ENGINEER
 The Professional Bulletin of Army Engineers 

gineer Diver! mv 


Headquarters, Department of the Anny 

PB 5-01-3 Approvedfor publk rslease, distribution Is unlimited. 
-- 

I U.S. Army Engineer School 

573-xxx-xxxx I DSN 676-xxxx By Order of the Secretary of the Army: 

COMMANDANT 


MG Anders B. Aadland 


563-6158 


aadIanda@wood.army.mil 


ASSISTANT COMMANDANT 


BG Randal R. Castro 


563-6192 


castror@wood.army.mil 


REGIMENTAL COMMAND SERGEANT MAJOR 


CSM Robert R. Robinson 


563-8060 


robinsonr@wood.army.mil 


DEPUTY ASSISTANT COMMANDANT 


COL John (Pat) Leake 


563-8080 


leakej @wood.army.mil 


DEPUNASSISTANTCOMMANDANT-USAR 


COL Jimmy T. Fox 


563-8045 


foxj@wood.army.mil 


DEPUNASSISTANTCOMMANDANT-ARNG 


LTC Robert Hudnall 


563-8046 


hudnallr@wood.army.mil 


TRADOC SYSTEMS MANAGER tor 


ENGINEERCOMBATSYSTEMS 


COL John Holler 


563-4081 


hollerjQwood.army.mil 


TRADOC PROGRAM INTEGRATION OFFICE -TERRAIN DATA 

COL David Kingston 

563-4086 

kingstond@wood.army.mil 

COMMANDER, 1st ENGINEER BRIGADE 


COL James Rowan 


596-0224 


rowanjQwood.army,mil


1 DIRECTOR OFTRAINING 


LTC(P) Jeffrey LaMoe 


563-4093 


lamoej@ wood.army.mii 


DEPARTMENT OF INSTRUCTION 


LTC Jeff Bedey 


563-41 29 


bedeyjQwood.army.mil 


CHIEFOF DOCTRINE 


LTC William Duddleston 


563-7537 


duddlestonw@wood.army,miI 


COUNTERMINETRAINING SUPPORTCENTER 


Mr. Paul Arcangeli 


596-3869 


arcangelip@wood.army.mil 


ERIC K. SHINSEKI 

General, UnitedStates Army 

Chief of Staff 

Official: 

I 


JOEL B. HUDSON 

Administrative Assistant to the 

Secretary of the Army 

Ollrn 

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pLyr II II lF 111111 4 NGINEER 

& 2 The Professional Bulletin of Army Engineers i 

~ugust2001 

UNmD STATES ARMY 

ENGINEERSCHOOL 

COMMANDANT 

Major General 

Anders B. Aadland 

MANAGING EDITOR 

Lynne Sparks 

EMTOR 

Shirley Bridges 

GRAPHICDESIGNER 

Jennifer Morgan 

Front Cover: The 

diversity of US. Army 

engineers can be seen 

in these photos: (from 

top) ENFORCE color 

guard; soldiers from the 

425th Engineer Detachment develop a well in 

Guatemala: a soldier 

passes a case of C4 

explosives to another 

soldier at the Class V 

supply point in preparation for a cave demolilion in Kosovo. 

Back Cover: A skid^ 

mounfed well-drilling 

machine being used by 

engineers in England, 

with a 4-ton fruck in fhe 

background 25 April 

1944. 

DEPARTMENTS 

2 Clear the Way 

Headquarters, Department of the Army 

FEATURES 

4 Military Water-Well Drilling 

By Captain Tim Scarbrough and Captain Paula Lang 

10 The MANSCEN Construct 

By Mark T Premont 

12 Today's Engineer School 

By Brigadier General Ronald L. Johnson 

13 How the Engineer School Runs 

By Jim Evans 

17 Improving Soldier Performance With the ANIPSS-12 

Volume 31 PB 5-01-3 

Fm6 


, h. &,,%A '...W~' 

By Dr. Alan Davison, Dr. Jim Staszewski, and Mr. Glenn Boxley 

22 An Engineer Perspective of the JCF-AWE 

By Lieutenant Colonel Scott F: "Rock" Donahue and Major Timothy E Griffith 

27 BCTPTerrain Analysis: Unlocking the Mystery 

By Chief Warrant Officer 2 Theodore W Mohn 

30 Integrating an RC Engineer Battalion Into an AC Maneuver Exercise 

By Major Todd M. Jacobus 

34 ENFORCE 2001 Breakout-Session Summaries 

By Ed Zielonka and the ENFORCE Team 

36 ENFORCE 2001 Highlights - "Engineers Leading Transformation" 

Photographs by Training Support Center Photo Branch; designed by Captain 

Melvin Juan 

44 Cave Demolition 

By First Lieutenant Scon Swilley 

46 Fording the lmjin River 

By Major Keith A. Landry and Captain Aaron Dori 

51 Activation of the Facility Engineer Group 

By Master Sergeant David C. Cooper 

58 Supporting the Title X Engineer Effort in the Balkans 

By Major Garth M. Horne and Mr. Eldon "ScoK' Lowderm~lk 

By Major General Anders B. Aadland 

3 Lead the Way 

By Command Sergeant Major Robeit R. Robinson 

16 Letter to the Editor 

41 Personal Viewpoint - "Where Is the MTOE Guy?" 

By Captain Edward i?Chamberlayne 

50 PERSCOM Notes 

By Lieutenant Colonel John R. Luce 

52 Past in Review - "Army Engineers in the West 

By Dr. James W Dunn 

63 CTC Notes 

By Lieutenant Colonel Thomas H. Magness and 

Captain David G. Ray (NTC) 

68 Engineer Update 

69 News and Notes 
'&w Clrcar The " ay 

By Major General Anders B. Aadland 

Commandant, U.S. Army Engineer School f -::----- 't ~ -

The euphoria of a successful ENFORCE2001 What can a well-drilling detachment do for 

has still not worn off. The professional in- me? What are the capabilities, organization, 

teraction with the great leaden fromall walks or resource requirements'! Haw do I get them? 

of the Regiment reassures us that we are ready to 

embrace change. work as a team to achieve Army What lessons can we leam from the 44th EnTransformation, and do whatever is necessary to gineer Battalion's and the 82d Engineer 

support this great Amy. Thanks to each and every Company's lmjin River exercise? 

participant (Active, Reserve. retired military, civil- What changes to school or unit-taught demo- inn, and conwactorj for making ENFORCE 2001 lition tasks did the 16th Engineer Battalion such a professionally rewarding experience. We're sappers make to complete their cave demolialso grateful to all the guest speakers who enriched tion mission? our knowlcdge, challenged ourparadigtns, and stimulated ourability to see beyondcurrent systcms, tech- How can we better integrate the Reserve Comnologies, and problems. ponent witb the Active Component? Take a 

Among them, the Honorable Dr. Joseph look at the anicle from the 224th Engineer 

Westphal. Acting Secretary of the Anny, made a Battalion, Iowa Army National Guard, and see 

special farewell appearance to thank us for our sup- if you can apply that knowledge. 

port to the nation. U.S. Representative Ike Skelton expressed his pride Where should we be using simulations as a means to train Army in the ongoing training program at Fon Leonard Wood and the impor- Engineers'! As we pursue our vast aray of training missions, simulatance of the Army Engineers to the history of the nation and om Army. tion becomes the tool of choice on im ever-expanding scale. How- He committed his support to provide the Army with the resources it 

ever, we face many limitations in current systems that we requires to stay strong and healthy. LTG (R) Max Noah was honored by are rapidly working to overcome. CW2 Mohn's article provides a the Regiment as the 2001 Gold de Flruly recipient and MG(R) lack discussion on real terrain effects versus the simulation of terrain efWaggoner was installed as the new Honorary Colonel of the Regiment. fects the Corps Bat,le (CBS) We still 

We thank these distinguished gentlenien for their great support to our need to do more work to narrow the gap between reality and simula- Regiment and Anny. lion effects for engineer units, capabilities, mineslobstacles, riverOur Regiment bids a special thank-you and farewell to two of our crossing operations, and other engineer missions within simulation 

great leaders, warriors and friends-Major Generals Phil Anderson and models. This is wonhy af your study and thoughtful consideration. 

Milt flunter-as they retire from our ranks this summer. We look 

forward to their continued mentorship, now from a different segment AS We continue to ride the wave of chaw in our Amy2 we should 

of our network. Godspeed, Phil and Milt. look closely at the changes ongoing within the Engineer School and 

MANSCEN. This issue signals that time when transition is at its peak. Let's not lose the ENFORCE 2001 momentum. As our examination to name a few of our outgoing heavy hitters, we bid farewell and of the Transformation issues revealed, we have much to do. This bulle- thanks to: BG Ron Johnson, Assistant Commandant: COL Doug Horn. tin coritains a follow-up to many issues we addressed during ENFORCE Deputy Assistant Commandant; COL Bill Pierce, TPlO-Terrain Data; 2001, including a short report that summarizes the essence of the COLJim Rowan, Director of Training: COL Lou Best, Commander, 1st breakout sessions. Let's make sure the1 we captured all the key perspec- Engineer Brigade: COL Chuck Moldenhauer, Deputy Director. Maneu- tivcs from the field and answered your questions. If you have additional ver Suppon Battle Lab; LI'C Billy Tollison. USAES Chief of Staff; and 

comments concerning any of the breakout topic areas, please get them LTC Harry Rossander, Doctrine Chief. We also extend a heany "welto us ASAP. It is essential that we continue to work each of these issues come aboard" to the inbound talent who now take over the following as paramount to the Transformation of the Corps's people, units, sys- key positions: BG Randy Castro, Assistant Commandant; COL Pat Leake, tems, concepts, and doctrine. Deputy Assistant Cornandant; COL Bub Kirsch, Director of EnvironAs you look over this bulletin, consider the immense diversity of rnzntal integration; COL Jim Rowan. Commander, 1st Engineer Briour branch. Being an Amiy Engineer, a sapper, is not a boring, single- gade; COL Dave Kingston, TPIO-Terrain Data; LTC(Pj Jeff LaMae, 

mission kind ofoccupation: take great pridein that. lust a few examples Director of Training: ETC Jeff Bedey. DepaRlnent of Instruction; and 

play out in this bulletin. Think of it: We perfom conlbat-engineering LTC Tom Chapman. USAES Chief of Staff: LTC Bill Duddleston, Doctasks such as providing n~obllity, countermobility and survivability to trine Chief. These are your new schoolhouse warrion. Add them to your 

the maneuver force; constmct mads. pons, and airfields; build and im- list of key leaders in the Regiment-all on them, use them, embrace 

prove the nation's infrdstmcture; drill wells and run pipelines: analyze them, and talk to them about how we need to improve across DTLOMS 

and shape the world's terrain; provide disaster reliel; and create power as a combat arms member of the colnbined arlns team. 

whe~~none exists. As leaders in theCorps, we must continue to seekout Essayons!
 1 educate ourselves an what the Regiment's soldiers, civilians, and 


?tractors can do. Ask yourselves- 


-

-

August 201 
leaders of our Regiment. for making this 

year's ENFORCE conference such a success. 

Ywr presence ;\I our iinnuitl conference provides 

the inli,nnation and i~~si,ohts we inred lo shinpe the 

Regiment and kccp as viahle during the Army's 

trsnsforlnarion process. 

sergeants major (CSMs)l(SGHs) of the Active and 

Reserve Components fur their nssistance in 

resolving several issues 2nd ibr their candid ;and 

open penpedi\.es on how we ought to rlo husines, 

as engineers. Ithink the interiiutioi~ hetween the 

CSMslSGM,, the briefings from the Engineer 

Commimds' (412Nlh) SGMs. and thc icpdi~tes from 

and our own Engineer Personnel Pri!pr,oenuy 

Office gaie os ;i better indication of just hrrw diverse 

we are and on the he;$lth of the Regiment. 

I appreciate your ,,,vol,,m,,,ent in [he we llorled for

CSM L ~your~ ~ ,tk,erc, apl,l.eciillion, i,lltl dh

pr.,,se n,evnl lotto hi, was, in a gles, to honor 

ii soldier who has piien niuch to oiu Am)?. 

The Scige;tnt Mi~,jolof ihe Anny (SMA) u,;~stent.sivcly rchcduled to 

visit Fort Leonilni \Voud during nor ENFORCE collferencc. hut Ihc war 

caller1 to testify before Congress. Instead. he visited Fon Leonard \Vc!vd 

fio~n22 to 24 May. During that visit. we were able to showc;ise u,nle of 

the Engineer School. 1st Brigade, and engineer soldierj. He spent over 3 

hool.s talking tu engineer soldiers-permanent party and traineerecei\.e<l n brieling on the Sapper Leader Cotme. aud visited the "Milliori 

Dollar Hole'' (TA 211)where he operated the deployilhle uniirrsiil cornhiit 

e;!nhmover (DEIICEI and \*.as given an overview and toor of the Engineel. 

M;!neuvrl. T~.iiioillg Center and uiitched suldicrs 

frolit the 9th pniticipiltr la lanes training with 

lheii brigade comhst teimr. I rat in on an after- , action review and listened to sal~pers addles\ and 

ovel.conie the chellesges of being an intzgiul pan 

of 8 nianeuvcr force. Thc ncxl d;ty I ate breakfast 

with soldier.: Trill,, the R2d Engineer Batt;ilion, had 

lunch u,itli senior NCOI of the 1st InCtntry Division 

Fngineci Brigiidc. and finished the day in it 

professional de\,elopmrnl sesrioo (NCOPD) with 

NCOs of the ensirleer brig'lde. The soldiers in the 

1st Infal,try Division are rem me ado us and live and 

work in a greet com~nanity where the emph;lrir on 

quality OC life is evident. 

Ispent rhe la\t two &by$ of my trip with soldiers 

of the liOth Engi~,eer Bri~udc. whose hradqoanen 

is in Haniiu. Thc hrigadc CSM. howcver. w;tntrd 

me to nan my visit in Vilsck. visiting the soldiers 

01' \hi. 52th arid 94th Engineer Bauitlions. The 54th was in the irliddle 

of execurinp some of the he<t field tr;tinisg Ilhnvc seen, conducting 

live-fire exercises as put of an event~driven scrnsirio. The 04111 wiis in 

the midst of recovery from ;i recent trip downraage and wits hosting a 

tn~lning~rnanagraient~re~icw brief to the V Corp contini!ndcr. 1 wit, 

completely iitken off pu;inl when Isai, tliiit thc 1h;tttalion 1heiidquel.tel.s 

was it, the middle of the motor p<v,l. What ;I nwei iden iod u gre;tt way 

srily <,,,o,,e ,,ftl,e cl,i,lle,,Ses in Rcgimc,,lMAINTENANCE, following day, ti, n,y 

w:iy rhn,ugh the motor pools of the 502d iand 38th Bridge Comp;inie.: 

tind visitetl the clifi?rent kurerne.; in the $area. Although I was ;ir.;ured 

thnt !he unit iniignia WO~~I hy the soldier\ of thi\ great lhrigndc DID 

NOT ..We lV,r Weekends,.. was it during 

it;,y Europe, 

cuersp.~lh~,,~j, u,,d condcnacd Bottom line is that 1 had the opportunity lo see aboul a third of the 

