than just a badge to 

46 Engineer 

stimulate motivation. Squad Stakes stimulates motivation for 

rigorous and continuous traininn -	 -, bv makine - recognition

meaningful through the following: 

W High but achievable standards. 

m 	 Squad leader responsibility for achieving results. 

w 	 Integration of the full range of individual and collective 

tasks. 

W 	 Con~petition against standards rather than the petiorlnance of other units. The best unqualified unit is still 

unqualified. 

W 	 Visible recognition of performance (bragging rights). 

W 	 Reinforcement of the chain of command. 

We have all known or been members of teams that 

exceeded the wildest expectations of the collection of average 

individuals brought together by fate. We have experienced 

the power of teamwork when it raises the level of every 

individual heyond their best perfomlances. We have experienced the bonds of shared hardships and the resulting 

commitment to the team over any individual. Squad Stakes 

capitalizes on the power of those human experiences. 

We have also experienced the human desire to advertise 

our association with a winning team. Pride is born of success 

against tough odds. Bragging rights belong to the team whose 

long-term commitment to hard work lifts them to the highest 

standards of team and individual performance. 

Squad Stakes bragging rights include: 

W 	 Award of the Distinguished Squad Badge by the division 

commander. (The CG pins a badge on each recipient.) 

W 	 Award of a division commander coin 

W 	 Award of an Army Achievement Medal to each squad 

meniller ~~~~~ ~~ ~.

W 	 Award of a serial-numbered engineer brigade coin and a 

coin certificate. 

W 	 Squad entry into the Engineer Brigade Hall of Honor. 

W 	 Selection for special training missions. 

Special Missions 

Squad Stakcs does not end a1 the finish line of the ruck 

march. Distinguished squads are immediately given 

priority for special training missions, such asBern, Switzerland, 50-kilometer luck march (squad 

members earn Swiss commendation medals). 

W 	 Nijmegen 100-mile ruck march (squad members earn 

medals). 

W 	 Elbe Stoehr best-ranger competition, an international 

infantry competition (teams may win trophies). 

Special missions help sustain the motivation to maintain a 

high level of readiness. They give squads tougher challenges 

to prove their trne worth and affol-d further opportunities 

for recognition. Special missions also demonstrate the 

cornmitrnent of the chain of command to achieving and 

Aujiust 1999 
maintainins high standards. Squad Stakes reinforce the 

chain of command in other ways too. 

Reinforcing the Chain of Command 

eaders are responsible for setting and enforcing 

standards. One critical element of the Squad Stakes 

is the role of leadel-s. All leaders are employed in a 

rndnner that reinforces the chain of conunand. takes greater 

advantage of the experience and responsibilities of senior 

noncommissioned officers, and provides opponunities for 

leader development. Some leaders' roles are listed helow: 

Brigade commander: Establish and enforce standards. 

Brigade command sergeant major: Conduct Brigade 

Leader Certification Exercise. 

Battalion commander: Plan and execute Squad Stakes 

m Battalion command sergeant major: Train and evaluate 

platoon sergeants. 

Company commander: Train platoon leaders and operate company command post. 

Company first sergeant: Train platoon sergeants and 

monitor lane standards. 

Platoon leaders: Serve as lane officer in charge and 

evaluate troop-leading procedures (follow the squad in 

its own track while negotiating each lane). 

Platoon serseant: Serve as lane NCO in charge and 

evaluate all tasks (iide with thc squad). 

Squad leader: Lead the squad to achieve standards. 

Leader Certification Exercise 

mentoring roles. Too often first sergeants and platoon 

sergeants become focused on administrative and logistic 

functions at the expense of their tactical expertise. Not only is 

their experience irreplaceable, their example is critical to the 

development of junior NCOs and officers. 

Leader Development 

S

quad Stakes offers several opportunities for developing 

leaders. For platoon leaders, participation in the Leader 

Certification Exercise and the Stakes is one of their 

mo\t significant developmental experiences. During the 

certification, they gain an appreciation for the professionalism. knowledge, and experience of their platoon 

sergeants by observing the execution of each task and the 

subsequent discussions arnong senior noncornniissioned 

officers. 

During the Stakes. platoon leaders serve as platoon leaders 

on a lane. They are responsible for issuing the order to squad 

leaders, accepting reports (according to the tactical SOP) 

during the conduct of the lane. and evaluating troop-leading 

procedures at the conclusion of the lane (by conducting an 

after-action review with squad and team leaders). Since troopleading procedures are not scored as part of the evaluation. 

new platoon leaders are routinely tasked to head lanes (with 

their own platoon ser~eant)to give them the experience of 

leading squads. This provides plaLoon sergeants with an ideal 

opportunity to establish a closer relationship with their 

platoon leaders and begin the training process of our Army's 

newest leaders. 

The brigade derives much from this exercisc: increased 

cooperation between battalions, greater standardization of unit 

acfore every Squad Stakes. a Brigade Leader performance. increased professional development of leaders, 

Certification Exercise is conducted to ensure that all and more. The ultimate benefit is the ease with which task 

leaders understand the standards and how to organization5 are built because of the clear understanding of 

ei.iluate indi\,iduals and units against the standards. Using standards between units. Maneuver units confidently espect. 

and receive. the same standards of perforninnce from any unit Armv standards for till tasks, the brieade - command sergeant . . . , , .

maior oreanires and runs the exercise with the assistance of In the brlgade. - the battalion comniand sergeants nia.jor. Company first 

sergeants serve as trainers for the exercise. The p~imary 

training audience is platoon sergennts since they are the 

chief evaluators during the Squad Stakes. The exercise 

consists of the following steps: 

Each platoon sergeant is issued a copy of the evaluatior 

standards. 

All platoon sergeants siniultaneously observe the execution of each task by an individual or squad (videotape 

is an option). 

All platoon sergeants independently grade the ta.;k. 

After each task is evaluated, the command sergeants 

major discuss whether each subtask should have been 

evaluated as GO or NO GO. Discusion continues until all 

platoon sergeants clearly understand how the task should be 

performed. 

Squad Stakes places senior NCOs in teaching and 

Summary 

Squad Stakes is a coniprehensive readiness prosrani that 

combines the effects of commitnlent to squad integrity. 

the dynamics of squad members holding each other 

accountable for maintaining high levels of readinesc. and 

woilhwhile recognition for outstanding perforniance. Whether 

squads achieve distinsuished squad status 01-not, the? are 

motivated from within to take responsibility for their training. 

They strive to achieve and maintain a le\,el of combat 

readiness that instills a strong sense of confidence in their 

ability to fight any enemy. win. and survive to fight again. 

Y 

Coio~~eI ScItroedeI ;C exerirli~~e(@cer,fi)r rite Secrefory of 

tile A~III!:He p~~l.ioiis/~. (.u~il~iiulld~d tile i.rt il,/anri? Di~.i.siott 

Eli~i~ie~r RI-iogrle arid f/~e1x1 Ellfii17eer B~ffu/i011. COL 

Scttmdei has sen.ed 111 mcficol irnits throu,qhoirt niosi of his 

Army service. 
laliwerinq- lob-fluality - Rroducts With the CPM 

By Ccrpfaifz Ivan t?Beckrnon 

The goal of the U.S. Army Corps of Engineers 

is to deliver high-quality projects to its 

customers-on time and at cost. The Critical 

Path Method (CPM) of construction management is 

one technique used to achievc this goal. The CPM is 

a graphic tool for coordinating five aspects of 

construction-time, people, materials, equipment, 

and money. 

While every construction contract would benefit 

froni using the CPM, it is often neglected by both 

the government and the contractor and used only to 

process pay applications. However, the CPM is 

essential to fighting unnecessary time delays and 

cost overruns. As effort is put toward the critical 

path, certain elements may no longer remain critical 

and other key tasks may become critical. The CPM 

is essential in identifying the migration of critical 

elements. This article describes how everyone 

involved in a constluction benefits from Using the CPM helps keep construction projects, such as this 

maintenance facility at Tinker Air Force Base, Oklahoma, on using the CPM and gives examples of how it can be schedule, 

applied in the field. 

Valuable To01 

The Critical Path Method is a tool for the 

government, the customer, and [he contractor. 

using this graphic tool. it becomes 

ob,.ious when unexpected events a project and require 

coordination. 

Government 

~h~ government,s representative must challenge every 

change against the CPM and forcethe contractor to 

use his schedule,The CPM is a tool to and manage 

and to prevent llnnecessaly delays in cl.itical 

path activities. F~,~ the customer may a 

minor change in an activity that will a critical 

activity. The government should use the CPM to show the 

customer how the change will delay the contl-act completion 

date and increase overhead costs. This inforrnation. which 

the customer may have overlooked, will help with decision 

making at all levels. The government should use the CPM as 

a negotiating tool by challenging time extensions for 

modifications and allowing them only if the contractor 

proves an impact on the critical path. 

Customers 

customers should use the CPM as a requirements and 

date planning cool. BY following the CPM. they gain a 

understanding of a project's completion. which may 

be before or after the original estimate, and they will know 

when to move tenant units into and out of facilities. 

Customerscan use the CPM to develop their own movement 

line. They will also know when to provide 

equipment to the contractor that is government-providedl 

conwacto0'.installed, based on the contractor's schedule. 

