P8 5434 Approved lor public release: dlst.lbuUon Is unllrnlted. ' . .-. 

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- - - -- --- 

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,-c 

'2LEAR THE WAY 

By Major General Daniel W. Christman 

Commandant, U.S. Army Engineer School 

p .

,reetlngs once again from the Ozarksl Just fins-- ished another outstanding SELTC (Senior Engineer Leaders Training Conference) and I must saynever have I been more impressed with the 

professionalism, agility, and versatility of the Corps of 

Engineers! It is now crystal clear to all of our Army's 

senior leadership that engineers are an integral part 

of the combat combined arms team as well as vital 

contributors in the combat support and combat sewice support arenas. Our exceptional performances in 

recent operations other than war, including disaster relief, nation assistance, counterdrug operations, peacemaking, and peacekeeping operations, graphically 

demonstrate our capabilities and versatility. As always, we are committed in extremely diverse circumstances and geographic areas-but the results are 

outstanding for each and every mission. Super jobkeep it up! 

Now, some information about what is happening at 

your Engineer Center. Yes, we too are reorganizing. 

By the time you read this, the current Directorate of 

Training and Doctrine and Department of Instruction 

will be combined into a new Directorate of Training 

(DOT). The meshing of these two major assets will 

greatly enhance our ability to provide excellent training for students at the Engineer School. The consolidation will improve our ability to write doctrine because we will have a clearer and simpler chain of 

command that combines responsibilities for these important functions. Additionally, the reorganization will 

allow greater flexibiiity in responding to future training 

load changes and improve our ability to absorb minor 

structural changes. We will improve the linkage between trainers and training developers, and improve 

the expertise and utilization of instructor personnel. 

Last but not least, the structure of the Engineer Center brigade is being economized: the newly reorganized brigade will consist of an Officer Student Baltalion, an Advanced Individual Training Battalion, a 

Staff and Faculty Battalion. and a Support 

Battalion. 

These changes will unquestionably enhance our 

ability to produce a better product-better tra~ned soldiersin the near future. However, like our great 

friends the Marines, we are looking for a few good 

men and women to help implement these changes 

and help shape our Engineer Center and Corps for 

the 21st century. Unique opportunities abound for 

those of you who wish to be on the cutting edge of 

shaping our future here at Fort Leonard Wood. Your 

school has provided personnel and resources to virtually every major engineer deployment, including Desert Shield\Storm, the restoration of Kuwait, hurricane 

clean-up operations, Somalia. Bosnia, drug\counterdrug operations with Joint Task Force 6, and nation 

assistance with Joint Task Force Bravo. We will continue to provide these kinds of support to both our 

Army and our sister services. Nowhere else will you 

be exposed to such a vast array of unique engineer 

operations or have the opportunity to help shape the 

future of our branch and the Army. Contact your 

branch manager if you are interested in an assignment here at the Engineer Center. Would love to 

have you as a member of our team. Hoo-ah! 

Had a unique opportunity to speak with the French 

Engineer Corps recently, as part of the VaubanPutnam lecture series. French engineers, too, are concerned about the new world order and what impacts it 

will have as they restructure and downsize their force. 

Much like us, the French are trying to balance the realities of available resources with the needs of their 

country to maintain a robust and capable armed 

force. Although it was comforting to realize that we 

are not alone in struggling with this issue, the most refreshing part of that exchange was reflecting on the 

close relationship between our two branches. As 

most of you know, our Corps of Engineers has been 

closely aligned with French engineers since the American Revolution. We owe much to them for our initial 

structure and professional development. Our motto. 

ESSAYONS, is a tribute to the French engineers who 

helped shape our corps' character more than two centuries ago. For this, and for our continued cooperative alliance, we must remember the French 

engineers' contributions to our Engineer 

Regiment. 

All the best from the heart of the Ozarks! Keep up 

the great work! 
Auaust 1993 Headquarters, De~artmentof the Army 	 Volume 23 Pi3 5-93-3 

UNITED STATES ARMY FEATURES 

ENGINEER CENTER AND 2 36th Engineer Group in Somalia: Operation Restore Hope 

by Officers of the 36th Engineer Group FORT LEONARD WOOD 

10 ~ ~ Bridaina the Juba 

I by Captain Joey Wyte 

COMMANDERICOMMANDANT 12 	Engineer Support to Peacekeeping 

Major General Daniel W. Christrnan by Major Boyd D. Houck 

18 Interview with Major General Daniel Christman 

by Catherine Eubanks 

MANAGING EDITOR 24 Notes from the Commanding General 

Catherine Eubanks by Major General Daniel Christman 

26 Advances in Mine Warfare: Antipersonnel Mlnes CONTRIBUTING EDITOR by William C. Schneck, Malcolm H. Visser, and Stua~i Leigh Cindy Paterson 

34 K-Span Structures: A Versatile Alternative for the Theater of 

GRAPHIC DESIGNER Operations 

Jennifer C. Bolyard 	 by Captain Andrew Goetz 

36 Pre-engineered Buildings: Quality Assurance Tricks of the Trade 

by D.G. Mclntosh 

By Order of the Secretary of the Army: 39 PI 94 SDTS Affect NCO Careers 

GORDON R. SULLIVAN by Jim Evans 

General, United States Army 40 Mapping Your Career the Engineer Way 

Chief of Staff by Master Sergeant Jose Bonilla, Master Sergeant Kathryn Kindle, 

and Sergeant First Class Benjamin Twigg 

Official: 46 	 Germany's Military Role in a New World Order 

by Lieutenant Colonel Reinhold Hocke and Second Lieutenant 

N. Dan Nelson 

MILTON H. HAMILTON 50 Terrain Intelligence and Battlefield Success: A Historical 

Perspective

Administrat~ve Assfstant to the by Major William J. Bayles Secretary of the Army 

-483 

DEPARTMENTS 

Cover photo: Engineers from the 41st inside Front Cover: Clear the Way 

Eng~neer Battalion (Light) construct a 25 Personal Viewpoint 45 Engineer Solution 

Bailey bridge over the Juba River in 35 Engineer Problem 55 Engineer Update 

Somaiia. 42 Lessons Learned 57 Bridge the Gap 

I 

ENGINEER 1SSN 0046-19890) is prepared quanerly by the US Army Engw V~WS expressed ere ihose af me author ana not more of the Oeparrment of De-

,nee, School, ATTN: ATSE-T-PI)-EB. Fon Leonard Wood MO 65473-6650 Sec- !ense or-its elemenrs The conten* do not necessery reflect onclal US Army 

ond Class nostage s paid at Fon Leonard Wood MO end sddltlonal mailing p~s~~ions. end do not change or supersede information In other US. Army publiomces cat~on~. use of new5 terns constitutes ~e~ther 
 sffr~nation of meir accuracy

POSTMASTER: SenLI aoaress changes to ENGINEER the Professlonsl Bul~ nor product enaorsement ENGINEER reserves the right to east material. 


:elln icr Army Engtneers ATTN ATSE-7-PD-EB Fad Leonard Wwd. MO 65473- CONTENT IS not copyrghted Matersi may be reprinted ,Icredlt is glven !a 

ENGINEER end me aumor 

CORRESPONDENCE, eners to the eo8tar mznuscnpts uhotopraphs, omctal OFFICIAL DISTRIBUTION 15 targeted to all engineer end eng87eer-related 

unlt requests lo receve cOPieS, and unt address cnanges should be sent to EN- ""llS 

GINEER at tne precedng address Telephone: (314) 563-7535, DSN 676.7535 PERSONAL SUBSCRlPTlONS are available by contacnng the SuperntePdent 

DISCLAIMER. ENGINEER piesents prOfeSSiorra1 #nlormation designed to of Documents. PO. Box 371954. Plsbuigh. PA 15250-7950, Address changes 

keeo Any ecgneers ofarmed of current and emerging develaprrenrr within the! for personal subscrrpl8ons should also be sent to the Superlntenaent of 

areas of expell~sefar me ourpose of enhancing meir ilrolesronal development, Doc~menfi~ 

August 1993 	 Engineer I 

6650 
Operation Restore Hope 


36th Engineer Group in Somalia: 


Operation Restore Hope 


By Officers of the 36th Engineer Group 

since the fall of the Manist 

governntent in February 

1991, Sonoalia has been torn by 

civil war: The territory of the fornter nation was divided antong 

several warlords, who locally 

filled the void left when the national governntent ceased to &st. 

Civil strife, coupled with drought 

and crop failures, led to severe 

food shortages and displaced 

large segntents of the population. 

Beginning in August 1992, the 

United States participated in 

UN-sponsored huntanitarian relief efforts, prinzarily flying food 

shipments to rentote areas. From 

the beginning, banditry and 

organized resistance front rival 

clans hantpered these efforts. In 

November 1992, the Bush adntinistration-decided that the 

situation denlanded a new approach--~ U.S.-led peacentaking 

ntission topacifj. the cou7ttty. 

Peacemaking is a relatively 

new concept in American 

foreign policy that goes beyond 

the traditional UN peacekeeping 

role. In peacekeeping operations, 

diplomats establish an agreed 

peace; then the UN provides 

relatively light forces to monitor 

the arrangement. Peacemaking, 

by contrast, involves imposing 

2 Engineer August 1993 
Elevated strongbnck tents in a Bardera base camp. 

order on the warring parties as a 

prelude to diplonlatic efforts in 

achieving a long-term political 

solution. 

From a military standpoint, 

peacemaking is similar to warfighting. Operation Restore Hope 

had all the characteristics of a major invasion, with the added challenge of simultaneously supporting humanitarian relief 

operations. The combat force 

u7as built around the 1st Marine 

Division and the Army's 10th 

Mountain Division (Light Infantry). Air Force and logistical 

support packages were tailored 

to deploy and sustain the joint 

task force (JTF). 

Assembly of a theater engineer 

element to support the operation 

was crucial to the support package. Engineer inissions included 

constructing and maintaining 

more than 2,000 kilometers (km) 

of main supply routes (MSRs), establishing life-support facilities 

(base camps) for U.S. and coalition 

forces, opening and maintaining 

August 1.995 

airfields, and providing other special engineer support such as well 

drilling, port. construction, mapping, and power generation. The 

two major components of this 

package were the Naval Construction Regiment. (NCR 301, under 

the Marine Forces (MARFOR), 

and the 36th Engineer Group, 

with the Army Forces (ARFOR). 

This article addresses the ARFOR. 

engineer support in theater. 

Task Organization 

aecause significant engineer 

forces at nondivisional 

echelons were required to support the ARFOR, Forces Command select,ed the 36th Engineer 

Group as the engineer command 

and control headquarters. The 

troop list included the 43rd Engineer Battalion and the 63rd and 

642nd Combat Support Equipment (CSE) companies. Those 

troops joined the 10th Mountain 

Division's 41st Engineer Battalion 

(LT)in providing the necessary 

engineer support for the ARFOR 

in theater. 

The theater was divided into 

nine humanitarian relief sectors 

(HRSs) for the command and control of peacemaking coalition 

forces. For engineer support, Somalia was split into two work sectors. The northern sector was 

given to the Marine and Navy engineers, under the command of 

NCR 30. The southern half was 

designated as the Army engineer 

sector, under the command of the 

36th Group. Supported maneuver 

forces in the southern sector included a brigade from the French 

Marines, an Australian Regiment, a U.S. Marine and a Belgian parachute battalion, and 

a brigade from the 10th Mountain Division. 

Threat 

T	he threat to engineer forces 

varied by geographic area 

Engineer 3 
Engineer Base Security PI 


0 71Mh Msln SPT EN 

30th Mountsln DIV 

,... . ..... . . . ........... . . 

and included random violence, 

organized sniping, ambushes, 

criminal activity, and localized 

civil unrest. Criminal activity, 

the primary threat, included 

petty theft and rock throwing. 

Engineer Class IV items were a 

prime target for thieves. 

Base defense and job-site security were major concerns. The 

hase cluster in Mogadishu, as portrayed in Figure 1, included the 

36th Engineer Group headquarters; HHC, 41st Engineers; and 

the 10th Mountain's 710th Main 

Support Battalion. The 36th used 

floodlights, trip flares, triplestandard concertina fences, and 

guard towers extensively. The 

base cluster security force ranged 

from 10 personnel during the day 

to 20 at night. Off-duty security 

personnel comprised the base 

cluster's quick reaction force 

(QRF). Shelters (bunkers) were 

built for peisonnel not on security 

or part of the QRF The HRScommanders provided job-site security 

Figure 1 

and the QRF to defeat levels two 

and three threats. Level two response was usually military p@ 

lice, while response toa level three 

threat was a tactical combat force. 

Depending on the HRS, that force 

included light infantry, armor, or 

attack helicopters. 

Mission 

The mission for theater engineers was to construct 

roads, airfields, and base camps 

to meet the end state conditions 

for transition to a follow-on UN 

command. The 36th Group staff 

developed a plan to complete the 

assigned missions in the ARFOR 

engineer sector by February 28, 

1993. (See article, p. 8.) 

Execution 

n developing the road network for MSRs, towns were 

identified where food distribution 

RRF Rally 

> 

was critical to keep thousands of 

Somalis from starving. The MSR 

upgrade mission included more 

than 1,000 kilometers (km) of 

roads linking critical towns, construction of 150 km of new roads 

through virgin terrain, maintenance of two airfields, and mine 

clearing operations. 

Vertical construction focused 

on providing better living conditions for coalition security forces. 

Engineer forces conducted site 

surveys throughout the sector, 

while supported commal~ders of 

the coalition forces determined 

their base camp requirements. 

The vertical effort included construction of 300 latrines and 

showers, 110 tent floors, 55 

wooden tent frames, 13 Southeast Asia (SEA) huts, and 75,000 

square feet of roofing on existing 

buildings. 

The ARFOR engineers also 

completed 35 civic action projects 

for many towns and nongovernmental organizations (NGOs), 
Engineer Work 

Endstate - 1 March 93 

Herd bald lsnla 

.TF 43 

43 ECB I-) 

642 CSE CP 

TF Durham 

Klsmayol 

Jilib 

Figure 2 

including school construction and 

renovations, well upgrades, land 

clearing, and building renovations. Civic action projects were 

itnportant tosupport initiatives by 

local leaders and humanitarianrelief NGOs. Financial and legal 

constraints limited the construction support U.S. engineer forces 

could provide. The key criteria for 

evaluating civic action projects 

were that they mustSupport relief organizat,ion 

initiatives. 

Benefit the community as a 

whole. 

m Promote self-help in the area. 

m Require little or no materiel 

investment. 

Not interfere with mission 

accomplishment. 

To facilitate rnission accomplishment, the 36th Group split 

the ARFOR engineer sector in half 

and task-organized for two battalion-sized task forces. In the north, 

TF 43 consisted of Headquarters 

and Support Company, A and B 

Companies of the 43rd, and the 

642nd. In the south, TF Durham, 

commanded by the group executive officer, included elements 

from HHC, 36th Group; C Company, 43rd; and the 63rd. The two 

task forces developed individual 

plans for accomplishing their engineer missions. Progress was 

tracked graphically and portrayed work accomplished and 

remaining (Figure 2). This provided the ARFOR commanding 

general and his staff with a single document to track the engineers' progress. 

Service Support 

Somalia was an immature 

~ - theater where austeritv < was

the rule. The 36th tools a conservative approach for planning 

purposes, with the goal of sustaining itself for at least 15 days 

in all classes of supply except 

Class 111 (bullr). Bullr POL was 

so scarce that they were allowed 

to ship full tanlr and pump units, 

but this provided only two days 

of supply (DOS). Based on guidance from the JTF engineer, the 

36th deployed with 30 DOS of 

Class 111, Class VI, select Class 

IX items, and enough materials 

to build two AFCS 1,000-man 

base camps. Each company had 

one 400-gallon wat,er trailer with 

processed water for personal hygiene from the reverse osmosis 

Engineer 5 
water purification unit. Throughout the deployment, bottled 

water was procured for drinking 

and cooking requirements. 

To visualize the needed extras: 

the S-4 section thought through a 

typical day in Somalia. This approach helped anticipate necessities such as "Australian" showers, 

laundry pails, clothespins, and 

sundries packs. In addition, the 

Fort Benning central issue facility 

provided a special C'llA-50 issue, 

(including desert camouflage uniforms, mosquito nets and poles, 2-

quart canteens, goggles, and sunglasses), plus plenty of Deet and 

Permethrin for insect control. 

These supplies, plus sets, kits, 

and outfits, filled 270 containers. 

Each container was marked with 

equilateral triangles on all sides 

to facilitate rapid identification 

and follow-on movement from 

port facilities. Accurate invent,ories were critical because containers were ultimately transported on three ships. With no 

reception facilities in country, 

passenger airflow was keyed to 

the ships'docking dates. This ensured that soldiers flying in to 

theater would not exceed the capacity of the life-support supplies 

and equipment on the ground. 

Once in theater, the advanced 

echelon (ADVON) S-4 section immediately began to prepare for 

the three logistical phases of the 

operation: reception, onward 

movement, and sustainment. 

Reception 

T	he morning aRer the ADVOWS arrival, they began - to ready the engineer base in 

Mogadishu for arrival of the 

main body. Battalion and company staging areas were laid out 

to link the soldiers with their 

equipment, establish accountability, and perform maintenance. 

While these linkups were taking 

place and soldieis were acclimating t,o their new environment 

the S-4 briefed supporting 

units on the mission and the 

support required to accomplish 

it. These meetings laid the 

groundwork for onward movement and sustainment. 

Onward Movement 

orward area deployment 

was necessary before units 

crjuld begin work. Logistical challenges included geographic distanccs, lack of infrastructure, 

and theater immaturity. Therefore, logistical base locations 

largely influenced forward base 

locations. The 36th found transportation to be difficult, with 

stiff coinpetition for limited assets and frequent tire losses 

from traveling on unimproved 

roads. 

Sustainment 

Sustaining the force during 

mission execution would not 

have been possible without the 

superb support of the 5D3rd Area 

Support. Group (ASG). Multiclass 

resupply logistical pacliages met 

the sustainment needs for seven 

conlpanies spread over 1,100 

km of road, with rations, one to 

t,hree DOS of potable water, and 

one t,o two DOS of bulk fuel carrying capacities. Units within 

50 miles of a logistical base provided their own vehicles to 

shuttle supplies. Outside that 

radius, the 593rd hauled three 

DOS, leaving required tankers 

and bladders with the 

companies. 

To assist the 593rd in its initial 

planning, the S-4 developed a 

graphic portrayal of consumption 

rates. The nuinber of soldiers at 

each location drove the ration and 

potable water consumption quantities (10 gallons per soldier per 

day). The ASG was notified daily 

of specific support requirements 

through a simplified logistical 

status report that permitted units 

to submit reports via tactical satellite (TACSAT). The system 

worked well, and all engneer missions were completed on schedule 

with no supply delays. 

Maintenance 

36th Group equipment maintainers knew the challenges 

that lay ahead because they had 

recently tested their equipmeni 

while participating in Hurricane 

Andrew relief efforts. Long logistical lines and the harsh environment required a beefed-up prescribed load listing (PLL)and 

authorized stocknge list. Ilefore 

deployment, the 36th purchased 

major assenxblies, numerous 

tires? and commercial construction equipment repair parts and 

loaded them into containers 

bound for Somalia. 

The engineer mission was well 

underway before the ASG became 

fully operational; therefore, repair 

parts had to last. The 36th sent 

two soldiers to Momhasa, Kenya, 

to purchase repair parts from a 

local Caterpillar dealer. The plan 

called for parts to be identified, 

purchased, and shipped to the requesting unit within 72 hours after equipment was determined not 

mission capable. Unfort,tinately, 

the 36th'~ demands were too large 

for the dealer's supplies, and the 

72-hour criteris was seldom met. 

Still, procurement from Kenye 

saved valuable time when compared with the time required to 

ship parts from the U.S. 

The long distances over which 

the 36th operated, coupled with 

the high operational tempo and 

the late arrival ofseveral unit PLL 

containers, caused additional 

maintenance cliallengcs. The 43rd 

established a direct-support (DS) 

engineer maintenance base in Baidoa, where they worked with an 

Australian contingent to replace 

major assemblies. Along with 

their organic DS, the 43rd had a 
1 

Engineer Tasks 


Priority of Responsiblity 

Residual Engineer Force METL 

Somali Labor Coalition Forces Engineer Force 

Force Protection 

Countermlne Operations 

Mainta~n Airfields to C-130 Standards 

1 2 1 I

1 

Maintain All-Weather MSRs 1 1 1 

Other Major MSR Maintenance 

(Dry Season) 

Maintain Base Camps Beyona 

five-man team from the 598th 

Maintenance Company. This team 

provided valuable DS automotive 

service lo engineer units in theater. The 63rd and their DS engineer maintenance team, along 

with a DS automot.ive maintenance support team from the 

ASG's 602nd Maintenance Company, were deployed to Jilib to support TF Durham. 

