Engineers & Airland Battle Doctrine
ENGINEERS & AIRLAND BATTLE DOCTRINE
3ENGINEER CHALLENGE: EUROPEAN RANGE MODERNIZATION PLATOON INSPECTION INTUITION and LEADERSHIP
d.
by MAS Lee A. Peters
llltary leaders will increase simple enemy movements or to literature and research on intuition. M'their' effectiveness and effic- discover a new enemy location. the subject is often misunderstood. iency as they increase their use of Eric Bern, in his book Ba!/o?td Army leadership publications do not intuition. Gu,rre.s ntrrl Scripts. defines intuition mention intuition. Management liter- Intuition is the ability or power to as subconscious knowledpe without ature, however, does recognize it as gain direct knowledge or co~nition words. based on suhconscioup obser- means of classifying managers. Ralph withnot rational thought, inference. vations without words. Under the Stondill's Hl~~idbookof l,~ader.~h?/j or deductive reasoning. The great right circumstances, he says. it is mentions it only as a means of sizing Swiss ps,vcholog.ist Carl Jung called more reliable and accurate than up other people and of determining it a sixth sense-a way of gaining conscious knowledge baed on con- their place in society. information or of making ohserva- scious observation. The military must accomplish the tions-in addition to the five senses In the book. Bern includes, as an follo\~ingto fill the informational of smell, touch. taste. sight, and example, a psychiatric examination void and to improve leadership: hearing. once used for people entering the Acknowledge that intuition exists. Intuition, which isalready used hy military. Psychiatrists asked the Identify the process of internaliza- military personnel, is often called entrants two simplo questions: "Arc in8 knowledge. "gut feel" or "hunch." Although you nervous? and "Have you ever Research the use of this inter- military leaders have a vague under- seen a psychiatrist? Using intuitive nalized knowledge in the intui- standing of what is going on in their reactions to the answers. they deter- tivc process. minds, they are often fearful of using mined whether a person was psycho- Help leaders to recognize that intuition hecause it is not empirical logically fit for the armed forces. they use intuition. and they are unaware of its relia- The psychiatrists were 90 percent Develop methodology to detcrm- bility. accurate. ine the reliability and accuracy Other leaders use it without realiz- Intuition is the receiver. the an- of intuitions. ing what it is or what it does. Platoon tenna, for inductive reasoning. In- Military leaders can perform more leaders who "knouS" their soldiers ductive reasoning uses the proof of a effectively if they understand this use intuition to predict their troops' specific case or of a few facts to sixth sense. They should know what collective and individual responses reach a general conclusion, whereas intuitive talent thev possess. how to situations, to diagnose problems in deductive reasoning uses a series of often they use it, and how reliable and the platoon. and to direct actions facts or empirical data to prove a accurate it is. Using intuition will that motivate the platoon to accom- general situation. help leaders to better identify priori- plish its ~riissiuns. ties for decision making. The accepting An aircraft pilot flyingnap-of-the- intuition as a leadership tool will earth lets intuition (the sensor for nductive reasoning is the logic of increase the effectiveness and effic- the subconscious) "feel" tlie aircraft Ithe subconscious. The five senses iencyof the military. and its responses while giving the are the antennae of the conscious and conscious mind the task of watching deductive reasoning its logic. MAJ LC!, A. f't.tr,rs. I!SAR. hr,nrts the terrain. The pilot may let When experience is emphasized Co~zsiri.~ctior!Sr~li~~cil'iS(,rr:iees. I?!(... intuition direct the responses to the by the military, it gives intuition- in 111dinnn)rolis. He hns tnostr>.rs' terrain-"going on automatic." internalized understanding-a data degrees in cir,il rtlgin~uringnnd irr Intuition has other military appli- base that translates into diagnosis. rnnnn UNITED STATES ARMY FEATURES ENGINEER CENTER 11 Engineer Doctrine for the AirLand Battle AND FORT BELVOIR, VA hy COL Willia~nC. Bwns, LTC Lawy Woud & Mr. Hap Humbric 20 Planning Engineer ARTEPs the Easy Way 6!/ CPTJohn A. D~rrlri~i 22 Improving Warrant Officer Professional Development COMMANDER/COMMANDANT by thr E~iyi,rcur Wn~.rtintQ[f;ccrSt~rcljjTc~nn!,USAES MG JAMES N. Ellis 24 European Range Modernization bu ILT Rrr,crl!l Rnrnos ASSISTANT COMMANDANT COL lames W. Ray 30 Graf '82 6ji LTC Lorr.re17ceL. Izzo CHIEF OF STAFF/DEPUTY 31 Material Operations INSTALLATION COMMANDER bg CPT Tho~~lcrsM. Kc~frm- COL Paul I. Higgins 32 Improving Your Platoon Inspections bi) & COMMAND SERGEANT MAJOR MA.] Jor~trthunA. Jncohsrn MAJ J(:ffffrsonJ. Irrin CSM Orville W. Troesch Jr. 36 Success through Respect [I!/ I LT Lo.iris J. Lefo EDITOR 38 Engineer "CATTeam Builds in Micronesia JohnFlorence hi/ CPT Rrr uti!/ M. E?~!oru ASSISTANT EDITOR 41 Quick Compass Conversions 1LT LouisI. Lero /I!/ MA.1 .Jnli I! C. ,Jf~,~is 44 Post Support CONTRIBUTING EDITOR b.11 LTC Mrrrtin Fishvr 2LT David I.Arter 45 Training Without Straining DESIGN DIRECTOR b.11I,TC DorrgIas A. Kcrse!/ Thomas Davis 47 The Balance hy COL (Rrt.)Do7zdridge M. Mcrlone CONTRIBUTING GRAPHIC DESIGNER Bill Behring DEPARTMENTS EDITORIAL ASSISTAN1 Inside Front Cover:A Personal Viewpoint SP4 JeanTale 2 Letters to the Editor 19 Engineer Solution, On the Cover 3 News &Notes 31 Enginee.rProblem A CEV from the 522nd Engineer Co., 194th 5 Engineer People 37 Hotline Q&A Armored Bde, break, through a barricade 6 Clear the Way 48 Carcccr Notes during a training exerci~eat FI. Drum. (Photoby SFC Dole Butler.) 8 School News t:S(;IS~I:K 1~3na~rhorlredp~hllcaIl~.r.i.t.c 1' .- \r,, $ I:,.: o<. rt'~,>cc ? :&!I. 1: r., l,?:v I:, \'a I~!~l~.~s~v~if~call~.lale ENGINEER/Spriiq 516th Engr. Co. Makes Good Showing in Edinburgh we got there," Waters said. "We had been building the bridge differently. The other teams knew a few tricks." Each night the teams competed against each other in constructing a four-bay single story bridge over a simulated 20-foot gap in the arena. Teams assembled after trucks carried the bridge parts into the arena. On the command, "Go," the bridge parts were dumped and the soldiers scurried to assemble the bridge. The winner was the first team completing the bridge and having all of the team members formed on the "far shore." With a time limit of 11 minutes, the 516th'~ best time was 4:47. 7'11~.51(ith Knyisur,~(:o)trpnrr!, lurori j'r.r,r,i i-ln?tn,r. (fi?))lrrt~!,,.scrr?v!{ lo bfrild an MGH Generator Control Shelters Save Money and Manpower At the request of the Army's types can be paralleled within the Facilities Engineer Support Agency system. (FESA), the Electrical Equipment Division of the center's Engineer Much of the inital cost-cutting Service Support Lab agreed to design stemmed from adopting standard and construct 11 generator control shipping contrainers to house the shelters. The structures will make it control stations instead of designing possible for a minimum number of and building entirely new external soldiers to operate four 750kw gener- structures. Additionally, low-salaried ators in parallel, saving the Army interns and summer hires manually millions of dollars. placed the panels inside the shelters. This freed the division's engineers The generator shelters, were and technicians for other assign- needed to fill a gap in the Army's ments. mobile generator capabilities and SP4 John A. Kennel, 814th greatly reduce manpower hours. Further manpower savings are Engineer Company, ties a Under present procedures, eight anticipated when the shelters are splint on his buddy's arm at operators and two supervisors are used to provide back-up and emer- the first aid station during needed during each shift to operate gency power and to supplying elec- the military stakes in Hanau, four separate 750kw generators. The tricity during routine maintenance Germany. new system will allow all controls to operations at large military in. The 814th Engineers won stallations. be centralized. and only three ~eo~le- - firstplace among40 teams at will be needed to operate the con- thecompetition by completing solidated generators, drastically Have something for News & all of the euents in the least reducing daily manpower needs. Notes? Please send vour item time. Events included map (with photographs) to ENGI- The structures will also allow for reading, assembly and dis- NEER Magazine. ATZA-TD-P, assembly of the M16A1 rifle, operations flexibility, as any com- Stop 163F. Ft. Belvoir. VA 22060. bination ofthe Army's five generator a 2%-ton truck pull, an ob- stacle course, a boat row, and S.A.M.E. Awards ing$55.1 million. a first aid station. The to^. ennineer- Army Reserve The winner of the 1983 Sturgis unit, according to S.A.M.E. was Co. engineering, was presented to John Award was SFC Eugene Middleton, D, 411th Engineer Bn. (CBT) J. Blake at the annual meetingof the Co. C, 9th Engineer Bn. (CBT) (HVY), Guam, for their exceptional Society of American Military Engi- (CORPS), 7th Engineer Bde., performance in a variety of con- neers (S.A.M.E.) at St. Paul, Minn. USARUR. struction projects. They were espe- All three engineering awards are SFC Middleton, a platoon ser- cially commended for their support presented each year by S.A.M.E. to geant was cited for his exceptional of schools, churches, and other com- honor those individuals and units leadership and technical com- munity centers. contributing the most to the Corps' petence. He and his platoon excelled Co. D, 1457 Engineer Bn. (CBT) mission. in a variety of troop exercises and (CORPS), Utah, earned the Itsch- Overstrength MOSs completed several projects support- ner Award as the top Army National The chances of career progression ing the unit's surrounding com- Guard unit and also received a C-l (promotions and assignments) are munity. rating for their exceptional training extremely limited in overstrength The Winner of the 1983 Itschner programs. They displayed their MOSs. Soldiers in overage MOSs Award was Co. C, 249th Engineer "high state of readiness" by winning should consider voluntarily reclassi- Bn. (CBT) (HVY). 18th Engineer the Utah State Marksmanship fying into shortage MOSs. DA Cir- Bde., USAREUR, for their outstand- Trophy and the Pershing Plaque for cular 611-82-3 provides a list of the ing work during the "GRAF '83" their outstanding marksmanship. status of all MOSs. Soldiers interested construction period. This range The Wheeler Medal, awarded to in voluntarily reclassifying should modernization project in Europe is an individual making the most sig- contact their AG Personnel Managr- an estimated four-year project cost- nificant contribution to military ment Branch for more information. - Engineer People everyday. This spring he beglns speed workin hls canoe -a Delphln. Delphlns are new to the U.S. team, he says. Although they are risky to use because they t~pover easier, they are designed for more speed than conventional canoes and kayaks. "Balance and strength are impor- tant (in canoeing)," Dickert ex- plains. "You have to know how to follow the water. You have to know how to use the water." Dicket says he's also beginning to train with kayaks. He will compete in the U.S. Olympic trialsin Lorton, VA., Apnl9 through 14. "Kayaks are more stable than a Olympic hopeful, 1LT Waynw Dickert, fights the rapids. canoe," he says. "But even though they're easier to control, they're faster and do not turn as quick. You Engineer: World Class Boatman also use a two-bladed paddle as Whitewater rafting may not be college as a YMCA camp counselor. opposed to the one-blade you use for the best way to relax for many "It's a lot of fun, like a constant a canoe." people, but it is for 1LT Wayne roller coaster ride," he says. "The Although being in the military Dickert of the Directorate of racing has helped my technique. allows Dickert little practice time, Training and Doctrine at Ft.Belvoir. I've gained experience and knowl- his chain of command understands In fact, Dickert is on the U.S. edge." his need to train so that he can Canoe and Kayak Whitewater Dickert has raced for two and a remain a world class competitor. Team and is training for the 1985 half years, participatingin the Euro- The Ft. Belvoir area is also advan- World Championships to be held in pean Cup and in the Pan American. tageous because the U.S. team Garmisch, Germany, this June. Games competitions. coaches and other competitors live Dickert, 24, started canoeing in Dickert says he canoes almost and ~racticethere. Soldier-Student: Works Towards 13Month Associate Degree While completing two years of col- them." lege in 13 months is a commendable Maintaining a 3.60 grade point feat for the average student, it's ' average, Farmer also enrolls in even more astounding when the electronic and electrical military student is also a soldier. correspondence courses. "The SP4 Tom Farmer, a plumber with classes I'vetaken arerelated to what D Co., 548th Engineer Bn., Ft. I'll be doing in my career as a Jackson, S.C., is a full.time student productionspecialist(52E),"hesays. at the University of South Carolina. "It includes mechanical and elec- He completed 19 semester hours trical engineering." during the 1983 fall semester and is He says he plans on using his currentlyenrolledfor22credithour~. knowledge while attending the S1'4 Tom Farmer studies for his If successful, Farmer will receive an Army's 13-month power engineer college degree. associate of arts degree in liberal school. The "study habits and time studying during duty hours, says arts in May 1984. management skills" he is developing CPT Ross A. Burton, Company "A lot of people just don't take now will help him through the long Commander. Heattends classes four advantage of their educational course, he says. nights weekly and studies during opportunities," Farmer says. "Many As the company's publications, weekends, before work in the aren't aware of Army educational deployment records and legal rec- morning, during lunch, and between programs that are available to ords clerk, Farmer has no time for classes. - by MG Jarnes N Eli~s.Cornniandant U S Army Eng~neerSchool has the capability to employ its attacking forces in Wemust keep abreast of echelon is to carefully coordinate and synchronize all elements of the U.S. forces toward creating and seizing the initiative. AirLand Battle AirLand Battle Doctrine doctrine, published in FM 100-5,Operations, establishes guidelines for the Army and describes how commanders can most effectively use all resources at his disposal. It is a doctrine that The term AirLand Battle Doctrine has become depends upon initiative, depth, agility, and familiar to most engineer NCOs and officers. synchronization. The successful commander will Leaders at all levels must now make it more than rely heavily upon these basic tenents of AirLand a familiar term. We must study, understand, and Battle doctrine. train in this new doctrine. The combined arms team will continue to be the Over the past several years the training and 'backbone of our land forces. The outcome of doctrine community has been working hard to AirLand Battle will depend heavily on how well develop and publish doctrinal revisions. The the task force commander coordinates, plans, and Engineer School has been a full partner in this uses the fighting resources at his disposal. The effort. In the coming months, a new series of engineer plays a key role determining the success doctrinal manuals will be published detailing of the combined arms team. I challenge each engineer doctrine for the AirLand Battle. This engineer officer, noncommissioned officer, and new doctrine is needed because of technological soldier to ready, study, and understand AirLand advances and the nature of our potential Battle doctrine and its implications and, more adversaries. im~ortantlv,to train with the combined arms The U.S. Army is facing a threat in which the team at every opportunity. potential enemy not only possesses superior This issue of ENGINEER contains a synopsis of numbers but has also closed the technological gap the extensive doctrinal effort at Ft. Belvoir. We in terms of weapon systems' capability and have~~- - worked verv hard to imolement AirLand lethality. The next decade will be marked by a Battle doctrine into the major battlefield continuing flow of significant changes to the U.S. functions of the combat engineer. Writing and Army's equipment, organizations, and doctrine. It publishing a workable doctrine is not an end in will be a time when all of us are challenged to not itself. It must be read, practiced, and improved only keep abreast of the demands of our day to upon as better ways to accomplish things are day missions but to also read, study, and discovered. You are the key to this process. We incorporate the new tactics, techniques and welcome your comments and suggestions and procedures that will allow us to simultaneously depend upon you to determine and help us write exploit the capabilities of our equipment and "what works best." organizations and the weaknesses of the enemy's. This is the last issue of ENGINEER with Mr. Several years ago it became clear to the Army's John Florence as the editor. His efforts have made leaders that we could not win future wars from a ENGINEER a readable, informative, and useful defensive posture as prescribed in the "active publication. Mr. Florence will be missed. We wish defense" doctrine of a few years past. The only him success in his new job in the Second Army way to successfully operate against a threat that Public Affairs Office. Doctrine-The Key to Quality Training As NCOs, we must apply the principles of doctrine to our daily training and activities With so many abbreviations and acronyms used in countermobility, and survivability. A more detailed the Army, many of us noncommissioned officers shy discussion is in the 1984 version of FM 5-100. away from learning what these terms really mean and a. MOBILITY-As engineers, one of our roles on the how we can apply them to our daily "Sergeant's battlefield is to permit freedom of movement for our Business." maneuver and combat support elements. We do this by Consider the terms: AirLand Battle: Army 21; TM employing obstacles, by locating bypasses to enemy 1005: FM 5100; battle drills, crew drills; doctrine: emplaced obstacles, or by neutralizing obstacles quickly doctrinal literature and its "application to the modern and efficiently. battlefield." And what about mobility, countermobility, b. COUNTERMOBILITY-Another major role of and survivability? engineers is to detain, channelize, or disrupt enemy As noncommissioned officers, we have a great need to movement by us in^ barriers and obstacles in understand these terms and to be familiar with FM conjunction with natural terrain. 