*FM 3-34
Field Manual
No. 3-34
Headquarters
Department of the Army

Washington, DC, 16 December 2025

ENGINEER OPERATIONS

The Army Engineer Regiment has a mixture of capabilities that spans the active and reserve components to the United States Army Corps of Engineers (USACEUSACEUnited States Army Corps of Engineers) and Civilian corps. The regiment contains three basic categories of operating force engineers: engineer brigades and battalions assigned to divisions, brigade combat team (BCTBCTBasic combat training) organic brigade engineer battalions (BEBs), and force pool. The force pool exists to augment the divisional units and the organic BCTBCTBasic combat training engineers. They reside at echelons above division and provide complementary engineer capability and capacity. Force pool engineer units and capabilities are available from Forces Command or from elements assigned to the Headquarters, Chief of Engineers. FM 3-34 establishes the engineer framework, provides the intellectual underpinnings, and refines the purpose and major activities of the Army Engineer Regiment. These are commonly referred to as the lines of engineer support (see introductory figure 1). The lines of engineer support describe how engineers combine the skills and organizations of the three interrelated engineer disciplines to provide support to commanders to assure mobility, enhance protection, enable force projection and logistics, build partner capacity, and develop infrastructure among populations and nations. In introductory figure 1, while the geospatial engineering discipline is essential to both, combat and general engineering tasks commonly overlap because of the support they provide to Army missions and end states. General engineering is inseparably linked to USACEUSACEUnited States Army Corps of Engineers civil works, so the lower section of general engineering is greyed to acknowledge that overlap. The Army engineer disciplines consist of capabilities that enable the lines of engineer support—the disciplines are the means with which the regiment applies its capabilities to achieve the ends. The ways are how the capabilities that are inherent in engineer formations and organizations are used to apply combat power and enable freedom of action. In turn, freedom of action provides commanders the ability to create and exploit relative advantages. To enable the application of combat power and ensure freedom of action, the units spanning the three disciplines found in the operating force and USACEUSACEUnited States Army Corps of Engineers conduct multiple engineer tasks along each line of engineer support. The engineer regiment exists to enable operations by providing freedom of action for Army and joint forces. This manual provides the foundation for how to think about exploiting the capabilities of the engineer regiment in support of Army operations and the joint force. Engineer operations are executed through combat, general, and geospatial engineering capabilities. Each discipline focuses on capabilities that support, or are supported by, the other disciplines. Engineers enhance the Army’s ability to visualize, understand, analyze, and exploit the terrain that facilitates the lines of support. The engineer disciplines are interdependent areas of expertise formed by engineer technical capabilities and tactical tasks. This is true whether conducting operations at home or abroad. See introductory figure 2 for a logical representation of the Regiment’s contribution to Army operations. The engineer foundations provided in this doctrinal publication support the decisions and actions of engineer commanders. Doctrine is not intended to be a substitute for disciplined initiative. Regardless of how robust the doctrine is or how advanced the new engineering capabilities and systems are, it is the engineer Soldier who must understand the operational environment (OE), recognize shortfalls, and adapt to the situation on the ground. It is the adaptable, innovative, and professional engineer Soldiers and Civilians of the Regiment who are most important to the future, and they must be able to successfully perform basic skills and accomplish the mission with, or without, the assistance of technology. This revised version of FM 3-34 includes the following changes: • Updates and aligns with FM 3-0, Operations (2022). • Introduces and describes engineer operations throughout the Army strategic contexts. • Aligns Maneuver Enhancement Brigade (MEB) discussion with FM 3-81. • Updates engineer visualization and understanding of the OE. • Enhances the discussion of engineer support to Army operations. • Describes engineer support throughout the operational framework. • Provides additional considerations for planning engineer operations. • Updates unit organizational charts and provides a detailed discussion on engineer capabilities by formation. • Introduces new force design updates. • Increases the discussion of environmental responsibilities. • Emphasizes engineer utility in enabling and extending the operational reach of the corps and division through the engineer disciplines. This FM is divided into seven chapters and one appendix: • Chapter 1 describes how the Engineer Regiment enables Army operations by executing engineer operations through the disciplines along the lines of support and provides a conceptual view of the OE and associated challenges that U.S. Army Forces face from an engineer perspective. • Chapter 2 provides information on the engineer mission support to Army operations. • Chapter 3 provides an overview of how engineers integrate and synchronize capabilities to enable the warfighting functions to generate combat power and apply it against enemy forces. • Chapter 4 describes the architecture of engineer forces and the capabilities available to the combatant commander (CCDRCCDRCombatant commanders). • Chapter 5 discusses engineer organizational perspectives. • Chapter 6 identifies planning responsibilities, engineer integration, and processes for engineer units and planners. It further describes command and support relationships and additional sustainment considerations that uniquely affect planning for engineer operations. • Chapter 7 discusses sustainment considerations. • Appendix A discusses defense support to civil authorities planning, tasks, and considerations. This page intentionally left blank.

Army engineers use a variety of engineer capabilities to support operations. Commanders employ engineers to assure mobility, enhance protection, enable force projection and logistics, build partner capacity, and develop infrastructure. This chapter describes the engineer mission through the disciplines, the lines of engineer support, and their supporting tasks. It also provides a conceptual view of the OE engineer activities spanning the levels of warfare and the associated challenges U.S. Army Forces face from an engineer perspective. THE ROLE OF THE ARMY ENGINEER 1-1. Army engineers are manned, equipped, and trained to operate in all operational scenarios or categories, starting with the most lethal conditions first—large-scale combat against a peer threat. While there are no absolute rules for warfare, Army doctrine emphasizes tenets and imperatives for operations. An operation’s prospects for success are improved with the incorporation of these tenants and imperatives. Army engineers are indispensable assets available to commanders in their quest to meet those tenets and imperatives. Army engineers enable the freedom to move and orient more rapidly than the threat, assist in convergence across domains to create opportunities, preserve and protect combat power to enhance endurance, and provide depth to persevere over time and space from the homeland to an objective. For further discussion on the tenets and imperatives, see FM 3-0. 1-2. Ground forces conduct operations on, in, above, or below the terrain in the land domain. The terrain affects them, and they often affect the terrain. Engineer operations are unique because, regardless of the intended purpose, they are directly aimed at affecting the terrain or at improving the understanding of it. As a result, terrain is central to the three engineer disciplines. Note. In this context, terrain includes natural and man-made features. 1-3. Engineer capabilities contribute to the Army’s operational concept—multidomain operations. Multidomain operations are the combined arms employment of joint and Army capabilities to create and exploit relative advantages that achieve objectives, defeat enemy forces, and consolidate gains on behalf of the joint force commanders (JFCs) (FM 3-0). All operations are considered multidomain operations. Engineers support operations by overcoming and enhancing the effects of terrain in the OE. Through the three disciplines and the four lines of support, engineers enable freedom of action and the application of combat power to create and exploit relative advantages. ENGINEER DISCIPLINES 1-4. The engineer disciplines are areas of expertise within engineer units and headquarters. Each discipline mutually supports the other disciplines. The disciplines are composed of personnel and equipment that provide unique technical knowledge, services, and capabilities that make engineers a valued member of the Army profession. Through these disciplines, engineer units provide commanders a range of tailorable capabilities that focuses on the mission. 1-5. Combat engineering is the only discipline that is trained and equipped to support movement and maneuver while in close combat. The general and geospatial engineering disciplines are equipped with small arms and a limited number of crew-served weapons that enable them to engage in close combat when combined with fire and movement (primarily intended to be in a self-defense role). Regardless of the discipline, all engineers must be prepared to conduct missions in close combat. C OMBAT E NGINEERING 1-6. Combat engineering is the engineering capabilities and activities that directly support the maneuver of land combat forces that require close and integrated support (JP 3-34). This engineer discipline focuses on affecting terrain while in close support to maneuver. Combat engineering is integral to the ability of combined arms units to maneuver. Combat engineers enhance force mobility by shaping the physical environment to make efficient use of the space and time necessary to generate mass and speed while denying the enemy mobility. By enhancing the supported unit ability to maneuver, combat engineers accelerate the concentration of combat power, increasing the ability of the force to exploit critical enemy vulnerabilities. Combat engineers limit the ability of the enemy to generate tempo and mass forces by reinforcing the natural restrictions of the physical environment. These limitations increase enemy reaction time and degrade their will to fight. 1-7. Combat engineer tasks primarily support mobility, countermobility, and survivability (M/CM/S) requirements. However, they can conduct general engineering tasks related to horizontal and vertical construction when augmented with the appropriate tools, equipment, and training. Examples of general engineering tasks include improving culverts and fords or repairing command posts (CPs). G ENERAL E NGINEERING 1-8. General engineering are those engineering capabilities and activities, other than combat engineering, that provide infrastructure and modify, maintain, or protect the physical environment (JP 3-34). This engineer discipline primarily focuses on providing construction support. It is the most diverse of the three engineer disciplines. General engineering occurs across the strategic contexts and throughout the area of operations (AO), at all levels of warfare, and during every type of military operation. It may include the employment of all engineer military occupational specialties. Engineer units with a general engineering mission are trained and prepared to integrate the engineer disciplines in support of the maneuver commander. See ATPATPArmy Techniques Publications 3-34.40. 1-9. General engineering primarily focuses on construction support. Tasks most frequently performed under general engineering include— • Restoring damaged areas. • Constructing and maintaining lines of communication. • Establishing base camps. • Assessing, repairing, and restoring infrastructure. • Fulfilling environmental responsibilities, including surveys, reports, and assessments. • Providing infrastructure support for managing hazardous materials and waste. • Providing master facility and design support. • Developing and maintaining facilities. • Providing electrical power generation and distribution. • Acquisitioning and disposing of real estate. 1-10. In addition, general engineering is one of the Army logistics elements. General engineer units execute tasks that establish and maintain the infrastructure required to conduct and sustain military operations. G EOSPATIAL E NGINEERING 1-11. Geospatial engineering is the engineering capabilities and activities that contribute to a clear understanding of the physical environment by providing geospatial information and services (GI&S) to commanders and staffs (JP 3-34). Geospatial engineers provide services to enable informed running estimates and decision making. Geospatial engineering fundamentally supports engineering operations, all warfighting functions through terrain analysis, and visualization of the physical environment and its effects on military operations. This support is accomplished through the Army Geospatial Enterprise (AGE) utilizing the geospatial engineer’s four primary functions: generate, manage, analyze, and disseminate (GMAD). The AGE allows geospatial data to be collected, stored, conflated, analyzed, and disseminated across echelons, networks, and network security domains. These functions are cyclic and organizationally supported through the Theater Geospatial Database (TGD), Army Service component command (ASCCASCCArmy service component commander) geospatial planning cells (GPC), Army Geospatial Center (AGC), and various other organizational components. This geospatial data comprises the standard and shareable geospatial foundation (SSGF) and functional geospatial data and information (GD&I). See paragraph 1-87 for a description of GMAD and SSGF, and paragraph 4-53 for a description of AGE. For additional information, see AR 525-95, ATPATPArmy Techniques Publications 3-34.80, JP 3-34, and TC 3-34.80. 