Contractor 

By cor~ectly applying the CPM technique, contractors can 

greatly inlprove their .job perfornlance through resource 

leveling. Prime contractors can cross-level and focus their 

labor force and equipment on activities that have critical path 

importance. Sobcontractors can see how their work fits into 

the project and can impl.ove scheduling. planning, and 

urdering. Construction superintendents and project managers 

be lhe prinlary keepers of the CPM. 

Applying the CPM 

Use of the CPM in tield units saves time arid money. It 

allows contractors as well as the goverriment and 

custoniers to realize the relative imponsnce of every 

construction activity based on the Hoat time availahle and 

network logic. An activity that is delayed more than the 

allowable float time delays the entire construction project by 

the same amount of time. Delays that aliect the critical path 

of a project are costly to contractors and the government. If a 

proJect is delayed, the contractor pays his extended overhead 
Y..... the Critical Path MethodWrVL.- ~dification.The contractor, not able to argue against his own 

ic, conceded that the additional time extension was not show how the CPM can luired and dropped the requested time delay from the proposal. 

Project One is saved the government considerable money and time. 

A contract modltlcatlon was required to change the slze of 

chiller and provide additional cooling capacity in a new facility.TI Prc 

chiller had not yet been ordered. The contractor claimed ; ie project superintend, 91 

additional 28 days of delay for which he was due a time extensit ucted construction plann F 

and extended overhead in the amount of $56,000.The potent !d in the officetrailer. Tt- uv....-fo~-,uu.u.. -u.......u ...... time extension would cause the user-need-bydate to be miss( 11 start and finish dates and color-coded activities to indicate 

by a month.The new facility's user had invested considerable tin bletion status. The superintendent used the CPM to notily 

and planning in an anticipated turnover date and WOL Infractors of upcoming work requirements. Subcontractors 

experience planning difficultiesand added cost to extend a lea: ..the CPM to schedule their work based on the completion of 

and delay the movement. lotiations, the governme ! preceding construction activities. The contractor used the 

required the contractor t< CPM to explain his tin 'M to closely watch critical path activities, which received 

extension request.The cor ifiedone key activity in 11 ority effort. The contractor effectively cross-leveled resources 

CPM-,,lnstall Chillef-thar cnange affected and whicn , Jrkers and equipment) for the benefit of the project. On this 

caused allother delays, A study of the CPM showed that project. the contractor could boast that he was still on the original 

Chillei' had 43 days of float time. ~h~ activity$early.start date Schedule despite 27 days of weather delay his was mainly due 

was more than 12 weeks away, while the proposal to the confractor's understanding and application of the CPM 

cited a lPweek period to order and receive the chiller,Tb. technique on the iob. It is imDortant that oroiect SuDerintendents 

government representative suggested that through the logic of tl er 

contractor's CPM, he was not due additional time for tl th 

-

During ne( 

3 use the 

ltractor ident 

mc 

109 

rec 

Th 

se -- !nt the 

ne CF 

pri . 1Wl 

IIL: 

he mast* 

he lifeot 

their proje 

eir projecl 

ct schedules 

ts. 

,ject Two 

snt and 

ing on ths 

,r mntr.r 

lality contrc 

~rojectCPM, 8 lnrtltnd ar 

11 manager 

which was 

.+L,i+i0< With 

;and the CP , . M technique 

along with liquidated damages. However, if a contractor is 

granted additional time as part of a modification. the 

government pays the price with money and time. The 

government must challenge each time extension against the 

CPM to determine if it is legitimate and then appropriately 

compensate the contractor. 

Using the CPM also improves construction quality. 

Contractors can schedule construction activities during the 

best conditions within float-time windows. For example, it 

is not necessary to rush a concrete project during the winter 

if there is adequate float time for the activity to be done in 

the spring. Depending on preceding and subsequent 

activities, it may be possible to pour floor slabs after a 

weather-tight facility is built to control concrete curing 

conditions. Float time and network logic can and should 

be used to schedule activities under the best possible 

conditions. 

The following suggestions may help project engineers 

apply the CPM in the field: 

Scrutinize the preliminary CPM. Contractors are 

required to provide the government with a preliminary 

CPM within 30 days after a notice to proceed, which 

covers the first 60 days of work. During that 60 days, 

contractors must produce a detailed initial CPM that 

covers the entire contract. 

Scrutinize the initial CPM. Ensure that construction 

superintendents and project managers explain their initial 

CPM in detail. Some contractors hire a subcontractor to 

write the CPM, and the subcontractor may hlrn it in for 

approval without the construction superintendent seeing 

it. Carefully review a contractor's submittal, and if the 

schedule doesn't seem logical, require a resubmission. 

Emphasize construction superintendents' ownership 

of CPMs. Superintendents must understand the logic of 

their CPMs and the importance of critical path activities. 

They must know which activities have float time and how 

much time is available per activity. Ensure that superintendents post their CPM in their construction trailer and 

keep it updated. Using the superintendents' CPM as a 

guide, frequently discuss the construction status with 

superintendents and project managers. 

Scrutinize contractors' CPM updates. Contractors are 

required to submit an updated CPM with every pay application along with a short narrative describing changes in 

the network since the last pay application. Reject the pay 

application if an update is not included. Ensure that contractors follow their own schedules. 

Use the CPM in negotiations. Contractors must use the 

CPM to justify all requests for time extensions due to 

weather delays and construction modifications. Contract 

time extensions should be granted only if critical path 

activities are delayed. 

Key to Success 

The Critical Path Method is the construction management 

tool of choice for project engineers in the field. When it 

is applied correctly, the government protects itself from 

excessive time delays and cost increases; contractors provide 

higher-quality projects on time and at cost: and customers gain 

a greater understanding of projects and increase their ability to 

plan. A mutual understanding of prqjects through the CPM 

provides the government, contractors. and customers the key to 

construction success. w 

Ca/~toinBeckman is a project engineer in the Tulsa 

District, U.S.Army Corps of Engineers, Soutliwest Division. 

August 1999 Engineer 49 
BALLETlZLQ LOAD SYSTEM: 

STREAMLINED ACQUISITION SUPPORTS ENGINEERS 


By Peter Morzenbecker and Gregory C. Edgin 

n article in the April 1995 issue of Engineer, 

"Applying PLS Technology to the Engineer Fleet," 

.detailed the benefits of load-handling system 

technology to engineers. The article illustrated some 

proposed equipment changes that resulted from inserting the 

Palletized Load System (PLS) as a prime mover in engineer 

combat heavy hattalions. Since then the PLS project 

manager has worked with personnel from the U.S. Army 

Engineer School to refine engineer user concepts and 

economically produce PLS-compatible hardware for soldiers 

in record time. By employing streamlined acquisition 

initiatives and the integrated team approach, they have made 

it possible to field the first engineer-specific mission 

n~odules 31 months after initiating the acquisition process 

(see figure). This represents a significant decrease in the 

normal product acquisition time of 48-60 months and allows 

the integrated process team (IPT) to get badly needed, 

modernized equipnient into the hands of soldiers. 

Analyzing the Need 

Engineer School personnel and the PLS project 

manager commissioned a detailed analysis of 

engineer units and missions to determine the best 

way to exploit the mobility and interchangeable payload1 

module capability of the PLS tmck. Analysis showed that 

PLS Engineer Mission ModuleTime Line 

Start acquisition process 

Award contract 

Deliver hardware 

Complete OTIDT 

Begin fielding 

February 1997 

September 1997 

March 1998 

December 1998 

September 1999 

significant savings could be achieved using the PLS rather 

than currently fielded equipment, particularly for horizontal 

construction tasks. For example, in the 40-mile "Road 

Damage Repair" task, PLS trucks and trailers outfitted with a 

PLS dump module reduced project completion time by 68 

percent. Using the PLS tmck and trailer to complete the 

"Ammunition Storage Construction" task resulted in a 53 

percent reduction in project completion time. 

The PLS and engineer communities decided to pursue 

procurement of the PLS flatrack-based engineer mission 

modules (EMMs) to replace the individual. single-purpose 

systems acquired in the past. For example, the M918 

bituminous distributor and the M919 concrete mobile mixer 

were fielded in the 1970s and had less-than-favorable 

50 Engineer Aug~lsr1999 
operational readiness histories. Both systems were mounted 

on dedicated chassis and, by the nature of their missions, 

were used infrequently. To coniplete the modular concept, 

another system-a dump truck-was needed to supplement 

the bitun~inous distributor and concrete mobile mixer. 

An EMM integrated process team was formed in February 

1997 to review the available information. The team visited a 

field unit that had M917. M918, and M919 trucks; viewed the 

equipment in its operational environment: and interviewed 

soldiers. The team evaluated individual features of the 

equipment for incorporation of commercially available 

improvements. The goal was to reduce acquisition and 

support costs while increasing perfomlance. 

An example of needed improvements was the concrete 

mobile mixer's auger bearings. They had to be greased 

before every use but still some failed when the mixer 

operated in a harsh alkaline environment. The IPT identified 

a need for sealed. lube-for-life bearings. 

As with other types of sustainment engineering 

equipment, the EMMs would be nondeveloprnental items. 