Communications 

0peration Restore Hope was 

complicated by extensive 

distances and austere conimunications packa~s. The 36th'~ organic FM vehicle communications needs were met by 

installing a new single-channel, 

ground-to-air radio subsystem 

(SINCGARS) just before deployment. The SINCGARS radios operated well in tlie hot, arid, 

dusty environment. After nearly 

two months, the only SINCGARS 

radio to experience operational 

failure was found to have been 

installed incorrectly, 

While SINCGARS provided 

basic FM commul~ications for 

short distances, additional systems were required to connect, 

widely dispersed construction 

teams. This support came from a 

combination of single-channel 

TACSAT radios, older high- frequency radios (AN\GRC-1061, 

SINCGARS Fh1 retransmissioli 

stations, and telephone communications provided by mobile 

subscriber equipment. All units 

in sector had redundant communications capability. By using a network of old and new 

technologies, the 36th ret,ained 

command and control of the engineer force throughout ,the 

operation. 

Health and Safety 

No serious injuries ordeaths occurred within the 

36th during the two-month operation. Units obtained excellent intelligence information before deployment regarding 

safety and health risks soldiers 

would face in this hazardous 

environment. 

Preventive medicine classes 

were incorporated into readiness 

processing. Soldiers received instruction on health hazards and 

preventive measures necessary to 

minimize them. Chain-teaching 

classes were given on rules of engagement and medical evacuation 

procedures, and all soldiers received situation training. St,andards on safety, proper wear of t,he 

uniform, and preventive medicine 

were printed and distributed to 

soldiers in a pocket-sized fonnat. 

Unit success was attributed to 

minimizing risks through intelligence and assessment, providing 

training, and enforcing standards. 

Residual Engineer Force 

ngineer stafk at tlie JTF, 

ARFOR. and 36th Groun 

xvorlred together to develop tie 

residual engineer force's (REF'S) 

mission statement to maintain 

minimum acceptable MSRs, airfields, and base camps until 

United Nations Operation Somalia, Phase I1 was established. 

Analysis of worlr requirements 

August 1993 Engineer 7 
identified six major tasks (see tible, page 7), which were matrixed against who had primary, 

secondary, and tertiary responsibility for each. Primary responsibility for half the tasks lay with 

local labor or coalition forces, not 

with the REF. 

Based on this analysis, engineer 

force requirements included one 

vertical platoon to accomplish 

force protection and base camp repair tasks,and two horizontal platoons to complete countermine operations. airfield maintenance. 

and all-weather and dry-season 

MSR maintenance. This force 

could be best provided by a CSE 

Company augmented with a combat heavy vertical platoon. The 

63rd and a platoon from B Company, 43rd, remained in theater 

as the residual engineer force. 

The 63rd was attached to the 

JTF Support Command to maintain the infrastructure necessary for continued logistical 

support to the coalition forces 

in theater. 

Conclusion 

0	peration Restore Hope, a 

historic undertaking - for 

the U.S. armed forces, may be 

typical of the military's mission 

in the post cold-war era. The deployment was a unique opportunity for the soldiers of the 36th 

Engineer Group, joint, and combined forces to make a difference 

in a country desperate for assistance. By constructing roads. 

base camps, and airfields in Somalia, engineer units continued 

a legacy of providing assistance to nations throughout the 

world. Y 

Coauthors include COL Phillip 

R. Anderson, LTC Dwight S. 

Durhant, MAJ Chris Buswell, 

MAJ Earnest Brown, MAJ Mario 

Carrillo, MAJ Mark Feicrstein, 

MAJ Michael Meeks, and MAJ 

Albert Bleakley. 

8 Engineer 

Determining me 

End Sf2 

B~ colonel~~b~~~ ~l~~~~~ 

"It is hard to get there if you 

don't know where you aregoing." 

A Wise Mar i 

0ne of the most difficul t 

tasks facing a tacticaI 

commander deployed in a con -

tingency operation is to envisior 7 

the end state his force must 

achieve in order to accomplist , 

the mission. In combat operations such as Operation Desert 

Storm, the destruction of the 

enemy's force or controllin( 

specified terrain may be key in 

dicators of success and victory '. 

In operations with less clear ob 

jectives, such as Oper ation Re 

store Hope in Somalia, galnrng 

a clear vision of the objective 

end state is significantly more 

difficult. This article describes 

the process the Joint Task 

Force (JTF) used to define the 

engineer end state for coalition 

forces and to assist the commander in developing his operational end state. 

The austerity of the theater's 

infrastructure drove the operations tempo for JTF Somalia. The 

country lacked nearly everything. 

There was no civil government. 

Basic utilities such as water and 

electricity were nonexistent. 

,arts, roads, and airfields 

? severely limited in capability and were in serious disrepair. 

Buildings of all kinds were rubble!d, bullet-ridden, vandalized. 

-.. 

a,tuA in most cases had no roofs. 

Suct1 problems meant the engineer mission would be extensive. 

Furttier, the mission would be oriented to providing mobility and 

susti3inment'engineering operations, in support of the JTF's employment in country, self-sustainment, and humanitarian relief 

efforts. 

C?r engineers, an end state 

to be defined in terms of the 

amount of work to be done and 

the (:onstruction standards to be 

mer. To gain a vision of the engineer end state, the JTF engineer 

staff coordinated fully with other 

JTF staff sections and developed 

several options for theater engineer operations. The J2 staff and 

the engineers jointly analyzed intelligence on the condition of the 

infrastructure and the security 

situation. They obtained the 

commander's intent and the concept of the operation from the J3, 

both verbally and through the basic operations order. The J4 provided planned main supply 

routes. Available resources such 

as engineer soldiers, construction 

materials, and civilian contract 

construction support were also 

carefully considered. 

August 1993 
End State Options 

(Construction Standards) 

QBtino 

1 Tents with wooden floors 

Field latrines 

2 Strongback admin tents 

Showers 

Austere kitchens 

3 All strongback tents 

Mess facilities 

Maintenance area 

4 SEA hut admin areas 

Laundry facilities 

Water wells 

Maintenance hardstands 

Food storage (tents) 

5 All SEA huts 

K-Span food storage 

Various assumptions were made to fill the vc 

where facts were not available. The first assum ption was that all seaport engineer construction or 

repair operations would be executed by a civilii 3n

-
 contractor. The second was that, at a minimum, a 

'2130-capable airfield would be ? requirecj at the h~ ~b 

of each of eight humar iitarian SI~pportsectors. Thl ~y ~~-2.-
 ~~.. ~~~ would provide initial suppon and, later, conrlngen cv, 

support to coalition force sustainment and humanitarian relief operations. The third assumption was 

that some slippage of engineer units arriving in I 

theater would occur due to competing priorities for 

the limited airports and seaports. The fourth a SDate 	 Mission Sup~lvRoutes 

1 Feb 	 Emergency repairs only 

Passable - one way 

15 Feb 	 Two-way traffic 

7 Mar 	 Subbase stabilization 

Some drainage 

1 Apr 	 Grading, shaping 

Drainage 

15 May 	 All-weather, Class 30 at 35 mph 

laving the components' feedback and conc 


rence, the JTF commander was briefed on the five 


options (see chart). He selected option 2with minor 


modifications and published a fragmentary order 
 a:., 

UllC 	 ?cting its impleme-'-':-- IllaLlul1. The components, -'


ready dTrectl iy involve mdin the Islan and now havi 

an end stat( ? to reac h, set to executir~g the pl; ~ ~.~.. 	 ~~~ ~~ , # . .., Mir10r varlarlons occurreo oecauserne arrival oai 

of 2;ome en( its and cc )n materi ais 

slip~ped, but sion wa: slished st JCces;sfully. 

C:ommanders of contingency forces will ofi en 

nee?d help creating a vision of their end state. En gisumption (but definitely not of least importante)

.-

nee?r commanders and staff officers have the ol 51iwas that sufficient construction materials would tJ -.*

yakion, not to mention the interest, to ensure tl 

ava!ilable to isccom pli sh the m ission. 

6;3sed on 1:borough staff coo rdination and detc 

-..-. ~. ~. .. .-?r- ~ ~~ minar~on or the facts an0 assumpr~ons, rne J ITF 

engineer staff developed details for each option. 

These details focused on the amount of work to be , 

done, the construction standards to be met, the 

engineer unit s require d to do the work, and the time 

it would take to execL ~teach option. Before briefing the JTF commander for a decision' the engi- -'-A .L- neer staff brie~eu LI la commander of each suborr" 

nate component (U.S.Army, Air Force, Marine, ar 

coalition partners) to gain feedback and concL 

rence. This coordination was instrumental in gai .. ing a decision from the JTF commander becau: ;e 

the components were now organic to and had a 

vested interest in developing the plan. 

August 1993 

ser~iorcomnlanders L~nderstar~d the en{ jineer iml 

cations ass ociated !~iththe mission. Enginec .. .. . 	 . , musr oe proacrlve in snowcaslng porenrlal englnc 

enci states to help their commanders focus on I 

opc?rational end state 

CO1 one1 ROWI 	 ?rs is the urecror or 1gi- Ira~ningar tne t~ ne6,r School. ,He served as the Joint Task Force Engin eer .....,.. = ..-~- ---	 in $orrra!!a rrom 3 uec 1992 to 28 Feb 1993. Previo~ ISIV

served as commancfer of the 20th Eng~ ineer Brig: ,de 

mbat Air61 ?me Corp: ;), and lec 1 that brig; tde as an exlded force of 10 ba, ttalions dh (ring Oper,stions De: Sert -,A,".-.- P-,---,c:,-,..--,. ,.-- - -- ..A <.-I- ,, ..- L1, ,I :ru,cllurrrr. uunurrcr rwwn* !,a,a rrrcrxn s ucym:111 

civii1 engineering from the University of Virginia and i.s a 

gra,cluate of the National War College. He is a registered 

Professional Engineer in Virginia. 

Engineer 9 
Bridging the Juha 


By Captain Joey Wyte 

aefore deploying to Somalia, 

sappers from Alpha Company, 4ist Engineer Battalion, 

characterized mobility operations 

as bangalore breaches, pop and 

drops, and hasty mine sweeps. 

Early intelligence reports indicated 

that large quantities of mines had 

been randomly placed throughout 

Somalia over the past two years. 

Based on this information, battle 

drill rehearsais centered around 

mine sweeping and ciearing operations. In Somalia, however, the 

sappers found that while mobility 

was their prin~aly mission, physical engineer reconnaissance 

changed their way of thinking. 

Bravo Company, 41st Engineer 

Battalion, had deployed with the 

10th Mountain Division's 2nd Brigade in late December 1992. Their 

reconnaissance teams reported that 

a majov washout at the Juba River 

north of Kismayo had closed the inland main supply route (MSR). Alpha Company's advance pnrty arrived in Somalia on January 7, and 

the nialn body closed on Mogadishu 

two days later On January 10, they 

received the niissioti to eniplace a 

Bailey bridge to open the MSR. 

Reality had hit,. 

To accomplish the mission, the 

company relooited to the port city of 

Kismayo, 250 miles south. They received additional equipment from 

t,he 43rd Engineer Batt,alion and 

Bravo Company, 1st Plat,oon. Equipment now consisted of seven 

! HUMMWV'S, two 5-ton trucks, 1 '"rr 

*e 

three stake and platform (S&P) ngs, 

two 20-ton lowboys, one DS dozer, A crane is used to ernplace brldge panels. 

10 Eizgzncei. August 19g3 
one 25-ton crane, a contact truck, 

and a wrecker. So much for being 

light! 

The first task was to o~ganize the 

company and attachments for the 

move. The washout prohibited 

gmund movement, and air transprtation was not viable for the heavy 

equipment. Therefore, the company 

decided to make maximum use of 

LCU-2000 craft from the Army's 710 

Boat Company to conduct an intratheater sea movement. Personnel 

and selected pieces of equipment 

flew by C-130 aircraft on Janualy 12 

and 15, The remaining equipment, 

was loaded on twoLCUs and arrived 

at Kismayo on January 16. 

Getting the Bailey bridge into Somalia was no easy task. Two bridge 

sets from England and two erection 

sets from Germany were identified 

for shipment. Because the situntion 

was urgent,, these parts were flown 

to Somalia on four C-5A and two 

C-141 aircraft. The bat,talion staff 

worked diligently at matching 

equipment with aircraft and coordinating with other staffs to malie 

movement a mality. These actions 

finally came together on January 20 

and 21, when the bridge parts arrived in Kismayo. 

While waiting for the bridge to 

arrive, Alpha Company conducted 

leader's reconnaissance and rehearsals and finalized plans for 

bridge erection. The initial desig 

called for a 160-fwt, double-truss, 

triple-stov bridge capable of Class 

55 traffic. Modifications to this design made use of an intermediate 

pier and called for a triple-truss, 

triple-story bridge capable of Class 

80 traffic. Other planning determined that 15 SLP loads over two 

days would be required to haul the 

bridge park 45 lulometeis from Kismayo's airfield to the bridge site. 

Site preparation was another 

taslr. Upon arrival, the company 

discovered that low1 businessmen 

had established a market at the 

washout site, including ferry service 

across the gap. Construction was 

delayed while the company relocated the market downstream with 

the aid of psychological operations, 

civil affairs, and interpreters. 

After all parts were in place, Alpha Company began construction 

on the largest Bailey bridge built by 

U.S Army engineers outside of 

CONUS since the Vietnam l&'nr. 

Su~vey teams from the 43rd Engineer Battalion assisted in site layout. Two senior bridge NCOs from 

the Eng~neer Centwr at Fort 

Leonard Wood were flown in to provide technical expertise. Synchronization of panel, transom, and pinning crews was textbook perfect. 

The %ton crane and D8 dozer 

proved invaluable. By the end of the 

The bridge opening provided a means to move 

northward, and thus supported troop efforts for 

humanitarian relief operations in the Juba Valley. 

first day of construction, 13 of the 

required 16-panel sections were 

erected. 

The bridge was completed by 

close of business on Janua~y24. 

Clamps, stringers, and bolts were 

welded to prevent removal. PSP 

matting was placed on the decking 

to increase the wear surface and 

prevent theft of the wooden chess. 

Although the soldiers did not anticipate emplacing a Bailey bridge, 

il proved to he an exciting and rewarding mission. The bridge over 

tho ,Juba was a critical pait of restoring Somalia's infrastn~cture. It 

allowed for inland movement of relief supplies to an impoverished 

population. The mission redefined 

mobility operations for light engineerz and brought new meaning to 

the battalion's motto. "Sappers 

Forward!" 

Captain Joq Wyte is co~nrraander of 

A Coi~zpany, 41st Eizg~~zeer Battalion. Preuious assigir117.etzts include 

assistant operations officer for G-3, 

10th .Wohlountain Di~ision, o~zd platoon lenrlei; coli%parzy erecutlue officer, and S-1 for the 9th Erzgineer 

Battalion. He is a graduate of the 

Engineer Officer Adualzce Course 

and earned a bachelor of science 

degree at Western Carolina 

University. 

August 1993 Engzneer 11 

LI 
By Major Boyd D.Houck 

"If you think peacekeeping is expensive, try war. '' 

Attributed to COL David J. Lofgren, former Chief of 

Logistics for the Multinational Force and Observers 

in Egypt 

I

n recent years, peacekeeping operations have 

gained greater visibility and importance because 

tiley contribute to local and regional stability. As bipolarity faded, many local rivalries that had been contained by the influence of world superpowers burst 

into open conflict. The world community realizes the 

value of containing these conflicts so they can be resolved (or at least defused) peacefully. As a result, 

there is an increasing call for peacekeeping operations to stabilize hot spots in Europe, Africa, and 

Asia. This article addresses planning considerations 

for engineer support to peacekeeping operations and 

highlights basic issues engineers should address 

when preparing to deploy as part of a peacekeeping 

force. Experiences from the Multinational Force and 

Observers (MFO), a peacekeeping organization along 

Egypt's border with Israel, provide real-life examples 

throughout the article. 

Overview 

Deacekeepinq is a primarily military operation den signed to achieve'the pol~tical goel of maintaining peace between two or more parties to a conflict. 

Such operations help maintain the negotiated settlement of disputes. In general, all belligerents must 

want peace for such an operation to be successful. 

Peace, however, is not the same as the absence of 

conflict or disagreement-it is the remnants of hostility and the root causes of conflict that necessitate the 

presence of a peacekeeping force. The residual animosity between the conflicting parties has a major impact on the nature of the peacekeeping environment. 

12 E~~ginee? 


View of the main gate to the MFO's North Camp. Gate 

guards are soldiers from a Colombian infantry battalion. 

Engineer support to peacekeeping operations covers a wide range of activities, from constructing or 

maintaining facilities to marking or clearing rninefields. Peacekeeping may include any of the basic engineer missions of mobility, counterrnobility, suwivability, sustainment engineering, and topographic 

engineering. Individual engineers may hold staff positions within peacekeeping organizations or function 

as observers. Specific requirements for types and 

numbers of engineer units and for specialized engineer equipment depend on the nature, duration, and 

August 1993 

UN was unable (due to the interMediterraneanSea national political climate at the 

Pon Sasa El Atish . .. ,, .-, ,A. timej to establish a peacekeeping 9 ,. .: 'a . . ; - "' El Gorah force in the area. ,,,. . , . .;

: 

.... 

:; 9 \ Two camps serve as the MFO's " "' 

primary bases of operation in 

Egypt's Sinai Peninsula. One camp 

is located in the north near the 

town of El Arish, and the other is in 

the south near the resort town of 

Sharm El Sheikh. In addition, approximately 30 remote sites along I the eastern edge of the peninsula 

' support the MFO's mission. Eleven 

Sinai nations are currently represented in . . 

Peninsula the MFO. 

Engineering Support to the 

MFO 

AU.S. Army engineer lieutennt colonel and two U.S. 

Army engineer majors currently 

serve 1-year tours with the MFO. 

The lieutenant colonel serves as 

force engineering officer and is the 

force commander's staff engineer. 

One major serves as the deputy 

force engineering officer, while the 

other is the facility engineer for the 

-Intan.lonal South Camp. An Australian engi- Boundew 

neer major oversees engineering a MFO Bares support at the North Camp. The remote sites are the responsibility of 

an engineer major from New Zealand. Each of these officers has a 

size of the operation, as well as the operational envi- noncommissioned officer to assist 

~ with daily operations. Military and civilian personnel ronment. p,,lanual 5.114, E ~opera. ; ~ ~ ~ ~ 


tions Short of War, chapter 6, describes plannlng for from Canada, Fiji, and Egypt round out the engineer- 


peacekeeping operations. Throughout this article, I ing staff with design, administrative, and technical 


will address one situation where the U.S. Army is pro- expertise. 


viding engineer support to an international Engineer support for the MFO is predominantly pro- peacekeeping operation. vided by Egyptian contractors and a U.S.-based support contractor, Holmes and Na~er Services, Inc. In 

The Multinational Force and Observers addition, the government of Uruguay has contributed 

K an engineer detachment that furnishes heavy engihe MFO is an ~nternational organization that helps neer equipment support and maintains roads that prokeep the peace in the Middle East. An Egyptian- vide access to and behveen the remote sites. The maIsraeli protocol (signed August 3, 1981) established the jor units that participate in the peacekeeping 

MFO to Observe, report, and verify compliance with the operation (infantry battalions from the U.S., ColomEgyptian-Israeli peace treaty of March 26, 1979 (the bia, and Fiji) also have engineers assigned or atCamp David Accords). The MFO consists of both a mili- tached. The variety of sources providing engineer suptary force (the "Multinational Force'? and a civilian ob- port and the multinational nature of the supervisory 

server unit, or COU (the "obse~ers"), It is not affiliated structure create unique opportunities and challenges 

with the United Nations (UN) but was set up after the for engineers participating in the MFO's operation. 

August 1993 Engir~eei.13 
General Considerations 

Political nature of peacekeeping. Anyone who 

participates in a peacekeeping operation must 

keep in mind its political nature and objectives. 

Peacekeeping is one of the most clearly political uses 

of military forces to achieve a political aim. The political nature of these operations may result in requirements, restrictions, and limitations (such as on the 

use of force) not normally experienced in other types 

of operations. To the soldier on the ground, these imposed conditions may not seem logical. For the 

statesmen involved in gaining acceptance of a 

peacekeeping force, they may be essential prerequisites for gaining the belligerents' acceptance 

of foreign troops on their soil. Thus, peacekeepers must be fully briefed on all aspects of the 

operation. 

The governments of Egypt and Israel appoint a 

civilian as the director general (DG) of the MFO. The 

Force Engineering Office in the Sinai coordinates 

with the DG's staff in Rome on all engineering-related 

matters. As the offices interact to address issues, develop programs, and resolve problems, they consider 

the political implications of potentia! courses of action. 

After spending lime in !he MFO and gaining a better 

understanding of its purpose, one begins to appreciate the importance of reviewirig the poiitical irnpacts 

of decisions. A peacekeeping organization is cleariy 

an extension of political r/ill-peacekeepers deploy to 

an area to fulfill a political mandate. While we in the 

U.S. military understand the concept of civilian control of the military, we usually do not deal with it on a 

daily basis. IAfhen orle wor,ks iiiar; organlzatlon such 

as !he MFO, wl~ere civilian ieadership is not that far 

removed in the chain of cornmand from those who 

actuaily keep NIE peace. the Iirikage to political leader 

ship becofnes v,ery clear. 