100-5, Opfrations. and FM 5-100, Engineer Combat c. SURVIVABILITY-We take measures as Operations. Both manuals describe the engineer's individuals and as units to survive on the battlefield. As involvement on the AirLand Battlefield. We must tailor engineers, we help to ensure the survival of our fellow and conduct our training to include this AirLand Battle soldiers. equipment, and units. Only by surviving on the doctrine as we prepare to fight and win. battlefield can we expect to win. "Doctrine" is merely a philosophy or theory of how to So how does AirLand Battle. FM 1005. FM 5-100. organize and fight. FM 1005explains in detail and mobility, countermobility, and survivability relate employing both air and land forces, hence the title to Sergeant's Business? "AirLand Battle." In addition, it uses "combined arms" Sergeant's Business is, first and foremost, training rather than the traditional terms of "combat arms," soldiers and units for war. It entails a thorough "combat support," and "combat service support." knowledge of weapon systems, maintenance, and units' It wasn't until recently while in Europe that I really tactical stren&hs and weaknesses. To properly conduct understood what combined arms means. During a visit Sergeant's Rusiness, we have to understand how our to a DISCOM (division support command) element. I commanders plan to support maneuver forces and fight noticed their motto, "Try Fighting the Next War battles. Without Us." How true that simple statement is-and The more common definition of Sergeant's Business how important it is for us as noncommissioned officers pertains to garrison type duties such as barracks, to understand it and to apply it to the doctrine in FM formations. PMCS, and common skills training. While 10@5. not entirely an inappropriate definition. it still does not .lust as important is FM 5100. Engineer Combat cover all of the tings you need to know in order to Operations. This manual should become our reference become a proficient engineer NCO. hook for everything we do in preparing and conducting 1 suggest that Sergeant's Rusiness is a combination of training-including FTXs and MAPEXs, as well as both definitions with a heavy dose of doctrine. supporting maneuver units in combined exercises. FM Once we learn and understand the doctrine of how to 6-100 defines the terms mobility, countermobility, and fight, we will he able to apply it while training and survivability. When used properly, the manual assists preparing our soldiers and units. I urge each NCO to be us in defining our responsibilities and role in the a part of "bridging the gap" by using doctrine in their AirLand Rattle and how to apply current engineer daily business of running the Army, training our doctrine to all of our training activities. soldiers, and supporting our commanders. Here are brief definitions for mobility, Directorate of Training and Doctrine (DOTD) TM -5-232Revision: Trainingdevelopers at the Engineer School's Topographic Engineer- ing Branch are revising TM 5232. Elements ctf 5'1trc~:y.This revision is necessary because of new equipment being fielded with the Topographic Support System. While maintaining the accuracy standards of the current manual, the new version will include revised portions of TM 5-441, Geodetic and Topographic S?o'i.e!]irzg. TM 5-441 will become obsolete when the new TM-232 becomes available to troop units. TM 5242 is scheduled for review in the field in early 1986 and for publication in mid-1987. ITEP Brochure Available: To aid Engineer commanders in understanding the Individual Training and Evaluation Program (ITEP), the Engineer School decided to take the program to commanders via the Engineer Commanders' Training Conference held in December 1983. A booth prepared by the SQT Branch was set up in the display area. An excellent brochure explaining the ITEP was made available to the conference participants to read and distribute to their subordinates. Copies of this informative brochure are available on request. Write to: Commandant, U.S. Army Engineer School, ATTN: ATZA-TD-I-S (Mr. Munoz), Fort Belvoir, VA 22060. Directorate of Evaluation and Standardization (DOES) USAES Graduates Evaluation: Under the Engineer School's Evaluation Program. DOES developed a new evaluation approach which will provide systematic feedback on Engineer school training programs. The emphasis will be on the Advanced Individual Training and Primary Technical Courses. All engineer units which receive graduates from courses taught at Ft. Belvoir and at Ft. Leonard Wood will be affected. Under this program, DOES will mail surveys to a representative number of recent course graduates and their immediate supervisors. Responses to the survey will indicate the degree to which Engineer School graduates meet the needs of field units. Specific survey forms are being developed for each MOS course. Several of these survey forms already developed are currently being validated. When finished. the surveys will be sent to field units. These surveys will help the Engineer School meet the soldiers' needs by providing an opportunity for the soldiers and their leaders to improve Engineer training. Directorate of Training and Doctrine (continued) Language Training for Europe-Bountl: During his recent trip to Europe. MG Ellis. Commandant of the Engineer School. identified as a problem that facilities engineers and tiirectors of engineering and housing (DEHs)bound for Europe do not receive language training before reporting for duty overseas. The Engineer Progonency Office is r~questinpthat TRADOC coordinate with the Defense Language Institute (DL11on including FE and DEH personnel in their language training program. 13ecause of the amount of contact DEH and FE personnel have with Europeans. the DI,I program will be more beneficial to them than the in-country Gatewa>- Language Prograrn which teaches very Oasic con\~ersationalskills. Directorate of Combat Developments (DCD) Countermine Update: The Track \\'idth Mine Roller with an M-(iO tank mounting kit w;& type-classified "stantiard" during a special in-process review on Nov. 22, 198:j. The Relvoir Il&D Center sent the roller to the Tank- Automotive Command for production contracting. The roller usill be field in for June 198.5, Department of Combined Arms (DCA) DC.4 Summary: The Department of Combined Arms (DCA) became a separate training department, under the new Engineer Seht~olmodel in October 1983.Aside from transferring logistic instruction to the newly formed De~artmentof Maintenance. DCA remains unchanged... DCA provides instruction in tactics, combined arms operations, combat and threat intelligence, leadership. training management, military history, communicative arts, communications electronics and personnel manasement. hlany ne1.v initiatives will affect DCA this year. These include involvement with the Engineer Captains' Training Team's develop- ment of the new EOAC (to be implemented in October 1984;) implementation of the ENCOA common core curriculum, developed by the Sergeant Majors' Academy: implementation of the Lieutenant's Leadership Common Core Curriculum, developed by the C,enter for Leadership at the Command and General Staff College: and the revision of the Battalion and Brigade Commanders' Pre-Command Course. - School News Department of Combined Arms (continued) Pre-Command Course: Personnel within the Department of Combined Arms (DCA) coordinate and conduct the Engineer Brigade Group and Battalion Pre-Command Curse (PCC). Recently, DCA personnel worked in coordination with the Director of PCC, at the Command and General Staff College (CGSC), in an effort to develop a pre-command course experience for all brigade, group, and battalion command selectees. The thrust of the development effort is to provide them with a course that will thoroughly and appropriately prime them for success as a commander in a combined arms Army. Now, the remainder of the TRADOC community is involved in the development effort that began at the Engineer School. Department of Maintenance (DOM) DOM Summary: The Department of Maintenance was established as the Engineer School's third academic department within the Engineer School on January 4, 1984, with LTC Roger C. Strom as director. The department provides Advanced Individual Training instruction in power generation equipment repair, utilities equipment repair, and turbine engine driven repair. The department also provides maintenance and logistical management training to officers attending EOBC, EOAC, the Engineer Senior Officer Course, Engineer Warrant Officer Advanced Course, and to the noncommissioned officers attending the Engineer ANCOC. Besides providing instruction, the department also develops lesson plans offers academic counseling, and provides training evaluation. The department was designated as the worldwide point of contact for engineer maintenance. Department of Military Engineering (DME) USAES Systems Software Catalog: The Engineer School has wmpiled a catalog of available ADP software. These programs, the majority of which are written in IBM (versus BASIC) language, range from theater of operations road and airfield design to tactical rafting operations planning. The basis for the programs are the current TMs and FMs applicable to the subject material. Requests for copies of the catalog should be sent to: Commandant, U.S. Army Engineer School, ATTN: ATZA-TE-EM, Ft. Belvoir. VA 22060. ENGINEER DOCTRINE by COL William C. Burns. LTC Larry Wood. and Mr. Hap Hambric "Doctrine" is a term that conjures doctrine, called "AirLand Battle", is the overall doctrinal framework for up a diverse collection of images; presented in the 1982 version of FM engineer support to the AirLand everything from a martinet blindly 100-5, Operations. Battle. Seven other FM 5-100 series following set procedures and rules, AirLand Battle doctrine stresses manuals which expand and elaho- to a collection of directives in a combinedarmsoperationsoverlarge rate the doctrinal framework dusty hook that are seldom used areas. Combat operations to defeat contained in FM 5-100 are being because they bear little relation to the threat will be conducted in the developed. Together, these eight the realities facing the commander rear, close-in, and deep battle areas. manuals will contain the funda- on the ground. The truth, of course, Relativeforcesize and weapon capa- mental doctrine describing how the is that doctrine lies somewhere in bilities dictated significantly in- engineers will support the combined between. creased engineer requirements to arms team in the AirLand Battle. U.S. Army doctrine establishes ensure the friendly force's freedom Although the doctrineis based upon the fundamental principles, pro- to maneuver throughout the battle current equipment and resource cedures and techniques by which field. The requirement to impede constraints, it clearly provides the our forces operate in order to enemy movement and to protect key rationale for equipment develop- accomplish the mission. Although installations also has increased ment. The following articles on doctrine is authorative and re- significantly and will continue to pages 13to 18are a synoposis of the presents the best professional increase as threat mobility and significant doctrinal points in the judgment available, common sense weapon lethality improve. coordinating drafts of the first four is necessary in its application. It Although much of what a combat of these manuals. These are all should be neither followed blindly engineer must do remains the same, points of which the professional nor ignored, hut studied and theemphasisontiming,onlocation, combat engineer should be aware. understood by the professional and on certain tasks was altered. It The production schedule for the FM soldier. was evident that Engineer Doctrine 5-100 series manuals is shown in Doctrine is not static. It must be would have to be extensively up- Figure I. continually adjusted to take ad- dated to meetthe challenge posed by vantage of changes in technology the threat force's capabilities, and to The engineers in the field play a and weapon capabilities. In response accommodate the requirements of key role in doctrine development. to improved target aquisition sys- our own forces' combined arms First, they must learn the doctrine; tems and the lethality of weapons operations. secondly, they must teach it to being introduced into both allied In response, the Engineer School others; and finally, they must and threat force armies, the United developed the Engineer keystone practice the doctrine in training. It States Army has revised its basic manual,FM5-100,EngineerCombat is the application of doctrine in war fighting doctrine. The new Operations. This manual presents exercises that validates that doc- I 1 SERIES PRODUCTION SCHE DULE ..--....- ...... jUtlJECT HKtA UUKU UKH~I rutl MANUAL YUB Engineer ICombat 0Iperation! FY82 FY84 1 Mobility :ounterm UVlllIy rr( jurvivabi lity FYI ieneral Engineerin FYI lopograplht, CVt CVQC I1 Figure 1 R'S MAIN BATTLEF'IELD MI$ -- - ...- - MOBILITY COUNTERMOBI SURVIVABILITY Mine Warfare Fighting Positions Obstacle Develoir~~~~i~t Protective Em~lacement otective !support Facilities orward Aviation Combat Engineering GENERAL ENGINEERING TOPOGRAPHY Lines of Communication Terrain Analysis Construction and Repair Map Production and Logistics Facilities Support Distribution Area Damage Control Construction Material I Production trine.Theengineerschoo1isheavily sihilities outlined in FM 100-5, engineer support is two-fold. First, dependent on combat engineers in Operations. Battlefield missions of engineer planning must be inte- the field to validate and provide the engineers are placed in the five grated into each stage of develop- changes to doctrine. mission categoriesshownin Figure2. ment of the maneuver commander's FM5-100,Engineer Combat Opera- Before expanding upon the three tactical plan. Second, command and tions, provides combat unit com- primary functions-mobility, coun- control of supporting engineers must manders and their staff with infor- termobility, and survivability-a be structured to provide effective, mation pertaining to the role of the review on how FM5-100outlines the responsive engineer support to the engineerincombinedarmsoperations. engineers' role in conducting of the combined arms team. It defines and expands on the en- AirLand Battle is in order. gineer tasks, missions, and respon- The key to providing responsive Integrate Planning In the past, many commanders Any Suggestions? tended to develop their scheme of No engineer performs his task in isolation. He works as a member of manuever, their fire support plan, the combined arms team to help the commander accomplish the and their engineer support plan in a mission. linear sequence. Warfare concepts Neither can an engineer field manual he written in isolation. The that place high reliance on maneu- Engineer School retains the primary responsibility for the develop- ver, in turn place emphasis on ment of Engineer doctrine. However, extensive planning and co- effectiveengineer support. Planning ordination is necessary to produce any doctrinal product. these threeelements, therefore, must Engineer doctrine is written primarily by the instructors teaching be totally integrated and occur therelevant subject matter. With the Engineer School's responsibility together. To help encourage more for over 160field andtechnical manuals, this is nosmall task. Beforea integrated planning, FM 5-100 con- field manual is published, a coordinating draft is distributed to field tains an entire chapter on engineer units for comments. Each comment is reviewed and incorporated, as staff planning. The intent is for appropriate, into the final version of the manual. Since soldiers in engineers to provide better infor- units tend to developuniquesolutions to common problems, ideas and mation to the commander during techniques from the field for accomplishing engineering tasks are the decision-making process. important in developing manuals, and training and field circulars. One of the significant organi- Doctrinal and technical publications are a way to share these good zational changes that affects the solutions. engineer's planning is including If you are not sure where to send your idea, send it to the Engineer brigade and regimental engineer School's Doctrinal Literature Management Office, Stop 163, Fort elements in the cavalry regiments, Belvoir, VA 22060. They will ensure that the right people review your separate brigades, and the J-series suggestion. heavy division. In these units, the brigade or regimental engineer is organic to bat, commanders will probably use mobility, and survivability support. the unit and is a member of the attachment and operational control When employed as infantry, com- commander's staff. He advises him more, and use direct support rela- bat engineers are best suited for on engineer matters and prepares tively less than before. defensive missions but could be engineer estimates, plans and orders. FM 5-100 touches on general en- effective in the offense in bypass or The staff engineer does not com- gineering work within the corps area hasty attacks. mand engineer units that are regarding supporting combat op- Rear area protection (RAP) is a attached, placed under operational erations. Most general engineering major concern on the AirLand control (OPCON), or in direct sup- tasks will be done by theater army Battlefield. The rear area begins at port of the regiment or brigade. He engineers in support of combat ser- the brigade rear boundary and ex- does, however, provide staff super- vice support operations at echelons tends through the communications vision of engineer operations. above corps. FM 5-104, General zone (COMMZ). RAP functions in- Having an organic brigade engineer Engineering, which is being written clude rear area combat operations cell provides the maneuver com- now, will contain the doctrine for and area damage control. A com- mander with the benefits of a full- the general engineering. mand responsibility for RAP must time engineer planning element. The need for terrain information be fully integrated into plans and Meanwhile, the company com- on the AirLand Battlefield will be orders of each echelon from division mander from the divisional bat- greater than ever before. Major through echelons above corps. talion, normally associated with the changes are required in topographic Engineers will provide support to brigade, is free to supelvise his unit's engineer support. The concept is to RAPoperations on atask or OPCON engineer support to the brigade. give division and corps level terrain basis as prearranged or designated In maneuver brigades without an detachments the capability to by the appropriate commander. organic engineer element, the sup- rapidly meet requirements for ter- During emergency situations, en- porting engineer commander pro- rain and digital terrain data. gineersintherear may be tasked by vides the brigade operations officer A new manual, FM 5-105, Topo- rear area commanders to directly with engineer information. The op- graphic Operations, is being de- support RAP operations regardless erations officer then prepares the veloped to provide the topographic of their mission prior to the emer- written engineer portion of plans unit commander, the maneuver gency. This includes not only en- and orders. In all cases, the unit commander, and the maneuver unit's gineer units within aparticular area, engineer provides staff supervision intelligence and operations staff but those passing through as well. of engineer operations. officers with a field reference on Engineers at each echelon are inte- Engineer planning should include terrain analysis and topographic gratedinto RAPplanning and assist an analysis of each course of action support. Work has just begun on this the rear area commander and the in terms of mobility, counter- manual and a coordinating draft is rear area operations center (RAOC) mobility, and survivability and scheduled for delivery to the field in in planning defenses and in con- present a summary of the capabili- fiscal year 1986. ducting area damage control (ADC) ties of availahleengineer forces. This operations. On the AirLand Battle- will allow commanders to properly Infantry & RAP Missions field, engineers must be prepared to assign engineer priorities. The com- Although engineers provide the provide their own security in biv- mander can allocate engineer effort, greatest combat power by per- ouac, on the march, or at work sites. task organize if necessary, and forming their five functional Separate security forces are not assign missions according to the missions, they retain a secondary expected to be available except at relative importance of maintaining mission to fight as infantry. the most critical sites. forcemobility,impedingenemymove- To assume an infantry role, com- There are some changes in en- ment, or constructing protective bat engineer units must be aug- gineer support at echelons above positions. mented with additional weapons, corps. The theater army engineer is Another chapter is devoted to fire support teams and communi- the senior engineer on the theater command and control (something cations systems. The commander's army staff. The engineer command new in this edition of FM 5-100). decision touseengineers as infantry commander coordinates and super- Engineers must operate with com- must takeinto accountthelong term vises the operations of engineer units mand and control procedures that loss in the overall combat power to which are neither attached nor are responsive to the tactical com- the maneuver force because of the assigned to other commands within mander. On the modern battlefield, lack of engineer mobility, counter- the COMMZ. forces operateover widely separated distances and with uncertain com- munications. This situation dictates centra!ized planning of engineer o~erationswith the ca~abilitvfor decentralized execution. Relations between engineers and AirLand Battle doctrine empha- preserve the combat freedom of supported units are designed to sizes mobility. It is essential that movementformanueverandcombat optimize engineer support. In com- combat engineers be prepared to support elements. The traditional LlTY- FUN1 TASKS t 1 COUNTER COUNTEROBSIALLE GAP CROSSlNti Detect Deltect Rec onnoiter Neutra lize BY1lass Derjloy Asse Bypass Breach Pre pare Ass: - e. Breach Mai 51' te Proof Re1 Sec ure Far Shore Mark Re( I# ...., Conlstruct Report COMBAT ROADS - Clear AND T 7AVIA~OIN COMB1 Reconnoi ENGllY EERlNG Construct/Kepalr ...Reconn . oiter Maintain Constr~ Maintai Figure 3 mobility tasks have been placed in five functional mission areas shown THE MOBILITY SCHEl on Figure 3. Throughout the battlefield, the combined arms team and support units can expect to be confronted by a variety of existing and reinforcing obstacles. The latter mav have been employed by eitherfriendly or enemy Reform to units. Continue To be successful in overcoming Attack theseobstacles, maneuver forcewm- menders must plan for and provide their units with a "mobility system" capable of bypassing or neutralizing obstacles quickly and routinely, while continuingto provideall other forms of combat engineer support to the force. Preplanning and proper use of .