1-12. Geospatial engineers provide the following support from the ASCCASCCArmy service component commander to the BCTBCTBasic combat training levels: • Terrain analysis, management, and other geospatial decision aids that support the operations process. • Terrain visualization (such as 3-D terrain mapping and fly-through representation). • Nonstandard, tailored map products (such as cross-country mobility, view shed, zone of entry, and hydrology). • SSGF data (such as controlled imagery, feature data, maps/charts, and elevation data, including the generation, management, analysis, and dissemination of the data) for the common operational picture (COP) that establishes the common map/common terrain for unit planning and operations. • Maintenance, updates, and management of the TGD. FOUNDATIONS OF ENGINEER OPERATIONS 1-13. Engineer operations overcome and enhance the effects of terrain and distance to provide freedom of action and the application of combat power throughout the OE. Executed through the disciplines and along the lines of support, engineer operations provide commanders the ability to create and exploit relative advantages. 1-14. The Army engineer provides freedom of action for supported forces. Engineer operations affect various terrain—bridges (including gaps), roads, trails, airfields, fighting positions, protective positions, deception, and a wide variety of other structures and facilities (such as base camps, aerial ports, seaports, utilities, and buildings). Engineers affect these by clearing, reducing, emplacing, building, repairing, maintaining, camouflaging, protecting, conserving, or modifying them in some way through tasks (such as obstacle clearance, obstacle reduction, infrastructure and environmental reconnaissance, and geospatial engineering). 1-15. Regardless of the category, engineer operations have different purposes in different situations. For example, a task to clear explosive hazards from a road that is designated as a direction of attack may have the purpose of assured mobility. Two days later, that same road may be designated as a main supply route, and a task to clear explosive hazards from the road may have the purpose of protecting critical assets or enabling logistics. The task is the same, but with different purposes. In addition to the different purposes an engineer task can have at different times, engineer support often involves simultaneous tasks with different purposes that support different warfighting functions. LINES OF ENGINEER SUPPORT 1-16. The ability to anticipate and analyze problems and understand the OE is fundamental to engineer support to operations. Engineer planners then select and apply the right engineer discipline and unit type to perform the required individual and collective tasks. It may be necessary to think in combinations of disciplines, integrating and synchronizing tasks across the warfighting functions. Finally, engineer planners establish the necessary command and support relationships. The lines of engineer support are the framework for how engineers think in combinations of disciplines; these lines provide the connection between capabilities and tasks. 1-17. Commanders use lines of engineer support to synchronize engineer operations with the rest of the combined arms force and to integrate them into the overall operation throughout the operations process. Lines of engineer support are categories of engineer operations and capabilities grouped by purpose for specific operations. Lines of engineer support assist commanders and staffs to understand engineer capabilities that are organic within the engineer disciplines and to align activities according to purpose. The engineer disciplines are capabilities (based on knowledge and skills) that are organized in units. These units are organized based on the disciplines that are executed through individual and collective tasks. The combination of these tasks for a specific purpose, in the context of unified action, achieves the lines of engineer support. 1-18. Regardless of where a task falls within the combined arms task list, task alignment with a line of engineer support is determined by the purpose of the task in a given situation. Engineer support is primarily focused on achieving the four lines of engineer support. 1-19. The three engineer disciplines encompass tasks along the lines of engineer support. The combat engineering discipline, due to its support to maneuver forces in close combat, is primarily focused on tasks that assure mobility and enhance protection. The general engineering and geospatial engineering disciplines perform tasks along all four lines of engineer support. Geospatial engineers provide vitally important and integral GI&S data, standard and nonstandard geospatial products, mission-tailored data, geospatial decision aids, and terrain visualization products that enable commanders and staffs to visualize and understand the OE across all lines of engineer support. A SSURE M OBILITY 1-20. The assure mobility line of engineer support orchestrates the combat, general, and geospatial engineering capabilities in combination to allow a unit to gain and maintain a position of advantage against an enemy (mobility) and deny the enemy the freedom of action to attain a position of advantage (countermobility). These tasks primarily support the movement and maneuver warfighting function, including support to special operations forces. Although normally associated with organic combat engineers, general engineers may also be task-organized to support this line of engineer support. This line of engineer support does not include engineer tasks supporting the nontactical movement of personnel and material normally intended to enable logistics. 1-21. The assure mobility line of engineer support is achieved through the assured mobility framework described in ATPATPArmy Techniques Publications 3-90.4. The assure mobility line also supports countermobility, which enables combined arms forces to operate anywhere along the range of operations. Countermobility shapes enemy movement and maneuver and prevents the enemy from gaining a position of advantage. In the offense, countermobility operations are conducted to isolate objectives and prevent the enemy from repositioning, reinforcing, and counterattacking. See ATPATPArmy Techniques Publications 3-90.8. Support to Mobility 1-22. Mobility is a quality or capability of military forces which permits them to move from place to place while retaining the ability to fulfill their primary mission (JP 3-36). Engineer support to mobility includes the following primary tasks: • Conduct combined arms breaching. • Conduct clearing (areas and routes). • Conduct a gap crossing. • Construct and maintain combat roads and trails. • Construct and maintain forward airfields and landing zones. 1-23. The primary purpose for mobility is to mitigate the effects of natural and man-made obstacles and to enable friendly forces to move and maneuver freely. Mobility tasks include bypassing, reducing, or clearing obstacles (including gaps) and marking lanes and trails. These tasks frequently occur under conditions that require combat engineer units and most frequently occur when conducted at the tactical level in support of maneuver. Support to early-entry operations includes reconnaissance that would mitigate anti-access and area denial mechanisms to clear and open ports of debarkation. These tasks are often considered combat engineering tasks; however, general engineer units can perform them when conditions allow. 1-24. Engineer tasks to repair, maintain, or build roads, bridges, and airfields usually do not occur under conditions that require combat engineer units. As a result, these tasks are often considered general engineering tasks, even though combat engineer units can perform them if they are provided additional training and augmentation. Combat engineers can perform these tasks, when needed, under conditions of close support to maneuver forces that are in close combat. 1-25. Engineer contributions to the planning of mobility occur at all levels of warfare and throughout armed conflict. The execution of engineer tasks in support of mobility usually occurs at the operational and tactical levels of warfare, but it often has strategic-level implications. At the tactical level of warfare, combat engineer units are frequently required, especially in offensive and defensive operations. At the operational level, general engineer units typically perform most engineer tasks. During the conduct of offensive and defensive operations, engineer tasks are focused on the mobility of friendly forces. In stability and defense support of civil authorities (DSCA), engineer tasks are often focused on the mobility of the first responders and the population. 1-26. Engineer tasks that support mobility typically support the assure mobility line of engineer support, but they may also support the other three lines. Similarly, a road constructed for a line of communications (LOC) has the purpose of enabling sustainment. Likewise, a bridge might be constructed to develop infrastructure, allowing the local population to transport goods to the market. Engineers perform these tasks most frequently as part of the movement and maneuver warfighting function, but they may perform them in support of the other warfighting functions. Combat engineering is typically focused on mobility at the tactical level, while general engineering is typically focused on mobility at the operational level (although general engineering may impact strategic mobility at times). 1-27. Mobility tasks are typically identified as essential tasks and may require integration into the synchronization matrix to account for the assets and time required to implement them. For information on planning considerations for M/CM/S, see chapter 6. Support to Countermobility 1-28. Engineer support to countermobility includes the following engineer tasks: • Siting obstacles. • Constructing, emplacing, or detonating obstacles. • Marking, reporting, and recording obstacles. • Maintaining obstacle integration. 1-29. Countermobility is a set of combined arms activities that use or enhance the effects of natural and man-made obstacles to prevent the enemy freedom of movement and maneuver (ATPATPArmy Techniques Publications 3-90.8). The primary purposes of countermobility are to shape enemy movement and maneuver and to prevent the enemy from gaining the position of advantage. Subsequently, countermobility supports the execution of offensive and defensive tasks. 1-30. Countermobility tasks typically involve engineers and include obstacle integration with the maneuver plan, adherence to the obstacle emplacement authority, and rigid obstacle control. The engineer advises the commander on how to integrate the obstacle, coordinates for the obstacle emplacement authority, establishes obstacle control, recommends directed obstacles, supervises the employment of obstacles, and maintains obstacle status throughout the operation. Most obstacles have the potential to deny the freedom of maneuver to friendly and enemy forces. Therefore, it is critical that the engineer accurately understands the countermobility capabilities and limitations of the available engineer forces and properly weighs the risks of employing various obstacle types. The engineer also plans for the clearing of obstacles at the cessation of hostilities and for minimizing obstacle effects on noncombatants and the environment. 1-31. The engineer tasks that support countermobility operations include those that construct, emplace, or detonate obstacles and those that track, repair, and protect obstacles. These conditions frequently occur when the tasks are conducted at the tactical level as part of the offense or defense. They are often considered combat engineering tasks, even though general engineer units can perform them when conditions allow. 1-32. The effects of natural and man-made obstacles are considered during planning at the theater strategic down to the tactical level of warfare. At the tactical level of warfare, combat engineers play a prominent role in assessing and predicting the effects and integration of tactical obstacles in support of offensive and defensive operations. General engineers may also be involved in countermobility operations intended to achieve operational (or strategic) effects or tactical deception. Countermobility operations typically reinforce the terrain to block, fix, turn, or disrupt the enemy’s ability to move or maneuver, giving the commander opportunities to exploit enemy vulnerabilities or react effectively to enemy actions. In stability, countermobility tasks may support missions such as traffic or population control. For information on countermobility, see ATPATPArmy Techniques Publications 3-90.8. 1-33. Engineers usually perform these tasks under the first two lines of engineer support (assure mobility and enhance protection), although they may also be applicable in selected cases for the other two lines of engineer support. These tasks typically support the movement and maneuver and protection warfighting functions. 