Multinational aspects. Most future peacekeeping 

operations in which the U.S. will participate will be 

multinational. This has two principal effects. First, 

sharing the costs lessens the burden on any one nation. Second, multinational participation adds legitimacy to peacekeeping operations and makes them 

less open to charges of being the imposition of one 

nation's will. Unique requirements may arise in multinational operations when soldiers of each participating nation interact with other soldiers whose cultures 

may seem totally alien. Open-mindedness is essential to maintaining harmony within a multinational 

force, Individuals at all levels must keep personal preconceptions from interfering with force functions. Because language differences may be a barrier to 

smooth operations, peacekeepers should learn some 

key phrases in the languages of other nations 

participating in the operation. 

We in the U.S. often think of language barriers as 

existirig only between English- and non-Englishspeaking peoples. However, communicating with others who speak English (those who feel they speak 

real English!j can also be a challenge. W,hile many 

terms are the same on both sides of the Atlantic and 

the Pacific, some words have additional meanings 

that differ from those with which we are familiar. 

Many basic engineering terms (such as beam, slab, 

and joist) seem to be universal but some are unique 

to Commonwealth countries (the United Kifigdorr~, 

Austraiia. New Zealarid, etc.). For example, 'tmetai" 

may mean gravel, 'plant" refers to equipn?ent, and 

~trllies"are drains, it takes a while to learn basic 

Commonwealth engfrieering terms, but it is an interesting process. 

Interaction with the local populace. In addition 

to maintaining peace in an area, peacekeepers are informal ambassadors of their countries. Members of a 

peacekeeping force normally wear a distinctive uniform, and the force becomes a very visible entity in a 

sensitive and potentially explosive situation. Peacekeepers should attempt to understand the culture and 

language of the people they are assisting. 

The relationship between the local populace and a 

peacekeeping force must be kept in balance. Peacekeepers must remain impartial and not appear to take sides 

in a dispute because a perceived bias can destroy 

their effectiveness. On the other hand, peacekeepers 

cannot appear aloof or uncaring. They operate in a region at the invitation of the parties to a conflict and 

must look upon the local populace as their partners in 

maintaining peace. Maintaining this balance is essential for successful peacekeeping operations. 

Temporary nature. A peacekeeping operation 

ideally is a short-term activity. Upon the final resolution of a conflict, a multinational force can be disbanded, withdrawn, and returned to the contributing 

countries. Few nations can afford to devote a significant portion of their military forces for protracted 

periods to providing peace and security for others. 

While some peacekeeping operations have lasted 

for extended periods, most are temporary endeavors. The temporary nature impacts on the types of 

facilities provided for a peacekeeping force and on 

the way in which the force is supported. Planners 

generally design the facilities and the support structure to be adequate but austere. 

Financial constraints. Because military budgets are shrinking worldwide, peacekeepers often operate under financial constraints. While budgetary 

concerns should not interfere with accomplishing 

the mission, financial limitations may require conservation of resources and innovative approaches to support requirements. 
. 

Waste-water treatment 

plant for the 2000 sol- ~ .. . ... dlers on the MFO's North 

~.~~.- Camp. Engineer planners . ~

. . .- . must include ecological 

considerations when preparing to conduct peace-

,.,.. , - - .. keeping operations. Degrading a host nation's 

environment will not make 

us "good neighbors." 

Engineering Considerations 

Threat level. The threat level in a peacekeepingforce's area of operations is one of the most important factors in deciding how engineers will support 

the force. The local threat level impacts on them Types of missions engineers will perform. 

Degree of hardening engineers will provide for 

facilities. 

Dispersion of critical assets. 

Basic manner in which engineers will conduct 

operations. 

The threat level also affects the types of equipment and weapons (if any) that engineers will carry, 

as well as whether they will require external assets 

for job-site security. Threat levels vary widely, and 

every engineer soldier must fully understand the potential threat that surrounds him. For example, the environment in which the MFO currently operates is rela 

tively benign, while peacekeepers in southern 

Lebanon face a considerably more hostile tnreat. 

Even in a historically low-threat area, however, the 

level of hostility may increase if tensions rise between the conflicting parties. Peacekeepers must conoperates in areas with a substantial locai popuiatio!i. 

and a commonsense approach to apply~ngthese 

measures is required to ensure that civiliaris are (lot 

endangered. Being a good neighbor supports 

peacekeepirig goals. 

Operation Duration. While it is not possible to 

predict exactly how long a peacekeeping operation 

will last, planners can estimate an approximate duration. This planning figure affects the number and type 

of facilities that engineers will construct (ratio of 

purely functional to recreational facilities), the type of 

construction they will employ (tents versus woodframed buildinas), and the amount of effort thev will -, 

put into building support facilities (fuel points, warehouses, motor pools, and so forth). Generally, the 

longer the projected duration of an operation, the 

more extensive and permanent the facilities will be. 

Other considerations may also place limitations on facilities. For example, diplomacy may dictate that a 

peacekeeping force maintain an appearance of nonpermanence to gain acceptance of their presence. Financial constraints on an operation may also limit the 

dsgree of facility development. Engineers sho~~ldplan 

for a peacekeeping mission based on its projected 

duration but be prepared to extend operations . , ,. .. . tinuously update their threat analysis. lf tensions in- Inoerlnlrely. 

crease, engineers may be calledupon to upgrade the 

security of base facilities, Construction materials 

should be stocked for this because rapid procurement may not be possible after the threat level 

rises. 

WIiile there !S currently rio significant !tirent in thc 

MFO's area of o?eratioiis, terrorism can strike any^ 

where. Basic force protection measures at MFO facilities incluCe perimeter wire. security lighting, and coniinuoc~sobser/a!ioii of site perimeters, The MFO 

A peacekeeping mission with 110specified end requires a balance between providing adequate support 

and conserving resources. The MFO was originally 

eiivisioned to operate for 10 years, and most facil~ties 

were built to last that long. The 10-year mark has 

passed, and the MFO cnrltinucs to operate with no 

foreseeable termination date - bur it cou;d come any 

tirne. The engineering staff is faced with the question 

of whether each decision. project, and program 

makes sense within ?his context. On one hanu, they 
inust adequately mairitain their facilities. On the other 

hand, they have an obligation to the countries that 

coritrihufe fuiidiny to spend their money wisely. 

Operation Maturity. The length of time that a 

peacekeeping operation has been under way impacts 

on the engineer support requirements. An incipient 

peacekeeping operation may have significantly different (and usually greater) engineer requirements than 

a well-established one. The correct mix of engineer 

equipment may differ for establishing a peacekeeping 

force than is required for facility maintenance. For example, it may be necessary to drill water wells, construct observation posts and base camps. and build 

heliports or airports while bedding down a force. Engineer units rotating to an established peacekeeping 

force should communicate with the unit they are replacing well in advance to determine the current 

status of facilities and what missions they should be 

prepared to execute. 

Facility standards. The standard of the facilities 

that a peacekeeping force occupies affects the level 

of maintenance required for their upkeep. This, in 

turn. affects the structure of the engineer force that 

will support the operation. At one end of the spectrum, a force may occupy a "tent city" and use temporary facilities. These situations may require support 

from engineer construction units, as well as engineer 

detachments (prime power teams, well-drilling teams, 

fire-fightlng teams, etc.). At the other extreme, a 

peacekeeping force may occupy relatively permanent 

facilities-albeit on a temporary basis. For example, 

the MFO's North Camp was built as an air base by 

the Israelis. A permanent installation may dictate deployment of engineer teams (and individual engineers) with expertise in areas normally found in directorates of engineering and housing (DEHs). The work 

force performing maintenance on peacekeeping force 

facilities in this situation may come from military 

units, contractors, the local populace, or a mix. 

T,he FglFO's billeting facilities range from prefabrica:ed metal 3nilO1ngs (2.. 14, and lg-man sizes) to 

three-story concrete barracks aiid three-bedroorn duplexes. Offices, diiiing halls, arid suppori activitfes occupy permanerit and semipermanent structures. 

While these facilihes are more comfortable than a 

leiit ciPy, they require more ~ntensive (and expensive) 

rnaintenarice. Supporting semipermanent sites in a remote area like the Sinat is much like running the public works departmen? of a small C/O/. The civ~lian support contractor provides dependable water supply: 

sewerage, and power The multiiiational force artd local con!ractors construct iiiainfain, and replace roads, 

Stiildings, arid other tacibties. 

Age of facilities. The age of a peacekeeping 

force's facilities affects the amount of engineer effort 

needed to maintain them. Ongoing initial construction 

or the maintenance of very old facilities requires 

more engineering support than maintenance of a wellestablished operation that is only a few years old. As 

facilities age, factors such as type of construction, 

original design life, and the amount and quality of preventive maintenance impact on the effort required to 

keep them operational. Take, for example, a base 

camp designed to last 5 years (based on initial projections and diplomatic commitments). If the mission continues significantly longer, an increasing amount of resources must be devoted to maintaining the facilities, 

and this may conflict with financial constraints. In a 

stable peacekeeping environment, nations contributing personnel, equipment, or funding are likely to expect costs to remain relatively constant (or decrease) 

over time. Thus, engineers maintaining older facilities 

must become adept at low-cost repair and 

rehabilitation. 

Local infrastructure. The degree of development 

and current condition of an area's infrastructure impacts significantly on engineer support to a 

peacekeeping operation. The current condition is as 

important as the degree of development--first-rate infrastructure may be rendered useless by the ravages 

of war. Power, water, roads, railroads. airfields, and 

ports are the most significant infrastructitre components that influence engineer operations in a 

peacekeeping environment. These elements may be 

in good condition and adequate to support the 

peacekeeping force, or there niay be no remaining 

(or previously existing) infrastructure. Because resources are often limited, augmentation from engineers in the peacekeeping force may be required. 

The MFO recefves most of Nie water for North 

Camp through a pipeline operate0 and ma~ntaioeo by 

the government of Egypt. The local infrasfructurc can 

support Me cainpk water supply rieens. However 

due to the remote locatiori of tile camp and jts power 

requirements, the Egyptian power grid crinnoi meet 

rhe camp's electrical demands. Six 1.2 megawan Electrotnotive /e/v/sion (EMD) diesel generators slipp:ied by 

the U.S. provide the necessary power 

Local support. Construction materials, facility repair parts, and labor (both skilled and unskilled) may 

be available locally to assist engineers as they support a peacekeeping force. The level of residual hostility in the region will affect the amount of commerce 

and interaction that occurs between the local populace and the engineers. Additionally, the location of 

the operation will influence the cost, quality. and availability of materials. Standards and quality will vary, 

but engineers must be prepared to adapt to and use 

local materials. This is especially true for bulky items 

such as cement, brick, block, timber, and plywood 
-R -T--	 . ~ 

- 1 Pa-- ,,mm- J 

-	 I MO North Camp's 

y.. 


Dower ~lant can Droduce 

...,. , 	 7.2 megawatts. These . . +.:.xK.* 	 six Electromotive DMsion diesel generators 

..,++Ax:-. 	 1 ' 

.. . 

.. . ';:. '- ., 

because transporting them from home countries may 

be cost prohibitive. 

Working with Egyptian engineering contractors is 

an eye-opening part of an assigi?rrient with the MFO. 

We in the ;yestern world tend to take the availability 

of engineer equipment for granted. In the eastern 

Sinai Peninsula, rnaiiual labor often repiaces equipment. Egygtian contractors make s~zeable concrete 

placements using small mixers (about the size of the 

U.S.Army's 16srrllxer) and laborers who transport 

the concrete t,litn wheelbarrows. While tiieir techtliqiies differ from rlle ,if?ect~a;iized rnethods cornrnoi~ 

in tile U.S.,the Egyotians efficiently and effectfvely 

get file job done. Time and time agair;, they 

dernoristrate ir?novative 'Tow-tech'soiutions to daily 

engineering challerlges. 

Prioritization of requirements. During many 

peacekeeping operations (as in other situations), requests submitted by supported units exceed the capabilities of the assets available to the engineer planner. 

Allocating critical assets (materials, man-hours, and 

equipment-hours) takes on new dimensions when the 

choices affect different units and different nationalities. Engineers must be sensitive to this fact and ensure they do not create the appearance of favoritism. 

Planners must review all requests for support, ensure 

they are clearly defined, and identify the resources required to fulfill them. They must then evaluate the requests based on their importance to the requesting 

units (keeping in mind that cultural considerations 

may increase the relative importance of a request) 

and to the overall peacekeeping mission. Affer the engineer planners have considered those factors, they 

can prioritize the requests relative to other outstanding requirements. When possible, engineers should 

August 1993 

are Vietnam-era unlts 

provided by the U.S. government. Switch gearand control apparatus 

allow plant operators to 

run from one to six units. 

explain to their supported units why requests have 

been denied. Developinq open lines of communication and positive working relationships with supported 

units contributes to an improved atmosphere within a 

multinational force, 

Conclusion 

Because of their importance to world and regional stability, the U.S. will continue to contribute to and participate in peacekeeping efforts. The advantages that accrue from multinational peacekeeping operations make them more likely to occur than 

unilateral efforts on the part of the U.S. This article 

may assist engineers as they plan and execute support for multinational operations. These considerations, however, are only a starting point. Each operation is unique due to its location, the belligerents involved, and the nations contributing forces. Unique 

situations generate both customary and unusual requirements, both of which must be addressed with 

imagination and innovation. The most important advice for engineers planning these operations is to 

keep an open mind and take nothing for granted. 

While many challenges are involved In these operations, there are many opportunities for personal and 

professional development. Y 

Major Houck is assigned to Fort Hood, Texas. He 

most recently sewed as the Deputy Force Engineering Officer for the Multinational Force and Observers 

in the Sinai, Egypt. Previous assignments include 

Regimental Engineer, 2nd Armored Cavalry Regiment and Commander, B Company, 94th Engineer 

Battalion. He is a graduate of the Command and 

General Staff College. 

Engineer 17 
Interview with 

Major General Daniel Christman 


&: We'r~e heard n~ilitary leaders speak about ntany ch.anges 

within the Department of Defense. 

In your opinion, where is the Engineer Branch heading? 

A: First, let me say that the 

future for the Engineer Branch is 

very bright. Like the rest of the 

Army, the branch is getting 

smaller. Further, our branch will 

rely on the Reserve Component 

(RC) to a degree unusual in other 

combat arms; even now, almost 

three-quartels of our force is in 

the reserves. However, more and 

more our country is witnessing 

and recognizing the importance of 

the Engineer Branch in all forms 

of endeavor, both on the battlefield 

in war and in operations other than 

war The succes~ of our branch in 

Somalia especially highlights that. 

We are a national asset, eclually 

valuable in peace and in war. 

The other reason why I say the 

future is bright is that our branch 

is now recognized as a vital, integrated member of the combined 

arms team. We saw that emphasized repeatedly by senior leaders 

from our maneuver corps and divisions who spoke during the 

SELTC (Senior Engineer Leaders' 

Training Conference) in April. 

Each of them highlighted the roles 

of engineers as vital contributors, 

side by side with infantry and 

armor, field artillery, and aviation. 

That contribution and the recognition of that contribution will continue without question because of 

the success we've enjoyed in recent combat operations and at our 

combat training centers. 

&: What would you say are the 

IILOS~inzportant initiatives currently affecting engineers in the 

field, within the Engineer School, 

and at the Departnzent of Arnzy 

iDA) level? Specifically, what will 

be the role of engineers in the con& 

bined arnzs arena? 

A: Let's break that question 

into three parts. In the field, two 

initiatives stand out. One is the 

continued employment of engineers in operations other than 

war, as highlighted by the Hurricanes Andrew and Inilri and Restore Hope Operations. The support that engineers provided in 

those operations gave our branch, 

indeed our entire countiy, a picture of engineer capabilities that 

is as old as the nation. Those experiences reflect our involvement. in 

hulnanitariali relief and construction in the most positive manner 

possible. 

The other initiative I would 

highlight in the combat arena is 

an important development with 

respect to equipment-and that 

concerns the MI tanli. Lasc December, several divisions recommended that we replace the combat engineer vehicle (CEV) with 

an M1 tank in the heavy divisions 

of our force to provide breaching 

capabilities and improved mobility. I fully supported that initiative! and the Vice Chief of Staff of 

the Anny endorsed it in May This 

initiative, in essence, will replace 

the CEV with an M1 tank 

equipped with a track-width mine 

plow or mine roller in virtually all 

Active Component (AC) conibat 

engineer battalions. This is a 

very positive development because it underscores the point I 

made earlier: it solidifies the 

Interview by Catherin,e Eubarzks 

18 Engineer Mnc aging Editor; ENGINEER Professional Blrii 
engineers' role in the combined attention, because the public dearms team as a vital andcontinu- "Our challenge is to mands it, t,o roles we perform 

ing contributor. throughout t,he operational con111 the schoolhouse, one impor- minimize the impacts tinuum, such as humanitarian retant develo~ment continues to be lief and disaster assistance 

doctrine writing. We are partici- of budget reductions on &: The Arn~yk budget and 

pating fully in the DA initiative to nzanpower resou~,ces have been redraft a new field manual that de- training and to divest duced by about 25 percent and scribes support to U.S. civil more reductions are projected. 111 

authorities, calledFM 100-19. It is activities that do not your opinion, how will these ved~~cscheduled for publication in July. tions affect Arnzy nlissions, trainWe are using lessons learned from relate directly to the ing, and readiness? 

our experiences in Somalia and 

hurricane relief efforts to nrovide training mission." A: Our goal, of course, is to 

the right engineer perspective to minimize the impacts ofbudgft rethat manual. It, in conjunction ductions on training and readiwith FM 5-114, Operations Short ness. The Chief's prima~y goal i. 

of War, and other companion docu- bridge companies, now predomi- to assure that our Army remains 

ments, will present gwd intellectual nantly in the RC, may well be trained and ready in the decade 

and operational "grist" for Army among the first units deployed in ahead-in spite of the budget recommanders tasked to perform future contingencies. This means ductions just described. The Army 

similar missions in the years that selected RC engineer units, to has taken the bulB of those reducahead. include combat heavy battalions, tions to this pomt in force strucAt the DA level, the critical in- must maintain their readiness ture and modernization, so that 

itiatives include support for ongo- levels as high as possible. These dollals could he plowed back into 

ing equipment modernization ef- units must realize they may be training. 

forts, principally in the minefield among the first called in future There is clearly a limit to how 

breaching arena; the topographic overseas activities or to disaster far we can go in that, direction 

arena; and sustainment engineer- relief or humallitarian missions in without some impacts on training. 

ineeauinment, wrincinallv tactical the U.S. That's what our Chief I would he less than candid if I V L . . . . " 

construction eouioment. I means ~~~-~ when ~~~~-he 

-~-savs. ~- "Evervone > ~,- --" . ~~~ is I didn't that see im- A ~-~~ ~ 

deployable." pacts already. For example, we've &: You naentioned how impor- had t,o cancel field training exertant RC units are to the total force. &: Let's go bacl~ to engineer cises (FTXs) in certain MOS at the 

W/~atdo you see as the evolving doctrine. How do you see our doc- Engineer School. We have aiso reole and changing nzissions for RC trzne evolving cn response to duced training support in areas 

engineer units? charzgzng world events? such as motor transnort. We're trvA: Earlier I mentioned that re- A: Let me answer that by first ing to reduce the training budget 

serve units make up 75 percent of describing where I think the Army intelligently so we can continue to 

the engineer force. So, I must em- is going. Our new Army capstone provide commanders in the field 

phasize that RC soldiers are com- field manual, FM 100-5, Opera- with trained atid ready soldiem, 

pletely integated into the Army's tions, is scheduled for publication who will contribute solidly to their 

total force planning effort for engi- in .June. It contains valuable infor- collective training goals. 

neeis. Most RC engineer activities mation regardingoperations other Again, our challenge is to ininifocus on what we call "echelons than war, especially disaster as- mize the impacts of budget reducabove division." \T7e see that lnosr sistance, humanitarian relief, and tions on training and to divest acvisibly in our combat heavy battal- peacekeeping operations. That tivities that do not 'elate directly 

~ons, the bulk of which are RC emphasis in the Army's capstone to the training mission. We've 

units. The real change for RC en- manual will eventually be re- done that already by reducing 

sneers, however, will be in when flected in the Army's branch overhead in the installation supthey are needed. Many missions mar~uals,such as FM 5-111. In ef- port arena. But we must have the 

now almost totally in tlie RC were, fect, the evolution of branch doc- guts to ralse a red flag if the cuts 

until a year or two ago, performed trine will reflect the evolution of go too far We must tell our senlor 

at the division level. Bridging is Army doctrine. Army doctrine will leaders, "Time out- this is beyond 

one example. Assault float-bridge continue to focus, as it should, on the point where we can absorb 

companies and medium-girder war fighting. But it will give more further reductions." Something 

August 1993 Engineer 19 
must be done to protect the Army's 

basic interest-and that's our 

training mission. 

&: Can you give a few eranzples of itmzs cut from the Engineer 

School's budget? 

