CECW-OE-P

Engineer 

Pamphlet

500-1-2

Department of the Army

U.S. Army Corps of Engineers

Washington, DC 20314-1000

EP 500-1-2

30 October 1995

Emergency Employment of Army and Other 

Resources

USACE SUPPORT IN THE THEATER OF 

OPERATIONS

Distribution Restriction Statement

Approved for public release; distribution is 

unlimited.
EP 500-1-2

DEPARTMENT OF THE ARMY

U.S. ARMY CORPS OF ENGINEERS

CECW-OE-P WASHINGTON D.C. 20314-1000

Pamphlet

No. 500-1-2 30 October 1995

CHAPTER 1.

Emergency Employment of Army and Other Resources

USACE

SUPPORT IN THE THEATER

OF OPERATIONS

TABLE OF CONTENTS

Paragraph

INTRODUCTION

Purpose 1-1

Applicability 1-2

References 1-3

Scope 1-4

CHAPTER 2. AUTHORITIES AND DOCTRINE

General 2-1

Basic DOD Authorities 2-2

Doctrine 2-3

CHAPTER 3. DEPARTMENT OF DEFENSE ORGANIZATION

General 3-1

Department of Defense 3-2

and National Security

Department of the Army 3-3

CHAPTER 4. DEPARTMENT OF DEFENSE PLANNING SYSTEMS

General 4-1

DOD Planning Systems 4-2

CHAPTER 5. ENGINEER THEATER SUPPORT OPERATIONS

General 5-1

Concepts 5-2

Missions 5-3

Page

1-1

1-1

1-1

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2-1

2-1

2-3

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3-3

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5-1

5-1

5-1

This pamphlet supersedes EP 500-1-2, 30 May 1984
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CHAPTER 6.

Paragraph

Engineer Command and 5-4

Control

Theater Facilities 5-5

Acquisition Policies

Army Engineer Operations 5-6

Supports

USACE TO CONTINGENCY MISSION

Power Projection 6-1

USACE Response 6-2

USACE Theater Missions 6-3

USACE Readiness 6-4

CHAPTER 7. OVERSEAS DISASTER RESPONSE AND RECOVERY

OPERATIONS

General 7-1

Authorization and Funding 7-2

Missions 7-3

Imperatives 7-4

Concepts of Operations 7-5

Organization 7-6

Contracting Strategy 7-7

APPENDIX A. REFERENCE S

APPENDIX B. UNIFIED COMMANDS

-PENDIX c. USACE OCONUS CONTINGENCY AREAS OF

RESPONSIBILITY

APPENDIX D. CIVIL ENGINEERING SUPPORT P- (CESP)

APPENDIX E. JOINT ENGINEER DOCTRINE

APPENDIX F. LOGISTICS CIVIL AUGMENTATION PROGRAM

(LoGc’Ap)

APPENDIX G. CONTINGENCY

APPENDIX H. CONTINGENCY

REAL ESTATE

SUBSURFACE WATER DETECTION

ii

Page

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5-3

5-4

6-1

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6-2

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7-2

7-3

7-3

7-4

7-5

7-11

A-1

B-1

c-1

D-1

E-1

F-1

G-1

H-1
APPENDIX 1.

APPENDIX J .

APPENDIX K.

APPENDIX L .

APPENDIX M.

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Paragraph Page

THEATER CONSTRUCTION MANAGEMENT SYSTEM I-1

(TCMS)

WARTIME MILCON FUNDING J-1

COMBINED C~ CONCEPTS K-1

GLOSSARY L-1

TERMS M-1

iii
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CHAPTER 1

INTRODUCTION

1-1. Purpose. This pamphlet is a companion document to Engineer

Regulation (ER) 500-1-2, The Corps of Engineers Mobilization

~

(TO). As a supporting Army major command (MACOM), it is not

possible for the U.S. Army Corps of Engineers (USACE) commander

to provide absolute guidance to USACE commanders on operating in

the theater of operations. This pamphlet is intended to provide

USACE subordinate commanders and their planning and functional

staffs with a reference document to assist in preparing to

support OCONUS military contingency operations at the operational

level of war and within operations other than war (OOTW).

1-2. Applicability. This pamphlet applies to commands with

missions to provide contingency support to OCONUS unified command

commanders in chief (CINC) and their Army component commands in

the conduct of operations outside of the United States and its

territories.

1-3. References. See Appendix A.

1-4. Scope. This pamphlet addresses three major concepts:

a. Theater Support. Defines the USACE mission in support

of the Army and Department of Defense and its functions in

theater. This includes functional responsibilities of

Headquarters (HQ), USACE and the USACE major subordinate command

(MSC), districts and subordinate elements in theater.

b. Command and Control. Defines the command relationships

between the supporting USACE element and the unified command, the

Army component commander, the tactical corps and the Army MSCS in

the communications zone (COMMZ) engineer organization.

Variations of this traditional structure will cover support

within the joint task force (JTF) and discussion of support to a

combined task force (e.g., United Nations or North Atlantic

Treaty Organization) .

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c. Policies and Procedures. Defines the peacetime policies

and procedures for development, review and maintenance of USACE

theater support plans related to USACE MSCS and districts which

support unified commands. In addition, it addresses USACE

readiness programs (e.g., Logistics Civil Augmentation Program

(LOGCAP) and Theater Construction Management System (TCMS)), its

rapid response capabilities (e.g., Contingency Real Estate

Support Teams (CREST) and Water Detection Response Team (WDRT))

and maintenance and support requirements.
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CHAPTER 2

AUTHORITIES AND DOCTRINE

2-1. General. USACE is an Army MACOM assigned responsibilities

to execute Army and Department of Defense (DOD) programs and

missions related to military construction and civil works. Al 1

of USACE’S authorities (including Civil Works) are derived from

authorities vested in the Secretary of the Army. All USACE

activities are generated by law and prescribed through DOD and

Army regulations. All USACE contingency missions are as an Army

component in support of DOD.

2-2. Basic DOD Authorities. The Corps of Engineers National

Security Emergency Preparedness Program supports readiness and

execution for both civil and military emergencies. The Corps’

emergency preparedness and execution authorities can be derived

primarily from the following laws and directives:

a. The National Security Act of 1947, as amended,

established DOD, and changed the role of the Services which

became military departments within DOD. It established the Joint

Chiefs of Staff (JCS) and unified commands. This act also

provides the basis for FEMA’s national mobilization programs.

b. The Corps’ military preparedness is controlled by many

regulations and directives recognizing certain legal constraints

(environmental and appropriation) and command relationships. The

guidance fundamental to USACE military preparedness is as

follows:

(1) DOD Directive 5100.1, “Functions of the Department of

Defense and Its Major Components,” prescribes the functions of

the Department of the Army. In addition to the provisions to

organize, train, and equip forces for land combat operations; it

authorizes the Army to conduct the “authorized civil works

program.”

(2) AR 10-5, “Department of the Army Organization and

Functions,” assigns the Commanding General, U.S. Army Corps of

Engineers, the following missions applicable in peace and war:

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(a) Manage and execute engineering, construction, and real

estate programs for the Army and the Air Force.

(b) Provide specialized engineer and technical support.

(c) Manage and execute civil works programs.

(d) Assist in recovery from natural disasters.

(3) AR 500-5, “The Army Mobilization and Operations

Planning and Execution System (AMOPES),” is the Army’s single

integrated mobilization and deployment planning system. It is

based on the Joint Strategic Capabilities Plan (JSCP) which

provides strategic planning guidance to the CINC and the Service

Chiefs. The AMOPES implements the Army’s portion of the JSCP.

It provides operational and administrative guidance for the

employment and support of Army forces controlled by major

commands (MACOM). Annex N of the AMOPES provides guidance for

the Office of the Chief of Engineers (OCE), the Assistant Chief

of Staff for Installation Management (ACSIM) and the U.S. Army

Corps of Engineers (USACE).

(4) DOD Directive 4270.5, “Military Construction

Responsibilities, “ designates DOD Construction Agents for

execution of contract construction overseas. The contract

construction agent (CCA) responsibilities are divided among the

Services. The Corps and the Naval Facilities Engineering Command

(NAVFACENGCOM) are the two primary CCAS. The purpose of this

division of responsibility is to avoid unnecessary duplication of

capability and effort. It is a basis for USACE’s military OCONUS

planning requirements and contingency execution responsibilities.

Note that USACE’s mission extends beyond contract construction.

(5) Army Federal Acquisition Regulation Supplement Manual

No. 2, ~rcontingenqContracting. “ This manual covers the

acquisition process and system support for contracting in a

contingency or field environment. It provides guidance for

implementing the Federal Acquisition Regulation (FAR), the

Department of Defense FAR Supplement, and the Army FAR

Supplement. This pamphlet provides procedures, techniques, and

examples for the conduct of contracting actions in the field.

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2-3. Doctrine. “Doctrine provides a military organization with

a common philosophy; a comon language, a common purpose, and a

unity of effort.”1

a. ~ Doctrine. Doctrine specifies the actions that

Army units must plan and conduct in land force operations. The

Army invests heavily in doctrine, which is delineated in its

field manuals. It is the basis for unit organizational

structure, the mix of units in the Army force structure, the

equipping and manning of units, the training that soldiers

receive to assure individual competency and the training that

units conduct to attain and maintain their readiness standards.

Doctrine is not directive; it is authoritative and changes over

time. Specific to USACE is the incorporation of its capabilities

and structure within the Army doctrinal publications and its

roles in theater support operations.

b. Joint Doctrine. The Joint Staff Officer’s Guide 1993

defines joint doctrine as “Fundamental principles issued by the

Chairman of the Joint Chiefs of Staff that guide the employment

of forces of two or more Services in coordinated action toward a

common objective.” Joint operations are about team work among

the Service components with the direction provided by the

combatant commanders. As a designated DOD construction agent, or

CCA, USACE supports the CINC and the forces of all Services in

joint operations. Joint doctrine states that “As a minimum, the

combatant command should be able to: ... Coordinate with and

provide guidance to DOD-specified contract construction agents

(CCA).”2

. --- . - - - - ---

1 General George H. Decker, USA, speech given at the US Army

Command and General Staff College, Fort Leavenworth, Kansas, 16

December 1960, quoted in Robert D. Heinl, Jr., Dictionary of

Military and Naval Quotations (Annapolis, Maryland: Naval

Institute Press, 1966), 95.

2Joint Pub 4-04, “Joint Doctrine for Civil Engineering

Support, p I-3.”

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CHAPTER 3

DEPARTMENT OF DEFENSE ORGANIZATION

3-1. General. The U.S. Army Corps of Engineers operates as

supporting MACOM within the Army. USACE also has a broader

mission to support the Air Force and in contingencies may be

required to support all the Services as well as other DOD

agencies. This chapter provides background and lays the

groundwork for USACE’s support role for DOD contingency miss

a

ions.

3-2. Department of Defense and National Security. DOD is but

one part (albeit the major component) of the nation’s

organization for national security. Virtually every department

and agency in the Federal Government has responsibilities for

support of national security. Constitutionally the ultimate

authority and responsibility for national defense rests with the

President as Commander-in-Chief of the Armed Forces.

a. The National Security Act of 1947, as amended,

established the DOD as we know it today. The Secretary of

Defense (SECDEF) has statutory authority, direction, and control

over the military departments and is responsible for the

effective, efficient, and economical operation of DOD.

(1) The National Command Authorities (NCA) are the

President and the SECDEF. The NCA signifies the President’s

constitutional authority to direct the Armed Forces of the United

States in combat operations. Only the NCA can direct both the

movement of forces and execution of combat operations. No one

else in the military chain of command has that authority.

(2) The National Security Council (NSC) was established by

the National Security Act of 1947 as a forum to consider national

security issues that require a Presidential decision. There are

four statutory members: the President, the Vice-President, the

SECDEF, and the Secretary of State. The Chairman of the Joint

Chiefs of Staff (CJCS) and the Director of Central Intelligence

are statutory advisors to the NSC. The President’s National

Security Advisor is responsible for day-to-day operation of the

NSC staff. Aside from the statutory members, the President may

invite any senior officials to attend NSC meetings.

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b. The Goldwater-Nichols DOD Reorganization Act of 1986 was

intended to clarify the command line between the CINC and the

National Command Authorities(NCA). As stated before, only the

NCA can deploy and direct the Armed Forces into combat. The

operational chain of command is from the NCA to the commanders of

the unified or combatant commands.

(1) DOD Directive 5100.1 outlines the functions of the

Department of Defense. DOD consists of the Office of the

Secretary of Defense (OSD), the Chairman and Joint Chiefs of

Staff (JCS), the Joint Staff (JS), thirteen defense agencies,

seven DOD field activities, the three military departments, and

the unified comands.

(2) Unified commands are established by the President and

have broad continuing missions and are composed of forces from

two or more military departments. Combatant command is the

authority of a CINC to exercise command over assigned forces for

the purpose of conducting military operations. Combatant command

is exercised through subordinate commanders (e.g., the Army

component commander) . There are two types of unified commands:

those which have functional responsibilities (Space Command,

Transportation Command and Special Operations Command) and those

with responsibilities based on a geographic area (European

Command, Pacific Command, etc.) .

(3) The Chairman of the Joint Chiefs of Staff (CJCS) is not

in the operational chain of command. Communication from the NCA

to the CINC is through the CJCS, placing the CJCS in the

communications chain of command. In addition, the SECDEF is

permitted wide latitude in assigning oversight responsibilities

to the CJCS for control and coordination of the CINC.