--- intelligence is the key to successful mobility operations. These factors ensure the maneuver task force is properly equipped and prepared to \ I I I counter obstacles and minefields. \ I The maneuver force organized to ?ading Force overcome obstacles contains three \ I separate forces: The support force: Normally the lead element which encounters and FACE Tasks the obstacle and then deploys to MOVEMENT overwatch positions. The breaching force: Normally comprised of maneuver and en- -- gineer elements. It conducts the breach and secures the far side of the obstacle. The assault force: Comprised of the forces necessary to attack the Figure 4 14 objective. This element attacks a deliberate breach must be con- (FACE) missions will also place a through or around the obstacle ducted. large demand on the forces' en- but remains oriented on the Obstacles will be overcome one- gineers. The philosophy of the Air- objective. hy-one as they are encountered. Land Battle's deep attack will re- Doctrine developed for overcoming Overcoming a complex obstacle and quire extensive engineer support to obstacles emphasizes the impor- a large defending force will require provide the mobility support neces- tance of locating combat engineers extensive assets and effort. A simole sary for units to thrust deep, conduct and engineer equipment well for- obstacle or acomplex obstacle poorly the attack, and to return safely be- ward in the formation. When an defended could be overcome using fore being/decisively engaged by the obstacle is encountered, the leading hasty breaching techniques re- enemy. If the attack is successful in force will request immediate sup- quiring no engineer support except displacing the FEBA forward, the pressive fires, move into overwatch forreadily available counterobstacle engineers must be prepared to up- positions, and will become the sup- hardware such as the armored grade roads and trails to aid combat port force base. vehicle launched bridge. Larger, support and combat service support Scouts will reconnoiter the limits more complex or well defended mobility requirements. of the minefield or obstacle, looking obstacles might require a deliberate for a way to bypassit.Theengineers breach and will take considerably FM 5-101,Mobility, scheduled for and dismounted infantry will re- longer than a hasty breach. distribution to the field in December connoiter the obstacle to determine Breaching and neutralizing mine- 1984, describes engineer mobility neutralizing requirements. If by- fields and obstacles, and crossing support to the combined arms team. passing is possible, this action is wet and dry gaps are a large part of It summarizes the doctrine and taken quickly. If it cannot be by- the engineers' mobility responsi- procedures manuever elements and passed, the minefield or obstacle is bility. However, combat road and engineers need to form a mobility hastily breached and the assualt trail construction, and forward system capable of overcoming any continues. If the hasty attempt fails, aviation combat engineering obstacle on the AirLand Battlefield. Throughout history, counter- countermobility efforts will be per- systems, thereis aneed to clarifythe mobility has played an important formed. definitions and role of mines in the role in military conflict. The degree AirLand Battle doctrine empha- AirLand Battlefield. We now have of countermobility success, however, sizes mobility and the ability to two categories of mines: conven- has not alwavs matched the demee maneuver throughout the hattle- tional and scatterable. of effort expended. The lack of field. Therefore, maneuver com- Conventional mines do not self- effectiveness of the Maginot Line in manders must make conscious and destruct and are emplaced by hand World War IIisoneof many notable difficult countermobility decisions or by mechanical mine planters. examples. regarding the need to stop, to delay, Conventional mines can be em- Many factors contributetomaking and to channelize the enemy, yet placed in classical patterns, or be countermobility operations asuccess still retain the abilitv to move freelv emplaced randomly if the tactical or failure. Almost always. the very in the future. Naturally, this trade- situation dictates. Scatterable mines basic factors are the most critical. off will not occur in every situation, are delivered by ground system, Various combinations of time, but commanders must carefully con- artillery, helicopter, or high per- material and equipment, firepower, sidertheir own futuremobility needs formance aircraft and contain a terrain, and enemy knowledge and when emolacinn- obstacles. es- self-destruct mechanism. capabilities are normally the factors pecially minefields. If properly planned and employed, causing a countermobility effort to Mine Warfare the family of scatterahle mines succeed or fail. Mine warfareis changingrapidly, provides the best of both worlds The advent of AirLand Battle yet the engineer remains the because they have a preselected self- doctrine and technological im- ~rincioaladvisor to the commander destruct time. The commander can provements have significantly on mine warfare. However, with reap the benefits of a minefield changed how, where, and when improved mines and delivery which has slowed, stopped, or chan- nelized the enemy, and then attack through the same area after the LD EMPLOYMENT AND AUTHORITY DELEGATli I mines have self-destructed. Scat- I terable mines are smaller, more lrrt m~ntrlELD MINEFIELD EMPLOYMENT AUTHORITY lethal, andcan beemplacedremotely Minefield containing Corps commander is the employment and much more rapidly than con- Scatterable Imines authority for,all minefields ventional mines. containing scatterable mines within With conventional mines, the only decision to be made is whether to the corps area of operations. mine or not to mine. With scatterable mines, the self-destruct time and the Long duratic Corps commander. May delegate delivery method are additional (24 hours or more) employment authority to divisil factors that require decisions. level. Division may further Scatterable mines give the com- mander the flexibility to employ delegate to brigade level. mines quickly anywhere on the battlefield, to employ them on short Short durativll Same as long duration except notice,andtoplacethem in tactically (less than 24 hours) authority ma!y be furtl' ler delegz~ted -8 1- ~~~~ ,~~~~, critical locations based upon enemy to battalion or rasti. rorce level. movement. Reporting FASCAM Munitions Figure Reporting and recording the use of the family of scatterable mines (FASCAM)is particularly important ELD REP( )RT AND RECORD INFORMAIIUN K~UUIKL- n -.....rIATA Approving authority CDR 3AD TGT/obstacle # 2XXXO157 mplacing: system ARTY nines AT/AP Self dlestruct pc triod Z Oct 82 Aim P'T/corner PTs of m inefield Size s,afety zone from ai m point a,..:. -__I__:_I ur111ernvlaclllr mines/RPT # Persol ting RPT .,...... ;FC Hollir DTG or reporr lblb43 U(.. I/ - Figure 6 on a battlefield where the emphasis will initiate the report by radio and supply of scatterahle mines will be is on friendly force mobility. Plans follow up with a written copy of The limited and delivery systems will for using mines must take into Scatterable Minefield Report & have competing requirements. account the future maneuver scheme Record. Existing and reinforcing obstacles of the commander. FM 5-102, Locations for scatterable mine- are still important in both defensive Countermobility, scheduled for fields should be planned as far ahead and offensive operations. The en- publication in fiscal year 1985 will of their actual need as possible in gineer must identify the existing contain a detailed explanation of advance. Prior planning will help obstacles and integrate them into the employment, recording, and ensure that the logisticrequirements the obstacle plan. It is preferable to reporting procedures for both con- are met and that the mines are improve existing obstacles rather ventional and scatterable mines. prestocked. It ensures that mines than to construct reinforcing ones. Scatterable mines require control, can be delivered rapidly in response Reinforcing obstacles are grouped planning, and a rapid and accurate to the tactical situation. Scatterable by design (constructed, demolition, reportingsystem. Commanders who mines offer great flexibility and, and expedient). Mine warfare and control scatterable mine use must when used in conjunction with other obstacle planning must be ac- positively delegate authority to countermobility efforts such as complished concurrently with the employ the mines based upon the conventional minefields, road commander's planning for maneu- current tactical situation and his craters, andtank ditches, they create ver and fire support. future plans. Theemployment author- tremendous mobility problems for For AirLand Battle doctrine to ity and delegation levels are shown the enemy. More significantly they succeed, we must be able to dis- in Figure 4. create command and control connect enemy echelons and to In addition to positive control, problems for the enemy because of provide the "windows of oppor- fast and accurate reporting is crit- the constantly changing obstacle tunity" necessary to assume the ically important when using scat- situation facing the enemy com- offense. Countermobility efforts that terahle mines. Figure 4 shows The mander and his staff. are well planned and well executed Scatterable Minefield Report and This aggravation of enemy are a distinct asset that can strip Record. This reporting method is to command and control supports a away the enemy's most vital re- be used regardless of the mine de- kev" oreceot& of AirLand Battle which quirement, that of maintaining livery system. In theexample, artil- places great importance on faster momentum and a high rate of com- lery delivered scatterahle mines were friendly assessment and reaction bat operations. used. than the enemy assessment and The coordinating draft of FM Minefield information can be reaction. In short, we "get inside his 5-102, Countermobility, was sent to passed quickly by radio, posted to decision loop." the field for comments in fiscal year operations maps, and disseminated Even with these advantages, scat- 1984. The final manual is due to be to units which need the information. terable mines are not the panacea published in fiscal year 1985. The unit emplacing the minefield for all countermobility problems; the Unlike the other engineer battle vehicles, assistance in hardening vivability. In preparing surviva- field missions, survivability is a command posts, and protecting bility estimates, the engineer must principle concern of each soldier combat support positions. New know the quantity and types of regardless of his job or location on engineer equipment such as the equipment in the unit he is sup- the battlefield. Camouflaging per- armored combat earth mover (ACE), porting, the capability of his own sonnel and equipment, employing and the small emplacement ex- equipment, and the tactical situa- deception, ensuring operations cavator (SEE) will improve the tion. All types of engineer estimates security. and building individual engineers mobility and capability to should begin with an unconstrained and weapons system protective support the maneuver commander. assessment, that is, plan what is positions are only a few of the tasks As with mobility and counter- required without considering that come under the broad category mobility, each course of action must limiting factors. This method gives of survivability. he evaluated in terms of surviva- the commander a good feel of what Although survivability on the bility and recommendations made is necessary. It also gives him a battlefield encompasses a wide tothecommanderregarding thetype baseline from which be can ask for spectrum of activities, the engineer's and level of su~vabilitysupport additional engineer support and responsibilities to the maneuver required. The commander must begin setting priorities. The bottom commander are focused primarily establish priorities and determine lineis that the maneuver commander upon building or improving pro- the percentage of the available cannot make the proper decisions tective positions for fighting engineer effort to devote to sur- unless he is provided with good estimates and alternatives. applicable to the defense only, sur- systems in relation to the fighting There are several doctrinal vivability also applies to offensive and protective positions, and the guidelines to adhere to when operations. effectiveness of the various materials preparing the survivability estimate During the offensive, protective used in design. and establishing priority of effort. fighting positions are developed Numerous designs for protective They are: whenever time is adequate, such as positions have documented con- Field units have primary re- during a temporary halt for re- struction guidelines, bills of mate- sponsibility for developing, posi- grouping and consolidation. rial, and time and equipment re- tioning, and initial construction Recommended priorities for pro- quirements. The effectiveness of of survivability structures. tection at a halt in the offense are: these positions against specific *Engineer support is used to antitank weapons, indirect fire weap- weapon threats is also known. The supplement the efforts of sup- ons, and critical supplies (ammu- categories of these generic position ported units based on avail- nition and POL). These should be groups are: ability and the commander's expedientpositions with frontal and *Individual and crew-served priorities. side protection and make maximum weapon fighting positions. Engineer support must be con- use of the terrain. Major weapon emplacements. centrated on missions requiring Special situations, such as con- Multipurpose shelters. unique engineer skills or equip- tingency' operations, combined Protective barriers. ment. operations, and operations in special Trenches. The sequence of survivability terrain require special considera- Unit positions. work is to: use concealment mea- tions in performing survivability Selecting what to protect can be sures, naturalcover, construction, tasks. The planner must account for made quickly while construction can and finally, to continuously im- local support agreements, harsh be accomplished efficiently and prove protection. climate and difficult terrain, properly using the illustrations and In addition, the commanders sur- shortage of materials, availability guidelines in FM 5-103, Suruiu- vivability plan must take into of local equipment and use of ability. The commander must have account eachof the following points, existing structures. full knowledge of the limitations of which arecritical to allocating effort Performing survivability tasks in the structures so he can make con- and establishing priorities: mountains, deserts, cold regions, fident and accurate decisions con- Exposure to fire-direct and in jungle areas, and in urban areas cerning the vulnerability of his men direct, tactical air. often requires great innovation on and equipment. FM 5-103 provides Vulnerability to discovery and the part of the engineers. Con- this data. location. struction may be difficult, if not Protective construction, in the Mobility requirements. impossible, using conventional form of fighting and protective Protection from tanks. methods andequipment. Knowledge positions, cannot eliminate vulner- Distance from the forward line of must be quickly developed on special ability on the modern battlefield. It troops (FLOT). construction techniques, such as can, however, limit personnel and Availability of natural cover. explosive excavation, or use of snow equipment losses by reducing ex- Redundancy-the importance of and ice as construction materials. oosure to threat acouisition. tar- a unique equipment items, the Knowledge of how to use special geting, and engagement. Protective loss of which would degrade other terrain features, and the ability to construction also gives thesoldier in equipment. identify and use specific urban a fighting position the confidence to Theenemy'sengagement priority. structures is critical. Certain employ his weapon or weapon sys- In the defense, substantial effort existing structures can provide tem more effectively. is required for fighting and protec- protection to the forcewith minimum For troops to be protected and to tive position construction. General construction by supporting survive in the combat zone, their priorities for protective construction engineers. commander or leader must under- in a defensive battle position are: Implementation of Specific stand the importance of surviv- Antitank weapons. Positions ability tasks in the offense and Tank positions. After the commander has esta- defense. Commanders and leaders Armored personnel carriers. blished priorities, construction of must also understand that initial Command post position hard- specific protective positions and responsibility for protective position ening. structures can begin. These positions preparation belongs with their own Combat support position hard- must be designed, located, and con- troops. Even within the fluid nature ening, (including, for example, structed based on the tactical plan of the next battle, every opportunity field and air defense artillery, as well as cover and concealment must be seized to fortify a force's and mortar positions). requirements. These develop from position. Individual fighting positions, an analysis of threat weapon and crew-served weapon positions, acquisition capability, and by the All the information in this article and covered routes between battle availability of materials and appears in greater detail in the new positions. manpower. Furthermore, position FM 5-103, Suruiuability, now in design must consider the physical coordinating draft. Thefinalmanual Although generally thought of as characteristics of the threat weapon will be published in April 1985. COL William C. Burns is chief of the Project Management Office, Directorate of Training and Doctrine, U.S. Army Engineer School. He will assume command of the Rock Island Engineer District this summer. COL Burns is a graduate of the U.S. Army War - Engineer Solution College, has an MBA from Long Island Uniuersity, a master's 1. Enter Figure 6-7 (TM 5-312) or Figure 7-7(FM 5-34) with stringer spacing 5' = 60". degree in operations research from Reod up to curve representing class 50-150 and ocrorr to vertical scale. Obtoin the Naual Post Graduate School, required effective deck thicknerr (Id, = 7.8"). and a bachelor's degree from the U.S. Military Academy. COL Burns 2. Plank Decking is a registeredprofessional engineer Gsnerolly, if required thicknerr is greoter than 6", it is more efficient to ure in Virginia. laminated decking. Nevertheless, if plonk decking ir desired it will hove to be multiloyer plank deck. Therefore: LTC