A: Sure. At Fort Leonard Wood 

we have significantly reduced the 

cost of doing business in club activities; we've almost totally eliminated support for the horse stables 

and rod and gun clubs, which 

formerly were funded with 

non-appropriated dollars. Instead, we've plowed that money 

back into installation support 

areas normally funded by taxpayer dollars-in particular, 

sports programs t,hat would 

have been cut to the bone by 

the reductions in appropriated 

funds. We've also consolidated 

our dining facilities and reduced grass cutting and janitorial servlces. All of that was 

done to preserve our corps'missioil-to tram soldiers. 

&: Can we still provide a high 

quality of life for soldiers in spite of 

those cuts? 

A: Yes. The Army recognizes 

that training and readiness involve more than simply rounds 

down range. Training and readiness include the quality of life for 

soldiers. That means barracks 

that are well maintained, ciean, 

and equipped with modern furniture. It means hous~ng areas 

equipped with modern conveniences and appiiances, where 

families can live safely. The Army's 

budget priorities now reflect that 

total emphasis on soldiers'quality 

of life, and that's all to the good. 

&: Mth the trend toward decreasing resources, whatdo you see 

changzng in base operations functions, specifically with regard to 

Directorate of Engineering and 

Housing (DEW responsibilities? 

For example, do you expect ntore 

conzbat heavy units to be used irz 

base nzaintenance operations? 

A: Yes, combat heavy units 

and combat support equipment 

companies, which are similar in 

terms of their horizontal construction capabilities, will be used increasingly in base maintenance 

operations. It's a fact of life. 

Increasingly, DEHs throughout 

the Army will be fi~~ancially constrained. In fact, their O&M (operations and maintenance) accounts are already pared to the 

bone. Fewer dollars are available 

for day-to-day base maintenance, 

which is their "seed corn" for future infrastructure vitality One 

way the DEHs can get by with 

decreased O&M budgets is by using the TO&E (tables of organization and equipment) engineer 

units just highlighted-the combat heavy and combat support 

equipment companies. 

Our challenge, as a branch, is to 

ensure that when units perform 

those functions, they do it in a 

METL-related context. They must 

try to limit themselves to missions 

that have a direct bearing on what 

they will do in time of war. In mast 

cases, that's fairly easy. Range 

road maintenance, hasty repair 

of buildings and grounds, and 

cantonment layout are examples 

where installation commanders 

have called upon engineer units to 

execute peacetime missions on 

their posts that are directly related to missions they would perform in time of war We need to 

insist, though, that units be provided an opportunity to deploy. 

Most installation commanders I 

have talked to are sensitive to 

the need for regular deployment 

exercises. Obviously, "deployment" skills will deteriorate if 

training is devoted exclusively 

to installation management, and 

we must ensure that does not 

happen, 

&: In light of the recent decision to allow wonten to fly combat 

aircraft, when do you expect the 

rentainirtg conzbat englmer MOS 

to be opened to wonten? Do you 

expect this decision to affect training standards for engineer soldiers? 

A: First, let me applaud the 

decision by the Secretary of Defense to open more positions in the 

armed forces to women. It's a positive development. It's consistent 

with the initiatives we took a year 

ago to open more positions in the 

Engineer Branch to females. We 

opened all bridge companies and 

the ERI (engineer restructure initiative) brigade headquarters and 

headquarters detachments to female officers. The only exception. 

is the brigade commander% position, which remains closed. How 

far the Army will go beyond the 

initiatives outlined by Secretary 

Aspen is a question that the Chief 

of Staff and senior leaders in the 

Army are wrestling with now I 

expect to weigh in shortly with 

my view on the branch to General Franks, at TRADOC. His 

staff recently asked for our 

recommendations. 

My bias on this issue is to be 

inclusive not exclusive, and to 

open additional opportunities for 

females in the branch wherever 

we can. We are now collecting input from the leadership of the 

branch and the school to provide a 

response to TRADOC. Regardless 

of what happens in TRADOC, 

however, I expect that the trend 

toward opening additional opportunities for women, as highlighted 

by Secretary Aspen's announcement, will continue throughout our 

armed forces. Again, that's a very 

positive development. And it will 

not affect training standards! 

&: Sonte soldiers have erpressed concern about the Arntyk 

education systenz, especcally training for engineers. Can youprouide 

some insight into where the education systenz is headed with regard 

to erlgineerNCOs and officerss7Are 

there plaits to expand NCO training to nzake it more parallel wit11 

officer training? 
A: I think the basic structure 

of the education system is sound 

and is unlikely to change in the 

near term. The NCO system that 

we have grown accustomed to over 

the past 10years (PLDC, BNCOC, 

ANCOC, and the Sergeants Major 

Academy) works splendidly. The 

officer education system is being 

tweaked on the margins but is unlikely to be radically altered. 

What we have tried to do at the 

Engineer School, though, is to ensure consistency in the kind of 

training offered at the Libby NCO 

Academy and in officer courses in 

Lincoln Hall. Our NCO Academy 

was reaccredited last February 

by TRADOC. One area that we 

worked on as part of the reaccreditation effort was to ensure consistency across the board in areas 

such as mineicountermine operations and engineer battlefield assessments. Feedback from field 

personnel and students indicated 

that, in those areas especially, 

NCOs and officers were not being 

taught consistent doctrine or procedures. Now there is one standard, and we're operating from the 

same updated field manuals 

throughout the school. 

What will further improve the 

situation is the movement this 

summer toward a consolidated Directorate of Training (DOT) in the 

Eng~neer School. That directorate 

will have responsibility for all 

training-officer, NCO, and enlisted. Consolidation will both 

standardize instruction to ensure 

the same doctrine is being taught, 

and enhance opportunities for 

shared traininginsituational training exercises and simulations. 

&: Do you expect shared training to expand in the future? 

A: Shared training has increased significantly in the last 

few years, and we'll look at every 

opportunity to provide more, 

Whenever we bring student officers and NCOs together, feedback 

is extremely positive. That's true 

whether they are together for a 

social event or an FTX. The problem is simply one of scheduling. 

We are trying to provide students 

more opportunities to read, relax, 

and enjoy the Ozarlcs, especially 

on weekends and holidays. Can't 

do that ifour goal at the same time 

is to maximize shared training 

across the board. So we're trying 

to strike a balance. I expect shared 

training t,o increase a little, but 

we've just about reached the li~nit 

without sacrificingsome quality of 

life. 

&: Are there plans to increase 

contbirzed training for AC and RC 

units? 

A: The Army is doing that already in our combat training centers (CTC). When I visited the 

JRTC (Joint Readiness Training 

Center) last year, a corps wheeled 

battalion from the South Dalzota 

National Guard was training 

next to the 25th Division from 

Schofield Barracks, Hawaii. It 

worked extremely well. That's 

the model, it seems to me, for 

training in the future. We will 

use the CTCs tocollectively train 

andintegrateRC units more and 

more into our Army's "go to 

war" preparations. 

&: Is there any interest in 

increasing joint tratning Detween servzces? Can you explo,in 

the znlpacts of joint trainzng 

between, for example, Arnty 

and Marine engineers? 

A: In the Engineer School we 

have had a joint training agreement with the Marines for years. 

They send Marines to virtually 

every off~cee advanced course, and 

we train enlisted Marines in 

Brown Ball. We expect that trai11- 

ing to continue-both services love 

it, and both Army and Marine engineers benefit from the experience. Colonel I?lowers. Director of 

Training, is exploring a parallel 

initiative with the Navy, to see if 

we can capture a similar program. 

with the Seabees. That exchange 

would provide Seabees in our 

school and vice vesa. 

The impacts of joint training on 

the Engineer Branch are significant. Several studies, including 

one recently commissioned by 

General Colen Powell, Chairman 

of the Joint Chiefs of Staff, examine roles and nlission issues with 

respect to engineers on the battlefield, especially responsibility for 

the joint training of engi~icers in 

all services. Even as I speak, an 

examination is under way to determine the cost effectiveness of 

having Fort Leonard Wood, for 

example, assume responsibility 

for some element of engineer 

training for all services. That 

could mean that Air Force, Navy, 

Marine, and Army heavy equipment operators would be trained 

here, if the initiative is proven to 

be cost effective. IVe're workii~g 

the numbers now and expect some 

preliminarily assessments in the 

very near future. 

I don't see that initiative changing the role of the Engineer 

Branch as we know it. For example, the initiative would not eliminate the Corps of Engineers as n 

combat branch or eliminate the 

Air Force Red Horse and Prime 
Beef units or the Navy Seabees. 

Each service would ma~ntain its 

engineer capability. But we would 

look for ways to enhancejoint training as a means of saving dollan. 

&: A benefit ofjoirtt training is 

that engineers would find it easier 

to work together in joint operations. 

Is that where you see the realpayoff? 

k:Yes, down stream that's exactly what's at stake for those who 

desire joint training. Inaddition to 

potential dollar savings, it's the realization that, ifyou train together 

early in your career, it will be far 

easier to work together later, when 

a contingency might demand it. 

&: The Corps of Engineers has 

been appoznted the Arnzy's proponent for environnzental awareness 

training. What do you see as the 

role for the Engineer Branch in 

this arena? 

A: The Engineer School has 

been asked by TRADOC to develop 

a training support package for env~ronmental awareness. We have 

worked with TMDOC under an 

"umbrella contract" to flesh out 

the details for awareness training. 

The intention is that everyone in 

the Army, whether ajunior private 

or a senior maneuver commander, 

must acquire an inc~xasing awareness of the role that environmental sensitivity and protection 

must play in all they do. 

I don't envision that the school's 

responsibility will entail the technical aspects for environmental 

cleanup and restoration. That responsibility belongs elsewhere. 

The Engineer School is limited to 

providing awareness training 

across the board, and that is where 

I intend to keep us focused. 

&: Earlier you mentioned the 

Engineer School's reorganization. 

How will it affect the quality and 

kinds of trainingprovided to engineer soldiers? 

A: I've already discussed the 

most important element of the 

reorganization, and that's the 

"Everyone in the Army, 

whether a junior private 

or a senior maneuver 

commander, must 

acquire an increasing 

awareness of the role 

that environmental 

sensitivity and 

protection must play in 

all they do!' 

creation of a single Directorate of 

Training. Butother school initiatim 

are also important. One is the 

creation, in effect, of a Director of 

Proponency, which pulls the Engineer Personnel Proponency Office 

under the Directorate of Combat 

Developments. So, that directorate now has equipment and personnel proponency in its domain. 

We also eliminated the position 

of deputy assistant commandant. 

Now each principal directorate in 

the schoolhouse-Combat Developments, Training, and Evaluation and Standardization-will 

report to the assistant commandant with no intervening layer. 

This change is reflective of a TR4- 

DOC school model that most other 

schools have adopted 

&: We've heard that some 

MOSS nzay be consolidated for effciency. What is the Engineer 

School doing in that area? 

A: Well, the biggest issue we 

wrestled with last year was the 

proposed consolidation of the 12- 

series MOS. That action would 

have consolidated the 12B, 12C, 

and 12FMOSs into a combat engineer MOS, notionally called "12B." 

We cancelled that effort because 

feedback from the field was 

strongly against it. Must also say 

that trying to overlay a training 

requirement for the 12Fs, who 

would have to man and fight the 

M1 breacher while also being 

skilled in bridging and basic combat engineering, didn't make 

sense. So we will not combine the 

12-series MOS. 

We're still looking at the 51-series MOS for possible consolidations. In fact, we've created a new, 

consolidated 51TMOS that brings 

together soils, draftsmen, and surveyors from the old 51G, BIB, and 

82B areas. We're also consolidating the photo layout and printing 

MOSs, (83E and 83F). These initiatives are under way and make 

good sense. That's all the MOS 

consolidations I can see in the 

near term. We will continue to look 

for opportunities to save but will 

not go into any initiative blindly. 

&: When you came to the Engineer School, you wanted to concentrate efforts on improving engineer equipment. What strides do 

you feel we'ue made in this area? 

A: We have some genuinely 

good news here! It is difficult to 

see short-term results in this area 

because of budgeting and because equipment modernization 

systems take so long to develop. 

However, we completed an extremely successful functional area 

assessment (FAA) last fall. School 

staff went to Washington to brief 

the Vice Chief of Staff for the 

Army, and we came out of the FAA 

in very good shape. For example, 

we initiated a funding line for a 

new, light bulldozer, called the 

"Deuce" (deployable universal 

combat earthmover), to equip our 

light and airborne divisions. 

Equally important was an agreement to "plus up" our tactical construction equipment line. The goal 

is to sustain roughly $25 million 

annually for equipment purchases 

in areas that badly need updating-for example, compaction 
equipment and cranes. 

The vice chief also supported 

some critical topographic enhancements, especially the purchase of a TIIP (Topographic Imagery Integration Prototype). It. 

will allow us to process commercial satellite imagery for use by 

military commanders at the corps 

level and below. 

Last but not least, we received 

continued funding for the engineers'most important combat mission, minefield breaching. The M1 

Breacher and the M1 Bridger both 

received strong, enthusiastic support. And I would add that providing Mls t,o the Active Component 

to replace the CEV, and recognition by TRADOC and DA of the 

need for engineers to be equipped 

with the M2 Bradley fighting vehicle as an engineer squad vehicle, 

are significant developments even 

beyond the positive outcomes of the 

FAA. Those items are very good 

news for the engineer force. Hopefully, my successor or his successor 

will see that equipment in the 

field before this decade is gone. 

&: What are the nzajor benefits 

of switching to the Mls and MZs? 

A: First and foremost, this 

change provides the engineer force 

with equipment that allows us to 

attain equivalent battlefield mobility. This is particularly true 

with the MI. Secondly, the M1 

gives the engineer and the engineer element of the task force a 

breaching vehicle. The CEV is not 

a breacher but the M1 with a 

track-width mine plow is. So we 

will have, with engineer supervision, an armored platform whose 

primary mission is to assist in 

breaching complex obstacles, 

and that's a very important 

development. 

The principal advantage of the 

M2, the Bradley fighting vehicle, 

is that it provides survivability for 

engineer squads on the battlefield 

comparable to the survivability 

afforded to infantry members of 

the maneuver force, with whom 

we work. Right now engineers use 

the M113. It is a fine piece of 

equipment but has significantly 

fewer survivability characteristics 

than does the M2. 

&: What do you see as the Engineer School's greatest achieuenzents during your tour here as 

comn~andant? 

A: I am proudest of the recognition we have received and continue to receive from senior maneuver commanders at division 

and corps levels for our role in the 

combined arms fight. The SELTC, 

in April, showed that. The briefin@ we received from General 

Wesley Clark and General Carmen Cavezza underscored how engineers have been recognized as 

true members of the combined 

arms team, working side by side 

with other elements of the maneuver force to achieve decisive victories. And that's the element that I 

believe is our proudest achievement, not just during my time as 

commandant but during the stewardship of many commandants before me. 

Would say that one of the most 

moving achievements during the 

24 months of my stewardship was 

the commitment we made to restore hope to the people of Somalia. The Engineer School sent a 

seven-soldier engineer team along 

with mobile training teams to Somalia last winter and early spring. 

Welcoming home those soldiers to 

a thunderous ovation from the installation and the community was 

a moment of great pride for the 

installation and the branch^ 

&: As you nzove forward in 

your Arnzy career, what do you 

think will be some of the ntajor 

challenges facing General Ballard, 

asyour successor? 

A: Joe Ballard will face the 

same basic challenge that Dan 

Schroeder and I faced here. Dan 

Schroeder brought the school from 

Fort Belvoir to Fort. Leonard 

Wood. But he also had the first 

glimpse of what a steeply declining budget means to a large installation such as this. That's been my 

greatest intellectual challenge--to 

continue the downsizing effort 

here in a way which does not break 

faith with the Army's imperative 

"trained and ready." So one major 

challenge that Joe will face is the 

continued acwmmodation to the 

budget realities of this decade 

A second challenge is to continue equipment ruodernization 

for t,he branch We've had some 

great successes in the past few 

years in highlighting the importance of equipment modernization 

for combat engineers. The road 

ahead will be rough because the 

research, development, and acquisition funding account will take, in 

my view, more and more hits. Joe 

will be forced to continually defend those prouams that are vital 

to the branch's fut,ure. That will 

mean prioritizing what on our list 

is a keeper and what, as the 

budget continues to be shaved, we 

might be willing to let go We must, 

compromise on some things and 

protect the most important elements of the modernization piece. 

Big task. 

&: In closing, do you haue any 

words of advice for young soldiers 

conting into the engineer force? 

A. I would say, "Come on in 

and join us!" It's a great branch. 

The diversity of the Engineer 

Branch has beena hallmark of our 

corps since 1779 and will remain a 

characteristic of t,he branch for 

decades to come. You can see that 

by review~ng what we have done 

just in the last three years---Desert Storm, hurricane and disaster relief, and humanitarian 

assistance to Somalia. There are 

enormous opportunities out 

there for any young man or 

woman who wants to join the 

most exiting branch in the 

Army. Essayons! Jd 
- - 

Notes from the Commanding General 


To: Members of the Enqineer Regiment 

Following Secretary Aspin's announcement regarding expanded opportunities for females. I provided the attached 

memo to General Franks, TRADOC, outlining the position for combat engineers. Believe this position is consistent with Secretary Aspin's goals and will expand 

opportunities for women in our branch in a 

manner fully consistent with the enormous 

strides we have made as members of the 

combined arms team. Hoo-ah! 

Subject: Women in combat 

1. Sir: [MGs] Den Malcor and John Herrling 

have been keeping me in the ioop on status 

of DOD study group regarding women in 

combat. Understand you may be asked for 

TRADOC position on associated policy issues. Want to give you the view from my lane 

on combat engineers. 

2. Testified last year to the Presidential 

Commission on the assignment of females. 

Told the commission my bias is to be inclusive, not exclusive; believe we should do 

away with the current DOD "risk rule" based 

on location on the battlefield and open all 

MOS in the Army. Entry into an MOS would 

be based on aptitude evaluations, plus an 

assessment of strength and endurance. 

(FYI: Don't believe this is a big deal; Canadian Army experience indicates very 

few females will volunteer-instincts are 

we'll move beyond any "start-up" problems 

very quickly.) 

3. However, recognize - Chief and SECDEF I 

are not contemplating wholesale removal of gender-exclusion rules. Thus, under current rules, 

recommend we open our MOS 12C (bridge 

crewmember) to females. Female officers already serve in bridging units. Further, bridging 

units do not meet the conditionsfor female exclusion under a broad interpretation of current coding. More difficult are MOS 128 (combat engineer) and MOS 12F (engineer tracked vehicle 

crewman). My view in a nutshell: If MOS 116 

(infantryman) is opened, then open MOS 128; if 

MOS 19K (MI armor crewman) is opened, then 

open MOS 12F. Otherwise, keep 126 and 12F 

closed for the time being. Not withstanding my 

views in para 2, above, don't want to lose close 

association engineers have developed with our 

infantry and armor branches. 

4. Believe approach with 12Cs consistent 

with the broad thrust of SECDEF goal, reflected in [MG] John Herrling's last profs: 

"Continue to look at possibilities of opening 

more opportunities to women." Stand ready to 

elaborate on any points you wish. Would add 

one thought in closing: Believe Army should 

implement gender-neutral strength and endurance tests for all MOSS. This is clearly 

encouraged in AR 611-201, para 1-11, and 

would provide a more objective basis for 

selection policies under any expandea 

regime. 

Thanks for hearing me out. My senior 

NCOs, including ECCSM Roy Burns, fully on 

board. ESSAYONS, Dan Christman. 

24 Engineer 
Taking the Lead Without a Division Patch 

f:n:%lit>- <.lhe.c.lc your back saying "kick me." 1 A11 units have METLs and 

"How many of you are going off 1 are no different. 

- can still remember the com-

. mandant's question at the 

battalion re command course: 

none of them list the hundreds 

of actions that need to get 

done to survive on a post. You 

to command a nondivisional battalion at a division post?" My 

hand, along with the hands of 

about four others, went up. 

'Well, let me tell you about your 

OER. Best you can do will be a 

two block; don'l be shocked at a 

three block. That's the way it 

will be." Our hands slowly went 

down as the divisional guys 

smiled at their first kills. He was 

partially right; most FORSCOM 

patched units do become odd 

man out at OER time. But it 

.~ ~ your f training i needs ~ ~

as being only collectivelevel trainingperformed off 

post. No one likes a prima 

donna; we all would like to 

train at the best locations with 

the best resources but we 

can't. Leadership comes forth 

in meeting challenges Be a 

team player and think combined arms, small-unit tactics, 

and backyard training; or add 

an exclamation point to that 

sipn on your back. 

does not have to be that way It, 

depends on you. 

A few weeks ago all of this wme 

back when I was giving a leadership seminar to the officers of a 

"nondiv" battalion. It was during 

the question and answer period. 

Every other comment was the wethey type ending with a "we're 

nondivisional: we're out of it. 

commander. Your battalion is 

part of a uniquely named support brigade that is made up of 

other nondivisional units, commonly referred to as "ash and 

trash." Your company commanders are senior rated by the brigade commander, an infantry or 

armor officer who longs for a 

"real" brigade. There are two 

dozen "hoo-ah" battalion commanders in the same senior rater 

chain but they all wear a division patch. Add to all of this the 

facts that post support is eating 

you up, your FORSCOM money 

does not filter down to you, taskings are killing you, and you get 

leftovers for ranges. Is this you? 