(4) The CINC are responsible to the NCA for the performance

of their assigned missions. To give the CINC the authority

needed to conduct joint operations and yet to recognize Service

responsibilities for support to component commands, the DOD

Reorganization Act of 1986 defines the command authority of the

CINC as:

. give authoritative direction to subordinate commands,

including all aspects of military operational joint trainingl and

logistics;

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● prescribe the chain of command within the command;

. organize commands and forces to carry out assigned

missions;

. employ forces necessary to carry out assigned missions

. coordinate and approve administration, supportf and

discipline, and;

. exercise authority to select subordinate commanders and

combatant command staff.

3-3. Depar~ent of the g.

a. AR 10-5 describes the functions of the Army. The

Department of the Army (DA) is organized under the Secretary of

the Army (SA) who supervises the Chief of Staff of the Army (CSA)

in matters relating to the Service. Neither the SA nor the

department are part of the chain of command (i.e., DA is not

directly involved in combat operations) . DA consists primarily

of the Office of the Secretary of the Army (OSA), the Army Staff

(ARSTAF), and the Army major commands (MACOM). The function of

the department is to recruit; organize, equip, and supply units;

train; mobilize/demobilize; service; administer; construct,

outfit, and repair equipment; and construct, maintain, and repair

buildings. Thus, DA is the developer of Army forces and

logistics support which are provided to the unified combatant

commands to support military operations.

b. Headquarters, Department of the ~ (HQDA).

(1) The SA has responsibility for and the authority to

conduct all DA affairs. The OSA staff consists of the Under

Secretary and the Assistant Secretaries and their staffs. Al 1

officers in the Army report on any matter, at the direction of

the Secretary, to the Secretary, Under Secretary, or an Assistant

Secretary (ASA). Commander, USACE reports to the Assistant

Secretary of the Army (Civil Works) (ASA(CW)) on the Civil Works

program and work overseas for other than direct support to U.S.

military forces and reports to the ASA (Installations, Logistics,

and Environment (IL&E)) for military construction (MILCON) and

real property related issues.

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(2) The ARSTAF is presided over by the CSA and assists the

SA on long-range planning, resource allocation, the development

of Army objectives, the formulation of policy guidance, and the

supervision and control of operations. The CSA is authorized by

the SA to supervise the Army. Elements of the Army Staff provide

the professional assistance necessary to conduct the affairs of

the Army.

(a) The Chief of Engineers (COE) is the principal staff

advisor to the CSA on Army military engineering and topography.

(b) The Office of the Chief of Engineers (Pentagon), OCE–P,

is an ARSTAF office in the Pentagon which conducts the business

of the COE on the ARSTAF. OCE-P consists of the COE and a

support staff in the Pentagon. While there is a great deal of

interaction between OCE-P and HQUSACE, OCE-P interests and

activities span the entire Army engineer community, of which

USACE is but one component.

c. m MACOM.

(1) There are two types of Army MACOM, support and field

commands. The support MACOM provide specialized support for the

entire Army and include such MACOM as Training and Doctrine

Command (TRADOC), Army Materiel Command (AMC), and the Army Corps

of Engineers (USACE). The field commands (U.S. Army, pacific

(USARPAC), Europe (USAREUR), South (USARSO), Central (USARCENT),

Eighth U.S. Army (EUSA) and Forces Command (FORSCOM)) are

component commands of the unified commands. Note that FORSCOM is

a component of U.S. Atlantic Command (USACOM) and, when tasked,

provides forces for the other Army component commands. The

component commands are assigned units, installations, activities,

and subordinate commands by HQDA. The support MACOM provide

functional support to the Army component commands and each other.

(2) As a supporting Army MACOM which also has an execution

mission in the theater of operations, USACE provides two

functions within DOD -- support responsibilities and operational

responsibilities.

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CHAPTER 4

DEPARTMENT OF DEFENSE P_ING SYSTEMS

4-1. General. The national security process sets strategic

direction, determine national military policy, request resources

from Congress to execute that policy, and translates the funded

capability into plans for military operations. The process is

accomplished at national, DOD and military department levels and

attempts to meet political objectives within resourcing

constraints and available technology. The intent here is not to

explain every step of every process nor to review the purpose of

each product of each step. Note that there is no true beginning

or ending to the national security planning process. The process

is a logical, not perfect, process for translating political will

into military capability. It is within this process that USACE

develops resource requirements, justifies its contingency support

programs, and develops contingency support plans.

4-2. DOD Planning Systems. The following three DOD strategic

planning and operations systems are the heart of DOD planning and

capabilities development and are of singular importance to the

USACE OCONUS mission:

a. Joint Strategic Planning System (JSPS). This is the

formal process for review of the national security environment

and U.S. national security objectives; threat evaluation;

assessment of current strategy and existing or proposed programs

and budgets; and proposal of military strategy, programs and

forces necessary to achieve national security objectives. It is

the means by which the CJCS discharges his/her responsibility to

give strategic plans and direction to the CINC and Services and

to interact with the DOD Planning, Progranuning, and Budgeting

System (PPBS).

(1) Joint strategic planning is initiated by the Joint

Strategy Review (JSR). The JSR is the process by which

information is gathered; issues raised; and the integration of

the strategy, operational planning, and program assessments is

facilitated.

(2) Among the documents produced (at different times) are

the National Military Strategy Document (NMSD) which conveys the

CJCS’S strategy advice to the NCA/NSC and the Joint Strategic

4-1
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Capability Plan (JSCP) which, biennially, conveys military tasks

for the next two years to the CINC and Service Chiefs. The JSCP

apportions forces and provides planning guidance to the CINC and

Chiefs of Services based on the capabilities of the available

forces and the near term threat. The planning guidance and

apportionment of forces within the JSCP are the basis for

initiating CINC operational planning.

b. Planning, Programming, and Budgeting System (PPBS). The

PPBS (in the Army, this is the Planning, Programming, Budgeting

and Execution System (PPBES)) is initiated by the Defense

Planning Guidance (DPG) which is, in effect, the link between

planning and programming. The DPG is the guidance to the

military departments for developing their Program Objective

Memoranda (POM). It is the POM process through which the Army

programs for resources to support the MACOM for missions,

acquisitions, etc. The Chairman’s Progra Assessment (CPA) and

the NMSD are developed to influence resourcing issues in the

PPBS . The DOD’s board of directors, the Defense Planning and

Resources Board (DPRB), reviews the CPA and the Service POMS to

resolve issues and consolidates decisions into Program Decision

Memoranda (PDMs) which generates OSD agency and Service budget

estimates for the President’s Budget and Concept Exploration

within the Acquisition Cycle.

The Joint Operation Planning and Execution System

(JOPE:~. JOPES is the DOD-directed, JCS-specified system for

conducting joint level planning by the combatant CINC. JOPES is

the conventional command and control (C2) system used to support

military’ operation monitoring, planning and execution activities.

It establishes the procedures for developing and reviewing

peacetime, crisis and wartime planning. The system is designed

to integrate the complex strategic mobility problems associated

with force mobilization, deployment employment and sustainment.

(1) The JOPES is being developed to replace Joint Operation

Planning System (JOPS) through the integrated enhancement of the

JOPS and the Joint Deployment System (JDS) with new capabilities.

The JOPES is designed primarily to satisfy the information needs

of senior-level decision makers in conducting joint planning and

operations.

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(2) Based on the forces assigned to the CINC (known as the

supported CINC) for a given plan, the CINC develops a deployment

schedule working with the U.S. Transportation Command

(USTRANSCOM), the U.S. Atlantic Command (USACOM), and various

other supporting comands. Supplies required to sustain these

deployed forces are factored into the plan based on arrival dates

of deploying units in theater. Deployment planning considers

equipment and number of personnel for each unit to be deployed;

ships and aircraft by type, capacity, and availability; air and

sea ports of embarkation and debarkation, and general materiel by

measurement tons. Even with automation, the data bases are

enormous and require extensive coordination among the CINC and

Services. The goal of the process is to develop a supportable

operation plan (OPLAN). In other words, the deployment is

planned so that the forces and their materiel arrive in theater

in sufficient time and strength to accomplish the CINC’S mission.

Since it is assumed that the forces assigned are sufficient to

accomplish the mission, the focus of JOPES is transportation

feasibility. The analytical tools are not sufficiently developed

to fully identify sustainment requirements and assess logistics

supportability.

(3) The deliberate planning process (as opposed to crisis

or wartime planning) is conducted in peacetime when there is

sufficient time and resources for full plan development and

coordination among the supported and supporting command staffs.

The process takes two years and is broken down into five phases:

(a) Initiation. The CINC receives planning guidance and

major forces (combat units) available for planning via the JSCP.

(b) Concept Development. The CINC derives the mission from

the assigned task, issues planning guidance to his/her staff and

subordinate commands and gets information on the enemy collected

and analyzed. The staff develops several courses of action (COA)

for CINC consideration and then develops a concept of operations

based on the selected COA. The concept of operations is

submitted to the CJCS for review. If approved, the concept of

operations is then used by the CINC for further planning.

(c) Plan Development. This is the development of an OPLAN.

The CINC and component command staffs with support from other

CINC and Service MACOM select forces, time-phase their

deployment, develop unit and logistics support requirements,

simulate strategic deployment, identify shortfalls, and resolve

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issues. Persistent shortfalls are determined to be risks. No

OPLAN has been developed without having “risk.” It is during

this phase that the Civil Engineering Support Plan (CESP) is

developed. The supporting USACE command provides input to the

Army component staff engineer or designee (usually the supporting

Engineer Command (ENCOM)) which is responsible for the Army

component’s input to the CINC in the development of the CESP.

Depending on the CINC, the ENCOM may be the CINC’S executive

agent for CESP development. Also, depending on the CINC, USACE

may provide plan input directly to the CINC’S plan.

(d) Plan Review. The OPLAN is reviewed and approved by the

CJCS . This review is conducted by the Joint Staff and the staffs

of the Services.

(e) Supporting Plans. Subordinate and supporting commands

then develop their support plans. This is the phase during which

the supporting USACE command develops its support plan. The

USACE support plan is subject to review and approval by the USACE

commander and the Army component commander. The Army component

commander includes the USACE support plan as part of his/her

support plan which is submitted to the CINC for review and

approval.

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CHAPTER 5

ENGINEER THEATER SUPPORT OPERATIONS

5-1. General. Engineers support CINC operations throughout all

echelons of the battlefield from the foxhole to the industrial

base and all phases of operations from early entry through

redeployment and reconstitution. This spectrum of requirements

is supported by the operational capabilities that Army engineers,

troop unit and USACE, bring to the theater. The Army engineers

are expanding their versatility. The JCS expects all U.S. forces

to react quickly, solve the problem and redeploy. In this

context, the theater engineers (engineer command (ENCOM) and

USACE) focus on strategic and operational level engineering.

5-2. Concept. The theater Army component commander tailors the

engineer structure to meet anticipated theater requirements over

time. The force structure development is an iterative process

that considers constrained, politically set ceilings and

strategic lift; and requires balance between the urgency to bring

in combat forces, the need for support forces, the host nation

infrastructure and funding available for contracting. Al 1

resources applied to theater are based on requirements to

generate combat power.

5-3. Missions. The senior engineer commander may be responsible

for the following missions:

a. Planning and coordinating engineer support for combat

operations.

b. Identifying operational requirements for engineering

support.

c. Engineering assessments of theater infrastructure.

d. Planning, coordinating and supervising military and

contract construction and engineering services to the Army, the

other Services and coalition forces in theater.

e. Allocating engineer resources (units, contractors,

materials, and equipment) to meet mission requirements.

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f. Prioritizing the use of available theater engineer

assets, to include tradeoffs between troop and contract

construction.

9* Coordinating topographic and military geographic

intelligence support to the force.

h. Providing real estate support to the Army, the other

Services and allies throughout the theater.

i. Providing technical assistance to Real Property

Maintenance Activities (RPMA) throughout the theater.

j. Planning construction material requirements and

prioritizing their use.

5-4. Engineer Corrunandand Control. The following organizations

have command and control functions in theater:

a. Engineer Command (ENCOM). The ENCOM commander is the

senior Army engineer in theater and the ENCOM is a theater Army

MSC . The ENCOM provides the only theater-level engineer planning

capability in the Army. The ENCOM has a modular capability to

deploy an early planning team and C2 capability. In a mature,

multi-corps theater; the ENCOM may command two or more engineer

brigades, a topographic battalion and other specialized units.

In lesser contingencies the ENCOM presence in theater may not

grow beyond a planning or C2 cell. There are a number of

potential relationships between the USACE forward element and the

ENCOM . Two such relationships are as follows:

(1) The USACE forward organization in theater may be placed

under the operational control (OPCON) of the ENCOM either when

the ENCOM is serving as the Army engineer or as the theater

engineer. The principle which supports this is that of unity of

command. In an engineer intensive theater, facilities

acquisition (including leasing and construction execution) should

be under the control of one commander for optimization of

resources.