Therefore, emphasis was placed on standard commercial 

equipment and features. The intent was to mount the 

standard commercial body on a standard PLS-compatible 

MI077 Ratrack. The only nonstandard features would be 

those needed to integrate the body onto the flatrack. 

Engineer Mission Modules 

The evaluation process resulted in a low-rate-initialproduction contract for the following EMMs: 

Bituminous Distrihutor 

This 2,800-gallon unit has computer-controlled spray rates 

that adjust to changes in vehicle speed. which is sensed by a 

radar unit that does not require ground contact. Two dieselfired burners heat the bitumen. A folding spray bar is a unique 

feature required to integrate the unit on the PLS flatrack. A 

universal power interface kit (UPIK) mounted on the PLS 

truck provides hydraulic, electric. and pneumatic power 

connections through the use of quick-disconnect fittings. 

Concrete Mobile Mixer 

The mixer can he used on the PLS truck or trailer or as a 

ground-mounted, stand-alone unit. In the transport mode, the 

capacity is five cubic yards, and in the stand-alone mode, the 

capacity is eight cubic yards. To accommodate stand-alone 

operation. an on-board diesel power supply provides all 

hydraulic. electric, and pneumatic power. Stand-alone 

operation is accommodated by four hydraulic legs that lift the 

flatrack off the ground and provide the clearance required to 

operate the mixer continuously. Two tanks with a total 

capacity of 460 gallons provide water for concrete production 

and cleanup. The water tanks can be loaded either 

conventionally or from a pond or stream with the on-board 

pump. Three extension chutes allow the concrete to be 

emplaced up to 12 feet away. 

Dump Body 

This equipment has a capacity of 12 cubic yards without 

sideboards and 14 cubic yards with sideboards. It can be 

operated from both the PLS truck and trailer. The body and 

tailgate are controlled from the cab. The PLS buck-mounted 

The versatility of the PLS system with EMMs is depicted in this photo of the EMM concrete mobile mixer with PLS 

dump body. Upon arrival at the work site, the PLS truck can off-load the concrete EMM for stationary operation, then 

load the dump body from the trailer to perform dump operations. 

Augusr 1999 Enginerr.71 
The EMM water-distributor module is intermodal transportable and is powered by its own diesel engine. 

It has a 3,000-gallon, stainless-steel tank and is equipped with a self-loading, 600-gallons-per-minute 

pump unit.The water cannon's 175-foot spray range complements the 50-foot hose and nozzle. 

UPIK provides power lor the body. The bed is constructed of 

0.250-inch-thick high-hard steel, and the headsheet and sides 

are of 7-@age steel. The tailgate is a combination of 7- and 

10-gage steel. 

Testing 

After first-production unit hardware is delivered, 

developmental testing (DT) usually is completed 

before operational testing (OT) with soldiers in 

mission scenarios begins. Because the PLS chassis had 

already been fully tested and released. much of the normal 

autornoti\,e developmental testing was unnecessaty. 

De\.eloprnental testing personnel saved both time and money 

by collecting their data during the operational testing phase. ~ -

Fielding of engineer mission tnodules is scheduled to 

begin in September 1999. Bituminous distributors will 

replace M918s one for one in construction support 

companies, combat heavy companies. and at the Engineer 

School. Concrete mobile mixers will replace M919s one for 

one in combat heavy companies, utility teams, pon openine 

companies. and at the Engineer . School. While not intended 

to replace a particular dump truck. dump bodies will 

displace two dump t~ucks in each utility team. six from each 

port opening company, and two from each construction 

support company. 

The Future 

What does the future hold for engineer mission 

modules? A water-distributor protutype unit has 

been produced and is currently heing evaluated 

by soldiers. This unit has a 3,000-gallon capacity and would 

replace the M920 tractor and 6.000-gallon semitrailermounted unit. A water-distributor module on the PLS truck 

and one on the trailer would provide 6,000 gallons of 

nonpotable water in a highly mobile pnckage. The waterdistributor module could be configured for use in an 

auxiliav fire-fighting mission. Additional modules under 

consideration include a u~ell-drilling rig. a mobile shop, a 

rock crusher. a mobile crane. and a water-purification 

module. 

The EMM integl-ated process team is showing the 

engineer community what they can expect in the future hy 

aggressively pursuing new and innovative contracting 

opportunities. We have taken that first critical step by 

streamlinine the processes required to get the best equipment 

to soldiers in record time. Future efforts will focus on 

expanding on these successes to increase our visibility and 

utilization within the engineer community. Y 

M,: Mofzenheckr ser1'e.s as project leader on engineer 

rnissiort nzodrrles and i flre systenzs engineer on rhe PLS. He 

is Level III Acqrrisifio17 Cerf$ed in Sysremr PI*rnnirrg, 

Research, Dei~eio/?rr~entud E~i~irrecrin,~. Mc Mofzenbecker 

holds ii harhrlor-'s degree in niechonicol en,qi!zrer;n~ prim 

Michigan Tec/inolo~ical Unii~ersit). 

MI: EOgin ic o project mannjier arld recllnirol lead,for 

Science Applirorionc Inrernarionol Cor/,orarion in s~pporr of 

the projecr nronagerfur- heal:>' tactical vehicles. He Iroldr a 

~iza.rfer's degree in rna~lcrgernmt from CItzlsh College of 

Blrsirzrss and Accoirnrarrc\: 
I 

;! R? Srr:q?orir Mqjol. Trrrssn Rllrn,ir-t, 

ue to recent changes in the Engineer Branch, thcre Engineer Battalion. Fort Hood. Texas. MSG Pomeroy has 

'1 

; l[rare several changes in tlie personnel who \t.r\.c you. I senred in Operation Desert Stol-ni i~nd has held numerous 

\vill take this opportunity to introduce new members leadel-ship positions as squad Ieadcr. platoon sergeant. 

of the Engineer Branch at the Personnel Cornmand engineer platoon trainer. and first sergeant. MSG Ponieroy 

(PERSCOM). arrived at PERSCOM in May 1999, readv to ser\.e die 

Sergeant Mqjor Theressa J. Fillmore. niilitary occupa 

tional specialty (MOS) 75H. Branch Sergeant Major. 

Master Sergeant Harry Pomeroy. MOS 122. Professional De\,elopment Noncomn~issioned Officer 

1PDNCO). career management held (CMR 12. 

Sergeant First Class Susan L. Fortune. MOS RIT. 

PDNCO and Assignment Manager. CMF 8 I 

Sergeant First Class Andre Williamson. hIOS 62N. 

PDNCO. CMF 5 I 

SGM Fill~iiore lias iln extensive 24-ye;lr background in 

personnel. She lias served at company. battalion. brigade. 

corps. echelons ahove corps, and post levels. in both tables 

of distribution and allowances (TDA) and modified table? of 1 oganization and equipment (MTOE) units. She has held 

I Eng~necr, and .: Air Defense Artillery Branches and the 

asslenriients with the Aviation. Signal. Military Intelligence, Enpeer Battalion. She spent two yean as NCOIC of the 25th 

Engineer Re,' ~lrnrnt. 

SFC Fomm joined the A~my in Janu<ay 1983. After completing 

initial enny training at Fon Dix. New .Jersey. and Fott Belvoin 

Urginia. she was stationed a1 Fo~tHood, Texa?. a?a cm-mpher. 

Later she h-msfened to the 29th Engineer BatmJion. Fon Shaften , Hawaii. During this unie she ~eclassified to termin analysis md sewed 

for two yezm a?a terin analyst for tlie 25th lnfanoy Division !Light). 

G2 Terrain Tern. She then retumed to Fott Belvoir for four )em 

an insmctor for the basic and adviuiced tetruin analysis coous at the 

Defenx Mappine School (DMS). Du~inq her I:N war at DMS. uhe .. . . 

alxr served as an air asault incttuctm Shc attended Dill Scrge:mt 

School and successfully cornpleled a mwyear tout- at an Advanced 

Individual Training company at Fofl Bel\:oir Her next msigu~ient 

wac in Hawaii for three ycn. During this time she served as pllitoo~i 

sergeant for the ten~n platoon of the 70th Enginerr Cornpan!: 29th 

Int'anQ Division (Light) Terrain Tmi. SFC Fom~ne anived at 

' Recruiting Command. At the company, battalion, and 

: brigade levels, she has served as the company clerk, 

Personnel Ser\'ices (PS) NCO. and the Personnel I ' 

Administrative Center (PAC) NCO in various locations. Her 1 1 I experience with engineers includes PSNCO and PAC 

! supervisor for three years in a One-Station Unit Training 

I battalion at Fort Leonard Wood. At thc corps level, SGM I Fillmore was the GI serpealit niajor for V Corps 

Headquanerc in Heidelberg. Gerniany. and deployed with I Operation Joint Endeavor as the DCSOPS (FWD) sergeant 

niiijor. At echelon above corps. she served on the U.S. Army 

Europe.s DCSPER staff as a force stnlcture NCO. At thc 

! post level. she was most recently the Adjutant General 

segeant major at Fort Bliss. Texas. SGM Fillmore has 

attended all requisite leadership schools. She arrived at 

PERSCOM in May 1999 and expects to serve two or three 

I years with the Engineer Regiment. 