I've run that gauntlet and am 

here to say that you can wine out 

on top, nondivisional patch and 

all. It all boils down 10 a positive 

team attitude and some solid visionary strategy 

-

Co~npetehead-to-head with 

the divisional units. Of 

course it's their turf, rules, 

and resources. You will be remembered-perhaps as a war 

but definitely as an egotistical leader who sent his 

unit through a lot of trouble to 

come out on the losing end. 

There is nothing we can do except 

go straight to FORSCOM; maybe 

write General Christman a letter." 

You could do that and you would 

be within your rights. However, 

you will end up dead right. 

In fact, let me give you four 

other sure-fired ways of going 

down in flames. The first one is to 

whine and run to FORSCOMsomething the division staff really 

enjoys when it means they must 

respond to an end run. 

Use your mission essential 

task list (METL) as a reason why you can't participate. While you are at it, you 

might as well hang a sign on 

Align your priorities with 

those of your senior rater. 

Ask for his support form and 

read it carefully. Keep it 

handy and periodically check 

your alignment with him, not 

the reverse. Bring your rater 

into your decision-making circle and allow him to participate. He will quickly sense 

that alignment and will support you. Keep your priorities 

in check until you have covered your boss' priorities. 

Don't compete head-on. Determine your unique strengths 

and use them to support the 

division. When you compete 

head-on you will be forced to 

Fight post tashings without 

providing realistic alternatives. No one wants to perform post duties and you 

should not be the doormat for 

all the "hey you" details. But 

don't be the open sore, either. 

Carry your load, plus, and 

when you can't do a tasking, 

work to solve it. 

!:, Y!]i=: <;g~t~ir~t:~; CI:l,o: .: lit 

.i:(,l~!l?'? ~ -

et's review the bidding to 

. -/see if the combat boot fits. 

You, as the battalion commander, 

are senior rated by the division (Continued on page 381 

August 1993 By Colonel Herbert R Harbaclz Engineer 25 
Advances in Mine Warfare: 


Antipersonnel Mines 


By Willianz C.Schneck, 


Malcolnz H.Visser, and 

Stuart Leigh 


ismounted combat engi- 


neers face an increasingly 


dangerous and complex mission 

as the effectiveness of antipersonnel iAP) mines continues to 

advance. Significant improvements in technology over the last 

30 years have also made AP r-?-

mines inexpensive and readily 

available. They now pose a major 

threat to combat engineers 

tasked with providing mobility 

support to dismounted units. As 

with other serious combat. 

threats such as chemical weapons, the best way to counter 

these hazards is through realistic 

training and aggressive accumulation of knowledge. This article, POM-2s (Soviet) 

the second in a series of three, 

addresses the AP mine threat 

and effective count,ermeasures. Figure 1. A scatterable fragmentation antipersonnel mine 

mines may be almost anywhere. forces often rely on land mines as 


Mine Threat Typically, they are laid without combat equalizers. AP minffi have 


US 

pattern along roads and trails or evolved into three general typ: 


ground forces may en- as part of a belt of protective ob- fragmentation, blast, and chemical. 


counter AP mines in any stacles around an enemy base 

combat situation, regardless of camp. In the LIC scenario, AP FragmentationAP Mines 

climate, terrain, or enemy. In a mines probably are the most se- The first land mines used in 

mid- or high-intensity conflict, rious threat to friendly units be- combat were fragmentation AP 

mines may be found in tactical cause of the numerous dis- mines. Confederate soldiers imand protective minefields. In a mounted operations conducted 1 provised what they called "land 

low-intensity conflict (LIC), AP and because poorly equipped torpedoes" from cannon balls and 

26 Engineer August 1993 
193ij4 All hounding mines developed since then use thesame basic 

principle. When activated, a small 

propellant charge launches the 

mine to a height ranging from 1to 

2 meters, where it detonates. The 

lethal radius ranges from 15 to 30 

meters, depending on the model 

(Table 1, page 28). One common 

bounding mine used throughout 

the world is the Russian OZM-3 

(Figure 23. The U.S.-made ADAM 

is a more advanced bounding AP 

mine that can be scattered by 

155mm howitzers to ranges up to 

17 kilometers (Figure 2). It is particularly useful for disrupt,ing operations in the enemy rear. Amodified 

version can be hand emplacgl as a 

pursuit-deterrent t nun it ion.^ 

When equipped with a simple 

trip-wire fuze, directional and 

bounding AP mines are devastatingly effective. Their performance 

can be enhanced further by incorporating more sophisticated fuzing 

Three-pronged pressure fuzes 

such as the U.S. M605 and the 

CzcchoslovaldanRO-8,used mostly 

with bounding AP mines, have 

proven to be resistant to explosive 

breaching equipment such as the 

MIC-LIC and the bangalore torped~.~ Recently fielded fuze; employing such state-of-the-art technologies as seismic-influenced fuzing 

and breakwire circuits present a 

grave threat to dismounted troops. 

The first seismic-influenced 

fuzes used extensively were the 

Russian VP series of mine control 

devices (Figure 3, page 29). They 

possess an advanced processor for 

target discrimination and are 

used with either the MON or OZM 

series of mines.7 First widely employed by the Red Army in Afghanistan, these devices were 

particularly effective during campaigns in rugged, rocky mountain valleys. 

I Both the Russians and the 

French have fielded breakwire 

fuzes. These devices, which are 

based on the principle of 

collapsing circuits, can be 

Engineei 27 

OZM-3AP mfne (Sov~et) 

@ 

ADAM (U.S.) 

Figure 2. Bounding antipersonnel mines 

friction fuzes during the battle of 

Yorktown in the Pen~nsula Campaign of 1862.~ From this crude 

origin, three varieties of fragmentation mines have evolved: bounding, like the U.S. MI6 'Bouncing 

Betty"; directional, like the U.S. 

MI8 Claymore; and simple fragmenting, like the Russian POMZ2 stake mine or the scatterable 

POM-2s (Figure 1). In recent 

years, the addition of advanced 

fuzing has significantly increased 

the performance of each variety. 

All three types are inexpensive 

and readily available. 

August 1993 

Dismounted soldiers must remember that many fragments remain dangerous well beyond the 

"lethal" range of these mines, even 

though the chance of being hit decreases as the distance from the 

point of detonation increases. The 

lethal range (or radius) of a fragmentation mine is the distance 

from the point of detonation to the 

point where there arestill 0.5 fragment per square foot with 5.8footpounds of energy3 

Bounding. The Germans introduced the first bounding AP 

mine, known as the "S"mine, in 
Table 1. Directional and Bounding Antipersonnel Mines 

Scatlered by U.S. 

155mm howitzers; 

NA = Date not eveilable. 

28 Engineer 
Figure 3. VP 04 AP minefield control device (Soviet) 

Figure 4. Valmara 69 AP mine (Italian) 

August I993 

used with either bounding or directional AP mines. When the delicate "trip wire" is stepped on or 

cut, an electric circuit is broken 

and the mine is activated.' If the 

enemy is known to possess this 

type ofdevice, soldiers must check 

both ends of any trip wire found 

before cutting it, regardless of 

whether it is slack or taut. 

The Italian VS-APF1 is one of 

the most sophisticated add-on 

fuzes available today It is an improved electronic fuze designed for 

use with the Valmara 69, a bounding mine employed in large numbers during the Persian Gulf War 

(Figure 4).TheVS-APF1 hasa 10-

minute safe arming delay After 

this delay, it dispenses three 

highly sensitive trip wires. It also 

has a field-programmable, selfneutralization device that allows 

the user to set neutralization 

times from 2 112 hours to 40 days. 

The mines can be recovered and 

reused after self-neutralizat~on. 9 

Directional. The first U.S. directional AP mine, the M18 Claymore, was introduced during the 

Vietnam ~onflict." The Claymore 

has a lethal range of 50 meters 

and covers a 60-degree arc. Because of its wide attack angle and 

overall effectiveness, the Claymore has been copied extensively, 

and many countries around the 

world employ versions of it 

(Table 1). 

Several nations have developed 

effective directional mines of their 

own. Two of the most noteworthy 

are the Russian-manufactured 

MON-100 (Figure 5, page 30) and 

MON-200. Both cover an arc of 

only 15 degrees but have effective 

lethal ranges of 100 and 200 meters, respectively. While some 

iarge Claymore-type mines have 

ranges approaching 100 meters, 

no other directional AP mine currently in use can match the longrange lethality of the Russian 

MON-200." 

Simple fragmenting. Simple 

fragmenting AP mines have been 
I 

MON- 100 AP mine (Soviet) 

Figure 5. Directional antipersonnel mine 

enlployed since IVorId War I1 with- mines, which be deployed from 

out significant design changes. '* such platforms as towed vehicles, 

Some of the better known exam- helicopters, and fixed-wingaircraft. 

ples include the Russian-made 

POMZ-2M and the Czech PP- B1astAPMines 

Mi-Skstakemines. This class ofAP Blast AP mines are produced by 

mines includes several scatterable several countries (Table 2, page 

PFM-1 

31). They include the PFM-1 and 

PMX mines (Figure 6), which the 

Russians used so effectively in Afghanistan. Alt,hough these "toe 

poppe~s"are quite simple, several 

advances have been made over the 

years. Advances include the virtual elimination of metal, blast 

over-pressure protection, low operating thresholds, integral antihandling devices, scatterability, 

and self-destruct and self-neutralization options. 13 

The Italians have made the most 

significant advances in blast AF 

mines, wit,h their SB-33 (Figute 6) 

and VS-MKlI.Tl?eYugn;lavianPM.4-

3 is notable because it contains no 

metal. The most unusual blast AF' 

mine is the Yuplavim? UDAR, which 

is a co~nmanddetonated, Win 

fuel-air explosive (FAE)device.IF 

Chemical Mines 

Chemical mines typically are 

identified by their unique colors 

and markings No significant 

PMN AP mine (Soviet) 56-33, SB-33/AR, EM20 scatterable AP 

mines (Italian, Greek) I 1 


Figure 6. Blast antipersonnel mines 

30 Engineer 

I 
-- -- 

Table 2. Blast Antipersonnel Mines 

.^W 4.N" - i --

I Yes Manual 

High No Manual 

Fixed-wing aircraft, 

hel\copter, monar 

1 Some 	 Monuiil 

-G- Manual 	 Commanddetonated 

boundlng FAE 

PMA-1 No 	 No Manual 

PMA.2 No 	 Yes Manuai 

PMAJ Nc None Yes -

Manual 

I 

( VS50 

SB 33 I 

1 

Optional 

~plional / Low 

Low 1 

1 

Yes 

yes 

Hellcop~er 

Helicopter 

manual 

manual 

4-

I ! 

I 	 1 vs MKI opt one I yes 

I I vehicle dispensed. 

Low 

Chins 1 Type 72 A/B Optlonal Low No Manual -

-

J K I Raiger No Low Nc Vehicle dispensed I 

France I V.59 No LOW No Manual 

MI951 NO Low 	 Manual 

German" PPM.2 ho ! Low Manual 


orign 


3M '- No 	 I Manual 

16 

improvements have occurred in fuzes and kill mechanisms fuzing. The vast majority ofbooby 

their design in recent years. Only discussed above, or they may be traps are simple affairs that have 

the U S., the People's Republic of equlpped with one-of-a-kind fuzes mechanical or electromechanical 

Chma, and the former Soviet Un- coilstructed from whatever is fuzes.17 

ion are known to have produced handy at the time. Whatever the design, booby I them.'%owever, it is easy to con- The only limit to a booby-trap's traps arc best defeated by a simple 

vert a mine (usually antitank) design is the imagination of the technique: Soldiers must avoid 

from blast to chemical: the manu- fabricator. For example, one type I handling anything left in an area 

facturer need only remove the uses photovoltaic cells-when recently occupied by t,lieenetn),. In 

main explosive charge from the light of sufficient intensity strikes particular, they must not touch 

blast mine and replace it with the a sensor, the device detonates. items traditionally collected as 

desired chemical agent. This ret- Such a mechanism could be left in "war trophies," such as enemy 

rofit can be readily accomplished a darkened room, to initiate the weapons or uniform accoutrein the field. next time the door is opened. An- ments. Additionally, pilferable 

other type uses antiprobe pads; it items such as food, alcohol, foreigx Booby Traps explodes when a mine probe is currency, and precious metals 

Sooby traps (improvised explo- pushed against it. Fortunately, should remain undisturbed. 1ti 

sive devices) can use any of the soldiers rarely encounter such Even a single coin, cleverly 

August 1993 	 Eizgitteer 31 

hler .;,
Figure 7. U.S. submunitions 

connected to a hidden trip wire, 

can cause tragedy to personnel securinga former enemy stronghold. 

The lesson is clear-never handle 

anything found in a captured enemy position until the designated 

clearance team has thoroughly 

checked the area. 

Unemloded - Ordnance 

Combat engineers must be prepared to counter another threat 

similar to a scatterable minefield. 

Before most ground assaults, U.S. 

forces subject enemy positions to 

intense aerial and artillery bombardment, using cluster bombs 

dropped from Air Force or Navy 

tactical aircraft and artillerydelivered, dual-purpose improved 

conventional munitions (DP-ICM). 

Whi1eU.S. submunitions (Figure 7) 

do not have a particularly high 

dud rate, so much ordnance may 

be thrown against enemy positions before an attack that significant quantities of unexploded 

bomblets may litter the objective. 

This problem is likely to be worse 

in jungles, swamps, or deep snow. 

Unfortunately, fire-support elements generally do not provide 

information to maneuver units or 

their supporting engineers about 

areas that contain these "dud 

minefields." This means that attacking ground units may encounter them with no advance warning. 

Problems with unexploded submunitions arose both during and 

after Operation Desert Storm and 

resulted in a number of U.S,casualties. Unexploded ordnance remains a serious problem in 

Kuwait. Engineer units must 

learn from this experience and be 

cautious when operating in such 

areas. Soldiers must never pick up 

or handle dud submunitions, unless they are under the direct supervision of a qualified EOD technician.'' These submunitions are 

often extremely sensitive: sometimes only a shake or nudge will 

activate the device. When practical, duds should be marked and 

left for clearance by EOD teams. If 

necessary, they may be neutralized 

by small-arms fire (from a safe distance) or by blowing them in place. 

Countermeasures 

Technical advances in AP mines impact significantly 

on tactical operations. In addition, U.S, countermine equipment 

has changed little since World 

War 11. XJnder these circumstances, all combat engineers 

must employ some practical 

countermeasures. They mustI 	Understand the nature and seriousness of the threat and respond accordingly. Otherwise, 

their ability to counter this 

threat will be severely limited. 

I 	Know which breaching and detection techniques are effective 

against which types of mines 

and be prepared to improvise. 20 

8 	Conduct thorough advance reconnaissance of known or suspected enemy obstacle zones. 

Good reconnaissance can provide detailed technical information on enemy obstacles, including types of mines present and 

their approximate depth ard dezsity Such information facilitates 

better breaching preparation. 

I 	Remember some basic, commonsense rules (see box). Executed with good judgement, 

these rules can maximize performance and save lives. 
Counterrnine 


DOs and DON'TS 


DO 

1. Maintain proper intervals between personnel 

2. Stay alert for signs of mines 

3. Check wells and shaded areas before using them 

4. Check doors and windows before entry 

5. Maintain good battlefield police (G.I. junk makes great 

booby traps) 

6. Control the night so the guerrilla cannot lay mines 

7. Mark mines and report their location to the chain of 

command 

DON'T 

1. Use paths 

2. Become predictable 

3. Allow more than one man to recover a man wounded by 

a mine 

4. Collect war trophies 

Summary 

C	ombat engineers must recognize - that thev are the

key to solving the mine threat. If 

they know the capabilities of the 

mines used in potentially hostile 

countries and constantly reinforce that knowledge with realistic training, they will be able to 

support the mobility of U.S. 

maneuver forces on any 

battlefield. 

Mr. Schnech is a ciuilzan project engineer for the Counterntine Systenzs Directorate, 

Beluoir Research, Deuelopnterzt, 

and Engzneering Center, Fort 

Belvoi~: During Desert Shield!. 

Stornz, he trained 19 U.S. erzgineer battalions in mine warfare techniques and Iraqi 

nzines. He holds a bachelor's 

degree from the Georgia Institute of Techrzology. 

Mr. Visser is a ciuilian project 

engineer for the Counterntine 

Systenzs Directorate, Belvoir 

Research, Deuelopnzent, and 

Engineering Center. He previously served as arz instructor 

irz the Departntent of Militnry 

Engzneerirzg at the U.S. Army Engineer School. Mr. Visser is a 

graduate of the U.S. Military 

Academy, West Point. 

MI: Lezgh is n special projects 

officer zn the Counternzine Systents Directorate, Belvoir Research, Deuelopnzent, and Engineering Center. He is a retired 

Arnzy officer. Preuious assignments include deputy TRADOC 

systents manager for mine/-

counternzine warfare. Mr Leigh 

is a graduate of the US. Ainty 

Conznzand a~zd General Staff 

College and holds a bachelor's 

degree from Golden Gate University, San Francisco. 

Endnotes 

'TC 5-31, net Cong Boobyt~aps, 

Mines, and Mine Warfare Techniques, 

December 1969. 

'Freeman, Douglas Southall, Lee's 

Lieutenant's, A Study in Command, 

Volume 1, Charles Scrihner's Sons, 

1934, pages 268-269. 

'~OrLndBallistics, Office of the Sur. 

geon General, Department of the 

Army, 1962, page 837. 

4TM5-223C. Gelman Mine Warfare 

Equipment, March 1952,pages 123-129. 

'Jane's Militaly Mhicles and Logistics, 1991-1992. Jane's Defence Data. 

1991, pages 143-206. 

'~ineRecognition and Warfare 

Handbook, U.S. Army Engineer 

School, Fort Leonard Wood, MO, November 1990. pages 196 and 197. 

7~~ 20-32, Mine /Countermine Ope~atwns,September 1992, page D-17. 

'Jane's, pages 143-206. 

'~ane's,page 172. 

losignificant Landmines and 

Booby naps Employed by US. and 

Allied Forces. 1940-1970. Landmine 

and Countennine Warfare, Engineer 

Agency for Resources Inventories, 

June 1972: Washington, D.C., page 6. 

"Jane's, pages 143-206. 

12~astern Europe, World War II, 

Landmine and Countei,mine Warfare, 

Engineer Agency for Resources Inventories, August 1973: Washington, 

D.C., page 155. 

"~ane's, pages 143-206. 

14Jane's, pages 191and 201. 

15Jane's, pages 191and 201. 

16~eForest,M. J., Principles ofImprouised Explosiue Deuices. Paladin 

Press, 1984: Boulder, CO. 

l7I?~5-31, Boobytraps, September 

1965. 

"TC 5-31. 

19schneck, William C., "After Action Report, Operations Desert Shield 

and Desert Storm," Belvoir Research, 

Development, and Engineering Center, 12November 1991,pp. 13 through15. 

20~chneck, Williilm, "Desert Storm. 

Countermine Improvisations," ENGINEER Magazine, July 1992. 

August 1993 	 Elzgirzeer 33 
K-Spans are well suited to field construction. This K-Span is being constructed 

with civilian labor in Saudi Arabia. 

Structures: 

for the Theater of Operations 

By Captain Andrew Goetz 

Self-supporting steel arch 

structures have had many 

milita~y applications since Quonset huts were introduced in 

World War 11. One modern iteration of this design is the "KSpan"-type building. K-Spans are 

versatile, easily erected, and 

relatively inexpensive, and they 

are rapidly becoming the structure of choice for nmny military 

requirements in CONUS and 

overseas 

K-Span construction requires a commercial, trailermounted, automatic building 

machine (ABM), coiled flat steel, 

and an electric seamar. Optional 

accessories meet a wide variety of 

needs. The ABMs most commonly 

used in military construction are 

the MIC-120 and MIC-240, both 

built by M.I.C. Industries, and the 

K-120 and K-240, built by K-Span, 

Incorporated. These ABMs are 

similar and parts are interchangeable. The 120s are used to 

build structures ranging from 30 

feet wide by 12 feet high to 80 

feet wide by 24 feet high. The 

240s can produce "Super KSpan" structures up to 120 feet 

34 Erzgzneer August 1993 
wideby4Ofeet high. K-Spanstruc- and insulation. These accesso- construction of more traditional 

tures can be assembled to any de- ries may be used when build- pre-engineered buildings. 

sired length. ing aircraft hangars, motor Easy to build, durable, and In addition to the ABM, pools, or billets. Concrete slab relatively inexpensive, K-Spam 

seamers, and coiled st,eel, K-Span foundations are preferred, but 

are filling a wide variety of mili- construction requires a crane to any level surface can be used. tary requirements from Fort lift arch panels into place, concrete TheABM is transportable by C- Hood to Saudi Arabia. In a thea- form work (available as a kit), and 130 aircraft and can be pulled by a ter where engineers are in high a welder. The skin of the building wide assortment of military and demand, K-Span construction, and the end walls are formed from commercial prime movers. Coiled supervised by experienced engi- flat steel. There are no supporting steel is easily transported, or it 

neers but erected using unskilled members or trusses other than can be purchased in most theaters labor, seems to fit the bill. For door and window frames. of operation. Special-purpose acmore information, call the Vertical The ABM forms flat, continuous cessories are usually purchased in Skills Division at the U.S. Army steel stock into straight, chan- CONUS but come well packed for Engineer Center at DSN 676-5440 nelized sections of the desired overseas shipment. or (314)563-5440. 

length. Straight panels are curved K-Span construction proce- Y 

by the trai1e;to form the arch. An dures are fairly simple, and 

electric seaming machine joins ad- learning curves for the erection Captain Goetz is chief of the Vertical Skills Diuision, Directorate 

jacent panels to create a strong, process are short. An experi- of Training, at the Engineer weatherproof joint. Once in place, enced supervisor working with School. He received an ROTC 

the arch is self-supporting and re- an untrained crew can erect a contntision and a bachelor of sciquires no additional support ex- simple design in a few days. The ence degree front the University 

cept a concrete cap along the base same crew could then erect sub- of California. Preuious assigm 

of the panels. sequent buildings even faster. nLents included battalion mainteK-Span structures have at- Larger or more complex buildings nance officer, contpany co,~zntander, and ntaintenance de- tributes that make them ideal require more construction time, tachment commander of the 82nd for use in a theater of opera- and concrete slab floors must Engineer Battalion and company tions. Available accessories in- cure before use. Nevertheless, executive officer and battalion 

clude doors, windows, sky- the time savings achieved is adjutant of the 14th Contbat Engilights, roof vents, utilities, significant when compared to neer Battalion. 