Larry Wood is the Chief of the tact (actual thicknerr) = left (effective thicknerr) + 2" Doctrinal Literature Management = 7.8" + 2 = 9.8" actual thicknerr required Office at the Engineer School. He Selections "c" ond "d" do not provide the thicknerr required for multilayer has a master; degree from the plonk decking. Uniuersity of Utah andis agraduate of the Command and General Staff 3. Laminated decking College. He has served with various Lamination percentoge required, uring 3" x 10" material, ir calculated or engineer troop units in Vietnam, followr: Germany and CONUS. % lamination required = Id,(100) = 7.8 (100) = 7.8% lamination required - - 10 Mr. Hap Hambric is a retired Anrwer "a" not odequote. engineer officer. He is agraduate of the Engineer Officer Aduanced Lamination percentage required, uring 4" x 12" material, is col Figure 2 Summary Knowing which tasks were to be The end product was a sensible By using the OMR model as a evaluated, each staff section could scenario that included all the tasks planning guide, the 549th Engineer concentrate on training its subordi- developed during the "outcomes" Fzttalion saved much time and nates. The staffs could also estimate portion of the session. All actions developed a well coordinated plan how much equipment support would were coordinated and linked to other for a practice session using the be required. events in the scenario. All staff ARTEP. sections knew what actions for The same method was used at the which they were responsible and 130th Engineer Brigade headquar- Methods how those actions fit into the overall ters to plan exercises for the brigade's plan. other battalions. Subordinate com- The next step was to decide the manders and S3s were invited to best methods to run the evaluation. participate in the planning session. Resources A scenario was developed by first and they were instrumental in de- having the 53 pencil-in the major The staff then analyzed and listed veloping the task lists and milestones. events on a draft schedule. These all the resources and materials The OMR model is an excellent included the date and time of required to support the plan. Based planning tool. It encourages staff deployment, major bridge missions, on this resource list and the plan, a communication, organization, and and rafting operations. Next, the S2 milestone list was developed for each involves the entire staff in the noted aggressor attacks and recon- staff section. Milestones were estab- planning process. It is effective in naissance missions. The NBC NCO lished for every month prior to planning for events as complex as recorded NBC attacks and decontam- deployment. In addition, milestones Reforger exercises or as routine as ination operations that would mesh were developed for items that would change of command ceremonies. with the schedule outlined by the $3 occur after the exercise such as the CPT John A. Durkin is the S.9. and 52. after-action report, letters of apprec- 559th Engineer Bn., 130th Engineer The S1 and S4 also listed tasks to iation, and the maneuver damage Bde.. IISAREL'R. He has u bachelor'.^ be evaluated. The S1 noted where report. Figure 2 shows the milestone degree in cheniical engineering and casualties should be assessed so that list for February 1983. public qflairs from Carnegie-Mellon casualty feeder reports would be Uni~!?rsitij.He hm served as a forwarded; other personnel actions End Results platoon leader with the 902nd Engi- were also included. The S4 indicated nem Co., 11th Engineer Bn. (CRT) where vehicles should be destroyed By the end of the session, the staff (HVY);a company commander tcith so that the units would be forced to had developed a list of tasks to be the 1.3th Engineer Co. (CS); and as requisition replacements during the evaluated, the scenario, resource the 1,'Mk Engineer Bde, urganiza- prescribed resupply times. requirements. and a milestone list. f ionai qffectii:enessofficer. E WOS Study Results Improving Warrant Officer Professional Development hy the Engineer Warrant Officer Study Team, US.AES uring 1983. the U.S. Army Compilation of Data feeder enlisted MOSs task listing. D Eng~neerSchool reviewed the The results of the survey during This condensed list was used in a status of training development for the needs assessment were compiled survey developed for warrant officer all warrant officer career fields during the compilation of data phase supervisors. In order to determine served by the School. The compre- of the EWOS. Also, additional studies the importanceof how each task was hensive project identified specific and proposals were gathered that to be performed, the survey was problems in Engineer warrantofficer affect on Engineer warrant officer developed with a two part rating. professional development and career professional development. The addi- The first part identified the task by utilization. tional studies and proposals reviewed level of performance (NCO, warrant These problems included: included the following: officer. or commissioned officer) and Performance discrepancies by The Com~rrissioninggf Warrant the second part determined the Engineer warrant officers OJJic'r Study. significance of warrant officer per- Changes in doctrine affecting the Tli~GI-nding of Warrant Q(fic~r formance of each warrant officer use of Engineer warrant officers. Pusitio?~.~Study. task. Changes in organizational struc- The Enlisted Pei.sonne1 ;Mn~iag~- tures imposed by DIVISION 86 rnvnf System Strrdy. Analysis by Boards affecting warrant officers. The Reg~clar Military UTarran.t The analysis of collected data was The introduction of new equip- Qfficpr Coml)unsalion Study. performed in two separate boarding ment system and training devices Warrant Qfficer Senior Cours? actions. The first boarding action being developed to support force Rer*isi.nv~ was the Specialty Task Board. The modernization. U'nrrant OJJiicrr Senior Co~rs~board was divided into three specialty Changes imposed by Army Train- Position. AS1 4A Proj)o.~al. boards for each of the major career ing 1990 affecting the current E7 to CW2 Pru~~ssal. fields: Utilities Operation and Main- training strategy. Inerease(l Requirei~~nts.fi)rlm~le-tenance-MOS 310A; Engineer Common warrant officer training mentation (IJDIVISION 86 Equipment Maintenance-MOS 621A; and utilization problems generated Arnt!~$1. and Topographic Engineering MOSs by identification of collective job/ FO~CPModem izatiolt. 811A. 821A, 833A. and 841A. Each task analysis. Army Tvaining 1.YYo. Specialty Task Board included several To determine how Engineer war- senior warrant officers from each rant officer professional development career field. officers will be accomplished, the Needs Assessment The board members reviewed Engineer Warrant Officer Study The needs assessment was con- data and verified information col- (EWOS) was initiated on April 18, ducted to verify the job analysis lected during the needs assessment. 1983, by the Engineer School's previously conducted by the Review Each board then developed a task Directorate of Training and Doctrine of Education and Training for Offi- listing based on the skill levels and the Engineer Proponency Office. cers (RETO) program. Additionally. identified in the supervisor's survey In order toevaluate all the different the needs assessment validated the and job incumbent survey. The warrant officer career fields and initial RETO task listing. Specialty Task Board then developed additional areas of consideration, the To accomplish the needs assess- new descriptions based on the iden- study used the consolidated analysis ment, the study team evaluated the tified skill level requirements. The methodology of Criterion Referenced tasks performed by feeder enlisted chairmen from the Specialty Task Instruction, Instructional Systems MOSs against the warrant officer Boards presented their findings and Development, and the Systems Ap- task list developed under RETO. A represented their specialty on the proach to Training. The study was condensed task listing was developed, Common Warrant Officer Analysis conducted in three phases: a needs based on the previously validated Board. assessment, the compilation of data, task listing by the job incumbents The Common Warrant Officer and analysis of two boards. under the RETO program and the Analysis Board consisted of the following: a chairman; representa- Thre is no standardized or required Establish Grading by School Quali- tives from the Directorate of Training training for either appointment fication. and Doctrine; proponency, National or professional development/pro- Grading by school qualification Guard, and USAR personnel; an motion. will correlate professional develop- education specialist; a training Utilization. ment with assignment utilization systems specialist: the chairman There is no correlation between by awarding a skill designation to from each Specialty Task Board; professional development and as- the MOS code for each MOS and a facilitator. signments. based on school qualification. The Common Warrant Officer Warrant officer assignments are The skill designation will be Analysis Board's work was divided not identified by experience level coded in TOEITDA documents to into problem analysis, evaluation. nor grade. provide better assignment utilizat- and action planning. During the Additional Specialty Identifier ion. problem analysis phase, the board management is not controlled. Establish a new MOS-Special analyzed all data and input from the MOS Overload. Purpose Engineer Equipment Re- Specialty Task Board. In the evalua- Utilities Operation and Mainte- pair Technician. tion phase, the problems were refined nance (MOS 310A) has too many The new MOS should eliminate into specific findings and recom- diversified feeder MOSs. the requirement for maintaining mended actions were developed. The MOSS 310A and 621A have di- the extensive number of equipment recommended actions were further versified assignment utilization. systems now under MOS 310A refined and developed into an action MOS 310A and 621A overlap and 621A. plan. technical responsibilities. Consolidate Engineer warrant Based on the EWOS, the findings Civilian Education. officers under one code structure. were identified and grouped under More technical training is required Using one code structure should these functional areas: to support force modernization. eliminate proponency problems Role of the Engineer Warrant There are no fully funded college and consolidate all Engineer war- Officer. nor other higher education pro- rant officers under one Military Commissioned officers do ndunder- grams for warrant officers. Occupational Area-Engineer stand the role or proper utilization On September 30,1983,the findings Support Operations. of warrant officers. and recommendations of the EWOS Establish additional Army Educa- Engineer warrant officers are were briefed to Engineer School tional Review Board positions at uncorrectly used. commandant. Based on the unique major Army commands (MACOM). Prerequisites. problems identified by the EWOS, Additional positions should in- Requirements for appointment the commandant approved the re- crease the number of warrant are too low. commendations listed below for officer advanced degree positions Appointment requirements are further staff work. to support technical requirements not enforced through field boarding Establish blocks of instruction for force modernization. action. in the Engineer Officer Basic These proposals are being staffed There is no proponent technical and Advanced Courses on how and will be presented for approval to certification prior to appoint- to best use Engineer warrant the Army staff agencies and MACOMs. ment. officers. If approved, implementation urill Certification is not required for Establish better preappointment begin in fiscal year 1985. USAR warrant officers before re- requirements. These proposals were the result of ceiving a new MOS. Preappointment requirements contributions and cooperation from The new EMPS is not providing should be increased to require. as the U.S. Army Engineer School, diversified technical management a minimum, graduation from the tenant activities, MACOMs, and skills. Primary Technical Course or staff agencies. The actions based on Field Boarding Actions. Basic Technical Course (whichever recommendations in the Engineer No guidance is being submitted to is available) for each enlisted Warrant Officer Study will improve board by proponent. feeder MOS. professional development of Engineer A warrant officer is not required Develop better local appointment warrant officers and help them to to sit on appointment boards to board procedures, which includes better support the Engineer mission ensure applicants are technically proponent involvement. worldwide. certified. Establish an Engineer Warrant Warrant Officer Education System. Officer Education System. Engineer Warrant Officer Study There is no specific training in The education system should in- Team "officer skills." clude entry level/candidate train- CPT Randy Brindle There is no technical training ing; advanced level training; and 1LT Gary Ramos available for MOSs 310A. 811A, senior level training. These pro- Mrs. Ann Walker 821.4. 833A. and 841A. fessional development courses CW4 William Cook There is no proponent technical should be required for improved CW3 William Smith certification at entry level. career progression. CW2 Carl Burnett EUROPEAN RANGE MODERNIZATION Army Engineers Meeting The Challenge Compiled by 1LT Beverly Barnes The 18th Engineer Brigade. USA- special considerations. The European unions before civilian workers could REUR, and battalions from the 13Mh theater has arelatively short construc- enter the impact areas ruled out and 7th Engineer Brigades. USA- tion season-roughly seven months using civilian contractors. Engineer REUR, are undertaking the largest during which oncrete can be placed troops, however, could both clear troop construction project since World and heavy equipment can move. An their work areas and complete range War I1 at the Grafenwoehr and even greater challenge was the need construction tasks. The U.S. Army Wildflecken training areas in Ger- tocontinue combat readiness training. Europe commander-in-chief, there- many. When completed, the project As a result, range construction time fore, tasked the 18th Engineer Bri- under Colonel (P)Charles E. Williams' had to be planned so that units on gade, the only theater level engineer command, will provide a modern. adjacent ranges could keep firing unit with combat heavy capabilities. extensive training complex for M1 during the project. The brigade consists of four combat Ahrams tank crews and for squads Completing the crucial project heavy engineer battalions. a topo- using the M2/M3 Bradley fighting within theshort construction windows graphic battalion, and a battalion- vehicle. available required an engineer task size civilian service support center of force of unparalleled size. The exten- engineer-skilled craftsmen. For the sive dud removal and certification range modernization project, the The Project. The Units process required by German labor brigade was augmented by two corps The introduction of the M1 Abrams main battle tank and the M2/M3 Contributing Writers fighting vehicle into the Army inven- LTC Melvin C. Lynch. 18th Engineer Brig tory required that training ranges be MAJ Richard C. Herrick, Brigade Mainte cer improved, so that their crews and MAJ Russel P. Baldwin. Operations Offict weapons systems could be adequately CPT (P) Thomas G. Sedelko, Brigade S4 Clfficer challenged. Fourteen ranges at the CPT David M. Patterson. Construction OflBcer Grafenwoehr Training Area and the CPT Robert C. Steiger, Brigade Engineer ing Plans ;tnd Programs Wildflecken Training Area were Robert C. Steiger, Analysis Stafe identified as needing improvement at CPT Gary R. Clare. Brigade Er Plans and Programs Analysis a cost of $55.1 million. From the beginning there were Staff combat engineer battalions and two systems, a concrete motor park, a at daily battalion meetings and at combat support equipment (CSE) cantonment area with two to six weekly task force conferences. The companies each year, for an annual billets and a dining facility, a target battalion operations section consisted strength of approximately 5,000engi- maintenance building, and a sewage of a construction officer or civil neer troops. treatment system with a leach field. engineer and an experienced senior In 1983, units participating were This scope of work represents 170 NCO, with a construction supervisor the 18th Bridgade's four heavy kilometers of roads, 75 buildings, 750 MOS (51H). They conducted daily engineer combat battalions, the 79th. culverts, 2,000 targets, and nearly inspections to make sure that keeping 94th. 249th, and the 293rd; the 649th 300 kilometers of buried electrical up the construction pace was not Engineer Battalion (Topographic) cable (see Fiwre 1for project details). emphasized above quality control. and the 670th Civilian Service Cen- The task force faced special chal- The final quality control level was ter. Attached to the brigade were the lenges in the construction area as well within the construction element of the V Corps' 547th Engineer Combat as in other areas. Also involved was task force operations section. The Battalion and the 568th CSE Com- managing vast amounts of materiel. element included two officers; six pany, and the VII Corps' 237th and special equipment, providing construction supervisor E7s: con- Engineer Combat Battalion and equipment maintenance, operator struction inspectors: ten surveyors: 535th CSE Company. Accomplishing training, and provisions for support and two materiel quality specialists. the range improvements using troop personnel for the soldiers many miles At this level, quality control was construction saved millions of dollars from their home stations. given a higher priority than project compared to the cost of a civilian construction management. contract. Construction The project quality control effort Each range has "pop-up" vehicle The chief challenge of the project required two sources for reference and personnel targets, moving target was to construct all facilities accord- and standards. The first was the systems with remote control target ing to design and with acceptable design and specifications for each carriers, hull defilade firing positions construction techniques. To accom- facility constructed. Prepared by a along the Class 60 course roads, and plish this, a multi-level quality control civilian architectural firm, these plans concrete turnpads at road intersec- system was used so that each step of were significantly different from tions. every task was checked three times. those encountered in the United Other new items include electrical The most important and effective States, since they were based upon sensors that indicate the combat quality control occurred within the German construction codes, called vehicle's location on the range, a new platoon at the builder level. Strict "DINS." range tower with computerized control quality control measures were stressed The second reference was a quality An M1 Abrams tank rolls 7cp to battle position 1 at Grafenwochr's Ranye 99. ENGINEEWSpring 1984 RANGE MODERNIZATION control annex to the range improve- exposure control, ensuring that fire gade's S3 became the deputy task ment operations order. This clarified was always within the range safety force commander and managed the key points, explained certain tests, fan, and that vehicles were not construction projects of the six and helped to tighten construction accidentally fired upon by other battalions at Grafenwoehr and Wild- standards. Published early in the vehicles. The task force installed 261 flecken. A communications network project planning stage, it ensured of these road sensors, using hardware gave daily contact between the task that planners understood critical developed for normal traffic sensors. force commander and key personnel. standards, and it allowed the bat- During the fivemonth cable installa- To further improve command and talions to conduct training on con- tion project, the task force dug over control, the task force was provided struction standards during the winter. 