(2) The ENCOM may deploy a forward team to establish an

engineer planning capability and early engineer C2 in support of

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a small JTF engineer force. The USACE forward element may be

requested to provide administrative support for that forward

deployed ENCOM team.

b. Engineer Brigade (Theater g) . The Theater Army (TA)

engineer brigade consists of a headquarters and headquarters

company (HHC) and assigned subordinate units including group

HQ’s, battalions, companies and smaller units. With augmentation

from the ENCOM and/or USACE, the engineer brigade can deploy and

serve as the theater’s senior engineer headquarters.

c. Engineer Group. The engineer group has an organic HHC

and can provide C2 for as many as seven engineer battalions, plus

a number of separate units. The group is the principal

subordinate unit of the brigade. The construction group has a

large construction management section with a planning and design

capability. Note that the tactical corps have engineer brigades

and groups also which have less capability for construction

planning and design.

d. USACE District. The district and its forward element in

the theater are capable of supporting a number of engineer

facilities acquisition (leasing and construction) missions,

engineering technical support in theater and provision of

logistics services augmentation through the LOGCAP contract. The

district conducts split base operations with a combination of

physical presence in the theater and support from the district

headquarters.

(1) USACE districts are not structured to provide command

and control for troop units.

(2) USACE can provide augmentation teams to troop units and

engineer unit headquarters.

(3) USACE can provide administrative support to early

deploying engineer cells (such as those from an ENCOM).

5-5. Theater Facilities Acquisition Policies. The fundamental

business of USACE is the acquisition of facilities whether by

lease or construction, including repair or modification of

existing facilities. Every commander in theater takes a rapid

interest in engineer support when their unit operational

readiness rates decline due to a lack of adequate facilities. It

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is incumbent upon all engineers and real estate personnel to take

whatever legal, innovative means are available to provide

adequate facilities to as many customers as possible in the

shortest amount of time. The challenge to the engineer community

in theater is to balance funding, engineer logistics and

construction capabilities to achieve maximum results.

a. The CINC sets the theater construction policies to

include construction standards and priorities. In addition, the

CINC may balance resources among his/her component commanders to

assure that necessary assets are appropriately allocated to

support his/her concept of operations.

b. In general (excluding relocatable facilities and host

nation support), contingency facility requirements will be

satisfied, in priority, by:

(1) Use of existing facilities. This includes U.S.

Government owned or operated, host nation provided or lease of

commercially available facilities.

(2) Modification or repair of existing facilities. This

applies only to the extent that repair or modification is more

effective than new construction. Effectiveness is evaluated on

the basis of cost, timing for beneficial occupancy and mission

support capability.

(3) New construction. There are two doctrinal standards

for construction in the theater of operations. The Initial

Standard for construction applies to facilities which may be used

for up to six months. The Temporary Standard for construction

applies to facilities which may be used for up to two years.

Depending on the circumstances, it may be operationally effective

to build a temporary standard structure during the initial phase

of the operation or to continue with initial standard structures

for a portion or all of the facility needs throughout the entire

time frame.

(4) The term expedient construction is also used. This

refers to very minimal efforts such as clearing and grubbing for

the erection of tents. Very little engineer effort is required.

5-6. _ Engineer Operations Support. Future contingency

operations will usually consist of some mix of troop units and

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USACE capability (where USACE is the CCA) . USACE should be a

planning partner and play a role in operational engineer support.

With LOGCAP capability, USACE can support deployed engineer units

with additional equipment, transportation, and regional

construction Class IV acquisition and management augmentation.

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USACE

6-1. Power Projection.

CHAPTER 6

TO CONTINGENCY MISSION

Crisis response is a primary component

of the National Military Strategy and therefore, a primary focus

of USACE military readiness. It is USACE’S mission to leverage

the construction industry and its technology base to support the

Army in peacetime, lead the industry in support of crisis

response operations and leverage locally available assets in

theater. Very few of our forces are forward deployed. The Army

of today is a power projection Army. It is an Army which is

strategically flexible. In support of that flexibility, USACE

must be ready to rapidly deploy and initiate support operations

anywhere in the world, under any circumstances and with virtually

no notice.

6-2. USACE Response. A fundamental tenet of USACE response is

that contingency support to combatant commands is a USACE command

responsibility. USACE must be prepared to respond strategically

as a command and operationally through its individual divisions

and districts. This requires preparation for support to MACOM in

the U.S. in their deployment roles and to TO commands in the

reception, employment and sustainment of forces. The TO mission

for the Corps is probably the most demanding and risky. The

Corps played a vital role in the success of Operation DESERT

STOEUVI(ODS). The initial Corps deployment provided the first and

the largest construction and leasing capability in theater. The

Corps conducted a rapid response and employed local assets

(contractors and host nation facilities) to meet the rapidly

growing facilities demands of deploying forces. In the future,

the Army envisions a much faster deployment and employment of

forces. The fact that Saudi Arabia was unmatched in its relative

abundance of available facilities and contractors~ indicates how

critical future Corps contingency support planning and training

will be to provide critical facilities.

6-3. USACE Theater Missions. Current Army doctrine discusses a

myriad of missions in support of the spectrum of CINC operations

from 00TW to war. USACE supports the CINC through the following:

a. Provision of planning, acquisition and management for

contract construction.

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b. Acquisition of local facilities through leasing.

c. Provision of topographic engineer support.

d. Provision of technical engineering and environmental

support to solve theater problems.

e. Provision of augmentation capability for logistics

services through LOGCAP.

f. Provision of software support and maintenance of the

TCMS .

6-4. USACE Readiness. That USACE exists and has written

guidance does not mean that it is ready. Readiness is a function

of leadership, organization, organizational culture, plans,

training, equipment and experience. All USACE organizations with

OCONUS missions must be able to achieve the following at any

time, with little or no warning.

a. Command. Throughout the USACE chain of comand,

commanders must continue to execute their peacetime missions and

leverage the personnel and expertise available within the whole

command to respond to military contingency missions. The USACE

commander must be able to adapt his/her organizational structure

and USACE personnel in support of CINC operations.

b. Organization. Philosophically, USACE divisions and

districts with TO support missions are already established and

organized in much the same manner as they would be to support

contingency operations. The district headquarters is the

support base for all project support operations. Field offices

are established and functionally staffed for specific mission

requirements in a limited geographic area and supported by the

district Headquarters. Split-basing is routine for the Corps

overseas.

(1) All planning, major design and atiinistrative support

for field operations are accomplished at the district

Headquarters. USACE mission requirements are assessed and

additional resources which the district cannot fulfill internally

are passed on to higher headquarters. The district is the focal

point for control of all USACE resources supporting the theater

of operations, regardless of who the customer is in theater.

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(2) If the district Headquarters is not within the area of

operations, a forward comander will be designated by the

district commander. The forward commander will tailor his/her

organization and resources to meet the mission requirements.

The forward commander is accountable for all USACE personnel in

theater. This includes personnel sent into theater for a

specific purpose of short duration (e.g., a technical team from

a laboratory to assess and solve a unique problem) . A large

operation may require a forward office with many of the

characteristics of a district. The forward office and its

personnel must be self-sustaining, unless other support from the

supported command has been arranged. All transportation,

equipment, supplies, and care of personnel must be brought in or

acquired, locally.

(3) Field offices are established to support an enduring

workload and consist primarily of functional area specialists.

Field offices may be associated with the headquarters of a major

subordinate command or a major logistics or operations base.

(4) Teams and liaison. The multiplicity of customers and

interests in theater drive a significant liaison and support

requirement. Coordination with engineer troop commanders, Army

component staff and CINC or JTF staff are essential for USACE

mission accomplishment. In addition, it is possible that a USACE

support cell may be required by an engineer troop commander

(e.g., engineer brigade) to either support his/her operations or

coordinate the optimal allocation of engineer tasks between troop

and contract capabilities.

c. Organizational Culture. This may be among the most

critical determinants of organizational readiness. The

organization must have an operational focus as well as its daily

program and project management focus. All personnel, including

key managers, technical staff, and support staff; must buy into

the importance of the contingency mission, the effort it takes to

be prepared, and the effort required to support a contingency

mission.

d. Plans. The planning process never stops. For success,

all planning agencies and their staffs must participate in the

effort.

(1) The USACE supporting district must be a participant in

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the Army component command planning process and may also

participate in the combatant commander planning process. The

district provides input to Army component planners in terms of

initial personnel deployment and funding requirements based on

the concept of operations. The Army component may require the

development of a USACE Support Plan.

(2) Internally, the USACE district must develop its own

concept of operations based on the input of all supporting

functional staff. Plans must be thorough to assure that the

deployed organization can begin support operations almost

immediately and interface smoothly with its supporting

headquarters.

e. Training. USACE succeeds due to its aggressive

leadership and highly skilled and experienced work force. USACE

is a world leader in many contracting and engineering technical

areas. Contingency operations require that USACE focus its

leadership and work force to solve crisis response operational

problems. Time is at a premium. The command must have personnel

trained as individuals, ready to maximize the application of

their expertise to theater problems, and organizations ready to

shift workloads and priorities to meet the immediate needs of

national defense.

(1) Individuals must be functionally trained to operate in

an austere environment and apply their skills with a minimal

support structure. Independence, resourcefulness and an

understanding of military culture and comand are required for

success. Personnel must be trained to apply their functional

skills to a less bureaucratically constrained environment. For

example, national building codes do not apply to theater

construction, but engineers must know the Army’s minimum safety

and health standards as reflected in the Army Facilities

Components System (AFCS).

(2) As an organization, the district must plan and train to

function in an austere environment and a split-based mode. It

must be able to support operations in locations remote from the

Headquarters, balance mission support for deployed personnel in

theater, other district missions, and provide support to the

families of deployed personnel.

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f. Equipment. USACE must be prepared to support deployed

operations using its own or, additional commercially available,

equipment. Transportation, communications and automated data

processing (ADP) equipment are critical to USACE mission support.

(1) Transportation acquired locally or brought in must be

supportable locally and meet operational mobility needs given the

condition of the local infrastructure.

(2) Communications must be redundant, whether communicating

with higher headquarters or within theater. Communications in

theater must be compatible with that of U.S. forces in theater.

(3) ADP which supports district internal needs may not

satisfy theater needs requirements. Exchanging information with

customers, engineer units and other coordinating agencies may

require additional software and data bases. The district’s

Theater Construction Management System (TCMS) software is the

same software that is used by Army engineer troop units and other

commands in theater with facilities related missions.

9. Experience. Experience is gained through actual

operations and exercises. Experience is perishable. A robust

exercise program is vital to organization and individual

readiness. The exercise program must be designed to test plans,

practice internal operations, train personnel, educate customers,

coordinate with other commands and surface issues to higher

headquarters.

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CHAPTER 7

OVERSEAS DISASTER RESPONSE AND RECOVERY OPERATIONS

On 4 March 1991, the advance party of the USACE Kuwait Emergency

Recovery Office (KERO) entered Kuwait to begin recovery

operations. The tasks ahead included restoration of the national

electric power generation and distribution system, the water

system, the highway network, sewerage system, two seaports, the

international airport, and over 150 public schools. In the

following 300 days, KERO (with a staff averaging 140 American and

60 Kuwaiti professionals) designed and placed $300 million in

repair work with American and foreign construction firms and in

the process helped a nation get back on its feet.

7-1. General. This chapter addresses those operations in which

the U.S. Government (USG) provides a significant amount of

assistance in foreign disaster response and recovery. Except in

former trust territories of the U.S., the USG usually limits its

aid to some relief materiel and technical expertise. USG

disaster assistance is a multi-agency effort led by the State

Department which makes a determination as to whether emergency

disaster relief should be provided. The in-country Office of

Foreign Disaster Assistance (OFDA) representative or country team

disaster designee assists the ambassador in determining the

emergency disaster relief required and making requests for USG

assistance. In execution, disaster response and recovery

operations are developed and executed in concert with the U.S.

Ambassador and in partnership with the host nation. Disaster

response and recovery operations are subject to cultural,

financial and political factors which can create priorities which

differ from those found in similar situations in the U.S. For

many governments, managing recovery from a catastrophic disaster

whether caused by a technological, natural, or military event is

beyond their capability, especially if the government was also

adversely impacted by the event. While this chapter addresses

disaster overseas response in the context of those rare

operations in which the USG provides a significant amount of

assistance in nation restoration~ the principles apply to less

resource intensive assistance, as well.

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7-2. Authorization and Funding. As a rule, DOD would respond

under the legal authorities of other agencies in providing

infrastructure reconstruction assistance in response to overseas

disasters.

Section 607A of the Foreign Assistance Act of 1961

(Publ~~ Law 87-195, as amended) would be used to provide

restoration of civil infrastructure. This provision of law

permits any USG agency to provide commodities and services to

friendly countries and non–government and private volunteer

organizations (NGOS and PVOS) on an advance-of-fundsl or

reimbursable basis.

b. Arms Export Control Act (AECA) of 1976 (Public Law 90-

629, as amended). Restoration of military facilities may be

accomplished under the Foreign Military Sales (FMS) provisions of

this authority.

c. DOD Directive 5100.46, “Responsibilities for Foreign

Disaster Relief”. Normally, DOD components may participate in

foreign disaster relief operations only after a determination is

made by the State. This directive allows the military commander

at the scene of a disaster to undertake disaster relief

operations without prior approval of the Ambassador/Chief of

Mission when the emergency is so acute that immediate action is

required to save life and property. Under this authority, USACE

can provide emergency response in support of CINC operations.

d. Under the Army Technical Assistance Program (authorized

by Title 33 USC 2314(a)), USACE can provide technical assistance

to U.S. private firms bidding or executing overseas projects,

including disaster response and recovery work.

e. The Economy in Government Act (Title 31 USC 1535) allows

USG agencies to support each other provided that the supported

agency has the funds and authority to do the work requested. It

is under this authority that USACE often provides technical

assistance to the U.S. Agency for International Development

(USAID) and Office of Foreign Disaster Assistance (OFDA) (e.g.,

Ecuador mudslide and Mount Pinatubo flooding/remediation) .

f. DOD receives an annual appropriation under Title 10 USC

401, Humanitarian and Civic Assistance (H/CA) to promote U.S. and

host nation security interests. It is intended that the

7-2
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participating U.S. military personnel will exercise their

operational and readiness skills while improving the condition of

the host nation. The Joint Staff administers the program and the

Secretary of State must approve the application of H/CA in any

given country. Conceivably, H/CA could be used in support of a

recovery project. This provision of law would have limited

application to USACE (e.g., prime power battalion soldiers or

some technical assistance in support of Army engineer units

executing an H/CA project) .