Engineer Problem 

r 

You are the 

I 

commander of an engilneer company in acombat heavy battalon, working on a joint 


task force project in Honduras Your mission is to upgrade an existing airfield for use by C-130 air- 


craft to support area, medium lift airfield standards. 


The existing airfield, which is surfaced with aggregate, shows no significant wear from use by 


small aircraft. The battalion's soils specialist used a dual-mass cone pentrometer, which had been ob- 


tained from the Waterway's Exper~ment Station prior to deployment, to measure the strength of the 


runway He determined that the aifiield has a Californa Bearing Ratio (CBR) of 80 for the top 24 


inches of soli Other reconnaissance determined that the airfield is 2.000 feet long and 60 feet wide, 


and is located 2,300 feet above sea level. Surveyors informed you that the effective gradient is 2 per-


cent. Your task is to determine the design length (takeoff ground run) of the airfield required for it to 


land C-130 aircraft. 


Reference: Chapter 12,TM 5-330 

ENGlNEERSolution is on page 45. 

August 1993 Engineer 35 
Pre-engineered Buildings: 


Quality Assurance Tricks of the Trade 


By D.G. McZntoslz 

Rre-engineered buildings 

iPEBs) are multipurpose 

structures developed to satisfy 

temporary needs at stateside 

or forward-area locations. 

These structures sometimes 

become long-term solutionsfor example, some Quonset 

huts erected for temporary use 

before, during, and just after 

\Vorld War I1 are still in use 

today. Because "temporary" 

buildings may be used 50 

years or more, engineers must 

achieve quality construction 

standards that facilitate their 

durability over time. This article describes some tricks of the 

trade that will assure durable 

construction of these versatile 

structures. 	 Pre-englneered bulldings have many uses. This one is used to store 

heavy equipment and bulky supplies. 

Case Study and construction will start them to the manufacturera soon. A supervisor and crew, supplied inventory list. Visually 

et's assume office space is reg*ardless of their levels of exper- check and account for each part of 

needed. The unit has re- tise, can erect a PEB and get a the PEB. This step ensures that 

ceived permission to build a high quality final product by fol- all components required to erect a 

structure, selected a construction lowing four quality assurance structurally sound building are on 

site, and obtained funding. A steps. hand. It also provides time to leplace 

PEB purchased through the sup- any missingor defective parts. 

ply system is on site. It is a 20- Step 1: Open each boz At this point, the right soil comfoot by 40-foot general purpose containing PEB parts. PEBs paction has been reached. Underbuilding manufactured by any of come in many boxes-for example, ground utilities are placed, tested, 

several companies (such as Kai- box 1of 19 may be bolts, and box 7 and stubbed up. Footew, piers, 

ser, Pascoe, Butler, or Monroe). of 19 may be girts. Before con- pier pads, or column pads are dug. 

Site clearing and underslab com- struction begins, open each box, Rebar is tied and emplaced, and 

paction preparation have begun, count the contents, and match forms are being put in place. 

36 Engineer 	 Au~gust1993 
Scale 118" = 1.2' I 

Option. Secure at least two reversible, variable-speed electric 

drills with screwdriver bits for use 

on the metal screw and rubber or 

neoprene washer combinations 

that attach the exterior "skin" to 

the metal frame of the PEB. Two 

drills will expedite the skinning 

out process-when only one is 

used, the windine often burn up 

from overuse. If these drills are 

not available, manual screwdriveis or drills without the variablespeed option may be used. 

Step 2: Take accurate 

nteasurements. This step is 

critical to ensure proper anchorbolt placement and a "square" 

structure. Take measurements 

after all the form work for the slab 

is finished and in place. The figure 

depicts measurements 1through 5. 

Measurement 1is the proper distance between column anchor-bolts. 

Measurement 2 is the distance 

across the width of the form. 

Measurement 3 is the distance 

between anchor bolts on each side 

(length)of the form. 

Measurements 4and 5are thedistarice between the opposite corners. 

These measurements must be exactly the same to guarantee that 

the PEE is square. This is important when skinning out a PEB because an out-of-square structure 

may result in misaligned roof panels or a shortage of material on one 

or more sides. 

At this point, the slab for the 

PEB is poured. A 7-day cure time 

elapsed before the forms were 

stripped off. Some backfilling and 

grading were done around the 

slab. Columns are erect and secured with anchor bolts. 

Step 3: Bolt rafters to the 

columns. This step has three 

parts 

8 Ensure that all rafters face 

the same direction before bolting them to the columns. This 

will allow the roof fasteners to 

be equally spaced when the 

roof is attached. 

Ensure that all bolts face the 

same direction, have washers, 

and are torqued to the manufacturer's recommended footpoundage. This ensures proper 

alignment and quality assurance and allows for inspection 

at a single glance. 

Emplace all girts and purlins 

before tightening the first one. 

Snug up girt and purlin bolts 

one bay at a time to minimize 

the chance of misaligning the 

structure. (Bays are the distance between any two columns on the same side.) 

Erection of the PEB is now 

nearly complete. All columns, rafters, girts, purlins, braces, and 

kickplates are in place and properly and securely bolted together. 

Door and window openings are installed. The frame is solid and has 

been inspected and approved by 

the resident officer-in-charge of 

construction or the activity civil 

engineer. 

Step 4: Skinning out the 

PEB. This three-part step will asjure a watertight structure and a 

quality final product. 

Attach the first piece of "skin" 

or metal sheeting that forms 

the exterior of the PEB. 

Proper alignment of the first 

sheet is critical because it 

August 1993 Engineer 37 
dictates the alignment of those 

that follow. When the first 

sheet is properly aligned, secure it with an electric drill 

and sheetmetal screws. Each 

screw must have a rubber or 

neoprene washer to ensure the 

PEB is weather-tight. 

m Form metal joints by overlapping each sheet on the previously placed sheet. Adjust 

the overlap to lengthen or 

shorten the joints, but use this 

technique only when necessary-for example, it may be 

needed around doors or 

windows. 

m Caulk the edge of all sheeting 

to ensure watertight joints. 

Most PEB manufacturers require a sealant between the 

overlap joints, but the gumbacked sponge-rubber sealant 

provided by the manufacturer 

may have exceeded its shelflife by the time the PEB is 

constructed. To form a proper 

seal, obtain several tubes of 

white, clear, or black caulk, 

preferably the nonhardening 

type. 

Summary 

Any erection crew can use 

these quality assurance 

steps as tricks of the trade to 

construct a PEB that will retain 

strength and durability throughout its serviceable life. Following 

these steps will extend the life 

and durability of any pre-engineered building and allow the 

user to successfully accomplish 

the mission. Y 

Mr. Mclntosh, a building code inspector in Pensacola, is a retired 

chief utilitiesnzan from the U.S. 

Navy. While serving in the Seabees, l~edeployed with several 

construction battalions, served as 

an i?tstructoq and served as an 

operations chief for a construction battalion unit. 

er assets 

d talents . .. 

je. Use J 

;, unit ec 

-it's call 

luipment 

ed "lever 

.. . 

(Personal Vieu 

foc 

you Wlll lo! 

ne 

an 

ag.lng'-and use them to sup 

port others. Having said that 

you must excel in soldier ba 

sics and small-unit tactics 

Compete to standards; be your 

own competition, using your 

uniqueness and the rater's priorities. Set the standards or 

excellence, 

those stand; 

Talk, liv-, Ur.U vrcU.r.e 

operation 

FRAGOs. I 

soldier, saving operaiions or 

ders only 

mindset n 

focused onc 

only by practlclng it all or t111 

time.Make sure there are si: 

paragraphs with the addi 

tional one being "safety." BI 

toe-to-toe with all other unit: 

cornpet< 

ards, and 

- --2 

.s orde 

Ion2 be a ~~~~ -. - ~ -

for- the I 

lust be 

?, and yo1 .. . 

3 agains 

win. 

L..^^,L. 

'rs anc 

part-tim, -.:~~~~ ~ 

ield. Th( 

a battle 

u get tha .. 

Y" 

te: 

m IF(

-. 

mmunity bar before you 

e asked to by the command 

lot the post challenges and 

come the solut~onMake it 

ppen And as you do it, adrtise the unlt but never 

urself You're not the cenwhen it comes to soldier shlls 

a warrior spirit, and safety A 

part of this 

your units 1 

by having 

mand, at almost anv tlme. in 

the field. E 3 

for Joint F % 

Center and Natlonal 'l'raln~ng 

Center support, even if it's 

only to send one platoon. Take 

those rotations and combined 

anns training over long-term 

engineer deployments. Don't 

extend beyond the interests of 

the division. 

le the fi; 

leadiness

- - . . 

st in iinc 

Traininj

. - . . 

r, your sc 

e 

uzuwton, even tnougn you 

don't wear the patch, is 

number 1. The division staff 

knows who FORSCOM is and 

what units belong to it; you 

don't have to remind them nor 

should you try to play one 

other. In USR and 

)ilities briefings, fot you can do for the 

vlslon not what you can't do 

o must do 

i a moaner 

keeU a .oosltive attitude and 

battle f( 

,n the cu 

part of ! 

=us, keel 

tting edg 

tour com , . 

Get yourself, the unit leaders, and the soldiers involved with the community. 

Sponsor a school; offer to assist with the rear detachments 

of deployed units; support a 

boy scout troop, Army Emergency Relief, Association of the 

U.S. Army, the division association, or whatever else is out 

there requesting help. In 

essence, belly up to the 

3 

3 

pinst the 

her capal: 

s on wha . . 

. , 

eveq 

your 

die= 

what th 

r you. No 

e divisio~ 

one like: .., 

e. 

ber 2; th 

ce really ~ ~.~~- -~ 

yone to t, 

strength 

. . 

ask or yc 

s to malrs . . 

is yours. 

IOU can groan and take 

)U can use 

e your soli invaluable to the division. 

The "Charles Atlas position" on 

the OER is not where you have 

to be. Know your boss and line 

up your priorities. You will find 

that you can do your own thing 

and enjoy it, to boot. 

Wisdom is the combination of 

experience and vision. I have 

stated my two cents worth of experience and vision. Do vou have the 

wisc lom to apply it?

)se your b 

Colonel Harback is commander of the 

Louisville Distiict,.Army Coips of Engineers. Pieviom assignments include 

commande,; 14th Cornbat Engineer 

Battalion: and 'YO, Bayonet Combat 

Support Brigade, 7th Infantiy DiuC 

sion. He has masters degrees porn 

Northern Illinois University and Long 

Island University and is a graduate 

of the Command and General Staff 

Cole md the Army Wav College. 
FY 94 SDTs Affect NCO Careers 

By Jim Evans 

Scores froiiz F Y 94 self-deuelopnzent tests (SDTsl 

will be a hey factor in detenniningpromotions, 

assigizinents, school selections, and retention for Active 

Coi~zpoizentnoncoininissiuned officers (NCOs ). (SDT 

scores will not affect Reserue Coinponeitt NCOs until 

F Y 95.1 Whether you are a unit coiit~~za,ader or an 

NCO, the follozuing recoln~nendationscan help with 

the SDT preparation process. 

Commanders 

Although you are not required to provide unit 

training for SDT testing, you have a vested interest. in ensuring that your talented people do well on 

these tests This support requires only a minimum investment of unit resources: 

Ensure that each NCO has a personal copy of 

FMs 22-100, 22-101, 22-102, and 25-101. These 

are basic references for the training and leadership portions of SDTs. 

Ensure that the local learning center has all references listed in each NCO's STPs and SDT notices. Don't overlook low-strength MOSS. 

Delay testing unt,il near the end of the threemonth test window if some references for an 

MOS are not available in the learning center 

when the window opens. 

0 Encourage your NCOs to share references and 

strengths by forming study groups. Many soldiers 

have sizable personal reference collections; all 

have knowledge to share. 

Coordinate with other units so that NCOs can become familiar with equipment not available in 

their unit. 

0 Avoid scheduling NCOs for overnight duty the evening 

hefore testing. SDTscorn am potentially as important 

to NCOs as college entrance exams were to you. 

Note that four of these six recommendations pertain 

to references. lb make their best scores, NCOs must 

study the appropriate references. The role of learning 

centers in providing references for all NCOs they support cannot be overemphasized. Support your soldiers if 

they encounter problems at the learning center. 

NCOs 

FY 94 SDT scores (unlike the scores from the 

past two years) will significantly affect future op 

portunities in the Army. To get the best score possible,-

Ensure that the local learning center has or acquires all references listed in your STP. 

Notify the local TSO or your supervisor if you do 

not receive an SDT notice approximately two 

months before the test window opens. 

Take your notice to the local learning center as 

soon as you receive it, and request any required 

piblications not on hand. Refer pmblems encountered 

at the learning center to your chain of command. 

Begin preparing for the SDT immediately after 

receiving the notice. 

Understand the reference portion of the SDT notice. The references used to prepare the questions 

for any given task are noted by letters in the righthand column and listed at the end of the skill level 

portion of the notice. Study only those paragraphs 

or pages that relate to a particular task. 

Request time to become familiar with pertinent 

equipment in nearby units if they have some 

your unit lacks. 

Form a study group with NCOs in your MOS to 

prepare for the technical portion of the SDT, and 

study with NCOs of your rank to prepare for the 

leadership and training portions. 

Know how to use the calculator you will take to 

the test site if one is prescribed in the notice. To 

be safe, take an extra set of batteries. 

Get a good night's rest before the test 

If you are nervous at the test site, try alternately 

tensing and relaxing your muscles. This simple 

exercise can help tremendously. 

Remember, to prepare for this important test, seize 

the initiative early. Ensure that all references are 

available. Seek others who share your MOS and skill 

level, and study with them. The Army values initiative; the SDTrequires and rewards it! 

Mr. Evans is theproduct manager for SDTs at the Engineer Schwl. 
- - 

Master sergeant Jose Bonilla, Master sergeant Karnryn Kindle, 

ld Sergeant First Class Benjamin Twigg 

Pl aki,,, , ,,, ,,, ,, ,, , ,,,listed soldier is Topographic Engineers (CMF 81).Additional infornot a quick or easy decision for anyone. mation is in AR 611-201and DA Pam 600-25. 

Ice you've made the decision, planning how to Use vour NCO suooort channel to aet vour ca-

:omplish your goal is the next step. The follc 

I sample engineer career maps provide the 

idance needed to stay competitive in three c sti aon~i~a. ~sti ~ino~e. ano SPL- 1 wioo are orooo- 

?r management fictlds: CONibat Engineers ?nt coordir iators wit1 ithe Engi 

MF 12),(3eneral EEngineer:;(CMF 5I),and !ncy Officc 3, at Fort Leonard I. 

Civilian High school. 	 o ege 1 year 2 years 3 years schools GED diploma A goal: undefland that troop asrlpnmenl~olten preclude on-duly education 

Drill Sergeant School I 

Other Recruiting School 1SG Course --t I 

schools Battle Staff Course PI 

NCOES 

Encouraged Reserve Component advisor 

assignments CMF 12 staff assignments 

Operations 1 Intelligence sergeant d 

Instructor 

Recruiter. Retention CSM Drill sergeant 

-

Key Crewmember Team Idr Sqd Idr PlVsec sgt 

leadership Veh operator Crew chief Sec Idr Det sgt 1 SG CSM 

assignments Cbt engineer AVLB cdr CEV cdr Team sgt 

Rank 	 PVT, PFC SGT SSG SFC 1 SG SGM 

SPC. CPL MSG CSM 

Years of 1-3 4 - 6 7-9 10-15 16-19 20-30 service -
~ -

51 Career Professional 

Recruiter. Retention 

- CMF 81 Career Professional 

Development Program 1 

Civilian 

schools 

Other 

schools 

NCOES 

Encouraged 

assignments 

Key 

leadership 

assignments 

Rank 

Years of 

service 1-3 4-6 7 - 9 10 - 15 16-19 20-30 

High school College ' 

1 year 2 years 3 years 'ED diploma .A goal; underetand that troop asrignrnsnts often prsciuds 011-dutyemcatJon 

Drill Sergeant School .I 

Recruiling School 1SG Course -+/ 

Battle Staff Course I , pq-1 pE+l

I pq4I 

Reserve Component advisor 

CMF 81 staff assignments + 

Senior topographer , 

Equip operator 

lnst repairer 

PVT, PFC 

SPC. CPL 

Intelligence sergeant 

Operations sergeant 

Instructor 

Recruiter. 

Drill 

Retention 

sergeant --I CSM 

Team Idr 

Sect Sgt 

SGT 

Sqd Idr 

SeC Idr 

Proi NCO 

SSG 

CSM 

SGM 

CSM 

PIVS~Csgt 

DeI NCOlC 

SFC 

1SG 

1SG 

MSG 
Lessons Learned 

The Role Of The Engineer Liaison Officer 

This article describes the duties and functions of 

an engineer liaison officer (LO). U.S. Army engineer units performed critical roles in such joint and 

combined operations as Operations Desert 

ShieldiStorm, Provide Comfort and Restore Hope, 

and Joint Task Forces Andrews and lniki. One key to 

the success of those operations was the ability of engineer LOs to coordinate and complete multiple missions with diverse maneuver and engineer units. The 

LO'Sprimary role is to teach and advise the gaining 

headquarters on his unit's assets and capabilities. 

Some engineer LOs, however, do not understand 

their duties or lack adequate support to accomplish 

them. Because the world situation is unstable, the 

Army will continue to panicipate in combat operations and operations other than war, such as humanitarian assistance and disaster relief missions, 

which require effective engineer liaison support. 

The following intormation will help future engineer 

LOs perform their missions successfully. For more information write to Commandant, U.S. Army Engineer 

School, ATN: ATSE-ESA-L, Fort Leonard Wood, 

MO. 65473-6630. Or call (314)-563-5302, DSN 676-

5302. 

Issue: Some engineer LOs provided inadequate liaison support during recent combat operations and operations other than war. 

Discussion: During Desert Storm, U.S. 

Army engineer LOs assigned to the French and British armies lacked adequate support, including cornmunications equipment and vehicles. As a result, 

their ability to perform duties and provide timely and 

effective coordination was severely degraded. How 

many times have you been in an engineer tactical operations center (TOG) and heard either the S3 or the 

commander state that the unit needed to send a liaison officer to brigade, division, or another unit? Usually in those situations, there is some debate about 

who to send to best meet the requirement. 

Commanders face two issues when tasked with 

sending an engineer LO to another headquarters. 

First, they must resource the requirement from already scarce personnel resources. Thus, some commanders may choose to send a newly assigned or inexoerienced officer who has limited tactical 

experience, no knowledge of the unit's standing operating procedures (SOPS),is unfamiliar with the staff. 

and does not know how the unit normally functions in 

deployment or during an exercise. Secondly, they 

must provide physical support requirements, such as 

vehicles, communications equipment, and additional 

enlisted personnel. Although these requirements may 

be scarce, the parent unit must provide them. Insufficient support can quickly lead to frustration or complacency on the LO'Spart and result in the unit's failure 

to receive crucial and timely information. 

Recommendations: 

Supporting (Parent) Engineer Commander's 

Decision Criteria 

The LO represents his commander at the headquarters of another unit and coordinates and promotes cooperation between them. A commander 

should assign LO duties to someone dedicated full 

time to that position, not make it an additional duty. 

An engineer commander who sends a poorly qualified or poorly equipped LO hurts himself and his unit, 

and makes a poor impression on the headquartersto 

which the LO is assigned. When selecting an engineer LO, the commander must ensure that the candidate has the following qualifications: 

Rank and experience appropriate for the headquarters to which he is assigned. The LO should 

possess tactical engineer skills in areas such as 

battlefield assessments, breach and obstacle 

planning, etc. 