1 A Vietnani veteran of the First Cavalry Division. MSG 

j

I Po~iieroy re-entered the Army in 1982. serving in the 19th 

I Engineer Battalion. Fo~t Knox. Kentucky. After completing 

an assignment with the 547th Engineer Battalion in 

I Germany. he served with the 5th Engineer Battalion at Fon 

Leonard Wood. Missouri. He then returned to Geniiany and 

! the 54th Engineer Battalion. Next he completed a tour as 

observericontroller at the National Training Center. Fort 

1ru:in. California. He recently served as first sergeant. 588th 

PERSCOM in January 1999 aid plans to move on as a fint sergeant 

<aftercompleting her tour. 

SFC Williamson joined the Army in October 1979 as a 

cannon crewman. After a two-year tour at Fort Hood. he 1 

spent 27 months in Gerniany. Later he reclassified to ;I 675 

general cunstmction equipment operator at Fon Hood. He 

transferred to the 503rd Engineer Company in Germany for 

26 months and then spent six years at Fo~t Benning. Georgia. 

with the 43rd Engineer Battalion (Heavy). serving as a 

section sergeant. During that tour he supported Operations 

Desert Shield and Desert Storm, Operations Restore Hope 

and Continued Hope in Somalia, hurricane relief missions in 

South Carolina and Florida, and a nation-huilding project in 

Costa Rica. SFC Williamson returned to Germany for four 

years with the 94th Eneineer Battalion (Hea\,y), where he 

served as a platoon sergeant and battalion horizontal 

construction inspector. During this tour he spent 16 months 

deployed in support of Opel-ations Joint Endeavor, Joint 

Forge. and Able Sentry. After conipleting ;I tour at 

PERSCOM. he hopes to be assigned as a first sergeant in a 

combat heavy hattalion. 

The staff at PERSCOM remains conimitted to providing ~ 

excellent. professional service to the field. We are palt of the ~1 

engineer team and will work to make the Engineer Regiment I ' 

more elluctive by placing the right people in the right places 11 

at the right time. 11 
This is the ,first of four articles on setr, kits, and ourfirs. 

This article focuses on tools for the constrrrctio~~ trades; the 

second will concentrate on pii~nee~ mining, and deniolition 

tools: the third on bridging, diving, lighting, alidjire-fighting 

tools; arid rlie fourth article will feature tools for technical 

specialties. 

The successful accomplishment of every mission is 

linked to one or more sets, kits, or outfits (SKOs) that 

contain the soldiers' tools of the trade. While the 

principal "tool" for evely soldier is a weapon-rifle, pistol, 

howitzer; tank-numerous SKOs allow soldiers to perform 

individual tasks such as assembly. operation, maintenance, 

repair, packing, or lighting activities. Each weapon has a 

cleaning "kit," and if it is not used properly, the weapon 

doesn't function for very long. 

Definitions 

ow do sets, kits. and outfits differ? A kit is a 

collection of tools or components in a small bag or 

pouch, designed for use and carried by an individual 

or a crew. For example, weapons have cleaning kits, and a 

mechanic's toolhox is a kit. A set is a collection of tools used 

by a group of soldie~s (a squad, section, or platoon) to 

perform an organizational mission. A set may include tool 

kits but not other principal items of equipment that are 

assigned a line item number (LIN). The squad carpenter's set 

includes a lile kit and a chisel kit. An ourfit is an assemblage 

of tools or equipment that may include separately typeclassified items as a component. A pneumatic tool outfit 

contains an air compressor and a trailer (separate major 

items) and numerous pneumatic hand tools, some of which 

have individual LIN identification. 

The Engineer School is the proponent for 123 SKOs that 

include tools for topographic support systems. lighting, fixed 

and float bridging, general and topographic surveying, fire 

fighting, diving, railway construction and repair, electric 

power generation and distribution, demolition, mine laying 

and marking, pipeline construction, drafting, and materials 

testing. Other SKOs include hydraulic and electric 

54 Engineer 

construction tools; carpently, masonry, electrical, and 

plumbing tools; and pioneer tools. The school works closely 

with various agencies in the Army Materiel Command to 

develop, document, and field SKOs. Rock Island Arsenal is 

currently fielding the hydraulic electric tool outfit. TankAutomotive and Armaments Command at Warren, Michigan, 

is beginning a comprehensive review of all bridge sets. 

Communications-Electronics Command at Fort Monmouth, 

New Jersey, is the conlpiler for light sets and other sets 

containing electronic components. General Services Administration in Kansas City assembles all SKOs containing 

construction-related hand tools. 

The Organization Branch of the Engineer Directorate of 

Combat Developments, which is responsible for developing 

and reviewing SKOs, began a five-year cyclic plan in 1998 to 

upgrade every SKO. Partnering with a commercial tool 

supplier has allowed the Engineer School to make several 

SKOs available for purchase at a time when the pace of unit 

deployments accelerates and the utilization of state-of-the-art 

tools speeds mission accomplishment. Field involvement and 

user testing in this developmental process ensures that tools 

meet soldiers' needs. 111 addition, regulatory guidance is 

being updated to include both generic and specific authorizations. This is necessary to add SKOs that were not 

included in the regulations and that units were hesitant to 

request. Regulatory guidance describes the SKOs, lists items 

needed to support them or that they suppo~t, and includes 

shipping characteristics. 

Carpenter's Sets 

As a result of the recent review of carpenter's sets, 

components were realigned, CI-eating a stand-alone 

squad box of hand tools that is supported by 

increasingly versatile platoon boxes. The platoon boxes 

previously included seldom-used tools and extra handles or 

tools for special applications. Because of the review, some 

hard-to-maintain tools wcre replaced by tools that are more 

conlmonly used by the construction industry today. 

The Squad Carpenter's Set still contains nonpowered 

hand tools. New items include speed squares; heavy-duty tool 

belts; heavier, waffle-faced framing hammers; shingling 

August 1999 
hammers; taping knives; and a nut driver kit. 

The set weighs 120 pounds and is packed in 

a 9-cubic-foot transport case. 

The Platoon Carpenter's Set has saws 

and drills powered by 18-volt batteries. The 

set is completely reconfigured with 5 318- 

inch trimcut sau2s;IR-inch variable speed, 

reversing drillldriverihammers; a reciprocating saw; a jig saw; and numerous drill bits 

and saw blades. The set weighs 130 pounds 

and is packed in a 12-cubic-foot transport 

case. 

The Trailer-Mounted. Woodworking, 

Base Maintenance Shop Equipment Set 

contains electric saws and drills and 

pneumatic nailers. The set consists of three 

subkits, each in its own transport and storage 

box and designed to tit on the trailer with the 

10-kilowatt generator. 

The Table Snkv and Rocrler Kit consists of a 

10-inch portable table saw and stand; a plunge 

router; a jig saw; and blades, bits, and 

extension cords. This kit weighs 300 pounds 

and is packed in a 20-cubic-toot transport case. 

The M~dtirnw and Drill Kit contains a 12- 

inch miterlcompound saw; a 14-inch circular 

chop saw; a 10 114-inch cil-cular saw; a 

7 112-inch circular saw: a reciprocating saw; 

IIZinch drive variable speed drills; an 

electric sheadnibbler: and various clamps, 

blades, bits, countersinks. and circle cutters. 

This kit weighs 335 pounds and is packed in 

a 20-cubic-foot transport case. 

The Pneumatic Nailer and Compressor 

Kit consists of an electric, 2-horsepower 

air compressor; two pneumatic framing 

hammers; nail pullers; 150 feet of air hose; a 

moisture separator; couplers; and extension 

cords and nails. This kit weighs 315 pounds 

and is packed in a 13-cubic-foot transport case. 

The Mason's and Concrete Finisher's Tool Set has 

been reconfigured to support a platoon, with enough 

individual tools for six soldiers to lay block or brick. 

Twenty-four feet of interchangeable, sectionalized handles 

fit the brooms, screeds, and floats, enabling the components 

to fit into the transport case. The set includes mortar pans, 

boards, and stands; various floats, edgers, and trowels; knee 

boards; buckets; a rebar cutterlbender; a side wheel grinder; 

mason's shovels and hoes; hand pump sprayers; a laser 

level; and buckets, nozzles, and garden hoses. New additions 

are a 3-cubic-foot-capacity, gasoline-powered mortarmixing machine; 16-foot ladders; 12-foot collapsible 

August 1999 

. . . .<. 

Platoon Carpenter's Set 

Table Saw and Router Kit 

ladders; 3-foot-high portable stands; and four sections of 5- 

foot-high by 8-foot-long scaffolding, with walk boards and 

casters. 

The Electrician's #I Tool Set will continue to support 

squad-level electricians with the latest in protected hand tools. 

Included in the upgmded set are an 18-volt cordless saw, a 

drillldriverihammer, a reciprocating saw, a snake light, a rightangle drill, a tool set with various circuit-testing devices, 

lockouts and padlocks, work belts, a laser level, fish tape, a 

bounce light, flood lights, extension cords, and a site box. The 

normal assortment of saws, chisels, hammers, benders. blades, 

strippers, sockets, hex keys, and wrenches have been retained 

in upgraded motif. 

Engineer 55 
and spring loaded to stay out of the way. 