7-3. Mission. Provide assistance to the national government in

managing the restoration of essential civil and military

infrastructure.

7-4. Imperatives. There are five basic imperatives which shape

USG and DOD overseas operations in the conduct of response and

recovery activities.

a. The USG is there to assist the national government.

This is critical from two perspectives. The first is that the

U.S. always honors national sovereignty. The second is that it

facilitates the host government’s ability to reestablish control

and organizational structure. There is an implied caveat that

USG activities should not be disruptive to the social or cultural

fabric of the people. In some cultures, cost and value are more

important than time.

b. Get in quickly and get out quickly. Generally, U.S.

troop units will arrive first. The objective of DOD is to

replace troop units as soon as possible with contractor support.

In turn, USACE will use contractors for essential restoration

activities until the host nation government can reestablish its

own recovery capabilities.

c. Maximize the use of local assets without hyperinflating

the economy. That is, do not compete with local government or

business for the use of limited resources. The USG contractors

should employ only those local resources which would otherwise be

idle or otherwise engaged in low priority activities.

d. Do not adversely impact local initiatives. One or more

local contractors may be capable of executing work. However, if

the host nation or a local government has some capability for

recovery, it will be easiest for that government to start first

7-3
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with and maximize the use of its own contractors. The host

nation government may need some assistance in the logistics

associated with reestablishing local capabilities.

e. USG assistance should be used for the highest and best

purposes which afford the maximum positive image and the least

risk, political or otherwise, to our government and our

personnel. Projects which do not fill this criteria should be

recommended for construction by private contractors working

directly for the host government. Close cooperation with the

U.S. ambassador and his/her staff will serve to provide the

political sensitivity necessary to properly screen projects.”1

7-5. Concept of Operations. Disaster operations have two major

phases,response and recovery. Response activities address the

immediate or short–term effects of a disaster and includes

immediate operations to save life/property and meet basic human

needs. Recovery operations are those activities necessary to

reestablish full governmental services and commerce. The second

phase, recovery, requires an assessment of damages and

restoration of basic infrastructure for the reestablishment of

government and commerce. The national government will determine

which needs it can meet and those for which it requires

assistance. At most, the USG will conduct response operations in

support of requirements which are beyond the capability of the

national government. In overseas operations, the USG provides

support through its military capabilities, technical assistance,

and contracting for and management of contractors. The keys to

effective response operations are organization, training, andl

most critically, experience.

a. Timeliness and quantity of response by U.S. forces are

limited by proximity to the disaster. Usually, assistance

consists of critical items needed to provide temporary shelter

and food. USACE may provide structural specialists trained in

urban search and rescue operations or technical experts who

advise government officials on appropriate follow-on actions to

mitigate against further damage.

lBG Ralph V. Locurcio, “Nation Assistance in Kuwait, ”

Engineer, p 9, April 1992.

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b. USACE is rarely called upon to provide anything more

than technical expertise in response to OFDA or occasional CINC

requests. Conceptually, USACE approaches overseas recovery

operations with the same precepts and procedures as used in

executing its Federal Response Plan missions within the U.S. In

foreign response and recovery operations, the Corps organizes

itself to facilitate communications with the host government and

provide immediate field support. As operations phase from

response to recovery, USACE transitions to a structure that is

more familiar to Corps employees who are drawn from districts and

divisions throughout the Corps. However, there are differences

due to requirements for fewer in country personnel and electronic

connectivity (split-basing) with the parent headquarters. USACE

districts are structured to support state and local governments,

and do so on a daily basis. With modification, that structure

also facilitates overseas response and recovery operations.

(1) The initial deployment mission is to assess damage.

Damage assessment” groups (DAG) and teams (DAT) are organized to

support the requirements of specific government ministries. The

teams are assigned technical experts who are trained in response

operations. The DAGs work with each ministry’s staff on its

infrastructure assessment and coordinate the priorities of the

DAT S . The DATs work with ministry technical personnel to produce

damage survey reports (DSR). The DSR describes the extent of

damages for a given facility, a statement of the scope of work,

and a detailed cost estimate.

(2) As the DSRS are accepted by the host government, they

become the basis for developing a scope of work for repair or

reconstruction. If USACE support is requested for contracting

and/or construction management, then the deployed field

organization transitions to a project management organization

along the lines of a conventional Corps district.

7-6. Organization. The organization’s effectiveness is a

function of its structure and the commander’s ability to command

and control that structure. The distinguishing characteristic of

an overseas operation is the commander’s ability to redirect the

organization’s activities and change its structure to meet

operational needs. Flexibility and responsiveness of personnel

and organization are critical in the overseas contingency

7-5
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environment. The USACE(Fwd) is operations oriented. Teamwork is

critical. There can be no primacy of function (i.e.,

engineering, contracting, etc.) .

a. As with all contingency deployments, USACE plans on

being self-sustaining. Even with split-basing, a minimum support

structure is deployed to provide the necessary support for

operations. Experience has shown that having a minimum support

staff of personnel, logistics, information management, legal,

audit, and safety is necessary to successfully initiate and

sustain any significant contingency operation. This staff is

tailored to minimize the numerous distractions for the personnel

engaged in mission execution.

b. Response Organization. In the theater of operations,

the structure for damage assessment is driven by requirements to

coordinate with national/local government, coordinate operations,

and assure accountability, accurate data collection, and

reporting. The response organization is structured to function,

in many respects, as a district. The following model is scoped

for damage assessment and does not consider a troop support

requirement.

(1) The commander will be heavily engaged with the host

nation government, the U.S. Ambassador, and the senior commander

engaged in response operations. If contract support i’srequired

for support to U.S. forces or extended to displaced persons, the

USACE(Pwd) commander has an added dimension to his/her mission.

The commander is supported by deputies to carry out his/her

mission guidance and assure the coordination of USACE(Fwd)

activities. Legal and public affairs are directly under the

commander due to requirements to interface with counterparts on

the embassy staff and military command staff. In addition, the

legal counsel provides legal oversight for all the USACE(Fwd)

activities.

(2) Depending on the number of ministries supported, the

deputy for operations may have a large span of control. The

deputy for operations is required to oversee day-to-day

operations and operational coordination with ministeries. In

addition to the DAGs, he/she is supported by a plans and

operations cell to provide immediate command and control for the

DAGs and plan for the transition to recovery operations.

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RESPONSE ORGANIZATION

DEP FOR \

\ TECH SVCS ~

I

j PROGS &

- ,J

ENGINEERING

; PROJ MGT

... .. ... .. . .... ... .. . . -------

REAL I sAFm {

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----------------------

! CONTRACTING

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I

J

DAG ~

POWER ;

4

I

DEP FOR

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*

PERSONNEL JNFO MGT

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Figure7-1

(3) The deputy for technical services provides technical

engineering support for the DAGs. The project management and

contractin~ cells are designed to support those projects which

are likely to be initiated-relativel~ early-on in the operations.

Contracting is located within technical services to assure rapid

and coordinated transition from assessment through contract

execution. Engineering services provide not only additional and

specialized support and analysis; but serve as an interface,

through electronic connectivity, with’the district headquarters

and experts in the Corps’ laboratories. Real estate supports

the USACE(Pwd) requirements for operational activities and USG

beddown facilities, and any other requirements for the USG in

country. In response operations, the predominant real estate

focus is operational. Initially, the safety function is located

within technical services to provide direct input to U.S. and

contractor operations.

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(4) The deputy for support provides sustainment for the

organization’s operations and provides for the care of USACE(Fwd)

personnel. This staff is an action staff, not a policy staff.

Logistics support may be the largest element as it must provide

for transportation, housing, meals, laundry, etc. The personnel

specialist is there to handle and coordinate personnel issues

with the parent headquarters on behalf of the deployed staff.

Resource management addresses all funding and financial

management activities for both USACE operational costs and

contract funding. The audit capability must be in place to

prepare for the contracting missions early-on. Most early

contracting will be some form of letter or indefinite delivery

contract which requires more intensive oversight than fixed price

contracting. Information management establishes communications

links and assures support for automated systems.

c. Recovery Organization. In the recovery phase,

construction management becomes the dominant activity of the

organization. The organization must begin the reshaping process

soon after arrival in-country. The pressure to transition from

damage assessment activities to restoration will increase daily.

This organization may establish resident engineer offices to

manage contractor activities in the field. Depending on the

geographical dispersion, several offices may be required. This

organization operates in a more stabilized environment and

functions more like a traditional district emphasizing its

project and financial management responsibilities.

(1) Here too, the commander will be heavily engaged with

the host nation government, the U.S. ambassador, and the senior

military commander engaged in response operations. If contract

support is required for support to U.S. forces or extended to

displaced persons, the USACE(Fwd) commander has an added

dimension to his/her mission. The CINC will want to withdraw as

many support troops as possible and replace those troop units

with contractor capability, as soon as possible.

(2) Project execution is the focus of the recovery

organization. The deputy for execution has two major components:

7-8
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RECOVERY ORGANIZATION

=.

[

-.-.. --..-—---

+

.—---. —...-

PUBLIC AFFAIRS ; ! LEGAL -

::

-.-.. --..—. -. J :........—--- ....-.-!

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. . . . . . . . . . . . . . . . . ---------------- .--—-------- -.-- .-.--., f- —---~ ..-.. — . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Figure 7-2

(a) The field organizations or resident engineers are

situated to manage contract administration and project delivery

and assure that contractor construction projects are completed to

Corps’ ~ality standards. The resident engineer offices are

formed around the DAGs (but not necessarily a straight transition

for the DAGs). As with the DAGs, the resident engineer offices

are functionally organized to continue the close coordination

with host government ministries. The resident offices provide

construction management contract administration, project

modifications, and claims resolution functions. Note that while

construction may be austere~ the resident engineer assures that

construction is both serviceable and of good workmanship.

(b) The execution support team is located at the USACE(Fwd)

Headquarters to provide centralized support for the contract

award and administration process.

(1) The chief of contracting provides oversight of

contracting and contract management operations. The chief will

liaison with other supporting and supported contracting

activities to ensure coordination and control of acquisitions

7-9
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within the AOR. The chief will assure that appropriate small and

small disadvantaged business participation goals/targets will be

addressed in the contracting process.

(2) The Federal Acquisition Regulations (FARs) must be

followed even in contingencies. The audit process will be in

place to support the contracting process. Given the nature of

the contract forms used in these contingencies and the value of

the contracts, the Defense Contracting Audit Agency will also be

there.

(3) The deputy for technical services has transitioned from

a technical support role to a more traditional district project

management function with an operations and planning role. This

consolidates reporting requirements, planning for future work,

and management of any residual DSR work.

(a) The project management cell is designed to coordinate

the development of projects for each mission sector and manage

all the projects for that assigned sector from concept through

completion. This gives each ministry a single point of contact

for all information regarding their projects. Accurate and

detailed reporting of priorities, issues, and progress is one of

the most visible and significant outputs of this section.

(b) Engineering services provide both specialized support

and analysis and serve as an interface, through electronic

connectivity, with the district headquarters and experts in the

Corps’ laboratories. In general, engineering services cover

design, cost estimating, scheduling, specifications, technical

analysis, value engineering, and consultation to the field.

(c) Plans and operations. As stated previously, this

section is co-located with project management to facilitate

reporting and the development of organizational plans for future

operations and contingencies. In addition, even after major

recovery work has begun, DSR work is continuing. This section

will continue to manage the DSR teams. Another important role

performed by this section is the coordination with U.S. military

troop unit requirements and support. This section will have TCMS

and provide support for real property requirements and planning

for U.S. forces in country.

(4) Real estate is shown as a separate element in this

7-1o
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concept. The actual requirement for real estate support may

range from very limited to extensive depending on host nation

abilities to execute real estate activities, US troop presence,

and USACE requirements for operational and beddown facilities.

7-7. Contracting Strategy. In any contingency, time is of the

essence. The initial contracting objective is to get the

contractors working on the critical requirements as soon as

possible. The FARs allow for expedited contracting processes,

given urgent and compelling reasons. This includes the

capability to modify the scope of an existing contract and the

award of contracts without full and open competition.

a. Considerations in overseas contingency contracting.

(1) Conditions and requirements may be unknown. The

success of a fixed price contract is predicated on knowing all of

the conditions. Under most overseas contingency conditions, a

fixed price contract is impractical and would be very difficult

to both award and manage (due to the large number of

modifications) .

(2) Small and small disadvantaged business goals are also

applicable to contingency contracting. While not legally

required in overseas contingency operations, the USG will set

goals which are within reason, given the circumstances. These

goals may be met in a number of ways through subcontracts and

modifications to contracts.

b. For the above reasons, cost-plus contracts are awarded

to support contingencies. Letter contracts or LOGCAP (see

Appendix E) may be used for support to overseas contingencies.