Ability to communicate effectively both orally and 

in writing. It is especially critical that the LO possess strong staff briefing skills. 

Detailed knowledge of the parent unit's SOP and 

operation plans and orders (OPLANs and OPORDERS). 

Knowledge of the coalition force's language, 

when working with an allied unit. If knowledge 

of a foreign language is required but not available, the parent unit ensures an interpreter is 

provided. 

Attributes such as a proper uniform and sharp 

personal appearance enhance effective liaison 

activities. 

42 Engineer August I993 
Parent Engineer Unit Responsibilities 

After an LO is selected, the parent unit headquarters 

provides appropriate briefings and support: 

a The G3lS3 or his duty officer thoroughly briefs 

the LO about the current situation in the unit and 

the commander's intent, including details of the 

concept of operations. This briefing includes unit 

locations, front line trace, engineer planning factors, combat readiness factors such as personnel strength and logistic considerations, and a 

map with overlays. 

a The G3lS3 briefs the LO about the current 

status and missions of the assigned unit. After 

this briefing, each staff section informs the LO 

about their specific liaison and information requirements. For example, the S2 may require detailed terrain information. These briefings ensure 

that the LO clearly understands his mission and 

responsibilities. 

Engineer Liaison Officer Responsibilities 

To perform successfully, an engineer LO must complete the following tasks: 

m The LO places all acquired information in a battle book, which he can carry easily and use to 

file information needed or obtained at the duty 

site. The LO uses the battle book when conducting briefings. 

a The LO ensures that arrangements for communications and transportation meet mission requirements. He checks assigned radios, signal operating instructions (Sol), challenge and passwords, 

and ensures rations are provided. The LO obtains required specialized equipment, security 

clearances, and credentials for identification into 

the higher headquarters' TOC. 

a If conducting liaison with coalition units, the LO 

ensures that language or interpreter requirements are met. 

m After arriving at the assigned unit, the LO reports 

to the commander or his representative (G3lS3 or 

chief of staff) and is prepared to brief the parent 

unit's situation. He visits each staff section, provides information requested, and obtains information needed by the parent engineer unit. 

a Because the LO provides a vital link to the parent unit, he continually advises the TOC duty officer, the secretary of the general staff, or chief of 

staff of his whereabouts. 

a Throughout the tour, the LO keeps informed of 

the situation at the parent unit and makes that 

information available to the commander and staff 

of the assigned unit. He accomplishes this task 

without interfering with operations at the assigned unit. He keeps an accurate record of all 

communications in a staff journal. He reports on 

those matters within the scope of the mission 

and informs the assigned commander of information sent to the parent unit. 

a A major LO function is to promote harmonious 

relations between the parent engineer unit and 

the assigned unit. As the parent unit's representative, the LO'Sactions significantly affect the 

higher headquarter's perception of his unit's engineer support. 

The LO immediately informs the parent unit any 

time he is unable to perform his responsibilities 

at the assigned unit. 

a After completing his mission, the LO presents an 

out-brief to the commander or G3/S3. 

m Upon return to the parent unit, the LO briefs the 

engineer commander or his representative regarding all information received during the visit. 

This includes detailed information concerning the 

higher headquarter's mission, unit locations, future 

operations, commander's intent, mission requirements and requests for information. The LO 

clearly and accurately briefs all staff sections regarding detailed information received during the 

visit, and transmits information required by higher 

headquarters to each staff area of responsibility. 

a The LO keeps abreast of the current situation 

and stays prepared to respond to future liaison 

reauirements. 

Assigned Unit Responsibilities 

Afler the engineer LO arrives at the duty site, the assigned unit provides the following briefs and support: 

The staff briefs the LO about their current operations. They provide the LO with rations, fuel. 

maintenance (if possible), communications equipment, and work and sleep areas. 

m Like the LO, the assigned unit's staff fosters and 

promotes harmonious working relationships. 

Liaison officers resolve issues and problems between headquarters. The responsibilities described in 

this article and on the next page will help engineer 

LOs perform their duties successfully and promote 

mutual understanding and unity of action between 

parent and assigned units. 

Major Mark Camper is an infantry officer assigned to the 

Diractorate of Evaiuation and Standardization. A graduate 

of CGSC, he has served with airborne and mechanizedinfantry units in command and staffpositions. 
"J 

8;

Engineer Liaison Officer CWcklist 

Engineer Commander Responsibilities Upon arrival at the assigned unit and throughout the tour 

of duty, the LOFor a liaison mission to be successful, the commander of 

the parent unit ensures that the LOO Has the rank and experience appropriate for the assigned headquarters. 

is exoerienced and knowiedaeable about tactical ODeratidns, engineer battlefield-assessments, engineer 

planning factors, combined arms breachingiobstacle 

operations, and corstruction operations. 

Can communicate well both orally and in writing, 

and has superior briefing skills. 

Has a working knowledge of a common foreign language or access to an interpreter if working with a 

coalition unit. 

Liaison Officer Responsibilities 

After notification of the liaison assignment, the LOO Hands over his previous duties to a replacement or 

the person assuming his responsibilities. 

Is briefed by the commander or his representative 

on the unit's present situation and future operations. 

Develops a battle book, which contains as a minimum: 

- Parent unit's operations orders, plans, and overlays 

- Parent unit's tactical SOP 

- Commander's intent for the present operation 

- Planned operations 

- Engineer planning factors 

- Personnel and logistics combat readiness factors 

Obtains each staff section's requirements and/or 

required repons. 

Obtains proper security clearances and credentials 

from the GZS2. 

Obtains signal operating instructions (SOI) and challenge and passwords from the communicationsofficer. 

Obtains communications equipment. 

Checks out communications equipment and coordinates with communications officer for replacement 

equipment. 

Obtains vehicle support. 

0 Coordinates for maintenance and Class IiI fuel support. 

Conducts vehicle safety check. 

Obtains Class I rations support or coordinates for its 

issue 

Obtains required specialized equipment. 

Briefs the commander or his representative on the 

status of the parent unit, using the battle book. 

Meets and coordinates with primary staff 

members. 

Identifies work and sleep areas. 

Establishes and maintains communications with the 

parent unit. 

Coordinates for Class 1. Ill, and maintenance 

support. 

Maintains a staff journal. 

Submits reports as required. 

Conducts briefings as required. 

Develops and maintains harmonious relationships 

with the assigned unit. 

Before returning to the parent unit, the LOO Out-briefs the commander or his representative, 

Updates and completes all reports, the staff journal, 

and the battle book. 

Conducts a final briefing with all staff sections. 

After returning to the parent unit, the LCL 

Briefs the commander or his representative on the 

tour of duty, including the supporied unit's present 

and future operations, and presents updated reports 

and overlays to the parent headquarlers. 

Submits the battle book to the G31S3 duty officer. 

Visits and updates all staff sections. 

Turns in assigned vehicles, equipment, security 

items, etc. 

Assigned Unit Responslblllt/es 

The assigned unit provides the LO wit& 

In-brief concerning unit operations and missions, 

Information required by the parent unit, including 

daily briefings, maps, reports, etc. 

Work and sleeo areas. 

Common logistical support, including rations, water, 

fuel, ammunition, and maintenance support. 

Access to communications systems. 

44 Engineer August 1993 
17
~n~ineer Solution -

A determination of the runway length required for any aircrafi includes the surface actually 

needed for landing rolls or takeoff runs, plus reasonable allowances for variations in pilot technique. 

psychological factors, wind, snow, other surface conditions, and unforeseen mechanical failures. 

The runway length is determined by applying a safetyfactorto the takeoff ground run (TGR) established for the geographic and ciimatic conditions at the installation. The process to compute the runway length follows: 

Step I. Determine takeoff ground run. Using Table 12-3, you determine that the TGR for 

C-130 aircrati in a supporl area is 2,800 feet at sea level for an average maximum temperature of 

59°F. 

Step 2 Determine pressure altitude correction. To determine the correct pressure altitude 

for Honduras, add the height of the elevation differential (dH value) for the site to the geographic altitude. Then Increase the TGR by +I0 percent for each, 1,000 feet in altitude above 1,000 feet. Using 

Figure 12-5, you determine the dH value is 200 feet. Complete the following equation to calculate 

the correction: 

(2,300 + 200 feet - 1,000 feet) x 	10percent = 15percent or 


I, 000 feet 


Step 3. Determine temperature correction. For runways with aTGR less than 5,000 feet, increase the pressure correction length by +$ percent for each 1°F increase in temperature above 

59'F The average maximum temperature for Honduras (from Figure 12-6) is 90°F. men in between isopleth values, use the higher value.) The calculation to determine the temperature correction is: 

90"- 59" x 4 percent = 12.4 percent or 1.124 x 3,220 feet = 3,619 feet 

1o0 

Step 4. Incorporate safety factor. Add a correction factor for safety. For supporf area airfields the factor is 1.25. 

1.25~3,619 feet = 4.524 feet 

Step 5. Determine effective gradient correction. Increase the effective gradient by t8 percent for each 1 percent of effective gradient over 2 percent. Because the gradient at this airfield is 2 

percent, no correction is necessary. 

Step 6. Round up. Next, round up the TGR that is corrected for pressure altitude, temperature, and safety factor to the next higher 100 feet: 

4,524 feet = 4.600 feet 

Step 7. Compare the calculated length with the minimum required. Finally, compare 

the calculated length obtained in step 6 with the minimum required, as shown in column 5 of Tabie 

12-4 (foldout in back of TM 5-330). Tabie 12-4 shows a required length of 3,500feet. Congratulations if you calculated and selected 4,600 feet as the appropriate length for the upgrade. 

This ENGINEER Probiem/Solution was submitted by Captain Mark S. Kuehl, Chief. Horizontal Skiils 

Division, Directorate of Training, U.S. Army Engineer School. 

August I993 	 Engineer 45 
By Lieutenant Colonel Reinhold Hocke 

and Second Lieutenant N. Dan Nelso~z 

The east and west republim 

- - of Germany, divided since 

1949, reunited on October 3, 

1990. Since that time, the German Army (Bundeswehr) has 

been redefining its military mission within a larger German border and an unstable eastern 

Europe. While remaining a loyal 

and committed member of the 

North Atlantic Treaty Organization (NATO), the political and 

economic agendas Germany faces 

today have led it to look beyond 

the static General Defensive 

Plan (GDP) mission. The GDPoriented military training used 

during most of the Cold War is 

being revamped to include inore 

flexible, mission-oriented postures that are better suited to I 

t,he changing world environment. II 

The shift away from a sole main 

defensive force will result in additional airmobile units, in-place 

crisis reaction forces, and basic 

militaiy organizational elements. 

Facing .~, The Challengeqince 1990, the Bundeswehr 

h-.ha. been responsible for all 

ground forces in Germany, 

German Territorial Command Areas 

Siid 
German Army Command Structure 

Army Staff ".. 

'.,'.. 

Army Support '%. 

Command 

I I 


X X X X X X 71

XXX

I 

including those that. were part of 

the German Democratic Republic 

(GDRJ People's Army before 

1990. Germany has successfully 

inteprated those troops into its 

defensive network and thus into 

the overall NATO alliance. Sovjetmade equipment once used by 

the GDR is being destroyed, 

stock~iled. or sold to third oarties on a restricted basis-for example, some bridging equipment. 

is being sold to Finland. The current Bundeswehr can use only a 

limited amount of this equipment because most of it does not, 

meet West German safety and 

environmental standards. 

Germany is actively developing 

a Franco-German Corps. This 

multinat,ional military structure 

may be a prelude to a unified multilateral European community 

force that mould work under the 

auspices of the Western European 

Union mu). To facilitate this 

movement, Germany and France 

are working to resolve technical 

issues such as weapons, communications compatibility, and common rules of training and 

''Countermobility, 

mobility, and 

sur-vivability will 

remain the 

principal 

missions of the 

engineers." 

engagement. Once operational, the corps' mission would 

be to "preserve and restore the 

peace." This force may be willing 

to deal with intricate problems 

such as the current situation in 

the formei Republic of Yugoslavia. While Germany has provided 

relief supplies and humanitarian 

aid to Yugoslavia, it has not been 

involved militarily in this conflict 

for historical reasons and because 

of Basic Law parameters. 

The German Basic Law, or 

Grundgesetz (Constitution) was 

drafted after World War I1 to ensure that Germany could not establish a strong offensive force. Article 87a of the Grundgesetz 

prohibits Germany from committing forces to such military actions 

as Operations Desert Shield and 

Desert Storm. Thus, Germany has 

not deployed forces outside the 

NATO area since 1950. 

Criticism concerning Germany's 

lack of combat involvement in Operation Desert Storm led to a political movement in the Bunclestag 

(parliament) to amend Article 870. 

This amendment would broaden 

the range of permissible missions, 

allowing the Bundeswehr to participate in military actions. Until 

such an amendment is approved, 

however, Germany is limited to 

providing nonmilitary personnel 

for humanitarian assistance in 

crisis-torn areas (not combat 

zones). 

The Bundeswehr's newly defined mission statement includes 

several modified or new missions 

that will help Germany deal with 

problems it could not address before reunification. The missicn 

August 1993 Eng~neer47 
statement directs Germany tom Protect German territorial integrity and citizens against 

outside threats. 

The Keiler mine-clearing tank 

early retirement programs and 

decreased recruitment of penonnel strength levels. No change is 

expected in t,he conscription laws 

that require all able-bodied 

survivability will remain the principal missions of the engineers. 

Minefield emplacement, minefield 

breaching, and river and gap 

c~vlssina -. operations will continue

Fulfill commitments to the males to serve in the milita~yfor to be t,he most important tasks. 

NATO alliance. a minimum of 12 mont,hs. General engineering, however, 

Maintain strong, lasting military cooperation with allied 

nations and all European partners in order to facilitate political stability in Europe 

through military stability 

Be prepared to assist in UN 

missions defined by Chapter 

VII of the UN charter. 

m Be prepared to assist in disaster relief and environmental 

protection missions. 

Restructuring 

n spite of these developments,

- -Germany is expected to decrease its active forces from the 

current 450,000 to 370,000 by 

1995. This reduction will be accomplished through generous 

The rest,ructured Bundeswehr 

will consist of three corps: North, 

South, and East. Of the 370,000 

troops, 257,800 will be Army; 

83,200 will be Air Force; and 

29,000 will be Navy The Pioniere 

(Corps of Engineers) will constitute-roughly 7 percent, or 17,850 

troops. 

Engineer units will be concentrated at two levels. Independent 

engineer companies will support 

maneuver brigades; other engineer assets will combine to fo~m 

engineer brigades that operate at 

the division or military district 

command levels. Each brigade will 

consist of one active and one reserve combat engineer battalion, 

one active and one reserve bridging battalion, and one active and 

one reserve NBC battalion. 

Countermobility, mobility, and 

will be broadened to encompass 

survivability, disaster relief, environmental protection, and nature 

preservation missions. Airmobile 

operations will gain in importance 

and will include the continued development of air-transportable 

bridgingequipment, foldingtrackway, engineer construction equipment, and modern mine-delivery 

systems. 

Despite a smaller force and continued defense cuts, Bundeswehr 

engineers will be equipped with 

the modern tools needed to successfully complete missions. 

These tools include mineclearing, 

bridging, and mobility equipment. 

Mine-clearing equipment. 

The Keiler is the most modern 

mine-clearing tank in the German 

inventory. Consisting of a twoInan crew carrier vehicle and the 

48 Engtneer August 1993 
clearing device, the Keiler can remove all currently known types of 

mines, including surface-laid and 

buried mines and those equipped 

with high-tech fuzes. It is very effective in breaching minefields. 

Using flails on a rotating drum, 

the Keiler can create a lane 4.7 

meters wide and 0.25 meter deep. 

The revolving elements fling 

mines sideways out of the vehicle's 

path. The device is highly resistant lo wear, and flails can be replaced when damaged. 

Bridging equipment. Stateof-the-art bridging equipment will 

be integral to the newly restructured engineer brigades. The M3 

amphibious, fast-floating bridge 

system will be procured from 

Great Britain beginning in 1995. 

The M3 can construct a bridge up 

to 100 meters long, carry vehicles 

up to military load class (MLC)70, 

and operate in currents up to 3.5 

meters per second. The Dornier 

Foldable Bridge, a heavy assault 

bridge with a maximum span of 40 

meters, can carry an MLC 70. Five 

men can construct t,he bridge in 

one hour. 

Mobility equipment. The folding trackway (Faltstrassengeraet) 

and the Badger Engineer Tank I1 

(Pionierpanzer I1 Dachs) will 

substantially improve mobility operations in the restructured 

Dornier Foldable Bridge 

engineer brigades. The Faltstrassengeraet rapidly provides trafficability on poor terrain, and 

the Pionierpanzer I1 Dachs is 

used to prepare river accesses 

and exits. 

1,ooking Forward 

while the U.S. government 

is reducing its force 

structure and closing several 

bases overseas, there is no plan 

yet to reduce U.S. forces below 

the 65,000 proposed for Europe. 

German politicians do not want a 

radical reduction in U.S troop 

strength below that already 

planned in Germany While base 

closures cause unemployment in 

affected German communities, 

the primary reason for a continued U.S. presence 1s the desire to 

preserve the NATO alliance. 

The friendship that exists between the U.S. and Germany must 

continue. For more than 40 years, 

U.S. Army and Bundeswehr 

troops have trained side by side, 

fostering friendships and exchanges on individual and unit 

levels. Programs such as sporting 

events, school exchanges, and 

German-American clubs promote open communication and 

understanding. 

The Bundeswehr is restructuringits current force to meet future 

challenges. The diverse events 

shaping European history today 

will define the future German 

force structure and ultimately affect the shape of the NATO force 

and the U.S. presence in Europe. 

Y 


Lieutenant Colonel Hocile serves as 

Gennan Foreign liaisoia officer to 

the U.S. Anny Engineer School and 

Center, Fort Leonard Wood, Missouri. He preuiously served as colnrnander of the Genna~z 61st Engineer Battalion, 6th Annored Infantry Division. Other assigraineizts i~aclude staff officer engineer and senior combat engineer office^; He&-

quarters Allied Forces Central 

Europe, and executive officer for the 

850th Pipeline Engineer Battalioit in 

Zweibruechen. He is a graduate of 

the Gennan General Staff Officers 

Course at the Federal Anlwd Forces 

Cornnmnd and Geneml St4 College, 

in Hamburg. 

Second Lieutenant Nelson currer~tly 

serves as n close combat platoon 

leader with the 2nd Infanhy Diuision, Korea. He is a graduate of 

EOBC, airborne, and air assault 

schools. He holds a bacldor of saence degree fbm the UniuersiQ of 

Florida and has recently retunzed 

from a year in Germany as a Fedeml 

Chancellor Scholar 

August 1993 Engineer 49 
Terrain Intelligence and Battlefield Success: 


A Historical Perspective 


By Major William J. Bayles 

as in t,he past, terrain intellimnce and obstacle data are 

critical to the sum of any maneuver mmmander Army pmfessio~ml 

journals kequently print graphic descriptions of National Training Center battles in which attackers aE 

disrupted and subsequently destmyed in minefields that they failed 

to locate,-until too late. During 

Worlmax 11, commanden leartred 

many such lessons, at greatm cast, 

TI& article describes successful and 

unsumesshl mksiom that illustrate 

the relationship of terrain intelligene to battlefield sum. 

The Second Of 


Schmidt 


T	he Second Battle of 

Schmidt demonstrates a 

50 Engineer 

costly failure of terrain intelligence. On November 2, 1944, the 

28th Infantry Division launched 

an attack toward Schmidt. Germany, to seize its road junction 

and gain maneuver space and 

additional supply routes for future operations. The attack drove 

the Allies closer to one of several 

large and operationally importan* dams on the Roer Ftiverl 

The plan of attack called for elements of the 112th Infantry 

Regiment to secure the village of 

Schmidt, with supporting armored forces following to blunt 

the edpe - of anv German armored 

counterattacks. Thus, the division's sucwss depended oil getting armored vehicles to 

Schmidt. 

The V Corps commander assigned General Nonnan D. Cota's 

' 

1 


j 

I

I 


1 1 
 I 


28th Infantry Division to this iinportant objective and allocatecl 

many assets to support the attack 

A towed antitank battallon added 

fires to the tank battalion and 

tank destroyer battalion that were 

normally attached to the division. 

The bulk of V Corps'artillery and 

the entire ll'ilst Engineer Cornbat Group supported the division 

in this opemtion. 

The "Keystone Division." narned 

to reflect its Pennsylvania National Guard or~gins, needed all 

the helpitcould get. In addition to 

fightinga resolute enem?: it had to 

contend with vel-v difficult 

weather and abominable terra111 

The weather was wet and cold, 

though temperatures sneraliy remain2 above fmzindin early NCvember. Constant rains soalted 

the ground, and roads quickly 

August I993 
became quagmires under almost 

any traffic. The clouds and low 

ceiline associated with the rain 

gtounded the U.S,aircraf? charged 

with isolating the Schmidt battlefield from Gennan reserves.2 

The terrain was perhaps more 

hostile than the weather because 

the steep-sided valley of the Kall 

River was between the 28th Division and the objective. This gorge 

was more than 1.000 meters wide 

and about 160 meters deep. The 

sides were thickly forested, and 

only one cart track offered potential for armored or supply vehicles 

to cross. Charles MacDonald, 

author of two official histories of 

this attack, assessed the situation: 

"General Cota could only hope 

that the cart track across the Kall, 

which had to serve as a main supply route, would prove negotiable: 

on aerial photographs, parts of the 

track did not show up."' 