a,vay with a "f. wc do Regiment'* engineers doing irh'it engineels tladitionally d<+perforrning 

~~~i~,,,,~~~ ~ ~ i ~ ~ ,,eri. ~ i ~ ~ ~ . ~ 

trip, hc better ,,,,derstnnding ,,,hiit ~~~.t 

supe?hly in soypon of r,iu A~my and our nation. The quality of life in ~~~~~~d wood fc,,r our ~ ~ I,, rzpoir ~ i to bois, ~~,,~~~l ~ ~ ~ ~ ,

~l,;~~~ki, Ihc SMA ,.elK,rtcd $hat,lie sold;en and lr2,<lela of fi,it ~ ~ ~ ) ~ ~ ~ ~ d Grn!umy hi~sc11;inped dlam;~ticnlly. Icouldn't help hut he impm.s\al by how 

watxl ,,,err ,vclldiScilrlined and r,,thusiaitic ;,boot rllelidutiei, H~ ;,lsO the fzsilitirs, instiilliaion<. idcommnnitizs haye itnprored. giving the \olclia\ 

rep,,netl tile ~,,srallal~nn, ;, ,v~,ole, qo;,lity and who serve iln the fringe of conilict the cpi\lity of life thcy descmc~ tl,id of life I

envir<,noient coaiistent with the highest Army idz;tls. That is it great We lh;>vc thuur;~nds of nutrr:t~aling \aldiers, lcadlers. NCOs. officers. 

repon and test;ttllent of our soldiers at Fort Leolinrd Wood. i~odcivilians who :urc giving impccci~hle ruppon to rhe Amty in Grrm;uly 

D ~[he first ; i,nd~ ~ ~ and suprl.hly repw\enting the Enpineer Re;ime~,t. Iam rrtren~ely pruod half of june,1 i.;s;rsd oi,l ~~~i~~~~ 

,oldieis and ,,,,itsi,, G~~,,,~,,~,up froat, 1 s;,y [hat ti,,neshave 

chruged drsmiiticuily since tnly de/)artul.e iorne 7.0 year\ >ago My first 

stop wils in Hcidclbcrg, whcic 1 spent thc evenin: with rtrany of United 

Stt~resArmy, Europe'#, cllginecrs ;it lhcir ilnliual Engineer Ball. 

Hei~dquarwis. Deputy Chici of Staff. b:ngineers. sponsored thir year's 

event ill the Hcidelhrrg Cilstlr-wllitt more appro[riate place could 

there he than a castle to g;lther enxineers and celebrate their Regilllent 

and its accomplishme~~tr. 

TI,^ next day 1 off to cieSsenvisil[he of the lhth 

Engineer Buttsliol,; 1st ~~~~~d Di\,ihi,,n. TItercI sp,ke wilhthe uldien 

of 1110<c soldier\ ;tnd civilians fo~ what they do on a dday hhasir. ah 1 ;im of 

Our all You 'lo. 

The 4th Anntnill CSMISGM Off Site Conkrence ii scheduled for 

21 to 28 September 2001. at C;lrlisle Barracks. Pcnnsylveniii. Infurthe coafel.ence is the ~~~~i~~~~ school web site. 

1 re;ilizethat these c\aentr-ENFORCE i,nd the off sitc ~ ~ ~ f 

difficult for many <,f our CSM~ SGM, loaitelid because of 

tmining culendil~x. rc\onrce<. 2nd home-r1;ttion comloitmznts :ti cumpetin: priorities. Howeiel.. know thnt these ore worthwhile events. 

inlpo~lant to the tesni huilding eflbrts ni ow Regiment. The Ofi Site 

Conieirncc rrmch as [rn,fessioniil development fbr the xnior NCOs of 

on t~,eirour Regiiment :and helps to bridge the grip 011 111,portilnt ~SSUCI hetwccn 

and no,,com,,,is,~one~ olficers (NCO~,of ,ltc16th E ~ ~~~,~l;~~ ~ ; ~ ~ ~ ~

u,atc~,ed firsr~lland soldiers l!el.for,,,ed ,n;,i,,len;,nce 

uehicles nnd eqoipnbeot. Those soldiers ,%eredoing ;rr;,t job ;,nd uelz 

completely engaged in the movemen! of the ensitleer brig;& headqo;lners 

back to its old home in Giesren. 

From there Iwent to Bamberz and visited with soldiers of the 82d 

and 9th Engineer Battalions. Upon itrrlring. I flew to the Cornhat 

ENFORCES. Plmre WPort this ill>coiiling event. 

'" 

In closilig Iu;mr ti, think yoti 011 for the glen1 \crricc )ou provide 

to our Army and to the Regiment. Isincerely hopc to \,iiit the remainOLU Rcginlent soon. 

Engineer, Lead The Wiy! 

August 2001 Engineer 3 
By Caprain Tim Scnrl~mughund Cupfiiir~Pallla Lung 

1

n recent years, especially since the attack of Hurricane 

Mitch on Central America, humanitarian civic operations 

ave dramatically improved the quality of life for thousands 

of people in need, This aid came from international civic 

foundations, religious organizations, volunteers, and the U.S. 

ar~ncd forces. All four services use Active Component (AC) 

and Reserve Component (RC) service members to help refugees 

by constructing roads, schools, medical facilities, and housing 

and providing medical services and potahle-water wells. 

Well drilling is a viable, necessary engineer mission that 

provides potdble-water sources for all combat, combat-support, 

and combat-service-support units, as well as civilians and 

humanitarian-suppo~t agencies. Although the Army, Navy, and 

AirForce all have well drillers, most ofthem arein theU.S. Amiy 

Reserve (USAR)and rhe Army National Guard (ARNG).The 28 

well-drilling units in the U.S. armed forces are heavily employed 

in Europe, the Caribkan, Central America, and theunited States, 

wurking clossly withtheU.S. Amy Co~ps olEngineers (see table 

on page 8).To help explain the military well-drillers' world, this 

article addresses their roles, methods, and equipment; becoming 

a well driller; assigmnents; and issues and answers. 

Well-Drilling Roles 

According to U.S. AI-my Field Manual 5-484, 

M~rltiservice Procedures for Well-Drilliilg 

Ol'eration.~,well-drilling detachments are conlbatservice-suppol? assets lhal are usually at the corps or thealer 

4 Engineer 

"Water, water, everywhere, norany drop to drink." 

-Samuel Taylor Coleridge 

level. The units are tasked to supplement surface-water sources 

in two instances: when it is unnecessary or too costly to 

transpolt volumes of water or whcn groundwater wells arc 

needed as a logistical backup in case of nuclear, biological, or 

chemical surface-water contamination by the threat. In addition 

to drilling wells, the units identify and cornpile data on surfacewater sources, compile data using drilling logs and surveys for 

drilling-site identification, and restrict access to contaminated 

or dangernus well sites and seal the holes. 

Well-Drilling Methods 

Since a variety of geological formations-ranging from 

hard consolidated rock to soft unconsolidated 

sediments-may be encountered during well construction, several well-drilling methods have been developcd. 

The most common methods are mud and air rotary drilling and 

down-hole hammer or percussion drilling. 

Mud Rotary Drilling 

This method uses a highly viscous "mud" to float the 

cuttings from the current d~ill depth to the top of the boi-ehole. 

This fluid is recycled by using a series of catch sumps or mud 

pits and a pumping device to keep a constant flow down the 

drilling rod, up the hole, and out again. The mud-being based 

of clays, water; and other matel-ials-;~lso forms a filter-cake 

layer to provide a seal down the hole. This is the preferred 

method of well drilling for all the services. 

Augur1 2001 
Air Rotary Drilling 

Similar to mud drilling, this method uses air instead of mud 

and is advantageous when it is inconvenient to use water for 

drilling. Air rotary drilling requires less time for well 

development but is more problematic due to its inability to 

suppon unstable geology and the frequent need to cool and 

lubricate the drill bit. This type of dl-illing requires a wellmaintained compressor to produce the 3,000-rctl-per-minute 

(fpm) minimum velocity to blow the cuttings up and out. A 

drilling foam may be used to enhance the air's ability to carry 

cuttings up and out. 

Down-Hole Hammer or Perci~ssion Drilling 

This method involves cmshing the teeth of the drill hit into 

the soil by impact. Pnenmatic or compressed air is the delivcry 

means to carry cuttings up and out. Used in extremely 

ur~favorable conditions, such as extremely hard rock. this type 

of drilling is also used to drill shallow holes for loading 

explosives at quarries and other excavations. 

Well-DrillingEquipment 

he common, attairlable well-drilling depth is 400 to 600 Tfeet. A drilling system must be able to operate 

continuously to a 600-foot depth (threshold) or a 2,000- 

foc~t depth (objective). Geography and drilling liistory suppoits 

the need to go much deeper in desert regions in which 

groundwater levels are farther below the surface than in 

temperate regions. Mountainous terrain also requires a dccper 

drilling depth because groundwater only roughly follows 

topographic featorcs, thel-eby making ground~~ater sources 

harder to reach. Temperate climates have a generally level 

topography and advantageous st~atigraphies and are favorable 

for drilling wells less than 600 feet deep. Hilly terrain, arid 

climates, and poorer geology make it ncccssary lo drill up to 

1,500 feet to find water. Extremely arid areas, such as North or 

South Africa and Southwest Asia, typically I-equire well depths 

from 1,640 feet to over 5,000 feet, depending on thc water table 

and the degree of salinity. 

The nccessity of water sources, especially in desert conditions. mandates a system capable of long-term operation 

without failul-e. Drilling rigs rnust be equally functional despitc 

frwzen, tempcrate. or desert conditions because soldiers need 

water to survive and acco~nplish their assigned missions. Whcn 

supporting humanitarian missions, especially following a 

natural disaster in which potable water is unavailable. both 

military and civilian personnel depend on these drilling rigs 

until the emergency ends or damaged utilities become 

operational. 

Al'"y 

The current Army well-drilling and well-completion 

equipment consists of the 600-foot well-drilling system 

manufactured by the G.E. Failing Company (see Figure I). It 

includes an LP-I2 rotary well-drilling machine lnounted on a 

Navistar 6 x 6 truckchassis, a support vehicle, and a lightweight 

well-completion kit that includes accessories, supplies, and 

tools. With thecompletion kit, a well can hedrilledtoadepth of 

600 feet using mud, air, or adown-hole hammer withor without 

foam injection. With the addition of an auxiliary air compressor 

and a drill pipe, the 600-foot system can drill to depths of 1,500 

feet and accommodate the 1,500-foot well-expansion kit. The 

drilling machine does not have to be modified when drilling 

withmud to 1.500 feet; however, additional equipment and more 

drill pipe are required to use the expansion kit. 

Additional equipment with the LP-I? includes casing. 

elevators and slips, larger drill bits, and 900 feet of additional 

drill steel. This machine has a 32-toot mast, thrcc-drum d~awworks assembly, rotary table, mud pump, and an air compressor. 

The truck engine, th~ough a power-take-off (PTO) subdrive, 

powers the components ofthe rig. A hydraulic system operates 

the leveling jacks. mast-raising cylinders, and breakout 

cylinders. Thevehicle is also equipped with attachments to tie 

down and lift the vehicle during transpon. 

For United States Southern Command (SOUTHCOM) 

[missions in Central America, air drilliog is commonly used 

because of the volcanic geology. Mud drillingcan tillcracksof 

deep geologic formations with the mud, causing a loss of 

pl-essure and a potential collapse of the hole. In extremely 

volcanic rock, little progress can be lnnde with mud drilling. 

Thecurrent LP-12's air compressor cannot support air drilling 

because of its low pounds per square inchlcubic feet per minute 

(psilcfm) (350psi11200 cfm), which is only adequate for mud 

drilling. It is also extremely difficult to deploy this equipment 

because minor to major disassembly is necessary to make it air 

transportable. 

Air Force 

Rapid engineer-deployable, heavy-operations repair 

squadron-engineer (RED HORSE) units have no organic 

Figure 1. LP-12 well-drilling machine and support truck used by the Army 
Figure 2. T450Mll Rotadrill used by the Air Force 

well-drilling equipment, so they com~nonly use rigs made hy 

Schramm and Winter Reesc. The Scliraml T450M11 Rotadrill is 

a top-head drive, tmck-mounted drill ng enginaered primarily 

for applications using colnhination mud rotary, air rotary, and 

down-hole hammer drilling ~ilcthods (see Figure 2). 

The truck engine provides reliable power ibr all hydraulic, 

mud, and air systems. Rugged top-head-drive rotation and 

efficient pipe handling mean high productivity on the job site 

and more time spent drilling. All functions are driven 

hydraulically by a PTOinstalled on the truck's engine, permitting a variety of mud pump, air, and accessory-system 

combinations. TheT450MII is well suitedfor const~ucting water 

wells in unconsolidated formations, as well as monitoring well 

construction and environmental-drilling investigations using 

mud, air, and auger methods. One dl-awback to this machine is 

its size. Maneuverability and deployability are more of a 

prohlern because of the Schramln rig's length compared to rigs 

used by the Army and Navy. The Winter Reese rig is equally 

capahlc of drilling 1,500 feet, but it is scheduled to be replaced. 

. 

The Navy's cunent well-drilling rig is dle ITWD (ISOIAir 

Transportable Water-Well Drill) manufactured by IngersollRand (sec Figure 3).The ITWD top-head drive rig is mounted 

on a 4 x 4 chassis and is capable of drilling up to 1,500 feet. It 

has 1,530 feet of drill steel along with 90 feet of collars as part of 

thc collateral. The rie " has no air comoressor. hut a down-hole 

hammer is included along with a 5x 6mud pump for mud drilling. 

The Navy has included a SuUair750-cfm compressor as pan of 

the well-drilling equipment. Common site problems exist, such 

as drilling below 1,000 feel. In addition, the rigs have a tendency 

to require rebuilding after less than 3-000 hours of operation. 

The ITWD's best feature is maneuverability. It is vely portable 

and can fit into tight drilling sites due to its 19-foot 3-inch 

length. 

Most well-duilling units deploy with electric- or hand-pump 

well-completion kits-an cssential part of every well-drilling 

bill of materials (see Figure 4).Theldts vary in size and capacity 

according to the well being drilled. In areas with an adequate 

power supply and a water-storage facility andlor delivery 

system, electric pumps are used. However, in rural areas with 

no electricity, such as in Central America, hand pumps are 

installed in wells. 

Becominga Well Driller 

n the Army, well drillers are in a "low-density" military 

occupational specialty (MOS). They are constructionquipment operators (MOS 62110) whose MOS training is 

Figure 3. ITWD drill used by the Navy Figure 4. Standard electric well-completion kit 
During the New 

Horizons 2000 

exercise in 

Guatemala, soldiers 

from the 425th 

Engineer 

Detachment used 

the LP-12 drilling rig 

to set up the final 

well casing for a 

project in 

Panarama. 

completed as advanced i~iclividualtraining (Allr bit ttis 

Maneuver Support Center. Fort Leonard Wood, Missouri. 

The problem encountered in training well drillers is in 

acquiring the additional skill identifier (ASI).To be eligible to 

receivc the ASI, a soldier mustbe an E-5 or E-4 (P)and completc 

the 6-week AS1 C3 course. Although the course is vely welldeveloped and qualitative, it does not train lower enlisted 

soldiers effectively because it is a leadership course, and 

soldiers graduating from AIT have only basic experience as 

leaders. Soldiers with more experience who reclassify into this 

MOS have fcwer difficulties tl~annew soldiers reporting from 

AIT. 

The AS1 C3 course consists of the following areas of study: 

General safety. 

Gmundwater location. 

Geology. 

Drilling-equipment operation (most well-drilling rigs on the 

market). 

Well-drilling methods. 

Water-well design. 

Well de\,clopment. 

Drilling terminology. charts, and tables. 

Troubleshooting methods. 

Because the Navy is the proponent for water-well-drilling 

education for all three services, the AS1 C3 coursc is taught at 

Port Hueneme, California, at the U.S. Naval Construction 

Training Center. There are no mobile trnining teams for RC 

soldiers at alternate locations. 

Well-Drilling Assignments 

Where are military well drillers going? The best 

answer is ...rver:ywliere! (See table on pagc 8.) 

Despite drrtrin;~l[policy statins that well drillers are a 

combat-selvice-support asset to corps or theater operations, 

these personncl are being used for installation and localmunicipalitysuppo~tinCONUS and hurnani~ianaid OCONUS. 

SOUTHCOM conducts an annual Nuevos Horizones (or 

New Horizons or NH) exercise, which provides valuable 

services to Central and South America and the Caribbean. 

During this exercise, soldiers from all four services not only 

receive impoilant training but also provide much-needed end 

products-such as schools, clinics, latrines, roads, and wellsfor the host nation. Military well drillers have been valuable 

assets to thousands, if not millions, of people in the 

SOUTHCOM area of responsibility. 

Issues and Answers 

n July 2000, staff officers from the 416th Engineer 

Coti~mand,Darien, Illinois. and the 439th Engineer I8attillion,Bismarck, North D~kota,joined forces and hosted 

a \\ell-drillers conference in Bismarck. The first of its kind, this 

conference was the start of a now widely distributed network 

of expeltise and support from the Army, the Air Force, and the 

Navy. The ultimate goal of the conference was to bring to the 

forefront issues regarding personnel, training, and equipment. 

Geologists and hydrogeologists from the U.S. Arliiy Corps 

of Engineers Technical Engineering Center provided several 

excellent courses of study for drillers and their support 

personnel. In addition, valuable planning and advice was 

provided by the Maneuver Support Center, the U.S. Army 

ReserveComrnand. and the NavalConstnictionTraining Center 

As a result of the conference, and through help from the U.S. 

Army Engineer School, well drillers from all services now have 

online resources where they can study, share ideas, and 

ulti~natelybring themselves onto the theatre commander's radar 

screen as an invaluable asset. The Web site is iztr/>:// 

b~~~i~~lib~.ood.army.~nil/n~a~~~-iorfiVell.htm. 
Giilis Long Facility, 

Malmstrom Missile 

8 Ef~~in(,cr August 2001 
Onr issuc ~li~cusscdat the conference was the military's need 

for a new drilling rig that is self-contained and skid-mounted, 

with support and completion modules. The support or "tender" 

lnodule should contain or transport all necessary tools, bits, 

pumps, casings, and drilling-support tools. The completion 

module should suppott mud, air, or percussion klling, to include 

power-generation and air-compressor capacity for drilling 1,500 

to1,800 feet. The separate major-components should be portable, 

air transportable, and easily assembled or disassembled. When 

downloaded and assembled at a drillingsite,the majorcomponents 

should be capable of conlpleting or sealing a well without the 

need for external support. Drilling rigs produce wells despite 

sedimentary metamorphic,and igneous rock. Casings and screens 

make it possible to produce well water despite loam, clay, and 

sandy soils. Currently, there is no command, control, communications, computers, intelligence, surveillance, and 

reconnaissance (C41SR) information-cxchange requirement 

associated with well-drilling rigs. 

A Valuable Asset 

ell-drilling units are a valuable asset-both at 

home and abroad. To increase the value added of W theengineerrole as well drillers, leaders at all levels

need to consider the following: 

Development of equipment supporting mobility constraints. 

Mobile training that supports the geographic dispersion of 

soldiers across the entire RC force. 

Lackof knowledgeregarding bills of materials and geological 

data necessary for water-well drilling. 

Soldiers from the 

820th RED HORSE use 

a Navy ITWD drill at 

Porvenir, in Guatemala, 

during New Horizons 

2000. 

One Army engineer olficer involved with well drilling in 

New Horizons 200 I-Guatemala said about drillers: "The people 

in this region of the world can build structures well enough, 

but they cannot approach the long-term, quality-of-life 

improvement provided by U.S. rnilitaty well drillers. In this area, 

as in most, water is life." Y 

Captain Scarbrough is nn active-dut,y project engineer 

for the 416tlz Engineer Command, Dnrien, 1llinoi.r.Previously 

the 416th'~public afJairs officer: he i.r the point of contact for 

issues on nzilifary water bvells, alternatille con,struction 

technology, theatre constrnction-w~ana~en~ent .rysterns, and 

training management. 

Captain Laizg is an active-duty assistant S3 and welldrilling subject-matter expert for the 4.39th Engineer 

Battalion, Bismarck, North Dakota. Previolcsly the 439th'~ 

S6 oficer: she is also the poir~tof contactfor issues on military 

water wells. 

References: 

-

I. Field Manual 5-484, Multiservice Procedures for WellDrilling Operations, 8 March 1994. 

2. Charlie Brown, U.S. Army Corps of Engineers Mobile 

District. 

3.Laura Waite, U.S. Army Corps ofEngineers Mobile Dishict. 

4. Jim Smith,Maneuver Support Center, Fort Leonard Wood, 

Missouri, ORD for Well Drilling ACATIV, dated 21 February 

m1. 

August 2001 Engineer 9 
A*>.. -- L4

r I. k The MANSCEN Construct 

Overview 

The Maneuver Support Center (MANSCEN) has been 

officially activated since I October 1999, and the 

organizational design is proving to be a workable 

strocture. The design is different fro111 the typical U.S. Army 

'Training and Doctrine Command (TRADOC) school 

organization because it not only places more than one school 

on the same installation, but those schools also share some 

organizational structure in a grid matrix managenlent 

arrangement. This stiucture yields some unique opportunities 

and poses some interesting challenges. The dynamics of this 

restructuring will take years to fully unfold and develop, but 

the key characteristics are evident today. Like every new 

01-ganizationalst~ucture,it is a work in progress. The structure 

is sound, in full operation, and learning new efficiencies every 

day. The organization is more complex in its conceptional form 

than many typical military organizations because the chain of 

command and thc chain of responsibility are not aligned as 

simply as many tactical units. They are, however, set to provide 

the best capability with the least overhead. 

The Genesis of MANSCEN 

To understand MANSCEN, you must know how its 

organizational structure developed. The organization 

is the direct result of the Base Realignment and Closure 

(BKAC)Act of 1995.Through legislation, Congress approved 

the BRAC Commission's recommendation to close Foi-t 

McClellm, Alabama, and relocate the Chemical and Military 

Police (MP) Schools to Fort Lconard Wood, Missouri. Fort 

Leonard Wood was a somewhat typical TRADOC installation 

with one school-Engineer; a basic-training brigade: the Noncommissioned OfficerAcademy (NCOA) with the Drill Sergeant 

School (DSS);an advanced individual training coorse-Motor 

Transport Operator Coursc (driver's training)-from the 

Transpo~tationSchool: affiliated courses for the Marines, Air 

Force, and Navy; several U.S. Arrny Forces Command units; 

and the usual suppon units that are typical on U.S. military 

installations. 

Once the BRAC decision was official. serious discussion 

took place on how to organize once the Chemical and MP 

Schools moved to Fort Leonard Wood. The spectrum ranged 

from each of the thl-ee schools being totally independent with 

no shared resources to the full integration of the Chemical, 

Engineer, and MP schools into one large school, sharing all 

resources. Thc totally independent end of the specmlm was 

too costly in personnel. Even at Fort McClellan, the Chemical 

and MP Schools had shared one training brigade. The full 

integration end did not allow the schools to maintain and foster 

their own branch identity. Therefore, acareful study was made 

to determine which areas could he shared without significantly 

affecting the branch-identity aspect of school regimental 

operations. Another consideration was that each school's 

co~ntnandantwas chartered as the proponent foi- his or her 

branch area of expertise. The new organization had to facilitatc 

the commandants cartying out their proponent responsibilities. 

The decision was to create the organization as shown in the 

figure. 

The Organizationof MANSCEN 

he commander of MANSCEN, a major general billet, is T also the install;~tioncommander and the E $n g.lneer 

School Commandant. The Engineer brigadier general 

biller remained the Engineer School Assistant Commandant. 

Two traditional Reserve Component brigadier general billets 

were added to the MANSCEN conmland group, one for the 

Army Reserve and one for the Army National Guard. The 

MANSCEN Command Sergeant Major completes the command 

group. 

The MANSCEN staff organizations share tesponsibility with 

all three schools. Each of these org;inizations reports to the 

MANSCEN commander but has responsibilities tu each of the 

school commandants for execution of its mission. The NCO 

Academy expanded to conduct thc No~~co~nmissioned Officer 

Education System for all three branches. Each school has its 

own training brigade. The interservice training presence 

increased: the Marine Corps prcsence grew to be the largest 

Marine Corps unit not on a Marine base, and thc Air Force 

presence grew to he the largest Air Force unit not on an Air 

Force Base. 

The Shared Organizations 

Directorate of Common Leader Training (DCLT) 

DCLT is responsible for MANSCEN-level insrmction and 

instructional support. ItTeaches the common-core and shared tactical instruction to 

the officer and warrant officer professional development 

courses for the three schools. 

Operates the Single-Channel Ground-to-Air Radio 

System Communications Lab and the Firc Suppon Center 

as well as the Training Technology and lnibm~ationCcnter. 

Manages the installation's library program, which includes 

the academic and community libraries. 
MANSCEN Organization 

Leader Trainin 

Conducts the Interservice Staff and Faculty Development 

Program, which certifies the instructors for the installation. 

Owns the Battle Simulation Center, which supports all 

constructive training simulations within MANSCEN and 

the Reserve Component, regionally. 

Directorate of Training Development OTD) 

DOTD develops training products and provides editorial 

support of doctrinal products for the three MANSCEN schools. 

It has four departments: Warrior, WARMOD, Wartightel-,and 

Development Snpport. 

m Warrior (Individual Training) develops and maintains the 

commandants' training strategies and provides analysis. 

design, and develop~nentof technically and doctrinally 

correct instructional courses and support materials for 

resident, nonresident, and distance-learning initiatives. 

WARMOD synchronizes and links Arnly modernization 

training with chemical, engineer, and MP force 

modernization. This includes ensuring development and 

procurement of system Training Support Packages 

concurrently with the materiel system. 

Warfighter (Collective Training) programs, manages, 

analyzes, and developsproponent unitlcollective training 

products and training-support products; coordinates 

proponent Standards in Training Commission; and 

interfaces with internal andexternal organizations to ensure 

integration into the collective-training efforts for accuracy 

and completeness of products. 

Development Support provides technical and administrative 

services, support, and guidance on devclop~nentof all 

MANSCEN and service schools' training and doctrinal 

PI-oducts,including contractor-produced publications. It 

develops and assists other training developers with 

TRADOC-funded and contingency-based ~nultimedia 

products-including inrtn~ctorsin their tn~dtimediaeffortsby assisting with embedded ~nultimediaelements, to include 

recurding and editing audiolvideo into various formats and 

delivery methods. This depa~lmcntalso produces official 

publications and bulletins for worldwide distribution. 

Directorate of Combat Developments (DCD) 

DCD scrves as the architect of the future for the MANSCEN 

schools. Itlntegrates all combat-developmcnts activities for the three 

schools not specifically assigned elsewhere. In this capacity. DCD develops operational concepts, validates 

operational-capability requirements, conducts the systemic 

analysis of requirements, and carries out all organizational 

development and force-design processes and materieldevelopment processes, including life-cycle management. 

Develops and defends mode~nizationstrategies and plans 

and integrates the budget process for the President's 

Objective Memorandum. 

Commandant 

The commandant is the engineer proponent. Proponency HOw the Engineer Yxludes th following: 

School.Runs 

By Jbn Evailr 

NOTE: Recommend that yon read "The MANSCEN 

Construct," on page 10, before reading this article. 

Overview 

I

f you read the above noted article, you should understand 

that the U.S. Army Engineel- School is not an autonomous entity. It falls under the U.S. Army Training and 

Dr~ctrineCommand (TRADOC) and the Maneuver Support 

Center (MANSCEN)umbrellas. Thus, theEngineer School must 

strive lo satisfy the needs of the Engineer Reginlent through 

the funding and administrative procedures that TRADOC 

provides. It must also conduct its activities and produce 

doctrinc, training, leader, organization, materiel, and soldier 

(DTLOMS) developmental products by relying on a combination of its internal resources and tlie resources available 

through MANSCEN. 

The MANSCEN commanding general provides comrnand 

and control for the Chemical, Military Police (MP), and Engineer 

Schools and Fort Leonard W-ood. (He is dual-hatted as the 

Engineer School comm:mdant.) The school commandants have 

direct responsibility over their branch-specific DTLOMS 

functions. Creating MANSCEN consolidated many functions 

which were previously embedded within each of the three 

schools. However, doctrine development, hranch-specific 

training, and hranch-specific personnel development continue 

to reside within the schools. 

Branch personnel responsible for niuch of the "heavy lifting" 

of developing systems, developing training, and designing 

organizations were consolidated into MANSCEN organizations, 

but each of the three schools retains the responsibility for 

providing strategic direction and the right to approve or 

disapprove branch-specific actions. Before the beginning of 

each fiscal year. the "heavy lifters" propose a laundry list of 

activities they believe should he accomplished the following 

fiscal year. The school leadership reviews, refines, and 

approves the list. As the year progresses, thc leadership may 

direct a reordering of priorities. 

Inside the Engineer School 

lie figure on page 14 is a visual representation Tof the school's oeanization. The school's mission is to

develop, train, and support the engineer force to provide 

maneuver engineering, force-support engineering, and 

geospatial engineering to Army, joint, interagency, and 

combined operations. 

Providing quality engineer-specific training 

rn Developing leadersqualified lo ensure mission achievement. 

Designing engineer organizations consistent with the 

Army's needs. 

Identifying and articulating engineer materiel requirements. 

Ensuring the recn~itrnentand retention of engineer soldiers 

of the quality and quantity required by the Engineer Bmnch. 

Assistant Commandant (AC) 

The AC directs the operation of the school and exercises 

command and general supervision over all elements-listed 

below-assigned or attached to the school: 

Branch Staff. 

Directorate of Training (DOT). 

1st Engineer Brigade. 

m TRADOC System Manager (TSM)-Engineer Combat 

Systems (ECS). 

TRADOC Program Integl-ation Olfice-Terrain Data 

('IPIO-TD). 

Directorate of Environ~llentalntegration (DOEI). 

Command SergeantMajor (CSM) 

The school CSM is also theRegimental CSM. Me serves as 

the principal enlisted assistant and advisor to the AC on all 

enlisted lnatters and manages the enlisted personnel within the school. He has direct oversight of engineer 

noncommissioned-officer (NCO) courses taught at the 

MANSCEN NCO Acadelily. 

Deputy Assistant Commandant (DAC) 

The DAC serves as the seiiior technical adviser to thc 

colnlnandant on enginccrconcepts. force structure, andmateriel. 

He forl~~ulatespolicies. plans, and recommendations for 

administration of the Engineer School. He assists the AC and 

acts in the AC's absence. 

Deputyhistant Commandants-U.S. Amy Reserve (USAR) 

and Amy National Guard (ARNG) 

The DAC-USAR and the DAC-ARNG o\'ersee total-force 

integration. They ensure that Reserve Component (RC) needs 

are addl-essed by the schools and MANSCEN and participate 

in developing policies, plans, and programs influencing RC 

matters. They review engineer training and doctrinal inaterials 

for RC applicability and adequacy and assist in verifying training 

materials with RC units. They provide liaison among the 

Engineer School and TRADOC, the Comhined Arms Center. 

the Chicf of Army Reserves. the Army Reserve Personnel 

Center, the National Guard Bureau, the U.S. Army Resenre 

Command, the U.S.Forces Command, and RC unin.They advise 

AII#II.S~ 2001 Engineer I3 
ENGINEER SCHOOL -

BRANCH STAFF 

REGIMENTAL 

active duty officers separating from service about RC progra~ns 

and requirements, provide instruction on rhe roles and missions 

of the RC to classes conducted at the Engineer School, and 

advise Reserve students attending training. 

1 

-- COMMANDANT ............................

ASST. COMMANDANT .................................... 

DEPUTY ASST. CMDT. 

TRADOC 

SYSTEMS 

MANAGER 

DTLOMS IntegrationBnard 

This board provides oversight of the commandant's 

responsibilities as branch proponent. The board consists of 

the AC (chair); the DAC: the DAC-USAR; the DAC-ARNG; 

rhe Director of Training; the Commander, 1st Engineer Brigade; 

the TSM; the TPIO-TD; and the chief of the engineer division, 

Directorate of Combat Developments (DCD). The Engineer 

Schwl chief of staff facilitatcs the board activities. The board-

...................... 

entities inside and outside the school and acts as operations 

officer and G3 for the school. He monitors Engineer School 

resources and works in coordination with the Directorate of 

Resource Management to manage resources. His oversight 

includes the Operations Office, History Office, and Engineer 

Museum. 

Operations Office. This office coordinates the school's 

administrative functions and advises the leadership on 

personnel, administrative, and policy matters. The stafl serves 

as the school's interface with MANSCEN agencies, including 

the Public Affairs Office; the Directorate of Resource 

Management; the Directorate of Public Works; the Directorate 

of Information Manaeement: and the Directorate of Plans. 

L 

TRADOC 

PROGRAM 

INTEGRATION 

OFFICETERRAIN DATA 

" 

Training, and Mobilization. This office is the priniary liaison Integrates Regimental activities across DTLOMS. between post protocol and the Engineer School for all visitors, 

Provides leadership and guidance on- foreign and domestic. 

- Master training calendars fol-the Engineer School. History ORice. The Engineer Branch historian serves as the 

proponent for historical activities of the Engineer Branch and - Engineer concepts. acts as the point of reference for the history of the hranch. He 

- Eneineer doctrinal changes. advises the commandant on Army and TRADOC historicalIst 

ENGINEER 

BRIGADE 

- program responsibilities and represents the commandant on 

-Priorities within the engineer l-N list of equipment. matters relatin:: to military histoty.The historian prepiues periodic 

- Major changes in training strategies. 

DIRECTORATE 

OF 

TRAINING 

- Organizational changes 

DIRECTORATE 

OF 

ENVIRONMENTAL 

INTEGRATION 

- Priorities within the Concept Examination Program, 

warfighting-lens analysis, and other processes. 

- Personnel-management policies 

Branch Staff 

The chief of staff directs the actions of the branch staff and 

acls as executive ofiicer for the AC. He provides taskings to 

documented histories of the Engineer Br&h dealing with 

significant mission-related activities.Hc developsand ad~ninistei-s 

the historical source-document collection, including significant, 

unique, and rare printed andnunprinted material, as thecorporate 

njernory of the branch. He serves as a consultant and adviser for 

inclusion of military history into the curricula. 

Engineer Museum. The director of the Engineer Museum 

strives to foster an appreciation for the history and tradition of 

the Corps of Engineers. Fort Leonard Wood, and 1heU.S. Army. 

He collects, preserves, documents, exhibits, and interprets 

14 Engineer August 2001 
objects of histo~icalinterest pertaining to the history of U.S. 

Army Engineers, from 1775 to the present. He develops and 

conducts historical education and training programs for initialentry-training soldiers, students, and permanent-party military 

personnel. He works with the museum counsel to collect, 

preserve, document, exhibit, and interpret objects of historical 

interest pertaining to the history of Fort Leonard Wood, fro111 

1940 to the present. 

Directorate of Training - The Director of Training manages and provides overall 

administrative services for engineer training, training and 

doctrine developn~ent,countermine training, humanitariandemiuing training, and the engineer portion of the Armywide 

Docmnal and Training Literature Program. 

The brigade's formal mission is as follows: The 1st Engineer Brigade trains values-based and combat-I-eady soldielr;, 

sailors, airmen, marines, leaders, and units for war. On order, it 

supports Reserve Component units, writes doctrine, and develops training concepts to support operations on all future 

battlefields. It is prepared to support contingencies, mobilizations, disaster plans, and to provide subject-matter experts 

worldwide. 

The brigade trains AIT and OSUT soldiers in a variety of 

military occupational specialties-combat engineers, heavyconstmction engineer-equipment operators, crane operators, 

engineer tracked-vehicle crewmen, carpentry and masonry 

specialists, divers, technical-engineering specialists, and 

engineer-equipment repairers. Depending on the specialty, 

soldiers can leam skills zilch as electrical wiring, sun~evinn, . - Following the director's lead, the DOT staff and theengineer computer-aided design, landmine warfare, combat-vehicle 

personnel within the MANSCEN's Directorate of Training operation; and demolitions. Similarities in specific fundamental 

Development (DOTD) plan the engineer training strategy, training within the Army, Air Force, Marines, and Navy allow 

develop leader and soldier training, and pursue Army Training students from all the services to train within the brigade. 

XXI initiatives. The director serves as the course director for 

engineer officer courses and also serves as liaison with the 

DOTSof the MP and Chemical Schools. The director provides 

oversight to two relatively new entities-the Countermine 

Training Support Center and Humanitarian Demining Training 

Center. He leads the development and revision of engineer 

doctrine. He ensures the right quantity and quality of engineer 

soldiers through the Engineer Personnel - - Prooot~encv ~ .~ Office

and directs evaluation of training through The Army School 

SystemDivision.Finally, he monitors the progress of workload 

accomplishment as outlined at the beginning of each fiscal 

year regarding the following actions. He directs col~ectiveaction 

relative to thcse actions or recommends required adjustments 

to the AC. 

Engineer training development. 

Engineer doctrine developnlent 

Engineer personnel proponency. 

Engineer training evaluations. 

Engineer officer training. 

Countermine and humanitarian-demining initiatives. 

Environmental training and doctrine development. 

1stEngineer Brigade 

The 1st Engineer Brigade consists of one U.S. Army 

Forces Command (FORSCOM)combat engineer battalionthe 5thEngineer Battalion (C) (M)-threeTRADOC training 

battalions-the 35th Engineer Battalion (one-station unit 

training [OSUT]), the 169th Engineer Battalion (advanced 

individual training LAIT]), the 554th Engineer Battalion (the 

Engineer Officer Basic Course [EOBC], the Engineer 

Captain-s Career Course [ECCC], and the warrant officer 

courses)-and one training support battalion-the 577th 

Engineer Battalion. 

The hrigdde is alsoresponsible for teachingEOBC. ECCC. the 

warrant officer courses, and the highly demanding Sapper 

Leader Course. The EOBC focuses on preparing lieutenants 

to be platoon leaders, and the ECCC focuses on preparing 

captains for company command. The %day Sapper Leader 

Course focuses on small-unit leadership for combat enginers 

conupanies. 

TRADOC System Manager (TSMMngineer Combat 

Systems 

TheTRADOC commander assigns systems managers to highpriority research-and-development projects and stations them at 

the proponent schools.OnrTSM has responsibilityforthe Grizzly, 

Wolverine, Hornet, Raptor, Mongoose, and Standoff Minefield 

Detection System. He represents the Engineer School and the 

engineer soldier at all levels for system development, testing, and 

fielding, as assigned. He is the principal TRADOCEn,'01neer 

School interface with materiel developers, ensuring integration 

of doctrine, training, organizational concepts, and maleriel 

requirements (logistics, training, lci~derdevelopment, soldier 

issues, and MANPRINT) on systems as assigned. He also 

sustains a close working relationship between TRADOC, the 

Engineer School, and partners in industry. 

TRADOC Program Integration OficeTerrain Data 

(TPIO-TD) 

TPIO-TD is the Amy's centralized nyaniiger for coordinating 

and synchronizing all Army digital te~~ain-datarequirements 

and for digital force development and training, experimentation, 

combat developments, training, and modeling and simulation. 

It also integrates terrain-data and geospatial engineering 

requirements for live, virtual, and constructive modeling and 

simulation for the training, exercises, and military operations; 

advanced concepts and requirements; and research. 

development, and acquisition domains. 

Engineer 15 
The Terrain Visualization Center (TVC) director is 

subordinate to TPIO-TD and serves as the TRADOC proponent 

for geospatial information and services (GI&S). He suppot.ts 

the TPIO-TD on GI&S issues as the TRADOC representative 

on the Army TopopphicEngineelinsCoordinating Committee. 

He and his staff provide services to a variety of entities at 

MAXSCEN-and-above levels. 

Directorate of Environmental Integration (DEI) Facing the CSS Challenge 

proponent for the development, integration. and evaluation of 

environmental considerations into 2nd across the domains of 

doctrine, training (militaly and civilian), leader development 

(military and civilian), organizational design, materiel developrnent requirements, and soldiericivilian support. The DOE1 

=ationDivision: (')Doctrine, OrganizationalDesign and Materiel DcvelopmellrDivision; and (3)Training, Leadsr De\,elop. 

ment and SoldicriCivilian Support Division. posed to support. When the vehicles cannot he fixed on-site. they 

need to be recovered. This results in a backlog of equipment at the 

School-Related MANSCEN Organizations unit maintenance-collection points that does not set repaired since 

the maintainers are still recovering other vehicles. Clearly, there was 

DOTD is responsible for the horizontal integration of 

training-de\~elopme~it activities. 

DCD provides horizontal integration of combat- MAJ J. Gary Hallinan 

development activities. 

The 

wartighting experiments 

Maneuver Support 

related 

Battle 

to maneuver support. 

Lab plans and conducts 

-

The Directorate of Common Leader Training conducts Engineer School's Reply 

all officer core training across the three schools. (Each 

co~iirnonportions. ability fopror,ideodeqrrcrte bottrilions.It received official recogriirion 

as an issue to be resolved drrrirrg the 4th Infintry Division's 

The NCO Academy leaches NCO professionaldevelopment courses for all three MANSCEN branches. 

The commandant is a command sergeant major. direcred the Engineer School and CASCOM to answer thefollow.ing 

~lllnln~ Wlzal is rhe ,nininrrrm number of personnel required lo 

he Eneineer School is a team of teams that provides the 

engineer doctrine. training, force structure, leader Wlfor is rhr correct srrzrcirrre for these person~~el-platoon, development, materiel requirements, and soldiers to rectiotl. or conzpan?? mert the needs of the Army and warfightins CIFCs today and 

in the future. It is a key member of the U.S. Amy Maneuver Wlro slrorrld the parenr unir be-forward srrpport bnifnlio,~ 

or engineer bottalion? Support Center team that addresses the maneuver support 

CASCOM have started rhe process of working cogether. to answer 

M,: Gnmy N Hornlet 

Schnol. He holds o muster :s in corrnselirrg .fiorr~Ccrirral Force Doc~mentarionAnalysr 

~WissoirriSraru Urfiversinin Wur.rur~.sbrtrg.Mi.ssorrri, arid lias 

contpieted po.srgradrrore ii~orkin troirfiflg reclzr~olop?. 
- - 

B1 Dr. Alcrir Dr~vi.son. Dl: Jiin Sraszen.ski, riiid ,If!: Glenn Boxley 	 ,<-:;., ..- 2 ~b 

Nore: Tlip iriforinatiori (.onrr~ined irz this nriicle does nor instructio& thyrhnal techniques and were retested. Their 

repre,rei~ra cl~arig?ro TMS-6665-298.10, Operator's Manual perfom~ancefl>pr~~ to a"tleJ;ction rate of 87 percent agaillst the 

for the AYIPSS-I2 Mine Detecting Set. Tlie arricle l,,vvin'rs MI4 r?ine,6imulants. -?he.soldiers were thcn teqted at Aberdeen 

sonre adirii~~i~ci~d rec11nirlue.r and (mining srraregies il~nf are ~rovink Wound against realdines that had been made safe uithout 

1101~being inrlurlen' irt rlze MOS 12810 One-Srarioiz Unit ilifli~kncin~ their detection signature. In this test. the soldiers found 

Tmir7irlg Cot~r.se 01 Fort Leonard Wood, Mi.s.so!~ri. 100 $cent of the MI1 mines.' 

?Some may a-onder why a co~nparison w;is tnade between soldiers' 

F 

-

$formance follon.ing 1 hour of refresher training and 13 hours of 

.ltrairiing on eapeit techniques. When an AN/PSS-12. using standard 

or~nal tests over the last decade indicate tliat American.2 Army techniques, is passedo\.era low-metal mine (or even held over 

soldiers using ths ANIPSS-I2 handheld mine dctectdi one) that is buried at a doctrinally supported depth. rhe detector 

and Army-approxed techniques concistently find les? than,'?0 provides no warning tone that a mine is present. Thuh. no amount of 

pelcent of I~ihtnetal mines. Too often Illis poor perfornladcc is training using standard Atlny techniques could significantly improve 

ration;iriilired by ahsuming that tlie detector itself is just not capihle of petformance. 

detecting Ion.-metal mines. Yet, at the same timr. profes~ronal. This anicle describes the professional techniqucs that have bren 

commercial. civilian dcniitiers thmughout the world are wing the snlne shown m dramatically improve soldiers' ability lo lind low-metal 

detector and have safely lifted thoi~sands of mine,. Becnl~re of chi.: mines while UsitlgtheANIPSS~12, oro\.ides el,idanceonteachine 

great difference in pe~fonnance berueeii soldiers ;ilid professional the skills llecdea to use AlthougLh denlineis. wc set ow to Iem what different technique? thr expcns brttel- to find mi,lrs,tllesetechniques were using. We n.anted to lcarn if thrse technicloes could be taught in ;,re also applicable to tl,e much to high.metdl nlilles, 

a practical ;imount of time to improve the detection capabilirles of our soldiers could apply to counte~e Most Professionals use the ANIPSS- 12. and infomiation gaiord from it. 

importantly. we wanred to know if our soldiewcould approach the 	 mocl~ differently than we have been tzaching our ioldiers."' Bcfore 

pcrfor~n;lnce levels of profeuion;~ls if taught thcir trchniqoeq. 	 going intoa mined area, professionals learn wlxn mints the) cml expect 

to enct~untcr and develop a mental c;a;llog of inforni:~tion deacrihing the 

ch. ~rr~irmstes . . . of these mines. From experience and kiio\vle~lye. they A Comparison understand the ryjr of infonliadon-reliitii~ to the ctrength of cifnals 

he Arm! Rewarch ~aborit&, Human Rebearch and and the sire of their signarures or 'footprints"-the detector provides 

Engineerinp ~irScto&fe ~i&"Element. Forr Leonard to identify different types of mines. Thm, duny nctoal drrecnon work. -, 

Wood. Missouri, .and cai&eelc Mellon Uiiiversity. pmfessionals use the ANNSS-I? to develop the spatial image of the 

Pirrshurgli. Pennsylvania, cnllaborared to itivertip,~te this problem. f<mlprini they detect and then match the footprint obtained to the 

The science of co~nitij'vengineering ~u;ssfirst ilsed to essmtlnlly pet known imtplints of mines. A match leads to a mine duclanition. The 

into the mitidr of deminers to lean1 how thcy detect procedulrc take some tralnine but. in a few houm. soldiers can dsvelop 

mines. Their techniques and thought prncessss were then translateil skills far beyond those currently being taught. 

into pruccdure5 and drills that wc belicved rvodd prnvidc an efficient Norr: i\ war7zirr~rune rhoi~1dALWAY.Sbi' co,r,sid~rr.~lroDe'r r,ji,ze tl.;iinillg prosramfo:soldien. A training and test site wasdeveloped at irnril ihe oiimror hnr drrclnl~erlilrr ii'utecring skills rltui erlahlc hi,,? Fort Leonard Wood. where an experiment was conducted m test the ro br cermi,, iliiir il is rl<<finii~I\. NOTa ,,tine. T/~i,s is ,lo ,I/<~CC. IO he 

prncticallty and eff&ivzbe&~fk;iitiitig soldiers to use the profesional plc,yiiig gii~ssirrp goities. ,Vo wnttr,-%ctmrh? /FV<,/ ofoprrliror rkill. if 

techniqucs. A second:@zof the experiment was an additiotial test of in rloirbl. cnll ir o ,,ii,i(~. the samr soldiers at AhEids-en Proving Ground. Malyland. 

Initially. engineer soldiers we,-egivcn a 1liomrefsesher course by Techniques 

NCOs on staridard A~niy techniques and were then tested using those Soldisrc underctand basic must thc capabilities and 

techniques. Thc? found less than 15 percent of the low-met;il li~nitationr of the ANIPSS-I2 to be able to properly 

antipersonnel M 14 mine simnl;ints. 7hey were then gircn 15 hour5 of employ it. The detector etnits a magnetic field s?mmeuically 
above and below the detector head. When this field encounters metal 

objects, it induces currents in these objects. The larger the metal 

objects, the stronger the induced currents, and thus the greater distance 

at which the recciver component of the detector can pick up the 

induced currents. In practical ter~ns, this means that the detector is 

able to detect high-metal mines from a distance of several feet, but 

low-metal mines can be detected from only a few inches (see Figure 

I). If the detector head is not swept very close to a low-mztal mine, 

thc mine will not be detected. 

Physical Setup 

The ANIPSS-12 in the Amy inventory is referred to by the 

manufacturer as an ANPSS-I2 Mod 2. Some design lin~itations of 

this model require that precautions be taken in the physical setup of 

the detector to get the best performance. The detector shaft is a 

telescoping pole composed of two pieces: the bottom piece is plastic 

and the top piece is aluminum. Thecable that connects the head lo the 

electlonics unit is attached to the shaft with plastic clips. The first 

clip should be placed at the base of the shaft with a small loop in the 

cable between the detector head and the first clip. This allows some 

flexibility in movement of the head without damaging the connection 

of the cable to the head. Additional clips should then be placed along 

the plastic portion of the shaft to hold the cable away from the shaft. 

The top clip should be placed at the uppermost portion of the plastic 

section of the shaft. The cable should not be attached to the aluminum 

oonion of the shaft because it rnav cause sensitivitv to fluctuate. 

Theelectronics unit is designed to either attach to a web belt or be 

slung over the shoulder using the shoulder strap. We reconimend that 

the electronics unit be attached to the web so it will swing less. 

We also recommend that the length between ttle shaft a,ld the 

electronics unit br held in the hand that is not ooeratine the detector. 