1-34. As of 1 January 2010, U.S. Army Forces are no longer authorized to employ persistent and undetectable land mines (land mines that are not self-destructing or self-deactivating). The United States employs self-destructing and self-deactivating mines (scatterable mines) to provide countermobility for the force. In addition, newly developed weapon systems (called networked munitions) provide the flexible and adaptive countermobility and survivability capability required by the Army. Networked munitions are remote-controlled, ground-emplaced weapon systems that provide lethal and nonlethal effects; they have the ability to be turned on and off from a distance and can be recovered for multiple employments. Note. The United States acknowledges the importance of protecting noncombatants while enabling legitimate operational requirements. See the current U.S. land mine policy for additional employment guidance for scatterable mines, including authorizations for the use of antipersonnel and antivehicle mines. Other Tasks Associated with Assure Mobility 1-35. Geospatial engineering provides the necessary geospatial information and products to help combat and general engineers visualize the OE and perform tasks along the assure mobility line of engineer support. Geospatial information is the foundation upon which information about the physical environment is referenced to form the COP (see ATPATPArmy Techniques Publications 3-34.80). Geospatial information that is timely, accurate, and relevant is a critical enabler throughout the orders process. Geospatial engineers work as staff members to aid in analyzing the meaning of activities, which significantly contributes to the anticipating, estimating, and warning of possible future events. They provide the foundation for developing shared situational understanding, improving the understanding of capabilities and limitations for friendly forces (and the enemy) and highlighting other conditions of the OE. It is imperative that geospatial engineers possess a thorough understanding of tactics and the application of combat power to tailor geospatial information to support the commander’s visualization and decision making. Geospatial engineers provide the following to the assure mobility line of engineer support: • 3-D perspective fly-through views. • Mobility corridor and combined obstacle overlays to identify assembly areas, plan air and ground missions, and assist with engagement area (EA) development. • Fields-of-fire and line-of-sight analysis products to locate defensible terrain, identify potential EAs, and position fighting systems to allow mutually supporting fires. • Urban tactical planners that display key aspects of urban terrain in thematic layers overlaid on high-resolution imagery or maps to facilitate mission planning in urban areas. • Hydrologic, bathymetric, and gravimetric data analysis to determine soil conditions on land and underwater and to verify the depth of the ocean or lake floors in support of surface and subsurface mobility within the AO. • LOC analysis and overlays to identify structures (such as roads, airfields, railroads, bridges, tunnels, and ferries) capable of facilitating the transportation of people, goods, vehicles, and equipment. 1-36. The engineer diving detachment provides equipment and personnel to conduct underwater operations. The unique skills of the diver provide critical support to commanders during river-crossing operations by conducting near-shore and far-shore reconnaissance; performing hydrographic surveys to depict bottom composition; conducting underwater and surface reconnaissance of bridges to determine structural integrity and capacity; repairing or reinforcing bridge structures; and emplacing, marking, or reducing underwater obstacles. For more information on military diving, see ATPATPArmy Techniques Publications 3-34.84 and TM 3-34.84. 1-37. Combat engineer units form engineer reconnaissance teams that can operate independently, but they normally support BCTs, cavalry squadrons, or scout platoons to classify routes, locate obstacles, and determine how to overcome the effects of obstacles by recommending bypass or reduction. Engineer reconnaissance teams also conduct the reconnaissance of proposed obstacle placement locations and ensure that obstacles remain integrated with the maneuver plan. All terrain, obstacle, and reconnoitered data collected is submitted to geospatial engineers to update the unit COP and to include in the TGD. For more information on engineer reconnaissance tasks, see ATPATPArmy Techniques Publications 3-34.81. For more information regarding the TGD, see ATPATPArmy Techniques Publications 3-34.80. 1-38. Explosive ordnance clearance agent (EOCA) personnel are combat engineers with additional training to perform limited disposal of authorized explosive ordnance identified in the EOCA guide or supplemental EOCA ordnance list in support of mobility. Engineers may assist explosive ordnance disposal (EOD) assets in EOD operations, as directed by the theater. For more information on EOD operations, see ATPATPArmy Techniques Publications 4-32.2. E NHANCE P ROTECTION 1-39. The enhance protection line of engineer support is the combination of the three engineer disciplines to support the preservation of the force so that the commander can apply maximum combat power. This line of engineer support consists largely of survivability operations, but it can also include selected mobility tasks (such as the construction of perimeter roads), countermobility tasks (such as the emplacement of protective obstacles), and explosive-hazards operations tasks (such as area clearance). It also includes survivability and other protection tasks performed or supported by engineers. For more information, see ADP 3-37 and ATPATPArmy Techniques Publications 3-37.34. Support to Survivability 1-40. Survivability is a quality or capability of military forces which permits them to avoid or withstand hostile actions or environmental conditions while retaining the ability to fulfill their primary mission (ATPATPArmy Techniques Publications 3-37.34). 1-41. Engineer support to survivability consists of the following areas: • Fighting positions. • Protective positions. • Hardened facilities. • Camouflage and concealment. 1-42. Survivability operations—those military activities that alter the physical environment to provide or improve cover, concealment, and camouflage—are used to enhance survivability when existing terrain features offer insufficient cover and concealment. This is one of the tasks under the protection warfighting function found in ADP 3-37 and is an element of combat power. Engineers employ capabilities from all three engineer disciplines to support survivability operations. Engineer support to survivability operations is most often aligned with the enhance protection line of engineer support. 1-43. Although units conduct survivability operations within their own capability limits, engineers have a broad range of diverse capabilities that can enhance survivability. Engineer tasks in support of survivability operations include tasks to build, repair, or maintain fighting and protective positions and to harden, conceal, or camouflage roads, bridges, airfields, and other structures and facilities. These tasks tend to be equipment-intensive and may require the use of equipment timelines to optimize the use of low-density, critical equipment. 1-44. Engineer tasks that support survivability operations occur predominately at the operational and tactical levels of warfare. At the tactical level of warfare, they often occur in support to maneuver and special operations forces that are in close combat, which require combat engineer units. This often occurs for tasks to build, repair, or maintain fighting and protective positions. Those tasks are often considered combat engineering tasks, even though general engineer units can perform them when conditions allow. At the operational level, engineer tasks that support survivability operations are typically performed by general engineer units. In the offense and defense, they are focused on the protection of friendly forces, but during the conduct of stability and DSCA, they sometimes transition to tasks that provide protection of the population or civilian assets. For additional information, see ATPATPArmy Techniques Publications 3-37.34. 1-45. Engineers enhance the survivability of forces, in part, by maintaining the tempo of the offense. Engineer mobility efforts and counter-obstacle operations assist in synchronizing the offense by preventing a loss of momentum or an incomplete commitment of forces. Engineer dig assets provide survivability to key systems or units during operational halts or when transitioning to the defense. Because they have distinct appearances and uses, engineer assets can assist in tactical deception operations. For example, moving bridge trucks to various river-crossing sites can deceive the enemy about the actual crossing location. The ability to mass combat power and conduct continuous offensive operations for an extended time is key to the success of the offense. General engineering focuses on the requirements to sustain operations and ensure that commanders can commit follow-on forces decisively. 1-46. Engineer tasks support survivability in chemical, biological, radiological, or nuclear (CBRNCBRNChemical, biological, radiological, and nuclear) environments. Protective positions and hardened facilities support protection against nuclear blast effects and improve shielding. Engineers support contamination control at decontamination sites and by scraping roadways and other surfaces to mitigate contamination. For more information on operations in CBRNCBRNChemical, biological, radiological, and nuclear environments, see ATPATPArmy Techniques Publications 3-11.32. Other Tasks That Enhance Protection 1-47. Engineers also enhance protection through the execution of countering explosive hazards tasks. (For more information on countering explosive hazards, see ATPATPArmy Techniques Publications 3-34.20.) These include area and route clearance; specialized searches using engineer mine detection dogs and patrol explosive detection dogs; and the collection, analysis, and dissemination of explosive hazards information. These tasks mitigate the effects of explosive hazards and can be performed by engineers at all echelons or by specialized units. Where the tactical situation permits, area clearance is accomplished by a USACEUSACEUnited States Army Corps of Engineers-contracted capability. Note. Area clearance and demining are not synonymous. Section 401, Title 10, United States Code (USCUSCUnited States Code), Chapter 20 (10 USCUSCUnited States Code 401 Chapter 20) explicitly restricts members of the armed forces from demining unless it has the concurrent purpose of supporting a U.S. military operation. See the International Mine Action Standards website for more information on demining and the mine action standards. 1-48. EOCA personnel not only play a vital role in the assure mobility line of engineer support, but they are also equally vital for the enhance protection line of engineer support. They advise the on-scene commander on recommended personnel and equipment protective measures and isolate blast and fragmentation danger areas within the AO. EOCA personnel may assist EOD personnel in disposing of explosive hazards. 1-49. Engineer mobility and countermobility tasks typically support the assure mobility line of engineer support, but those tasks may also support the enhance protection line of engineer support. Examples include constructing a trail for use as a perimeter road to secure a base and providing protective obstacles or entry control points for the protection of base camps (see ADP 3-37). 1-50. Engineer divers enhance protection through force protection dives by identifying and removing underwater hazards. Engineer divers improve underwater security measures by checking for the enemy tampering of ships, docks, piers, intakes, and other marine facilities. Engineer divers are trained in explosives and can identify and remove explosive hazards through sympathetic detonation. Planners and senior staffs should be aware of diver capabilities and integrate them into early-entry operations. 1-51. Firefighting teams are limited assets that provide fire prevention and fire protection services. Some key protection tasks provided to commanders include fire prevention inspections and investigations, fire suppression, search and rescue, and hazardous material response. In addition, these teams provide medical response and assistance to victims and offer technical oversight of nonfirefighting personnel when supporting firefighting operations. 1-52. Engineers with environmental training and knowledge can be embedded at the tactical level to conduct environmental baseline surveys, analyze site conditions, identify resources and hazards, and make recommendations to enhance protection. These personnel are trained to identify, prevent, and mitigate potential hazards to the environment, personnel, and mission. Potential hazards should be identified early, before force projection and site occupation. For more information on environmental considerations, see ATPATPArmy Techniques Publications 3-34.5. E NABLE F ORCE P ROJECTION AND L OGISTICS 1-53. Engineers combine capabilities from across the three engineer disciplines to enable force projection and logistics. These capabilities are applied to enhance theater strategic through tactical movements. Executed primarily through the general engineering discipline, tasks in this line of support— • Free combat engineers to support maneuver forces. • Establish and maintain the infrastructure necessary to support follow-on forces. • Sustain military operations during and after hostile action. • Provide recommendations for the site selection of facilities, joint fires, and protection. Tasks Enabling Force Projection and Logistics 1-54. The engineer-focused tasks are typically performed by engineer units or commercial contract construction management assets, such as USACEUSACEUnited States Army Corps of Engineers, for specialized and reachback support. They can be performed by a combination of joint engineer units, civilian contractors, host nation (HN) forces or multinational engineers. They may also require various types of technical and tactical reconnaissance and assessments be performed prior to or in the early phases of a mission, including gathering information for countermobility, site selection, master planning, support to disaster preparedness planning response, and support to consequence management. For more information on engineer reconnaissance, see ATPATPArmy Techniques Publications 3-34.81. 1-55. Geospatial engineers provide geospatial products to enable terrain visualization and situational understanding to support operations across all warfighting functions and the competition continuum. This provides early-entry forces with terrain information and analysis on landing sites, movement corridors, avenues of approach (AAs), and follow-on objectives. In addition, it provides follow-on forces information on potential locations of bases and base camps for initial operations. 