54 kilometers of trenches and installed fixed and rotary wing aircraft. A thorough knowledge of both this over 155 kilometers of high-voltage, An unusual command and control document and of the project design low-voltage, and data cable. situation for task force operations and specifications was the key to was dealing with the corps reinforce- effective quality control. Command and Control ment battalions supporting the proj- The 1983 range improvement up- Command and control for this ect. During the winter, teain-building grade project at Grafenwoehr and huge construction operation pre- workshops and open-forum confer- Wildflecken included a great deal of sented special challenges to the ences were used to create a cohesive major construction effort not part of brigade commander and his staff. team for accomplishing the summer the 1982program4atacable installa- Besides being the 18th Engineer construction activities. Each of the tion. Brigade and task force commander, attached units became working mem- The task force installed low voltage he was also the Karlsrule com- bers of the task force and cooperative and data cable to each target on all munity commander. Battalion com- team members in the complex con- the ranges. The power cables required manders shared similar problems struction effort. After construction less maintenance because they elimi- with managing unit operations and began, the commanders continued nated batteries. The data cables still meeting community responsibil- weekly meetin@ to discuss progress allowed the Programmable Control ities at their home stations. and problems. Unit (PCU)to communicate instantly The management scheme estab- Because of the large interest in the with each target, to activate thermal lished the deputy brigade comman- project, a joint visitors' bureau signature and gunfire simulator de- der as the rear detachment comman- (JVB) was established to coordinate vices, and to report target operational der in Karlsrule for the 18th Engi- official visits with the units, the 7th status. On three of the five ranges, neer Brigade. In addition, a lieutenant Army Training Center, and the where more than one vehicle could colonel became the deputy community training areas. The four-member fire simultaneously or where the commander and handled the commun- team handled itineraries, arranged firing vehicles were out of sight of the ity responsibilities. transportation, and secured special control tower personnel, a vehicle At Wildflecken, a field grade clothing (hard hats, wet-weather sensor system was installed. The officer was assigned as range project gear, etc.). The JVB also compiled system identified vehicle locations to manager and reported directly to the project history and kept an the PCU. This allowed for target the brigade commander. The bri- extensive photographic file. Helmets,flackjnrkrts nrzd ground guides were stnndurd so.fc'tg measlcres zchpn hr~nkirzggruxaddown range. 26 ENGINEEWSpring 1984 A J'rrll t.ic2!c. qfthf !,)I rultye (~7.~0~Ro Logistics Transportation was a key aspect of delivery service directly to each Supporting logistical operations the range improvement project. Com- range. Rotating through 13th Supply matched the large scale of the mercial buses were contracted each and Service Battalion companies, project in every respect. Facilities weekend and transported the task five 5,000-gallon tankers were avail- for the task force included over 100 force to and from their home stations. able at Grafenwoehr and Wild- barracks. 20 dining facilities, and 15 Additionally, 18 German buses were flecken. acres of motor parks with 11 main- used to transport workers to and tenance buildings. A second set of from the ranges each day, adistance Maintenance barracks furniture was required for of 20 miles. Twenty-nine leased. Unique to the maintenance support each task force member. Property nontactical vehicles provided an system for the Grafenwoehr improve- disposal offices throughout Europe additional administrative transpor- ment program were direct support were screened for beds, mattresses. tation asset around both range areas. maintenance detachments. Tradi- and metal wall lockers. Resources Clearing the ranges of unexploded tionally, direct support maintenance were collected from as far away as ordnance, plus handling over 23 tons is provided under an area support England, saving a considerable of demolition materials, required the concept, but the task force operated amount of tax money. support of the 10th Combat Engineer in an area that could not provide the Food service operations continued Battalion and of an explosive ord- service. Therefore. USAREUR tasked at six range construction sites, as nance demolitions team. the VII Corps to provide direct well as at six troop billeting loca- To supplement the task force's maintenance support of Grafenwoehr tions. At each site. lunch and dinner assigned equipment, 315 items of and tasked the V Corps to provide meals included mobile kitchen USAREUR theater reserve equip- similar support at Wildflecken. trailers, and elaborate feeding tents ment. valued at $750 thousand, were At Grafenwoehr, a 7Gperson main- and picnic tables. released on loan. These items, rang- tenance detachment established their A task force field medical facility ing from vehicle radios to five-cubic shop with a cadre from the 71st was established in a converted mess yard scoop loaders, were issued by Maintenance Battalion. Maintenance hall and staffed by the Nurenburg reserve storage activities from places platoons were drawn from all of the Medical Department Activity (MED- as far away as Belgium and were battalions of the 7th Support Group DAC). Task force soldiers were transported to Grafenwoehr and on a two month, rotating basis. The treated quickly, properly and re- Wildflecken by the units to which direct support detachment at Wild- turned to duty as soon as possible. the equipment was assigned. flecken consisted of 15 personnel While using the facility avoided The task force used over 25.000 who developed a memorandum of overbooking the GTA dispensary. gallonsof fuel each week. To alleviate agreement with the 94th Engineer the Wildflecken medical facility a large part of the transportation Battalion. provided services for the battalion burden on the organic fuel tankers, Class IX repair parts for the working at WTA. the 7th Support Group provided fuel organizational and direct support RANGE MODERNIZATION or more ranges. Fund management was done by givingeach construction battalion a limit for TDY and equipment expenditures. Those amounts were further broken down into project spending ceilings. These limitations were based on the bat- talion's estimate of the work re- quired, coupled with an experience factor applied by the brigade's engineer plans section. A joint project between the task force and the U.S. Army Construc- tion Engineering Research Lab (CERL) was a microcomputer re- search project. This assisted in tracking both the construction and the funding status. A weekly pro- gress report (WPR) documented TDY status and equipment hours charged to the project. The WPR also reflected the man-hours worked COL (P)Charles E. Williams leads the monthly brigade run. on each .~roiect . subtask. A current maintenance operations came from Committee, London (EVDAC). The status of funds earned, funds re- the local Grafenwoehr supply sup- purchased equipment worked well maining and of percentage of con- port activity (SSA). With a direct and included gradealls, special en- struction completed was computed line back to the United States, the trenchers, and rollers. Operators for each battalion. SSA was able to shorten the shipping were trained to use the equipment, With this data, the brigade re- time for parts, which benefited the but there were problems because of source management office also coordi- unit's percent zero balance. too few mechanics needed to main- nated reports to European Division Because equipment use during the tain the additional equipment, and and USAREUR central finance and construction project resembled war- from the inability to requisition accounting offices for two fiscal time use and because there was a repair parts through the supply years. The problem would have been responsible repair parts system, the system. simpler had MCA funds been in- resulting Class IX data presented a A maintenance contract with ci- volved, but Operation Maintenance, perfect opportunity for other studies. vilian firms was let with the task Army (OMA) mission funds were All requisitions submitted were force maintenance officer as the required to support related indirect given a special project code and at cargo outturn report (COR). Civilian project construction costs. Therefore, the end of the first year of construc- contractors were reminded of their costs had to be identified as either tion the data was used to support the important role in the project, and direct or indirect. Those costs charged General Support Supply Base for challenged to develop a sense of to the indirect share had to be USAREUR engineer equipment. urgency. This succeeded with vary- allocated to the proper fiscal year, During work at Grafenwoehr in ing degrees. The repairmen took since OMA funds were used as a 1983, the 249th Engineer Battalion, immense pride in their work and carrier fund to be reimbursed from together with a Department of the proved quite reliable, but they be- MCA. Improperly allocating indirect Army team, collected sample datato came frustrated when repair parts costs would have been either an develop a combat prescribed load were not readily available. The overstatement or understatement of list for heavy engineer battalions. training value of this arrangement other OMA costs in one fiscal year, Results of the study should be was that wartime host nation support and the reverse in the ensuing fiscal available in 1984. would parallel this use of off-the- year. Active fiscal management pro- Though well supported with main- shelf equipment and civilian repair cedures were initiated to solve these tenance and repair parts, the task work. problems. force's organic equipment was not entirely suited to meet the strict Fiscal Management Training project construction standards. As a The multimillion dollar project The range improvement program result, some civilian construction presented a fund management chal- proved to be a perfect scenario for equipment loaned to the task force lenge within the 18th Engineer cross-training soldiers in various was purchased off-the-shelf through Brigade. The project combined many engineer skills because conditions competitive bidding sponsored by platoon-sized tasks at each range. closely compared to those experi- the European Distribution and Ac- Major Construction Army (MCA) enced in wartime. During project counting Agency of the Military funds were provided to finance one mobilization and demobilization, over 2.000 pieces of equipment were moved to and from the construction 7 sites. Heavy construction equipment RANGE IMPROVEMENT PROGRAM SUMMARY was moved by train with the opera- tors in accompanying carrier cars; TOTAL lighter vehicles were driven from home stations. This movement of- MCA Costs (NL ...., $55.11 fered excellent practice for wartime Construction deployment. During the project, commanders Gravel roads 44.7KM 63.1KM 7.3KM 166.1KM and staffs were consistently taxed to (Class 30 & plan missions and to task leaders to Gravel hards tand execute those plans. In essence, tne Concrete battalions and brigade staff con- Roads, tan1[parks ducted a seven-month Army Training &walkways Evaluation Program (ARTEP). The Culverts need to rotate troops to different Defilade fi~'ing tasks made it possible to cross-train positions equipment operators. Furthermore, Turnpads, i the units conducted common skills pads training and testing, weapons quali- fication training, and PT testing Buildings during their busy schedules. In Soule (average size 59 addition, the compressed construc- 40' x 60') tion period and 12 to 15 hour Range towe 14 1" workdays provided the opportunity Sewage systems J to work under pressure similar to Target systems that of combat. Moving targets 4.058M 700M 1 Vehicle target pits 115 25 Personnel 1target pits JJI 476 ~OL 120 t.au~ Personnel Data cable t renching 32.75KM 48.40KM 48.21KM 12.00KM 141.36KM n*"A -A"--. Personnel managers faced prob- RY~UJCIIJY~ S 0 259 682 0 941 lems caused by family separation Chain link fence 705KM 655KM 1.000M 2.206M and additional TDY costs. They tried to minimize these problems with various programs and special opportunities. special bus ran daily from 8 a.m. to task force faced each problem and A morale support program was 10 p.m. from each unit's area to the found a solution. Finding new ways established which included softball, main post. of solving old problems and imple- flag football, golf, and Uowling. Also, To support the soldier it was menting new technology has always an organization day for all units necessary to maintain personnel and been the pride of Army Engineers provide a welcome break for the task finance sections at his home station worldwide. The new ranges at the force. The events included all the to interface with military personnel Grafenwoehr and Wildflecken Train- customary competitions events and a offices (MILPO) and finance offices. ing Areas will stand as a monument complete barbeque meal. Processing TDY orders and travel of the peacetime contribution of Religious services were held on vouchers, and handling mail and Corps of Engineers troops in pre- weekends, and the brigade chaplain distribution increased the amount of serving that peace. was available regularly for counsel- work performed by an already 1LT Beverly Barnes is assigned to ing. He also organized local area geographically separated work force. 649th Engineer Bn. (TOPO). She toas trips, including visits to the Dachau Furthermore, these sections coordi- attached to the 18th Engineer Bde. as concentration camp outside Munich nated personnel in and out-processing the uisitors' bureau oificer during the and Flossenburg, and trips to the and handled limited medical and 1989range impronement project. ILT border zone. finance appointments with support- Barnes has a baehelork degrec in Both Grafenwoehr and Wildflec- ing community units spread across a park management from Texas A & M ken Training Areas granted per- minimum of 200 miles. Uniziersity and an associate's degree manent party status to task force in water and wastewater technologu soldiers, allowing them use of the Summary from New Mexico State Unioersity. Class VI stores, post laundries, and The challenges presented by the She has wmyleted the Engineer check cashing privileges not afforded range improvement project have Officer Basic and the Mapping, to training troops. To better give been varied and significant. But Charting, and Geodesy Officers' soldiers access to post facilities, a with skill and determination, the Course. RANGE MODERNIZATION element was pieced together from maintenance units throughout Ger- many. Elementsof the 18th Engineer Brigade's German civilian labor force. the 6970th Civilian Suooort.. Center. were also attached to install by LTC Lawrence L. Izzo heating and electrical lines and to build control towers. Surveyors from raf '82" was the first over 1.000 line items of construction the 18th Brigade's 649th Engineer "G.installment of the four-year materials to 60 different platoon Battalion (Topographic) reinforced plan to modernize USAREUR's train- leaders. They managed the pro- the combat battalion's organic con- ing ranges and was concerned whole- gramming and delivery of over struction surveyors and rounded out ly with the Grafenwoehr (Germany) 450,000 tons of crushed rock (in the task force. Training Area. The six ranges con- seven different commodities) and The 18th Engineer Brigade's structed were designed to challenge over 15.000 cubic meters of ready- management of the project was the crews of the MI Abrams tank mix concrete. Material operations highly commendable. All six ranges and carried a cost of $15 million. personnel tracked procurement and were completed on time. The troop The scope of Graf '82 presented a delivery on nearly 300 separate portion of the project was completed monumental challenge. More than contracts during the project and for approximately $400,000 under 30 miles of gravel roads for tank directly coordinated with numerous the estimated and budgeted cost. All firing courses and target servicing. German civilian firms to ensure six ranges were turned over to the 17 moving target systems totaling timely deliveries. Military Committeeof the European more than 14,500 feet, 549 concrete Another major challenge was the Distribution and Accounting Agency target pits, and 44 concrete firing requirement to clear the downrange (in London) without construction positions were constructed. portion of the training ranges of all deficiencies. Seventeen billets, four diningfacili- dangerous ordnance before construc- After the project, the 18th Engi- ties and five range control towers tion began. Over a six-week period. neer Brigade continued to provide were also built, along with five the 16th Engineer Battalion (Combat) responsive support to the customer, target maintenance buildings so surface swept all ranges and located the 7th Army Training Command. targets could be maintained without about 10.000 items. Over 3,000 of by making warranty-type construc- removing them from the range. these were too dangerous to move tion corrections. The task force All buildings included heat and and were blown in place. The areas accomplishments during Graf '82 electricity. and three included a where construction cuts were planned started the significant role engineers complete sewage system with septic had to be earth shocked with demoli- are playing in helping to improve tanks and a leach field. Five 25.000 tions to explode any sensitive ord- the readiness of the Army in Europe. square feet concrete motor parks nance hidden underground. The were built for tracked vehicles, plus entire operation required over 50 LTC Larry Zzta uas thc operations ninegavel parking areas for wheeled tons of demolitions and was carried oJficer.for th? 18th Engineer RI-igadp vehicles. In support of these facili- out on a tight time schedule. during Gra.f '82. He now eomntn.nds ties, 13,000 feet of fencing, 1,600feet The engineer troop task force the 307th Enginerr Bn. (Airborne). of concrete roads, and more than 200 assembled for Graf '82 mnsisted of sand Airborne Dic.. Ft. Bragg. N.C. culverts with concrete head walls seven engineer battalions. The two A U.S. Militnr!, Acade>rrygradunf~'. were installed. To provide power to combat engineer battalions, one each he has eoinpleted airborne and rangrr the target systems, over 20 miles of from V and VII Corps, were the training, thc Command ant1 Cdnrral power cable were buried. Troops did 317th ofthe 130th Engineer Brigade StaflCollege, ha.? a masf~ridegree in all the trenching and a civilian firm and the 82nd of the 7th Engineer nuclear enginearingfrom thr Massa- laid the cable and did the splicing Brigade. Each battalion was rein- chlcsefts Inslit~teof Technology arrd and continuity checks. forced with a combat support equip- an M.B.A. ,from Long Tsland Uni- To support the construction effort. ment company. ~.ersity.He is a registered profes- the 18th Brigade assumed responsi- The direct support maintenance sional engineer in Virginia and bility for all material handling GRAF'82 nerved on the physics department operations. Task force operations facultg ofthe U.S. Militar~jAcademy. personnel were responsible for re- TASK FORCE ORGANIZATION ceiving, accounting for, and issuing 'OPCON For Range Clearance mong the many problems Aencountered by the planners of the range improvement program at Grafenwoehr, Germany, was how to request, to store and to issue materials. Needed for the huge construction project were over 900 different construction materials valued at by CPT Thomas R;I. Berger over $6 million. Besides nuts and bolts, other required items were fluorescent lights and culvert pipes, request with 24 hours advance shortage notifications and special junction boxes and copper tubing, notice. In the old scullery where the needs to the material operations OIC circulating pumps and shut-off master file was located. all receipts and NCOIC. The material coordi- valves, manhole covers and fence and issues for every type of material nator worked closely