If the cable is swinging around, it can hurt rhedetector'sperformance. 

Initial Sensitivity Setting 

Properly setting and maintaining the sensitivity of the detector is 

absolutely crucial lo performance. Most soldiers adjust the sensitivity 

11sin~the test oiece om\.ided in the kit. Thev hold the test oiece so the " . . metal component inside is 2 inches from the detector head, and then 

thcy adjust the sensitivity so they get a signal fro111 the detector. This 

is a setup for failure! Once they put the detector in use, they sweep 

the head 2 or more itiches ahove the ground. Thus buried low-metal 

mines are out of range of the electric field the detector was just set to 

detect, and there is virtually no chancc of detecting a low-metal mine. 

The test piece provided in the kit is an excellent device to hold near 

the detector head to determine if the detector is working properly. It 

should not be used to set the sensitivity by holding it in the air 2 

inches from thc detector head. 

The sensitivity may be properly set in either of two ways. The 

best way is to have on hand the most difficult to detect type of mine 

that is expected to be encountered. Bury this mine at the deepest 

depth the threat is expected to have buried it. Place the detector head 

lightly on the ground directly above the mine, and then adjust the 

sensitivity so the minc can he detected with a clear warning tone. 

As an alternative, if thz thrcat mine described above is not available, 

bury the test piece vertically at the decpest depth the threat mine is 

expected to be encountered. (The depth of the metal component in 

the test piece is the critical issue.) Then place the detector head lightly 

on the ground just above the test piece, and set thc sensitivity so that 

the test piece can be detected with a clear warning tone. Adjusting 

sensitivity usitha mine or test piece buried in soil similar to where the 

detector will bc used is very important. Otherwise, sensitivity setting 

is simply a guess. Different soil types and moisture content influence 

the sensitivity of the detector. 

The proccss above describes the minimal sensitivity setting 

required. Anything less will result inmissing a mine. Iithe soil allows, ~ -

without producing a warning tone fmm the detector, the sensitivity 

may be set at highcr levels. This theoretically yields a greater 

probability of detection at the cost of a higher false-alarm rate. The 

mission dictates the optimal setting of the sensitivity between just 

enough to detect the hardest to detect mine at the deepest depth to the 

highest setting the soil type will allow without generating a warning 

tone thatcould hide the tone indicatinoamine. Due to time constraints, 

a tactical mission such as acombat breach mav . reauirc ariskier, lower . sensitivity setting. A higher sensitivity setting wouldbe used during a 

non-time-constrained demining mission or clearing of a lodgetnent 

aea or route. 

Maintaining the Sensitivity Setting 

A deficiency of tile ANIPSS-12 Mod 2 is that its sensitivity dfifts 

overtime? Professionals check the sensitivity frequently (nearly e\,ery 

Fiaure I.(a) The detector induces a larae electrical field from a hiah-metal mine such 

asan ~15 Antitank mine or an M16 anteersonnel mine. (b) The detector induces a

much smaller detectable field from a low-metal antipersonnel mine such as an M14. 
0.5 meter rlf advance) and. if required, reset the sensitivity. During 

(raining, we taught soldiers to check their detectors' sensitivity evely I 

to 2 meters of advance. 

Setup formitintaining a consistcnr sensitivity level is made at the 

time of the initial setting. With the initial sensitivity properly set 

wliile using a buried mine or the buried test piece, the dc~ector head is 

moved to a nearby place on thc ground over a clear area. A n~etalobjcct 

is then slid down the shaft of the detector until the operator hean the 

same warning tone that was emitted when the detzctor head was 

placed over the buried mil~e or test piece. At this pnint on the shaft, 

the soldier positions one of the platic cahle clips, which becomes the 

sensitivity marker clip. Now. atier every Ito 2 meters of advance in 

the mine lane, the soldier can simply move the same metal object 

down the shaft to the sensitivity marker clip and listen to see if the 

same warning tone is emitted. 11' the same tone is not emitted. the 

censiti\'ity knob can he ;~dj!justed op or down to replicate the desired 

signal. A useful metal object for ~n~lintainingthesensitivityis a conrmon 

mason's tri~wel. which can serve other purp<~ses when mine dctcction 

is ongoing (see Figure 2). 

Sweep Techniques 

As explained earlier. the electric field emitted by low-metal mincs 

is vc~ysniall4flcn less than the width of thedetectorhead. Therefore, 

each sweep ncross the lane niust ove~.lap the previous sweep by 

about one-half the width of the detector head. Otherwise. a gap is lzft 

between sweep paths and a low-metal mine can be missed. Uneven 

sweep spacing was found to he a major problem, even ;lmong more 

experienced soldiers 

A training device developed by Dr. Herman Hcrnian of Carnegic 

Mellon University recorded the movement of the detector head over 

the ground and played it back lo soldiers so they could evaluate their 

own perfol-mancc." Any gaps in ground coverage were shown by the 

device; and soldiers could co~rectheir sweeping flaws. 

The movement rate of the detector hcad is also impo~ttant. The 

operator's ~nranual ndvnc~tes a sweep rate of I meter per second." 

Howerer. if low-metal rninra arc the threat. this is too Ctst because 

the detector head can be swept directly over these mines without 

emitting a warning totle. nre detector head should he swept no faster 

than about 1 foot per second. 

Head height above the ground is lhc most important factor 

concerning sweep tcchniilues. The operator's manual advocates 

sweeping with the bead "not more than 2 inches above the ground."" 

The authors obscrved that soldiers sweep with thc detector head ;I 

minimum of 2 inches above the ground and oftm~specially at the 

end of sweeps-swing the delectorhwd much higher These techniques 

ensure (hat low-metal mines $!re not detected. The detectorhead should 

be lightly floated on the ground suhce. The closer the dctector head 

is to the ground. the deeper the electrical field is projected and the 

greater chancc there is to detect lobv-metal mines. Actual contact with 

the ground appears to improve the electrical coupling, thereby 

strengthening the electrical field. 

Loosening the nut on rhe plastic hlt that attaches the detector 

head to the shah makes it e~sicl.to rnaintain constant contact with the 

ground. This allows the head to pivot. and the head can then be lightly 

slid ncross the surface. The head essentiallv follows the rariations in 

Fiaure 2. A soldier c h e c k s t h e sensitivitv settina of the 

detector by feeling with a metal trowel for the eigeof 

the electrical field. He is touchina -the tio of the trowel 

to the sensitivity marker clip. 

the surface. 111 low vegetation, a different technique is to keep the nut 

tight so the position between the head and shaft is fixed. Then, the 

detector head is lightly patted on the ground. each pat advancing no 

more than one-half the widtli of the detector head. 

In some instances. vegetation nlay prevent the detector head froni 

getting on the ground. And we do not advocate pushing through 

vegetation to get the detector head on the ground. Different 

environments will require slightly difSerent techniques. but the point 

is that if the detector head is not on or very near the surface of the 

ground, the detector is not going to help locate low-metal mines. 

Practice 

Just enlploying the proper techniques is not enough to 

successfully detect mines. As in developing any kind of 

skill. practice is rquired. And to support learning. a critic;tl 

~:UI of this practice is to pro\,ide soldiers with quick feedb:~ck 011 

tlietl. performance. Our training program helped soldiers develop the 

skills of the expenc by employing ;I series of drills, each building 

upon the other. Additionally. we found the pnlcess of mine drtection 

to be one of precision. Failure to properly apply the techniques 

described accounted for most of the few mines misscd (luring this 

research effort. 

Edge-Detection Exercise 

In this exercise, soldiers developed the fundamental technique to 

acquire patterns of information that signify buried mines. As 

mentioned earlier, profrssionals use the detector as a tool to develop 

aspatial im;lge of thc detected object in the ground. The cr,ldiers u,ere 

taken to specific locations where a mine simulant was buried. A plastic 

poker chip m;trker was placed on the ground directly above the mine 

simulant. Eeing the pokerchip mark lioma predete~minedorient;sio,~ 

(each soldier was told to arbitl~lrily consider thot the poker chip 

marking the mine was to his north). e;sh operator would place the 

detector's sensor head on thc ground in a 3 o'clock (east) orientation 

to the mark. Moving the head on a linc prpendicular to the northsouth line cunnecting the operator's center with the poker~chip mark, 

the soldier \\:as to detrnninc the point at which the detector soundcd 

August 2001 
off. while sweeping the head slowly in an east-west direction toward 

the mark. This position was marked with a small plastic golf-ball 

marker, and its distance tothe target mark was measured and recorded 

by an observer (see Flgure 3). 

The type of mine was then revealed to the operator, as well as the 

distance measured from mine centcr to the "edge" mark determined 

by the operator Each operator perfomred this exercise on five different 

encounters with each type of mine simulant (M14, PMA3. VS2.2, 

M15, and M16) for a Iota1 of 25 mine encounters. 

Fwtprint-Development Exercise 

This exercise introduced soldiers to the panems or footprints that 

identify a~d locate buried mines. Soldicrs repeated the previously Figure 3. In the edge-detection exercise, the detector 

described edge-detection technique from at least five different 'Ounded Off when the detector head was at the distances 

indicated for the various types of mines. Developing directions-for example, advancing the sensor head from different these points from multipledirectionsdevelops the 

perimeter points (E, S, W. SE, SW) toward a target mark. For safety ,,atterns footorints, 

rcasons, operators were told to move the head no closer toward the 

mine than was needed to establish an edgeof the footprint. Each edge soldier then had the opportunity to rcsweep the area to familiarize 

was to be marked, with all markers remaining in place until the task himself with the target's footprint, especially if he missed the mine. 

was completed. All center-to-edge distances were measured, recorded, After completing singlc-cell detection exercises, operators practiced 

and reported to the operators along with the identity of the buried blind search (with feedback) over progressively longer distances and 

target. Soldiers were instructed to describe the si7e and shape of each time periods. The practice task progressed to cover 5-cell distances, 

resulting pattern and compare and contrast the patterns obtained then 10-cell distances, and finally an 18-meter test familiarization 

across trials. This helpeddevelop a spatial imageofthe mine signature trial. Feedback on mine locations was provided on the conclusion of 

based on input from the detector. By familiarizing theniselves with each soldier's training-lane sweep. 

mine footprints, while also learning acquisition techniques, soldiers 

accumulated the knowledge needed to match footprints found later Training Requirements 

with those that identify mines and successfully find mines. 

developed a training site that we hoped 

"Airborne" Technique Exercise Wu,ould optimize the training efficiency and, at 

e 

High-metal mines producc footprints that extend as far as 1 meter the same time, be a facility that units in the field could 

away from the rnine'scenter The purpose ol the airborne technique is practically replicate. Description of the training site is beyond the 

to locate the mine target within the extended footprint as accurately scope of this article, but we believe it played an important role in the 

as possible and to avoid unplanned detonations caused by the sensor training process. 

head contacting the prongs that trigger many high-metal antipersonnel Consmction of high-fidelity simulants of low-metal mines was 

mines (such as M16s or Valmara 69s). This technique also a critical factor to support this researcheffort. Metal components 

as high as 2 to 3 feet. By scanning the area within the 

footprint-and progressively increasing the height of the 

sensor head until small, upward or sideward, in-platre 

rnotrernents cause loss of signal from thc ANPSS-12-an 

operator can pinpoint the location of a buried mine by 

exploiting the tapered geometry of the detector's sensing 

field (see Figure 4). 

Blind-Detection Exercise 

After practicing the preceding techniques, soldiers 

engaged in a sequence of blind-detection tasks. Initially, 

these tasks began with each soldier being directed to a 

specific and bounded area to search. In each 1.5- by 1.5- 

meter cell, the task was to use the techniques faught to 

determine whether a mine was buried within the area's 

boundaries and. if so, to mark its location as accurately as Figure 4. A soldier uses the airborne technique to accurately 

possible. Soldiers received feedback on the accuracy of locate the center of mass of a large metal mine by using the 

each detection before pmceeding to the next cell. Each tapered geometry of the electrical field. 

20 Engineer August 2001 
were developed by the Program Manager's Office for Mines, 

Countermines, and Demolitions, Fort Belvoir. Virginia." Thcsc very 

small metal components were inse~ted into hockey pucks to provide 

low-metal mine simulaots. The silnulants proved their merit when 

soldiers were trained on them at Fort Leonard Wood and later perfon~~ed 

even better against the real mines at Aberdeen Proving Ground. 

Use ofblts, nails, and other relatively large riletal components as 

simulants are typically far too easy to detect and tnay perpetuate ihe 

continued use of improper detection techniques. The tnelnl 

components used in the hockey pucks as carriers are an inexpensive 

and available source for high-fidelity, low-metal tiiine simulants. 

Conclusion 

The proliferation of low-metal mines over the past years 

has changed the techniques we (must now use to 

successfully find mines. The old techniques were adequate 

for locating mincs with high-metal content but are completely 

inadequate for low-metal mines. Many of the techniqucs advocated 

in this article. and validated by scientific research, were also described 

in an article in En,qinecr liiore than 6 years ago."Tliisresearch showed 

that gains in detection performance achieved hy soldiers who rcceived 

only 15 hours of training on the professional techniques resulted in 

more than a six-fold increase in performance on the hardest to detect 

mines. Most impressively, after being traincd against mine simulants, 

the soldiers found 100 percent (63 of 63) of the hardest to detect 

MI4 mines. The performance incl.ease was so enormous (and 

statistically suppolfed) that little doubt can be lcft about the validity 

of these techniques. 

The professional techniques described in this article are only a 

part of mine-detection work, but we believe they can provide a critical 

supplement to other important factors of standard training. such as 

visual cue indicators and mine awareness. Training techniques must 

catch up with an evolving threat of low-metal mines. Employing 

standard Army techniques sets soldiers up for failure in a task that is 

swiftly and s~ivagely unforgiving of human en.or. 

The luture promises improved mine detectors. The new Handheld 

Standoff Mine-DetectionSystem (HSTAMIDS), which is progressing 

well, will offer two sensors. One will be an improved metal detector. 

and the orher is a gmund-penetrating radar sensor. Together, these 

sensors will provide soldiers information that may allow them to 

discriminate between ,nines and clutter. Assuming that soldiers will 

be properly trained, fielding this detector has the potential to 

provide a much greater capability to detect low-metal mines. For 

more information on the HSTAMIDS program. go to hrrp:// 

wwn:~~oodnnn,y.fnil~SM or call (573) 563-4085, w 

Thir r?znterial is based on n.or.k srcpporred inpurl by rhe U.S. Army 

Research Laboralor?. nnd th~ L'S. Army Resenrcl~ Office under gmnl 

number DAAG55~98-1-0147, 

For more inforrrvrrion on improving training wih he AN/PSS-I2 

derecror or selling rrp un effective rrai~~ingnri rest sire, or to suggest 

woys roj~rtiirr iinpinve the techniquer dcscribedabove, pleare contact 

one ofthe nutilors. 

D,: Davison, o ,rlir@d lieutenant cuiorzel, is Chief of ihc Army 

Rerr!orch Inbolafory. H~rmnn Rereurch Engineering Di,rctorare Field 

Elrme~zr, ar Fort Lconard Wood, Mirrouri. His e-mail aildress is 

dnvironn@u~ood.army~~~iI or telephone 573-563-4008or DSN 676-

4008 

Dl:Srn.~zewskiis rile Senior Cr>,qnifiw Ecgirzerai CamegieMellv~ 

Umiveoity, Pittsburgh, Pmnsylvanin. He can be conrocred b.y c-mail 

nr jjs@cmu.edrr or relepl~one 412-268-8881. 

MI: Boxley is the combat developer for handheld mine rlerecturr, 

Dirccrurare of Combat De~~clopmmrs, US. Army Maneovrr- Stcppoi-I 

Cenler, Fort Leonard Wood, Missouri. His e-mail nddrrss is 

bo.~Ieyg@u~ood.nrmy,,~il ur rclrphonc 57.7-56.3-7.3.37 or DSN 676-

7337. 

Endnotes: 

' U.S. Army Test Report, "ANIPSS-12 Metallic-Mine Detector." U. S. 

Army Test and Experimentation Command, Fort Hood, Texas, July 

1991. 

W.C. Schneck, 'Countermine in OOTW: Operation Restore Hope." 

a presentation to the U.S. Army Engineer School, Fort Lwnard Wood. 

Missouri, 19-20 December 1994. 

U.S. Army Test Report, "Early Developmental TestiEarly User Test 

and Evaluation of the Handheld Standoff Mine-Detector System." 1998. 

James J. Staszewski, Alan Davison, "Mine Detection Training 

Based on Expert Skill," Detection and Remediation Technologies for 

Mines and Minelike Targets V, A.C. Dubey, J.F. Harvey, J. T. Broach, 

and R. E. Dugan (Eds.), SPlE Proceedings. Volume 4038. pp. 90-1 01, 

2000. 

lbid. 

lbid. 

James J. Staszewski, "Information Processing Analysis of Human 

Land Mine Detection Skill." Detection and Remediation Technologies 

for Mines andMinelike Targets IV, T Broach. A.C. Dubey, R.E. Dugan. 

and J. Hawey, (Eds.), SPlE Conference Pmxedings, Volume 3,710, 

pp. 766-777, Orlando. Florida, 1999. 

a Y. Das, and J.D. Toews. "Issues in the Performance of Metal 

Detectors," Conference Proceedings of UXO FORUM '98, Anaheim, 

California, 5-7 May 1998. 

*H. Herman and D. inglesias, "Human-in-the-Loop Issues for 

Demining,"T. Broach, A. C. Dubey. R. E. Dugan, and J. Harvey, (Eds.). 

Detection and Remediation Technologies for Mines and Minelike 

Targets IV. SPiE Conference Proceedings, Volume 3.710. pp. 797- 

805, Orlando. Florida, 1999. 

'O TM 5-6665-298-1 0, Operatois Manual for the AN/PSS-12 Mine 

Detecting Set, Headquarters, Department of the Army. 21 February 

1992. 

"Ibid. 

l2 Project Manager - Mines. Countermines and Demolitions 

(Countennine Division), Scienlific & Technical Report, Simulant Mines. 

http:/lwww.uxocoe.brtm.comiTechnical %20Reportslsim-richard 

%20ess/SIM percent20Mines %20Report.htm, 21 October 1998. 

'3 Captain Lawrence M. Chirio. "Lessons Learned: Kuwaiti Demlning 

Operation,"Engineer, August 1994. pp. 25-28. 

August ZOO1 
BJ Lie~rtenanrG~lr~n~l Scort E "Rock"Donahue and Major. Tirnotl7y E. Grfjj7tl7 

The Joint Contingency Force-Advanced Warfighting Airborne Division (Air Assault),Fort Campbell, Kentucky; and 

Experiment (JCF-AWE) is the Army's latest a section of topographic engineers from the 30th Engineer 

exoerill~entationorocess for the light forces. and the Battillion. k 

culmination of the experiment occurred at Fort Polk, Louisiana, 

from 1-20September2000. During this time, the 1st BrigadeTask 

Force. loth hlountain Division (Light),Fort Drum, New York, was 

taking pari in Rotation 00-10 at the Joint Readiness Training 

Center (JRTC)at Fo~tPolk.The ATIII~~S 4th Infanuy Division,Fott 

Hood, Texas, spearheaded the digitization process and created 

the environment for thesubsequent tmnsfonnation to the Interim 

Brigade Combat Team (IBCT). The tactics, techniques, and 

procedures (TTP),lessons learned, and equipment froill the light 

experiment were fo~wwdedto the IBCT, which is cun.ently being 

fielded at Fo~tLewis, Washington. 

This article presents the cngineer perspective of the JCFAWE and focuses on the digiti~ationof light engineer forces, 

specifically the conccpts tested, the results. and the lessons 

learned from the 41st Engineer Battalion's support to the 10th 

Mountain Division during the experiment. The purpose of the 

article is threefold: 

To highlight the JCF-AWE training objectives and the 

employment of enginser-modernization initiatives. 

To provide 21 summary trend analysis for tach of the engineer 

initiativrs. 

To discuss the road ahead for "harvesting these insiglits" 

and co~ltinuedexperitnentation and ~nodernizationof light 

engineer forccs. 

Background 

The 10th Mountain Division deployed adivision assault 

cornniand post to the JCF-AWE to provide digital 

command and control (C2) Theconlmand post included 

the assistant division engineer cell and a sectionof topographic 

engineers from the 30th Engineer Battalion (Topogmphic), Felt 

Bragg. North Carolina. 

The engineer elements in the 1st BrigadeTask Force were a 

task-organized sapper company (A14lst Engineer Battalion) 

colnposed of two light sappel pli~toonsand a lnech~lnized 

engineer platoon, 2lCl299th Engineel-Battalion, Fort Hood; an 

assault-and-ohstacle-platoon section consisting of eight small 

emplace~~lent excavators (SEES)and six deployable universal 

cornbat earthmovcrs (DEUCES) from headquarters and 

headquarters company; a task-force enginecr planning cell in 

the 3-17th Cavalry Squadron. 10th Mountain Division; a taskforce engineer planning cell in the command-post exercise 

battalion Task Force 1-32 Infantry, 10th Mountain Division; a 

T7 dozer section from the 126th Engineer Battalion. l0lst 

The4lst Engineer Battalion approached the experiment as a 

training event driven by the mission-essential task list that 

inco~poratedemerging technologies and TTP. The JCF-AWE 

was a tough, complex, and challenging exercise that enriched 

and engaged our philosophy to huild on new and emerging 

technologies and war-fighting capabilities. Thc battalion's 

objectives were tom Become a Inore lethal. versatile, su~vivable,and sustainable 

light enginecr force, capable of providing premier combatengineer suppon to the combined-arms team. 

Conduct tough, realistic, and innovative training to 

standard, supplemented with experimental TTP. 

Develop hold and adaptive leaders for thejoint experimental 

process. 

Before the JCF-AWE, the 10th Mountain Division conducted 

new-equipment training, field-trainingexercises, command-post 

exercises, computer-training sessions, and contractor meetings1 

refinements. Since many of the challenges and processes 

leading up to the deployment could not be predicted, leaders 

were required to be llexihle and willing to take calculated risks 

in the experimentation process. 

JCF-AWE Objectives 

he overarching objectives of the JCF-AWE were TA 

l~nprovethe effectiveness and efficiency ofjoint command, 

control, communications, computeus, and intelligence (C41) 

through digitizntion, enhanced communications, and joint 

interoperability of systems, processes, and procedures. 

Enhance the capability and conduct of JCF operations within 

urban and complex tel-rain. 

Enhance thecapability, conduct. and planning of early-ent~y 

operations for the JCF. 

The experiment attempted to use knowledge-based digital 

systems to increase the lethality, sun,i\>ability,and tempo of 

operations to assist our Army in winning the nation's wars. 

The Army is continuously analyzing and rethinking how and 

why it operates and whether it is using curent and future 

technologies to their greatest potential. The analog processes 

used 10 years ago (and still today) must be questioned as to 

their applicability and efficiency in the digitalenvironment. 
The JCF-AWE also developed tactical and cxperi~nental the rotation. It was a great combat multiplier that significantly 

objectives that were nested within the overarching ohjeclives. enhanced our ability to move short distances over rough or 

Tactical Obiectives swampy terrain. The following minor design improvements were 

The tactical objectives, which supported four primary 

missions (entry operations, search and attack, deliberate 

defense, and military opelations in urban tel~ain[MOUT]),were 

tom Execute tactical deployment and redeployment activities. 

Execute inovement to contact/search and attack. 

Execute an attack on a built-up area. 

Perforni combat-service support and sustainment. 

Provide force protection. 

Experimental Objectives 

The experimental objectives. which supported the initiatives 

in the division assault command post as well as the brigadeC2 

nodes, were ton Test core systems and initiatives under field conditions 

that replicate the JRTC rotation. 

Assess the impact of lessons learned on tactical-operationscenter operations and architecture. 

recommended: 

Increase the vehicle's top speed (currently 17 miles per 

hour). 

Field with a tilt trailer for transport and support. 

Replace Fiberglass@iplasticwith reinforced aluminum. 

Develop an adapter kit for litters. 

Note: Tlze U.S. Army Ii?farztry School is workin,g the 

Ol~~~rutional Requiremena Document (0NU)fi)rtl~isvehicle, 

which 11.il1br kno~o~as the Liglzt~vei~lztUtility Mobility 

Enharzcement Syrrtern (LUMES). 

I Characteristics 

Is a 6x4, two-seat, small 

tactical/utilty vehicle. 

Has a 1.87-cubic-foothood 

equipment tray and 14.4-cubicfoot rear cargo box. 

Hauls or tows a 1.400-pound 

payload. I

I Has an 18-horsepowerengine.1 

Test and refine the data collectors' plan. 

Test and refine the contractors' support plan. Figure 1. M-Gator 

n Gain initial feedback on the performance of core systems skid steer was also a success We augmented and initiatives. our formations with two competing models: the Melroe Bobcato 

Provide after-action reviews that enhance future JCF-AWE Model 763 (Figure 2). a rubber-tired vehicle with steel tracks 

collective training. that could be manually installed over the tires if necessary, and 

the Caterpillar@ASV Model MD-2810, which had full-time 

Engineer Initiatives rubber tracks for propulsion. The system has seven 

The41st EngineerBattalion tesled 1 I engineer initiatives 

and a general C2 initiative-the Maneuver Control 

System (MCS)-Light computer system in the command 

posts and its connectivity with the Force XXI Battle Command 

Brigade and Below (FBCB2) platforms in the vehicles. The 

experimentation and evaluation strategy for each of the engineer 

initiatives was coordinated with subject-matter experts and 

contractors from numerous agencies. Each organization had 

strict guidelines and Battle Lab directives to ensure that the 

systems were tested and evaluated against three criteria: 

effectiveness, survivability, and suitability. 

The initiatives were evaluated throughout the experiment 

according lo their frequency of use. Initiatives like theM-Gator, 

skid steer, and high-mobility engineer excavator (HMEE) were 

evaluatcd daily, while some initiatives like the urban robot 

(URBOT), T3 dozcr, and lightweight mobile obstacle breacher 

(LMOB) were evaluated only during the MOUT phase, which 

occurred during the last 2 days of the experiment. A summary 

trend analysis of each of the initiatives follows: 

The M-Gator (Figure I) provided the entire brigade combat 

team with a significant mobility assct that was used extensively 

in casualty evacuation during an attack in the MOUT phase of 

attachments: apicket pounder, clamshell bucket, auger, backhoe, 

pavement breaker, closed bucket, and forklift. The skid steer 

allowed units to start priority-position construction before the 

SEESand DEUCES arrived. Recolnmendations to improve the 

skid steer's performance include the following: 

m Remove the rear bucket. 

Field a track-over-tire system for best results. 

Field with a tilt trailer for easier transport and support. 

lncrease ground clearance for the Bobcat model. 

Characteristics 

Drives pickets and 

posts, pounds nails and 

spikes, excavates 

positions and shelters. 

Has easily changed 

attachments for many 

tasks. 

Lifts palietized 

materials and creates1 

reduces obstacles. 

Figure 2. Skid Steer 

August 2001 Enybzeer 23 
The mini-mine detector (MIMID)(Figure 3)was one of the 

best pieces of equipment tested during the JCF-AWE. The 

MIMID is based on the ANIPSS-I2 handheld mine dctector 

but is collapsible and more compact and has an improved 

package calrier. The MIMID is only an interim test system 

since the Maneuver Support Center's Directorate of Conrhat 

De\'elopnrents has now decided to field the Handheld Standoff 

Mine-Detection System that detects nonnletallic andlow-metalcontent mines. The benefits identified for the MIMID are that 

ItCan be put into operation quickly. 

Is very effective in finding the center of mass of the object. 

Has a smaller search head, which saves time by decreasing 

the need to probe wide areas. 

Is easily transported and lightweight. 

Uses less ofa battely's life than the ANIPSS-12. 

Characteristics 

.Is one-plece. 

manoackabe, and 

ghthelght

.Is collapsible. - Can be carried on loadbearing or ," 

trouser pocket 

The URBOT (Figure 5) is a good concept hut needs 

1-efinenrentas an engineer initiative. It was vely effective on its 

tethcr or within 100 meters. URBOT missions were limited to 

the MOUT reconnaissance phase and thus were relatively 

narrow in scope. It was also useful for finding trip wires. The 

following improvements will increase the URBOT's applicability 

formore missions: 

Increase its speed. 

Increase its durability. 

Mount a digitized photo capability and an infrared camerd 

zoom on the chassis. 

Increase the battery lire so that it can operatc longer between 

chargings. 

Characteristics 

Is rnanpackabie (weighs 

iess than 40 pounds). .Operates for more than 2 

hours on one charging. 

Has a line-of-sght range 

of more than 100 meters. 

Figure 5. URBOT 

Fiaure3. MlMlD The T3 dozer (Figure 61, like the URBOT. is a concept that -

The HMEE (Figure 4) is comparable to the SEE. but it digs 

faster because of its larger bucket and incrcascd power. The 

IIMEE nas very reliable during the entire JCF-AWE. It rilways 

stayed mission-capable and urasan integral pall ofthe brigade's 

defensive effort. However, the HMEE's stature limitcd its 

mobility in rest]-ictiveten-ain. Recommendations to improve the 

HMEE are tom Add rollo\;er protection. 

Add HEMMT-type outriggers for stability. 

Characteristics 

Used ~~~~ for ~ dltchlno. -, 

trenching, load~ng.and 

other related engineer ~ISSIO~S. 

Is safe at up to 65 

miles per hour on 

country mobilitv and 

d~ggingcapabiiity than 

IheSEE 

the engineer commnnity should continue to refine and improve. 

During the 3IOLIT phase of the JCF-AWE, the Ti showed 

potential tor tinmanned breaching and clearins operations in 

built-up terrain. The system is too slo\v (its top speed is about 

10 mph). and the camera should be upgraded since the digital 

images sent back to the operator werc of poor quality. These 

were also problenrs when operating the T3 at distances liiore 

than 20 meters aivay.It is billed to be capable of remote opel-ation 

at 1,000 feet. but we had difficulty nnytinre line-of-sisht was 

lost. 

Charactertst~cs 

.Clears obstacles without 

rlsk to solders 

I ' .Is v~deoteleoperated 1 - Removes rubble and other - 4 large obstacles .Is CH-47 transponable 

Figure 6. T3 Dozer 

The Volcano (Light) (Figure 7) was another success story. 

Figure4. HMEE It is extremely mobile and lethal, and the high-n~obility. 
~nultipu~posewheeled vehicle (HMMWV) chassis reduces the 

system's signature while increasing its survivability. This 

scatterable-mine system uses the same canisler as the rcgular 

Volcano but with only 20 canisters (half rack) instead of 40. 

Suggested niodifications for the Volcano (Light) are tom Reinforce the EIMMWV frame since it is hauling a heavy 

load of mines. 

Incorporate some type of r;tpid-reload capability into future 

versions. 

I . 

The Digital Topographic Support System-Light (DTSS-L) 

(Figure 9 )is an example of the recent ahility to move technology 

closer to the soldier. Current automation technology is mobile 

and deployed closer to tactical planners and decision makers. 

The DTSS-L can be deployed with brigade combat teams to 

provide dedicated and real-time topographic support. Some 

benefits of the system are that it allows the creation of improved 

!nap products for brigades and allows teams to stay on-site 

and engaged in current operations and planning. Additionally, 

the improved hardware and software in the DTSS-L is similar 

to the current garrison equipment and does not require new 

Characteristics 

- Is a derivative ofthe 

Volcano that has been 

Provides a division 

terrain detachment 

canisters (120 antitank 

- Has a HMMWV-

, ,- mounted shelter. 

Figure 7. Volcano-Light 

Figure 9. DTSS-L 

The LMOB (Figitt-e8) is a work in progrehs. The concept is 

good, but the current technology needs refinement. The Rapidhardfnpyrepr*uction(RHR)andrapidterraindata 

LMOB's design illlows it to breach antipersonnel mines only, generation (KTDG) (Figure 10)significantly improve the terand it will not cut wire, ~l~~~~ facts litnit appliciltions rain team's ability to provide support in the field. These capaf[,r lhz LMOB in its conl,guratiun, ~h~ breach lalle bilities allow large numbers of high-cluality products to be 

width, as 0.6 meters, is inadequate for a cornhat printed very rapidly. The brirade requested 100copies of highbreach, Additionally,[he hrenclling system ,veighs 5s pounds. resolution overhead in~itge~).of the town for future MOUT. 

mock trainer does nothing to silllulate the breacll, andthe terrain tenm was able to lneet that requirement and 

~h~~~f~,~~, it doestl~tlend itself to dynamic training in send the maps out on the next logistic~lpackage. The recomcombined-arms breach. mendation for the RHR trailcr was to reconfigure the printer 

1;lyout to maximize the limited space available. 

Thc LMOB is currently fieldeil with a case. and uJe 

recomtnended a pouch or hag to facilitate dismounted I i 

tmnspnrtation over long distances. The Maneuver Support 

Center decided not to continue investing in this initiative and 

will ibcus on the Antipersonnel Obstacle-Breaching System 

(APOBS) that will clear an adequate lanc for light forces. 

Characteristics 

Creates an 80~meter-iong 

by 0.6-meter-wide footpath. 

Detonates su~face-laidand 

buried antioersonnel mines. I'I""'' ,?' . . . pressure-piate mines, and .. *. "A"lrg , trip wires. . , \ ; .Is manpackable (weighs .' i 55 pounds).

:"*.., Y ,", 

---* I,< 

.- .i...A-. ' 

Figure$. LMOB 

Characteristics 

Provdes hardcopy. nonstandard 

map-production capability directly 

from digital cartographic, terrain, 

and operational information. ..- : , .Produces at least 5,000 full-color. 

water-resistant standard products 

- Makes tactical decislon ads and 

high~resolutionimage maps. - Makes large-scale image maps. 

Figure 10. RHR and RTDG 
The MCS-Light, a software program that allows engineers 

to effectively increase C2, is the baseline maneuver tool 

in thedigital architecture for tlic 10thMountain Division 

JC1:~AWE.The system's unique features include thc ability to 

post overlays and orders electronically, display real-time 

situational awareness of blue and near real-time of red unit 

icons. "chat" with other elements through the use of Microsoft@ 

NetMeeting, and share commotl desktop folders and whitc 

boards. Information is shared with other MCS-Light users 

and- to a Inore limited extent-FBCB? computers typically 

mounted in vehicles. 

The old adage ''a picture is worth a thousand word?" holds 

true and should he the future course for reponing and sharing 

information. The inelficient analog method of sending pages 

and lists of raw data and grids requires the receiver to replot 

the grids on his nlap The method of~naintainingoverlays and 

maps call now he manipulated electronically via MCS-Light. 

'l'he enginccr obstacle overlay can now he created on a digital 

map and passed to a comlnon database or sent to another 

computer for display. Enemy obstacles atid the status of main 

supply mutes can he displayed on a digital map and sent to all 

units. Electronically sending digital maps and overlays 

eliminates the need to physically transfer acetate products. 

It is imperative that the engineercom~nuriityadopt a system 

that incorporates both planning and operational tools into a 

complete software package. Essentially, we recommend 

incorpol-atingplanning tools into the MCS-Light platlorm. The 

planning program should bc menu-oriented and assist the user 

through the lnilitary decision-making process. The menu 

orientation would prompt and assist the user in retnembering 

Inany of the considerations for the planning mission. 

Recommendations include the following: 

Improve the digital link between the MCS-Light and the 

FBCB?. (Minefields displayed on the MCS-Light need to 

constantly update and reliably post on the FBCB?.) This is 

critical infonilation with lifesaving itnl)lications. Soldiers 

died on the JRTC battlefield because they didn't have 

situational awareness of mines. 

Improve the lidelity of the engineer gl-aphicsand sytnbols 

in the MCS-Light software. 

Add engineer spreadsheet planning tools (for example, the 

user enters units and receives equipment numbers and unit 

capabilities in terms of tnobilitylcountermobilityl 

survivahilitylsustainment engineering planning factors). 

Add engineer-specific tools for developing mission 

analysis, courses of action, commandeu's critical 

information requirements, etc., to facilitate the military 

decision-making process. 

Supple~nentaltraining on the system at the Engineer Officer 

Basic Course is also required. We must develop an engineer 

system now that can meet our current and projected 

requirements; only then will we have a base from which to 

build or shift to be compatible with the liianeuver architecture. 

FutureExperimentationand Evaluation 

The JCF-AWE engineer initiatives have the potential to 

significantly improve the engineer's :~hilityto support 

decisive, full-spectrum operations. Product refinements 

and \uhsequent experimmtation nus st be continued to ensure 

that uveget the best equipment in the hands ofour light engineer 

forces. With an established, powerful, and proveti expcrimental process like the JCF-AWE, we--as a multiservice1 

multico~lrponentengineer community-must continue our 

cooperative efforts to shape our future modernization strategy. 

This will require a systems-analysis process with other 

battlefield functional areas. The field artillcry. air defense, and 

intelligence communities broke ground with their digital C2 

initiatives-the Advanced Field Artillery Tactical DataSystem, 

the Air and Missile Defense Workstations, and the All-Source 

Analysis System-and are continuously working on building 

compatibility with the maneuver architecture as they evol\,e. 

Only through this type of cooperative modernization strategy 

can we sustain our relevance a.; 11 lethal, versatile, survivable, 

and sustainable combat multiplier on the modern battlefield. 

Y 

Li~ote~mnt Colonel Doiiahu~coinirzoncls rl~c41,sr Eirgir~ccr 

Battrilion, lOrh Mr~untaiirDivi.sion, Fort Drrr~n,Neil. Yi~rk. 

Prrwioush: he ,st>r~vd(is chip[ of tthr Stlmdie.~aizd A~zciiysi.s 

Rr~iilc11,Conibii7ed Forces Cinnrnond, Seoiil, Korrn: nitd 

E11,qineer Brigade $3 nrld 11th Engineer Barmlioi! S.3, 3d 

Inf~iiri).Di~;isioii(Mechiinized}, Fort Ste~~:ort, Geoi-gin. A 

distingirislicmi gruduate of the i4i:i.inia Militmy Ii~stirure,LTC 

Donahi~eholrl.~o rnaster k iii operations research from rlze 

Na~,riIPostgrrr~l~roteSchool arid is a registered pri$es.sinnol 

engineer in Vi~~inia. 

Major G~.$fitli i~ the assistrii~rdivi.siot~engiilre,: 41st 

Ertgii~errButrulioi~,10117Morrnraii~Di~~ision, Fort Drum, Nett. 

R~rk.Prcvious assignmeitr incl~rdc,engLirrr odvi.ror for thr 

1I.S. Militny Truinbtg Mission in Saudi Arabia; ~i]remtion.s 

officer- with the Corps of Ei~ginrers,as,si,stant rlivisioiz 

engineer. 6rh Infantry Divisioil (Light}, For/ kVainn~right, 

Alnskn; and comn~ander the 47th E~igiilerrCarn~pan)6111 

Enginrei- Battalion, Fort Wciinwrigh/, Alriska. He is a 

rlistingui.rked gradirate of the ifishington State University 

Reserve OjfTccr Training Corps program and ho1d.s a master :Y 

in ndrninistration from the University of Solfrlz Dakota. 

26 Engineer Airgust 2001 
"\c
 *-i-

-- nr --\% BCTP Tsrain Annal?gsis: % %

"2 

* 

By Chief Wui-rant Ofljcer 2 Tl?cocloreW Mohn 

"KIWIVthe eiteiny, know purse[/; your victo~y ill never he en(lari~gert~d: 

Knobv il?e ground, kkilolr the lrenrller; your victory !<:ill Illen he rotiii. " 

As the Army's terrain expelts. engineers understand the 

impacts and effects that terrain has on units conducting and supporting military operations. Within 

the engineer community, toposraphic engineers (military 

occupational specialty [MOS] 215D terrain analysis technicians 

and MOS SIT topographic analysts) are the subject-matter 

experts that maneuver commanders and their staffs rely on to 

provide timely and ilccurate terrain-analysis and terrainvisualization products. Topographic engineers routinely 

conduct terrain-analysis for contingency operations and 

support to engineer battlefield assessment (EBA) and 

intelligence preparation of the battlefield (IPB). 

Terrain analysis is also conducted to support a unit's Battlc 

Command Training Prograin (BCTP) evaluation. Howeve]; this 

analysis is unique because of the simulations aspect of the 

exercise. The BCTP's automation system uses Corps Battle 

Sinullation (CBS) terrain data. This terrain has specific 

categories and specific terrain laycrs within those categories. 

'To properly cullduct an EBA and IPB during the military 

decision-making process, units must acquire CBS terrain. 

Topographic engineers have the ability and equipment to 

manipulate CBS digital terrain data and display the data for use 

in the unit's planning process. 

This article explains CBS terrain data, how it works, and 

why planners and commanders involved in a Warfighter 

exercise need to understand the differences in CBS terrain data 

as it relates to existing terrain shown on hard-copy maps. When 

CBS is analyzed properly, it greatly increases the possibility 

for corps, division, and brigade commanders to decisively 

employ forces that are fully capable of defeating the World 

Class Opposing Force (WCOPFOR). Topographic engineers 

arevital in analyzing theCBS database, displaying CBS data in 

a usable format, and providing a thorough explanation of its 

effects on operations. 

A~ig~ist 2001 

-Scm Tzir, 500 B.C., Tlze Art of Mrr. 

The BCTP 

The BCTP, located at Fort Leavenworth, Kansas, is the 

Army's capstone combat-training centel- that 

demonstrates a unit's abilities to perform and execute 

cornhat operatio~ls and then identify their shortcomings. The 

BCTP provides command and battle-staff training to 

commanders ol'corps, divisions, brigades, and theix staffs; major 

subordinate commanders; and supporting special operations 

forces. Worldwide battle-sin~ulation centers (BSCs) provide the 

framework to conduct comnand-and-control training from jointtask-force to brigade-level operations. The BCTP provides a 

"free-thinking" WCOPFOR, certified observer-controllers1 

trainers, and senior observers as mentors and coaches. The 

combat-training center pl-ovides highly realistic and stressful 

joint, interservice, and combined-arms training according to 

Army doctrine. 

CBS Terrain Data 

CBS terrain is the "real terrain" during a BCTP exercise. 

Commanders and dccision makers need to look beyond 

the thought that a ]nap covering a BCTP exercise area 

is the most current depiction of the terrain. One should think of 

CBS terrain as information gathered, and then verified and 

published, by an engineer reconnaissance team, scout team, or 

intelligence collector. The result of their reconnaissance is CBS 

terrain, which is the ol~ly common operational picture of the 

battlefield. Units that take advantageofCBS terrain historically 

have greater success against the WCOPFOR. 

Units participating in a BCTP Warfighterexerciseneed their 

supporting terrain teams to acquire CBS terrain data, which 

ensures that all participants are aware of the battle area. Tetrainanalysis units can access this data from the National Simulation 

Center's CBS suppo17 teams. After downloading CBS terrain 

Engineer 27 
I I understood. A large river (grenterthan 

CBS Terrain Categories 47 meters wide) is nonfordnble and 

requires a company's worth of bridging 

- / 

.. .. Antilank /.

/ 

. . . . . . . . . . . . . .. . . . .. . . . .. . . . . . .* k assets to cross. Mediu~iirivers (20to 47 

oitch / i ..... meters wide) are nonfordahle and . . 8 

,; 

; 

Modelate 

...........' require a platoon's worth of bridging 

,..

/ .... assets tocross. Small rivers are fordahle 

Vegetation anywhere along the river course. 

4 Levels Howevel: withoot a bridge. units that 

Barren-Sparse- crosslford small riversincur a20-minute 

Moderate.Dense move~nent delay ibr bank-to-hank 

crossings 

Urbanization. This category of data 

is broken into \,illages. towns, and 

cities. The niajor effect that 

Trafficability -*. - urhanization has on ~iiobility is 

6 Levels ..
.. conzestion. " Units travelinn on roads 

+. Rivers 

'. 

iW3l~r~None-Sc:0aih.GeniI~ through these population centers incur i?oilii;g-No,.li:iinods-March 3 Sizes a 20 percent degradation in vehicle 

speeds. Units nus st stay on roads to 

travel through - urban areas. 

Small-Medium-Large 

Figure 1 

Vegetation. Vegetation layers 

files, topographic engineers run each file through a series or 

conversions. Once converted, these files can be used in the 

auto~l~ationsystems that topographic-engineer units possess. 

Additionally. thcse files can be displayed using the latest 

version of MicrodemrI'erraBase I1 soflwa~-e.Engineers and 

other unit personnel (that are well versed in Micsodenfler1-aBase 

11) can perforti1 their own limited t~nalysis and ~isualization 

within the constraints of the software. This enables engineer 

commanders and staffs exxpanded access lo thc CBS tersnin 

they ii~ust negotiate during a BCTP Warfighter exercise. 

CBS tersain attempts to replicate a rnilitaty map. Howevel-, 

computer capabilities and technologies limit CBS terrain 

cate~ories and their layers to finite numbers. These categories 

consist only of roads. rivers, urbanization. vegetation, trafficahility. hridges, and elevationislope triangulated il-regular 

networks (TINS). The tilit tive tenzin categories and their layers 

are shown in Figure I. Bridges and TINS are discussed 

separately. Some common terrain features that do not appcar 

in CBS are railroads, powcr lines, embankmmts, escarpments, 

levees, dams, pits. quarries, and runnels. 

Roads. Three types of roads ale depicted in the CBS terrain 

data-large, medium, and small. Lxlge roadsareconsidered to 

he four lanes wide, and vehicles are pernlitted to achieve 100 

percent of their maximrun on-road speed. Maximum vehicle 

s~eedsarebasedondoctrinal vchiclecharactzristics. A medium 

road is considered to be two lanes wide, and vehicles ale 

permitted to achieve 75 percent of their maximum on-road 

\peed. Small roatls are considered to bc one lane wide, ant1 

vchicles are permitted to achieve 50 percent of their maximom 

on-road specd. 

Rivers. Deliberate river-cl-ossing operations require 

bridging assets. When units attempt river crossings at 

locations where no bridge exits. the following rules must be 

include barren, sparse, moderate, and dellse forests. ~h~~~ 


categoriesalso redllceoff.road mobility ~i~~~~2id

sped-reduction rates based on the of slope and 


vegetation ~ddili~~~ll~.
 moclerate and dense forests 

afford solne level of conceallnent for all units (including the 

WCOPFOR). ~~~i~~ - throuzh a dense forest without rorlds b 


almost halts vehicle progress. 

TtafYicability. Layers in this category are watcr; none (no 

llegativc cffect); smooth. relntively flat areas; gently rolling 

hills; mountains; and marshes. The tht-ee layers that severely 

reduce offroad movement rates are water, mountains, and 

marshes. Water is impass;lble, mountains add an additional 25 

percent speed reduction to include reslricrions already applied 

by ihc combination of vegetation and slope, and olurshes 

reduce speeds to rooghly 1 kilometer per hour. 

Bridges 

GBS terrain software antomatically pl;lces a bridge 

wherever a wad ct-osses a river. and regal.dless of the 

river or road ty pe. these bridges have a dcfa'ault military 

lo;ld classirication of 100. This allows frealo~n of movement for 

both the WCOPFOR and exercising units. 

CBS Movement Rates 

Figu1.c 2 terrain layers, combined with the TIN tile, arc 

used to compute on- atid off-roi~d movement rates or 

speeds. Movement impediments are applied equaliy and 

without bias to the WCOPFOR and the unit being evaluated. 

CBS tenain is neutral to all participating forces involved in the 

exercise. ~ ~a vejliclecantm\jcl ~ in CBS ~ is I kilollleter ~ 

perh<,urevenin the most restlictive ;lnd difficultterrain, Open 

is tile only .L1lo.go" terrain. 
of elevation data than that of the standard 

CBS Movement Rates NIMA Digital Terrain EleiSationData (DTED). 

BCTP Elevation Data 

urge - 100% dvehicle speed (4 lanes) Large - >47 meters wide, bridge commny required 

Medium - 75% of vehicle speed (2 lanes) Medlum - 2Od7 meters wide. bridge platoon require 

small - 50% of vehicle speed (I lane) 

(Additional25% degradation in mountainous areas) 

Urban areas -Additional 20% degradation Congested areas -Additional30% on medium mads 

-Additional 50% on small roads 

Figure 2 

There is no fonnula that can determine exact speeds for 

vehicles ~novingcross country. Calculating unit- and vehiclemovement rates over varying temin is difficult using any 

existiog Dcpu-tment of Defense-approved mobility model. The 

Arnmy-accepted models are the National Imagery and Mapping 

Agency's (NIMfl's) Cross-Country Mohility Model nnd the 

The National Simulations Center uses a 

TIN elevation model lo replicate the 

earth's surface. TINS represent the 

earlll's surface using contiguous, nonoverlapping triangles (see Figure 3). This is 

different from the DTED (ag~id-basedelevation 

model) and the Digital Elevation Model (DEM) 

produced by thc United States Geological 

Survey (USGS). 

Unlike the DTED and DEM, the TIN only 

affects air-to-ground and ground-to-airline of 

sight. There is no effect 011 ground-to-gl-ound 

line of site.Therefon, Friendly and WCOPFOR 

maneu\,er units visually acquire each other as 

if the world were perfectly flat. 

CBS Terrain Data Layers 

The 25th Engineer Detachment (Terrain), Schofield 

Ban-acks;Hawaii, takes full advantage of CBS terrain 

during exercises run from the simulation centels. On 

~ ~ ~ h ~~ ~ l ~~~f~~~~~~d~~)bili~~ ~ ~ ~ ~ t i~ ~ ~ ~ ~ ~ ~~ t ~i ~ ~ d"y one ol thc mission analysis, the detachment displays CBS