And they offer a grip that's comfortable 

and big enough to easily accolnmodate a 

gloved band. Noncorrosive. nonreflective 

metal catches, hinges, and strikes are 

placed in recesses to prevent being sheared 

off during rough handling. Stainless steel 

inserts are molded in to give catches. 

hinges and strikes added strength. 

The tool sets developed so far have 

been used successfi~lly during deploylnents to Mongolia. Bangladesh, 

Thailand, and Honduras by combat heavy 

units from Hawaii. Fort Lewis. and Fort 

Polk. Eventually, the sets will be issued to 

all units. but for now they must be 

purchased with operational funds. 

The good news is the warranty on the 

I 

tools. Any tool that becomes inoperable or 

Mason's and Concrete Finisher'sTool Set 

I presents a safety hazard through "fair wear 

and tear" will be replaced at no charge. 

The Pipefitter's 118-Inch- to 2-Inch-Diameter Pipe 

Tool Kit and Pipefitter's 2-112-Inch- to 4-Inch-Diameter 

Pipe Tool Kit have been combined into a single set that is 

allocated to the platoon. There's an assortment of pipe 

wrenches, cutters, and reamers; a hand-driven and electric 

die head-threading machine; a tristand chain vise; powered 

drain cleaners; recycling oiler; heat gun: propane torch kits; 

a bounce light; and flood lights. The normal complement of 

pliers, screwdrivers, pry bars, chisels, levels, work belts, 

flux. solder, PVC fixative, Teflon tape. extension cords, and 

job site box are provided. This set is in its final stages of 

development. 

Safety equipment provided in each box includes 

ultraviolet eye protection, antifog goggles: ground fault 

circuit intern~pter surge protectors: dust masks: and mbber 

hand guards on chisels. Carpenter hammers and hatchets 

have steel handles, and handles on other hammers have a 

black plastic covering over a fiberglass core. This is a 

recently patented process by NUPLA Corporation that 

increases comfort and reduces stress to users' arms. 

New transport and storage cases represent the latest in 

manufacturing. The cases are rotationally molded of highquality polyethylene resins to military specifications. They 

are resistant to solvents and acids. The color is molded in, so 

they never need painting. The edges are rounded to reduce 

the risk of injury. They are stackable and can be loaded or 

moved by forklift. They are airtight to keep out dirt and 

moisture, can be decontaminated. and are recyclable. The 

handles are high-strength, high-density polyethylene that is 

unaffected by common fuels or solvents. They are recessed 

GSA and the tool supplier have created 1-

800- telephone numbers to facilitate the 

exchange. The bad news is in fielding the sets. Current 

regulatory guidance requires units to purchase upgrades to 

SKOs with their operational funds. The Engineer School has 

chosen to make the SKOs available for units to purchase until 

fielding plans and alternate funding programs are developed. 

National stock numbers (NSN) for the new tool sets will be 

rolled under the SKO's LIN. because it is the LJN that is 

authorized in the modified table of organization and 

equipment, not the NSN. This would elinlinate the 

requirement for units to maintain both boxes. 

Summary 

Afuture article will discuss the Pioneer Tool Sets 

currently being reviewed, and we expect that there 

will be substantial changes. Input from users is 

strowly encouraged. Get involved, and make your tool sets 

work for you. 

Send your ideas and comments to the Director of Combat 

Developments, Engineer Division. Organization Branch 

(Tom Knotts or Alan Schlie), 320 Engineer Loop. Suite 141. 

Fort Leonard Wood. Missouri 65473. Telephone numbers 

are commercial (573) 563-6191. DSN 676-6191. and 

fax (573) 563-408915056, The e-mail address is 

schliea8wood.amy.mil. Y 

MI: Schlie is a force development analyst wit11 rhe 

Directorore of Coinbor De~~elopments, U.S. Aim)' Enpiiieer 

School. A retired co~nnirriid sergeant major: he hr1.r renjed in 

variorrs capaciries in Errrope, Korea. and CONUS rhroughout 

his career 

56 Engineer August 1999 
By Colonel David W Washechek, Lieutenant Colonel James A. 

Price and Captain Kevin Perier 

Although obstacle coordination 

points are not current doctrine, 

this article describes a tactic, 

technique. arid procedure that engineers in the XVIII Airborne Corps 

found useful during the 3rd Infantry 

Division Warfighter Exercise at Fort 

Stewart, Georgia, on 7-12 February 

1999. 

The XVIII Airborne Corps developed a Corps-level obstacle plan 

with designated obstacle coordination 

jioirzts in support of the Corps maneuver plan. By doing so, XVIII Airborne 

Corps engineers ensured coordinated 

obstacle effort throughout the Corps 

sector, which enabled the Corps to 

shape the battlefield and fight one fight 

with massed combat power. In doing 

so, XVlII Airborne Corps forced the 

World Class opposing forces into ~ ~ 

Corps- and division-level engagement 

areas where they were easily destroyed. 

The doctririal foundation for an 

obstacle coordination point is found in 

the definition of a coordiwaiing point in 

FM 101-5- 1. Oi,erational Ternzs ond 

Gruphics: a control measure that indicates a specific location for the coordination of fires and maneuver between 

adjacent units. The engineer interpretation of a coordinating point is a place 

where leaders coordinate their obstacle 

effort across division and Corps boundaries in support of the maneuver plan. 

An obstacle coordination point is not 

a point on the ground that dictates 

exactly where obstacles are tied in, but 

rather a graphic-control measure. These 

points can be established at Corps, division, brigade combat team, or task force 

levels. At the Corps level, obstacle 

coordination points are established 

along boundaries (flanks) between divisions. At the division level, they are 

esteblished along boundaries (flanks) 

between maneuver brigades. 

August 1999 

I The Corps established two obstacle coordination points an 3rd Infantry Oiws$an'snorth- I 


1, : , .,.. I., I,',, ., ! 5 . I . > I.. . < IIIr.i<iiI., 

, 0 . , < , I,.. ,.".,<,, i I, I ' ,' T + O. -' '.. '' ' I ,I r' , 1.1s '. .li ". I ".

>,,,, .,, ,e, ,,,,%.,,,I, <,,,.,,,,:,,,. ,, ':'. .it ,,..:,,:: ',,e<r,,P.::l , 

The XVIIl Airborne Corps used gradnate of the United Sta1e.i Militari; 

obstacle coordination points to help the Acndmz)', he hold,? a muster's degree in 

commander communicate his intent civil engineering from Brighanl Young 

during defensive operations. They sup- ond is a registe~-ed professional engiported the commander's description of neer i~z Virginia. 

how he wanted to shape the defensive Lieutenant Coloi7el Price i.r the battlefield space, ensured synchronicity of obstacle effort and covering fires, Assistant Corps Engineer; XVIiiI Airborne Cori~.i. He is currently del~lnyed and accelerated leader involvement. to the EUCOM AOR and is serving as Established obstacle coordination 

points prevented seams in the obstacle the Branch Cl7ieJ J3 JOPES Sy?l~orr 

plan (between sectorsiboundaries) and Elenzent. 

eliminated the need to "redesign" por- Cnptoin Pettet is the XViiIAirborne 

tions of the obstacle effort. This saved Corps Engineer Plans Oficer He is a 

the Co~ps, division, and brigades time, graduate of the U.S. Military Academy, 

manpower, and material resources. Y the Air Assault and Airborne school.^, 

the Engineer OficerAdvanced Course, 

Colonel Washechek commands tlze 3rl and CAS3 and holds a nzaster's degree 

Irfantty Division's Engineer Brigade. A from the UniverritL. of Missouri-Rolla. 

Engineer 57 
INSTRUCTING AT THE U.S. MILITARY ACADEMY... MORE THAN JUST TEACHING CADETS 

By Major R. Mork 7i1j 

You have just completed company command and have 

spent your entire Army career "with troops:' One 

option for your next assignment is advanced civil 

scliooling with a follow-on assignment to the United States 

Military Academy. If you choose this option, consider the 

Department of Geography and Environmental Engineering 

(DIGEnE), which piovides nu~nerousopportunities to further 

develop engineer officers. Although your primary task will be 

instructing, the benefits of an assignment in the DIGEnE 

extend far beyond teaching. 

Applying for a Position 

The department head and program directors review the 

files of all applicants for insmctor positions. Those 

selected attend a fully funded graduate school for two 

years of concentrated study in an environmental engineering; 

mapping, charting, and geodesy (MC&G); or geography program. Although applicants may voice a desire as to the school 

they attend, the department head and appropriate program 

director make the decision. After graduation, applicants 

report to West Point in the summer and prepare to teach during the fall semester 

Programs 

Engineer officers in the DiGEnE at West Poil~tinstruct 

in one of the following programs: 

Environmental Engineering instructors teach either 

core courses or electives. Core courses are I~ztroduction 

to Environmental Engineer-inx, Envirnnmenfal Systems 

A~iolysi?, and E~rvironmenfalSy.rfenzs Design. Elective 

courses include Hydrogeologj WaferRe.rour-cesPlanning 

and Design. Solid and Hozardo~isWc~,sfeManageme~it, 

and Meteorology and Air Pollution. 

Mapping, Charting, and Geodes? is becoming the 

most popular course of study in the DIGEnE. 