1-56. Combat engineers provide support that enables force projection and logistics by conducting reconnaissance and clearance tasks. Combat engineers conduct route reconnaissance to determine trafficability and route classification within an AO. These engineers also detect and mark explosive hazards and clear the hazards that are within capability and scope to ensure freedom of movement along a LOC or within an aerial port of debarkation (APOD) or a seaport of debarkation (SPOD). 1-57. Engineer personnel augment sustainment units to support joint logistics over-the-shore (JLOTS) to assist planning efforts. Engineer personnel prepare access routes to and from the beach when port facilities are unavailable, damaged, or denied. They also prepare landing sites and staging areas. Other Tasks That Enable Force Projection and Logistics 1-58. These tasks are primarily general engineering tasks that are not normally performed under conditions of support to maneuver forces that are in close combat. For more information, see ATPATPArmy Techniques Publications 3-34.40. These tasks include— • Constructing and maintaining strategic and operational LOCs, airfields, seaports, railroads, bases and base camps, pipelines, bulk and distribution storage facilities, and standard and nonstandard bridges. • Providing facilities engineer support. • Generating and distributing electrical power. • Managing utilities and waste. • Acquiring, managing, remediating, and disposing of real estate. • Firefighting. • Conducting battle damage repair. • Completing environmental surveys and reports. • Integrating environmental considerations and requirements. • Improving fighting and protective positions and hardening facilities. • Providing Corps of Engineers real estate teams. • Providing engineer divers. • Neutralizing water-borne obstacles that block shipping channels in port and other navigable waterways. • Repairing or reinforcing damaged subsurface structures as port facilities, dams, and bridges. • Conducting search and recovery to locate and salvage submerged equipment, supplies, and personnel. • Providing support to joint logistics over-the-shore operations. B UILD P ARTNER C APACITY AND D EVELOP I NFRASTRUCTURE 1-59. Engineers combine capabilities from across the three disciplines to support the build partner capacity and develop infrastructure line of engineer support, which are vital to stability and counterinsurgency tasks that do not align with a specific phase of operations. This line consists primarily of building, repairing, and maintaining various infrastructure facilities; providing essential services; and, ultimately, building partner capacity to codevelop HN capabilities to perform such tasks. Linkages to stability are predominant in this line. Most infrastructure development takes place during competition below armed conflict, crisis, transitions that support stability operations, and missions that enable civil authority. It is often a series of technical tasks (such as building roads and water treatment facilities) that fall under different general engineering units (electricity, road and rail transportation, water supply and sanitation, water treatment and sewage). Tasks That Support Building Partner Capacity and Develop Infrastructure 1-60. This line of engineer support consists primarily of general engineering tasks. Many of the tasks that support this line of engineer support are the general engineering tasks listed previously in the enable logistics line of engineer support. However, the key differences from the enable logistics line of engineer support are the purpose and the desired effect. The primary purpose of the tasks in the build partner capacity and develop infrastructure line of engineer support is to support the commander in improving the conditions for HN leaders, institutions, and infrastructure development capabilities and in influencing them to achieve military objectives for self-defense. 1-61. The different purposes of build partner capacity and develop infrastructure to enable force projection and logistics significantly change the way a task is executed in most cases. For example, building a road could be a task for the enable force projection and logistics line of engineer support or the build partner capacity and develop infrastructure line of engineer support. While the completed road may be the same, the conditions and requirements to build it may be very different due to its intended purpose. If the road is being built to improve the local economic conditions, using local labor to increase employment may be more important than just completing the work in the quickest manner possible. In addition, a road for the local populace may require coordination with many different local agencies, organizations, and ministries to support the local government and assist them in establishing legitimacy. Engineers may be required to provide technical training to HN managers on engineer tasks for planning, designing, and constructing roads. The interaction with the population during the process of building the road may take priority over the quality and speed of completion of the road itself. 1-62. The engineer role in capacity building is included in the build partner capacity and develop infrastructure line of engineer support. (For additional information on building partner capacity, see FM 3-07.) Engineers may support the United States Agency for International Development, the State Department, and special operations forces to improve HN infrastructure and the human or intellectual capacity to sustain the sector over time. Tasks to improve HN infrastructure require coordination with local-or national-level government agencies or ministries that maintain or control infrastructure. The tasks may emphasize the development of local technical and engineering institutions. Engineers may be required to train, educate, and develop local leaders, engineers, and organizations in the process of executing a task in this line of engineer support. For example, an engineer unit that is assisting the local populace in improving drinking water systems may also train the local public works to operate and maintain the system. 1-63. While engineers at all echelons build partner capacity requirements, USACEUSACEUnited States Army Corps of Engineers field force engineering (FFE) units have additional expertise to advise and assist HN capacity building that spurs long-term relationships. Engineers supporting BCTs may build partner capacity by providing training teams and reconstruction teams, sharing institutional knowledge, and conducting key leader engagements. Other Tasks That Build Partner Capacity and Develop Infrastructure 1-64. General and geospatial engineers contribute to the build partner capacity and develop infrastructure line of engineer support because geospatial engineers and other USACEUSACEUnited States Army Corps of Engineers experts can provide technical advice and assistance as well as conduct geospatial data exchanges for interoperability. Specialized units can locate and map water sources. Well-drilling teams are limited assets that can be applied to solve long-term water restoration issues. 1-65. Engineers in all the disciplines may support tasks that build partner capacity and develop infrastructure by participating in foreign exchange programs and attending conferences. Participation in joint exercises is another opportunity that allows engineers to exchange information, build relationships, and develop infrastructure simultaneously. OPERATIONAL ENVIRONMENT 1-66. Within the broader strategic environment, Army forces conduct operations in unique and complex OEs. An operational environment is the aggregate of the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the commander (JP 3-0). The understanding of the OE has evolved. For Army forces, an OE includes portions of the land, maritime, air, space, and cyberspace domains understood through three dimensions (human, physical, and information). The land, maritime, air, and space domains are defined by their physical characteristics. Cyberspace, a man-made network of networks, connects the other domains (see figure 1-1). While Army engineer operations are conducted in the land domain, these operations can enable forces operating in the other domains because almost all capabilities, no matter where employed, are ultimately based on, or controlled from, land. For additional information on the domains and dimensions of an OE, see FM 3-0. 1-67. The OE model aids in accounting for the totality of factors, specific circumstances, and conditions that impact the conduct of operations. This understanding enables leaders to better identify problems, anticipate potential outcomes, and understand the results of various friendly or threat actions and the effects these actions have on achieving military objectives. 1-68. The term threat is any combination of actors, entities, or forces that have the capability and intent to harm United States forces, United States national interests, or the homeland (ADP 3-0). Threats include nation-states, organizations, people, groups, or conditions that can damage or destroy life, vital resources, or institutions. The various actors in an AO can qualify as a threat, an enemy, an adversary, a neutral, or friendly actor(s). A peer threat is an adversary or enemy with the capabilities and capacity to oppose U.S. forces across multiple domains worldwide or in a specific region where it enjoys a position of relative advantage. Peer threats possess roughly equal combat power to U.S. forces in geographical proximity to a conflict area. Engineers describe a threat in terms of their capabilities and functions. In addition, they develop methods to discern and identify threat patterns of behavior to aid commanders and staffs in clearly visualizing and understanding the threat as it relates or is applied to the OE. For more information on threats, see ADP 3-37 and ATPATPArmy Techniques Publications 3-34.22. 1-69. An OE for any specific operation involves not only isolated conditions of interacting variables that exist within a specific AO, but also interconnected influences from the global or regional perspective (for example, political, social [crime, terrorist], and economic) that impact conditions and operations. These interconnected influences impact operations throughout the strategic framework (strategic support area, joint security area, extended deep area, and assigned operational area). Maneuver commanders rely on the three engineer disciplines to add breadth and depth to the overall understanding of the OE. Each environment presents its own challenges to planning and executing engineer tasks and may require engineers to employ specialized knowledge, skills, techniques, and equipment. To be successful in the conduct of military operations, engineers should thoroughly understand and appreciate the changing nature of an OE. 1-70. Army doctrine describes an OE in terms of the eight constantly interacting operational variables: political, military, economic, social, information, infrastructure, physical environment, and time (PMESII-PT). While an analysis of the OE using the operational variables improves situational understanding, when commanders receive a mission, they require a mission analysis focused on the specific situation. The Army uses the mission variables as the categories of relevant information used for mission analysis. Similar to the analysis of the OE using the operational variables, the engineer uses the mission variables to seek a shared common understanding from an engineer perspective. The mission variables are mission, enemy, terrain and weather, troops and support available, time available, and civil considerations, each of which have informational considerations (METT-TC [I]). Commanders and staffs use operational and mission variables as tools to refine their understanding of the OE. For more information on operational and mission variables as it relates to engineer operations, see chapter 4 of this book. For more information on operational and mission variables, see FM 5-0. 