The advantage of cost-plus contracts is the time savings and

under the circumstances, they are the most equitable. Quality

controls and assurances are a component of the contract

execution, just as with fixed price contracting. However, costplus contracts require more government personnel for contract

management and cost auditing. Auditors, Defense Contract

Auditing Agency (DCAA), are required to assure that the USG pays

only for the allowable costs.

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c. Job order contracting is another tool which may be

considered. This is an indefinite delivery contract,

competitively bid, and based on fixed unit prices. The actual

prices are determined in the field and specified in delivery

orders. The delivery orders may be generated from the DSRS. The

out of scope work associated with the fixed price items is then

negotiated as a modification. This type of contract requires

significant government preparation and requires general knowledge

of scope, costs, and availability of materials, labor, etc. For

these reasons, it is not used very often in contingency

situation.

d. Over time, the drivers (unknown requirements/uncertain

environment) for cost–plus contracting will diminish. Time will

not be as critical, conditions will become known, and

requirements should become easier to definitize. Thus cost–plus

contracts will give way to fixed price contracts. This should

also provide for increased competition and lower costs.

FOR THE COMMANDER:

13 Appendices

(See Table of Contents)

ROBERT H. GRIFFIN

Colonel, Corps of Engineers

Chief of Staff

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APPENDIX A

REFERENCES

Section I

Required Publications

DOD Dir 4070.5 Military Construction Responsibilities

AR 10-5

AR 415-15

AR 415-16

AR 500-5

AR 700-137

ER 500-1-2

Department of the Army Organization and

Functions

Military Construction, Army (MCA) Program

Development

Army Facilities Components System (AFCS)

Army Mobilization and Operations Planning and

Execution System (AMOPES)

Logistics Civil Augmentation Program (LOGCAP)

CEMOPES Theater of Operations

Section II

Related Law and Directives

Title 10, United States Code, Sections 2801 through 2805, 2807

and 2808.

National Security Act of 1947, as amended.

Foreign Assistance Act of 1961 (Public Law 87-195, as amended)

Arms Export Control Act of 1976 (Public Law 90-629, as amended)

Goldwater-Nichols DOD Reorganization Act of 1986

DOD Dir 4270.32 Secretary of Defense Military Construction

Contingency Authorities

A-1
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DOD Dir 5100.1 Functions of the Department of Defense and Its

Major Components

DOD Dir 5100.46 Responsibilities for Foreign Disaster Relief

DOD Dir 6050.7 Environmental Effects Abroad of Major

Department of Defense Actions

DOD Dir 6050.16 DOD Policy for Establishing Environmental

Standards at Overseas Installations

Armed Forces Staff College, Joint Staff Officers Guide 1993

OASA(FM) message, subject: “Operation RESTORE HOPE (#2) Cost

Estimates, “ 241808Z December 1992.

A-2
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APPENDIX B

UNIFIED CO~S

1. Purpose. This appendix contains figures B-1 thru B-7

depicting the areas of responsibility (AOR) for the combatant

commands and their component and subordinate commands.

2. Scope. The AORS of the U.S. Atlantic Command (USACOM),

Central Command (CENTCOM), European Command (EUCOM), Pacific

Command (PACOM) and Southern Command (SOUTHCOM) .

B-1
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Commanders’ Area of Responsibility> (U)

FigureB-1

B-2
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Combatant Commands

FigureB-2

B-3
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COMMAND RELATIONSHIPS:

U.S. SOUTHERN COMMAND

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-COMMAND RELATIONSHIPS:

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nCOMMAND RELATIONSHIPS:

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-COMMAND REWTIONSHIPS:

U.S. PACIFIC

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-COMMAND RELATIONSHIPS:

U.S. EUROPEAN COMMAND

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FigureB-7

B-8
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APPENDIX C

USACE OCONUS CONTINGENCY AREAS OF

RESPONSIBILITIES

MSCS and DISTRICTS

1. NORTH ATLANTIC DIVISION

New York District

Baltimore District

2. PACIFIC OCEAN DIVISION

Far East District

Japan District

3. SOUTH ATLANTIC DIVISION

Mobile District

4. TRANSATLANTIC PROGRAMS CENTER

Transatlantic Programs Center

(Europe)

AREA of RESPONSIBILITY

Greenland, Goose Bay AFB

Provides design and technical

assistance for U.S. MILCON in

Israel.

For assigned countries within

PACOM AOR.

Korea

Japan

For SOUTHCOM AOR and general

support to the Army Component

of Atlantic Command(FORSCOM)

for OCONUS planning and

operations support when USACE

support is requested.

For assigned countries in

SOUTHCOM AOR

Within CENTCOM and EUCOM AORS

For assigned countries within

EUCOM AOR.

NOTE : Planning and execution in unassigned countries will be per

CINC request.

c-1
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CIVIL

1. The single most

APPENDIX D

ENGINEERING SUPPORT PLAN (CESP)

important process to engineers in the joint

arena is the development of the CESP. Joint engineer planning in

support of the unified combatant command is considered a function

of logistics. CESP development is supported by a software model

(known as the CESP Generator (CESPG)) which is run on the

Worldwide Military Command and Control System (WWMCCS) . It

provides macro-level estimates for facility requirements and

shortfalls and the associated engineer workload in support of

objectives as stated in the CINC’S OPLAN. In coordination with

JOPES development the JS has developed the Joint Engineer

Planning and Execution System (JEPES), which is a personal

computer based system to replace the Civil Engineering Support

Plan Generator (CESPG).

2. The CESP is a jointly produced document found in Appendix 5

of Annex D (Logistics) of the OPLAN. It is theater-wide oriented

and addresses engineer requirements generated by relatively

stationary forces. The CESP describes the engineer effort

required to support the CINC’S intent, to include facility and

Class IV requirements, critical engineer tasks necessary for

OPLAN execution and an assessment of the engineer capability

contained in the OPLAN.

3. The CINC engineer staff promulgates the unified commander’s

construction policy for a given plan. Using that guidance, each

Service component determines its facilities requirements based on

the units listed in the time-phased force deployment data

(TPFDD), the DOD facility assets available in theater, the

wartime host nation support (WHNS) facility assets available

(sometimes asswed), any host nation construction capability and

the U.S. engineer forces available (either in-country or on the

TPFDD) for construction missions.

4. The purpose of the CESPG/JEPES is to provide the engineer

planner with an automated capability to assess various engineer

COAS in support of CESP development. The input to the model

consists of the TPFDD unit data for each of the units requiring

facilities, construction priorities for each type of facility,

war damage repair estimates, data for deploying theater

construction units and their capabilities, facilities components

D-1
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data (Army Facilities Components System (AFCS) for the Army’s

standard engineer data) and data on existing facilities (DOD or

WHNS) available for use. These data are analyzed for each base

complex (made up of one or more geographic locations; called

GEOLOC in CESP terminology) in theater. The CESPG/JEPES uses an

algorithmic model to process the input, identify the

facilities shortfall and, based on engineer construction

capability in theater, identify critical engineer shortfalls.

5. The CESP is not just the output from the CESPG/JEPES. The

engineer planners analyze the output data and determine the

follow-up measures necessary to balance the assets and resources

in theater against shortfalls. Some options include deferring

some construction, moving units to different bases in theater,

scheduling engineer units to arrive earlier, identifying a

requirement for more WHNS, and planning to use more contract

construction. All but the first and last require intensive

coordination with transportation, operations and logistics

planners since they require changes to deployment schedules and

perhaps the OPLAN. Ultimately, the CESP becomes the theater

commander’s statement on the OPN’S requirement for facilities

and how that requirement will be met.

6. The CESPG/JEPES are macro-level tools which place the Service

engineer planners on a roughly common basis. The model is

designed to provide data for an engineer plan assessment on a

theater-wide basis; not on a unit or installation basis. From an

Army perspective, the planning factors are based on head counts

and limited data on facilities requirements and options. The

Services have their own systems for contingency planning and

execution which conform to their respective doctrines~ engineer

capabilities, facilities requirements and logistics support

systems. The Army’s system for that planning is the Theater

Construction Management System (TCMS), which integrates AFCS and

other Army data bases with commercial software to support Army

unit facilities requirements, engineer execution planning, bills

of materials (BOM) development, facilities design and project

construction management.

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APPENDIX E

JOINT ENGINEER DOCTRINE

1. Joint Engineer Doctrine. The joint organization staff and

functions provided in Figures E-1 and E-2 are provided as

notional and do not necessarily reflect actual CINC or Joint

Staff organizations. In peacetime, the joint engineer staff is

small and usually located within the J-4. This tends to color

engineer issues at the joint level as logistics support versus

the Army view that a substantial and vital portion of the

facilities that engineers provide is operational support not

logistics support.

2. CINC Authorities. The CINC and combatant commanders are

accountable to the NCA for the execution of their assigned

missions. To that end, they are given certain comand and

control authorities over the forces assigned for the execution of

those missions. Normally, the CINC exercises his/her authority

through his/her component comanders.

a. Combatant Command. This authority includes organizing

and employing commands and forces, assigning tasks, designating

objectives, and giving authoritative direction over all aspects

of military operations, joint training, and logistics necessary

to accomplish the missions assigned to the command.

b. Directive Authority for Logistics. This authority

supports the combatant commander’s responsibility to effectively

execute operational plans, maintain effectiveness and economy of

operation, and prevent duplication of facilities and resources.

The military departments are still responsible for logistics and

administrative support of forces assigned or attached to the

combatant commands. This authority allows the CINC to set

construction policy, general priorities, balance resources as

necessary and assure that logistics supports the concept of

operations.

3. Joint Responsibilities. The CINC’S joint engineer staff sets

theater-level policies and priorities for construction, assesses

civil engineer requirements against capabilities in the context

of the CINC’S concept of operations and prepares civil engineer

support plans. Component commanders generate priorities and

E-1
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requirements for facilities and construction projects to support

both operational and logistics requirements. In general, CINC

and component commanders have the same priorities; however,

translation of those priorities into actual projects are not

always the same among services -- nor do they have to be. The

component engineer comanders execute construction missions in

accordance with CINC overall guidance and component priorities.

The CINC staff may set the relative priorities among the

component commanders.

4. Standards of Construction. There are two standards of

construction in joint doctrine:

a. Initial standard facilities are austere, require minimal

engineer effort and are intended to provide support to operations

for up to six months. Tents and aggregate-surfaced roads fall

into this category.

b. Temporary standard facilities are more durable than

initial standard facilities increase the efficiency and

effectiveness of the users and are intended to provide support to

operations for up to two years. Wood frame structures fall into

this category.

c. A third, unofficial term, “expedient construction, “ can

be described as quick and dirty. Clearing and grubbing or a

temporary repair may fall into this definition.

d. By its nature, some forms of construction transcend

these standards of construction, such as some commercial building

systems which are quickly erectable but also have longer lives

than envisioned for the theater of operations. The key is

minimization of engineer effort and logistics requirements.

5. Environmentt. DOD Directive 6050.7, 31 March 1979,

“Environmental Effects Abroad of Major Department of Defense

Actions” and DOD Directive 6050.16, 20 September 1991, “DOD

Policy for Establishing Environmental Standards at Overseas

Installations” guide contingency environmental policy for CINC in

executing missions OCONUS.

a. In general, all civil engineering operations will be

conducted in compliance with host nation or U.S. standards on

OCONUS installations operated by the U.S.

E-2
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b. In contingency operations, attention will be given to

environmental considerations. Even in war, action should be

taken to temporarily store hazardous materials for subsequent

removal or treatment, to protect the local environment from long

term damage, and to assure that we do no environmental harm to

the local populace.

6. Command and Control. The Services have responsibility for

logistics and administrative support to their Service forces

assigned or attached to joint commands.

a. Many functions are performed by one Service for all

Services. This may be accomplished one of two ways.

(1) Comon Servicing. One Service supports other Services

without charge. The Army is responsible for distribution of bulk

fuels, food, and other common materiel to land forces.

(2) Cross-Servicing. One Service supports other Services

and may charge. This is the service that USACE, as a DOD CCA,

provides in real estate and contract construction services.

b. The CINC have the authority to task Services to provide

support. In addition, the CINC may establish joint staff

organizations to oversee critical areas of functional support.

These organizations are usually staffed from the component

commands. They are formed to assure consistency among the

component commanders, resolve inter-Service issues and balance

resources, if necessary. CINC establish boards as a last resort

because they create another layer of bureaucracy and require

additional time for the resolution of issues.

(1) The Theater or Regional Contingency Engineering

Management (TCEM and RCEM, respectively) concept, when

implemented, is used as an augmentation to the CINC’S or joint

subordinate organization’s engineer staff. The TCEM/RCEM

function is to continuously analyze the CINC’S concept of

operations and assure that the theater-level engineering effort

supports that concept. Included in this responsibility is

participation in CINC planning, assessing the adequacy of

engineer forces in theater, and promulgating CINC guidance

concerning construction policies.

E-3
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(2) A Joint Civil-Military Engineering Board (JCMEB) may be

activated by the CINC to establish policies, procedures,

priorities, and overall direction for construction and

engineering requirements in theater. Normally, this board would

only be necessary in a very large theater with multiple RCEMS and

a large theater-level engineer mission.