Courses include Rernorc Sensing, Carlogrophj Photogmrnrnetrj survey in^, Geographic Inforn~ntionSysfivns, 

and Descril?ti~,eAstror~nr~~y 

Geography offers such challenging courses as Cidtur-a1 

and Polirirul Geography; Foiindations in Geofi!-uphj; 

Militor). Geogrol,l?y; and Geogral~hyof Russia, Asia, 

Lntin A~~rericu, Middlc East and Africa, Nor.th Anzerica, 

and E~rropo. 

First-year instructors in the DIGEnE teach the department's 

core course, Terroirz Analysi.~, during their first semester. 

Required for all sophomores, the course provides basic knowledge of the earth a~denvironmental sciences. Students also 

learn to conduct comprehensive terrain analyses at area or 

local levels using atlases, maps, remotely sensed imagery, and 

geographic information systems. Teaching Ter-rain Anahsis 

provides excellent opportunities to interact with young cadets 

who will soon select an academic major. Instructors can demonstrate to them the value of a degree in the geographic or 

environmental sciences. 

Concurrently, or by the second semester, instructors begin 

teaching courses in any of the three DIGEnE programs. By the 

end of the second and into the third year, instructors become 

the director of one or more courses. The director updates 

course content, mentors junior faculty, and handles 

58 Engineer A~rgust1999 
administrative duties. In the final year .. 

of their assignment. instn~ctors hecome --. 

assista~it professors of their respective discipline. 

Being an instructor in the DlGEnE 

involves much niorc than teaching. 

and these "other-than-teaching" opportunities set an assignment here 

apart from other Army nontroop 

assignmenrs. Nonteaching duties not 

only offer an opportunity to participate 

in cadet de\:elopnient but also help 

with officer development. Where else 

can an engineer officer acquire a professional engineering (PE) license. - - . teach military science and land navi- West Point cadets learning proper land navigation techniques. gation. and help influence top-notch 

lieutenants to join the Corps of 

Engineers? 

Acquiring a PE License 

West Point instructors from the Engineer Branch are 

\veil on the way to getting a PE license. All states 

require some engineering experience as a prerequi. 

site for a PE license. By virtue of their branch and 

of served in the A ~ ~ ~ , D/GE~Einstructors 

alreacly most of the necessav years of experience 

required in many states, oneyear in graduate school and 

teaching time at USMA also count as engineering experience. 

License applicants must state all their experience. and a good 

place to is with the job descl,ption of their evalu. 

ation reports. 

In preparing for the PE examination, particularly for the 

examination in environmentalengineering. the is a 

good place to be. ~~~h [he departlnent head and the environmental engineering program director hold doctorate degrees 

in en\!ironlnental engineering and are profes. 

Teaching Military Science 

The United States Military Academy follows a twosemester academic yenr. Between the first and second 

semesters is a t\vo-week period in January called ~iiili-

'017; inferces.riori, when cadets receive military science 

instruction. Freshmen receive instruction in map reading and 

troop-leading procedures. Sophoniores and junior5 study 

Cotnbined Anrls O~~erniiorzs I and 2. respectively. Seniors. 

who will soon be com~nissioned second lieutenants. take a 

class called Tools qf {he Trade and the Leader's L~,,qal Role to 

prepare for the challenges they will face as platoon leaders. 

Most of the officers at West Point ;ire assigned to the 

dean's office and provide instruction for military intercession. In the DIGEnE. officers teaching military science 

classes have an outstanding opportunity to share their expenems as an engineer company commander. platoon leader. 

and staff officer to young lieutenants-in-training. It is also 

OPP~*U"~~Yto stay connected to the Engineer Branch. 

Many cadets will soon choose a bl-anch. and military science sional engineers, M ~ ~the departlllent ~ ~ \ head ~ ~ has a ~~i~. , lomate in ~ ~ \ , i ~ ~ ~certificate. ~ ~ ~~i~ ~ ~ duties ~ ~ i instructors ~ ~ can introduce l ~ them to the ~ Corps of Engineers. ~ ,

include serving as vice chairman of the Environmental Engineerine - Exi~m Committee for the National Cou~icil of Examiners for Engineering and Surveying. About three-fourths of 

the Wrest Point environmental engineering rotating faculty 

are licensed professional engineers. The rest are engineersin-training, or are preparing to take the exam within the next 

year. Note: Tu fake tile PE exatninniion, uppIicar?fs mlrst 

Teaching Land Navigation 

Unique to the DlGEnE is the annual summer task of 

instructing the sophomore class in the an of land na\:igation. This training period is an excellent opportunity 

fnr officers to return to their Army roots and "get back with 

troops." With the assistance of soldiers and noncommissioned 

/~al,e alrea* passed r11e Fundamenmls of Er~gineering officers from the active Army (typically the loth Mountain 

E.xnm and have be~~~z desi,~rinfed (in e~lgirzeer-irz-truinin~.Division). the department provides training for approximately 

Instructors at West Point are surrounded by capable engineer 

officers who are more than willing to answer questions and 

help them prepare for the PE examination. By the end of a 

three-year assignment, engineer officers can depart from 

West Point with a professional engineer license. 

1,000 cadets over a threeweek period. The DIGEnE teaches 

basic and advanced land navigation skills under day and night 

conditions. As an officer-in-charge of one of three land navigation sites, instructors completely control the set-up and 

execution of land navigation training. Their instruction is most 
important to these junior leaders, who must be proficient in 

this critical Army task as platoon leaders. 