1-71. Engineers analyze the OE using operational and mission variables to identify potential challenges and opportunities within the operation, both before and during mission execution, to add to the shared common understanding. The resulting understanding of the OE (an engineer view of the OE) is not intended to be limited to considerations within the OE that may result in engineer functional missions. The resulting engineer view of the OE is, instead, organized by lines of engineer support and linked to the common overall understanding through the warfighting functions. O PERATIONAL V ARIABLES 1-72. The OE is described using the operational variables of PMESII-PT. The following examples are provided to show the added focus sought within each of the operational variables by the engineer view of the OE. These examples are not meant to restate the more complete treatment of the variable in the general terms provided in ADP 5-0 or to be an all-inclusive treatment of the engineer aspects within each of the variables; instead, they are meant to focus engineer perspectives on the following operational variables: • Political. Understanding the political circumstances of an OE helps the commander to recognize key actors and visualize explicit and implicit aims and capabilities to achieve goals. The engineer view might add challenges associated with political circumstances that permit or deny access to key ports of entry or critical sustainment facilities. Opportunities in the form of alternative access routes might be added. The engineer and others may be impacted by the effects of laws, treaties, agreements, or positions of multinational partners (such as restrictions on shipments of hazardous materials across borders or a host of similar political considerations that affect engineer planning and operations). • Military. The military variable explores the military capabilities of relevant actors in a given OE. The engineer view might add the challenges associated with an enemy capability to employ explosive hazards or other obstacles and the capability to challenge traditional survivability standards. Opportunities in the form of existing military installations and other infrastructures might be added. The engineer view includes a necessarily robust and growing understanding of engineering capabilities in a context of unified action within this variable of the OE. • Economic. The economic variable encompasses individual behaviors and aggregate phenomena related to the production, distribution, and consumption of resources. The engineer view might add challenges associated with the production or availability of key materials and resources. Impacts to the local economy from use of local materials and resources are considered, including use of natural resources, alternative energy production, tourism, and recreation areas. Opportunities in the form of potential resource protection, or in the form of new or improved production facilities, might be added. • Social. The social variable describes the cultural, historic, religious, ethnic makeup, and social cleavages of an OE. The engineer view might add challenges associated with specific cultural, historic, or religious buildings or installations; the impact of language barriers or availability of laborers; and qualified local engineer resources. Opportunities to protect or reinforce cultural, historic, or religious resources may be a consideration. For more information about identifying and protecting resources, see ATPATPArmy Techniques Publications 3-34.5. • Information. This variable describes the nature, scope, characteristics, and effects of individuals, organizations, and systems that collect, process, disseminate, or act on information. Engineers assist the commander by providing information and influencing activities to shape the OE by improving infrastructure and services for the population. The engineer considers how construction projects, especially in stability, ultimately support informational themes that are consistent with friendly military goals and actions and how the enemy might portray them. The engineer view might also add challenges associated with deficiencies in the supporting architecture, including power considerations. • Infrastructure. Infrastructure comprises the basic facilities, services, and installations needed for a community or society to function. The engineer view might add challenges associated with specific deficiencies in the basic infrastructure. Opportunities in the form of access to existing infrastructure, improvements to existing infrastructure, and new projects might be added. The engineer view provides for a detailed understanding of infrastructure by using sewage, water, electricity, academics, trash, medical, safety, and other considerations. Infrastructure is not limited to the physical structures. Personnel, training, and maintenance procedures are also considerations. For more information, see ATPATPArmy Techniques Publications 3-34.40 and ATPATPArmy Techniques Publications 3-34.81. • Physical environment. The defining factors are urban settings (super-surface, surface, and subsurface features) and other types of complex terrain, weather, topography, hydrology, and environmental conditions. An enemy may try to counteract U.S. military advantages by operating in urban or other complex terrain requiring greater engineer effort to provide freedom of action. The engineer view might add challenges associated with natural and man-made obstacles, or opportunities in the form of existing routes, installations, and resources. Enemy engineer manipulation of the physical environment (dam demolition for flooding, deliberate toxic incidents in industrial areas) and how those actions can impact friendly operations is also a consideration. The engineer view supports a broad understanding of the physical environment through geospatial engineering. Insights into environmental considerations are also a concern. For more information on geospatial engineering, see ATPATPArmy Techniques Publications 3-34.80. For more information on environmental considerations, see ATPATPArmy Techniques Publications 3-34.5. • Time. The variable of time influences military operations within an OE in terms of the decision cycles, operational tempo, and planning horizons. The duration of an operation may influence engineer operations in terms of whether to pursue permanent or nonpermanent base camp solutions for facilities and infrastructure. CCDRs establish base camp strategies that are tailored to the joint operational area based on an assessment of the situation, unique characteristics of the region, and anticipated duration. M ISSION V ARIABLES 1-73. Mission variables are fundamental in analyzing the situation and developing a course of action (COA) for a given operation. Mission variables describe characteristics of an AO, focusing on how they might affect a mission. METT-TC (I) represents the mission variables leaders use to analyze and understand a situation in relationship to the unit’s mission. The first six variables are not new. The increased use of information (both military and civilian) to generate cognitive effects requires leaders to continuously assess the informational impacts on operations. 1-74. The following are examples of the engineer perspective for each of the mission variables: • Mission. Leaders analyze a mission in terms of specified tasks, implied tasks, and the commander’s intent (two echelons higher) to determine essential tasks. Engineers conduct the same analysis (with added focus on engineer requirements) to determine essential tasks and engineer priorities. The early identification of essential tasks for engineer support enables the maneuver commander to request engineer augmentation early in the planning process. • Enemy. The engineer view of the enemy concentrates on enemy tactics, equipment, and capabilities that threaten friendly operations. This includes an analysis of enemy disposition, enemy engineering capabilities, obstacle intelligence, engineer reconnaissance, and explosive hazard reporting within the AO or area of interest (AOI) that could impact the mission. • Terrain and weather. As the terrain visualization experts, geospatial engineers analyze terrain to determine the effects on friendly and enemy operations. Geospatial engineers analyze terrain using the five military aspects of terrain: observation and fields of fire, AAs, key terrain, obstacles, and cover and concealment. Geospatial engineers integrate geospatial products and geospatial decision aids to help commanders and staffs visualize the OE and understand the impacts of terrain on operations. The effects of weather coupled with terrain considerations define the total engineering operating environment. Air Force Staff Weather Office personnel incorporate current and forecasted weather conditions into all engineering operations and decision aids. Knowledge of expected weather conditions (especially dealing with trafficability) is crucial for the effective completion of engineering tasks. Precipitation types and amounts drastically influence road usage and soil conditions. • Troops and support available. Engineers consider the numbers, types, capabilities, and conditions of engineer troops and the support available from unified action partners. • Time available. Engineers must understand the time required to plan engineer operations and the importance of collaborative and parallel planning to prepare and execute tasks. Engineers understand the time needed for positioning critical assets and the time associated with performing engineer tasks or projects. • Civil considerations. The influence of man-made infrastructure; civilian institutions; and attitudes and activities of the civilian leaders, populations, and organizations within the AO impact the conduct of military operations. At the tactical level, those influences directly relate to key civilian areas, structures, capabilities, organizations, people, and events. This engineer view provides a detailed understanding of the basic infrastructure needed for a community or society. The engineer view identifies challenges, including environmental stewardship, financial and economic feasibility, social and cultural impacts, and the implications associated with specific deficiencies in the basic infrastructure and opportunities for improving and developing it. • Informational considerations. Informational considerations are those aspects of the human, information, and physical dimensions that affect how humans and automated systems derive meaning from, use, act upon, and are impacted by information (FM 3-0). Informational considerations are expressed as a parenthetical variable (I) in that they are not an independent variable, but an important consideration combined with each mission variable that leaders should pay particular attention to when understanding a situation. Information considerations include relevant friendly, threat, and neutral (both military and civilian) individuals, organizations, and systems that are capable of generating cognitive effects and influencing behavior. Note. For more information about analyzing the OE through PMESII-PT and METT-TC(I), see ATPATPArmy Techniques Publications 2-01.3. For more information on civil considerations, see FM 3-57. 1-75. Engineers contribute to understanding of the OE through analyzing operational and mission variables and their interaction with the three dimensions. Engineers continuously change the physical environment to accomplish military requirements or to set the conditions for future operations. In addition, they train with joint and other unified action partners to continuously develop multinational interoperability and readiness for large-scale combat operations. In doing so, engineer organizations continually network and engage with Army, joint, multinational, other unified action partners, and local populaces to complete projects, training, and missions. Interaction and a proactive approach improve interoperability with joint and multinational forces while enhancing the Army’s influence and enabling information collection. ENGINEER ACTIVITIES SPANNING THE LEVELS OF WARFARE 1-76. The levels of warfare are a framework for defining and clarifying the relationship among national objectives, the operational approach, and tactical tasks (ADP 1-01). While the various methods of warfare are ultimately expressed in concrete military action, the four levels of warfare—national strategic, theater strategic, operational, and tactical—link tactical actions to the achievement of national objectives, as shown in figure 1-2. 1-77. The levels of warfare distinguish four broad overlapping activities—providing national direction and creating national strategy (national strategic), conducting continuous theater campaigning (theater strategic); planning and conducting campaigns and major operations (operational); and planning and executing operations, battles, engagements, and actions (tactical). No fixed limits or boundaries exist between these levels; they help commanders visualize a logical arrangement of operations, allocate resources, and assign tasks to the appropriate commands. The challenges of planning, preparing, executing, and continuously assessing operations within diverse theaters are many and varied. Engineer commanders and staffs must remain involved in the operations process at all levels of warfare. Engineer leaders identify challenges and opportunities that equip the staff with relevant information to form a more comprehensive understanding that leads to the most effective use of engineer assets and capabilities in mission execution. Engineer staff members ensure that they are integral to the planning process at all levels. N ATIONAL S TRATEGIC 1-78. The national strategic level of warfare is the level of warfare at which the United States government formulates policy goals and ways to achieve them by synchronizing action across government and unified action partners and employing the instruments of national power (FM 3-0). The instruments of national power are all the means available to the government in its pursuit of national objectives—diplomatic, informational, military, and economic (DIME). The national strategic level of warfare focuses on developing global strategy and providing global strategic direction. Strategic direction provides context, tasks, and purpose for the employment of the instruments of national power. T HEATER S TRATEGIC 1-79. The theater strategic level of warfare is the level of warfare at which combatant commanders synchronize with unified action partners and employ all elements of national power to fulfill policy aims within the assigned theater in support of the national strategy (FM 3-0). Engineer planners determine the means, ways, and ends as part of a joint force to enable U.S. Army Forces to achieve objectives, defeat enemy forces, and consolidate gains. Activities include planning the right engineer force, with the right mixture of capabilities and policies in place, to mobilize, deploy, employ, sustain, and redeploy forces. Engineer activities at the theater strategic level seek ways to set conditions during competition and crisis for success in the event of armed conflict. Engineers conduct force planning, develop engineer policy, and support campaigns and operations. These activities are primarily focused on the means and capabilities to generate, deploy, employ, sustain, and recover forces. 1-80. Infrastructure development is a critical aspect of enabling and sustaining force deployments, and it places a heavy demand on engineer requirements. Engineers at the theater strategic level advise on terrain and infrastructure. Considerations include— • GI&S. • TGD management. • SPOD. • APOD. • Force generation. • Engineer support priorities. • Lines of communication. • Air base and airfield operations. • The theater basing strategy. • Joint targeting. • Foreign humanitarian assistance. • Environmental considerations. • Engineer interoperability. • Input for the rules of engagement. • Rules for the use of force. • Support to protection. • Explosive hazards mitigation and explosive remnants of war. 1-81. Environmental considerations apply at all levels of command and across the full range of military operations. They can have strategic, tactical, and operational implications and affect mission success and end states if they are not incorporated throughout planning and operations and are not recognized early in the process. The failure to recognize important environmental aspects puts forces at significant risk, which adversely affects readiness, local community relations, insurgent activities, and diplomatic relations. 