~~~h models require extens,,,e tel-raill inforlllation and only 

calculate movement rates for one vehicle at a time, using 

different algoritlllns ,jeterrnine* by the prograllllners 

contractors who hu,ltthe models. ~ h ~ ~ ~ f calculated speeds 

are sliglltjy different between the programs for \,ehic{es 

the same ten-nin. ~~hili~~ programs only calclllate 

,,,ovenlent rates based on doctrinal \,ellicle 

characteristics and fidelity of tel~aininfo~nlationused in the 

software package. 

CBS uses its own set of terl-;\inlayers. 

algorithms. and doctrin;~l vehicle 

characteristics to calculate unit and 

vehicle movement i;ltes. Figul-e2 reflects 

an approximation of the r~cescnlculated 

in CBS software. The n~~mhers and 

percentages depicted come from CBS 

ter~aineditors at Fort Leavenujorth. Unit 

movemcnt rates (platoon, company. 

battalion, brigade) may only nchic\'c the 

maxilnurn doctrinal speed of the unit's 

slowest vehicle. 

Only the CBS conlp~ltersystem can 

calculate the exact speed of a vehicle 

(unit) al a speciric location (grid) at a 

specific time in theexercise.'rl~esystenl 

has an independent set of algorithms for 

combining terrain layers andcalculating 

speeds. CBS also ~lsesa different lypc 

terrain data to the battle-staff members and explains how it 


works Once the battle staff understands that only roads. rivers, 


urbanization, bridges, trafficability, vegetation, and TIN 


categories are ~ ~ ~ , 
 used in CBS [or exel-cise piirposes. they accept


these features as fact and continue with their doctrinal planning. 


By knowing where the CRS terrain features exist in thc exercise. 


the battle staffcall betterfom~ulatecoursesof action and predict 


posible enellly courses of action. 


Used to determine 

air-to-groundand ground-to-air 

line-of-site and movement rates 

Figure3 lC01iti17~1~~~1 017 ~xl~qe 571
Integrating an R( Engineer Battalion 

Intoan A( Maneuver Exertise 

By Mujor Torid M.Jucohus 

he 224th Engineer Battalion (Mechanized), an TArnm National Guard unit in Fairfield, Iowa, has line

units in the southeast Iowa colnmunities of Burlington, 

Ottuiiiwa, Mount Pleasant. and Keokuk. The 834th Engineer 

Company, a divisional engineer company headquartered in 

Davenport, Iowa, is attached to the 224th for command and 

control purposes. 

The mission statement of the 224th is threefold. On H-hour, 

M-day, the battalion moves to the mobilization station to 

conduct post mobilization operations and, on order, deploys 

to the theater of operations to provide corps-level mobility, 

countermobility, and survivability support. When called on, 

the 224th provides organized. trained, and equipped soldiers 

to protect life and property, preserve peace and order, and 

provide public safety under the orders of the governor. Finally, 

the battalion participates in local and state projects and 

programs that add value to the organization and the Iowa Anny 

National Guard. The table on page 31 shows the variety of 

missions that the 224th Engineer Battalion has performed during 

the past 10 gears. 

'IkainingPlan 

(AC) rnaneuvcr units. Because of personnel turnover, every 

other year or every third year would be a "back-to-the-basics" 

year where the unit would consolidate its mobilization station 

to validate squads and platoons in critical tasks from its 

mission-essential task list (METL). By conducting validations 

during these off years, the 224th would have well-trained 

engineers available for linking up with lnaneuver units. This 

philosophy was irnplelnented in training years 1996-1997, and 

follow-on battalion commanders embraced this philosophy and 

continued to implement it in training years 1998-2000. 

In January 1999. the 224th contacted the 1st Infantry 

Division, Fort Riley, Kansas, and requested a linkup with a 

maneuver brigade sometime during training year 2000. The 

division sent the request to the brigades and received a reply 

from the 1st Engineer Battalion and I st Brigade Combat Team 

(BCT) at Fort Riley that they could use the 224th for a National 

Training Center train-up scheduled for July-August 2000. 

The battalion commander's objectives for training year 2000 

were tom Conduct safe movement to and from the annual-training 

location. 

During training year 1996, the commander of the 224th .Conduct linkup with a maneuver element. 

PI-csentedthe battalion's training plan for the next 5 .improve command and intelligence, and 

years. The unit needed to continue taking advantage service support to integrate the maneuver scenario into the 

of training opportunities with the separate infantry brigades, 224th'~annual-tnining plan. 

its war trace higher headquarters; the training support brigade, Improve proficiency on mobility and survivability at the overseas deployments, and rotations at the combat training platoon level. 

centers. But. above all, the commander wanted to see the 224th 

hone its war-fighting skillsby linking up with Active Colnponent .Improve the operations-order process. 

30 Engineer August 2001 
Qualify on crew-served weapons 

Conduct training on the heavy-demolitions range and mineclearing line charge (MICLIC). 

TrainingPreparation 

n preparation for the train-up, the units scheduled a kI-econnaissanceof the traininp area, a planningconference,

n-progress reviews, rock drills, and an officer-development 

program. 

Reconnaissance 

In March 1999,the 224th'~S3 and operations sergcant visited 

Fort Riley to conduct I-econnaissanceand identify potential 

training areas, dig sites, ranges, the maneuver-area trainingequipment site (MATES), and other support activities. 

Planning Conference 

An initial planning conferencein October I999 enabled the 

units to confirm training objectives and coordinate future inprogress reviews. In addition, they could establish a synchronization matrix, the command/support relationships during 

each phase of breaching operations, the standard operating 

procedure (SOP) for breach marking, and the type of 

survivability positions desired by the brigade commander. 

Battle Drills 

The 224th'~colnmander nlodified the unit's battle drills to 

facilitate a sean~lessappearance between the 224th and the 1st 

Engineer Battalion. After receiving a tactical SOP from the 1st 

Engineer Battalion and thelst BCT, the 224th'~line units began 

training to the 1st Engineer Battalion's battle drills during 

inactive duty for training. 

Officer-Development Program 

In May 2000, the commander, S3, and assistant brigade 

engineerfrom the 1st Enginecr Battalion participated in a 2-day 

officer-development program at Camp Dodge, Iowa, which was 

A soldier from the 224th Engineer Battalion 

trains on an individual demolition task. 

conducted concurrently with individual weapons qualification 

on a weekend of inactive duty for training. The program 

provided hands-on training to prepare for some of the 

requirements of the annual training. The training validated the 

commanders' and platoon leaders' ability to pelform troopleading procedures, issue oral operations orders, and perfor~n 

critical mobility tasks such as conducting enemy-obstacle 

reconnaissance, reducing an obslacle mechanically, and 

marking and clearing lanes in a minefield. 

The 1st Engineer Battalion commander's priority for the 

brigade reconnaissance element was to eliminate the combat 

security outpost lo prevent a maneuver-on-maneuver fight. 

Next, the engineers would idendfy the main obstacle belt and 

the point of breach. This was no small task. Ifthe main belt was 

not accurately ponrayed, then large amounts of engineer 

August 2001 Engineer 31 
resoulces would be expended on protective obstacles. The 1st 

Engineer Battalion commander did not have an engineer squad 

with the brigade reconnaissance team. Instead, there was only 

one engineer squad leader attached to thc team. Lessons 

learned at the NTC show that the brigade reconnaissance team 

is quickly decimated and engineer assets lost if a gwat deal of 

equipment and pessonnel are put with this team. 

The I st Engineer Battalion co~nmander discussed terms 

such as "zone of penctrntion" and "point of breach and 

emphasized the irnpoltance of engineers thoroughly understanding and rcl~earsing the battle drill hefore moremenl. Hc 

oullined the battle sequence from an engineer perspective. The 

brigade reconnaissance teanl would take out the first target 

array, and the point of breach would be located. Engineers 

would have an assault, a suppo~t, and a reduction force. They 

would determine where the opposing force (OPFOR) had its 

battle positions and establish a point of hreach based on that 

intelligence. The enginccr company comn~ander should take 

the lead on reducing obstacles, which would require that the 

engineers control tnoneuver assets at the point of breach. It 

\I ould be imperative to gel the assault force through the breach 

in less than 10 minutes. The unit should plan on 50 percent 

redundancy at the point of breach. 

After the forinal class. officers from the 1st Engineer 

Battalion and the 224th hroke into thrcc squads. The S3 

appointed squad leaders, a platoon leader, and a platoon 

sergeant. and they wel-e given a mission to mechanically hreach 

a co~nplex obstacle that had been built in the training ilrea of 

Camp Dodge. During the troop-leading procedures, the 

commander of the 1st Engincer Battalion and his team helped 

officers of the 221th focus on what they needed to do during 

the final months of preparation tbr the annual training at 

F~ITRiley. 

Final Coordination 

ollowing the officer-develop~nent p~-ogram, there was a 

change of comlnand at the 1st Engineer Battnlion and 

the 1st BCT. Soon after, the 224th estnhlished n telelink 

between Camp Dodge and Fort Riley to discuss the upcoming 

training event with the ncw commanders. A continwus flow of 

information throughout the year was necessary for 51 seamless 

synchronization at the time of execution. 

On29-30 July 2009, the co~nmandcn executive officec S3,S4, 

and company colnmanders of the 224th attended a final 

coo~.din;~tionmeeting with the 1st Engineer Battalion. The 

connnt~nder of the 224th wcnt through the operations order in 

detail with the company commanders. and they each briefed 

their plan for a final time to the battalion commander. 

The Reserve Con~ponent Services Division at Fort Riley 

gave the 224th personnel a lourofthe billets, nless hall, orderly 

moms, hospital, post exchange, clothing-sales store, MATES, 

and range control and amnlunition-holding areas. The 224th 

linked up with the lit Engineer Battalion and niadc :~djustments 

to the training areas, dig sites, and bivouac sites and then 

conducted a rock drill that includcd the battalion andcompany 

commanders, executive officers, and S3s from both battalions 

and platoon leaders from the 1st Engineer Battalion. 

Training Execution 

n 5 August, the 224th departed fro111 home armories in 

five communities and convoyed to Fort Riley. After 

arriving at its destination, the batlalion staged all 

vehiclrr in the motor pool and began mounting the Multiple 

Integrated Laser Engagement Systc~n and pc~fornring pre-fieldtraining-exercise inspections. The tactical operations center 

(TOC) moved to the field the next day and located independently 

from the 1st BCT. Each line conlparly lollowed, establishing 

colnpany perimeters on the eastern border of the maneu\8er 

box and prepai-ing to link up with their respective task forces. 

Initial linkup between the engineer battalions and the 1st 

BCT took place on day two, when the 224th TOC tied in with 

the 1st BCT TOC and the 1st Engineer Battalion. The 224th 

21dministrntive logistics contl-ol cenler moved into the brigadc 

support alra. 

Initially, the 224th was involved with three training lanes. 

After linking up on the ground, the battalion suppolled three 

task-k)rcc maneuver lanes with one plat0011 fro111each company. 

The intent was to prcividc engineer platoon leaders from the 

224th with an oppo~lul~itytoplan.coordinate, and synchronize 

with maneuver comn~anders. DUI-in: these combincd-arms 

operations, the 224th conducted mo\'eluents to contact. 

deliberate attacks. and deliberate defenses. 

While the 224th line platoons prtivided mobility support, 

the heavy-equipment oprrators conducted survivability 

operations in conjunction with the 1st Engineer Battalion. The 

224th'~ primiiry digging asset is the D7 dozer whilc the 1st 

Engineer Battalion has armorcd combat earthmovers (ACES). 

For the first time. the 224th'~ operators were able to work with 

an ACE-dozer team during the constmction of two-tier fighting 

positions. and Y-shaped fighting positions for the 1st BCT. 

Internal Training 

To inaximizerc~ining time, the 224th establisl~ed a tnining 

program independent from that of the 1st BCT and the 

1st Engineer Battalion. The battalion TOC issued 

opelalions orders directing assault-and-obstacle platoons to 

construct turret and hull-defilade fighting positions for both 

MI Ab~.ams tanks and M2 Bradley infantry fighting vehicles. 

Small emplacemcnl excnvatorh were used to construct crewserved fighting positions at both the brigade TOC and the 

brigade suppoll a!-ea. 

'The line platoons conducted internal mobility lanes, 

~naxi~nizingtraining time to conduct category-one tasks from 

the METL. This was a very resoorcc-intensive training cvcnt. 

Evaluators from the peacetime higher headquarters evaluated 

the entire orders process. According lo the battalion commander's guidance, evaluators focused their attention on troopleading procedures, rehearsals, and the platoon leader's 

operations o~.der. 
The 224th benefited tremendously from the subject-matter 

experts provided by the 1st Engineer Battalion in training with 

the modernized denlolition illitPator (MDI) and the Volcano. 

While the 224th had been working with the MDI for the past 12 

months, the 1st Engineer Battalion not only provided general 

inst~uction hut also conducted training on different priming 

methods. The 224th was able to provideexpe~tise in the siting 

process, because it had received the Volcano system in March 

2000 and had conducted new-equipment training, demonstrated 

functions tests, and rehearsed system emplacement. 

Lessons Learned 

uring its linkup will1 the 1st Engineer Battalionand the 

1st BCT, the 224th learned some important lessons 

that should be helpful to other Reserve Co~nponent 

(RC) units when planning training with ;in AC maneuver unit. 

Plan early and synchronize often. The first communication 

between the 224th and the 1st BCTIlst Engineer Battalion took 

placc 19 months before the tiaining cvcnt. Continuous 

comii~u~licationon all aspects of the exercise tremendously 

increased the 224th'~ preparedness. 

Be proactive during preparation for maneuver-force 

training. The AC maneuverlengineer units dedicate a great 

deal of time, energy. and resources during their field-training 

preparation. RC engineers can be either a training enhancement 

or a detractor, depending on their ability to be proactive during 

the process. Co~li~lriinicate pour expectations and objectives 

so that the AC understands what you are trying to gain during 

the training. The 224th'~ experience was that the AC units were 

\,cry supportive in helping to reach these goals. 

Distribute SOPs down to the squad-leader level. When the 

1st Engineer Battalion and 1st BCT fora,arded their SOPs, the 

224th ga1.e a copy to eaclr squad leader so they would know 

exactly what was expected when the linkup occurred. 

Ensure that the organic training plan is prepared and ready. 

RC engineers cannot completely depend on AC engineers and 

rilaneuver forces to be the exclusive source of training when 

they link up. The 224th'~ S3 co~il~llu~licated early with company 

co~il~nandersto ensure that they had training plans and 

objectives outside the specific missions it was supporting. 

Commanders with solid plans used their soldiers' ti~ue 

efficiently: those who relied co~rrpletely on their rnaneuver force 

ibr training were challenged to do likewise. 

Do not plan weapons qualification during an integrated 

annual training. Because of the geographic location of the 

224th, training areas that will support CI-ew-served weapons 

qualification and de~rrolitiorr ranges are lin~ited to the mobilization 

sration at Fort McCoy, Wisconsin. Therefore, the unit ~iorrnally 

qualifies on CI-cw-served weapons during its annual training. 

However, when il~tegratirlg annual training with an AC 

maneuvei force, it is best to focus completely on the training 

opportunity at hand and save the crew-served weapons 

qualification for a weekend of inactive duty for training. 

A soldier resupplies Class V for the next mission. 

Incorporate the AC leadership into professionaldevelopment plans, if possible. The 1st Engineer Battalion 

commander's PI-esence at and input into the 224th'~ ol'ficer 

ptofessional-developmznt program really focused the 224th'~ 

officer leadership team and validated what it had been 

discussing for the previous year. If the unit had to do it over, it 

would I-equest that NCO leaders from the I st EngineerBattalion 

participate in an NCO-development program with the 224th 

NCO leaders during the same month. 

I

ntegiating RC training with AC units is aiilutually beneficial 

opportr~nity that should be pursued by RC engineers 

periodically. Each time we train with the AC. we increase 

the skills and understanding of all those involved. 

There is no question that the officers, NCOs, and soldiers 

of the 224th benefited fro111 this type of training. Our soldiers 

now can say that they trained ibr 2 weeks side-by-side with 

the 1st Engineer Battalion and the 1st BCT. They understand 

that even on active duty. training events are not perfect. The 

AC has many of the same challenges as theKC. such as resource 

availability and funding constraints. Our leadcrs were able to 

integrate with the AC, participate in the orders process at the 

task-force level. and co~lrmunicate engineer capabilities with 

AC maneuver commanders. Tliese co~nmuniclltions challenges 

are issues that we will have to address if ne are mobilized. but 

it is beneficial to first understand the challcngcs in a training 

environment. LA 

MAJ Jocob~cris ;ire ereririive i,jiiccr; 224ih Eii,qi,ic~rHo~~olinrr. 

lowo Ann? Norion01 GL~I-~. E'irid;eId, 101171. 

Phorogrciphs urc courirrl; OJ'NCJI,Y Pogc, ii US. Marine Corj~s 

M/ir,!tinin vcremm m,do voluti:~e,piioro,yr~~~11~rr,fi~1- rhc 224th Ei~gheciBn1:alioii. M,: Poge is mi einpios~c ofihe .Mrdicnl Media Scrvir~s 

Division, Ka:i.irra,is Aiiminisi,riliori Medirni Cenre,: I<,tioCirv lo~~o. 
lI1c L:\I.( )RCE?(lOl ~(~nlcrctrcc in \Id incluiled amirmiriy 

devoteil to hrcahoor schsions that allc~wcdattendees tn 

contibutc to tlie DTLOMS process in some of the Refiment's 

rnust important issues, concerns. and progl-ams that will hirvr 

an imrnensr irlipact on the Engineer Rcgimcnt during the 

Transfi)rn~ation.The sin sersion\ from this year's conference 

;$rcsununarized below. 

Combat Bridging Requirements 

The cession provided all opportunity to revie\r the 

current systems under dc\,elopment in the bridging 

community and the capabilities these systcms will 

pro\ ~deon thc battlefield. Topics included the current status 

of thc LV~l\~erine. the armorcd vehicle-launched bridge (AVLB). 

the heavy dn: suppnn bridge (HDSB),and the improved ribbon 

bridge ilRBi proFyains and the acti\,:ltion ofthe multirole bridpc 

cumpanies. Key points of the initial briefing were as follows: 

Of the 132 Wolverines projected. 14 are currently 

funded. 

A Service Life Exlension Program (SLEP)is king proposed 

for 220 AVLBs under the Army's RECAP program to offset 

the assault bridging shortagc caused by limited fundine 

for the Wolverine. 

Current Department of the Army plans call for a combined 

total of 352 Wolverines and AVLB-SLEP Beyond these 

sy>tc111\:ttlc k.rigir~ccrSCII<K>I ih rcvic\\ii~gdoctrit~;!I ailcl 

org;inizational sillution\ lilr thc retilairling reqoirztncnt. 

The HDSB ivill he fielded during FY03 to multirole bridge 

companies :I[ 3 per-unit ratio of fbur 40-meter bridges and 

four launcliers. The HDSB has a nulitar? lo:~dclass (MLC) 

7019hcapability. 

w The IRB will be fielded during FY03 to r~~ultirolebridge 

companies. This is a onc-for-one replacement of the 

currently ticldcd standard ribbon bridpc. The IRB has an 

VLC 80196 capability. 

Thc r~iultirolebridge company con\,ersion is on schedule, 

with three ;\ctive Component and five (!.S. Army Keser\:e 

units completed. A National Guard company activation is 

scheduled for this surnmcr. 

The follow in^ questions \rere prcsented for discussion: 

Question 1: Given the decre:ise in the number of Wolverines to 

be fielded, and the pn~posalof an AVLB-SLFP. hoa do we 

adequately meet the requirements for :rssault bridging? 

Currently the AVLBAVolverine are issoed as one launcher. onc 

bridge. Is this the proper ratio to support the force? 

Questinn 2: What is the righr mix of assault, suppon, and lineol-communication (LOC) hridging to fully support the force'? 

Where in (he force structure should it be assigned/controlled'? 

Question 3: How do we transition from assaull to suppol7 to 

LOC bridging? 

.74 Engineer Airgrrr ZOO1 
The Engineer School is exploring several courses of action 

(COAs) to nuke up for the bridging shortage caused by the 

loss of funds for the Wolverine program. The breakout session 

attendees concluded that tlie Engineer School, in conjunction 

with the Product Mannger-Wolverine, shnuld identify one 

ch .,' , ,' . C~SSIS ol the AVLB and devclop an AVLB-SLEP to meet the 

requirements for assault hridging. It u-as 1.ecornlnended that 

the aswult bridging capability be I-etainedat the division-andbelow le\,els. 

Other areas explored and disc~~ssedwere doctrinal issues 

associated with the e~llployme~~t of multirole hridge cornpanic5 

and how long ;III ilssault or support bridge should stay in place 

before being rcpl;~cedwith a LOC bridge. Comnand and control 

(C2) in the multirole bridge co~ilpaniesmuel he addrebsetl, as 

well as the types and nu~uherolhridgesassigned ;11the brigade. 

di\:ision. and cot-ps le\,els. A recomrnei~dedsolution was to 

issue one additional bridge for each Wolverine and AVLB 

launclicrat the brieadc and division levels. Another alternative 

suggested was to add ;I third platoon to the multirole bridge 

company, thus lha\:ing a full complement of assaolt, support, 

and LOC bridging capabilities at the corps level. 

Attentlees agreed that a htudy should be conducted to 

adtires the assault. support. and LOC bridging recluirements 

and distribution ,and the lc\,el of co~umandfor all bridging assets 

within the force structure to suppo~tTransformation of tlie 

Legacy Force to the Objective Force. The Engineer School is 

pursuing funding to conduct this study. 

ConstructionEngineering 

what equipment is the "core" of the construction force, tlie 

pieces lei~stused, and strategic deployability. 