Selecting a Branch and Post 

0

ne of the most rewarding experiences for an 

instructor at the USMA is participating in the cadet 

branch and post selection process, ~~~i~~~~ 

~~~~~h representative (a major or lieutenant colonel) is 

assigned to the academy in the Department of Military 

Instruction. This engineer officer coordinates the branch 

and post selection process for all seniors who select the 

Corps of Engineers as their branch. The Engineer Branch 

representative typically solicits assistance from all engineer officers at West Point. As representatives of the Corps 

of Engineers. USMA engineer instructors provide valuable 

information to the Army's future engineer lieutenants. 

Branch selection is one of the most important decisions 

that cadets will make in their military careers, and most of 

are eager to learn about officers.experiences in engi. 

neer units. After cadets select the Engineer Branch, they 

choose the location of their first thrce-year assignment, 

Once again, the experiences of an engineer officer will be 

valuable to the cadets as they select a post. The bottom line 

is that as engineer officers, we have a vested interest in 

finding the very best second lieutenants to join our ranks. 

As part of the DIGEnE, engineer officers have a direct 

impact on future engineer platoon leaders who may someday serve in their battalion. 

The Right Choice for YOU! 

An assignment in the DlGEnE at West Point will be 

one of the most challenging and rewarding experiences of your Army career. As a member of the faculty. your responsibilities and opportunities to excel go far 

beyond teaching cadets. Not only will you become a better 

officer intellectually, you will continue to hone your military skills. Most importantly, you will help shape the lives 

of the young men and who join the Corps of Engi. 

neers and lead our Anny into the 21st century. 

For more information about joining the faculty in 

the DIGEnE at West Point, call the personnel officer at 

commercial (914) 938-3321 or DSN 688-3321. 

Mqjor Tol: an Assistant Professor of. Envimnrnental 

~ ~ i , ~ ; ~ in the , ~ ~ ~ D/GE~E, ~~~~~~~~d ~ a,lr/

Gencrnl Staff Collejie this summer: Previous assignment^ 

incl~rde company conimnnder and nssistanr S3, 864th Engineer Battalion, Fort Lewis, Wnshingfon. MAJ Toy is a 

graduate of the U.S. Military Acnden~y and llold,~ master's 

degrees in em;ironmentril engineer-ing fmm UCLA and 

businer.~ administration from Boston Uniiiersity He is n 

regi.stered prufessional engbzeer in Wrginia. 

(Continurd,from page 31) 

State vs. S 

The term "state" recers to the capability of mobility1 

survivability assets in terms of what we can provide to support the 

task fol-ce's mission. Instead of simply i~gurgitating the assets 

available, the planner should brief the commander on precise 

engineer capabilities. For example, state the number of breach 

lanes, number of protective positions, linear meters of obstacle 

effort, etc., that engineers can provide and as required estimates of 

what the task force as a whole could provide if necessary. Stahrs is 

simply how many widgets we have. The maneuver commander 

does not care how many widgets w .e have; he wants to know if 

support the mission an, 3, if not, wli lat additional tasks 

must be comlAeted or w hat additional assets must be acquired. 

Ask yourself "Why an1 I telling the commander this'? The 

en::ineer planner must ;~sk himself ' "So what ? What does my 

an:tlysis, this 1 ~rocessedi~lformation that I am a bout to share with " .. ". . .. my comnlander or tellow members ot h~start, ~ ~ ~- mean to the task 

as a whc~le'!" He ml 1st provide that inform ation in terms that 

are useful 10 Ithe comma nder. Don'l : say "Sil: I have four of six . ... .. .> .. dozers operational. I wll! be followea oy mexlr Defense Officer." 

Instead, say "Sir, I have four of six dozers opez-ational, and with 

those assets I cannot achieve your required level of survivability 

for the task force by the No Later Than Defend Time. My 

,, ommendati011 to overc ome this sh ortcoming is to.. ." 

n . ,ion m. --. . .. ,. .. . . . .. ~necux IS me roun, dation of a tr englneer prannlng ana me 

basis of engineer inte:!ration in the combined-arms team. 

However. engineer plan,.,.., .,,..,.ely exclude the preparation .revQ rnntin 

an EBA athen (hey <:onduct a Inission an, alysis. A detailed 

EE:A must be prepared I:o provide rhe inform, atioii required for 

units to be successful during mlsslon analysis and subsequent 

pla~nning acti\ )ities for the task forcf 

Future art icles by the JRTC ol bserverlcor]troller tea n? will 

" .. aduress specific tactics, techniques, ana vroceaures lor tne EBA 

an11planning tools we I uccessiully at the 

Iraining cente r. 

- ~alor aaKcr sen3ra as me befiror ~n,qrireer ~ornprmy 

Obsen~er/Controller at the Joint Training Crntcr: 

For' Louisiana, "hc'n 'lzh was writnrz. He 

currerztlv is the CTC Rrnnch ClzieJ, ~c~rrcr J%r Anny Le.ssons 

L.eRI-ned, at I .~wort/z,Kunsas. Pre~ r~rnents 

in<,lude brig nee< assistant bat , and 

coimn"nnA'2r ..............., ,.,...,.. ny. 326th Engineer .,........u.., IOIst 

~i, *borneDil' isiorz (AM. LT): as.sist< mt brigadc S3.2nd Infant~y 

~i vision. Co,rnp Houzze, Korru; arid 1)latoon leader nnd 

coi, rPcurive nfirpr 

a 

wnnnv, p ,,,, ~ ~ , 3 ~ :n1,1!1- Rntt~zlion. 

(CBTjiABN). Fort Bro~,y, North Ca 

60 Engineer Augnst 1999 
When the United States declared 

war on Spain on 25 April 

1898. the cry was "On to 

Cuba,'' and the War Department irnmediately began assembling Army units in 

Florida in anticipation of a land campaign 

that ultimately would include Puerto Rico 

as well as Cuba. While Companies C and 

E, Battalion of Engineers, headed for 

Tampa. a naval battle halfway around the 

world resulted in other engineer units 

deploying to Califo~nia for another land 

campaign-this one in the Philippine 

Islands. Thus, the Spanish-Amcrican 

War. initially seen as a ctusade to free 

the Cuban people from harsh Spanish 

mle. became a two-ocean war, which 

would eventually involve the Americans 

in operations aeainst newly liberated 

Filipinos. 

On I May, Commodore George 

Dewey's U.S. Navy Asiatic Squadron 

defeated a Spanish flotilla in Manila Harbor, but he knew that ground forces 

would be needed to take the city of 

Manila. Emilio Aquinaldo, leader of the 

Republic of the Philippines, had 12,000 

Filipino irregulars besieging the city. but 

he could not hope to successfully attack 

the 13.000 Spanish regulars defending it. 

An American Army force was needed for 

such an anack. 

As Major General Wesley Men-itt 

organized the U.S. 

Any's VlIl Corps in the 

San Francisco area in 

preparation for movement to the Philippines, 

Company A, Battalion of 

Engineers, commanded 

by Additional 2d Lieutenant William D. Connor, left New York City 

by railroad for San Francisco to join the VlJI 

Corps. General Merritt 

sent his force to the Philippines in three expeditions. The first left 

without engineers on 25 

May, but Lieutenant 

Lingayen 

Fernando 

Manila 

avite 

trestle bridgcs to cross San Antonio Creek 

in front of the Spanish lines. By the time 

the rest of Company A arrived at Camp 

Dewey on 7 August, the plan of attack 

and the engineers' role in it were in place. 

General Merritt orsanized his attack 

force into a division commanded by Brigadier General Thomas M. Anderson, with 

two infantry brigades under Brigadier 

Generals Francis V. Greene and Arthur 

MacAnhur. Merritt planned to advance 

the two brigades north astride the road 

from Camp Dewey to Manila with newly 

pron~oted Rear Admiral Dewey's squadron providing cannon and machine-gun 

E

fire against the Spanish defenses. 

Greene's force, with Connor's platoon in 

support, would have its left flank on 

Philippine islands Manila Bay, while MacAnhur, with I st 

Connor and a detachment of 20 enlisted 

engineer soldiers accompanied the second expedition when it left on 15 June. 

The third expedition left on 27 June wlth 

the rest of Conlpany A and arrived at 

Cavite. in Manila Harbor, on I August. 

By that time, Connor's detachment 

had moved forward from Cavite to Camp 

Dewey, just three miles south of Manila. 

Lieutenant Connor conducted a reconnaissance of the Spanish lines and made a 

mugh topographic map. He then put his 

engineer$ to work building portable 

Sergeant James Reardon's platoon supporting, was to move forward on the right 

of the road. The Spanish. realizing their 

difficult position, had agreed to surrender 

after a show of force. but the Americans 

were uncertain about how much of a show 

of force they could expect. 

The two brigades attacked at 0930 on 13 

August through gaps the engineers had cut 

in defensive wire under cover of darkness. 

Engineers accompanied the first troops into 

Manila, repairing bridges and destmying 

field fortifications along the route of 

advance. It was all over by 1130. 

A U.S. Army engineer ferry in the Philippines, in 1899. 

August 1999 Engineer 61 
L 

U.S.Army engineers retrieve an engine that insurgents had run off a washed-out railroad bridge near 

Angeles, Philippines, in 1899. 

The Spanish troops were defeated, but the duration of the rainy season. When By mid-December, Aguinaldo's Filia threat from another source hovered over Captain William L. Siben's Company B, pinos were defeated as a conventional 

Manila as the engineers got busy cleaning Battalion of Engineers, arrived in Manila force, and the Americans thought the war 

up a city surrounded by Filipino irregulars on 10 August, the Philippine Command was over. But they soon realized that, 

eager to reap the rewards of the Spanish fomied the engineers into a provisional while the cot~ventional war was over, a 

defeat. But the Filipinos gradually real- battalion of two companies. Meanwhile, different type of war had begun. The Filiized they had traded Spanish rule for the Americans built up ground troops in pinos simply lnelted into the hills to conAmerican mle. As the Americans took preparation for an offensive. duct guemlla operations against the ' 

over, General Menitt put Lieutenant Con- In the fall, near the end of the rainy sea- Americans for several ycars into the new 

nor in charge of the city's water-supply son, the Americans began a three-pronged century. Finally suhdued in the years 

system, while Sergeant Thomas F. drive north toward Lingayen Gulf. before World War 1,the Filipinos became 

Kennedy led a detachment of 20 enlisted Machhur attacked along the railroad staunch American allies in World War 11. 

men to clear the Pa5ig River for naviga- toward Dagupan, while Brigadier General In that war. two more amphibious operation. Engineers also reconnoitered and , Hemy W Lawton's cavaky heavy force tions took place in Lingayen Gulf: one 

surveyed the city and immediate sur- protected the light flank with a drive when the Japanese attacked the Philiprounding areas, including positions occu- tlirnugh San Jose toward San Fabian, and pines in December 1941, and another 

pied by Aguinaldo's Filipinos. On 29 Brigadier General Lloyd Wheaton con- when General Douglas MacArthur's 

January 1899, Aguinaldo arrested Ser- ducted an amphibious assault at San American troops returned in Janualy 