with the Army poles, 24 Soule building kits, 16,000 was recorded on a stockage level Contracting Agency and civilian cubic meters of concrete, 127 kilo- card and a running balance was firms to ensure that needed items meters of electric cable, 62,000 kept. In cold storage were rakes. usere delivered on time to prevent bricks, and 376,000 tons of sand and screwguns, slump tests, and other construction delays. The procure- gravel. assorted items. Personnel authorized ment NCO also purchased various Also required were 12 gradealls. to receive equipment had cards and supply items from local stores with 24 vibratory rollers, 60 plate com- signed hand receipts for what the13 imprest funds. pactors, 61 circular saws, and 3.500 received. Every attempt was made Meeting the immense material &millimeter drill bits, not to mention to distribute the tools equally among requirements of the range improve- the hundreds of other types of tools the units. ment program stands as an example and materials. In one motor park turned storage of what can be successfully done But how could afacilities engineer yard, no mechanics were seen, but when a difficult mission is tackled office handle this materials burden? instead there were people stacking with good planning and team effort. Who was going to take care of lumber, counting conduit, and issuing CPT Thoms M. Berger sewed receiving, issuing, and storing ma- reinforcing steel. In the other storage uith the 79th Engineer Bn. (CBTI terials in such vast quantities? area (an old ammunition yard), steel (HVY) a?td was th,e task .force nla- In an agreement with the Direc- forms were moved by forklift to terials offieer for the 1989 project. He torate of Engineering and Housing accommodate landscape dozers and has a bachelor's degree i?t elzetrical (DEH) at Grafenwoehr, the 18th entrenching machines for the winter. engineering from Lafayde College Engineer Brigade established a All equipment was inspected and and i.7 a graduate of thr Enginerr special team as the agent for the serviced before being secured for the Ojficrr Basic Course and the airborne DEH in handling all material actions. season. and ranger schools, CPTBerger is nmr: Contrary to normal practice, the In the construction areas, the attrnding the Engineer Qficer Ad- construction units assumed the re- project officers conveyed material z:anced Course. sponsibility and established a system for receiving. storing, issuing, and accounting for the program's con- struction materials and tools. Originally. the material operations m~n~ineerProblem team consisted of nine U.S. military personnel and ten civilian support group personnel, but increased to a r P Bridge Design Problem: (Reference: TM 5-312.Chapter 6. or FM 24. final strength of They operated a 5-34. Chapter 7) central handling and storage facility You are designing a semipermanent nonstandard fixed bridge. This two- in an old German mess hall that was lane bridge is to have a design class of 100. The stringer spacing will be converted into an office and ware- 5'0 and the available deck material is 4 x 12and 3" x 10. house. Instead of counting potatoes and writing menus in the cook's QUESTION: Select the best deck design from the following: office. they counted cubic meters of a. Laminated: 75 percent using 3 x 10material. concrete and wrote weekly rock b. Laminated: 66 2/3 percent using 4 x 12" material. status reports. c Planked: 2 layers of 4 x 12material nailed firmly together. In the dining room, plumbing d. Planked: 3 layers of 3 x 10material nailed firmly together. fittings, electrical fixtures, and cans of ~aintwere "served" on written Be explicit. Do not write a standard Improving your likeUalltools will bemarked." Write standards like "metal hand tools from kits will be etched with 'US and a code number showing to which kit and platoon the tool belongs" or "wooden-handled tools from vehicles Platoon will be stenciled in OD paint with 'US' and the vehicle's bumber num- Make your inspection efficient by issuing a list of all standards you can By MAJ Jonathan A. Jacobsen check during your inspection. This and MAJ Jefferson J. Irvin question is critical when the inspec- tion is formal and requires extensive troop~~ preparation. ~ Do not have your soldiers lay out their TA50 one day experts. If you are planning a he pressures may be intense so you can check the gear for maintenance inspection, talk to the Tfor a platoon leader during his accountability, and again two weeks or her first major inspection. If the motor sergeant. Find out what later so you can check the same gear inspection (such as an Annual standards they require. Have the for serviceability. General Inspection) is announced, it experts demonstrate hour they would Check all pertinent items in a looms in the distancelikean awesome conduct the inspection, particularly layout at the same time. If this is not regarding organization and layout. storm cloud. As the inspection date physically possible, plan to multiply approaches, the first sprinkles of Ask the experts for specific defici- the number of inspectors (you and encies which occur repeatedly in command guidance lead to early the platoon sergeant checking dif- your areas of interest and write preinspections. During the final ferent areas) before you multiply the them down. month, reports from units already number of inspections. inspected buffet the platoon leader Do not finalize your standards like giant hailstones. without first consulting your NCOs, Unfortunately, careless handling STEP 2: particularly your platoon sergeant. of inspections frequently negates Evaluate Existing Standards The NCOs should evaluate each their usefulness as a fair measure of Once vou have assembled the standard, just as you did. Resolve performance. Soldiers being care- published standards and those re- any differences. Frequently the result lessly inspected are unsure of exactly quired by your chain-of-command. is a group effort. Then, double check what is required. No time is allotted put the standards through the fol- your final standards with your for inspection preparation. Those lowing tests. Review the standards commander, and alter them according inspected receive no feedback. Stand- first by yourself, then with the to his guidance. ards are often unrealistically. high.- ulatoon sergeant- and squad leaders However, inspections are your who will ultimately have to enforce most valuable tool as aplatoon leader the standards. Ask yourself the STEP 3: for gauging the chain-of-command's following questions: Plan The Inspection efficiency. The following steps will Are the standards necessary? Your standards now agree with ensure that your inspections are fair Be sure the standards fit the mission. published technical manuals, field and, therefore, will guarantee that For instance, painting pioneer tools manuals, your chain-of-command. your inspections are effective. is an excessive standard. If astandard and the four questions in Step 2. seems unreasonable, discuss it with Next, determine how you are going your commander. to perform the inspection. STEP 1: Are the standards high enough? Will your inspection be an- Assemble Existing Standards Frequently the standards listed in nounced? If the squad leaders and Assemble the training manuals, SOPs or given by commanders are soldiers are being inspected on field manuals, schedule of com- vague outlines defining a minimum routine standards, unannounced ponents and battalion or company performance level. For instance, inspections are appropriate. If the SOPs pertaining to the areas you "clean the tools" does not specifically standards are new or in areas wish to inspect. Read and thoroughly address the sharpening, oiling, and previously ignored or glossed over, understand these references. You cleaning required for good tool start with announced inspections also should study the resultsof major maintenance. until the basic standards are reached inspections pertaining to your areas Are the standards clear and and familiar. of interest. coneise? When you inspect your What is the most efficient in- After reading the pertinent refer- soldiers, you do not want the stand- spection method? Give instructions ences, talk to your company com- ards to be debatable or subject to to your squad leaders for the in- mander, first sergeant, or other differing interpretations. Quantify. spection which include provisions for: The Inspection Process Step 1 I ASSEMBLE EXISTING STANDARDS I Step 2 EVALUATE EXISTING STANDARDS STANDARDS SUPPLEMENT AND REVISE ADEQUATE? THE EXISTING STANDARDS Step 3 PLAN THE INSPECTION Step 4 ISSUE THE PREINSPECTION ORDER Step 5 PREPARE FOR THE INSPECTION Step 6 CONDUCT THE INSPECTION COUNSEL PLATOON SERGEANT AND SQUAD LEADERS PLATOON PERFORMANCE ISSUE ACCEPTABLE RESULTS Step 8 PLAN REINSPECTION OF DEFICIENCIES Step 9 CT THE R 1 I Step 10 I TAKE APPROPRIATE ACTION I CONSULT COMMANDER 2 WRITE SOP Step 11 AND MAINTAIN STANDARDS Consolidating to one location geo- Does inspection preparation approval and should be kept to an graphically separated items. require materials or tools that are absolute minimum on inspection Using layouts based on some hard to get or unazailable? Check day. logical configuration. Have items with your NCOs. Do they have the Point out that you expect to be told laid out in the order listed in the paint, the pourer tools, or the main- well before the inspection if there is reference you are using as an tenance equipment needed to do the any problem meeting the announced inspection guide. For instance, job? Find out where to get the schedule. tools from kits should be laid out materials and include in your inspec- in the order listed in the supply tion order instructions how to obtain STEP 5: catalog and on kit inventories. A missing items. Prepare For The Inspection printed drawing of a standard- Are all references available to Ensure that your squad leaders ized TA50 layout usually works squad leaders to make tke stand- receive the preparation time allotted best. ards explicitly clear? Make copies in your order. If the time is stolen for Having items to be chded for of your assembled standards from other priorities, delay your inspec- serviceability ready and near Step 2. To make a complicated tion. areas where they can be checked. operation more clear, provide a Stay out of the squad areas during For example. power tools with sample inspectionllayout at the time squad inspections, unless a squad their cords unwound should be you give your inspection instruc- leader requests your personal guid- located near outlets. tions. ance. If your order was explicit and Having items such as rifles al- All the planning in Step 3 must be detailed. you are not needed during ready disassembled and ready for done with your platoon sergeant and preparation. In fact, you are im- inspection. squad leaders. Use their expertise. pinging on the NCO's job if you meddle. Will your inspection require STEP 4: Prior to actually conducting the staggering inspected units? With Issue the Preinspection Order inspection, prepare yourself. Make an expert, practice inspecting a The preinspection order issued to up an easy-to-follow tabulation of sample unit (truck. TA50layout, tool your NCOs should include the follow- standards and items to be checked. box). Time your dry run. Determine ing information: You may not have time to inspect all if the projected time to inspect the Specific standards to be achieved standards so pick representative platoon seems excessive. (This is a (especially regarding the recur- samples. The tabulation must provide judgment call. You don't want troops ring deficiencies which the experts a ready reference of what was waiting around for hours for an that you consulted said were checked and how it met standards inspection.) common). Use a handout, so (or who was not inspected at all) and You may either split the standards nothing is "lost in translation." what deficiencies require reinspec- to be inspected between several tion. For this reason, tabulate by inspectors (you,your platoon sergeant, The dates and times the squad leaders will have to prepare, name or vehicle bumper number, or an expert such as the motor not by room, squad, or type of inspect, and to reinspect their .. . sergeant or supply sergeant) or plan vehlcle. to stagger your inspection of squads soldiers. The date and time of your inspec- Explain the tabulation to a re- at different times or on different corder, one of your best troops who is tion, if the inspection is an- days. literate. (Your platoon sergeant is nounced. better employed helping you to How long do your squad leaders The date after which the squads need to prepare for your in- inspect and control squad leaders will be exDected be ready for rather than being your recorder.) spection? Determine what blocks of inspection, if the inspection is un- time they require on the training Rehearse using the tabulation with announced. your recorder. If your inspection schedule to bring their squads up to Schedulinginstructions if inspec- standard. These requirements in- record is garbled, you will have tions are staggered. wasted considerable effort. clude time for soldier preparation Layout instruction. Do not maintain the record vonr- and for both inspection and rein- Instructions for obtaining ma- spection by squad leaders. The best self. Your writing distracts those terials used to prepare for the source for this information is your you are inspecting and unnecessarily inspection. squad leaders. prolongs the inspection. Once you determine the prepara- A sample walk-through inspection Review the standards and rehearse tion time necessary, go to your explaining standards. the inspection yourself until you can commander and negotiate for time .A simple statement that squad conduct the inspection as a ritual. on the training schedule, including leaders' performance ratings are Where the list is long, keep a note time for your own inspection and re- affected by their performance at card of the standards to ensure you inspection. Ensure the time blocks your inspection. cover all those on the tabulation. you receive do not coincide with A simple statement that all routine major troop diversions such as sup- business (such as medical appoint- STEP 6: port details for community or bat- ments or passes) will be routed Conduct The Inspection talion classes. through the platoon sergeant for As you start inspecting each squad. quickly determine whether your minor corrections were found in the level will be maintained without preinspection order was followed. If last inspection), do the following: continued effort. Write an SOP to standards are ignored wholesale, if Double-check toensure the previous prevent backsliding. The SOP should preinspection instructions were not inspections included all personnel include: followed, or if layouts are improper and equipment. Invariably the soldier The listing of standards from and show negligence, stop the inspec- performing special duties or in Step 2. tion and proceed to the next squad. school is the soldier the chain-of- A regular sequence of un- Counsel the offending squad leader command ignores. This is probably announced inspections by the privately, not in front of his troops. the soldier with the substandard chain-of-command ("the platoon Point out that he was told exactly appearance. Equipment may have leader will inspect at least once a what to do, given time to do it, and been missed because it was lent or at month. .."). failed to perform. If the squad leader direct support maintenance. If men A record of the platoon's per- has had previous incidents of negli- and equipment were missed in the formance to determine platoon gence or inefficiency, keep a written previous inspections, ensure that rewards and punishments and to record of the counselling and take they appear at the final inspection. track platoon progress. other action as necessary. Give an order for the reinspection After the initial flurry of inspec- Set a time for reinspection, with- of specific deficiencies which is as tions when a new leader takes over. out setting additional on-duty time detailed as the one you gave for the the platoon should he at standard for preparation. Set the reinspection comprehensive inspection. Consider and performing according to SOP in itself for off-duty time only if the adding the following to your instruc- the following areas: problem has its roots with the tions: Vehicle maintenance. soldiers. If the problem is primarily Excusing those who have per- Tool/tool kit maintenance and centered on the squad leader, punish- formed to standard from attending acwuntability. ing the entire squad is counterpro- the reinspection. You may give Personal appearance. ductive. If the entire platoon fails to them and the squad leader free Room appearance. follow instruction, counsel the platoon time if the entire squad per- TA50 maintenance and account- sergeant. Then reinspect the entire formed well. ability. platoon later. Making more explicit any stan- Weapon maintenance. Double-check recording of the dards which caused confusion NBC protective equipment main- deficiencies during this inspection. during prior inspections. tenance. Again, garbled recording means you Shortening the time between Communications/STANO equip- have wasted time. inspections and reinspection. ment maintenance and account- Discussing probable actions for ability. STEP 7: failure to respond to correction. This list is obviously incomplete. Issue Results/Counsel Squad Solicit additional areas of concern Leaders STEP 9: from your commander. Each squad leader should have Conduct The Re-Inspection written down your corrections. Never- Conduct the re-inspection in the MAJ Jonathan A. Jacobsen is an theless, you need to give feedback on same organized manner as the assistant professor in the Department the performance of each squad inspection itself. However, this time of Engineering. U.S. Militarv Acad- leader and of each squad. Give the you will be inspecting with the emy. He was a platoon leader in the squad leader a copy of the annotated previous inspection results in hand 79thEngineer Bn. (CBU, USAREUR; deficiences. Counsel and take action instead of the earlier tabulations of a company commander in the 307th as necessary. standards. Check off the deficiencies Engineer Bn. (ABNj,Ft. Bragg; and that have been corrected. was a project engineer on the Negetv STEP 8: Air Base Project in Israel. MAJ Plan Re-Inspection Of Deficiencies STEP 10: Jacobsen has a bachelor's degreefrom Many platoon leaders terminate Take Appropriate Action the US. Military Academy and a their actions at this point, assuming If any of the previously noted ncasteri deqree .fromthe Universityof that the corrections will be made. deficiencies were not corrected, take California You must follow up on checking the strong action. Such action can vary deficiencies uncovered in the inspec- widely: consult your commander for tion. Delegation of this responsibility advice and guidance. MAJ J~ffer.3onJ. Irvin is an significantly weakens the inspec- Reward those who achieved stand- assistant professor in the Engi- tion's impact and the perception of ards without undue prodding. Again. neering Department, U.S. Military your interest in the standards. discuss rewards with your com- Academy. He served as a platoon If the platoon is still well below the mander. leader and company conzmander in desired standard, return to Step 3 the 94th Engineer Bn. (CBT). and start the entire sequence over STEP 11: USAREUR. MAJ Irwin has a baeh- with a hard line on expected per- Write An SOP elor's degree from the U.S. Military formance. If the platoon is beyond Now that your platoon is at the Academy and a master'k deyrrefrom the major inspection cycle (only desired standard, do not assume that Stanfwri L'~~i~1ersity. "True respect," whether or not it's agreed upon as Army "doctrine", is the ultimate goal for which every platoon leader should strive. Itis a deeprootedrelationship which must exist between a leader and his men; without it they will never follow him onto a battlefield. "True respect" is that bond exist- ing which makes them actually volunteer to work weekends. It is that which makes soldiers give 100 percent effort to any mission because they know their platoon leader gives them thesameeffort for them. Itis a respect which must be earned. A platoon leader starts building this relationship