The results and reco~nmendationsof these four groups aue 

as follows: 

The organizational iiiix for the divisional group was 

one mechanized engineer company. one cumbat heavy 

company, cine co~nbatwheel conip;my, and one comh;itsupport-equipment company. Thc Engineer Division, 

Dil-ectol-ateolCo~iibatDevelopinents (DCD), MANSCEN, 

is evaluating a concept that i~icorporatesa moltirole 

blidge company to provide hridging in support of division 

operations. 

The organizational 111ix lor the EAD group was two 

combat heavy companies, one co~nbl~t wheel company. 

and one coiiibat-sopport-eq11ik111ie1itcompany. 

The org;lnizational mix for tlie EAC group was two 

con~batheavy companies. one combat-support-equipment 

company. and one constmctio~i-supportconipany. However 

tlic group also recognized cerl;~inadvantages in retaining a 

"plug-and-play"capahili1y fcir EAC hatolions (for example. 

replace the construction-support company with a purtconstruction or pipeline company for specific missions). 

The disc~~ssioi~lreviewof equip~nentproduccd several itleas 

for incteased efficier~cicsthat include levelaged engineergnjup consolidated assets ;lnd the potential for leasing lowdensity equipment. 

The next stage ol this ongoing effort for Engineer Transformation is to produce detailed concepts for worldwide 

By CCIII~U~II \Vil/;um R. GLI~VV~IIIOII~ III staffing 

uring this session, representatives from the Active and 

Reserve Components and agencies of the U.S. Arniy 

Corpa of Engineers broke into four groups to discuss 

eclieli?n-above-division (EAD) engineer missions, organizatioo, 

and allocated equipment.Three of the groups evaluated several 

COAs to determine the best organizational mix of four current 

EAD companies, under a battalion headqoarters, to perform 

the following missions: 

Division: Missions required in the division area of 

operations that the division's organic engineer resources 

cannot execute. These missions were assessed for shortfalls 

in mobility, countertnobility, sur\,ivability, and general 

engineering capabilities that require augmentation with 

additional construction engineering resources. 

EAD: Missions required to support the LOCs and 

infrastructure in support of division operations and extending through to the corps operational area. 

Echelon above corps (EAC): Missions required to open m~d 

maintain sea and aerial ports of debarkation and the 

infrastructure feeding into the corps. 

The fourth group discussed prioritization of constructionengineer equipment, using a wide range of criteria to determine 

Geospatial Engineering 

BJ Lir~rrrrionrColonel Stew liq~per 

This session was designed to gather and consolidate 

suggestions for the National Imagery and Mapping 

Agency (NIMA) terrain data and product I-cquirements 

proccss. The session followed the address given by the NIMA 

Director to the Regiment's leadership concerning the support 

NIMA provides to the Department of Detinse. U.S. Army 

engineers help drive the procedures that Amy forces use to 

secure the terrain data that major tactical units and their tersain 

teams use to sopporl the field. The requirements process 

includes ordering and delivery information. 

Breakout session attendees agreed on several key points: 

The Army needs a simple, step-hy-step, comprehensive, 

consolidated set of inst~.uctions-not a series of uncoordinated guidance. 

TheDefense 1.ogistics Agency (DLA) or NIMA must create 

an interface between the NIMA Gateways (secure Internet 

Web sites for ordering data) and the DLA Web site for 

ordering and shipping. 

(Continued on page 38) 


8 	 Users need feedhack from the NlMA system that reports 

exactly what has been ordered, how large the product is for 

clectroriic storage and shipping, and how long it will take 

for delive~y. 

8 	 Some orders will be fol- existing pr-oducts while others 

generate new production. Tlie responsibility for filling 

reqircsts for existing products remains with DLA. The 

responsibility for new production lies with NIMA. This split 

should not affect the user. 

8 	 The chief of the TRADOC Program Integration OfficeTe~~ainData showed a draft geospatial product-request form 

that was crested using Microsoft@ Access@. Attendees 

recommended several ruodifications to the forin. 

8 	 Arniy units desiring NIMAdata should consider [heirorders 

for Mission-Specific Data Sets (MSDS) as a starting point 

for negotiations with the NlMA Customer Support Team 

(either rhc Army team or a ClNC support team). The 

team will advise the custornel- on the data available that 

NIMA can gather or generate by the requested date. 

The session ended with the positive feeling that NIMA is 

moving in a direction that is advantageous to the Army's longterm intercsts. Over the next few years, NlMA will8 	 End production of l:S0,000-scale rnaps 

8 	 111crcase the holdings of foundation data 

8 	 Drive sewices to request MSDS. 

8 	 Build thecommercial joint mapping tool kit to view the data 

on the Army Battle Comrnand System. 

This transition [nay bc difficult, so beginning the transition 

now is smart. Thc ongoing exercise schedules, automated C2 

systems integration, and the Army Transsformation give an 

oppo~tunityto make these changes outside of actual operations. 

Tlie Army has an early voice in defining futur-e requiren~ents, 

and engineers are leading the Army's Transformation in this 

aspect. 

IBCTDDIVEngineers 

This session focused on taking a firsthand look at the 

engineer units in the Interim Brigade Combat Tearn 

(IBCT) and Interim Division (LDIV) and recornmending 

ch;illges-across doctrine, training. leader development, organization, materiel, and soldiers (DTL0MS)-to help ensure 

optimal bang for the buck. This is an area we must "get light 

the first time." The personnel attending this breakout session 

discussed8 	 The operalional environment. Its characteristics include- 

- Distributed and simultaneous operations 

Lirnited or poorly developed infrastructure. 

Noncontiguous battlefield 

Complex terrain, to include a wide range of operating 

conditions. 

8 	 The threat concepts and capabilities. The thrcat~ 

-Will marginalize the US. higli-tech advantage via 

asym~netric operations. 

-Can ernploy military forces wher-e and when it chooses. 

Can accept "not losing" as a strategic goal. 


Can support a prolonged conflict in the contested area. 


Will deny U.S. access rind limit tactical mobility through 

extensive use of mines and cheniical-biologicd agents. 

Is niodemizing in light of late twentieth-century lessons. 

- Can counterwith sufficient mass and technology to inflict 

highly visible and enihamssing losscs. 

8 	The IBCT Operational and Organizational (0&0) Conccpt 

and the Engineer Battlefield Functional Area (BFA) 

Assessment. The organic IBCT engineer companyIs oplirnized to prox~ide ruohility support lo maneuver 

battalions. 

Provides limited survivability and counterrnobility 

support. 

8 	 The lDIV ORrO Concept. The IDlV- 

-Is full-spectnln~ capable. 


-Will have three IBCT-likecornbat formations 


Uses current "off-the-shelf' technology and platforms. 

Is the bridge to the Objective Force. 

-Is anearly-entry force (simultaneously deploys and shapes; 

is decisive earlier). 

8 	The cngineer IBCT and IDIV engineer BFA 0&0 

requiren~entsversus capabilities. AtlendeesAnalyzed the DTLOMS impacts. 

Identified risklexcess capability for IDIV 0&0 missionessential tasks. 

Although the session did not allow enough time to answer 

all of the outstanding issues, it did provide a veriuc for engineer 

com~nanders to understand the issues and provide recommendations for the dcsign of the lDlV engineer organization. 

All participants agr-eed that the current engineer-force structure 

was too small to effectively support the IDIV mission sets. 

They funher agreed that-because of the complex operations 

and the environment--an engineer colonel is needed to 

cornmand the IDIV engineer 01-ganization. Three possible lDlV 

engineer organization courses of action (COA) were discosscd: 

COA 1: The working engineer gr-oup or regiment. This COA 

consists of a group or regimental headquarters (commanded 

hy a colonel) and five companies: 
8 Three IBCT engineer line companies (typically directly 

supporting each IBCT). 

8 An "IBCT-like" genelx~lsupport sapper company (provides 

close con~batsupport to weight the IDIV main effort). 

= A construction engineer company (provides general 

support to thedivision-similar to a light equiprncnt 

company). 

COA 2: An engineer group or uegimental headquarlurs with 

two subordinate engineer battalions: 

8 A battalion headquarters consisting of the thl-ee IBCT 

companies and an "IBCT-like" genelxl sopport sapper 

enginecr company. 

8 An engineer battalion consisting of an IBCT-like general 

support sapper engineer company, a "corps wheel-like" 

engineer company, and a COI-pslight horizontal equipment 

construction company. 

COA 3: An engineer group or regimental headquarters and 

one subordina~eengineer h;tttalion: 

8 A regimenral headquarters commanding an IBCT-like 

gene~alsupport sapper engineer company, a corps wheellike engineer company, and a corps Irght horizontal 

consuuction engineer company. 

8 An engineer battalion consisting of three IBCT engineer 

companies and an IBCT-like general support sapper 

engineer company. 

The breakout session attendees agreed to recommend COA 

2 to the cornmanding general: Increase the engineer force 

structure and ensure that it supports the growth of h1tu1-e1lnV 

engineer group or regimental and battalion commanders. The 

Engineer School continues to analyze the best force-structure 

niix for the lDIV engineer organization and will validatc the 

engineer rcqnirements in upcorning IDIV rock drills before 

finalizing the IDIV 0&0on I March 2002. 

Rq' Colonel Joltrl Holler 

This session consisted of brief presentations on the 

evolution of mine and countermine (MICM) systems 

arid highlighted Engineer School efforts for the future. 

Enpeer leaders, materiel developers, combat developers, and 

contnctors discussed doctrinal and materiel efforts affecting 

future MICM systems. The following topics were discussed: 

For political reasons, it may be advantageous to stop 

referring to systems as "mines" (particularly the "smart" 

ones) and change the terminology to "munitions." 

C2 systems must do a betterjob of tracking and portraying 

mineirnunition locations. These systems must display exact 

locations of individual mines or exact boundaries of fields 

toFnrce XXI BanleCommand, BrigadeandBelow (FBCB2). 

A challenge exists in passing information between differing 

digital systems or in integrnting echelons above division 

or other units not possessing digital or compatible C2 

systems. There are too Inany manual or "swivel-chair" workarounds in use. 

Co~nmandersin the field would be much better served if we 

co111dmodify the Volcano system to allow self-tleshuclti~nes 

to bc reset and add a command-detonation feature. 

Currently, maneuver commanders are reluctant to use 

anything beyond a 4-hour self-destruct time. They view 

even 48 hours as too long a commitment. The 4-hour selfdestruct time severely impacts the engineers' ability to shape 

the battlefield. They must closely assess decision and 

trigger points when executing a system that begins its selfdestruct cycle in less than 4 hours. A reset featui-e would 

allow commanders to lengthen effects?and a command selfdestruct--or better yet a render-safe-feature would allow 

friendly forces to pass without having to breach our own 

minefields. If these features cannot be incorporated into 

the Volcano, they must he features of any future mine 

systems. 

8 Future mines must all have a capability to identify fi-iends 

and foes or have a remote on-oft-on feature. We need these 

technologies to minimize fratricide. Also, future emplaced 

minelmunition fields should have a warning technology to 

alert ermnt friendly forces that they are approaching a 

danger area. Electronic or visual warnings on C2 systems 

and "in the clear" must he used. These warnings need to be 

effective for both digitized and nondigitized forces. 

8 We may need to look at using mines without an explosive 

fill-nonlethal and other technologies. Perhaps we can fulfill 

the role ol mines with systems that attack the electronic 

co~~iponents ofa vehicle or its engine-or with a technology 

that attacks some other pa11of a vehicle that prevents it 

from moving or prevents the occupants fi-omcontrolling or 

using the vehicle. 

8 It is time to reconsider our classification of minefield 

locations. Currently, the location of ninef fields and even 

individual mines is classified as "Secret." This leads to 

serious challenges with the new "sman" ~nineslmunitions 

that self-report their locations and other infomiation to 

1-emote-control stations. 

8 Senior lenders have questioned our continued need to use 

"brute-force" hreaching systems. Currently, some form of 

brute-force hreaching may he the only way to deal with 

certain mine threats. These systems, by necessity, will 

remain a viable part of our countermine capahility. 

Additionally, searching for a single "silver-bullct" technology is too optimistic. Our countermine success will 

continue to be tied to several systems. each of which 

provides a specific but limited capability. 

8 We currently are developing precision standoff detection 

and neutralization approaches to the countermine problem. 

A more beneficial option may be to develop an areaneutralization capability. If we can neutralize mines oLrera 

wide area instead of focusing on precise neutralization, we 

can eliminate the need to conduct precise mine detection. 

August 2001 Enginrrr 39 
These comnrents are all well founded and nus st be considered 

by all that :re developing the future MKM systems and doctrine 

for our Regimcnt and Army. 

Officer Development 

By Lieuro~riiiiCr~lo~zel S~rsnnMyers 

This session provided the Regiment with infor~r~ation 

concerning the transforn~alionof the Engineer Officer 

Basic Course (EOBC) to the Basic Officer Leader Cousse 

(BOLC) Phases I and I1 in fiscal year 03. The pulpose of this 

change is to produce leaders with character and competence 

who are self-awa~eand adaptable and act to achieve excellence. 

This initiati\,e is bcing directed by the Training and Dochine 

Cotrunand and will repnckage the current EOBC 17-wcekcourse 

to a 20-week course. 

The first 7 weeks of the BOLC Phase I will take place at Full 

Benning. Georgia. This course will be :I !nix ofoftiticcrs fmm all 

hranchcs and will focus on leadership development. Course 

~naterialincludes tactics. leadership, doctrine. counseling, 

weapons qualification, land navigation. physical training, and 

situationdl tactical exercises. Common-core instmction includes 

nraintenance; prcventive medicine, air defense, and 

cotnmunication skills. Appmxitnately 76 percent of the 

instruction will take place in the field and the remaining 24 

percent in the classn~otn. 

To graduate from BOLC Phase I. all lieutenants will nleet 

heightlweight standwds, pass the Army Physical Fitness Tcst. 

perform sdtiskictorily in leadership requirenients (counseling, 

peer evaluations, and cadre assessments), qu;~lifywith the 

M16A2 or M4 rifle. co~nplete4- and 6-mile foot marches, and 

run3 miles inles than 27 minutes in formation. Other skills will 

include combat water survi\,al, running 4 miles in less than 36 

minutes, cornplcting 8-mile foot muches. and passing basic 

land navigation (day and night) and a leadership exall1 frorn 

FM 22- 100.Aniiy L(aa(/elrrshil~. 

Thesecond phase of BOLC-r BOLC 11(Engineerj-u*hich 

is at For1 Leonard Wood, Missouri. will besimilar to rheEOBC 

pro~amof instruction that is cusrently being taught. Therc 

will be some course reductions because of titne constraints. 

Most of the cotnmon-core subjects will emphasize engineer 

systems. con~batengineering, tactics, and constmction skills. 

The combat-eoginecring instruction will focus on the tnskforce-engincer operations-order process, rnine warfare. 

bridging, reconnaissance, demolitions, target folders, breaching 

operations, engineers in military operations in urban tel~ain 

(MOUT). obstacle tactics, and engagement-area development. 

Thc construction subjects will include pl-o,ject mangement, 

structures, utilities. concrete, survivability positions, drainage, 

airfield-damage repair. and roadlairfield construction. Some of 

the subjecls that will be deleted are Bailey-bridge design, the 

river-crossing practical exercise, and equipment training. 

Someof the issues raised during ENFORCEwere scheduling 

of the courses so the Reserve Co~nponentofficers have some 

flexibility in working their schooling with their careers. 

minimizioe duplication of subjects taught in other schools, and 

lnakilig cou~sematerial available online. The Engineer School 

is continuing to train our ti~ti~rnleaders to be a vitrrl part of the 

combined-anus team. We appl-eciate your-fecdback and look 

forward to your suppol-tolthe Engineer BOLC. 

Officer Retention 

By Lie~,letianiColoncl Mike H(,lntkk 

he purpose of this breakout session was to educate Tthc engineer leadership on retcntion challenges and

develop proposals on how the Engineer Regiment can 

improve engineer-officcr retention. 

During thesession, infol.mation waspresented on the h11y's 

initiatives to retain company-erade officers and its effosts to 

man the force. These initiatives included expanding educational 

opportunities, increasing assignment choices to better 

accommodate officer preferences, and providing better comnlunication to the field. During the session, sc~iiorleaders also 

discussed an initiative hy ihc U.S. Army Corps of Engiueers to 

provide junior officers opportunities to work in local en;-1neer 

districts ;IS part of ajuniou-officer intcrn program. 

Breakout-session discussions included the following topics: 

The need lo balance asrignment\ ti) minimize the impact on 

the family. 

The changing Army dcmograpliics. A higher percentage of 

spouses work and have professional careers. which cleates 

a need for ]nore stability and a better support system for 

families. 

The fact that married couplcs in the service are leaving the 

Army together. 

That commanders sllould do all they can to help rcrention. 

Officers fYecluently say that the senior leadership is one of 

the reasons they are leaving the Army. 

The Army met its goal for the Active Duty Recall Program 

for captains. 

Encouraging officers to switch rrom Active Component to 

Reserve Component. or vice ieru. to retain quality officers 

in the tutal Ar~ny. 

Therc is no single reason why office,-sleave the Army, and 

there is no one solution for improving retention. Ho\vever, each 

leader can positively impact retention by actively participating 

it1 senior-lcvel discussions and providing direct leadership to 

jctnior officers. 

Conclusion 

This year's breakout sessions provided n valuable 

plutfortn for senior leaders to discuss some of thc most 

important subjects facing theEngineer Regiment. Some 

ver). critical issues were raised and addressed. Session notes 

are being finali7,ed and will be forwarded to the ENFORCE 

coordinator fol-Curther action as necess:uy. Y 
Personal Viewpoint 


Where is the MTBE Guy? 


Recommendations for the Combat-Engineer Company (Heavy Division) MTOE 

By C<il?tfrin Ed~~.crrd f? Cli(imberl~yit~ 

0

n 17 October 2000, a new edition of the modified 

table of equip~nent (MTOE) went into effcct for the 

mechanized con~bat-engineer battalions. Over the 

years, the MTOE has been pared down at a consider;~ble 

savings. As an officer in combat-engineer battalions, I have 

been flustrated with the inadequacies of the MTOE. In this 

article, I list the items, by priority, that I hclieve could improve 

the readi~les and combat ability of the combat-enginecr 

company. I list dollar amounts, when possible, to justity the 

additions and deletions to the .MTOE. Whel-e appropriate, I 

includc n table that su~n~narizes the current MTOE and lny 

rccom~netidations. The pl-ices, which are based on the Mtlrch 

2000 FEDLOGCD-ROM set disuibutcd by the Detkrlse Logistics 

Agency. are an attelnpt at quantifying the changes and are not 

intended to be a complete statistical analysis of the MTOE. 

My intention is to generate discussion betwecn the cornbatengineer battalions and the11 provide feedback to the Engineer 

School to the dcsk of the MTOE guy. 

Annored Co~nhat Earthmover (ACE) 

Recoinir~i~r~rlnii~~i~: Clrar~q~ the MTOE rolii~eA CE.: mid IIVO 

D7G bir/l(lozei:~ wiili MY16 y~.irrie riim,rr,y onri M870 irai1ri.s. 

Ellgineers know or have heard ahout the problenls uitli the 

ACE. It is a great concept<o~nhine the digging capability of 

the D7 bulldozer with the speed. mobility. and armored 

protection of an MI 13. This concept is not arcality yet. but the 

systematic improvemetlt plan for the ACE is continually 

improving the vel~icle. It is good fbl- breaching, digging 

protecti1.e hems, and pushing soil. But for constructing hull 

or tur-ret defilade \,chicle fighting positions in rocky 

orclay-rich soil, you need somethins more durablethe D7G with rippers. We had D7Gs until the ACE 

arri\,ed. What I recommend now is a inix-five ACEs 

and two bulldozers. This would allow the colnmander 

to task-organize for the defense, offense. or stability 

and supporl operations. This will also give the 

combat-engineel- commander the ability to implave 

roads and conctt.net hahty trails for the rrlaneuver 

commander. 

Incorporating the D7G bulldozer will mean a 

savings for the combat-engineer company (see 'Table 

I ). This recommendation assumes that the perhon will 

operate the M916 psilire nlover and the D7G. A cost 

that is riot includedin this pmposal is the maintenance 

of the ACE versus the D7G. However, eliminating two ACEs will 

save a signiricant amount of money on Class IX repair parts. 

High-Mobility, Multipurpose Wheeled Vehicle (HMMWV) 

R~ron~irrei~dnfioi~: Add oiir MY98 HM?MbW ro /lie MTOE 

firrhi,,/ir~l ser,yai?i. 

It seems that every first sergcant in every comhat unit on 

the battlefield has a vehicle except the con~hat-engineer first 

sergeant. I believe that he needs a cargo HMMWV so he can 

inspect training. deliver Class I supplies to soldiers, deliver 

Class IX repair parts, deliverlpick up mail. cr~nduct casualty 

evacuation, and so on. Sonle would argue that the 5-ton or the 

2 112-ton truck in the Ireadquarters pl:ltoon is available. 

how eve^-, the supply sergean1 and supply clerk use the -ton 

truck, and the prescribed-load-list (I'LL) clerk uses the 2 112-

ton truck. A vehicle for the battalion command selgeant major 

and battalion cnecutiveofficer wasjust added to the MTOE. so 

I recommend one fol- the first sergeant. The cost would he 

about $34,73500. 

Combat Engineer Vehicle (CEV)and Personnel 

K~~nriirr~endaiio~i: Krir.srrirr rlre nvo siriff-sergrni~r

p,~.sit;ons iind n c.nrxo HMMbVV 

In 1996. the comhat-engineer company lost two CEVs and 

eight personnel. acconling to the revised MTOE. 1 think this 

was done to saxre Inoney on repail- parts, prepare for the fieldinz 

of the Grizzly. :ind impro\,e unit manning (about 504 engineers 

112BI).This created it significant void in our mobility-support 

capability. The other impact was the loss of two of the three 

Table 1. Recommended Vehicle Changes 
- - 

squad leaders in the assault-and-obstacle (AR.0) 

platoon. The platoon was broken into two assault 

sections---each led by a staff sergeant who was also 

the tank co~n~llander for the CEV-and an obstaclc 

scction. The 111ost senior armored vehicle-launched 

bridge (AVLB! tank commander-usually a junior 

sergeant who must lead his soldiers and peers-is 

now the squad leader. This creatcs a void of leadership 

in tbe A&O platoon. It is the most maintenanceintensive platoon in the company: yet it has the most 

junior noncommissioned officer (KO) leadership. 

This does not set the platoon up for success. 

Consequently, if we add the squad leaders, then we 

should add a vehicle for them (see Table 2). 

CommunicationsEquipment 

Recornm~ndotion: Upgxrdr the rodio ronfi,qurntions. 

Communication with the soldier in the field has always been 

a challenge. . The recent MTOE change was a positive oneevery vehicle in the engineer company is now authorized a 

radio svstem. However, nioct of the vehicles need lonn-ranee 

capabilities since an engineer company can be spread across a 

task force or even a brigade during combat operations. Thus, 

recommend that every radio in the vehicles he able to talk long 

Table 2. Recommended Vehicle Additions 

range and that leaders be able to talk on at least two radios at 

long range. Addin8 a power amplifier to the existing radio 

system-a cost of about 5921.00-could solve this problem. 

Table 3 lists the recommended changes by vehicle type in a 

combat-enzineer - co~noanv. 

AN/PVS-4Night Sightsand M20340-mmGrenadeLaunchen 

Recorm~lu~~dorion: Add 2 more AN/PVS-4 night sights rind 

nathorb~tile cotizpany to carr)' 12. AdcI 2 more M203s ro the 

MTOE and rruthorize rAe cor?p7011s to carry 6. 

Changed MTOE 

Platoon leader M113lM1038 ANNRC-92D 

ergeant HMI ANNRC-92D 


It section HI 


I 5-ton 


Table 3. Recommended Radio-System Changes 

42 E11,qineei. A~rgr~st 2001 
M9 ACE a-o nn,t:l-l ,x oe;! 


I rsl -+qen?l z .IMM /I: .-? 


RFF~.I-SC(.I:I ,c-an- *:il.~c~r o?? 


Radio-upgrade dea 


M203 and ANIPVS-4 idea 


Company commo-section idea 


PLL-sectlon idea 

91.1'2 '02 I . Cllangc-, .. ACI s ,.n;l2 D7G d3rers 

S34.7'j: )C G .? I FSI sey, 1' c riMMdl 

51 21: '22 I: (; ;:.a1 r.:;ori, -1RlM1vVs ~ ~ 

-$165.573.00 More radios means bener communication 

-$6,864.00 Allocate the weapons and night sighls better 

-$2.038.00 Bring back the 31U10 and tools 

-$8,524.00 Estabiish company PLL and qive M105 trailer 

Table 4. Summary of Recommended Changes to the MTOE 

The MTOE change reduced the number of ANPVS-4 night 

sights to 10. These sightsare used withtheM249 squad assault 

weapon (SAW) and the newly fielded M240B inachilie gun. 

Currently, the MTOE lias eight M249 SAWS and four M240B 

rnachine guns. Thereforc. we need two morc ANIPVS-4 night 

sights to bc effective. Before the latest update to the MTOE, 

we had two M203s per squad (1 2 total in the company), which 

thc team leaders nornially cal~ied. The current authorization is 

four per company. I beliexje the absolule mitlimum sliould he 

one per squad. assigned to the squad leader. The cost would 

he about $6,864.00 

Conimunication Personnel 

Recon~tnendation: Reas.ri,qrz une military occupational 

sl~rcialty(MOS) SlUlO and i.einstate rile TK-101 conimunicntio~~speciali.st tool kit, multirnrrrr: arldAN/PRM-34 radio 

te.st .set. 

As of 17 October 2000, the 31U10 MOS and the TK-I01 

were no longr authorized. Engineer companies are designed 

to support mechanized and armored task forces. but they also 

operate independently. The Single-Channel Ground-to-Air 

Radio System (SINCGARS) equipment is more co~nplicated 

when troubleshooting defective radios and installation kits in 

the tracked vehicles. The company needs a 31UIO to 

troubleshoot the internal intercoln systems, power-junction 

boxes, and combat-vehicle-crewman helmets. We also need 

the diagnostic tools such as the rnultimeter and ANIPRM-34. 

The cost would be about $2,038.00. 

Company Prescribed Load Lit(PLL) 

R~comrncnrlation: Keassigrl one MOS 92A10 (PLL clerk) 

lo the MTOEof each ondaddon addiljonal M105A2 

tmiler. 

The engineer battalions are not authorized enough 92AlOs 

to operatc a Unit-Level Logistics System-Ground (ULLS-G) 

computer (or box) for each company. if we are to maintain our 

equipnient properly, keep the equipment at -101-20 standards. 

thcn we must be authorized the 92A10. Foxing the engineer 

conipany to train 126 10s to do thc job takes auay from our 

total engineer capability and prevents a soldier from continued 

engineer training. 

Engineer squads use theM105 trailer to move the equipment 

that does not fit in the squadMl13s. A seventh trailer, which is 

used to move equipment for the company headquarters M577, 

is authorized. The company needs an additional trdl'I er to move 

equipment behind the 2 1R-ton for thecolnpanv PLL. Thecost 

&id he about $8,524.00 

Conclusion 

We are constantly challenged to face various 

missions on a daily basis. Let's design an MTOE 

that helps the soldiers face these missions more 

effcctivcly and efficiently. Table 4 is a summary of the changes 

I recommend to theMTOE. We must remain flexible to adapt to 

new missions; having the proper equipment and personnel will 

allow us to do this better. I would like to encourage more 

discussions about our MTOE. suggest ideas on how to improve 

il; and make an impact on our future readiness. 

Please send feedback regarding this article to 

erlchambe@vt.edrr. Y 

~. . . ~ 

70tl1ErigineerBalluiiori or Fa,-IRiIry. Kansar He hns sr,x~edn.splrrtr,~,,i 

Imdei; cornpan)-. PXCCL~~~I'C O~~?CCI: S.? ~perofiorrs~)flcc1;and ussirranr 

brigah o~gineer- in nechiiniz~d rnginecr bnllolions. He is currently 

osxignvd lo rhr US. Amy Slrrdent Derochmrr~t wliilr in gmditat~ 

school at Virginia Tech. 
By 	Fi~-.stLieutenn~~f Scott S\~~!lie? 

From 2 June to I0 Decemher 2000. 

Alpha Compaoy, 16th Engineer 

Battalion, Giessen Army Depot. 

C;ermanq-. \\,as deployed to Camp 

Monteith, in Kosovo, to help maintain a 

safe. stable. and secure environ~iient for 

the people of Kosovo. The conipaliy 

supported the Task Fol-ce 1-36 Infantq 

sector by managing eight towns and 

monitoring the provisional houndan.. In 

addition. the coliipany conducted 011- 

ordel-lnissions out of the sector to apply 

it enziueer-specific skills. In early 

November. the task force called on those 

skills. 

As \\inter approaclied, caves wei-e 

being discovered in the mounrainous 

southeastern part of KOSOVO-011e of 

tliern in the Task Force 1-36 11ifi1ntry 

sector. The task force had learned that n 

care also had been discovered in the 

Polish sector and. after the entrance was 

clenl-ed, multiple antipersonnel ~iiines 

with trip wires were found. Additionally. 

the ca\ r contained a weapons cache. a 

I 	 much-cailier lictim of a booby trap. 

chemical fuses. and a g;~s mash for a 

liorse. This indicated the age and 

diversity of the cache and suggested the 

possibility of a chemical threat asiociated \\it11 caches in remote areas. , Alpha Company's 1st Platoon was 

tasked to clear and se:~l the cave in the 

Task Force 1-36 Itifantry sectol- and 

provide commnnd and control of 

additiotlal assets. as 1necessar)i. This article relates the e\'ents surrounding the 

demolition reconnaissance. hypothesis. 

and execution and the lessons learned. 

Reconnaissance 

ey leaders from the plaloon. an 

explosive ortlnence disposal 

(EOD) team, and a secnrity 

I di.~iiil from Alpha Company. 31377 

Infantry. which owned the sector in 

which the caves were found, went into 

the hills to conduct a reconnaissance of 

the cave. The route leading tothe cave- established design criteria based on two 

about 15 kilometers of dirt road demolition techniques. 

containing potholes and extremely shalp ~h,first tecllnique was based on a 

curres-was untrat'ficahle to vehicles colllbination of the uethods I and 11 

with long wheel bases (such as hea~~y ; attack on an arched, closed.spandrel. 

expanded-mobility tactical trucks masonry bridge. ~~~~~ti~ll~the stmc-

[HEMPS]. dumptmcks, and ~iiis tmcks). tural integrity of the cave u.ould be 

After arriving on-site. the infantry destroyed by placing a charge on each 

securcd the area. and sappers in mission- ,all one the ceilin to the 

oriented protective posture (MOW) necessary to seal the cave. These 

Level 1 gear used ANIPSS-I2 mine [hire formed one firillg-. 

detectors to sweep a path to the entrance The second demolition technique 1 ' of tile ca1.e. u,hile scanning for signs of 

booby traps. Once a path had been used the premise of countet-force-charge 

cleared, a left and right handrail was 

demolitions. The challenge would be to 

emplaced using high-visibility tape. create the requircd ;lmount of spoil to seal 

the cave, while taking into account the 

Sappers fi~tn I st Platoon were then amount of rock that \vould be pulverized 

read? to begin gathering critical di- into inadequate sealing material. The 

mensions of the cave for a potential solution was to create a counterforce 

demolition mission. Before they could shock wave by placing thres equally 

determine the inside di:~meter. they had spaced firing systems in the cave and 

ro clear se\.eral feet into the care. First. detonating them simi~ltaneouily The 

they visnally inspected with a flashlight theoig was that the shock wave from the ' fro111 a cleared positioii and then grnp- two outer charges would collide \vi~h the ,

pled into the cave as f;~ras p<~ssibleh-oln slrock wa\ie from the innel charge atid 1 

behind a berm a feu, nieters from the force the inner charge to penrtr;tte to a 

cntrance. Once this was completed. the ~nuch greater depth. causing a larger 

dimensions could be collected. volumc of material to he displaced. If too 

1st Platoon saypers discovelzd that ~nuch force was gener;~ted. ~iiatenal could 

!lie areragc interior dianieter of the ca\e. hc hlo\vn from the cave. crenrili: a \ar:e 

~vhicli extended into the hill ap- crater and suh$equsntl? a second 

proai~iiately75 meters. was 5 feet. There eiitrance to the cave from above. These 

were no ahrupt cliangcs in direction in were the pr-cmihes that nere the 

the cave, and it was level nith the foundation for the design of the charges. 

horizon. Although the cave 3ppc;ired to The charge drsign was bliced on 

he constructed by man. there nas 110 calculations in Field Manual 5-250. 

evidence of spoil or means ior spoil E.~/~/.i'iosii,c ri~ld D~n~oiiiiori~. for breach 

rernoual. The hill that the cave extended charges attacking rock. Taking into 

into resembled granite in appearnnce. consideration thc dimensions of the cave 

strenprh. :nld hardness. 	 and the volume of material necessai? to ,: 

he produced plus the void creaied hg Hypothesis rock pulverization, a 7-foot hreacli chars 

After collecting the critical \?a? selected. This amounted to 1 IS 

ditnensions and the neceasnry packages of C4 explosives per hreacli I 

infoniii~tio~i for the demolitions charge. 354 packapes per counterforce , I 

recoliilaisaance report. the recon tesm charge, and J ,062 packages for the firing 

members retuned to Cxlup hlonteith to system-or 1.327.5 pounds of C1 to he 

for~nulare their plan of attack. They detonated simullaneously (see Fisure I). 
When Alpha Company personnel 

contacted the Engineer School to verify 

the method and amount of demolitions. 

they learned that there was no doctrine 

for this type of operation. Basing thek 

answer on demolitions for quarrying 

operations; school personnel suggested 

boreholes as the preferred technique. 

However, it \was not possible to drill 

boreholes, and explosive boreholes were 

not an option because of the possibility 

of a cave-in when reentering the cave after 

demolitions had been executed inside. 