1-82. Commanders include environmental risk assessments in conjunction with the operational variables and determine the amount of effort to direct at the range of environmental media, resources, and programs that may affect the planning and execution of military operations. Commanders integrate environmental guidance into operation plans (OPLANs) and operation orders (OPORDs), and engineers recommend appropriate COAs to the commander and are tasked to oversee those efforts. They constantly strive to prevent adverse impacts to the mission by avoiding damage to the environment, harm to people, competition for and mismanagement of resources, and issues based on economics, culture, religion, and historical and natural resources. For example, environmental considerations may include avoiding cultural sites, developing guidance for targeting industrial infrastructure, interpreting laws and treaties that pertain to environmental conditions, identifying natural resources that are important to the local economy and reconstruction, and determining the level to which the military conducts environmental remediation or restoration. Throughout the life-cycle phases of contingency locations, Environmental Baseline Survey Checklists and Reports, Environmental Conditions Reports, inspection reports, and Environmental Site Closure Surveys and Reports are completed to record environmental conditions and assess environmental risks. For more information about environmental regulations and considerations, see AR 200-1, ATPATPArmy Techniques Publications 3-34.5, environmental conditions forms, and HN-specific environmental regulations. O PERATIONAL 1-83. The operational level of warfare is the level of warfare in which campaigns and operations are planned, conducted, and sustained to achieve operational objectives to support achievement of strategic objectives (JP 3-0). Engineer activities at the operational level focus on the impact of geography and force projection infrastructure on the CCDRCCDRCombatant commanders operational design. Operational-level decisions may include selecting (or not selecting) potential targets, developing guidance on establishing supply routes and hubs, developing guidance for base camp site selection, developing guidance on integrated waste management programs and identifying required resources, determining when these resources must be moved into the theater, and planning for hazmat transport. (For more information, see ATPATPArmy Techniques Publications 3-34.5.) Engineer planners determine the basic (yet broad) mobilization, deployment, employment, and sustainment requirements of the CCDRCCDRCombatant commanders concept of operations. Engineer planners also review and decide how to specifically apply environmental policy and general procedures. Engineer planners secure funding within authorities and plan for the procurement of Class IV supplies and services. Operational planning merges the OPLAN or OPORD of the joint force, specific engineer missions assigned, and available engineer forces to achieve success. Combatant command (CCMD) engineer planners also need to understand the capabilities and limitations of Service engineer forces. See JP 3-34 for a full explanation of Service capabilities, contributions, and limitations. 1-84. Many of the engineer activities conducted for theater strategic operations are also performed at the operational level. Engineers conduct operational area and environmental reconnaissance missions and work with intelligence staff to analyze the threat and terrain. Engineers anticipate requirements and request the capabilities to meet them. They provide the scheme of base camps, geospatial products and services, and recommendations on joint fires and survivability for the forces employed. For more information on base camps, see ATPATPArmy Techniques Publications 3-37.10. As the link to tactical engineer integration, operational planners set the conditions for success at the tactical level by anticipating requirements and ensuring that capabilities are available to accomplish engineer support requirements. An example of this includes field forces assigned to the operational Army (such as forward engineer support teams, multirole bridge companies, engineer construction companies, prime power teams, and additional engineer brigades). 1-85. Engineer staff officers assigned to the United States Army Special Operations Command or the 1st Special Forces Command are responsible for planning, coordinating, and executing engineer support. Engineers at this echelon provide policy and direction in the aspects of engineering, including coordination for engineer support from conventional forces. Due to the nature, scope, and remote environments in which special operations forces operate, theater infrastructure is not always available. Conventional force engineers across the three disciplines can provide additional engineer support. Requests for conventional engineers at this level could be to support special operations in core activities—ranging from augmenting special operation forces in training exercises to providing technical capabilities to restore essential services, to providing infrastructure reconstruction and humanitarian relief, to showing U.S. commitment in the AOI. Engineers should be familiar with fiscal policy, and they can translate special operations requirements in terms that the supporting conventional forces can understand and execute. T ACTICAL 1-86. The tactical level of warfare is the level of warfare at which forces plan and execute battles and engagements to achieve military objectives (JP 3-0). Engineer planners determine the best methods to task-organize forces at the lowest level to support the maneuver of combat forces to achieve their objectives at the least cost. Engineer activities at the tactical level focus on supporting the ordered arrangement and maneuver of forces—in relationship to each other and to the enemy—that are required to achieve combat objectives. At the same time, engineer support is critical to achieving necessary stability tasks. 1-87. Tactical planning in the context of engineer support to operations translates to a primary focus on combat engineering tasks and planning done within tactical organizations. Engineer tactical planning is typically focused on maneuver support and sustainment support that are not addressed by the higher-echelon commander. Construction planning at the tactical level typically focuses on survivability tasks in support of the protection warfighting function and infrastructure development that are primarily in support of the sustainment warfighting functions. Engineer commanders at the tactical level use the engineer assets provided by operational planners to support the tactical mission tasks assigned to the combat maneuver units they support. With the support of engineers, subordinate commanders ensure that engineering capabilities are effectively integrated into the scheme of maneuver and the performance of assigned tasks. Tactical missions are complex, consideration of threat capabilities is essential. 1-88. Geospatial engineers conduct four primary functions using GI&S—generate, manage, analyze, and disseminate—to provide unique graphical representations and terrain analysis that enable commanders to visualize the AO. In addition, geospatial engineers provide SSGF, which serves as the geospatial background for the unit COP on all command and control (C2) systems. Engineer reconnaissance (tactical and technical) is a critical capability to the maneuver commander at the tactical level. At the tactical level, geospatial engineers collect the technical feature data (such as bridge, road, and tunnel dimensions) from reconnaissance elements within the supported unit, validate the data, and submit the data to a higher echelon for inclusion into the TGD. For more information, see ATPATPArmy Techniques Publications 3-34.80 and ATPATPArmy Techniques Publications 3-34.81. 1-89. Engineer support to special operation forces at this level of warfare has been allocated to provide engineer expertise across the engineer disciplines. Engineer units at this echelon must be prepared to provide an engineer liaison officer (LNO) to be integrated into the receiving special operations forces headquarters. Engineer planners should be able to provide engineer support that is no different than the support provided to other organizations, with the exception that contingency and crisis action planning are the two primary methodologies used. At this level, planning and execution are decentralized. Engineer staff officers plan for the right personnel and equipment package to conduct engineer operations in austere environments without extensive support until follow-on conventional forces arrive. Engineer organizations do not execute missions differently than they would for any type of operation, but they do execute these missions with an emphasis on speed and resource ingenuity. CHALLENGES 1-90. OEs present unique challenges that engineers should be prepared to overcome during competition below armed conflict, crisis, and armed conflict (see FM 3-0 for more information about competition, crisis, and armed conflict). Adversaries use a combination of military and nonmilitary capabilities in all domains, requiring commanders and staffs to continually assess engineer priorities and employment of engineer capabilities within their assigned AO from the homeland to the close area of the operational framework. 1-91. Enemy capabilities enable them to conduct operations within the homeland, against power-projection capabilities, in the support areas, and into the deep maneuver and fires areas of the AO. The enemy will contest all deployments, challenge the tempo of movement, and restrict the build-up of combat power. Their disruptive effects may occur at unit home stations and ports of embarkation, while in transit to the theater, and upon arrival at ports of debarkation. Army forces may not have the capability nor the authority to preempt these attacks. Engineer planners should be aware of the effects created from impacts to force projection in time and space to engineer capabilities requested from national guard and reserve units. These effects can also cause unavailability of some entities as they work to support DSCA operations. 1-92. Commanders must also be aware of personnel within their own force who have authorized access to Department of Defense (DOD) facilities, systems, equipment, information, or infrastructure and who may want to maliciously cause damage, disrupt operations, commit espionage, or support a criminal, extremist group, insider threat or terrorist organization. Army forces should account for being under constant observation. Adversaries rely on surveillance and reconnaissance capabilities from national and local levels to collect information on U.S. military headquarters, communications systems, critical infrastructure, and power projection facilities in the homeland. 1-93. They will employ nonlethal capabilities to reduce friendly force tempo, deny essential services, and understand and influence populations and officials, altering friendly decision making. Adversaries also create, or leverage conditions intended to fracture partnerships, stress the will of friendly actors, and flip friendly force advantages in multiple areas to the side of the adversary. Adversaries have the capability to contest friendly forces in the space and cyberspace domains and degrade communications systems. Engineer units should maintain analog and manual reporting skills and should be prepared to use alternate means of communications and in some cases be prepared to continue to make decisions and act in the absence of orders. 1-94. Setting the conditions for forward operations is critical to managing challenges within the OE and imposed by adversaries. Base camp defense and protection of key terrain is vital as forward-stationed forces may be required to defend critical terrain with other coalition forces or be prepared to fight while relatively isolated in the early stages of an enemy attack. Engineers set conditions in theater through improving ports of debarkation and LOCs as well as establishing, maintaining, and defending bases to enable commanders to generate, project, and sustain combat power from reception, staging, onward movement and integration (RSOI) at ports of debarkation to the operational support area. In some cases, theater engineer staff acquire real estate or develop real estate agreements in anticipation of future operations to support first deployers, while developing base defense plans as forces move into theater. Securing and protecting staging bases, infrastructure, and theater assembly areas will be essential to the force’s ability to compete and win. 1-95. Environmental conditions can present unique challenges that need to be addressed to protect personnel and the mission. For example, challenging site characteristics can include inadequate drainage, contaminated soil, poor water or air quality, erosion, or flooding. Storage containers or sites may contain hazardous materials with over-stacked containers, lack of segregation or labeling, or leaking tanks. Wastes may be dumped, improperly treated, or infested with pests or disease vectors. There may be resources that require protection, such as cultural resources or water sources. To address these challenges, commanders should integrate environmental guidance into OPLANs and OPORDs, and commanders should integrate environmental considerations into training, unit activities and daily operations, intelligence preparation of the operational environment (IPOE) and risk management, and planning and execution processes. These actions are essential for finding the balance between the operational framework and the environmental ethic in which subordinate commands conduct operations. 