the day he reports for duty. About to assume more- responsibilities than he has ever accepted, he desperately needs to make a good first impression with his men as well aswith his company commander. He becomes a focal through point for all eyes in the company. "You're always under the spot light," says CPT Charles J. Fiala Jr., commander, Company C, 11th Engineer Battalion (Combat)(Heavy). "Everything you do, everything you say, they're (soldiers) always m watching". The successful platoon leader always exceeds the highest standards he sets for his men. He never accepts substandard perform- ancefrom himself nor from his troops. He eliminates substandard per- formers. However, heis fair andjust and will help his troops 24 hours a day, seven days a week. His by 1LT Louis J. Leto integrity as an officer is paramount and, likewise, he accepts only the truth from his men. He is a total professional. The 100 percent inventory is the fistmajor test a new platoon leader undergoes. The inventory must be well planned and organized. While the platoon grades the student on how he conducts himself and the inventory, his company comniander grades him on supply procedures, .. . the ultimate ensuring all property is accountable and hand-receipted to userlevel, and shortage annexes are current and proper resupply action is taken. A goal of every platoon leader who conducts a shoddy inventory can cause irreput- able damage: it will be much more platoon leader. difficult to earn the "true respect" he needs from his men. A young, inexperienced platoon A platoon leader must learn the leader, and only then will the word leader is usually highly motivated significance of this respect. It is his "can't" be foreign to them. Only when starting his first troop assign- men who determine his success. It is then will they know that they and ment. The word "can't" is foreign to bis men who handle the heavy equip- their platoon leader can do it all. him; he and his men can do it all. ment, place the minefields, and dig Although this is an excellent thetank ditches. If they succeed, the ILT Louis J. Leto is the assis- attitude for a new platoon leader, platoon leader succeeds. If they fail, tant editor of ENGINEER Magazine. expecially and engineer officer, it the platoon leader fails. Soldiers will He has a bachelor's degreein journa- can prove to be an even greater not risk their lives or strive for perfec- lism from Temple University. He is weakness if he fails to plan. tion for a leader they don't respect. an Engineer Officer Basic Course A new platoon leader should he Only through total dedication graduate and hasserued as the assis- well-organized even before report- to duty and to h~smen will a platoon tant adjutant of the 11th Engineer ing to his unit. He should learn all he leader succeed. Only then will a En. ICi (H) and as a platoon leader can about his new unit and become platoon devote themselves to their with C Co. of the 11th Engineers. familiar with the TOE. For example, a second lieutenant going to a combat engineer company shouldlearn every- thing he can about that type of unit and its missions. He should know abouttheequipment andmanpower he is authorized. He should study supply procedures. He should learn about all available sources ofinforma- tion and know where to find them. Q. What does Army doctrine say about the ratio of corps level mechanized combat engineer battalions to wheeled engineer battalions He should know the difference in a fully developed corps? between theroleof the platoon leader versus the role of the platoon A. The ratio is normally one corps level mechanized combat battalion and sergeant. two corps level wheeled engineer battalions per division in a fully Then with all of this inform- developed corps. ation, the new platoon leader is Q. The hydraulic jacks with the medium girder bridge have reliability ready to begin work. That is, he is problems. Is there any corrective action planned or under study? ready to observe, to take notes, and A. The problem with the British-made 15.1011 jacks is that the hydraulic to askquestions. Heis ready to start release volves have o tendency to leak. Studies indicate that operotors earning respect. In fact, with the often fail to close the valve after use, allowing dirt and sand to get into exception of conducting his first 100 the seals. This results in hydraulic fluid leaking from the jacks. The Army, percent inventory, playing the role however, is buying the link reinforcement set for the medium girder of the student is all the new platoon bridge. The set includes a 20-ton hydraulicjack to replace the standard leader does for the first few weeks. 15-ton jack. However, the operators should toke the some precoutions Regardless of how confining this with the 20-ton jocks in closing the release valves to ovoid future problems. feels to an aggressive, motivated Q. Is there a new paint for camouflaging vehicles and equipment that (yet inexperienced) platoon leader, is resistant to chemical contaminants? Is the camouflage pattern for playing the student role is still a vehicles changed? requirement if he intends to grad- uate to a leader. Meanwhile, it is his A. The new camouflage paint. Chemical Agent Resistant Coating, is professor's (platoon sergeant's) job specifically designed to resist all known chemical agents. This paint. to ensure his student doesn't get too however, demands strict controls in the mixing process as well as in far ahead of the lesson plan. personal safety and application. The paint, therefore, is handled at depot level by specially trained personnel. The camouflage pattern is changed Withhis platoon sergeant's guid- from the four-color pattern to a three-color pattern to improve vehicle ance, the successful platoon leader concealment. takes chances for his troops, even if it means a "counselingsession" from 0. I completed EOBC in September 1981. Does this meet the company commander. He ensures requirements for attending the Battalion Training Management his troops arerecognized for accomp- Systems (BTMS) Course? lishments before he is recognized. A. Anyone who graduated after June 1982 meets the BTMS course He seeks not to better his image in requirements. Anyone graduating before this date must attend a BTMS front of his commander at the workshop before receiving a certificate of completion. expense of his troops. If he vol- unteers his troops he volunteers him- self also; he does not sacrifice his troops without first sacrificing himself. - inMicronesia by CPT Randy M. Emory hen most people hear about a w"cat-team" operation on Ponape, Micronesia, they either joke about one's choice of pets or ask to see Special Forces credentials. Actually, "cat-team," or CAT (civic action team), is a self-supporting, 13- man team modeled after the small military construction teams used in Southeast Asia in the 1960s. The current version of these teams were formed to assist the economic develop- ment of Micronesia. (Micronesia is under jurisdiction of the Dewartment of Interior (DOI) and has been a U.S. Trust Territory since the end of World War 11). The DO1 has delegated responsi- bility for the civic action program to the Navy because of the Navy's traditional Pacific role and because Starting road building operations th7 -ough the jwngles of Ponupu. of its experience with Seabee teams (Navy engineers). Army participation relationship between the U.S. mili- But First.. . in the program is under operational tary and Ponape: and to maintain a To understand the Ponape projects. control of the 30th Naval Construction U.S. military presence in Micronesia. it helps to first understand Ponape. Regiment (NCR), Guam, with Army The circular, 126-square mile island participants using Navy equipment is underdeveloped. The capital, Ko- and logistic systems. Picking The Players lonia, is the only part of the island Part of the Army's contribution to Team selection began in December with electricity and water facilities. the civic action program was CAT 1980 under Navy guidelines, followed Half of the island is without roads, 84-2 which spent eight months by 10 weeks of training in Hawaii. and the few existing roads are not (March-November 1981) assisting With 18 pieces of construction and maintained. The only asphalt roads Ponape (Pone-a-pay), a small island support equipment, but only a 13- are in Kolonia. All others, including 1,100 miles southeast of Guam and person team, it was imperative to the team's new road construction 2,600 miles southwest of Hawaii. cross-train all team members. After project, are roads capped with coral (The "84" represents the 84th Engi- completing training, the team re- dredged from the island's surround- neer Battalion, (Combat) (Heavy) in ported to the 30th NCR in Guam for ing reef. Heavy rains, averaging Scholfield Barracks, Hawaii from additional training in the Navy 21.5 inches a month, make road con- which the team came; the "dash 2" supply and maintenance system and struction and maintenance adifficult indicates the second team of a five- to receive its mission. Specific equip- task. year project.) ment training had to be completed Ponapean culture and language is The team's mission in Ponape was after arriving on Ponape during the quite different from ours. This five-fold: to assist Ponape's economic week-long overlap with team 84-1. led to difficulties in vocational train- development with horizontal and The major tasks for CAT 84-2 ing and in solving problems during vertical construction projects; to were constructing 2,300 feet of road the projects. English is not widely conduct on-the-job training for Pon- around Ponape; upgrading and main- spoken, but there is usually someone apeans in horizontal and vertical con- taining 13 miles of existing road; in a group that speaks English well struction; to provide medical assis- completing base camp construction enough to translate. Everyone in the tance using the skills of the team's begun by CAT 84-1; and securing government speaks English, but medical corpsman: to improve the projects for team 84-3. some commonly used American terms are not known by the Ponapeans. Road construction began in April 21.000 cubic yards of earth were cut Logistically, very few items were 1981 and immediately there were and 4,800cubic yards of coral placed available from the local economy. problems with fill sections. The as fill and cap material. Three Resupply came once monthly by Air constant rain and volcanic clay made culverts were installed, totalling 103 Force C130s. Items identified by the it impossible to use cut material for pieces of 2-foot long, 24-inch RCP local government for new projects fill or to use the D7 bulldozer and with rock hardwalls. came by commercial shipping. other heavy equipment. Dredged The relentless rains were also a coral from the reef was the only constant problem for the other road effective fill material. One fill section project, upgrading and maintaining Road Projects was so large (325 feet long and 21 13 miles of existing road. In fact, it The 2.300 feet of new road to be feet deep) that it could not be com- rained at least every four days built was designed by the Ponape pleted: an alternate route for the during deployment, and it rained Transportation Authority (PTA)with road had to be chosen. every day in November. specifications similar to our theater At first, the team's efforts were of operations (TIO) Class B road, totally opposed by the PTA com- except that the Ponape road would missioner because of right-of-way Vertical Construction have a 6- to 12-inch coral cap. Con- agreements with land owners. The The tremendous rainfall allowed struction coral had to be dredged problem was solved by adjusting the plenty of time to complete base camp from the island's surrounding reef location of the road. The delay was construction. The distance from the and placed without being crushed. beneficial in one respect, it allowed camp to town, however, meant the The team had no crusher, so the time to finish dredging enough coral team had to provide its own power coral was smashed by running to complete the road. and potable water. trucks over the road. Since heavy equipment, especially The rain catchment system de Ponape's soil, a volcanic clay. the Dl dozer, was not suited for the signed for the camp proved in- compounded the problem of the high environment, the local agriculture adequate for the daily 1,300 gallon rainfall. Even worse, the land ele- station provided an old D6 cable demand. The team redesigned the vates from the shoreline to a moun- operated dozer with 36-inch wide system to take advantage of a small tain that covers 60 percent of the tracks. The D6 enabled the team to river running 700 feet from the island; the terrain is obviously very borrow. camp by installing 2-inch PVC pipe hilly. During the road project, about and erecting five 3,000gallon water An old I)(;d<~zrrfrom a I'owapean agrirr~ltirr~stotim was 11scf1for borrowing operations. ENGINEER/Sprlng 1984 bladders. This provided 9,000gallons medic treated over 160 patients per understand the native culture. The of river water and 6,000 gallons of month. The most common diseases program also helped both sides purified water. for Ponapeans were intestinal para- overcome language and work habit Shelters were built to protect from sites and infections in open wounds. differences, the biggest barriers the rain the two 30-kilowatt gener- Inonecase, themediccorrectlydiag- encountered. In fact, the Ponapean ators, air compressors, a walk-in nosed an infant's life-threatening trainees became a valuable asset as refrigerator, water purification equip- skull deformity and helped convince workers and as liaison personnel ment, and a welding shop. local healthofficials tosend the child with the community. to Hawaii for surgery. Renovating the local high school For the 13 men from the 84th Community Relations track for the Liberation Day cele- Engineers lucky enough to serve on Interaction with the Ponapeans, bration, clearing home sites, con- CAT 84-2. the duty in Micronesia both with projects and socially, was strutting concrete foot bridges and was the best of both worlds. They another important aspect of the other projects were also part of the were able to employ their skills and deployment. civic action program. training as military engineers, and Themostvital American-Ponapean Through the vocational training they had the opportunity to help the contact was through the dispensary program the team had contact with Ponapeanpeople improvetheirstand- at the base camp where the team the Ponapeans and grew to better ardof living. I 1 I?!-.-- - ~. ('ornl dredging operations in Ponape The corn1 zons icsud cos fill fl~,ri~r!lvr~!rrl hriilrli~iy )~rr,.j(,rl.s. L Members of (:IT 81-2,011 from the 84th Engineer Bn., unlh Ponapean officials (autkin on for right). "Now, do I add or subtract the G-M angle from the compass reading to get my grid azimuth'?" amiliar? Mow do you decide n't remember the formulas? by MAJ John C. Jens New edition maps printed by (German maps are well known which anyone can use to get the Defense Mapping Agency examples for not having the the azimuth you want. The have the formulas printed formulas.) only tools you need are those with the declination diagram. So, you still have LO normally used for map However, most maps cur- memorize the formulas right? reading: a map with dec- rently in use don't have this Or do you use the diagram lination diagram, a pencil, a aid and will not unless the method in FM 21-26, Map straightedge, and a pro- practice is adopted as an Reading? Not so! tractor (any of the current international standard. Here is a simple method GTA 5-2 series will do). Since this method is best taught by working examples, let's start with an easy one: "Convert grid to mag- netic azimuth." First,, you have to locate the azimuth to be wnverted on the map by drawing the line with a sharp GTA I-2-10, 19M pencil and a straightedge. You have 111Ie CWh-DONATE XALt AN0 PROTRLCTUI to draw it long enough to cross the .eld.Yllt.rs, D1D.rtntOl entire protractor/scale. For example, in Figure 1, we'll use 297' grid azimuth (GA). Second, you position the pro- tractor/scale on a north-south grid line, with the 0" mark pointinggrid north and with the center cross hairs on the drawn azimuth line (see Figure 1). Third, examine the declination diagram to see on which side of grid north that magnetic north is located. right or left, and the number of degrees of the G-M angle. In Figure 1we see that magnetic north is 7" to the left of grid north. Fourth, now, imagine that your protractor/scale becomes the mag- netized needle of a compass. Since GRID CONVERGENCE the magnetized needle will seek magnetic north, pivot the protractor/ scale (your imagined compass) about the center cross hairs in the direction of magnetic north. The number of degrees pivoted should equal the G- M angle (see Figure 2). In our example, the pivot is left 7'. Last, the magnetic azimuth on your compass reading can now be read directly from the protractor/ scale where the line you drew in step one intersects the degree marks of the protractor. Does your answer read 304', as in Figure 21 See. I told you it was simple! Remember the key to this method is to imagine that when the protractor/ scale becomes a compass needle, the 0' mark seeks magnetic north. Once you've practiced several times you'll he ready to try something a little more difficult: converting a magnetic to a grid azimuth. The first step in converting a magnetic to a grid azimuth is to draw a line, any line will do, long enough to pass completely across the protractor/scale. Any grid line can also he substituted for this purpose. The line should then be labeled with the magnetic azimuth (MA)reading. For example, 64' MA as in Figure 3. Next, position the cross hair of the protractor/scale on the line so that the line passes through the correct degree marking on the protractor. Your protractor is now acting as a compass and it is reading a magnetic azimuth of 64" (see Figure 3). Third, check the declination dia- gram to.see which side of magnetic GRAPHIC ~RII*!NG AID north that the grid north lies and Thml GTA ruprwn also the number of degrees in the G- GT* 5-2.10 lPBO M angle. Again, checking Figure 1 grid north is 7" to the right of the magnetic north. Fowrth, now imagine that the compass (protractor/scale) is demag- netized and wants to become a grid- reading device. Pivot the 0' mark in the direction of grid north the number of degrees of the G-M angle being sure to keep the cross hairs on the line, in this case, right 7' (see Figure 4). Fbnally, you can now read the correct grid azimuth directly off the protractor degree markings (see Figure '1). You should read 57' as in Figure 4. Then. if needed, you can plot the correct grid azimuth atyour location on the map. Since in Step 1you drew your line long enough to pass through the' protractorlscale. another benefit of this method is that hack-azimuth can be read directly by intersection without worryng about adding or subtracting 180'. In Figure 4. for I". GTA ."mud" example, the magnetic back-azimuth CTA 5-2-10 1980 1111. COO(1DINATE SCALE of 64" is 244', and from Figures 1 *NO PIIOTIIACTOR and 2, the magnetic back-azimuth of HcDdq"arlrr5 OlDarlme", a grid azimuth of 297' is 124'. You should now be able to do those "complex" resection problems with ease. Orienteering anyone? .UJ .John C. J1.n~is lria/~lli~ig. chorti~lga~tdgc'o~i'osi~ doctri~ir (,rrordi- nntol: nltd /~r('i,ioii.sl.ysc,rr.~tl GS ii ~~Iiotugrolo~~i~istraetor, at tlic Dc;fr~,s,, hfolll~ingScttor~l, Ff. Bvlrviir..He was I tcrr-oin f~,nll!lcjnder nnli hrriri- yi~urfersco~~r~,nn!/ c~~i!