The school personnel concul~ed with the 

platoon's assessment of the situation. 

I 

Executing the Mission 

After coordinating with EOD. 

security. and medical- I 

c\,acuation personnel, thc 

platiwn was ready to execute the mission. 

Because of the route conditions, Class V 

lnatcrials had to be shuttlcd to the sitc 

\,i;l a ~;lrgo HMhqWV, Once the platoon 

reached the cave, it reestablished securityl cleared and itlarked a lane to the 

entranceof the cave, and cleared a space 

for oreoarins 

.. - the demolitions. 

One platoon mcmbcr and a soldicr 

from the EOD te;iIn entered the cave to 

look for booby traps and caches. Sincs 

the cave su~faces were solid rock, there 

was no place to bury or camouflape 

booby traps. so the soldiers could 

visually clear the cave by using a 

tlashli~lit. Moving deliberately through 

the cave. the two soldiers scanned all 

sides for anything unusual before 

proceeding. The clearing operation took 

approximately 30 minutcs. and no booby 

traps or caches were found. 

Thiny-seven case? of C4 explosives 

were shuttled up to the site alon with 

I

I

I 

3 

Elevatedluntamped

charges, 7 feet/on center 

354 packages C41charge 

Granite 

F 11 1.75m 

7 5 m A 

-

Figure 1. Cross-Sectional View of Caveand Charge Placement 

die Class IV malerials. To enable the 

charges to he placed against the sides 

and ceiling of the cave, platforms were 

constructed which would allow proper 

contact between the explosives and the 

cave surface. Figure 2 shows the place- 

~nentof the charges. In addition. a craxvl 

space was created where sappers could 

prime the (Ince the). "'l 

placed. 

TO obtain a coIJllterforce effect. all 

charges had 10 bc simultaneously detonared. so an intel-esting problem was 

posed. Due to the confinement of the cave 

and the amount of charges. a dunl-tired 

system consisting of British junctions was 

not a feasible solution. A modernized 

den1olition initiator (MDI) u,ould have to 

be used to ensure a simultaneous 

detonation. Hou~evel; it had to be verified 

that all the MI 1 shock tubes used to priinc 

the explosives were the same length from 

the charges to the shock-tube consolidation point, care liad to be taken to 

not rupture the shocku~hes in theconfinal 

and rocky e~~vironment, and accountahilitv of MI 1 shock tubes had to be 

maintailled to ensure the inte-~ty of the 

two filing systems. 

I The MDI system worked 

very well. Two MI I highstrength blasting caps and 

shock tubes were used to 

priiile each charge. An M11 

from each charge was run to 

a central location. whicli 

ensured that all shock-tube 

lengths were equal. At that 

point. two M9 bunch blocks 

to consolidate the MI Is. and two 

additional MI Is were run out of the cave 

and tied into two series of MI3 lowstrength blasting caps with 1.000feet of 

shock tohe. This firing s!.stem n.ould 

provide the necessary reciundancy and 

ensure simultaneous detonation. 

demolitionwas executed and the 

desired effect i~chie\,ed-the entlnnce to 

the cave a,as sealed by a massive amount 

of material. and the cave collapsed. This 

wxs evident hy a depression in the 

hillside that extended along the route of 

llle cave. 

Lessons Learned 

During this operation. the 

plaroon learned demolition 

calculations and theory for cave 

and tunnel dernolitions. It also learned 

the importance of continuing to maintain 

proficiency in wartime. indi~idual 

ensineer-specific tasks. Although the 

calculations worked in this case. a more 

detailed study would be required for 

developing doctrine on this subject. In 

addition, entel-ing and clearing the cave 

was an engineer job that had not been 

performed recently. I-toweyer. with 

continued battle-focused trainins?. - these 

skills will not be lo]-gotten. Y 

Fil-rt Lierrteilnrir Sn.ille\: 11-110 led isr 

Plofoo~i. Alplio Co~~iparl!.. 16111 EIIinr re^- Bortolion. h~riri,q rl~is oper-orio~i. 

is rhe tvaiilir~g oflcer-fr,~- rkr hiitroliori. 

He hold., o brrcholor.:~in cil'il rrigillet'l-ill,~.froln hrlisiullo Srtit~ ~11il.ersih 

urid is o ,q,nhrirrr, (!/'I/IP Erl,qi~leer OflcelFigure 2. Perspective View of Charge Placement per Bir.sic C(~rirce. firing system were used 
During the 2d Infantry Division's preparation for the 

U.S. Forces Korea's maneuver exercise Foal Eagle 

'99, the 44th Engineer Battalion (Combat) and the 82d 

Engineer Company (Combat Suppon Equipment) received the 

mission to emplace a tactical ford across the lmjin River. The 

ford site had to pass an armored task force containing MI 

Abrams tanks and M2 Bradley infantry fighting vehiclcs 

through an 85-meter-wide water obstacle and support 

subsequent crossings by smaller groups of mechanized 

vehicles without significant degradation. For the engineer units 

invol\,ed, this task (from their mission-essential task list) 

provided an excellent opportunity for the chain of command to 

exercise engineer reconnaissance skills, integrate earthmoving 

NCO expertise with combat-engineer judgment, and safely 

emplace a viable ford on a fast-moving river. 

Reconnaissance 

As part of the troop-leading procedures, the battalion 

S3, the cornpany commander. and the commaxder's 

key leaders conducted a thorough reconnaissance of 

the proposed ford site. As shown in the site sketch in Figure I, 

the Imjin River at this location runs predominately east-west. 

At the desired crossing site, a rough access ramp led down to 

the south bank from the existing unimproved road. The exit 

ramp on the egress hank was nonexistent. There was a onelane vehicle bridge (concrete deck and steel girders onconcrete 

piers) just 15 meters west of the proposed ford site, hut due to 

severe weathering of the deck and scouring at the base of the 

piers, the bridge was rated military load class (MLC) 05 and 

limited to wheeled traffic. 

Using both hasty and deliberate reconnaissance techniques 

descnbed in FM 5-34, Engineer Field Darn, a team of combat 

engineers and engineer-equipment operators obtained critical 

information about the proposed ford site. The river 

46 Engineer 

reconnaissance was conducted in two pans: First, the en; ~lneers 

determined the key characteristics of the river, to include the 

water's depth and speed, river-bottom substrate, and coinposition of the egress and exit banks. The rivcr-bottom 

composition was determined by wading into pools of still or 

slow-moving water at different locations, probing, and gathering 

soil samples. The hasty analysis revealed a50150mix ofcobbles 

and unsorted stones-mostly rounded float from the 

surrounding hills-and poorly graded sand without any 

significant deposits of silt or clay. Using available on-site litter 

(StyrofoamEand plastic soda bottles), thc reconnaissance team 

calculated the river velocity at the planned crossing site and 

various locations upstream. The velocity of the water ranged 

from 0.5 to 3.0 meters per second across the river's width. with 

the highest flow in a deep, scoured channel adjacent to the exit 

bank. 

Secondly, the reconnaissance team identified the highvelocity flow pattern across the river channel before placing 

heavy equipnient in the water to construct the ford. The riverbed 

contained localized regions of above-average depth and 

increased velocity that shifted after each significant rainfall. 

Fortunately, the river water was relatively clear, which allowed 

the reconnaissance team to conduct a hasty field dye test to 

find those high-velocity flow regions. A rnap reconnaissance 

revealed an existing ford approximately 400 meters east of the 

proposed site (point C on the sketch in Figure I), which would 

allow the D7 dozers to enter the water and cross the width of 

the river. Three dozers entered the water in column and traversed 

theriver from south to north and back in high gcar. The height 

of the water ranged from 1.1 to 1.3 meters (just enough to 

completely submerge the tracks on the dozers at times). 

As the dozers crossed the gap, their tracks stirred up enough 

silt (our field dye) from the river bottom to reveal the 

bigh-velocity flow patterns. Five clearly visible flow channels, 

Augrrsr 2001 
-'-i

> 2 m deep 

1 

< Im deep 1 

m = meter 1 

I mps = me& per second 

/ 

Figure 1. Site Sketch I (Problem) 

depicted in Figure 1. were observed from the existing bridge 

just west of the proposed work site. As a side note, since the 

dozers were moving in water that exceeded I .5meters per 

second at certain locations, and the actual depth of the water 

was unknown across the entire river width, specific safety 

PI-ecautions were prescribed. All equipment operators wore 

Type ill life vests when maneuvering in the water, and a safety 

dozer with recovery chains and life hboys was positioned 

downstream to assist if needed. 

Course of Action 

Since the mission was to emplace the ford site close to 

the existing bridge, it ~~ould be necessary to reduce 

the flow and depth of the high flow channel along 

the nol-th bank of the river and distribute the water more 

evenly across the channel to satisfy the safety limits on 

water depth and velocity defined in PM 90-13, RiverCro.rsing Ol?cr,utions: 

"Cort?brit ochicles can ,fi)rd shallu\v rii~ers thur hnv? n 

lirnired currmt v~locity and stnhle beds. Sotile 11ehicle.< 11ol~r 

kits ro incr~~~l.sr.fi~rrlir~$ dc11rl7. Fordin,? is l)osriblr jor rcr,ant 

velocities tl~at arc! lrss rlzat~ 1.5 meters per second. Riverbeds 

atlbding .sites niust hrfirtrt ottrl,f,-ee ~ff'iur~e rocks and otiler 

obrrr~rctions.\4~hiclc-~1pernto~-~nnt~r~ulv contain .cl~ec(fic depth

co/~obilitiesand rrqttircrl adoptn/ions. " 

Based on the resulls of the field dye test and our hasty 

calculations, the water depth and velocity were too high to 

place equipment in the river at the proposed ford site. We had 

to find a way to drop the \'olume of water entering the northern 

part of the river channel, I-educe the water depth by 1-2 meters 

and 1.educe the wate~fs velocity hy more than1 meter per second 

at the proposed ford site. 

In an open-channel tlow pmblem. the quantity or volume of 

water (Q) flowing through any giben cross section is afunction 

of the fluid velocity (V) and the crnss-sectional area (A): 

Assuming the quantity or volume of water moving 

through a crov section of the channel at the ford 

site was constant, the S2d Engineer Company would have to 

adjust the water depth across the channel and thus reduce the 

corresponding velocity. If the engineers could get Q to balance 

between sections A and B as shown in Figure 1, it would be 

possible to drop the water depth by 1.8 meters on the north 

side of the river in the vicinity ofthe ford site. Short of excavating 

or dredging a new channel, the only option appeared to be a 

Engineer Reconnaissance Data 

Facts: 


. lmjin River is85m wide 


Part A: 30 m wide, 3 m deep, >2 mps 


Part B: 55 m wide, 0.3 m deep, <1 mps 


. MLC 05 bridge 


. 4 D7 dozers 


. 2 20-ton dump trucks 


. 1 5-yard loader 


. 1 grader 


. Extensive supply of large river rock available on 


south bank of river. 


. Field dye test revealed water flows as shown by 


arrows on site sketch. 

Two dozers work from 

south to north, levelingout 

the river bottom to 

determine approximate 

depth and fill requirements across the channel. The water diversion 

berm is visible in the top 

left corner of the photo. 

temporary water-diversion technique that required the 

constn~ctionof one or more sizable earthen berms in the middle 

of the river channel. 

Getting to Work 

using the four D7 dozers available on-site, a test berm 

was constructed at a 45-degree angle across one of 

the five water-flow patterns to determine if this 

technique would produce a noticeable change in the water 

distribution across the channel. After I hour of earthmoving, 

the water depth began to drop on the north side and rise on the 

south side of the channel. Based on the test berm, we calculated 

that the primary diversion berm would tun at approximately the 

same angle across the river's width for a total of 250 meters. We 

estimated that the berm, in its final form, would have to be 2.5 

meters high and 6 meters wide to withstand small fluctuations 

in the river's flow for the duration of the exercise. 

The do7,ers worked from southeast to northwest, building 

several smaller berms diagonally across the width of the river. 

To meet the desired flow speed in the deepest channel, three of 

the five major flow channels had to be successfully diverted. 

These smaller earthen be~ms were constructed of ~nostly riverbottom material, consisting of large angular gravel, cobbles, 

and small boulders that were concentrated along several 

sandbarlike deposils in the river channel. Eventually. these 

smaller bemis welre completed and connected to fom~ the primary 

diversion bcrm. 

Once the primq berm was in place. several hundred cubic 

meters of slnall boulders were dumped into the deepest flow 

channel at the point where the benn and channel intersected 

on the north side of the river, appvoximately 275 meters east of 

the ford site and 25 meters from thc no]-them bank. This 

significantly slowed the flow of the water in that particular 

channel, resulting in a reduction of more than 1.3 meters in the 

water level and a reduced flow 

velocity of approximately 2.5 

meters per second. 

The dozers leveled the river 

bottom from south to north and 

removed large rocks or small 

boulders lhat could hamper 

tracked-vehicle movement. 

Working with two 20-ton dump 

tlucksand a5-yard loadcr, 100cubic 

meters of material of unsortcd 

rocky bank material-generally 

large gravel and small cobbleswere stockpiled at a borrow site on 

the south bank of the river. Material 

was pushed from lhe shore, then 

hauled by the 5-yard loader 

through the water and dumped into 

The finished ford before marking according to the 2d Infantry Division tactical SOP. the deeper channel on the 1101th 

The water flow across the entire length of the ford has been equalized, thus side of the ford. As the water level 

reducing the depth and speed of the water. continued to drop, two dozers48 Engineer August 2001 
Irn deep 

< Irn deep 

250-m earthen berm 

+==/ 

Figure 2. Site Sketch il (Solution) 

pushing peipendicular to the ford-piled additional riverbottotii niaterial into the ford. This effort began to lift the ford 

(in essence, creating a weir) so that water would pool upstream 

and slow below I .5 meters per second as it ~novedacross the 

tord. 

After two days, the work was completed. Actual work time 

in the water was 16 hours. The water on the southern half of 

the ford was 0.5mttcrs deep. On the nonhem ponioi~,originally 

the deeuest . . Dart of the ri\.er channel. the water was less than 1

meter deep. There was decreased flow \'elocity across the entire 

width of the river. with a iliaximum I-ivervelocity across the ford 

of under 1.5 meters per second. The ford site also I-equired 

significant enuance- and exit-bank preparation in addition to 

the work ill the river itself. This hank work was done in 

conjunction uith the belm and weirpreparation. The site sketch 

in Figure 2 sho\vs the final results. 

Lessons Learned 

The units learned several itnportant lessons, to 

include the following: 

Troop-leading procedures work! Whenever possible, 

conduct a oersonal recon along with kev leaders. In this u 

casc, \vc included our highly skilled engineer-equipment 

operators and their NCO supervisors. These soldiers knew 

the equipment capabilities and offered valuable insights 

on how to safely tackle the probleni. Foutunately, the 

existing bridge served as an excellent vantage point for 

discussing plans and observing movements on the ford. 

Regardless of the mission, always test the u:ater before 

placing soldiers or equipment in the water. 

Comply with all local e~ivirontirentalaws and coordinate 

with all affected landowners or residents. 

Ensure that after condocring a comprehensive risk 

assessrnznt. all unnecessary risks are elim~natedand all 

required operations are properly resourced. planned, 

rehearsed, supenised, and executed. 

This river-fording t~iissionoffered the soldiers and leaders 

of the 82d Engineer Company and the 44th Engineer Battalion 

an excellent training opportunity structured around a r~iission 

that they could he called on toexecute dui-inga hostile s~toation. 

Y 

Major- Lrnlil,? ii cn,,z,i/~riiigo IJDCIOI~~IIP ill ci,;>/erqin~~l.iy~ 01 

Reii aelner Poh.i~Oi,~icIi~siili(rein Ttijy, NNVYi~rk.He ~ii s y,riioiish 

rlw o~~~~-orio~~x ojjicerfor rlw 44rh E?vgi?>eerB~ztro/io!z,2d Ir~fi~nr~~

Dii.isiu,i. i,i rhe Rep~,h/irofKowo orrd co,n,,~nndpro/C//Zi/i i;,igirwi.r 

Bonn/io,i, isr An,ioreii ili, isioii in Gri-rnni~?<i,zii r~iiqliiji ilii. Ci\i/ 

nridMrchn,zicn/ Engin<wriii,yDq,nn,ncnr 01 Wesi Poirii. rWAJ Lrniili.~ 

is il gnir/ii<rirof r/zc Cizired SriirrsMiiirn,yAcod~,~>~ nizd rite Co,,i,,rn,,d 

n,zc/ Grneral Siarf Co//e,qr; Air-Asiiiiir. rlirborrze, and Rarzger 

quaiifitd: iirr~icil prof~~.s.sio~~nl erzgirwer iri riie iriirr ofiirrgiriin. 

Coptnin Dorf is nsrig,rrd il,irh the Co,ps r,fEngi,,re,-,r i,i Bnhroi,~. 

HP~I~PV~OL~T~' rerwriin rlze A.~si.sla,ztBrigud~biginw,: Zd Briqude, 

2d 1,ljinrr.j Diririoti. Rq~i,id~iicof Korcn; nriil cor,i,,iond~,: 8211 

Eliginrer Co,npnrr fCur,iBnr Suppori Equip,,ierii). CPT Dorf ii o 

gmdunre of rhi. C'ili\:er-iin ofMninc, Orono. 
I want to lrflcct on my short year as chief of the Enlistcd 

E~iginerr Branch and provide some perspectives on what 

I have lcarrled and ohser\,ed. It has been one of the mort 

rcwarding johs of In), 2 1 years of service in the Army. and 1 

want to thank everyone who has assisted me in this effort. 

Military Occupational Specialty (MOS) Health 

The health of the enlisted force in the Engincer Kegirnent is the best it has been in more than a decade. 

Sixteen of oor 2 1 MOSs are at or over 100 percent strength. and 

the projections for the futul-e arc very good. Tliis is a plrat 

improvement in liiany of our MOSb, especially the I? scriescombat engineer and bridge cl-ew member (~nostly nttrihutahle 

to my predecessors). The good news is that we havc ~recovered from the mid-80 to low-90 percent range to u'ell over 100 

percent in each of these skills. Becausc of this, we have had to 

place these MOSS in the Fast Track and the Excellencc in Retention Program (ERP).Thl-ough Elst Track. we sent out memorandun~sto numerous soldiers in the 12 series inritinp the111 to 

voluntarily reclassify into shortageMOSs in theEngineerRegiment or the Aniiy in genelal. Currently, the ERP program restricts reenlistment for retraining only. This is why many of 

you found your reenlisttnent options reduced as of May. Once 

we meet our goal of 122 soldiers in 12B and 39 soldiers in 12C. 

we will reinstate normal reenlistment options. These programs 

will end when we rcach our goals-by each MOS throuzh 

volunteers--or in September, when we will select enough soldiers for reclassiiicatioo to meet our goals. 

Based on the above information, the strcngth of engineer 

MOSs in the units is close to or over I00 percent in the aggi-cgate. Certain ranks are not up to strength. Generally. sergeants 

and staff sergeant\ are sholt in units across the Amiy because 

of the increzaed requirements for drill sergeants and recruiters. 

Tlmere are some MOSS whicli continue to run short-00B 

divers, 52E prime-power-production specialists, and airborne 

soldiers in 62E and 623 cngineer-equipnlent-operiitor specialties. Any soldier wishing to transition into one of lhcsc skills is 

encouraged to contact his retelltion noncommissioned officer 

(NCO) or Engineer Blanch for more details-.-we need you! 

Communication/Career Opportunities 

Do )'o~Iknow who your assiprunent maliagcr is or your 

professionill de\,elopmcnt NCO (PDNCO)? You should! These 

people will work your next assignment and decide where you 

will go. If you want somc input inlo this. you need to know 

who they are and open up lines ol comniunication. Many of 

you do and find that although you do not always get your first 

choice (or even your second), you usually can find an acceptable location. Kernumbel; filling out and submitting a Depanmelit orthe Army Fcirln4187, Pei'~(~nnelAoioi7, docs work! We 

may not be able to grant all submitted requests, BUT if you 

don't send one. we won'l know your request. If you havc 

more than a year's tiiiie on station in the continental United 

States or arc uithina yeasof being eligible to return fro111 oversear, you need to suhniit a form NOW! Kecp on top of this 

action: call to make sure it arrived. and begin your dialogue 

with your assignment manager. You need to makc the effort to 

find what is open and let your wishes he known. If you abdicate your vote in this process and do nothing. don't complain. 

Your PDNCO is the second key pli~yer in his process. U'e 

choose three NCOs. one in each Calzer Management Field (12. 

5 I. and 8I), hecausc of their excellent pertiimlance and experience. We charge them with the responsibility to review the 

assignment made by the assignment manager to ensure that it 

is henefi cia1 for your prole';sional development. These KCOs 

undent:lnd the key clernentr. positions. and career-enhancing 

(and tcrrninating) assignlnents in their field and make sure that 

yo11 are not given an assignment where you will not be able to 

progress. They try to avoid assigning you to back-to-back ..

IDA assignments, even though requested. because such assignments are detrimental to career proguession. Kernemher 

these NCOs are looking out for your best interests and the 

needs of thc Army. If lhey have failed to meet your cxpectations or ~.cqi!ests. feel free toc(~nt;icr either the hranch SGM or 

thisoffice directly. We arc willing loseview, with an open mind 

and a fresh look, any assi~nment made. If you have questions 

or concerns about the correct path Tor promotion and professional de\,elopment. one of the best sourccs is the guidance 

for promotion hoards and the review and analysis of tlic boal-d 

after ir ha\ Inet. Yo11 can find this on the Engineer Sehool's 

Web site under the Engineer Personnel Propotlency Office. 

Noncomn~issionedOfficer Evaluation Reports 

(NCOERs) 

T~I-oughoutmy tiliie in tlic Aniiy. 1 constantly have been 

educatcd on the importance of our NCOEK system-counseling sessions and writing NCOERs well so they "communicate 

elliec1ivcly"to both the rated NCO and his pl-ofersional ev;~luation boal-d. I hcard it so mimy tilimes that I thought it overkill. 

Ho\&,ever, once in this position. I le\siewed a liu-ge nnnmher of 

these dncurnenls and clearly saw that the leadcrs in our 
Regiment had not learnedthese lessons. Inmany cases, unfortunately, the one damaged by this lack of knowledge is the 

rated NCO! The biggest problem is lack of consistency between the rater and the senior rater-leaving the board the job 

of sorting out who was comect. If the senior rater disagrees 

with the rater, the senior rater can annotate his portion of the 

NCOER to clarify the discrepancy. Ifhe does not and an inconsistency exists between his comments and the blocks that he 

marks, the reviewer should nonconcur and submit amemorandum of explanation along with the NCOER. This keeps the 

board from having to interpret and guess the intent of the 

ratingchain. The following are examplesofNCOER problems: 

One or two "Excellence" ratings, "Fully Capable" overall 

rating, anda "211" by the seniorraterwith a"Promote Now" 

bullet: Inthis situation, Iwould expectthat theNCO would 

be among the best and not "Fully Capable." 

One or two "Excellence" ratings, "Among the Best," overall rating, and a "313" by the senior rater with a "Promote 

Ahead of Peers" bullet. Inthis situation. the senior rater's 

block ratingseither are too low or the rest of the evaluation 

is too high. 

One to two percent of the NCOERs Ihave reviewed DID 

NOT have a comment on promotion potential. It is critical to let the board know what you think. 

These examples clearly show an inconsistency, and ifthe 

rater and senior rater cannot agree on how to present a consistent picture to the board, the reviewer NEEDS to take the correct steps to give the board the correct impression. An unclear 

representation to the board puts good NCOs at risk when eligible forpromotion and canfail to clearly indicate those NCOs 

who are not as deserving. A very good source for NCOER 

information (both the administrative process and content) is 

PERSCOM Online at The Adjutant General Directorate Web 

site for NCOER Newsletters. 

My Replacement 

Ihave beenhonored and orivileged to serve inthis oosition b 

for the past year. Unfortunately, it is ending too soon. Lieutenant Colonel Pete Taylor will replace me in August. He is a superbofficer who will serve the Regiment well inthis important 

capacity. Iencourage you to provide him the same support 

and advice that you didfor me--it was all very helpful. Thanks 

to all. 

Lieutenant Colonel Luce i,s the Branch Chief for Engineer 

Enlisted Assignmenfs. 

Activation of the Facility Engineer Group 

By Master Sergeant David C. Cooper 

he Secretary of the Army announced the activation of The unit helps the directorates of public works and the Tthe U.S. Army Facility Engineer Group effective 16 Army Reserve commands in inspecting and evaluating the

October 2000. The purpose of the 400-soldier Army nation's nearly 1,300 Army Reserve centers. Assisted by 

Reserve unit is to provide specialized engineering support its regional headquarters in Wisconsin, Texas. Georgia. 

to military commands throughout the United States and and Maryland, the unit provides complete coverage of all of 

overseas the Army's regional support commands in the United States. 

~h~ provides base.operating.system operational In addition to the headquarters elements, the Facility 

planning and technical engineer for the U.S. Engineer Group fields thirty 7-member facility engineer 

F~~~~~command( F ~ ~ ~ ~ ~ ~ ) , the U,S R~~~~~ teams and six 15-member facility engineer detachments. 

Command, the U.S. Army Training and Doctrine Command, Before being formally activated, the provisional Facility 

the U.S. Army Materiel Command, power-projection Engineer Group provided engineering support to 

platforms, power-support platforms, and FORSCOM- peacekeeping efforts in such places as Bosnia and Kosovo 

designated key installations. It offers full-spectrum, senior- and has supported humanitarian operations in Central 

level professional-engineer assets for real property America, Individual soldiers have deployed during 

maintenance, environmental protection and compliance, Operations Desert ShieldlStorm (Persian Gulf), Uphold 

and minor construction management and repair to civil Democracy (Haiti), Restore Hope (Somalia), and Joint 

infrastructure. EndeavorlGuard (Bosnia). 

The unit can deploy over 100 engineers, architects, and Headquartered with the 416th Engineer Command, the 

computer specialists-including numerous professional unit's address is: Commander, Facility Engineer Group, 

engineers representing disciplines such as civil, electrical, Parkhurst USAR Center, 10 South 100 South Frontage 

environmental, and mechanical engineering. It is the only Road, Darien, Illinois 60561-1780. The telephone number 

unit of its kind in the U.S. Army system. is (800) 315-6327, the e-mail is AI.Smith@usarc7he ~~~ili~~ ~~~i~~~~G~~~~~uniqueblend of experts ernhZ.arrnyrni1, and the Web site is www.usarc.army.mil/ 

provides the Army with an extremely cost-effective 416ENC0M/FEG. 

engineering resource." said Colonel Steven R. Abt, the new Master Sergeant Cooper can be contacted at (415) 744-

unit's first commander. "Where else can a commander 2179 or e-mail cooper.david@epa.gov 

pay $200/day for an $600/day architect?" 
Past In Review 

in the 

I

11 the first half of the ninsteenth century, Army 

topogt.aphical engineers followed explorers and trappers 

West to survey and map the tei~itoryof an expanding 

nation. The US. expansion into lands claimed by Mexico and 

the Indians eventually led to wars with both parties. By 

midcentury. the engineers were surveying and mapping the 

new territory acquired from the war with Mexico. They sumeyed 

the new border n;ith Mexico, ~i~appedroutes through former 

Mexican lands to the Pacific Coast, and sun7eged possible 

routes for a proposed u-anscontinental railroad. The lndiiins 

did not see these pre-Civil War surveys as an infrinpemmt on 

their land rights. There wcre no settlers with the surveying 

parties. and contact with the Indians was rare ond usually 

friendly. When the Indians did resist settlers rnovinp to Oregon 

or miners to the Califomi:~gold fields: topographical engineers 

accompanied Army expeditions to protect the wagon trains 

and keep open the trails through the West. In the post-Civil 

War years, as the numberof wagon trains u-esta-ard increased, 

Indian resistance stiffened into periods of tot;~ln;ar. For the 

engineers. it meant that surveying and mapping duties \\'ere at 

times affected by their duties as combat engineers. 

Engineers gained experience in balancing these dual 

missions during the Mexican War. In 1815. in anticipation of 

hostilities with Mexico, the War Department ordered Colonel 

Stephen Watts Kearny to lead an expcdition from Fort 

Len\renwo~rh,Kansas. into Sioux lands in the Platte River Valley 

to tnsure the safety of the Oregon Trail. After a successful 

conference \~:iththe Sioux at Fort Laramie. Wyoriiing. Kear~iy 

turned south and returned to Fort Leaven\vorth through 

Mexican tel~itor).Lieutenant Willia~nFranklin. atopogr:~phical 

enginecr on Kearny's staff, mapped parts of iiehraska. 

Colorado. and Wyoming, as well as Mexican lands. 

During the Slexican War, Colonel Kearny used the Fort 

Leavenworth-based Artny of the West to take New hlexico and 

then assist the Americans in California u ho had revolted against 

Mexican rule. Kearny had an engineer detachment of two 

lieutenants and two civilian assistants with his Army. 

Comliianded h!: Lieutenant William Emory. the detachment 

produced good maps of the southwest. to include the Rio 

Grande Valley. 

After the \\.a.the engineers surveyed and mapped the 1;uld 

acquired from Mexico and a new bordel- between the two 

countries. In Texas. Lieutenant Colonel Joseph Johnston had 

fourTopographical Corps lieutenants and a Corps of Engineers 

lieutenant survey fort sites and connecting roads. An 1849 

Army expedition into Navaho lands in Ncw \Ieuico included a 

topographical engineer lieutenant and two civilian assistants 

to survey aroute to California.In 1854.Cnptain John K.Macornb 

of theTopogwphica1 Corps began route surveys in New Mexico 

that ultimately fonned the basis for that state's highway and 

railroad systern. 

The railroad systern in the United States reached the 

Mississippi River by 1853. and Congres, began to consider 

the possibility of a transcontinental line. With no agreement 

possible because or partisan politics, Conpress told Jefferson 

Davis. then Secretary of War. to have 1opogl.aphicaI engineers 

survey four routes across the Uriited States and recomn~end 

the most practical and econo~iiicallyfeasible one tbr a railroad 

from the Mississippi River to the Pacific Coast. The routes 

considered nercNol-th through St. Paul. Minnesot:~.to the Puget Sound. 

North central from St. Louis, Missouri, throu:li the Great 

Salt Lke. 

South central through Albuquerque. h'ew I\?exico. to 

Califomia. 

South along the border to California G 

The su~veysbegan in the spring of 1853. The north-central 

pa11yhad trouble in October when Paiute lndianskilled Captain 

John W. Gunnison, a topographical engineer. Artillery 

Lieuteriarit Edniird G. Beckwith, an 1842 West Point graduate 

and commandel-of the escort party, completed the siir\:ey along 

the route n,hich eventually was used lo build the Cnion Pacific 

and Ce~itralPacific Railroads. 

Topogr;iphical Engineer Lieutenant Gouvemour K. Waneti's 

work on the railroad sor\,eys aided hiseffon to map the TransMississippi M'est tei-ritory that included the riiodeln states of 

Nehlnska and Nordi and South Dakota and parts of Upoming 

and Montana. In 1855. after the railroad surreys. Warren 

accompa~uedColonel M'illimi S. Hamey's succsssfi~lexpeditioti 

against the Sioux along the Platte River to keep the111 fiom 

raiding the Oregon Trail. In 1856,Warren was hack sur\c)iing 

the upper Missouri and Yellowstone Rivers where he had no 

problem with the Sioux. However, in 1857. when he attempted 
to susvey the Black Hills, the Sioux stopped him. He reported 

that the Sioux would resist any attempted movement into the 

BlackHiUs. 

During the Civil War, no surveying expeditions of note 

occur~ed in the West, but there were expeditions against the 

Indians that had repercussions after the war In a series of 

campaigns from I862 to 1864, Minnesota and Iowa militia units 

pushed the Sioux from Minnesota to the Dakota Territory. In 

November 1864. a Colorado volunteer unit attacked and 

destroyed a Cheyenne village at Sand Creek because the 

Cheyenne resisted the movement of miners and settlers into 

their lands. In retaliation, the Sioux and the Cheyennc attacked 

wagon trains dong the Oregon-California Trail and the Bozeman 

Trail that branched off near Fort Laramie and led to the Montana 

gold fields. 

After the Civil War, the Army built Fort Reno to protect the 

Bozeman Tmil. But in the summer of 1866, Red Cloud, a Sioux 

chief, left a conference at Fort Laramie when he learned that the 

Army planned to build a chain of forts along the trail. In the 

ensuing 2-year Red Cloud W~I-, the Sioux successfully resisted 

movement alone the Bozeman Trail. Thev ambushed and 

annihilated a cavalry detachment in December 1866, and by 

1x67, they had closed the trail to all but heavily escorted wagon 

trains. In the 1868 Fort Laramie Treaty, the U.S. government 

agreed to abandon the forts and close the trail. The Sioux agreed 

to a great resel-vation in South Dakota and use of open land 

north of the Platte River from the Missouri River west to the 

Big Horn Mountains. 

During the years imlnediately after the Civil Wal-, lhe Corps 

of Engineers, which now included the topographical engineers, 

placed officers on the staffs of the division and department 

commanders in the West. Their mission was to prepare maps 

needed for field operations and to collect topographical 

information for the Engineer Department in Washington. In thc 

summer of 1867, Lieutenant Rueben W. Pietriken, Chief 

Engineer, Department of the Platte, surveyed mutes from Folt 

Russell westward to Fort Laramie and onto the Bozeman Trail 

forts. (Fo~t Russell was a depot fort used to support the forces 

involved in the Red Cloud War.) 

The first major survey in he post-Civil period began in 

Lieutenant Colonel George A. Custer 

to attack the villages and force the Indians to return to the 

reservation. Lieutenant Colonel George A. Custer's 7th Cavally 

attack at the WashitaRiver in November 1868 and the following 

winter pumuit didjustthat. By the fall of 1869, the area between 

the Platte and Arkansas Rivers was considered clear of hostile 

Indians. In that area in the early 1870s. Lieulenant Ernest 

Ruffner, Chief Engineer, Department of Missouri, accompanied 

the 5th and the 6th Cavalry reconnaissance to survey and map 

the terrain. As relative cahrr continued, Ruffner successfully 

requested a detachment from the Battalion of Engineers so he 

could expand his surveying and mapping operations. 