1-96. Limited contingency and large-scale combat operations in urban terrain are especially complex and resource-intensive. A thorough knowledge of the terrain assists in mitigating complications and risk in an urban OE. Engineer planners assess the restrictions on engineer capabilities imposed by the rules of engagement and the presence of noncombatants. Not all engineer systems can be used in an urban environment or restrictive terrain, such as a subterranean condition, with the emphasis on limiting collateral damage. ATPATPArmy Techniques Publications 3-21.51 describes subterranean environments in three major categories: tunnels or natural cavities and caves, urban subsurface systems, and underground facilities. Each presents its own challenges to U.S. Army Forces during limited contingency operations or large-scale combat operations. However, urban settings also provide opportunities for additional resources and services that are not always available in other environments. Geospatial engineering provides a shared understanding and visualization of the OE and evaluates urban features to determine the effects on potential operations. 1-97. Maritime environments present additional and unique challenges based on the nature of the OE. Engineer support to the maritime environment is challenged by the potential for austere noncontiguous land masses, contested logistics, and the extension to the lines of communications which may limit available resources and flexibility during the onset of hostilities. Planners must be closely linked to operational planning and anticipate support requirements to ensure commanders maintain freedom of action when operating in a maritime environment. Setting the proper conditions with a maritime environment becomes crucial with these factors in mind. Considerations affecting engineer operations in a maritime environment include the types of terrain, coastline configurations, suitability of routes of communication, availability of airfields, extent of existing infrastructure, use of existing infrastructure by the landing force, climate, weather, and available engineer resources. Decisions affecting engineers include mobility around the landward segments of littoral areas, which require improvements of noncontiguous areas between domains. Engineer operations within a maritime environment may be challenged from the potential for austere noncontiguous land masses, contested logistics, and the extension to the lines of communication, which limits available resources and flexibility during the onset of hostilities or locations that have very little material to use. 1-98. Engineer units face the proliferation of unmanned aircraft systems (UASs) as adversaries attempt to take advantage of relatively inexpensive, flexible, and expendable systems while exploiting inherent difficulties with attribution and its implications for deterrence. Commanders at all levels face the challenge of countering air threats and adversarial reconnaissance within their OEs. 1-99. UASs come in a variety of sizes and capabilities. Some larger UASs can be as lethal as cruise missiles and can launch from a wide array of locations. Smaller UASs can not only launch virtually undetected but, with their low radar and sound profiles, are also difficult to detect as they maneuver within the OE, making them an increasingly preferred method to carry out tactical-level strikes. 1-100. Small UASs pose a particular threat to engineer units. From both a fires and a reconnaissance perspective, suppression and obscuration—fundamental to a successful breach or gap crossing—become increasingly difficult to achieve when small UASs are present in the OE. During defense, if small UASs are not identified and destroyed, friendly survivability operations can be observed, allowing for the targeting of assets and the pinpointing of battle positions. 1-101. For these reasons and more, it is imperative that commanders account for enemy capabilities and likely reconnaissance objectives as they develop a counter-small, UAS plan. Commanders and leaders implement techniques and procedures for countering enemy small, UASs based on their organic capabilities, attached capabilities, and mission variables. Commanders must ensure Soldiers are appropriately trained and equipped and that they understand counter-small, UAS operations (see ATPATPArmy Techniques Publications 3-01.81).

This chapter discusses how engineer capabilities support Army operations at every echelon and throughout the competition continuum. Engineer operations that focus on general and geospatial capabilities during competition below armed conflict and crisis enable the theater army to set and maintain conditions for Army forces in, or flowing into, theater, while managing its daily operational engineer requirements. During armed conflict, engineers from all three disciplines provide simultaneous and synchronized support to deep, close, and rear operations. Engineers enable transitions and consolidation of gains between competition, crisis, and armed conflict by achieving objectives that support setting conditions for assuring mobility, enhancing protection, enabling force projection and logistics, building partner capacity, and developing—infrastructure.

This chapter provides an overview of how integrating and synchronizing engineer capabilities enables the warfighting functions to generate and apply combat power. The successful application of combat power requires leaders to understand the enemy and friendly capabilities. Engineer leaders should know the OE and threat methods to understand the enemy situation. They should also know how engineer capabilities support Army operations through the warfighting functions to enable the Army to generate more effective land power. OVERVIEW 3-1. A warfighting function is a group of tasks and systems united by a common purpose that commanders use to accomplish missions and training objectives (ADP 3-0). For more information on warfighting functions, see ADP 3-0. The six warfighting functions are— • C2. • Movement and maneuver. • Intelligence. • Fires. • Sustainment. • Protection. 3-2. Engineer support contributes significant combat power (lethal and nonlethal) to Army operations and unified action. To effectively support the combined arms team, engineering capabilities are organized by the engineer disciplines and synchronized in their application through the warfighting functions. 3-3. Every unit, regardless of type, generates combat power and contributes to the operation. A variety of engineering capabilities and unit types are available to contribute to combat power. Engineer disciplines are each generally aligned in support of specific warfighting functions, although they have impact in and across the others. Figure 3-1, page 56, depicts these primary support relationships. For example: • Survivability support may provide linkages to the fires and protection warfighting functions. • Combat engineering is primarily aligned with the movement and maneuver and protection warfighting functions. • General engineering aligns with the sustainment warfighting function and has a secondary functional relationship with the protection warfighting function. 3-4. Geospatial engineering is primarily aligned with the C2 warfighting function, but it also serves as a direct liaison with the intelligence warfighting function and has a secondary functional relationship to the remaining warfighting functions. Geospatial engineering simultaneously and cyclically supports all warfighting functions across the Joint competition continuum and the Army strategic contexts. 3-5. Combined arms is the synchronized and simultaneous application of arms to achieve an effect greater than if each element was used separately or sequentially (ADP 3-0). The warfighting functions provide engineers a common framework to link the required engineering capabilities to the synchronized application of combined arms. C OMMAND AND C ONTROL W ARFIGHTING F UNCTION 3-6. The command and control warfighting function is the related tasks and a system that enable commanders to exercise authority and direction to accomplish missions (ADP 3-0). It is unique in that it integrates the activities of the other warfighting functions. 3-7. Engineer units integrate the operations process activities for the unit while interacting with the activities of the unit being supported. The interaction may be primarily through an engineer staff assigned to the supported unit or through staff counterparts. In some cases, a supported unit may not have assigned engineer staff, so the supporting unit provides support as well. This relationship and degree of interaction is determined by many factors, including the type of unit and echelon being supported and the command or support relationship established. This manual addresses the C2 of engineer forces separately from engineer staff participation in the supported commander processes. 3-8. There are typically not enough engineering capabilities available to accomplish the desired engineer tasks. Careful prioritization is a necessity. Even more challenging is that once they are in the AO, force-tailored engineer units need to be able to rapidly transition among elements of operations. 3-9. Because the available force-tailored engineer units are designed for specific tasks, engineering capabilities need to be dynamically shifted within the AO to match the requirements with the capabilities of engineer units. Transitions occur at the theater strategic, operational, and tactical levels. Flexibility in the task organization permits the shifting of engineering capabilities. 3-10. Control measures are essential tools designed to help engineers accomplish the mission. One such control measure is the engineer work line, which is a graphic control measure used to designate areas of work responsibility for subordinate engineer organizations. An engineer work line is a coordinated boundary or phase line used to compartmentalize an AO to indicate where specific engineer units have primary responsibility for the engineer effort. The engineer work line may be used at the division level to discriminate between an AO supported by division engineer assets and an AO supported by direct or general support corps engineer units. For more information on general engineering operations, see ATPATPArmy Techniques Publications 3-34.40. 3-11. Whether a subordinate or supporting unit, it is imperative that engineer unit commanders understand and exercise the mission command approach to C2. For more information about C2, see ADP 6-0. Divisionally aligned and organic units operating within assigned BCTs operate within that structure as a matter of routine. However, the augmenting units face challenges by quickly task-organizing and integrating into the receiving unit. Similarly, as units and headquarters elements are allocated to division, corps, and theater armies, those unit commanders and staffs need to integrate within the receiving headquarters. The engineer headquarters provides control of ongoing engineer operations, including monitoring engineer forces and assets, mitigating explosive hazards, coordinating engineer reconnaissance, and providing geospatial support through GI&S. This adds depth to the engineer staff capabilities within the supported or gaining headquarters. Similarly, task organized units face challenges in quickly integrating into the distinct character of the new unit that they have been task organized to support. A thorough understanding of, and practice with, the C2 warfighting function and the operations process that it drives enables the flexibility necessary for engineer forces to integrate into supported units. In unique cases where an engineer headquarters serves as the foundation around which a task force or JTF is formed (a disaster relief operation), it is critical for the C2 warfighting function, and the operations process it drives, to adhere closely to the ideal described in Army and applicable joint doctrine. 3-12. Finding ways to accomplish the mission with an appropriate mix of lethal and nonlethal actions is a paramount consideration for every Army commander. Through synchronization, commanders mass the lethal and nonlethal effects of combat power at the decisive point and time to overwhelm an enemy or dominate the situation. Engineer leaders and staff planners at each echelon play a pivotal role in ensuring the synchronization of a variety of engineering capabilities that are available to conduct or support operations throughout the competition continuum. M OVEMENT AND M ANEUVER W ARFIGHTING F UNCTION 3-13. The movement and maneuver warfighting function is the related tasks and systems that move and employ forces to achieve a position of relative advantage with respect to the enemy (ADP 3-0). Engineers support the movement and maneuver warfighting function by performing tasks across the three disciplines. Tasks are associated with geospatial engineering, engineer reconnaissance, and M/CM/S. Combat engineer support applied through the movement and maneuver warfighting function is focused on assured mobility because combat engineers are trained and equipped to support forces in close combat. BCTBCTBasic combat training organic and divisionally aligned engineer units shape the battlefield to support early-entry operations with mobility and countermobility tasks, which enable initial, and the further expansion of, lodgments to enable force projection. Performing as Combat Engineers 3-14. Operating in close combat support to maneuver forces requires combat engineer units to be able to integrate and coordinate actions with the fire, movement, or other actions of combat forces. To do that, combat engineer units are organized, manned, equipped, and trained differently than general engineer units that are not optimized to operate in combat conditions. For example, combat engineer units are organized similarly to infantry squads and platoons, manned with additional medical personnel, equipped with specific weapons and vehicles, and trained with supported close combat forces. These requirements limit the ability of combat engineer units to perform many tasks to the same standard as general engineering units. With additional equipment, training, and augmented technical expertise, combat engineer units can perform as general engineers (and vice versa). 