~i~rrr~rrlur~ in tiir H4Ytli ~ c I . /Top.,graphic).r slng engineer troops for could improve their skills, but when occurred in the project, the squad U'post support is often a lesson it came to SQT testing, some of these continued their individual MOS in futility for the facility engineer. soldiers had no recent experience in training by assisting a civilian Most engineering functions on post their primary skill and, therefore, journeyman with routine mainte- are contracted to civilian engi- performed poorly during the hands nance and repair projects. neering companies, leaving few on component. projects for the military engineer. A Training Periods program developed at Fort Gordon, A Different Approach The next step in the new program however, has demonstrated a way to In June 1981, the Directorate of was to involve the entire company. A effectively use combat engineers. Facilities Engineering at Fort Gor- 90-day period was established for while also helping to improve MOS don was reorganized. The move was providing post support followed by skills and raise SQT scores. made so that military engineers 30days for company training. During Company D, 92nd Engineer Bat- might participate in post engineer- the 30-day training period the com- talion (Combat) (Heavy) has pro- ing functions by working along with pany moved to the field to complete vided post support to the U.S. Army civilian contractors. For maintenance military tasks and to test readiness. Signal School and Fort Gordon since and repair mission purposes, the The 9@day post support period 1970. During that time, D Company post was divided into fonr mainte- allowed the soldier time to become was assigned only platoon-size nance zones and a hospital support familiar with the team projects and projects. These included renovating division. Two military engineering gave the civilian jouneymen time to two-story World War I1 buildings branches were established to service help strengthen the soldier's MOS for hcveComponent billets, mnstrucc- these zones: A special projects branch, skills. Also, platoon leaders had ing a mil~ri;rvpolice dog kennel and which included welding, carpentry, sufficient time to plan in detail what post riding stable, and completing sheetmetal and locksmith shop4a instruction was to be given during numerous erosion control projects. roadsand(~roundsbranch. the 30-day field training period. The new method of operation %.as Common skills that needed rein- Program Drawbacks more conducive to individual and forcing were taught to the entire The projects maintained unit integ- unit training for Delta Company. platoon or company without fear of rity while supervisors and subordi- Dividing the responsibilities lended losing key personnel to post details. nates learned to work as a team. But itself to assigning a squad or larger Since the program began, Fort there were drawbacks. Few projects unit to each zone, branch, or activity. Gordon has been receiving engineer effectively used all military occupa- This allowed for engineers to work post support and MOSs 5lB, C, H, K, tional specialities (MOSs) within the side-by-side with civilian journey- R, and 52G, 64C. and 625 SQT scores platoon. Also, the installation lost men whilestill keepingunit integrity. have increased nearly 20 percent. many manhours of support when To test the idea, one squad was Also important, company morale ap there was insufficient platoon-size assigned to a zone on a trial basis. pears to be at an all time high. projects available or when materials The squad leader worked directly did not arrive as planned. with the zone foreman, and the For example, during construction squadmembers worked with civilian of the riding stables, carpenters journeymen. The results were ex- LTC Martin C. Fisher is the were needed throughout the project, cellent. The soldiers and civilians Director of Facilities Engineering, and electricians were required had nothing but praise for each Fort Gordon. Ga. He holds a bad~lur's during the later phases of construc- other. degree in civil engineering from. the tion. The problem, however, was Construction projects were assign- Virginia Militarg Institute and a how to use plumbers, truck drivers, ed to the applicable zones and ncaster's degree in civil enginec?ri.ng and other non-related specialities. became the responsibility of the zone from ArizonaState University. He is Most of the platoon found that they foreman. Each foreman reviewed a registered professional engineer were merely the labor force until the and ordered supplies, assisted the and a graduate of the Command and project was well underway. At that project officer when requested, and General St$ff College. He has sewed point, those who desired cross train- ultimately accepted the project for in Germanu. Vietnam. Indonesia, ing as carpenters or electricians the facility engineer. If delays Cambodia, and Saudi Arabia. mproving strength, ability and given exercise than was previously the knees instead of full length I endurance will help you pass done; i.e., 20 pushups today, at least pushups done on the toes and hands. the Army Physical Readiness Test. 21 tomorrow. This approach has left Second, reduce your maximum And, you can prevent injuries in many soldiers unable to pass the effort by a half or a fourth. If the your training program by "training Army Physical Readiness Test. It is maximum repetitions you can do is without straining." also a potential source of injury. 20, then start with 10 to 15 repeti- Soldiers should use their training Few people would attempt to run a tions. This will be much easier to do. programs to achieve and maintain given distance-say, a mile-as fast Rest for two or three minutes, improved physical fitness. "Physical as possible and then come back on perhaps interjecting a stretching fitness" is a relative term; we all succeeding days believing they could exercise as you rest, and then do a begin conditioning programs with improve their times each day. second set of 10 to 15 repetitions. varying degrees of fitness. Although Attempting maximum effort in any Repeat this procedure through three group training has its benefits, it is strengthening exercise day after day or four sets initially. You now will also helpful if training is more will often result in NO improvement. have done two or three times more individualized and adapted to each In attempting to improve strength repetitions than you did previously, person's abilities. regardless of the exercise in question, when you did your maximum number Physical fitness is many things to use the principle of progressive of repetitions just once. many people. Whatever else it may resistive exercise. The following { be, it is generally accepted that discussion relates to pushups, but is On succeeding days, continue the fitness includes strength, agility and applicable to any strengtheningexer- same number of repetitions and sets endurance. cise. until this is no longer difficult. Now First. determine your maximum you can add additional sets. After effort through a self test. If you accomplishing six or seven sets in Strength cannot do even one pushup, you must one exercise period, you may choose Many fitness experts feel that to initiate the exercise with a lesser to reduce the number of sets back to improve strength one must do at degree of difficulty, perhaps by three while increasing the number least one more repetition of any doing wall pushups or pushups from of repetitions by 25 percent. Endurance foot. The cushioning effect of good In improving endurance, the heart shoes gives one the sensation of and lungs are the primary areas of floating. The contrast in comfort focus. To improve the efficiency of between these and everyday shoes is the heart and lungs, you should like night and day. The shoes should choose an activity that is accessible bend with relative ease where the and enjoyable, one that will satisfy ball of the foot sits. If not, the shoe is these three basic factors: too stiff and may lead to discomfort or injury. Intensity: The activity must suc- cessfully elevate the pulse to 70 Running considerations: Keep the percent of maximum. To determine hips beneath the shoulders, and don't maximum intensity, subtract your lean forward. To accomplish this try age in years from 220 and multiply taking a shorter stride. Gradually the result by 70 percent. For example. increase the number of steps per a 40-year old person would want to minute to as near 180 steps as work at a pulse of 126 beats per possible. Avoid steep downhill slopes, minute. At 70 percent of maximum, at least for the first three weeks. The you'll find yourself breathing nor- forces of gravity are multiplied mally and not gasping for air. Most considerably with downhill running people take the pulse at the radial of on steeper grades. Running downhill the wrist or the carotid on the neck. requires less effort for the heart and lungs and is therefore unlikely to Duration: The activity must be improve endurance; however, the carried on non-stop for 15 to 20 additional forces of running downhill minutes or more. Some researchers greatly increase the likelihood of advocate at least a 30minute exercise injury, especially in the earlier period, but anything less than 15 to stages of a conditioning program. 20 minutes appears insufficient to produce a"training"effect. Addition- Movement information: Putting al time above 20 minutes will shorter people in front precludes any produce added training benefits. overstriding and potential'injury. "The key to training Putting the least-conditioned people program is to tune in to Freqnency: To improve endurance in front allows the formation to move you should work out at least every at a pace all can match. It thus the body." second day. If you train more precludes injury from less-conditioned frequently, your results will be people trying to stay up with the Agility better. group. This also allows the unit to Agility training, which is basically Many activities satisfy these remain intact and to improve cohe- stretching, is different for each requirements for strength, agility, siveness. Spread the ranks when individual. Strict numbers of repeti- and endurance. Some suggestions are: running. If the ranks are too close, tions need not be applied. Follow fast walking, which is recommended all those not in the front rank are these principles: for those previously leading a seden- forced to run on their toes with a Stretch preventively those areas tary life, for at least the first threeor constant braking action to prevent which routinely are shortened four weeks or longer: running; stepping on the person in front of through activities. For example, swimming; cycling; cross-country them. This can produce unusual runners routinely shorten the exten- skiing; jumping rope: or rowing. stress and leg injuries. sor muscles of the body like the back These are but a few suggestions. The key to any training program and hamstrings of the legs. Choose something you enjoy. If you is to tune in to the body, and apply Stretch these muscles in a manner choose walking, and you plan to training stresses in a gradual manner convenient to you when you feel a progress to running, consider the so that the body adapts and gains need. Do as many repetitions and following points: endurance. hold for as long as necessary to Shoes: There are literally hundreds Stress is a fact of life. Whether the achieve the mobility you desire. of good walking and running shoes stresses are mental or physical, they Generally speaking, stretching is on the market today. In choosing are not bad inherently. The key is for less critical in warmer weather shoes to suit your needs, consider us to begin where we are and to when you should exercise more several factors. That portion of the increase the stresses gradually slowly for longer periods; for example, shoe cupping the heel should be enough to allow adaptation and run several miles as opposed to a firm, molded and padded. Cushioning improvement in our level of condi- 100-yard sprint. Exercising in colder can be determined only by trying on tioning. temperatures increases the need for the shoes, walking, running in them. added stretching before running or The heel should be approximately other rigorous exercise. 114 inch higher than the front of the The Balance by COL (Krt.) Danrlridpe M. Malone n the process of developing leaders, You, as a leader, must try to If soldiers don't know both sides of I there w~llbe one general malfunc- balance between these two require- this leadership scale -the needs of tion. Even with this malfunction the ments - mission needs and men the mission and the needs of the men unit will continue to operate, but it needs. And it is precisely here, in - in full detail, they'll be forever won't run smoothly on all cylinders. this "balancing" business, where getting the scale tilted the wrong This malfunction has to do with leaders most frequently fail. It is way. And when that happens. the balancing. here where young sergeants and soldiers' time, or the soldiers' spirit, Two big factors underlie all we young lieutenants have their greatest or the soldiers themselves will be know about Army leadership: accom- difficulties and where even old wasted. plishing the mission. and the welfare leaders, despite their wisdom, some- There are times, in training, when of the men. Mission and men. times lose sight of the ultimate you may he led astray. You may see Leaders are always working with purpose of leadership. The problem cold, wet, muddy troops coming in these two factors. Whenever and arises because of the relation- from a night field exercise at 0200 wherever possible, a leader tries to ship that exists between the soldiers' and say, "Hell, let's let 'em get a hot balance them so that both the needs happiness and satisfaction on theone shower and some sleep: then we'll of the mission and the needs of the hand and their productivity and pull maintenance when it's lizht men are met. But there are times - mission accomplishment on the enough to see." And there are times sometimes in peace, often in war - other. just like that in war when a bloody where the needs of both cannot be and shot-up company may be stalled met. The balance cannot be kept. A in its assault, for the second time, leader must choose one over the ommon sense might tell you that halfway up a hill. You say. "Hell, other. In these few situations, and C happy, satisfied soldiers will get they just can't do that again. Let's the leader must make them few, the the job done better. From this, a dig 'em in, pound that hill with Red- mission must come first. leader, especially if he's a new sergeant Leg, and ask battalion for reinforce- There are those few times when or new lieutenant, might well assume ments." If you love your troops, in our Army will not, cannot, and that if he can somehou, keep his the noble way that good leaders do. should not "be fair." The whole soldiers happy and satisfied. then both these decisions, at the time. meaning of Army leadership rests they will be more productive, more may seem to be just common sense. on this law: the mission must come likely to get the mission accom- But both are taking the easy way first. So does the meaning of plished. But the strange chemistry out, and both violate the ultimate "soldier." and "service," and "duty." of leadership just doesn't work this purpose of Army leadership. In the balancing business, the way. A thousand scientific studies of Now you can, and should, argue mission side of the scale requires to leadership, and a thousand lessons of this point. But if you're talking about put it simply knowing your job in leadership experience. both prove leadership, there's no way you can excruciating detail. Without it, an that what seems to be a natural. win. The purpose of leadership is to Army leader can never lead for long. common-sense assumption is precise- accomplish a task. And in the final Just talk won't work. The troops will ly wrong! analysis, when the action shifts to know. In simple terms, mission accom- the battlefield for which you are now The men side of the scale requires plishment builds morale and esprit preparing, mission must come first. the leader to know his soldiers. He far more often than the other way As you lead, and as you build must know what's inside of them, around. When soldiers and units do leaders. this law must be, flat-out. what makes them do things or not do the things that soldiers and units are the cornerstone of your foundation. things, what turns them on or off, supposed to do, that's when morale what they can do and what they will and esprit are highest. That's why do under stress, and when they're the one best way to build will is to afraid, or tired, or cold, or lonely. build skill. That's why those new These are the things he needs to basic training graduates are so fired Reprinted from INFANTRY magazine. know about his soldiers. They're up about soldiering and about the what tells him how a soldier mea- Army. That's why unit esprit is at its sures up on the "able and willing" peak when the unit has a good gauge. exercise going out in the field. - Career Notes Commissioned Officers' Branch Guide to the DA Form 67-8-1 is a highly valuable tool for the rated officer and OER Support Form: rating officials. It provides the mechanism for the meshing of organizational, professional and personal goals within units and activities. The tool is especially important where time and distance do not permit close contact between the rated and rating officers (e.g., duty with Reserve Components, remote USACE activities. liaison activities, etc.). In these instances, the rated officer should request a personal interview with his rating official to find agreement on major performance objectives. Mid-course meetings should also be arranged to review progress, re-chart goals or redirect efforts. Several helpful hints on the form follow. Part IIIa, labeled for "duties and responsibilities,'' is especially critical for non-troop positions. This paragraph should be written in familiar Army terminology. If your position is an unusual one, compare your duties to those in familiar Army positions. Avoid little- understood abbreviations, especially in technical material. In developing your major performance objectives (part IIIb), seek a copy of your rater's support form to use as a guide. Your objectives should be attainable, measureable, and written against objective criteria. The third paragraph of the support form, part IIIc, is where you list your significant contributions. Ensure that your contributions tie-in with your performance objectives. Be objective, yet not humble. Guide to the OER: Generally, the weight of selection board decisions is with the DA Form 67-8. The OER is an articulation of the contributions and potential of the rated officer. The report should be written in clear and solid language. Short, action-oriented declarative sentences are best. Repetitive phrases and adjectives can detract from a report's effectiveness. Rating officers need not fill the entire narrative portion of the report to provide a clear understanding of the rated officer's "worth." Once a report is accepted at MILPERCEN for permanent filing, it is very difficult to change. Ensure that what is said and what is checked is warranted. Hindsight is inoperative here. Tips for Raters Recheck the job description from Part IIIa of the Support Form (DA Form 67-8-1)and ensure it accurately depicts major duties, is in general Army terms, and where required, compares to common troop positions. Use the comments portion of Part IVb to explain any anomolies in physical fitness (profile) or military bearing and appearance (such as the results of a pinch test and weight reduction progress to date). Address outstanding or weak competencies and similarly address d Officers' thnical traits. The norm 1s a 1. Give the officer t eserves; if he doesn't deserve a 2, 3, 4 or 5, give hrm a se the performance objectives and contributions ort Form to assist in developing the narrative. Be logical in commenting on potential for schools and example, CSC and battalion command; SSC and bri mand. Address leadership potential in the conte Problem solving and managerial skills should point to a level of assignment (e.g., unit, division, MACOM, DA). The narrat~vecontinues to be the bedrock of thrs s Evaluation Systems Off~cer(AV 221-9659/9570) will restar profile. Automatic restarting will take place after 100 reports h been rendered for a particular goal. Senlor rates should focus on the potential of the officer valuated. Like the rater, this potential should be logically dev A warrant officer recruiting team from MILPERC scheduled to visit the following installations and overseas Overstrength MOSS nterested qualified personnel who desires to be a warrant offic See News & Notes, page 3. An improvised wooden treadway bridge is supported by the beds of old trucksplaced in the stream. Cables onthe upstream side were used to hold the vehicles inplace. A floating footbridge is upstream from the vehicle bridge. (Photo taken somewhere in the Pacific I during World War 11.)