In another lnajor field sulu-ey in 187 1, Lieutenant George M. 

Wheeler, Chief Engineer; Department of California, began the 

United Stales Geographical Survcys west of the one-hundredth 

meridian. The tasks included surveying and mapping the area, 

locating potential military sites and con~~ecti~~g roads, 

doci~rnenting the climate, and reporting on the geology and 

vegetation of the area. Bligadier General Andrew Humphreys, 

1867 when an expedition sponsored by the Corps of En,' ~~neers Chicf of Engineers, wanted to support Lieutenant Colonel 

and led by civilian engineer Clarence King stavted to survey a 

100-mile-wide strip along the 40th parallel line of the Union 

Pacific-Central Pacific Railroads from the California-Nevada 

border to eastern Wyoming. The survey, completed in 1872 

without significant Indian interference, included a geological 

analysis report and topographical maps. 

The Indians did not oppuse King's survey because of a 

series of cavalry expeditions against the Cheyenne in the late 

1860s. In the Medicine Lodge Treaty of 1867, the Comanche 

and Cheyenne agreed to move onto reservations in the 

Oklahoma Territory, bul they raided into Kansas and Texas in 

1868 when government subsistence did not meet their 

expectations. Major General Philip Sheridan, Commander, 

Department of Missouri, conducted a winter campaign designed 

Alrgust 2001 

George Crook's operations against the Apaches while maintaining the Corps's position in western exploration. Accordingly, 

he lavished money and personnel, to include I6 engineer 

lieutenants, on Wheeler'sefforts between 1871 and 1879. While 

Wheeler successfully mapped almost one-fou~th of the region 

west of the one-hundredth meridian, Humphreys' effort failed 

when Congress appropriated money in 1879 for a new civilian 

agency-the United States Geological Survey-to study the 

geographical structure and economic resoul-ces of the public 

domain. 

Although Wheeler's efforts were largely uncontested by 

the India~is, such cannot he said for a series of railroad surveys 

that began in 187 1 in the Yellowstone River Valley. To continue 

the Northern Pacific Railroad from St. Paul, Minnesota, to 

Engineer 53 
Seattle, Washington, surveyiiig parties, escorted by Army units, 

entered the Yellowstone River Valley in the fall of 1871 without 

interference from the Sioux. However, when the surveying 

parties returned in 1872, Sioux resistance served notice that it 

opposed a railroad along the Yellowstone. Major John Barlow, 

Chief Engineer, Division of Missouri, accompanied both 

expeditions and accumulated enough topographical inionnation 

to publish a map of the Yellowstone froin its mouth on the 

Missouri to tlie mouth of the Powder River. 

When the surveying parties returned to the Yellowstone in 

1873, Custer's 7th Caval~y provided the csco~?, and Captain 

William Ludlow, Chief Engincer. Department of Dakota, 

accompanied the expedition. The Sioux attacked surveying 

parties on two separate occasions in August, but each time, 

the cavalry drove off the Sioux. The 7th Cavalry's success at 

protecting the railroad surveyors did not aid Ludlow as he 

found the cavalry officers too busy with escort duties to help 

him; thus, he was not able to collect ~iiuch topographical 

information. 

While Ludlow experienced mixed results along the 

Yellowstone. Captain William A. Jones. Chief Engineer. 

Department of the Platte, had some success in areconnaissance 

of the headwaters of the Platte. Seeking to locate a route for a 

wagon road from the Union Pacific rail line in northwest 

Wyoming to Fort Ellis in Montana Temitory. Jones left Fort 

Bridger. Wyoming, in June with a2dCavalry escort,fourcivilian 

topographers, and two civilian scientists. Afta- completing his 

reconnaissance, Jones recommended a route for the road. The 

Departmen1 Commander and the Chief of Engineers endorsed 

it; however, Lieutenant General Philip Sheridan, Division 

Commander, could not fund it. 

That lack of money-a result of the financial panic of 1873 

which put the country into a recession through the 1870shad an impact on the Corps of Engineers' effort to expand its 

mapping of the West. In 1873, the War Department supplied 

the military departments in the West with instmments to make 

an itinerary of every reconnaissance to post on a master map in 

Washington. By the end of 1875, however. little data was on 

the master map due to a lack of money. Captain William S. 

Stanton, Chief Engineer. Depanment of the Platte, repotted that 

a shortage of funds restricted his efforts to conduct local 

surveys. He did not have enough liloney to hire civilian 

assistants and had to rely on the cavalry and infantry units for 

help. While he had the necessaiy surveying instruments, he 

lacked qualified assistants, which prevented him from 

successfully executing the June 1873 War Deparl~nent order. 

Other engineers in the West, except for Wheeler, had similar 

financial problenls. 

As the engineers struggled with mapping efforts, militaq 

operations against the Indians peaked in the last hali of the 

1870s. In the southern plains, Comanche and Cheyenne raided 

the OklahomaTcmitory and Texas. In the 1874RedRiver War, 

Ihe Army successfully used a winter campaign to drive the 

Indians back to the reservation. Lieutenant Ruffner was able to 

produce surveying results during the campaign. While he did 

not have money to hire civilian assistants, he did send his 

detachment from the Battalion of Engineers to the 6th Cavalry's 

expeditions in New Mexico and Colol-ado. When the 6th CavaLy 

became heavily involved in the Red River W~I; Ruffi~er shifted 

his efforts to the 5th Infantry's expeditions in Texas. He also 

built a road from Santa Fe to Taos, New Mexico, with a 

congressional appropriation of $25,000. He surveyed the route 

in 1873,andcivilians built it in 1874. 

While Ruffner successfully used 81 detachment from the 

Battalion of Engineers, something similar occurred to the north 

in the Department of Dakota. In July 1874. Custer led a 7th 

Cavally expedition into the Black Hills to locate silcs for military 

posts, survey routes through tlie hills, and conduct geological 

surveys. Captain Ludlow again accompanied the expedition 

with a party lhat included two volunteercivilian assistants and 

a detachment from the Battalion of Engineers. Throughout the 

summer, the expedition operated in the Black Hills without 

intelference from the Sioux, and Ludlow, well satisfied with the 

results, produced ]naps of the surveyed routes and topographical and geological maps. He reported that he thought 

the best use of the hills for the nexL 50 years was as a home for 

the Sioux. That did not happen because his report also noted 

s~iiall alriounts of gold in the Black Hills. When the news of 

gold reached thc East. which was in the middle of a recession 

caused by the financial panic of 1873, pmspectors raced for 

the hills. 

In 1875, whilc the Grant administration tried unsuccessfully 

to buy the Black Hills from the Sioux, Captain Ludlow led an 

expedition into western Montana to survey routes and examine 

Yellowstone Park. His party included volunteer civilian 

assistants and a detachment from the Battalion of Engineers. 

He noted the large number of hunters and souvenir gatherers 

in the park and recommended that it be put under the War 

Department for protection. 

Meanwhile, the Grant administration, even though it failed 

toconvince the Sioux to sell, decided to allow prospectors into 

the Black Hills. The Sioux had until Februaiy 1876 to vacate the 

area and go to the reservation. After that date, any Sioux not 

on the reservation would be considered hostile and an Army 

problern. Accordingly, General Sheridan planned a winter 

campaign similar to the one that proved so successful in the 

southern plains. However, tlie winters in the Dakotas and 

Montana were much more severe than in Oklahoma andTexas, 

so Sheridan delayed his campaign until the spring. His plan 

had three converging colurnns from the east, west, and south, 

trapping the Sioux south of the Yellowstone River near the 

Bighorn Mountains. 

Colonel John Gibbon's Monvana column left Fort Ellis on 1 

April with six companies of his 7th Infantry, a battalion of the 

2d Cavalry, and two Gatling guns. His acting engineer oflicer, 

Lieutennnt Edward McClernand, 2d Cavalry. had a detachment 

from the Battalion of Engineers. As the colutnn moved east 

along the Yellowstone, in late April, McClema~d joined acavalry 

scout south through the Bighom and Litllc Bighorn Valleys. 

They made no contact with the Sioux. but later inMay, Gibbon 
did see signs of a village on the Tongue River Hc was unable 

to force an encounter and, in late May, went into camp on the 

Yellowstone near the mouth of the Rosebud to await the arrival 

of the Dakota column. 

Brigadier General AlfredTeny'sDakotacolumn1eftFortLincoln 

on 17 May with Custer's 7th Cavalry, an infantry hattalion, and 

twoGatlingguns. Hisengineeroficn; Lieutenant Edward Maguire, 

Department of Dakota, had a detachment from the Battalion of 

Engineers; several wagons of engineer equipment, to includc a 

portable trestle bridge; and an odometer cart to measure mileage. 

As the column moved west across central North Dakota, it made 

only about 10 miles a day, as Maguire, with the help of a 7th 

Cavalty company of pioneem, used the bridging equipnient to 

cross the numerous streams along the trail. The column reached 

the Powder River on 7 June without seeing any Sioux, so Teny 

sent Major Marcus Reno's 7th Cavalry battalion scouting to the 

south. Maguire assigned Lieutenant James Sturgis, acting 

engineer officer, to the scouting force. 

Brigadier General George Crook's Wyonling column, the last 

to take the field, left Fort Fetterman on 29 May with two infantry 

and two cavaLry battalions. His engineer officer, Captain William 

S. Stanton, Department of the Platte, did not have an engineer 

detachment and had to rely on the infantry and cavalry units to 

supply him with assistants. Crook reached the headwaters of 

the Rosebud on 14 June where he learned of the possibility of 

a large Indian village to thenorth. He moved toward the village 

and encountered a large force of Sioux and Cheyenne in the 

August 2001 

early morning hours of 17 June. He pushed the Indians toward 

the Little Bighorn River but was unable to pursue due to his 

losses and the difficulty of the terrain. When Crook withdrew 

to refit and await reinforcements, Slanton returned to ?'on 

Fetterman. He felt that the expedition against the Indians was 

unproductive for engineering work and that he could 

accomplish more away from an active campaign. He spent the 

rest of the summer and fall surveying the military posts and 

connecting routes in the Platte River area. 

While Crook was fighting theBattleof the Rosebud, Reno's 

battalion was about 40 miles to the north following the trail of 

a largc Indian village. Reno heard nothing about Crook's fight, 

so he told Teny about the signs of a large Indian village to the 

south. In a meeting with Custer and Gibbon on 21 June, Terry 

outlined a plan to take advantage of Reno's report. He ordered 

Custer to move south along the Rosebud while Gibbon moved 

southwest to the mouth of the Little Bighorn. Custer was to 

maneuver his regiment to push the Sioux toward Gibbon. 

Lieutenant George D. Wallace was the acting engineer officer 

for Custer's force; Maguire and the engineer detachment went 

with Terry's staff in Gibbon's column. 

The 7th Cavalry moved south in the Rosebud Valley on 22 

June as Gibbon started west along the Yellowstone. When 

Custer sighted a large village in the Little Bighorn Valley on 25 

June, he planned to wait until the next morning to attack. 

However, he moved forward immediately when he saw Indian 

scouts nearby. He divided his force into three battalions and 

Engineer 55 
"...as the number of rail lines increased, the Army reduced 


the number of small forts in the West. Troops now moved by 


rail from strategically located forts to trouble spots." 


sent Captain Frederick W. Benteen's battalion to the left while 

he followed Reno's battalion toward the village. As Reno 

attacked across the LittleBighorn, Custer moved right to attack 

the village. The Sioux stopped Reno and forced him back across 

the river to a defensive position on the bluffs. They then turned 

their attention to Custer and annihilated his force before the 

end of the day. Benteen joined Reno and held out until the 

Indians began to withdraw on 26 June as Gibbon's column 

approached. 

Terry kept the combined columns in the Little Bighorn area 

until 28 June to tend to Reno's wounded and bury Custer's 

dead. Magilire surveyed and mapped the battlefield and burial 

site during that time. Terry returned Lo the Yellowstone River 

Valley where he refitted and received reinforcements through 

July. He met Crook's colilmn in the Rosebud Valley in early 

August, and the combined force pursued the Indians through 

the rest of the summer. The large Indian village broke up as it 

moved east, and the combined force made no significant 

contact. In early September, Teny's Dakotacolulnn returned to 

Fort Lincoln and Gibbon's Montana column headed for Fort 

Ellis. Crook took his column south toward the Black Hills where 

he attacked and destroyed a small lndian village on 8 September 

at Slim Buttes. Many of the Indian survivors returned to the 

reservation in the winter. 

As the cavalry columns retulned to their forts for the winter, 

Sheridan ordered Colonel Nelson Miles to organize several 

posts along the Yellowstone and use the 5th and 22d Infantry 

Regiments to harass and force the Indians onto the resenration. 

His acting engineer officer was Lieutenant Oscar F. Long, 5th 

Infantry Regiment. In December, Miles destroyed a Sioux village 

near Fort Peck, hilt Sitting Bull and many of his followers fled 

into Canada. In January 1877, Crazy Horse, leading a band of 

about 800 Sioux and Cheyenne, attacked Miles' position on 

the Tongue River. Miles repulsed the attack, pursued the 

Indians, and destroyed their village. By the spring, Crazy Horse 

and most of his followers were on the reservation. Finally, in 

early May, Miles nsed elements of the 5th and 22d Infantry and 

the 2d Cavalry to destl-oy a Sioux village on the Rosebud and 

force the Indians onto the reservation. Within one year of 

Custer's defcat, the Sioux and Cheyenne, except for Sitting 

Bull and his followers in Canada, were on the reservation. 

The engineers experienced mixed results during the 1876-77 

campaign. Major George Gillespie, Sheridan's Chief Engineer, 

Division of Missouri, wanted more Battalion of En; -1neer 

detachments in the West with at least one for each department. 

He thought the topographical information collected during 

active campaigns lacked quality. as the engineers had to go 

where the action dictated rather than where their surveying ~ -

interests indicated. Maguire noted the difficnlty of collecting 

topographical data while accompanying an operational 

expedition due to the inability to move far fro111 the main force. 

Herecommended a larger bridge train for aforce the size of the 

Dakota column, which had more than one hundred wagons. He 

reported on the types of improvised bridges used, such as 

sod-covered wagon tongues, chain-and-rope suspension 

bridges. and wagon and water-keg floating bridges. Where 

trees were available, herecornmended building tvestle bridges. 

Maguire's map of the Little Bighorn hattlefield played an 

important role in events related to that fight. In July 1877, 

Lieutenant Colonel Michael Sheridan, brother and aide to 

General Sheridan, led a party to the battlefield to remove 

officcrs' bodies for reburial in the East and to rebury and mark 

the graves of the rest. He used Maguire's map to locate the 

original burial sites. ln the January I879 Court of Inquiryheld at the Chicago Headquarters, Division of Missouri-that 

examined Major Reno's conduct at the Little Bighorn, Maguire 

used his map to testify on the battle. 

For the remainder of the 1870s. the engineers in the West 

kept as active as congressional appropriations allowed. In the 

summer of 1877, Ruffner nsed a 9th Cavalry expedition into 

New Mexico and Colorado to locate sites ior military posts and 

survey connecting routes. Maguire named acting engineer 

Sitting Bull 

56 Engineer Augu.rt 2001 
lieutenants from the 5th Cavalry and the 7th Cavalry for the fall 

1877 campaign against Chief Joseph and the Nez Perce in 

western Montana. He also sent a detachment from the Battalion 

of Engineers to survey the site for Fort Keogh at the mouth of 

the Tongue River on the Yellowstone. He used Quartermaster 

Department money to examine the Yellowstone's use as a 

supply route for the military posts in the Montana Territory. In 

1878, while Ruffner was building wagon roads connecting the 

military posts in Colorado. Maguire continued surveying Fort 

Keogh and the YcllowstnneRiver. lo 1879, he added Fort Custer 

(at themouthof theLinleBighom River) and the Little Bighorn 

battlefield as survey projects for his engineer detachment. He 

continued to wol-kon the YellowstoneRi\.er, using money from 

the River and Harbor Act of 1878 to hire workers to open 

channels through three rapids. As he traveled throughout 

Montana by river steamer, stagecoach, and Army ambulance, 

Maguire reported to the Chief of Engineers on the quality of 

the schools in Bozeman and the nulnber of settlers, type and 

quantity of livestock, and amount of land under cultivation in 

theYellowstone Valley. 

In the 1880s, a chapter closed on the history of Arlny 

engineers in the West. The United States Geological Survey, a 

civilian agency, now studied the geopaphical structure and 

economic resources of the public domain. In 1881, as the 

government erected a stone monument in the Little Bighorn 

cemetery, Sitting Bull and his followers surrendered at Fort 

Buford in the MontanaTerrito~y. The Northern Pacific Railroad 

reached Billings, Montana, in 1882, and the engineers reported 

a decrease in traffic on the Yellowstone River. By the end of the 

IR80s, three railroads crossed the continent, and as the nulnher 

of rail lines increased, the Army reduced the nulnber of small 

forts in the West. Troops now moved by rail from slrtstegically 

located forts to trouble spots. As campaign and topographical 

duties decreased, the engineers turned their attention to border 

and coastal defense and river and harbor activity. In the 

twentieth century, these responsibilities, tenned Military 

Programs and Civil Works, became increasingly important as 

the nation fought through a deep depression and several major 

u'ars 

Dl: Dun11 is a historian irr the Office ofHistory, U.S. Army 

Gorp, qfErzgmeer.~, Alexaruira, Virginia. 

Suggested Reading 

Frank N. Schuhert, Vanguard of Ex/x~ttr.ion: Ariny Eitgincerr 

hr rlte Trans-Mis.si.~.sip~?i West, 1819-1879. Washington, D.C. 

Historical Division, Office of Administr;lti\,e Services, Office 

of the Chief of En,' o~neers. 

Robert M. Utley. The Lance and f11e .(lhield; The Life and 

77me.s qfSirting Huli. New York, Henry Holt, 1993. 

I(BCTP Terrairz Analysis, continued from page 29) 

The WCOPFORis made up of experienced players who are 

extremely proficient at taking advantageof CBS terrain. Many 

of them are retired Army officers who clearly understand our 

doctrine and use CBS terrain during their military decisionmaking process. Because of their vast knowledge and 

experience, they have both a tactical and planning advantage 

over units being exercised and evaluated. 

Payoffs of CBS Terrain 

I

f properly displayed and explained, CBS terrain has many 

payoffs during the military decision-making process and 

thmnghout the course of the Warfighter exercise. Enemy 

avenues of approach become evident, which allows the 

intelligence community to focus its human, imagery, electronic, 

and signals intelligence-collection efforts. The deep-operations 

coordination cell can easily identify engagement areas, which 

allows it to concentrate deep fires, close air support, and airinterdiction assets, resulting in immense destruction of enemy 

units. By knowing the location of every bridge in the exercise 

area, engineers are better able to tie CBS restrictive terrain to 

their division-wide obstacle plan. They know exactly which 

rivers can he forded and what bridging assets are required 

when bridges are destroyed. Logistic planners are able to select 

main and alternate supply routes, forward-operating bases, 

refuel-on-the-move sites, and division support areas. Manenve~ 

brigades can better plan their advance, select defensive 

positions, and seize the momentum by knowing exactly where 

they can and cannot maneuver. 

Terrain-analysis units have the ability to display CBS terrain 

data in a variety of formats. The clear overlay is still a mosl 

sought-after format since nondigital divisions have map boards 

hung throughout the tactical-operations center. For engineers. 

MicmdefleraBase 11 can display CBS terrain over maps. 

imagery, and elevation data. Once the product is displayed. 

MicrodemRerraBase I1 can easily export the graphic to a 

PowerPointm presentation for use in briefings. 

surmnary

Terrain analysis is an engineer function, and topographic 

engineers are masters at producing mission-focused 

and -tailored terrain graphics in support of Warfightel 

exercise operations. Planning aBCTP Warfighter exercise mus! 

be approached the same way as planning for an actual 

deployment. The significant difference is that CBS terrain is 

the only terrain that counts during a BCTP evaluation. Y 


CWZ Mohn commandr the 25th Engineer Delach,nent (Terrain), 

Schofield Barracks, Hawaii. I'revious nssignrnents inclrrde terrainanalysis lechniciun, XVIII Airborne Corps, Forf Bragg, Nortl. 

Camlina; senior career management NCO (CMF 81). Engineel 

Per.sonne1 Pmponency Oflice, Fort LPonard Wood, Missouri; an6 

rrr-rain anal.yst, USAREUR Cornbar Intelligence Readiness Facilit). 

Augsburg, Germany. 
Effort inthe Balkans 


By Major Gnrth M. Home and MI: Eldon "Scott'' Luwdennilk 

The U.S. Army Corps of Engineers (USACE) continues 

to provide continuous and diverse support to 

engineers and commanders in the Balkan area of 

responsibility. Currently, USACE has soldiers and civilians 

deployed in Germany, Hungary, Bosnia-Herzegovina, Koso\~o, 

and the Former Yugoslavian Republic of Macedonia (FYROM) 

in support ofvarious engineer requirements resulting from U.S. 

contingency operations. 

The majority of the forward-deployed USACE support is 

provided by teams. The size and makeup of the teams are based 

on an analysis of the task-force engineer's requirements by the 

Office of the Deputy Chief of Staff, Engineer (ODCSENGR), 

United States Army, Europe (USAREUR). The main-body team. 

called a Base Camp Coordinating Agency (BCCA), coodinales 

the engineer construction being performed by military and 

civilian personnel and contractors in the task-force area of 

operations. 

Soldiers classify a tunnel 

58 Engineer 

The BCCA employs several technical capabilities. For 

instance, there are master planners, who design base-camp 

layout for the best use of facilities and land management. In 

addition, draftsmen-through the use of computer-aided 

design (CAD) software such as AutoCADQ-maintain detailed 

plans and drawings of the camps as well as other facilities 

being constructed or refurbished. 

All but one of the USACE employees work in either the 

BCCA or on engineer staffs, and the remaining employee is 

assigned to USAREUR as the Operation Joint Forge cell chief. 

He serves as the primary liaison between the BCCA and basecamp staff engineers and ODCSENGR. The USACE civilian 

personnel are facility, mechanical, environmental, structural, 

and multidisciplined engineers (project mangers), as well as 

construction representatives, real estate specialists, and 

AutoCAD operators. Additionally, ODCSENGR uses Reserve 

USACE officers on 179 and 270-day orders to fill BCCA 

engineer positions in Bosnka, Kosovo, and USAREUR. The 

Reserve officer's role is expected to increase as the Balkans 

mission continues. 

Title X 

Contingency construction in support of USAREUR's 

mission in the Balkans is provided under the 

auspiccs of 10 U.S. Code 101 (a)(13) often referred to 

as '-Title X." Appropriations for military construction are not 

used for contingency operations when construction is clearly 

intended to meet a temporary operational requirement to 

facilitale combat or contingency ope~ations and the 

construction is not permanent. Congress provides the actual 

funding for contingency operations and supporting 

construction through supplemental appropriations. 

The USACEEuropeDistrict-headquartered in Wiesbaden, 

Germany-serves as the "door to the Corps" for the European 

Command and USAREUR engineers in coordinating 

deployments to the Balkans and providing technical support 

as needed. Both military and civilian employees of the USACE 

provide technical expertise, design capability, project 

management, and quality-assurance assistance and support 

to the USAREUR in overseeing theTitle X effort. This covers 

all areas oi logistical and facility support to U.S. personnel 

deployed in the Balkans-construction, environmental, 

topographic, fire fighting, hazardous material (HAZMAT)/spill 

response, countermine/demining. base-camp standards, prime 

power, real estate, bridging, and snow and iceclearing (SNIC). 

August 2001 
Wastewater treatment plant at Comanche Base in Bosnia 

TheODCSENGRplaysamajorroleino\~erseeingtheTitleX One contracting tool is the indefinite delivery. indefiniteeffort. which includes the support provided to other services, 

mainly the Air Force and to a lesser extent the Kavy. Operationally. units within the Balkans report and operate under 

various conimands that report to either XATO or subordinate 

USARELR conm~ands. 

~ ~ the area~where U~A~~expenise ~ and~ 

assistance has been used the n,ost llndcr Title x support. TO 

provide such things as food, laundry, fuel, lodging. and morale 

and supporr, facilities must he built or existing 

facilities renoTated. All operalions in the ~ ~are consideredl k 

contingency operations and thus require telllporary 

construction. ODCSENGR defined temporary construction as 

that which "must be designed and constructed on an expedient 

basis. with finishes, materials, and systems selected with energy 

efficiency. maintenance, and life-cycle costs being secondary 

considerations with a life expectancy of 5 years or less." 

~ ~ temporary ~ constn,ction ~ standards i is a n

ongoing challenge when units rotate in out. conlnlanders 

constantly weigh inlportance of tryins to the 

soldier.s quality of life ( Q ~ ~ ~ beyond that enjoyed by pre\,ivus rotationsversus cl.eatinga legacy from tour soldiers 

will rerllelllber and identi% and conzressional visits will 

point to as a poor use of taxpayer dollar.\, hi^ is referred 

to as "QOL creep." 

K ~r,~, D~~~~~~~~~ ~ ~ of~~~f~~~~ . (Army 

and N ~ worked ~ on~ initial ) cons,luction requirelnents suckl 

as preparation and critical f;silities,! Ho,vcvcr, civilim 

colltractorS of the consrnlctionin Kosovo 

and Bosnia. 

The Corps has several tools to ensure that construction 

can be performed. the main one being contract construction. 

quantity (IDIQ) contracts thiit are maintained with reputable 

firms that can be tuned on with little notice. These contractors 

are usually prepared to travel anywhere they are needed. 

However. the most widely nsed tool is the Logistics Civil 

Augmentation Prograln (LOGCAP) contract.: This is a costplus contract that can be used to provide any service or ~ ~ ~ i 

Construct anything that is needed by a lnilitar~ conlmander. 

Becase the U.S. l~iilitary has downsized so dralnatically. it 

maintains a reserve capability through contract support. The 

LOGCAP contractor is awarded a contract to provide services ~ ~ ~ and constmction on an as-needed, reimbursable basis. 

A LOGCAP-type contract supports operations in Ko~o\~o 

and Bosnia. In the early days of these operations, the Corps's 

emergency managers coordinated with several military units to 

develop a scope of work for anything and everything that tlic 

contractor might be asked to perform. Since the contract was 

relatively unknown to many liianeuver commanders, this ~ ~ ~ ~ ~ l 

coordi~lation pro\'ed to be invaluable. Today. the Balkans 

Sustaiin~nent Contract (BSC) still carsies out the lion's share of 

Title X consrmction. providing transportation. dining and beddown facilities. laundry services, waste managenrent and 

disposal. and a host of other services to deployed forces.'The 

BCCA provides construction oversight lor the BSC and other 

construction-related contracts in the Balkans. 

Environmental. USACE deploys civilian en~ironmental 

specialists to pmvide tcchnical oversight on base-camp and 

foru'xd-operating-base operations to ensure that U.S. 

perso~~nel comply with environmental regulations. protect 

human health, and practice responsible environmental 

stewardship. Located within the BCCA at Task Force Eagle 

alld Task Force Falcon and on the N;ltionnl Support Elelllent 
engineer staff at Taszar, Hungary, these specialists establish 

and document environmental baseline surveys at base-camp 

and forward-operi~ting-baselocations. conduct periodic 

sampling at base camps, and monitor wastewater-treatment 

operating parameters and petiorn?ance,pcst and vector control, 

and general environmental-program management and controls. 

They also assess current practices and activities to identify 

environmental concerns and develop action plans to address 

those concerns and lo ~ninimizeor prevent waste and other 

forms of pollution. 

Topographic. USACE provides limited topographic support 

to base camps through the BCCA AutoCAD operators and 

their specialized equipment. 111addition, a USACE contractor 

developed a Bosnia master plan to assist in land management. 

Most topographic support is coordinated through 

ODCSENGR's Geospatial Information System (GIS) officer, 

using the 60th Topographic Detachment, which is attached to 

ODCSENGR. 

Fire Fighting. The BCCA staff helps develop and maintain 

tire-inspection and -prevention measures. USACE has provided 

technical expertise on alarm systems and individual and 

structural rim-fighting equipment. 

HAZMATISpill Response. The BCCA environmental 

specialists provide guidance on HAZMAT storage and 

management. to include spill response, although the BSC is 

primarily used for spill response. Initially, in Kosovo, 

Department of Defense fire-fighting teams were deployed to 

provide general fire-fighting services and HAZMATIspill 

response.After initial-entry operations and the establishment 

of base camps, fire-fighting facilities and equipment wel-e 

delivered though theBSC. Eventually, thcgeneral fire-fighting 

senice, facilities, andequipment were all provided through the 

BSC.This freed up militiuyfucfighters. a low-densitycapahility, 

for other deploynlenls by March 2000. 

C~unterminelDemining.~The BCCA assists in 

atnmunition-surveillance maintenance requirements. This has 

focused on developing plans to correct new deficiencies noted 

during each inspection of ammunition-storage and -holding 

areas where unexploded ordnancc is stored as a result of 

weapons- and ammunition-collection efforts and demining 

operations. 

Base-CampStandards. ODCSENGR has established aKed 

Book on Base-Camp Standards to p~lescribeuniform facility 

standards within the limits of good fiscal stewardship lor the 

Balkans. The ODCSENGR contracted a company through the 

USACE Eurooe District to develoo a master olan for Rosnia for 

the ncxt 3 to 5 years that would provide a prioritized mad map 

on how to get from the existing conditions to the Red Book 

standard. The independent, coordinated effort of the master 

plan also provides supporting justification for the remaining ~ ~ 

construction effort in~~osnia. Construction managers - and 

quality-assurance representatives from the BCCA ensure that 

properconst~uctionpractices and methods are being followrd, 

that there we no safety hazards, and that contractors are meeting 

their requirements. 

60 Engineer 

Prime Power. In both Bosnia and Kosovo,commercialpower 

was not available when U.S. forces began their pracekeeping 

missions in s~~pport of NATO. The 249th Engineer Battalion 

(Prime Power),Fort Bclvoir, Virginia, provided powergcneration 

initially nnd helped plan and coordinate for continued power 

-

eeneration beyond the initial-entry time franle." Commercial 

power is now used in Bosnia: however, the 249th still leases 

some equipment to support Task Force Eagle. In Kosovo, 

commercial powcr will not be available forat least 2 more years. 

Technical experts have assisted ODCSENGR by gathering 

information to increase efficiencies with the current powergeneration syslem and to develop a power-generation plan for 

the next few years until con~nlercialpower is available. 

RealEstate. USACE provides personnel on both a temporary 

and a permanent-hire basis (I-year tours) to handle real estate 

issues. Real estate expertise is required to execute leases at 

every site that U.S. personnel camp at or use. This has been 

especially challenging in Kosovo, where the landowners may 

not be known or multiple parties may claim ownership. Real 

estate specialists in the BCCA ensure that real estate impacts 

are included in construction-cost estimates so that potential 

real estate problems can be avoidcd. When claims are made 

against the United States for ptwperty damage, these specialists 

assess the damage and compare it to preexisting conditions to 

hclp settle claims. 

ShTC. A USACE expert develops SNIC plans for the base 

camps and the main supply routes and lines of con~~nunication 

to and from the base camps and surrounding areas-;) critical 

effortduring the winter months. ODCSENGR purchased 5-ton 

and high-mobility. multipurpose wheeled vehicle (HMMWV). 

mounted snowplows and sand spreaders to give each task 

force the capability to operate when road conditions would 

otherwise be BLACK. The Cold Regions Research and 

Engineering Laboratory (CRREL) sent a training team to help 

install the equipment and train operators. This technical 

assistance and training is still provided annually before the 

snow season since units rotate out every 6 months, taking the 

experience and trained operators with them. Initially, in both 

Bosnia and Kosovo, the task-force engineers were responsible 

for SNIC. Although engineers from both Task Force Falcon 

and Task Force Eagle retain a SNIC capability, once the 

operational environment stabilized, they contracted out h:~secamp and task-force route clearance to host-nation contractors 

thmugh the Defense Contract Management Command. SNIC 

along NATO routes is contracted out by the Stabilization and 

Kosovo Forces. 

General ~ ~ gand ~ i ~ ~ ~ ~h ~~ ~~~~~~t 

TT SACE provides additional engineering and 

technical support to ODCSENGR. divisional 

w engineers. and co~nmandersin the Balkans that is 

outside the basic Title X categories. For the most pan, any 

support or expertise that USACE possesses has been used. 

Over the past year, this support has included the following 

areas: 

August 2001 

i 
Camp Bondsteel airstrip before paving 

Paving the Camp Bondsteel airstrip 

Tele-Engineering.' USACE, through the U.S. Army 

Research and Development Center's Waterways Experiment 

Station (WES), established Tele-Engineering capability 

between the Task Force Falcon BCCA and ODCSENGR at the 

beginning of the Kosovo mission, using a deployable video 

teleconferencing (VTC) system. This high-speed data link via 

satellite enabled ODCSENGR to conduct secure VTCs as wcll 

as other securedata transferainong ODCSENGR, WES, USACE 

Europe District, and the'CaskForceFalcon BCCA to coordinate 

various operational and construction issues. Personnel in the 

Balkans were able to consult with subject-matter experts 

of miles an,ay, This is tremendous value added to 

any operation since it keeps the number of deploying personnel 

down and gives access to a larger pool of experts. 

Attg~ist2001 

The capability-used daily during the first months of the 

Kosovo mission-is still used at least weekly to continue 

coordination on construction progress and issues and to 

achieve efficiencies in construction methods and resource 

usage on a Balkans-wide basis. Over the past year, TeleEngineering capabilities have been extended to divisional 

engineer brigades in Germany, the 130th Engineer Brigade, and 

the Task Force Eagle BCCA. 