(3) A Joint Facilities Utilization Board (JFUB) manages

allocation of existing facilities (host nation or U.S. owned/

operated) to meet facility requirements within the theater.

c. Joint Task Force (JTF) Operations. A JTF is composed of

units or elements of two or more component commands organized to

execute a specific mission. A JTF tends to be relatively small

and functions for a limited period of time. JTFs are the common

form of CINC response to significant contingencies.

(1) Most Service doctrine and command and control concepts

support large force operations and their support requirements.

Most of the Army’s combat service (CS) and combat service support

(CSS) force structure is in the reserve components. Since

activation of reserve components for contingency operations is

infrequent and active duty CS/CSS forces are inadequate, JTFs

usually consist of active maneuver units augmentated by

contractor(s) (i.e., LOGCAP) .

(2) The JTF Engineer may have both a coordinating staff

responsibility and an execution responsibility. This is possibly

due to the small number of engineer tasks to execute and small

number of engineers available for execution. Due to the small

engineer staff at the CINC level, the JTF engineer and staff may

be selected from components and CONUS commands. Thus, the JTF

staff may have to organize itself while also planning, deploying

and executing the operation.

(a) The JTF Engineer and staff may have the following JTF

staff duties:

● Conduct engineer planning in coordination with the JTF

Staff.

. Monitor the conduct of engineer operations.

. Provide staff oversight of topographic engineering

activities.

E-4
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● Monitor the status of Class IV and critical engineer

equipment.

● Promulgate

(b) The JTF

CINC Environmental policy.

Engineer may be supported by a separate staff

and have the following execution responsibilities:

●

●

●

Exercise OPCON of all engineer construction units

assigned.

Coordinate all mission and tasking assignments to units.

Exercise OPCON of the supporting USACE forward USACE(Fwd)

element.

(c) The structure described above requires that supporting

organizations and their people must be flexible and versatile.

USACE personnel deployed in support of a JTF: must understand the

military system; should be able to simultaneously address

multiple issues; must be able to readily communicate with higher

headquarters; must respond quickly to requirements; should

provide sound advice to commanders who are not familiar with

leasing regulations and contractor capabilities; and should be

capable of living in an austere environment. The USACE(Fwd)

commander has the following responsibilities:

● Command all USACE personnel in theater, less Prime Power

assets assigned to the JTF.

● Organize and equip USACE(Fwd) to execute the following

missions:

● 0

● 0

● 0

● 0

● 0

● 0

● 0

● 0

● 0

In-house/contract design

Contract construction

Real estate acquisition

Cost Estimation

Master planning

Project management

Support of unique engineer missions (e.g. water

detection, security engineering, etc)

Technical engineering support

Finance and accounting support for MILCON

E-5
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● Establish field/area offices as required to support

engineer units and customers.

● Establish Forward Headquarters to provide:

● Minimum administrative support, policy guidance and

technical support to field/area offices.

● Liaison personnel to customer Headquarters and the JTF.

This may also include augmentation to the JTF Engineer Staff.

● When LOGCAP is activated, be ready to act as the

Administrative Contracting Officer (ACO) for LOGCAP

contract construction and logistics services and be ready

to work with the Defense Contract Management Command,

International (DCMC-1) when they assume the ACO role.

E-6
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A JOINT STAFF ORGANIZATION

Commander

Deputy Commander

Chief of Staff

Deputy C of S

PRINCIPAL

STAFF Secretary, Joint Staff

OFFICER I

I

b B i i

J-1 J-2 J-3 J-4

Parsonnel Intelligence Operations Logistics

Directorate Directorate Directorate Directorate

b

J-5 J-6

GENERAL Plans & Policy Command, Control,

Directorate Communications,

& Computer

JOIN;:TAFF Systems Directorate

FigureE-1

E-7
EP 500-1-2

30’mt 95

9

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lnlNT. . . . CTAFF -mnm m Uiwcenvmwe nlviclnNc

DIRECTORATE

OR DIVISION RESPONSIBILITIES

MANPOWER AND . Manage manpower

PERSONNEL ● Formulate personnel policies

0-1} ● Supervise administration of personnel, including civilians and prisoners of

war

● Ensure availability of sound intelligence on area and enemy locations.

INTELUGENCE activities, and capabilities

0-2) . Direct intelligence efforts on proper enemy items of interest

● Ensure adequate intelligence coverage and response

● Disclose enemy capabilities and intentions

OPERATIONS . Mist in direction and control of operations

0-3) . Plan, ctirdinate, and integrate operations

● Formulate logistics plans

LoG/sncs o Coordinate and supervise supply, maintenance, repair, evacuation,

(J -4) transportation, construction, and related logistic matters

● Ensure effective logistic support for all forces in the command

● WIst commander in long-range or future planning

PLANS AND ~UCY . Prepare campaign and operation plans

0-5) . Prepare estimates of the situation

J-5 functions may be included in operations directorate

COMMAND CONTRO

h

. AssIstcommander with responsibilities for communications-electronics and

COMMUNldTIONS, A D

automated data systems

COMPUTERS . Prepare communications and data systems plans to support operational and

strategic concepts

COMMU;:~770NS- . Furnish communications to exercise command in mission execution

ELECTRONICS AND J-6 functions may be included in operations directorate or in the

AUTOMATED SYSTEMS [J-6] special staff

● Give technical, administrative, and tactical advice

SPECIA~ STAFF . Prepare parts of plans, estimates, and orders

● Coordinate and supervise staff activities

Speaal staff maybe included as branches of directorates

● Responsible directly to the commander

PERSONAL STAFF . Special matters over which the commander chooses to exercise close

personal control

● Usually Includes the political adviser and public affairs

Fi~re E-2

E-8
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APPENDIX F

LOGISTICS CIVIL AUGMENTATION PROGRAM (LOGCAP)

1. GENERAL . LOGCAP is a Department of the Army program that

provides responsive, worldwide, contract capability to augment

U.S. Forces with facility and logistics support services during

contingencies or crisis.

2. CONCEPT. The fundamental concepts guiding the development

and maturation of LOGCAP are:

a. Plan during peacetime for the effective use of contractors

in wartime/crisis.

b. Use existing, global/regional corporate resources as

logistics multipliers.

c. Provide an alternative capability to meet US force

facility/logistics shortfalls.

d. Provide quick reaction to war/crisis requirements.

e. Reduce the logistics dependence on strategic lift.

3. PROPONENCY. LOGCAP is promulgated by AR 700-137, Logistics

Civil Augmentation Program (LOGCAP). The stated objective of

LOGCAP is to pre-plan for the use of civilian contractors to

perform selected facility construction and logistic services

support during contingencies to augment US Forces. DA DCSLOG is

the Army Staff proponent for LOGCAP.

4. PROGRAM MANAGEMENT. The U.S. Army Corps of Engineers (USACE)

has developed and awarded a LOGCAP contract for contingency

construction and logistics services, worldwide. USACE leverages

its existing global presence and construction contracting

expertise to administer the LOGCAP contract.

a. As an Army program, LOGCAP is coordinated with HQDA and

Joint Staff, individual Unified Commands, Army component

commands, and respective supporting USACE MSCS. The USACE

Divisions/Districts involved in planning and executing LOGCAP are

those with OCONUS responsibilities (see Appendix B) . These USACE

Divisions/Districts work with supported MACOM

F-1
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war/contingency planners to identify facility and logistics

requirements which may be supported by LOGCAP.

b. The LOGCAP contract is a cost-reimbursement type

contract. The LOGCAP contract supports three major types of

activities:

(1) Facilities operation, maintenance, repair, and

construction services.

(2) All other non-facility logistics support services (eg.

transportation, food, maintenance) .

(3) Contractor planning expertise to assist MACOM planners

concerning the use of regional/local contract resources.

5. GENERIC LOGCAP CAPABILITIES. The generic LOGCAP planning

scenario focuses on facility and logistic support services

required to support the reception, staging and onward movement

of a 20,000-person force. The planning requirement for the

contractor is to be prepared to support a 1,300-person force

beginning 15 days after notification and support a 20,000-person

force 30 days after notification. Support includes billeting,

mess halls, food preparation, potable water, sanitation, showers,

laundry, transportation, and utilities and is to continue for 180

days with options to increase the size of the supported force to

50,000 persons and to extend support for an additional 180 days.

NOTE: LOGCAP support capabilities are tailored to an actual

contingency based upon the requirements identified in a supported

MACOM’S scope of work.

6. ADDITIONAL LOGCAP SUPPORT CAPABILITIES. In addition to the

variety of facilities and logistics support services required to

support the generic planning scenario, LOGCAP capabilities have

matured and have expanded to include the following:

a. Support to arriving forces.

b. Force sustainment.

c. Support to departing forces.

d. Construction support.

F-2
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e. General logistics support services.

f. Au~entation to Engineer units.

~. Facility Engineer support.

7. SUPPORTED MACOM RESPONSIBILITIES. In order to capitalize on

LOGCAP’s capability as a facility and logistics multiplier,

supported MACOM must execute the following responsibilities

(supporting USACE offices will assist in planning and mission

identification) :

a. Review OPLANS and identify potential LOGCAP requirements.

b. Develop and provide a LOGCAP scope of work.

c. Participate in LOGCAP plan development.

d. Develop a staff organization to: receive, approve, and

prioritize MACOM LOGCAP work requirements; and a desired

procedure to interact with the LOGCAP Administrative Contracting

Officer.

e. Include LOGCAP participation in CPXS.

f. Participate in LOGCAP award fee review boards.

9. Fund LOGCAP execution during actual contingency.

h. Provide security for the LOGCAP contractor during actual

contingency.

8. LOGCAP OPERATIONAL STRENGTHS. LOGCAP has been integrated as

an Army asset. LOGCAP’s operational strengths include:

a. Quick and responsive support.

b. Support is flexible and easily tailored.

c. Well suited for early entry, sustainment, and

redeployment requirements.

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d. Contractor can provide own inter-theater lift.

e. Provides rapid contracting capability for operations not

covered by a contingency plan.

f. Capitalizes on existing global/regional corporate

resources.

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APPENDIX G

CONTINGENCY REAL ESTATE

1. Theater Real Estate Policy. The Department of State

establishes real estate policies for the theater of operations.

The policy of the U.S. Government is to acquire real estate for

U.S. forces using contracting instruments acceptable to both the

host nation and the U.S. Government. Only in combat and within a

hostile nation can real estate be taken without compensation.

2. Responsibilities. The theater Army commander establishes

policies for the acquisition, maintenance and disposal of real

estate in theater. USACE is the Army’s real estate agent for

acquisition and disposal of real property and may provide real

estate services for all services. The Theater Army Area Command

(TAACOM) and its Area Support Groups (ASG) are responsible for

maintaining real estate in theater.

3. Preparation. Real estate planning must be initiated as

contingency plans are developed to ensure that adequate

facilities are provided to support the reception, staging, onward

movement, and integration (RSO&I) of U.S. troops. Facilities

requirements must be identified in terms of space, utilities,

structural characteristics, anticipated duration of use and

proximity to supporting and supported facilities.

4. Contingency Real Estate Support Te~ (CREST). Real estate

personnel must be part of the initial deploying personnel to

effect leases for RSO&I support. The CREST was established to

provide that initial contingency support capability. CREST

personnel are volunteers with the requisite knowledge and skills

to successfully accomplish real estate assessment, acquisition

and disposal missions within an austere environment. CREST

member preparation includes participation in exercises, training

for the theater environment and advance processing for

deployment. CREST personnel deploy to theater as part of the

initial USACE forward organization. CREST members also help

train the Army Engineer Detachments (Real Estate) (AERE) in

selected real estate processes and mission support. The AERE

teams may provide general support to the TAACOM in fulfilling its

responsibilities to maintain real estate under its control.

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5. USACE CREST Operations in Theater. CREST provides the real

estate component of the USACE forward commander’s staff. This

real estate staff has the following duties:

a. Assess, acquire and dispose of real estate used within

the theater of operations. This includes turning over leased

facilities to using commands (usually the TAACOM) for

maintenance and administration. As part of the disposal process

the real estate personnel handle claims for damages.

b. The USACE commander may provide real estate personnel to

augment the Army component commander’s engineer staff and/or

theater commander’s engineer staff to develop theater real estate

policies and guidance.

c. The real estate staff ensures that all real estate

activities are conducted in conformance with status of forces

agreements, theater policies and the laws of land warfare. This

includes directing processes for seizure, requisition, or lease

of real property in liberated or occupied countries.

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APPENDIX H

CONTINGENCY SUBSURFACE WATER DETECTION

1, Requirement. Adequate water supply is a fundamental

requirement for any military operation. Water is critical to

both the care and health of soldiers and maintenance of equipment

for continued generation of combat power. Both potable and nonpotable water are required to initiate and sustain combat

operations. My significant military operation requires the

acquisition of water from within the area of operations. Often

surface water is not sufficient to support military operations,

either because there is not enough of it or it is needed to

support the local economy. Subsurface water is a valuable source

of water for military operations. Military well drilling

operations (whether by troop units or contractor) can tap into

that vital source of water for US operations.

2. Water Detection Response Team (WDRT). Locating subsurface

water in adequate quantities and within drilling capability is a

highly developed and specialized science. The US Army

Topographic Engineering Center’s Terrain Analysis Center (TAC)

and US Army Engineer Waterways Experiment Station (WES) have

combined their expertise to form the WDRT. The WDRT is an oncall rapid response team ready to assist military terrain and

well–drilling teams locate adequate subsurface water supplies.