geant Henry L. Fisher and his four-man Fabian. On 5 November, engineer Lieuten- 1945. The Philippines gained indepenengineer detachment when their uecon- ants Shenvood Cheney and Horton Stickle. dence from the United States in 1946. 

naissance took them into the Filipino with a detachment of 20 enlisted men fmm and today the two natiorls have mutual 

lines. They were released unharmed on 3 Company A, departed Manila aboard the interests in the western Pacific. 

Febmary, hut the next day a battle erupted troop ship Azrec as part of an amphibious 

between the American andFilipino forces, assault force. While some of those engiThe Philippine insurrection had begun. neers unloaded men, supplies, horses, and Additional Reading 

On 28 March, the Americans, know- mules from transpolt ships anchored a mile Andrew J. Binle, U.S. Army Countering they were not strong enough to defeat offshore in Lingayen Gulf, others cleared insurgency and Contingency Operations 

Aguinaldo, began a drive north along the , the beach of obstacles, opened access Docrrine, 1860-1941; U.S. Anny Center 

railroad to Sal~ Fernando to gain time roads, and repaired bridges along the mute of Milita~y History, 1998, 319 papes. 

and operating room and to await re- of advance inland. Meanwhile, Lieutenant Graham A. Cosmas, An Am). ,for 

enforcements. Engineer 2d Lieutenant John C. Oakes. with a 40-man detachment Onl~irr;White Mane Publishing ComWilliam P. Wooten and a 25-man detach- fmm Company B, supported the cavalry , pany, 1994,349 pages. 

ment from Company A supported the drive by repairing roads and bridges, and 

drive, repairing the railroad and building Captain Sihen led the rest of Company 

bridges and mpe ferries over rivers. B in supponing MacArthur by putting die Dl: James W: Dlmn ir rt historian in 

MacArthur arrived in Sari Fernando on railroad into operation as pa of (he rile Ofice ofHi.rron;, U.S. Ar171y Corps of 

5 May and ordered operations to stop for line of communication. Engineers, Alexandriu. Virginin. 
ENGINEER UPDATE 1 I 

Commercial numbers are (573) 563-xxxx and Defense System 

Network (DSN) numbers are 676-xxxx unless otherwise noted. 

Maneuver Support Center Fort Leonard Wood Reunion. The Ozarks-based Army post 

(MANSCEN) is having a reunion, and everyone who has ever trained or served 

here is invited back for a visit. 

Fort Leonard Wood officially becomes the Maneuver Support 

Center (MANSCEN) on 1 October 1999 and will assume 

responsibility for training military police and chemical defense 

specialists as well as continue the mission of training engineers 

and basic training soldiers. More than $220 million has been spent 

on improvements to the post, which received the additional 

training missions after Fort McClellan, Alabama, was ordered to 

close in 1995. 

Activities will be held throughout the week of 26 September 

through 1 October and will culminate in an activation ceremony 

and open house on Friday. More information will be published as 

the event draws near. 

POCs are MAJ Mark Rodwell and CPT Mark Cheadle. -6150. 

Directorate of Training 

Development (DOTD) 

Field Manual Update. The following field manuals (FMs) are 

scheduled for publication: 

FM 5-34, Engineer Field Data, and FM 20-3, Camouflage, 

Concealment, and Decoys, are at the Army Training Support 

Center (ATSC) awaiting printing. Both manuals are 

posted to the Engineer School's Publications Page: 

http://www.wood.army.mil/PUBS/newpubs.htm). 

Change 1 to FM 20-32, Mine/Countermine Operations, and 

Change 1 to FM 5-250. Explosives and Demol~tions,also are 

at ATSC awaiting printing.These changes bring Army doctrine 

in compliance with the United Nations Convention of Certain 

Conventional Weapons (CCW) mandate that all fragment 

munitions produce fragments that are visible by X-ray (such as 

metal or rock). These changes are posted to the Engineer 

School's Publications Page at the above web address. Printed 

copies will be dated 30 June 1999. 

FM 20-11, Military Diving, dated 20 January 1999, has been 

distributed to field units. It is available on the Army Doctrinal 

Training Digital Library at http://155.217.58.58/atdls.htm. 

The following manuals are scheduled for publication and 

releaseto the field within the next 180 days: 

- FM 5-436, Pavingand Surfacing Operations 

- FM 5-434, Earthmoving Operations 

- FM 5-472, Materials Testing 

POC is Sandra Gibson, -4100. 

Total Army School System (TASS) Battalion Schools. The 

Engineer School recently completed three distance-learning CDROMs for the 51810 (Carpentry and Masonry Specialists) 
Reclassification Course. These CD-ROMs will be Phase I of the 

new Total Army Training System (TATS) Course. Soldiers must 

complete the CD-ROM portion of the course prior to completing the 

Inactive Duty Training (IDT) (Phase 2) and Active Duty Training 

(ADT) (Phase 3) portions of the course. Topics covered include 

base mathematics, measuring devices, construction drawings, 

carpentry tools, and masonry tools. The CDs will replace about 

three days of resident instruction. The planned date of 

implementation to TASS battalions is 1st quarter, FYO1. The 

Engineer School's Multimedia Division currently is working on the 

distance learning portion of the 63E10 Reclassification Course. 

POC is Terry Tapp, -41 16 

New Tool Kit for Maintenance Personnel. The Tool Kit, 

Crimping, will be added to Hydraulic Systems Test and Repair 

Units (HSTRU). The lightweight tool is hand-operated and requires 

no power source. Because it allows hydraulic hose to be repaired 

on the spot rather than replaced, the kit saves down time and trips 

to the motor pool. The kit includes a 4-inch caliper; a hose-end 

holder; and a durable, compact carrying case. Units may purchase 

the Tool Kit, Crimping, using NSN 5180-01-458-6737; the cost is 

$306.52. 

POC is SSG Joseph Malong, -7236. 

Mobile Field Lavatory System. Field sanitation is a concern for 

every commander. Units should check out the Mobile Field 

Lavatory System's web site at http://www.briefrelief.comfor items 

that will allow soldiers' needs to be met in the field and during 

deployments. The site lists several NSNs for products that meet 

federal and state requirements and have been tested and approved 

by all military branches. 

POC is Alan Schlie, -6191 

Engineer Officer Candidate School (OCS) Reunion. All 

officer candidate classes, World War II through the present, are 

invited to Engineer OCS Reunion 99. It will be held at Fort 

Leonard Wood and Lake of the Ozarks, Missouri, 27-31 October 

1999. The reunion is for former OCS candidates; staff and faculty 

of the Engineer Officer Candidate School, U.S. Army, Fort Belvoir, 

Virginia; and alumni of branch and branch immaterial officer 

candidate schools who later commissioned engineer. The reunion 

is an activity of the forming OCS Association, which is collecting 

and preserving OCS historical material and recording lessons 

learned. 

POC is Thorpe Mealing, (404) 231-3402. 

64 Engineer 

Directorate of Combat 

Develo~rnents(DCD) 

p-.-A~~

c 'i

Tool Kit, Crimping 

News and Notes 

Al.cgust 1999 
By Cominond Srrgconr Mcrjor Robert M. Dils 

U.S.Ariiiy Er~~iireer Scltool 

Safety 

As professional oflicela, noncommissioned officers, and 

soldiers, we learn from the first day ofArmy training to 

make safety and good safety practices palt of 

ever!lliing that we do. We are taught that nothing is more 

important than safety. The key to working safely is good risk 

assessment and risk management. The Maneuver Support 

Center's Safety Office, at Fort Lconilrd Wood, has prepared a 

superb tool to assist with your units' risk assessment and 

risk management program-lhc MANSCEN Risk Mrinrrgernent 

R101ho.r CD-ROM. A partial list of itcms included on the CDROM follows: 

Booklets 

H Commanders and Staff Risk Management Booklet 

H Small Unit Risk Management Booklet 

Cards 

Copy Ready Leaders Card 

H Copy Ready Program Card 

H Example Leaders Card 

H Example Program Card 

MANSCEN Hcat Index Card 

MANSCEN Wind Chill Card 

Example Briefing Materials 

H Course Of Action Briefing 

H Example Battle Update Briefing 

H Example Risk Management Program Briefing 

H MANSCEN Motor Vehicle Risk Briefing 

H Operational Versus Accidental Risk Briefing 

Risk Management Briefing, Forn~atsNo. I Through No. 3 

H Senior-Level Ofticer Professional Developlne~itBriefing 

Example Policy i\.lemo~.andum 

Example Policy Letter 

Example Regulation 

H Fort Leonard Wood Regulation 385-5 

H Example Safety Annex 

Example Work Sheet 

H Delibcrate Risk Assessment Work Sheet 

Copies of the CD-ROM are available upon request. In 

addition, thc MANSCEN Safety Ofiice has a useful fanlily 

safety training packagc for use with the Family Support Group 

Safety Training Program. The peckage contains a Powerpoint 

slide briefing that addresses summer and fire safety. The bricfing 

includes view graphs, notes, and a script. There is also a 3 112-

inch computer disk that contains all the materials. This is a 

world-class safety tool for families. 

These safety tools are available from the Maneuvcr 

Support Center Safety Oflice. Call Mr. Fred Fanning at 

(573) 596-0116 or DSN 581-1275. His e-mail address is 

fant~ingf@wood.ar~ny.n~il. The Safety Office's far number is 

(573) 596-0017. These products are also available at the 

MANSCEN safety web page. The address is hrtlxN 

u:bvw.u~oo~l.ariny.~nil/safefy. 

Engineer Command Sergeants Major Training 

Conference 

Final plans are underway for this year's fall En,'011ieer 

Command Se1~eant.qMajor Training Conference. It will 

he held in the Washington, D.C., area during the period 

25-29 October 1999. This informative conference will focus on 

new engineer doctrine, tt-aining, equipment, force structure, and 

the Noncommissioned Officer Education System (NCOES). 

Many special presentations will be conducted. in addition to a 

staff ride at the Alltietam Battlefield. The conference is open to 

all engineer command sel-geants major Srom all components. The 

Engineer School's Engineer Personnel Proponency Office is 

I-esponsihle for planning and conducting this conference. To 

provide conference information. a special web site will be 

established on the Fort Leonard Wood Home Page at htlp:N 

>~,wniwood.r~rnly.niii. Check it out. 

New Engineer School Command Sergeant Major 

CSM Arthur D. Langhlin, 130th Etigineer Brigede, 

Hannu. Gcrmany. has bee11 selected as the Engineer 

School's ncw colnniand sergeant major. CSM Laughlin 

h:~smore than 28 years of service and has served at every level 

of NCO Icadcrship, from squad leader to brigade command 

sergeant major. CSM Lsughlin's exlensive experience will be a 

tremendous asset to the Engineer School and the Engineer 

Regiment. He will report to Fort Leonard Wood by the end of 

August. 

Command Sergeant Major, 3rd Infantry Division 

CSM George Ruo. an engineer command sergeant major, 

recently was selected to be the Conimand Sergeant 

Major. 3rd Itifantry Division, Fo~tStewart, Georgia. 

CSM Ruo joins CSM Harold Montgomery, 1st Infantry 

Division, as an engineer serving as a division-level command 

sergeant major. 

Congratulations to these two great cnginecr senior leaders!