LaboratoriesICenters of Expertise. In addition to the 

CRREL support for SNIC, USACE laboratories and centers of 

expertise have deployed personnel and teams on the following 

inissions: 

Engineer- 61 
Bridge and Route Reconnaissance. The USACE stiuctunl 

engineers perform surveys for both vehicular and train 

routes and assess the load classifications of bridges that 

may be crossed with heavy equipment on main supply 

routes. 

Asphalt Capability Assessments. Geotechnical expel-ts 

perform soil stabilization and test hatch samples of asphalt 

and concrete prepared by local batch plants. USACE 

sent asphalt experts into FYROM and Kosovo to assess 

bitominous-productio~~capabilities and paving-materials 

availability. 

Base-Camp Closure Environmental Assessments. 

Nu~nc~~oos hase camps and forward-operating bases have 

been closed in the Balkans. USACE has contracts in 

place for conducting environtnental assessments, as 

required, which are coordinated through the permanentparty USACE environ~nentalspecialistslcoordinato~sin 

each area. A comparison is tnade to the baselinc survey to 

develop accurate scopes of work and timetables for 

retu~ningland that is no longer used. Real estate specialists 

and supporting learns are also available to coordinate leilse 

impacts. 

Force Protection. A force-protection expert ensures that 

camp design, layout,and function meet mission requirements 

while affording camp personnel with uniform forceprotection measures based on the threat lcvel. The USACE 

security-engineering and force-protection specialists were 

also used during camp planning and construction. 

Well Drilling. Hydrologists find the best places to drill for 

water, which has proved invaluable in areas where local 

water supplies are either not available or not potable. For 

larger hase camps, wells have also resulted in a significant 

decrease in daily operations costs to the Army through 

greatly rcduced water purchases. 

US.4REUR Engineer Repository.*The ODCSENGR used 

UTESto purchase and install hardware and software; populatc 

the dat:lhase, and finalize system requirements for an engineer 

repository. WES also provides training for the system. database 

administrator, and users. A secure Engineer Information 

Reposito~yWeb site is under development, and a nonsecure 

site can be accessed at litl~~://e1z,~r6~p.-l1q~1si~rr~tr:orr1i~.111il. 

These sites contain archived copies of operations, after-action 

reviews, studies, and reports of various operations conducted 

in the Balkans and elsewliere within USAREUR's area of 

responsibility. In addition, both sites include country studies 

and other useful information. 

A CombatMultiplier 

here are a lot of new initii~tivcson the horizon as the TArmy prepares for a transition to the Objective Force.

USACE has provided qoality, reuponsive enginecring 

services to the nation and the Depart~nentof Defense for a 

long time rlnd is gelling better with each operation. Military 

officers and civilian emergency managers in the Balkans face 

unique missions and often experience an uphill fight in getting 

support from countelparts in other USACE offices in the United 

States. By working through the technical and traditional 

problems with command support and emphasis, we are 

producing an enginecring organization rhat has truly been a 

combat multiplier in the Balkans. LA 

Mujor Horne, a rie/>~tt)'districtengineerfur the Socrrmirntu 

Ellginerr Distr-icr,st~nardos the ODCSENGR Oprnrtion Joiizt 

Forgr liuison officsr,for 6 rnorith.~.He prrviotisly co117rnun~l~~~l 

Brow Conlpnrry, 91st Eriginc(,r Boftaliorl. Fort Hi~oil,Te~eins. 

MAJ Horne ha1ct.s a bachrlr~r:~in civil rr1,qinreringfrom Wesr 

Poirlt urld rr rnrrsterk in on,imnrnenml cngine~rirr,q,frorri tl?e 

L'r~iversityI$ ,fVanshin#ro,r. 

Mr. Lunderrnilk is /he chief of' Operrttions, Pirins, arid 

Securin.,firr rhe Europe District iri Wieshadrn. Crr-nzn~~y.Po.\/ 

assignl?~mr.sitichrrle continRerzcy p1at1.s officer; Trunsor/~mtic 

Programs Cc,nrer. 1991-14196: opel-ciriorrs ojficer; Eltrope 

Di.strict, 1996 - 1998: and colztingen(y p1nn.r qfirer; Euir~pe 

Divtrict, 1998 - 2000. MI: Lowdermilk l~oson a.ssociarek in 

sun~ivoland ,r!.sc~tc~operotions and u hnci~eluriiti emergei1c.v 

nzarlacqenzmt. 

Endnotes: 

'COL Robert L. McClure, "The Engineer Regiment in 

Koqovo," En~ineer.April 2000. pp. 6-10. 

'COL Donald T. Wynn. "Managing thc Lugistics-Support 

Contract in the Balkans," Erzfiineer,July 2000, pp. 36-40. 

'Ibid. 

VIUr Eric Midden, "Denlining in Bosnia-Herzegovina" 

Engineer, Februaly 2001, pp. 20,26. 

'COLAndrzei Zarczynski, "Mine Threats in Mission Arcas," 

El~gincer.Febluary 2001, pp. 4-7. 

"CPTJaled Ware and SFC Ed Dawe, "The Next Generation 

of Power Ge~~eration,"D~girzeer, July 2000, pp. 7-10. 

'DI: Paul F. Mlakar Sr., James C. Ray, and CPT Todd C. 

Liebig, "Bridge to the Future: Tele-Engineeringand the Bubiyan 

Bridge Assessment," Eri~itre~r-, April 1999. PI),44-46. 

*MAJ Barrett W. Larwin. "Enhanced Off-the-Shelf 

Technologies Help Engincers Prepare hr Future Opel-ations." 

Er~girteer,October 2000, pp. 38-39.46. 
Critical szrpportinx tasks: 

1.Receive niehsages. reports, orders, and overlays digitally 

or by ft-equency r~iodulatior~(FM) or courier 

National Training Center 

The Engineer Company TOCA CriticalLinkin the Company's Success 

By Liertii~i~ir~!r Color~elThomas H. Mnprlecs und Copfrrin 

Doi,iciG. Roy 

The Engineer Co~iipanyTactical Operations Center 

IETOC) is often overlooked and receives ~ninimal 

training or resourcing during a unit's preparation for a 

rotition at the National Training Center (UTC).Howe\,er. many 

trends indicate that the effectiveness of an engineer company 

at the NI-C is greatly influenced by the pelformance of the 

ETOC. This squad-sized element fills several roles: coinmand 

post (CP) for the engineer company. mobilityisurvivability 

(MIS) Battlefield Operating System (BOS) representative for 

the stipportetl rnane~\~er task force (TFI. and a dii-ect liaison 

officer between the brigade combat team's direct-support 

engineer battalion and the maneuver TF. 

ETOCFunctions 

An ETOC must pcrform the following six it~nctionsto 

eifectively provide command and conuol for engineer 

elements operating in the TF sector and MIS BOS 

suppcirr to the TF: 

Receive Information. An ETOC must receive information 

from the parent engineer battalion, the supported iiianeuver 

TF, and subordinate or attached engineer units operating \*,itliin 

its area of operation (AO) to execute the remaining five TOC 

functions effecti\:ely. It is this function that dictatcs the need 

for the ETOC to possess the same command, control, 

commiunications. computers, and intelligence (CJI)capabilities 

;IS the engineer-company commander, supported TF,and parent 

engineer battalion. 

2. Monitor and understand tactical situation. 

3. Maintain a log of significan! acti\.itics and reports. 

4. .Maintain status of critical classes of supply. 

iVotedtresd-ETOC.s are gftrrr unirhlr lo moiriroi?~c~fl'Jlecfil.e 

con~rt~~rrrico~imr~ with strborrlinutr ir!!li l!i,qh~~~-ril~e/oir 

rtiginuer rri~irs.This trend can be reversed by fully 

leveraging the C41 capabilities available within the engineer 

unit and suppotred TF. Digitized units IIILIS~full!: exercise the capnbilities of the Force XXI Battle Command 

Brigade and Beloa System, and nondigitized units luust 

fully leverage FM sysrems-including TF- and brigadelevel retl-ansrnission capabilities, ~iiobilesubscriber radiotelephone coyerage. and ti~cticnlfacsimile. if available. 

Distribute Information. hiEI'OC must becapableof rapidly 

distributing the inforination it has received to the elements 

requirin~the information. This functioti must have adequate 

C41 capabilities and personnel trained to lise the equipment. 

Critical s~rpportingtasks: 

I. Submit reports to higher engineer nnd supponed TF 

headquarters. 

2. Serve as a communication relay between units. 

3. Publish orders and instructions. 

4. Process and distribute information to appropriate units or 

stafi. 

voted trerrd-Cnirs (10 !!or <fli,rtit;eIy 11-ocka~rdisre~iii~~nfe 

oh.sfac1e i~florn~orior!~flecfin~TF nrobilit?. This includes 

friendly obstacles. planned or executed, and ensilly obstacles 

confirmed within the TF, AO, or area of interest. The 

assistant task-force engineer (ATFE) should ensure that 

this information is posted on the ensinerr battlc-tracking 

boards and the TF's current operations map and 

dissemin;lted to the lowest level possible using obstacle 

o\,erlays and FM updates. Thc use of a doctrinally cotl-ect 

obstaclc-nuniberil~gsystem within the TF sector will 

improve the communication of obstacle status to the 

maneuver elements. It is also important that the PI'OC 

monitors tlie cornrnu~licationof scatterable-mine \i:a~nings 

~ithinthe TFsectori~ndto higher headquxters. The ETOC 

must be the critical node in collecting,vel-ifying,and fonvard 

processing of hard copies of Department of the Army Form 

1355,Mirreficld Rr]1o0ilillg. Emplacing any land mines by 

U.S. forces must be thoroughly documented and then 

forwarded to tlie higher headquarters. 

Analyze Information. The personnel manningan ETOC must 

co~itinuouslyanalyze the information from subordinate sources 

and higher echelons as ro hour it is affecting the .MIS suppol-t 

of the curent TF's scheme ofmaneuuer. This function requires 
that the members of the ETOC fully use their training and 

professional experience as combat cn,'01neers. 

Critical supporting tasks: 

1. Identify infonnation related to the commanders' critical 

information requirements (CCIRs),cssential elen~entsof 

friendly infor~nation(EEFIs), priority information 

requirements (PIRs). and decision points. 

2. PI-cparean engineer estimate. 

3. Conduct prcdictive analysis. 

4. Conduct terrain analysis. 

Noted trend-P(,rsonnel in ETOCs are ?lot trttincd to 

irlentifi:critical irfi~rinnrion,cond~tctpredicrive orml).;is. 

or lrse n delecision-suppoi-fmatrix. All members of the 

company CP !nust be familiar with the CCIRs. EEFls, and 

PIRs designated for each operation. They must also 

understand the three components of the engineer battlefield 

assessment to analvze critical infornlation in a timelv manner. 

Make Recommendations to the Co~nmander.Filling the role 

of cornpauy operations officer and TF special staff officer, the 

ATFEand other mcmbe~xof an ETOC must be capable of rapidly 

and effectively conimunicating sound recommendations to the 

TF and engineer-company commanders. 

Critical supporting tasks: 

1. Develop and usc decision-support template. 

2. Conduct tactical decision-making process (TDMP). 

3. Createlp~~hlishcounterniohility and sulvivability timelines. 

4. Recomnlend priol-ityof elnployment of engineer assets. 

Noted trend-ETOCs (lo !lot ropidls Prorick oIterwat(~ 

CUIIUPS i)f(i(.rio~i IC0A.v)1rhenf7~~ctuntiomii~time or a.rscts 

o~joilablecolr.se IM/S @rt to ilcvirtie ,/,-<I~?I origirml /11(111. 

All personnel in the ErOC must understand the enginecr 

company and supported unit commander's intent. During 

the TDMP, the TFengineer must develop alternate engineer 

COAs hased on likely changes in time and assets available. 

These COAs should be tied to specific actions that occur 

on the battlefield. They must be developed enough to be 

presented to the TF commander and implemented upon his 

approval. 

Integrate Resources. An ETOC is responsible for coordinating actions internal to the enginecr company and the 

MIS actions of thesupported TF. Also. the ETOC must integrate 

vertically with higher engineer headquarters and horizontally 

with adjaccnt engineer units. It is essential that all members of 

the ETOC understand how to integrate with the remaining six 

BOSs during planning and exccution of combat operations. 

The ETOC participates in all steps of the TF planning process 

nnd all TF-level rehearsals. During tlie rnilita~ydecision-making 

proccss, the ATFE conducts direct coordination with BOS 

representatives to ensure that all elen~entsoperating in the TF 

sector understand the scheme of engineer operations (SOEO). 

Critical supporting tasks: 

1. Conduct rep011procedures. 

2. Develop the SOEO 

3. Conduct obstacle integration. 

4. Plan combined-arms bleaching operalions 

Noted trend-ETOCs do not address the essetltial elements 

of' integration wirll the otlzer ROSS d~lriizgthe planning, 

prepctrarion, and exrc~tiiorrp11nsr.sof each opcr.ntion.All 

members of the ETOC must understand the role of the seven 

BOSs. It is essential that they understand how the MIS 

BOS supports audlor is supported by the other six. This is 

accomplished by ~iiaxi~nizingopportunities to cross-train 

all members of the ETOC with memhers of the TF TOC. 

Synchronize Resources. An ETOC must coordinate and 

synchronize the activities of all MIS assets within the TF AO. 

This process begins during the TDMP, as the ATFE ensures 

that thc MIS ROS is reoresented during -tlie wilr-earnine - arocess k. 

and the development of the TF synchronization matrix. All 

rncmhers of the ETOC must understand how planned engineer 

actions relatc to the actions of the other BOSs in the TF, The 

ATFE conducts the cool-dination hefo1.e and durinz the wargaming process. Thorough coordination hefore the COA 

analvsis ensures that the SOEO is Ccasible and suuuo~tsthe .. TF cornrnandcr's intent. 

Critical srrpporting tasks: 

1. Prepare an engineer annex. 

2. Participate in a TF war-ganiing session, 

3. Conduct battle twcljng of engineer assets 

Noted trend-ETOCs do no/,fltlh.levercige rhe a,ar-jiomiilji 

pfncp.s.7ot~dTF-lr),rlri~h~~n~sals io nO~,q~mrrlysynclir(~rii:e 

rhc M/S eflorr n,ir/iirlrile .s~tl~port(~d TF .sector. The ETOC 

liiust fully participate in all synchronization activities of the 

supported TF. During the war-gaming process and 

development of the synchroniziltion matrix, all actions and 

effects of MIS assets must he included. During TF-level 

I-ehears;ils,the prcsence of MIS factors niust be addressed 

along with the actions of key engineer elements. Full 

participation in these activities will ensure synchronization 

with the other BOSs in the TF. 

NTC Tactics, Techniques,and Procedures 

Battle Rhythm. The ETOC ~nusrbe effective during all 

phases afcacli mission (planning, preparation. and execution) 

for 14+ days of continuous opcrations. Each phase requims 

input fl-omthe MIS BOS: the]-efore,it is critical that trained and 

combat-effective personnel are on duty and contrihl~tingto 

each phase of the mission. The ETOC leadership must ensure 

that an effective battle-handoverlshiftchangeplan is in place 

to ensure no loss of situational awareness (see Figur-e I)). To 

ensure that roles are filled and executed effectively. specific 

duties and r-esponcibilities for each position should be 
All personnel in the ETOC should bc trained to conduct 

basic tenain analysi~effectively. This means they must have 

access and be trained to fully leverage any terrain-analysis 

Note: Use of a shf! product or systenl available. Also, every member of the ETOC 

wheel to set ETOC shollld be trained to operate the available terrain-analysis 

ensure rnaxrrnum 

stuatona awareness at Synchronizingthe hIobilityiCountemobiliQiSw\ivab'Ility 

(MJChUS) Effort .Among iVlaneuver Companies/Teams. 

The ATFE and ETOC are responsible for synchroiririn~ 

'

MICMIS effort across the TF Clearly communicating the tasks 

that nust be coni],leted and thii respective ~c,uellcecri, Figure 1. Example ETOC Shift Wheel accomolish this svnchronization. The first sten tonard this 

goal is publishing an effective engineer annex in the TF 

documented and placed in a TOC starldirlg operating pro- operations order (OPORD).This annex should include easily cedure (TOCSOP).This document will :~llo\\'new personnel to understandableexecution tbr the TF MICMIS eftbns, quickly understand their roles and responsibilities as part of The engineer cell sliould also provide accurate and up-to-date the ETOC Smooth integration of new personnel will ~nini~nize overlays to support each of these plans. The ATFE must ensure 

tlre effects of persontiel changes. that MIS tasks fol-maneuver elements. essential to TF mission 

~~di,.id,,~l kales. ~h~ ~TFEmust try to accomplish all complelioii. are published in the TF OPORD in pamgl.aph 3-

missions ilandle issues dudilz all phases. N~ must be Tasks to Maneuver Units. To help support tlie enyincer annex, 

heavily inl.olved in plalllling for fliture operations \&:it), the there are several srapiiical tools that can iinprove the planner's 

suppolred TF. ~ 1 ~ j ~ hrcesthe operations noncorlll,lissioned ability to coiri~i~~~nicate the keq tasks and tlieir relation to the 

ofticer(NCO)and remoinderof pei~onnelassiened to the ETOC film a\'ailahle: -

to support tlie executive officer (XO) and handle current 

operations. This means the TF cuirent operations section ~rrust 

rely heavily on the ETOC noncommissioned officer in charge 

and shift NCOs, Most often these individuals have not been 

hattle-stafftrained. but they must execute ho111e-stationtraiiling 

that educates then1 to that level. It is essential that the ETOC 

function without tlrz presence of tlie engineer-company XO. 

Providing Engineer Expertise to the TF XOiS3iBattle 

Captain. All personnel wirhin the ETOC should he trained to 

provide titnelr and accul-ateengineer advice to tile supported 

V.Each rnernher of the section should he current on engineer 

doctrine. engineer munitions, engineer planning factors, and 

engineer equipme~rtIlogisticalrequirements. Therefore, a 

functional field manualitechnical manual (FMiTM) library 

should be accessible along with a battle book that is tailored 

to thc needs of thc supporled TF. The ATFE ~iiustbe the MIS 

BOS sxpenwith thecapability toanalyze any friendly orenemy 

engineer actions and provide effective recommendations to 

the TFcornmander Tlie fr~llowingitems are esscniiai to provide 

doctiinally sound MIS advice to a maneuver TF: 

FM 5-34, E~igilieerFieidDnrn, August 1999. 

FM 20-32. Mirie/C/~u~z:rrmi~ie0perii:ionr. May 1998. 

FM 90-7. ComhiiicdArrn.s Ohr~ii!eIiiregriirion. September 

19%. 

1 FM 3-34.?, Co~~ibi~ird-Ai?ii.s B~euchilig0l~eriitio11.s,date 

pending. 

FM 5-71.?, Ar-moi-eii Triik-Forcr Eli~iiir~r Cii171b~il 

O~~erorio~zr. June 1996. 

m Suppofled unit's tactical SOP. 

Gantt Chart (SeeFigure 2. page 66). This 1001. olirn i-cfcired 

to as a timeline. c:inquickly communicate the task. location. 

and resource requireinents for all critical ivSIS units or 

resources. This ahsihts the TF in tracking and logistically 

supportinp ensineer assets as they are shifted across the 

battlefield during preparation for defensive operations. 

Glide Path (See Figui-e 3, page 66). Th~sgraphical tool 

displays actual versus estimated production. Counterrnobility or sur\,ivability effort can he tracked on a 

elide path. 11allows the leadership to deter~iiineif units are 

producins at thr level estimated rind to project the actual 

end state. The glide path can identify when decision points 

are reached to shift kzy assets to aciiieve the desired 

amount of countermobility or survivability effort. This 

product will allow leadership the opportunity to adjust 

resource allocation or the tactical plan based on the cun-ent 

prodi~ctionle\:el and an extrapolated estimate of fiiral 

production for MIS resources. 

Commander's Card (See Figures 4 and 5. page 67). This 

graphical tool keeps the TF commander abreast of 

the progress of the key MIS assets within the TF sector. It 

serves as a "blueprint" of the planned engineer effo~tin 

sector. The TF's cursent operations cell and the ETOC 

update the card at a regular inlei~al.designated h) the TF 

coti~niander. 

Publishing the Engineer-Company OPORD. An ETOC 

should be traiiied to create and publish the engineer-cornpiny 

OPORD. suppleiirelltcd with supporting terrain-analysis 

products, a consolidated graphics overlay, and a comprehensi\'e risk-management docunient. The engineer annex 

created during the TF orders prucess can serve as the base for 
I I , ,"---- " n u8 ' ITravel LOGPAC lG&A-~2d ' ' I' ' Move 1st platoon r to TAA 

Construct CIA 1 ,. Constr~c(C2B -31; 'A: Construct C2C I 'JVf 

TS TAA 

- ,.-..- "-?-* 

Tm Blade [ LID LOGPAC Trav TM B

I Tm SEE [ 7 

TM A LOGPAC Travel TMC 

Figure 2. Example Gantt Chart 

TF maneuver overlay. 

TF fire-support overlay. 

= TP combat-service-support overlay. 

TI2MIS overlay. 

By using the professional experience of the personnel in 

the ETOC, and access to the mentioned products, a single 

graphical product can be created that is tailored to the needs of 

the engineer leaders. This product can then he issued along 

with the company OPORD before task organization takes effect. 

The ETOC can also create a comprehensive risk-management 

product that the company commander can hriet. and distribute 

to tlie subordinate leaders. By combining the risks and the 

control measures published by the supportedTF and the parent 

engineer battalion. along with those identified by members of 

Figure3. Example Glide Path thc ETOC, the company-level risk-management product should 

minimize any loss ofcombat power or chance of mission failure. 

this aroduct. Bv usino the enninecr annex as the hasedoculnent u L 

and adding the engineer-commander's intent, paragrnph IV 

(Service Support), and paragraph V (Command and Signal)-

related to the engineer company-a company-level order is 

created before publishing the TF OPORD. Executing this 

parallel planning by the ETOC will ensure that the engineer 

commander is prepared to issue afull company OPORD before 

task-organizing subordinates to supported maneuver units. 

Usable telrain products must be provided to the subordinate 

units as part of the company OPOR~package. This will allow 

the engineer leaders in the company to better onderstmd the 

critical aspects of the terrain they will be operating on and 

colnmunicate those factors to the rnaneuver elernelits that they 

support. Placing these products directly in the hands of tlie 

engineer units will ensure that they are fully leveraged to 

support completion of the critical MIS tasks. 

The ETOC has the capability to consolidate all available TF 

graphics and create a product that is usable hy key leaders 

within the engineer company. This consolidated graphics 

product should contain information fro111the following sources: 

ETOC Indindual-SkillsTraining. Due to the small number 

of personnel assigned to an ETOC and the requirement to 

support continuous operations, all personnel assigned to the 

engineer CP n~usthc trained and ready to execute any task 

required. To be an effective member of the ETOC tcam, each 

mernher must he trained and certified to execute the following 

tasks before an NTC rotation: 

Operate all assigned vehicles-preventive maintenance 

checks and services (PMCS). 

Operate all assigned equipment (communications, 

automation, TemBase)-PMCS. 

Perform specific tasks in TOC relocatioli bilttle drill. 

Serve as radioltelephone operator-understand how to 

receive and send reports at both company and battalion 

levels. 

Understand ~ililitarymaneuver graphics and all reports 

required by higher and lowcr echelons-battle tracking. 

TF situation template. Conduct shift-change briefing or brief critical MIS events1 

TF reconnaissancc-md-srirveillarice ovcrlay. issues to TF battle captain or TF commander. 
.. .- .~ OP "isxs?.. I ACI~O" 

1 En tanks NA 1 / Ernplace SVOOl 

MI -44 

En Eng elements Ernplace SVOO2 and 

1 

NA12 / SM004~6 

Tm Cbt 2d matoon to cP 2 power 

62. EA Dog ... 

1ID-R 

5"-n 

Figure 4. Example 1,Commander's Card 

Trigger Action 

En tanks NAI I Emplace ~~00% 

c (M) set SBF I 2d platoon moveto CP 2 

Misfire lane #I Breach iane #3 

Engineer Status Card 
 I 

(Operation: Dragonslayer) 


3 iPIOW 


l iROIIer 


4 iMlCLlC LDS 


I " "~1sll"oLD 


Ax15 Mae 

L 

Figure 5. Example 2, Commander's Card 

CO~C~US~O~ 

Adhering lheserecommendations and executing the 

Iasks do not guarantee success at the NTC. 

These are recommendations that will greatly increase 

the potential for successful engineer operations in support of 

armor, mechanized infantry, or light infantry TFs. True success 

at NTC is achieved by continuously improving through each 

mission and then taking lessons learned hack to the home 

station a~ld creating a comprehensive training program to 

prepare for real-world contingency operations. 

Lieutenant Colonel Magness is the engineer battalion S3 

trainer on the Sidewinder Team or the National Training 

Center at Fort Invin, California. Prel~ious assignments include 

brigade and battalion S3. 4th Infantry Division, Fort Hood, 

Texas: conzpuny commander. 16th Engineer Balialion, 1st 

Armored Division, Germany; andplatoon leader and baltalion 

staff officer, 17th Engineer Battalion, Zd Armored Division. 

LTC Magness holds a master:s from the University of Term 

and is a graduate oft/zeunited statesMi/itaSv~cademya,,d 

*he ~~~~~~~d and ~~~~~~l ~~~jf,-~)ll~~~. 

Captain Ray is a task force engineer observer/controller 

on the Sidewinder Team at the National Paining Center a! 

Fortlm~in,Cal$omiu. previous assignment.^ includecompany 

commander. 84th Engineer Battalion, Fort Riclzardson. 

Alaska; platoon leader and battalion st~$f oqffcer, 91st 

EngineerBairalion, 1st Cavalry Division; andplntoon leades 

2d Engineer Battalion, 2d Infantry Division. CPT Ray is a 

graditate of the Engineer OfJicer Basic and Advanced Co~rrses 

and the Colorado School of Mines. 

August 2001 Engineer 67 
W ENGINEER UPDATE
 I I 

Commercial nilmbers are (573) 596-0i31. ex: xxxxx. and Defense 


System Nehvork (DSN) numbers are 676-xxxx unless oiherwtse noted 


Directorate of Training (DOT) 

Note of Appreciation. Thank you to the many leaders who have participated in the electronic virtual-task and siteselection boards and surveys in recent weeks! These are critical components of training development and we do need 

your input. 

Active Duty Service Obligations (ADSO) Change to Partially Funded Degree Programs. A change to Army 

Regulation 350-1 00, OfficerActive Duty Service Obligations, indicates that officers participating in a partially funded 

program incur a three-for-one ADS0 for time spent in civilian education with a minimum ADS0 of 2 years. 

POC is CW4 Frederick Kerber, 34088; DSN -4088; or e-mail kerberf@wood.army.mil. 

Ranger Coding. The Infantry School initially approved the Engineer School's request to Ranger-code 240 

noncommissioned-officer positions in light. airborne, and air-assault units. However, the action is currently on hold until 

TRADOC develops a support plan that meets the Vice Chief of Staff of the Army's guidance to balance Ranger coding 

between light and mechanized units. 

POC is MSG James Keesee, 35850; DSN -5850; e-mail keeseej@wood.armymil. 

Command Sergeant Major (CSM) Fall Conference. The United States Army Engineer Schooi's CSM and the 

Engineer Personnel Proponency Office are planning to hold the CSM Conference in Carlisle Barracks, Pennsylvania, 

24-28 September 2001. Engineer CSMs of ail components will be invited. 

POC is SGM Wade Kerr, 37232; DSN -7232: e-mail kernvQwood.army,mil. 

Military Occupational Specialty (MOS) 12C Fast Track. This MOS is included in the Fast Track and Retention 

in Excellence Program due to Skill Level 10 being overstrength. Thirty-nine 12C10s have been identified for redistribution. 

The Personnel Command has notified the soldiers identified as being overstrength and encourages them to voluntarily 

request reclassification into a shortage MOS. If these soldiers fail to reclassify, an MOS may be identified for them. We 

encourage those who are eligible to request reclassification into 52E. 

POC is SGM Wade Kerr, 37232; DSN -7232; e-mail kerrw~woodarmymil. 

Army Engineer Doctrine. Joint Publication (JP) 4-04, Joint Doctrine for CiviIEngineering Support, can be accessed 

by going to the draft publications section iocated on the joint doctrine URL site. The World Wide Web URL address is 

(http://wwwdt~c.mil/doctrine~el/operations.htm). You can also find JP 3-34, Engineer Doctrine forJoinf Operations, at 

this site. 

POC is Mr. Reggie Snodgrass. 37762; DSN -7762, or e-mail snodgrara wood.army.mil. 

Access to Manuals. Not all engineer materials have been posted. If you require materials which have not yet been 

posted, contact this office. For a list of engineer manuals on the General Dennis J. Reimer Library, go to 

wwadtdl.amy.mil/afdls.htm and click on "Enter the Library." Select "Field Manuals" on the left drop-down menu and 

"Engineef on the right drop-down menu. Click "Submit." 

POC is Mr. Reggie Snodgrass, 37762: DSN -7762, or e-mail snodgrar@wood.army.mil. 

Combined Arms Obstacle Breaching Newsletter. The Center for Army Lessons Learned, in cooperation with 

the U.S. Army Engineer School, is publishing a new newsletter featuring tactics, techniques, and procedures designed 

to assist in training combined-arms teams for combined-arms obstacle breaching. This publication is a direct result 

of experiences in the trends reversal process and should provide commanders and staff in the field with a valuable 

training tool. The publication is due out in July 2001. 

POC is Mr. Reggie Snodgrass, 37762; DSN -7762, or e-mail snodgrar@wood.army.mil. 

Engineer Lessons Learned. We have updated the Doctrine Deveiopment Division Lessons Learned Web site. 

Several units have now sent electronic copies of their respective standing operating procedures (SOPS,) which can be 

found on the Engineer School Web site. Please continue to fotward any engineer iessons learned from exercises and 

operations. Others may benefit from your experiences. 

POC is Mr. Reggie Snodgrass, 37762: DSN -7762, or e-mail snodgrar@wood.army.mil. 

Webster University Master's Program. Webster University now offers a Master of Arts (MA) in Public Administration. 

It will allow nontechnical degree holders to undertake postgraduate studies during the Engineer Captain's Career 
Course (ECCC). Participants will take 12 semester hours during ECCC (Phase One) and three semester hours during 

CAS3 (ECCC Phase Two). They will complete the program over 5 weeks at Fort Leonard Wood with six semester 

hours of coursework. 

POC MAJ Steve Cross, 34128, DSN -4128, ore-mail crosss@wood.army.mil. 

Countermine POC for Questions. We are ready to tackle any countermine or mine-awareness questions you 

may have and wiil get you an answer as quickly as possible. Please call our office or send questions via our Web site. 

POC is Mr. Mike White, 36199, DSN -6199, or e-mail whifemi@wood.army.mil. 

Humanitarian Demining Operations (HDO) Training. Our basic HDO course continues to receive positive 

feedbackfrom teams in the field (mostly special-forces types). Therefore, we are constantly updating our HDO course. 

We also encourage comments and information from the field on humanitarian demining. 

POC is SGM Kevin Fee, 36199, DSN -6199, or e-mail feek@wood.army.mil. 

Directorate of Environmental Integration (DEI) 

Training Circular (TC) 3-34.489,The Soldier and the Environment. This publication was released in April 01 and 

can be accessed at the Directorate of Environmental Integration's site through the Fort Leonard Wood home page. TC 3-

34.489 contains information on personal and professional responsibilities for protecting the environment that soldiers can 

use to make responsible decisions aboutthe environment. It isthe companion to FM 3-100.4, Environmental Considerations 

in Military Operations (Jun 00). 

POC is Dr. Rebecca Johnson; 34119, DSN, -4119, or e-mail johnsonr@woodarmy.mil. 

News and Notes 

International Society for Terrain-Vehicle Systems (ISTVS) Conference 2002Vehicle and Terrain Mechanics 

in the21st Century Virtual World-Call For Papers. The 14th International Conference of the ISTVS will be held at 

the Vicksburg Convention Center in Vicksburg. Mississippi, U.S.A., near the U.S. Army Engineer Research and 

Development Center, from 21 through 25 October 2002. This conference will provide aforum to promote advancement 

on all aspects of design, development, research, and operations of vehicles and machinery for agriculture, earthmoving, 

construction, forestry transportation, and military fields. Some specific topics wiil include terrain and vehicle modeling; 

terrain, vehicle, and operator interaction simulation and physical evaluation; simulation-based vehicle design and 

evaluation; and autonomous vehicles, robotics, and intelligent mobility support systems. English will be the official 

language for this conference; simultaneous translation will NOT be provided. Final versions of the papers shall be in 

English, in DIN A4 format, and ready to be printed and shall not exceed 10 pages, including tables and figures. The 

abstracts shall be in English, should not exceed one page, and shall meet the following essential requirements: 

The content shall be of original nature and not published elsewhere. 

Reports about ongoing development and research programs shall show clearly the progress made since earlier 

publications. 

Contributions on economic and/or strategic considerations shall be related to the conference topics. 

The primary author shall submit hislher complete address and a brief curriculum vitae together with the abstract. 

Submit the abstracts as an attached document, using a common word-processing program, to 

sshoop@crrel.usace.army.mil.Include a complete mailing address and short biography of the presenting author. The 

format for the abstracts is asfollows: title case, 16 point bold; author names, 12 point, underline the presenting author; 

e-mail for presenting author, 12 point; suggested conference topic area, 12 point; text Times New Roman, 12 point, 

single spaced with 6 point after each paragraph; timetable for preparation of papers; and 1-inch margins on all sides on 

A4 or 8.5- x 11-inch paper. The timetable is 15 September 2001, deadline for the abstract; 15 November 2001, notification 

of authors about acceptance of papers; and 1 May 2002, deadline for ready-to-be-printed papers. For more information, 

go to www.crrel.usace.army mil/web-lab/pamb/lSTVS. 

POC is Dr. Sally Shoop, (603) 646-4321 or e-mail sshoop@crrel.usace.army.m;i1