The team consists of US Government scientists and engineers who

keep abreast of the latest developments in remote sensing, data

acquisition, ground water resource data, geophysical techniques,

equipment, field procedures, and drilling and well–completion

innovations.

a. The WDRT consists of four elements: Data Base, Remote

Sensing, Geophysics, and Supporting Specialists. TAC is

responsible for team management.

(1) Data Base. TAC maintains a worldwide data base of

available water supply and hydrologic data. These data are

derived from the Army Central Terrain Intelligence File and the

DOD Water Resources Data Base, as well as other data bases on

water supply. When specific missions/requests

areas whose data are uncertain or inconclusive,

research additional literature and data unique

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(2) Remote Sensing. If data bases and other supplemental

information are inadequate, aerial or satellite imagery will be

studied and analyzed for indications of ground water.

(3) Geophysics. Should local site investigation be

necessary, the geophysicists from WES conduct electrical

resistivity, seismic refraction, or other on site tests to define

the subsurface over a local area in terms of geologic structure.

(4) Supporting Specialists. Supporting Specialists conduct

field reconnaissance and contact host nation ground water experts

to evaluate existing or abandoned water wells, conduct

hydrogeologic reconnaissance of specific areas, and assist with

interpreting well cuttings and down-hole electric logging.

b. Mission. Successful development of subsurface water is

a combination of science, engineering, and art. Subsurface water

quality, quantity, and location (depth) vary even within local

areas depending on the strata level(s) in which it is found. It

can range from highly saline to high mineral content to pure.

The objective is to identify the high-potential areas for the

best quality of water within the drilling capability available

(troop or contract) to meet water production requirements.

c. Concept of Operations. The WDRT does not necessarily

have to deploy to provide technical support for military

operations. If activated, the WDRT’S first effort at identifying

high-potential areas will be the examination of existing data

bases, textural information, and in-house experience. If highpotential water sources cannot be identified from source data and

imagery, teams from the geophysics and/or Supporting Specialists

elements can be deployed for on-site investigations. This

process should take place prior to arrival of the well drillers.

3. In the theater of operations, the WDRT operates as a

component of the USACE commander in theater. As with any USACE

capability, activation of the WDRT is not automatic; it must be

requested through the supporting USACE commander in theater. The

USACE cortunanderprovides/arranges for the WDRT logistics and

administrative support necessary for mission accomplishment.

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APPENDIX I

THEATER CONSTRUCTION MANAGEMENT SYSTEM

1. The Theater Construction Management System (TCMS) is an

integrated software system for engineer planning, design,

construction management, material acquisition planning, and

project reporting within the theater of operations.

2. TCMS integrates the Army Facilities Components System (AFCS)

as a database for facility drawings, plans, and materials with

other army software and commercial software. Prior to TCMS, AFCS

was distributed in Training Manuals: TMs 5-301; 5–302; and 5-303.

3. TCMS is intended for use by military planners, engineers,

logisticians, and constructors. The integrated software will

support the USACE Divisions/Districts, MACOM Engineers, and

Engineer Commands and subordinate units in the planning,

managing, and engineer construction missions.

4. TCMS automates the requirements for the engineer construction

mission through commercial software integrated by government

produced software. Planners can analyze beddown and mission

facility requirements by organization TO&Es, and the engineer

labor and material required to provide the facilities being

considered. Design drawing requirements for engineering plans in

TCMS are accomplished by using a library of CADD drawings of

various facilities and installations. In the planning or

management module, the drawings can be viewed and marked up. The

plans can also be modified by using CADD, which is linked by

menus in TCMS. Bills of Material (BOM) are related to the

drawings using a data base of class IV material, maintained by

national stock number (NSN). Construction project management and

reporting in TCMS are handled by using commercial, Critical Path

Method (CPM) scheduling software. TCMS also supports word

processing software for documents and reports. Various printers

and plotters are supported by the software for hard copy of the

drawings, schedules or reports. Communications software is also

included to allow data to be sent via modem to remote computers.

These programs run on a MS–DOS environment personal computer. A

high speed 486 microprocessor with at least 300 MB of hard disk

memory is the preferred personal computer, but TCMS will run on

a 386 machine.

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5. TCMS data bases, software improvements and enhanced features

are maintained and distributed by the AFCS Branch, U.S. Army

Engineering and Support Center, Huntsville.

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APPENDIX J

WARTIME MILCON FUNDING

1. The purpose of this appendix is to outline the basics of

military construction (MILCON) funding as they may apply to

contingency construction. Funding for operations support

(logistics, engineering, payroll, transportation, etc.) is a

Service responsibility. It is the responsibility of the Service

component commands (the supporting Army MACOM) of the combatant

commanders to provide funding for the Army’s mission.

2. The following subparagraphs are keyed to Title 10, United

States Code, Sections 2801-2808. These sections apply to all

construction in support of U.S. forces. They do not apply to

construction in support of others (e.g.; refugee camps, drug

interdiction camps for the Drug Enforcement Agency, and

facilities for coalition forces).

a. Section 2801 defines MILCON. It is an all inclusive

definition; i.e., there are no exceptions for wartime.

(1) MILCON “...includes any construction, development,

conversion, or extension of any kind carried out with respect to

a military installation.”

(2) A MILCON project “...includes all military construction

work, or any contribution authorized by this chapter, necessary

to produce a complete and usable facility ... or improvement as

is specifically authorized by law.”

(3) Facility “... means a building, structure, or other

improvement to real property.”

(4) Military installation “... means a base, camp, post,

station, yard, center, or other activity under the jurisdiction

of the Secretary of a military department or, in the case of an

activity in a foreign country, under the operational control of

the Secretary of Defense.”

b. Section 2802 defines the included phases/components of a

MILCON project from surveying through construction.

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c. Section 2803, “Emergency Construction” provides the

Service Secretaries with the authority to reprogram unobligated

MILCON appropriations to projects urgently required for “national

security. “

(1) The fiscal year limit is $30 million.

(2) The Service secretary must submit a written report to

the committees on his/her decision to invoke this authority.

(a) For each project, the report must include the project

justification, cost estimate, and a statement on the source of

funds. The source of funds must be from a previously authorized

and funded MILCON project(s) .

(b) From the day the Service secretary submits the report

to the committees (four committees, two each in the House and

Senate), the committees have 21 calendar days to disapprove the

project(s) .

d. Section 2804, “Contingency Construction” is similar to

Section 2803. However, this section applies only to

appropriations specifically provided under this section of law.

Since no funds have been appropriated under this provision of law

in recent years, it has not been applicable to military

operations to date.

e. Section 2805, “Unspecified Minor Construction” provides

for several programs which have limited authority and relatively

small appropriations. Fundamental to this section is the $1.5M

limitation to project costs. The projects which meet the

criteria of this provision are submitted by the Service MACOM

prior to the beginning of the fiscal year. There are always more

requirements than funds available. As a result, the total amount

appropriated is committed to projects at the beginning of the

fiscal year.

(1) The Service secretary must approve projects costing

more than $750,000 and notify the committees in much the same way

that is required in Section 2803.

(2) Exercise Related Construction (ERC) is covered here.

The aggregate amount appropriated for ERC is also limited.

The Joint Staff administers the program. Again, any project

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costing more than $750,000 must be “approved in advance by the

Secretary concerned.”

(3) Subparagraph (c)(1) provides for the use of Operations

and Maintenance (O&M) funds to execute MILCON projects. The

current limit is $300,000. There are two key elements here.

First, OMA funded projects do not get visibility in Congress or

the Pentagon. Second, OMA funded projects are still MILCON. See

paragraph 4, below for additional discussion on the use of OMA

for contingency projects.

f. Section 2806 applies only to contributions for NATO

infrastructure.

9. Section 2807 authorizes the expenditure of MILCON funds

for the use of A&E firms and construction design not otherwise

authorized by law.

h. Section 2808, “Construction authority in the event of a

declaration of war or national emergency” is crucial to any major

contingency. It allows the SECDEF and the Service Secretaries to

reprogram their unobligated MILCON funds for construction

projects, not otherwise authorized by law, to support the U.S.

armed forces. The MILCON funds may be applied to requirements in

support of any CINC.

(1) Congress must be notified, but there is no waiting

period. The SECDEF must notify the committees of the decision

and estimated costs, including real estate costs.

(2) Since the SECDEF has to report on the contingency

projects, it is very likely that the Service secretaries will

require DD Forms 1391 as the reporting format. The standard

eleven paragraphs should be completed, but not in detail. This

includes a brief general description of the requirement, standard

of construction, and estimated costs. The justification should

include a brief statement on the urgency and importance to the

mission. Generally, technical details are not required; the goal

is to provide enough data to satisfy the questions of the Service

secretaries and to provide a report to Congress.

(3) As soon as an operation seems imminent, the CINC will

make clear to the SECDEF his/her anticipated need of

construction. Section 2808 must be specifically included in the

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construction. Section 2808 must be specifically included in the

executive order that initiates the declaration of war or national

emergency; it is not automatic. As part of an emergency order,

it must be approved by the Secretaries of State, Justice, and

Treasury; the Director of Central Intelligence, and the Office of

Management and Budget prior to submission for the President’s

signature. This takes time, therefore, the CINC will not wait

for an actual project(s) to be identified prior to requesting

that this provision be invoked.

3. A Deputy Assistant Secretary of the Army for Army Budget

(SA~-BUC-E) message, DTG 2418082 December 1992, subject:

“Operation RESTORE HOPE (#2) Cost Estimates” revised Army policy

with regard to the use of OMA funds in support of contingencies.

It states: “Operations and maintenance funds are the appropriate

funding source to be utilized for acquisition of materials and/or

cost of erection of structures which are clearly of a temporary

operational nature and intended to be used for only a temporary

period by operational forces as required to facilitate operations

in connection with the Somalia relief effort and which will not

be used to sustain permanent or contingency operations at the

conclusion of the relief effort. MILCON criteria apply to all

other situations, including construction for which the United

States would have a follow-on or contingency use after the

termination of the military operations necessitating the

construction .“ While this guidance was provided in support of a

specific event, it applies to all subsequent operations in

support of Army forces.

a. Therefore, the following conditions must be met to use

OMA funding for projects whose costs would otherwise exceed the

OMA funding limitations for construction as specified in Section

2805, above.

(1) The construction must be clearly of a temporary nature;

not just used temporarily. Some types of commercial building

systems which have a relatively long economic life would still be

subject to the provisions of Title 10 Section 2805(c) (1) even

though the intent is for temporary use.

(2) The project(s) intent must be for use only during the

temporary period by operational forces. This means that the

project(s) will not be used to sustain operations beyond the end

of the contingency for which it was constructed. Care must be

taken with regard to any declaration that a given contingency has

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been concluded and that a sustained operation is in effect. Once

a continuing (not necessarily permanent) presence is established,

the provisions of Title 10 USC, Section 2805(c) (1) apply (per

paragraph 2e(4) above) .

(3) The project is not on a U.S. owned or operated

installation nor an installation with a continuing U.S. presence.

b. All the provisions of MILCON apply with regard to

modification of or improvements to existing host nation

facilities for use by U.S. forces. An example of a modification

requiring appropriated funds (e.g., Military Construction, Army

(MCA)) would be the installation of air conditioning, associated

up-graded wiring, and insulation to a leased warehouse structure

which exceeds the limits for OMA funding per Title 10, USC

2805(c) (l). In this example, the intent may be for temporary use

but, as with improvements to any leased structure, the

improvement(s) remain with the structure after use and are

therefore subject to the provisions of Title 10 USC, Section

2805(c) (1).

4. In theater, the USACE commander may have customers from other

Services. The issue of the use of their appropriations (military

construction or operations and maintenance) is the same as for

the Army. However, their guidance may vary from that of the Army

which is reflected above. If the differences can not be quickly

and successfully resolved in theater, the USACE commander must

quickly advise the USACE chain of command. As a DOD Contract

Construction Agent, USACE must take great care to execute its

missions within the law.

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APPENDIX K

COMBINED COMMAND CONCEPTS

POSSIBLE ENGINEER C2 IN SUPPORT OF COMBINED OPE~TIONS

COMBINED COMMAND CDR

COMBINED STAFF

MSCS I

I

] THEATER I

[ ENGR CDR

(US ONLY )

!

I

I

JOINT EN

C2 STAFF

I COMBINED

I

II TACTICALI

I LOGCMD I I

1

I

I I I

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

:,:::::......

.::(. :i::, ::i :::

ARMY EN GP

AF RH SQDN

I

CCA I

I I

I

I

1

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NOTES :

1, This is only a model. The intent is to generate a context

for command and control planning.

2. Combined staff. Both the United Nations and North Atlantic

Treaty Organization (NATO) have separate staff elements and

organizations for all contracting. Both organizations tend to

apportion contracts to participating countries in proportion to

their participation (funding and troops) in the operation. The

combined staff develops policies, develops command plans and

prioritizes theater requirements for support. As with any of the

deputy chief of staffs, the Deputy Chief of Staff for Engineering

(DCSENG) may be of any nationality.

3. In this model, the U.S. is providing all of the construction

capability. This may not be unusual in that very few nations

have any deployable construction units in their military.

Therefore, in this model, the theater engineer commander is a

U.S. senior engineer commander, with a U.S. joint staff to

support his/her execution mission.

a. The theater engineer commander may be dual-hatted as the

combined engineer or his/her deputy. The combined engineer,

however, cannot be dual-hatted and assume engineer command.

Regardless, the combined command engineer staff should be a

separate staff from the engineer C2 staff.

b. The joint staff coordinates requirements with the

combined staff and plans execution taskings to the engineer

commanders. The CCA has one or more personnel assigned to the

joint staff to support planning and coordination.