Although the trail and the bridge 

anoss the Kall River were vital to 

the operation's success, the 28th did 

little to ascertain their mndition. The 

28th relieved the 9th Division on October 26 and planned to attack on 

October 31. They later postponed 

this attack until Novenlber 2, which 

allowed time for intelligence collection. Tl~e 1171st Group tasked the 

20th Engineer Battalion to provide 

three recunnaissanee team.The 3rd 

Battalion, 112th Infantly, had an experienced patrol led by the S-2, 1LT 

Greene; they were known as the 

'Greene Hornets." 

Though assee for reconnaissance 

were available, little patrolling cccurred because of the enemy's 

presence and the forbidding terrain.4 After the attacking infantry 

passed through the gorge on November 3, sketchy and incorrect information about the condition of 

the trail and bridge was passtd 

back to decision makers. -4s the 3rd 

Battalion dislodged German defenders from Schmidt, the Greene 

Hornets guarded the battalion's 

flank north of the gorge and never 

traversed the treacherous trail. 

Kall Trall supply route between Vossnack and Kommersheidt on the Vossnack 

side of the gorge. Thrown tank tracks litter the trail. 

Because conditions in the gorge 

were unknown to the leaders who 

could focus the engineer effort, the 

trail remained a bottleneck 

throughout the operation. The 

20th Engineer Battalion's primary 

mission was to clear the trail, and 

Companies A and B were assigned 

this task. Although mobility efforts on the trail started after 

nightfall on November 3, only 

three engineer platoons worked on 

it during the night. These soldiers 

worked with hand tools until a 

bulldozer arrived in the middle of 

the night. The dozer broke down 

after working for about an hour. 

The 20th Engineers employed no 

other assets until after noon on 

November 4, when General Cota 

personally ordered the 1171st 

Group commander to send "a competent officer" to take charge of 

the trail-clearing operation.3 

The engineer effort at the gorge 

was clearly too little and too late to 

relieve the bottleneck. Three 

small tracked vehicles, called weasels, carried supplies to Schmidt 

during the night on November 3, 

and three tanks traversed the 

gorge with great difficulty the 

morning of November 4 

This support was also too little 

and too late because the Germans 

counterattacked that morning. 

Their tank and infantry forces 

drove the Americans out of 

Schmidt, although the battle continued for several more days. 

Some additional vehicles traversed the difficult Kall Gorge, 
The M29 cargo carrier (weasel) was the first vehicle to traverse the Kall Gorge and support 

the 28th Division's attack. 

but the 20th Engineers never 

made it an acceptable supply and 

reinforcement route. Disabled 

tanlrs from the first abortive attempts to force the passage 

blocked the trail. 

Had General Cota been provided accurate information concernina conditions in the Kall 

~orge,-he could have devised a 

plan to overcome the obstacle. The 

most crucial engineer asset at his 

disposal was a command structure 

to oversee mobility efforts on the 

trail and ensure that resources 

were prepared to work as soon as 

the area was secured. However, 

the absence of terrain intelligence 

hobbled General Cota's operation 

from the beginning. As a result, 

the Kall Gorge cost the Keystone 

Division success at Schmidt. 

Operation Flashpoint 

.S. Army planning for 

Rhine River crossings in 

52 Engineer 

"During the actual 

assault...divisional 

engineers crossed in 

the first wave and 

reconnoitered routes 

of advance and 

minefields." 

the spring of 1946 reflected costly 

experiences such as the Battle of 

Schmidt. In contrast to the 28th 

Infantry Division's operation, the 

79th Infantry Division conducted 

extensive reconnaissance before 

Operation Flashpoint-the crossing of the Rhine. 

Extensive terrain reconnaissance was a vital part of the preparation for Operation Flashpoint. 

During planning st,ages, the corps 

engineer merged the 5-2 sections 

of the supporting 1148th and 

ll53rd Engineer Combat Groups. 

These staff sections coordinated 

an intelligence collection effort 

and performed their own reconnaissance to determine detailed 

information about the crossing - area and the river. They determined soil trafficability and located potential bridgng, rafting, 

and assault sites. All sites were 

further reconnoitered by infantry 

commanders accompanied by engineer leaders down to the platoon 

level. During the actual assault 

operation on March 24, divisiona! 

engineers crossed in the fiwt wave 

and reconnoitered routes of advance and minefields. They found 

weak spots in the German obstacles on the far shore. 

Operation Flashpoint was a 

walkover because there was little 

enemy resistance. However, extensive terrain intelligence enabled the 79th to accomplish 

Allgust 1993 
detailed planningand rehearsals vG 

tal to heavily opposed c-ings." 

Other Campaigns 

Combat engineers in the 

European and Mediterranean ~heaiers of World War I1 

frequently conducted terrain reconnaissance and evaluation missions. In some cases, engineels 

augmented maneuver forces during reconnaissance operations. In 

the final analysis, even though 

"There was initially a marked reluctance to permit engineers to 

collect their own intelligence and 

put it in a form suitable for use 

by engineer^,"^ engineers did 

contribute to intelligence collection efforts throughout the European Campaign. 

During World War 11, the U.S. 

Army organized and equipped the 

combat engineer battalions much 

like today's wheeled corps combat 

battalions. The nondivisional combat battalion was identical to its 

counterpart in the infantry division. These units had organic reconnaissance sections, 8 as did the 

armored engineer battalions in armored divisions. 9 

The headquarters and headquarters company of the engineer 

combat group also had a reconnaissance section. Doctrine charged 

the group S2 to be a combined 

collection planner, intelligence 

agenc and liaison with division 

G2s.I? 

Just as theorganizational structure provided for the reconnaissancE mission, doctrine and training heavily favored engineer 

reconnaissance. Every mission 

outlined for combat engineers in 

FM 5-6, Engineer Field Manual: 

Operations of Engineer Field 

Units, placed reconnaissance as 

the first step. This manual devoted an entire chapter to reconnaissance, outlined sources of terrain information, and defined 

engineer reconnaissance as 

"searching for engineer information regarding topography, resources, and enemy installat~ons 

and activities affecting engineer 

operations."" FM 5-5, ~ngineer 

Field Manual: Engineer Doops, 

indicated that engineer headquarters'S2s at all echelons were responsible for the collection plan, 

gathering and evaluating engineer information, and supervising reconnaissance training. 12 

Outside the engineer community's 

doctrine, combat engineers were 

clearly expected to make a contribution, as indicated by FM 100-5, 

Field Service Regulations: Operations: "Small engineer groups 

should constitute a portion of 

ground reconnaissance units to 

obtain and report information 

concerning routes of communication and movement, demolitions, 

land mines, and obstruction^."'^ 

The Cost 

H that combat 

engineers were organized, 

trained, and employed for reconnaissance during world War 11. 

The efforts of the engineer S-2s 

were sometimes duplicated by 

their maneuver counterparts or 

information was not shared soon 

enough, but the system established by doctrine produced the 

necessary information most of 

the time. Nevertheless, the European Campaign provided an example of the tragic cost of inadequate terrain intelligence-the 

Battle of Schmidt. Y 

Major Bayles selves as XO, 1st A,; 

mored Division Engineer Brigade, 

Bad Kreuznach, Germany. Preuww 

positions incliide commander of the 

84th Engineer Company. He is a 

graduate of the Command and General Staff College and of the the 

School of Advanced Military Studies 

and holds master's degrees from 

Rensselaer Polytechnic Institute. He is 

a registered professional engineer in 

New Hampshire. 

Endnotes 

'Mac~onald, Charles B., and 

Mathews, Sidney T., Three Battles: Arnavzlle, Altuzzo, and 

Schmidt, Center for MiIltary History, Washington, D.C., 1952, p 

95 1 

2~ac~onald, Charles B., The 

siegfried ~i,,~ cantPaign, washington, D.c., Center for Military 

~ i ~1984, t p,~345,~ , 

3Jbid. 

4~ac~onald. Three Battles ... p. 

255. 

%id. p. 313. 

'~hineCrossing by the 79th Division, 24 March 1945, Headquarters, 79th Infantry Division. 

7~inalReport of the Chief Engineer, European Theater of Operations. 1942-45., Headquarters, 

Theater, p. 

8~~ 5-5, Engineer Field Manual: Engineer Troops, Washington, 

D.C., War Department, 11October 

1943, p. 53-54. 

'Forty, George, U.S. Army 

Handbook, 1939-1945, 1979: 

Charles Scribner's Sons, p. 64. 

"FM 5-6, Engineer Field Manual: Operations of Engineer 

Field Units, Washington, D.C., 

War Department, 23 April 1943, 

p. 25. 

13FM 100-5, Field Service Regulations: Operations, Washington, 

D.C., War Department, 15 June 

1944, p. 52. 

Engineer 53 
U.S. Army Engineer School 

Directorate of Training 

OrganizationlTitle 	 Name 

Director COL Flowers 

Technical Dlrector Mr. Holtz 

Program Management Dlvlslon LTC llams 

Senior Program Manager Mr. Lubins 

Operations Mr. Lastrapes 

PrcgramiDoctrine Management Mr. Fitez 

Product Integration MAJ Aldridge 

Collective Training Mr. Toy 

Publications Mr. Wwdbury 

Engineer Bulletin Ms. Eubanks 

New Systems Training Mr. Marr 

Reserve Training Office Mr. Warrick 

Trainlng Support Dlvlslon MAJ Freeman 

Staff & Faculty Branch Mr. Grzyb 

Academic Library Mr. Novy 

Special Facilities Mr. Thomas 

Department of Tactics & Leadership LTC Wetherell 

Technicd Director Mr Duns!sdter 

Tactics Division MAJ Burns 

Marine Corps LO LTC Drury 

Air Force LO LTC Kunzii 

EOAC Division / MAJ McCall 

Leadership & Environmental Branch I MAJ Neeiey 

Trdning Development I CPT Cromby 

Department of Construction Englneerlng LTC Boothe 

Technicd Director Ms. Welch 


Vertical Skills Division CPT Goetz 


Maintenance Division MAJ Page 


Horizontal Skills Division CPT Kuehl 


Training Development Mr. Tspp 


Department of Combat Engineerlng MAJ Jones 

Technical Director Mr. Jackson 


Combat Engineering Division MAJ Jonm 


Bridging Division CPT Carey 


CEV Division CPT Hauerl 


Trdning Development vacant 


Symbol Phone No. 

(3141 56J-uxx 

DSN 676-wx 

7 

ATsE-T / 	 -6330 I 

I -6295 

ATSE-T-PD 

1 ATSE-T-TS -7634 

-7316 

-AL -7986 

-F -7656 

ATSE-T-TL -5683 

-5683 

-T -5729 

.A -5461 

-L -5195 

-TD 	 -5742 

.5657 

-5019 

ATSE-T-CTE 

-vs 

-MT 


-HS 


-TD 


i 

ATSE-T-CE 	 ' -5800 

-5501 

-5803 

-a .5521 

.V -5810 

-T -621 4 
w 

I I ENGINEER UPDATE 

Commercial numbers are (314) 563-xxu and Defense System 


Nefwork (DSNI rnumbem are 676-uu unless otherwise noled 


Directorate of Training (DOT) 

Directorate of Combat 


Developments (DCD) 


Directorate Consolidation. The Directorate of Training (DOT) 

was established on June 4, 1993 at the Engineer School. Combining teaching, writing, and doctrine development in a synergistic relationship, the DOT is responsible for all training development 

functions and engineer training, from AIT through the Pre.Com. 

mand Course, Included in the new organization are the former 

Deputy Assistant Commandant office, Directorate of Training and 

Doctrine, Department of Instruction, and some functions previously 

managed by the 1st and 3rd Brigades. A partial directory and 

phone list appears on page 54. POC is Cynthia Mathews, -6343. 

Field Manual (FM) 5-71-100 Distributed. FM 5-71-100, Division Engineer Combat Operations, was distributed in April. It describes the principles, engineer tactics, techniques and procedures 

used to guide the conduct of engineer operations that support the 

division. POC is Joe Sillyman, -7532. 

Change 1 to FM 90-13-1 Published. Change 1, dated 7 May 

1993, adds two appendices to FM 90-1 3-1 : Appendix D, Breaching Rehearsals, and Appendix E, Breach Lane Marking. FM 90-13- 

1 is bound with staples; to update it, remove the old pages and 

Insert the pages in Change 1. POC is Joe Sillyman, -7532. 

Mine Clearing Line Charge (MICLIC) Update. As of 16 July 

1993, the MlCLlC launcher and trainer are reportable as a system 

on unit status reports. A future edition of AR 700-138, Army Logistics Readiness and Sustainabiiity, will reflect this change. 

Three recent system improvements have increased the reliability 

of the Army's MICLIC: installation of an arming wire weave, correction of slack in the detonating cord between the fuse connector 

and the first block of C4, and correction in the orientation of the 

rocket motor receptacles with the arming wire weave. 

NOTE: Prior to acceptance, units must check the NSN and ammunition code of rockets and line charges. The Army's assets of 

line charges are M58A415. NSN 1375-01 -237.593311 375-01-302- 

0527. ammunition code M913. The Army only has MK22 MOD4 

rockets, NSN 1340-01-118-2838, ammunition code J143. The Marine Corps still has line charges without the system improvements 

(described above) and MOD3 rockets. Some Army units have 

been issued Marine Corps assets (line charges without modifications and MOD3 rockets); these should be returned to the appropriate supply activity. POC is CPT LeRoy Maurer, -7347. 

Armored Vehicle Launched MlCLlC (AVLM). The current 

AVLM is not an Army fielded system, and it should not be used in 

peace time. Tactical Army Command (TACOM) has agreed to design, build, and test a prototype mounting bracket for an AVLM 

system. The Eng~neer School's goal is to field a standardized, 

safe, and tested mounting bracket in the near future. POC is CPT 

LeRoy Maurer, -7347. 

Engineer 55 
Essential Library Publications for Disaster Relief. Because Directorate of Evaluation and 

any engineer unit may find itself responding to a humanitarian assis- Standardization (DOES) tance mission or deployed for disaster relief, all units must maintain 

and deploy with a select library of essential construction management and planning references. This applies to all combat, combat 

heavy, and corps combat battalions, and to all construction support 

and combat support equipment companies. We recommend (at a 

minimum) the following publications: 

- TM 300-series AFCS Manuals (in the battalion S-3 or company 


headquarters) 


- FM 5-233, Construction Surveying 

- FM 5-333. Construction Management 

- FM 5-420. Plumbing/Pipefitting for Water Supply/Distribution 


Systems 


- FM 5-421, Sewerage 

- FM 5-424, Interior Wiring 

- FM 5-480 Port Construction and Repair 

- FM 5-551, Carpentry 

- FM 5-742, Concrete 

- TC 5-340. Air Base Damage Repair (Pavement Repair) 

- National Electrical Code (commercial) 

- McMasterICarr lndustrial Supply Catalogue (commercial) 

- W.W. Granger Industrial Supply Catalogue (commercial) 


The Lineman's & Cableman's Handbook, Kurtz and Shoe- 


maker, 7th edition, McGraw-Hill Book Co., ISBN 0-07 035686-6 


(commerciai) 


POC is Vern Lowrey, -5304. 

Truck/semitrailer Accidents. Two soldiers were killed recently in Engineer Branch Safety Office 

an accident involving an M920 truck tractor and an M870, 40-ton 

lowbed semitrailer. After the accident investigation, TACOM issued (EBSO) 

three Safety of Use Messages (SOUM). SOUM 93-03 and 93-08 

provide procedures for recurring brake adjustments for the M870 and 

M870A1 40-ton lowbed semitrailers. SOUM 93-06 describes a modification work order (MWO) for an auxiliary air tank on the M915- 

series of vehicles. Engineer units must have these SOUMS and 

comply with their instructions. POC is Paul Rusinko, -5008. 

1992-93 Military History Writing Contest. Students attending of- News and Notes 

ficer advanced courses and the Sergeants Major Academy during 

calendar years 1992 and 1993 are encouraged to enter the Military 

History Writing Contest. Sponsored by the U.S. Army Center of Military History, the contest is designed to improve communication skills 

and enhance knowledge of the profession of arms. Winners receive 

cash awards and DA certificates of achievement. Manuscripts must 

be unpublished, with a maximum length of 3,500 words, and must 

be postmarked by midnight 31 December 1993. For contest rules 

and more information, call Billy Arthur, at (202) 504-5368, DSN 285-5368. 

56 Engineer 
r-bA -

- LC/ -BRIDGE THE GAP 

By Command Sergeant Major Roy L. Burns, Jr. 

U.S. Army Engineer School 

fl ust completed 33 days of temporary duty at Fort 

b Benjamin Harrison, as a voting member for the 

Master Sergeants' Board. I was assigned to a panel 

made up of one colonel (armor), one lieutenant colonel (engineer), and three command sergeants major. 

i now realize that many noncommissioned officers 

(NCOs) need to update their personnel qualification 

records (PQRs) if they wish to remain competitive for 

future training and promotions. Let me expand on 

what I learned. 

Our panel was given 10 days to vote 2000 files of 

armor and engineer sergeants first class, in the primary and secondary zones, to the rank of master sergeant. We spent an average of 8 minutes on each 

file; less time was used for those records that clearly 

were in great shape. 

Records. The short review time means that PQRs 

must be clear, concise, and above all, up-to-date. 

Commanders and command sergeants major must establish a system to ensure that all soldiers eligible for 

promotion review their files. Commands are notified 

120 days before the board convenes, and they are 

given two suspenses for submitting PQR, and current 

DA photographs to the Enlisted Records Evaluation 

Command, at Fort Benjamin Harrison. 

The first record I voted had critical flaws. The DA 

photo, taken in 1980, showed the rank of staff sergeant on the uniform. The soldier had not signed the 

DA Forms 2A or 2-1 (PQR), and the latest duty assignment did not match the assignment on the forms. 

The file contained a one-half inch thick packet that 

had been mailed to the board. It was unnecessary because most of the documents in it were posted on the 

individual's microfiche andlor the DA Form 2-1. Incredibly, it did not contain an updated photo. The mailing 

of this packet indicated that the individual's microfiche 

had not been reviewed at the duty station. Needless 

to say, that soldier was not highly competitive! 

NCOERs. Overall, many of the principal duty titles 

I reviewed did not match the duty MOS, Parts III(A) 

and (B). For example, Part III(A) might show, combat 

construction foreman and Part 111(B) incorrectly show 

12840 instead of 12250. 

Senior raters' comments (Palts V, C and E) weigh 

heavily in the selection process. These comments 

must focus on an individual's potential and make concrete recommendations for promotion, schooling, and 

August 1993 

the likelihood of future success. Senior raters who do 

not perform this task adequately may hinder their soldiers' promotions. 

Training and Education. I am pleased that all 

NCOs had completed the Advanced Noncommissioned Officer Course, and most serving in first sergeant positions had attended the first sergeants' 

course. Commanders must also ensure that soldiers 

serving in operations or intelligence staff positions 

have attended the battle staff course. Files I reviewed 

indicated some NCOs lacked this training. 

Many records showed little correlation between 

training and subsequent duty assignments. Some 

NCOs are in positions without prerequisite training, 

and some who received training are not in positions 

to utilize it. This creates a perception of 'ticket punching," which we must change. We also must emphasize the need for self-development (college) courses. 

Some good files I reviewed were marred by a lack of 

civilian education beyond a high school diploma or 

general education development (GED). 

Utilization and Assignments. The most competitive individuals had a healthy mix of TOE and TDA assignments. CMF 12 soldiers exhibited an excellent 

pattern of rotating through key duty assignmentstheir files documented considerable time in challenging assignments. 

Secondary Zone NCOs. Interestingly, I felt this 

group of NCOs were as qualified as and had a higher 

civilian education level than those in the primary 

zone. However, platoon sergeant time was critical; 

NCOs need 18 months or more to be competitive. 

Bottom Line. me most competitive NCOs had a 

good mix of challenging leadership assignments. 

good performance in those assignments, and they exceeded standards for military and civilian education. 

To be a leader in tomorrow's Army, you must seek 

the tough jobs, do well, and actively pursue educational opportunities. 

Army leaders are responsible for their soldiers' development; they are the future. Leaders and subordinates must use two documents published by the Engineer School: a "Career Professional Development 

Program" and "NCO Leader Self-development Career 

Maps" (updated career maps are on pages 40-41). 

These tools are in the system to promote growth and 

professionalism. Let's use them. 

Engineer 57 
DEPARTMENT OF THE ARMY - ENGINEER PROFESSIONAL BULLETIN 

US ARMY .ENGINEER SCHOOL 

AlTN: ATSE-T-PDEB 

FORT LEONARD WOOD, MO 654736640 

. -

*: 

USPS 522-390 

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