4. The CCA establishes field offices and coordinates LOGCAP ACO

requirements and construction management for general construction

related support to the theater engineer commander.

5. General logistics support to the combined forces is usually a

combination of multi-national logistics units and contractors.

If the LOGCAP contract is activated for support to the combined

forces, then a combined logistics comand (if established) would

probably coordinate priorities, requirements and funding and

provide the LOGCAP ACO prioritized scopes of work for LOGCAP

support. If LOGCAP were used for U.S. forces only, then a joint

logistics command may be established to support U.S.

requirements.

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APPENDIX L

GLOSSARY

ABBREVIATIONS

ACSIM

ACO

ADP

AFcs

AMc

AMOPES

AOR

ARSTAF

AsA(cw)

BOM

CCA

CEMOPES

CESP

CESPG

CINC

CJCS

CMT

COA

COMMZ

CONUS

CPA

CPM

CREST

Cs

Css

DA

DCSENG

DOD

DPG

ASSISTANT CHIEF OF STAFF FOR INSTALLATION

MANAGEMENT

ADMINISTRATIVE CONTRACTING OFFICER

AUTOMATED DATA PROCESSING

ARMY FACILITIES COMPONENTS SYSTEM

ARMY MATERIEL COMMAND

ARMY MOBILIZATION AND OPERATIONS PLANNING AND

EXECUTION SYSTEM

AREA OF RESPONSIBILITY

ARMY STAFF

ASSISTANT SECRETARY OF THE ARMY

ASSISTANT SECRETARY OF THE ARMY CIVIL WORKS

BILLS OF MATERIALS

CONTRACT CONSTRUCTION AGENT

CORPS OF ENGINEERS MOBILIZATION PLANNING AND

EXECUTION SYSTEM

CIVIL ENGINEERING SUPPORT PLAN

CIVIL ENGINEERING SUPPORT Pm GENERATOR

COUDER IN CHIEFS

CHAIRMAN OF THE JOINT CHIEF OF STAFF

CRISIS MANAGEMENT TEAM

COURSE OF ACTION

COMMUNICATIONS ZONE

CONTINENTAL UNITED STATES

CHAI-’S PROGRAM ASSESSMENT

CRITICAL PATH METHOD

CONTINGENCY REAL ESTATE SUPPORT TEAM

COMBAT SERVICE

COMBAT SERVICE SUPPORT

DEPARTMENT OF THE ARMY

DEPUTY CHIEF OF STAFF FOR ENGINEERING

DEPARTMENT OF DEFENSE

DEFENSE PLANNING GUIDANCE

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DPRB

ENCOM

ERA

EUSA

FAR

FEMA

~RSCOM

GEOLOC

HHC

HQ

HQ(FWD)

HQDA

IL&E

JCS

JDs

JEPES

JOPES

JOPS

JS

JSCP

JSPS

JSR

JTF

LOGCAP

MACOM

MILCON

Msc

NATO

NAVFACENGCOM

NCA

NMSD

NSC

NSN

OCE

OCE-P

OCONUS

ODS

mm

OPCON

OPLAN

OSD

DEFENSE PLANNING AND RESOURCES BOARD

ENGINEER COMMAND

EXERCISE RELATED CONSTRUCTION

EIGHTH U.S. ARMY

FEDERAL ACQUISITION REGULATION

FEDERAL EMERGENCY MANAGEMENT AGENCY

FIELD OPERATING ACTIVITY

FORCES COMMAND

GEOGRAPHIC LOCATIONS

HEADQUARTERS AND HEADQUARTERS COMPANY

HEADQUARTERS

FORWARD ELEMENT Headquarters

HEADQUARTERS, DEPARTMENT OF THE ARMY

INSTALLATIONS, LOGISTICS, AND ENVIRONMENT

JOINT CHIEF OF STAFF

JOINT DEPLOYMENT SYSTEM

JOINT ENGINEER PLANNING AND EXECUTION SYSTEM

JOINT OPERATION PLANNING AND EXECUTION SYSTEM

JOINT OPERATION PLANNING SYSTEM

JOINT STAFF

JOINT STRATEGIC CAPABILITIES PLAN

JOINT STRATEGIC PLANNING SYSTEM

JOINT STRATEGY REVIEW

JOINT TASK FORCE

LOGISTICS CIVIL AUGMENTATION PROGRAM

MAJOR COMMAND

MILITARY CONSTRUCTION

MAJOR SUBORDINATE COMMAND

NORTH ATLANTIC TREATY ORGANIZATION

NAVAL FACILITIES ENGINEERING COMMAND

NATIONAL COMMAND AUTHORITIES

NATIONAL MILITARY STRATEGY DOCUMENT

NATIONAL SECURITY COUNCIL

NATIONAL STOCK NUMBER

OFFICE OF THE CHIEF OF ENGINEERS

OFFICE OF THE CHIEF OF ENGINEERS - PENTAGON

OUTSIDE THE CONTINENTAL UNITED STATES

OPERATION DESERT STOW

OPERATIONS OTHER THAN WAR

OPERATION CONTROL

OPERATION PLAN

OFFICE OF THE SECRETARY OF DEFENSE

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OSD

PDMs

POMS

SECDEF

TA

TAACOM

TCEM

TCMS

TM

TO

TPFDD

TRADOC

USACE

USACOM

USARCENT

USAREUR

USARPAC

USARSO

USTRANSCOM

WHNs

WwMccs

OFFICE OF THE SECRETARY OF DEFENSE

PROGRAM DECISION MEMORANDUMS

PROGRAM OBJECTIVE MEMOHDUMS

SECRETARY OF DEFENSE

THEATER ARMY

THEATER =Y AREA COMMAND

THEATER CONTINGENCY ENGINEERING MANAGEMENT

THEATER CONSTRUCTION WAGEMENT SYSTEM

TRAINING MANUALS

THEATER OF OPERATIONS

TIME-PHASE FORCE DEPLOYMENT DATA

TRAINING AND DOCTRINE COMMAND

U.S. ARMY CORPS OF ENGINEERS

U.S. ATLANTIC COMMAND

U.S. ARMY CENTRAL

U.S. ARMY EUROPE

U.S. ARMY PACIFIC

U.S. ARMY SOUTH

U.S. TRANSPORTATION CO-D

WARTIME HOST NATION SUPPORT

WORLDWIDE MILITARY COMMAND AND CONTROL SYSTEM

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APPENDIX M

TEW

Army Facilities Components System (AFCS) AFCS is the Army’s

military engineering construction support system for theater of

operations construction planning and execution. It provides

standard designs, bills of materials and construction resource

estimating data. The principal operational tool offered by AFCS

is the Theater Construction Management System (TCMS).

~ Mobilization and Operations Planning and Execution System

(AMOPES) AMOPES is the Army’s single integrated mobilization and

deployment planning system and is the Army’s implementor of the

JSCP . It provides administrative and operational guidance to

Army agencies, commands and component commanders of unified

commands for the employment and support of Army ‘forces.

Civil Engineering Support Plan (CESP) The CESP is the civil

engineer component of the Logistics Wnex of a combatant

commander’s OPLAN. It identifies the minimum essential

facilities and construction requirements that are necessary to

support the combatant commander’s concept of operations.

Combatant Commander The combatant commander is the commander of

a unified command.

Combined Command A command consisting of the forces of two or

more allies.

Commander in Chief (CINC) The term CINC refers to the combatant

commander who is the commander of a unified command.

Communications Zone (COMMZ) The COMMZ is the rear part of the TO

(behind but contiguous to the combat zone) which contains the

lines of communications, establishments for supply and

evacuation, and other agencies required for the immediate support

and maintenance of the field forces.

Contract Construction Agent (CCA) CCA refers to the DOD

construction agents designated in DOD Directive 4270.5 which are

assigned the design or construction execution responsibilities

associated with military construction program facilities.

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Crisis Management Team (CMT) The CMT provides the commander with

the operations staff for monitoring, coordinating and directing

(i.e., implementing decisions of the commander) activities of the

command during contingencies. The CMT is that staff of the

commander which shifts the command from management of authorized

projects to the execution of crisis response missions.

Field Operating Activity (~) FOAS are functional organizations

which provide specific technical support to USACE MSCS and

customers. The USACE FOAS are the centers (e.g., U.S. Army

Center for Public Works) and the laboratories.

Forward Element Headquarters (Headquarters) The

Headquarters(Fwd) refers to the USACE command and control

organization operating in theater to support a contingency. The

“forward element” may be a division or district headquarters or a

deployed team from one of those organizations.

Joint Operations Planning and Execution System (JOPES) JOPES is

a continuously evolving system developed through the integrated

enhancement of the Joint Operations Planning System (JOPS) and

the Joint Deployment System (JDS). It provides the foundation

for conventional command and control by national- and theaterlevel commanders and their staffs. JOPES includes operational

planning policies, procedures and reporting structures supported

by communications and automated data processing systems and is

used to monitor, plan and execute mobilization, deployment,

employment sustainment and redeployment activities associated

with joint operations.

Joint Strategic Capabilities Plan (JSCP) The JSCP is a biennial

document which furnishes guidance to the combatant commanders on

the development of contingency plans and assignment of major

combat forces and strategic lift for planning purposes. In

addition, it provides guidance to the Services on developing and

maintaining strategic capabilities. In turn, the JSCP becomes

the framework for giving capabilities-based military advice to

the NCA.

Joint Task Force (JTF) A force composed of two or more assigned

or attached elements of the Services which is constituted and so

designated by the Secretary of Defense or a unified commander or

an existing JTF commander.

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Logistics Civil Augmentation Program (LOGCAP ) LOGCAP is a

Department of the Army program (DA DCSLOG is the proponent) that

provides responsive worldwide, contractor capability to augment

U.S. forces with theater operational facilities and logistics

services support during contingency operations. The only current

LOGCAP contract is the USACE LOGCAP contract which is supporting

all of the Army’s field commands and their respective combatant

commands.

Major Command (MACOM) MACOM are the Department of the Army’s

major subordinate units for the command and control, equipping,

training and maintaining of Army forces. There are two types of

MACOM -- support and field commands. Support commands (e.g.,

USACE) provide support for all Army commands. Field commands are

Army components of the unified commands and are assigned units,

installations, activities and subordinate commands by

HeadquartersDA.

Major Subordinate Comnd (MSC) MSCS are the principal field

organizations of Army MACOM which are responsible for the

execution of MACOM missions within assigned geographical areas of

responsibility. In USACE, MSCS are the divisions whose

cortunandersare responsible to the Commander, USACE for the

execution of the USACE mission.

Military Construction (MILCON) MILCON includes any construction,

development, conversion, or extension of any kind carried out

with respect to a military installation. This applies to

installations either owned or operated by the U.S. Government.

National Comnd Authorities (NCA) The President and the

Secretary of Defense or their duly deputized alternates or

successors.

Operation Plan (OP~) A plan for a single or series of

connected joint operations to be carried out simultaneously or in

succession. An OPW is prepared by the combatant commander in

response to requirements established by the Chairman of the Joint

Chiefs of Staff. An OPLAN identifies the time-phased forces and

supplies required to execute the CINC’S strategic concept. The

OP~ includes all phases of the operation. An OPLAN in

abbreviated format is a concept plan (CONPLAN) . A CONPLAN does

not include troop lists, detailed planning requirements, or time

phasing of forces.

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Operational Control (OPCON) That transferable authority which

may be exercised between commanders at any echelon at or below

the level of combatant command. OPCON provides the gaining

commander the authority to organize and employ commands and

forces and includes assigning tasks, designating objectives and

giving authoritative direction necessary to accomplish the

mission. It should be exercised through the subordinate

commanders (e.g., CINC exercise OPCON through their component

commanders) .

Operations Other Than War (OOTW) Military activities during

peacetime and conflict that do not necessarily involve armed

conflict between two organized forces.

Power Projection The ability of a nation to apply all or some of

the instruments of national power--diplomatic, economic ,

informational, or military--to respond to cris’is, to contribute

to deterrence, and to enhance regional stability.

Reconstitution At the strategic level, reconstitution is defined

as those functions and activities required to restore the Army’s

capability to respond to any mission across the full range of

possible operations. At the operational and tactical levels,

reconstitution consists of actions that commanders plan and

implement to restore units to a desired level of combat

effectiveness commensurate with mission requirements and

available resources.

Split-Basing Split-basing is the technique of physically

dividing engineer support between those functions and support

which must be performed on-site or in-country and those which,

through the use of communications systems, allows other functions

to be accomplished from CONUS or elsewhere in proximity to the

TO.

Subordinate Commands Subordinate commands or districts are the

principal operating organizations of the MSCS for the execution

and maintenance of civil works and military projects, as

authorized, in support of DOD missions.

Support Plan An operation plan prepared by a subordinate or

supporting commander to satisfy the requirements or requests of

the supported commander’s plan.

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Theater Construction Management System (TCMS) TCMS is the Army

engineer integrated software system for engineer planning,

design, construction management, material acquisition planning

and project reporting within the theater of operations. AFCS

provides the underlying data bases for the TCMS functional

software.

Theater of Operations (TO) That portion of an area of conflict

necessary for military operations, either offensive or defensive,

pursuant to an assigned mission, and for the administration

incident to such military operations. For the purposes of this

regulation, the TO is that geographical area necessary for

conducting military operations outside of the United States and

its territories.

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