3-15. Some general engineer units may be assigned tasks in support of maneuver forces when additional combat engineers are not available. These missions place the units much closer to the front line of troops than is typical for the unit type. If these units are not augmented with maneuver support for security, they will be required to self-secure. Self-securing pulls personnel away from the primary activity, which extends the time on site for task completion. In addition, general engineers are not equipped with the same weapon types as combat engineers which increases the risk to personnel and equipment. Fighting as Engineers 3-16. Fighting as engineers is inherent to the primary mission of engineer units. Combat engineers operate at the forefront, fighting alongside maneuver units as part of a combined arms team. When supporting operations, engineers should be prepared to fight and employ combat skills and integrate activities with fire and maneuver. On the battlefield, the enemy makes every effort to detect and engage engineers quickly, regardless of location. In addition to the primary responsibilities within combat engineering, combat engineers are trained, organized, and equipped to fight and destroy the enemy. Combat engineers engage in close combat to accomplish engineer missions and to— • Neutralize explosive hazards by locating, assessing, and rendering them incapable of interfering with the conduct of operations (except render-safe procedures). • Enhance mobility through the tasks of route and obstacle reconnaissance, obstacle reduction, assault gap crossing, construction and repair of combat roads and trails, and forward aviation combat engineering. • Deny the enemy freedom of movement and maneuver (countermobility) by lethal and nonlethal means with land mines, network munitions, and demolition and constructed obstacles. • Enhance protection through survivability operations (fighting and protective positions, hardening facilities, and camouflage and concealment). Fighting as Infantry 3-17. Throughout history, engineer organizations have been required to fight as infantry as a secondary mission. A combat engineer organization is capable of executing infantry tasks or task-organizing to fight as infantry with other combat units. When reorganized, combat engineers require additional positions normally found in maneuver formations (fire support, medical personnel). If an engineer battalion has been designated to reorganize and fight as infantry, it requires the same support and integration as maneuver units (armored, fire support) in its task organization to accomplish the mission. It may also require significant reorganization. The commander of a combat engineer unit has the authority to reorganize them as infantry, unless otherwise reserved. The commander needs to carefully weigh the gain in infantry strength against the loss of engineer support. 3-18. Reorganizing engineer units as infantry requires careful consideration, and the command decision for its reorganization is normally determined at the operational-level command. Reorganization involves extensive equipment and training that are specific to the reorganization, and it must be coordinated with the higher headquarters. Employing engineers merely implies that the gaining commander employs the engineers for a short period of time. Reorganization also requires additional resources, time, and training. 3-19. An emergency or immediate requirement for infantry may not require the reorganization of engineers. Engineers may simply be required to engage in close combat. Commanders should consider this option in limited scope and task application. The commander makes a decision after weighing the mission variables; determining an acceptable risk level; and considering the resources, time, and training required to reorganize engineer units as infantry. Executing General Engineering Tasks 3-20. General engineer support to movement and maneuver accomplishes the tasks that exceed the capability of the combat engineer force. General engineer support to movement and maneuver also accomplishes extensive upgrades or new construction of LOCs and base camps (see ATPATPArmy Techniques Publications 3-34.40). Although general engineer support is typically applied through the sustainment warfighting function, it may include many of the following tasks that also cross over to support movement and maneuver: • Constructing and repairing combat roads and trails that exceed the capability of combat engineer assets. • Providing forward aviation combat engineering that exceeds the capabilities of combat engineer assets.  Repairing paved, asphalt, and concrete runways and airfields.  Conducting airfield surveys.  Providing firefighting and aircraft rescue services.  Marking airfield landing and parking surfaces. • Constructing field-expedient landing strips for manned and unmanned aviation assets. • Constructing standard and nonstandard bridging. • Ensuring theater access through the construction and upgrade of LOCs, main supply routes, ports, airfields, and base camps. I NTELLIGENCE W ARFIGHTING F UNCTION 3-21. The intelligence warfighting function is the related tasks and systems that facilitate understanding the enemy, terrain, weather, civil considerations, and other significant aspects of the operational environment (ADP 3-0). Engineering capabilities are employed to add to the situational understanding of the commander. Engineers play a major role during IPOE supporting the assistant chief of staff, intelligence (G-2)/battalion or brigade intelligence staff officer and G-3/battalion or brigade operations staff officer analysis of terrain, weather, and civil considerations. Engineers also anticipate and provide digitized mapping and terrain analysis products. Geospatial engineering improves terrain visualization and understanding of the physical environment and provides SSGF to GEOINT. During IPOE, engineer staffs and planners provide a predictive and deductive analysis of enemy engineering capabilities to intelligence, provide civil infrastructure considerations for the operational variables (PMESII-PT), and support the information collection plan through engineer reconnaissance. See chapter 5 for further support to IPOE. 3-22. Engineer information collection is a deliberate process. The engineer information collected assists commanders in determining the feasibility of areas for use based on the aspects of the terrain. Engineer information collection may be conducted remotely or physically, but it is an essential task performed during planning. An assessment of the AO begins well before the deployment of forces, and continuous assessments ensure that accurate information is provided to the COP. Engineer information collection may include, but is not limited to, conditions and capacities that support mobility, potential sources of construction materials, local construction standards, key industrial sites, cultural heritage sites, and geotechnical data in the AO (soils, geology, and hydrography). Engineer staffs at division, corps, theater army echelon, and in-theater engineer headquarters determine engineer information requirements in an AO; and they collect and analyze engineer information in coordination with the respective G-2. 3-23. Engineer reconnaissance provides data and information that contribute to answering the commander’s critical information requirements and are necessary in the lines of engineer support. For more information on engineer reconnaissance, see ATPATPArmy Techniques Publications 3-34.81. To accomplish the four lines of engineer support, engineers designate the specialized assets available to collect the information needed to answer those requirements. Reconnaissance is inherent in the three disciplines; however, the information collected may be different and either tactical or technical in nature. The engineer disciplines provide a menu of reconnaissance capabilities. These vary in linkages to warfighting function tasks. They also vary in the type and degree of tactical or technical expertise and effort. The capabilities are provided and organized by combat and general engineer units, with overarching support from geospatial means. These units do not have organized and dedicated reconnaissance elements within the structure (except for the armored BCTBCTBasic combat training), but they are organized with a mix of engineer specialties, expertise, and equipment. Commanders task-organize combat and general engineers with other elements from across the engineer disciplines or warfighting functions based on the mission and situation. 3-24. Reconnaissance in support of M/CM/S is primarily conducted by engineer reconnaissance teams. Engineer reconnaissance teams are composed of combat engineers and are focused on the collection of tactical and technical information to support the division’s freedom of maneuver and survivability of friendly forces and facilities. This requires engineer company commanders to form and train ad hoc teams for tactical reconnaissance tasks that collect technical information and perform a limited analysis of the information gathered. 3-25. Engineers complete Environmental Baseline Surveys to record and analyze detailed environmental conditions. These surveys provide valuable information about the OE, including hazardous materials, spills and contamination, disease vectors and pests, poor drainage conditions and erosion, natural resources, and cultural and historic resources. The information collected assists commanders in determining the feasibility of areas for use based on environmental conditions. For more information, see ATPATPArmy Techniques Publications 3-34.5. 3-26. Geospatial engineering teams apply all aspects of the Army Geospatial Enterprise (AGE) to improve the situational understanding of terrain. GI&S is the collection, information extraction, storage, dissemination, and exploitation of geodetic, geomagnetic, imagery (both commercial and national source), gravimetric, aeronautical, topographic, hydrographic, littoral, cultural, and toponymic data accurately referenced to a precise location on the Earth’s surface (see CJCSICJCSIChairman of the Joint Chiefs of Staff Instruction 3110.08G). The AGC is a reachback capability that includes instruction, training, and guidance for the use of geospatial data to enable users to access and manipulate data. Common military applications of GI&S include support to— • Planning. • Training. • Warfighting functions and multidomain operations through the following:  Terrain visualization.  Navigation.  Mission planning.  Mission rehearsal.  Modeling.  Simulation.  Targeting. F IRES W ARFIGHTING F UNCTION 3-27. The fires warfighting function is the related tasks and systems that create and converge effects in all domains against the threat to enable operations across the range of military operations (ADP 3-0). Engineering capabilities significantly contribute to this warfighting function when they are used to facilitate targeting. Geospatial engineers may provide templated observer and firing points based on line of sight and slope restrictions and may analyze the mobility and suitability of potential targets and EAs to facilitate the repositioning of artillery systems. Combat engineers may be used to shape terrain by emplacing obstacles that enhance the effect of fires, construct survivability positions for fires units, and support mobility during displacements. 3-28. Integrating engineer effects, missions, and capabilities into combined arms operations at division and above includes integrating the respective target or mission into the targeting process. This enables the selection and prioritization of engineer targets into the Army targeting process or the joint targeting cycle as appropriate. Engineer leaders on staffs should understand preplanned situational obstacle integration and how to shift terrain shaping obstacle systems during dynamic targeting. For more information on engineer tasks in the targeting process, see ATPATPArmy Techniques Publications 3-60.1. 3-29. Engineer staff planners also influence the protection of infrastructure from friendly targeting for potential future use. The damage, reduction, or elimination of enemy critical infrastructure (such as airfields, roads, bridges, intersections, and yards) may result in a need for significant engineer effort to return the sites and facilities to an acceptable standard for friendly use in follow-on operations. S USTAINMENT W ARFIGHTING F UNCTION 3-30. The sustainment warfighting function is the related tasks and systems that provide support and services to enable freedom of action, extend operational reach, and prolong endurance (ADP 3-0). The sustainment warfighting function consists of four elements: logistics, financial management, personnel services, and health service support. Each element should be integrated and synchronized across all warfighting functions to ensure the appropriate level of support. Engineers support the sustainment warfighting function by performing tasks associated with mobility and survivability. Engineers contribute by constructing base camps, ammunition holding areas, and revetments or other types of hardening of distribution facilities and by clearing and repairing lines of communications. 3-31. General engineer applications are primarily linked through a major category of tasks that provide logistics support in the sustainment warfighting function. As previously discussed, general engineering capabilities in support of combat engineer applications link across the movement and maneuver warfighting function and the protection warfighting function. 3-32. During the conduct of stability and DSCA, sustainment support may shift to the establishment of services that support civilian agencies and to the normal support of U.S. forces. The conduct of stability operations tends to be of a longer duration compared to the other operations. As such, the general engineering level of effort, including support from USACEUSACEUnited States Army Corps of Engineers, is very high at the onset and gradually decreases as the theater matures. As the AO matures, the general engineering effort may transfer to theater or external support contracts (logistics civil augmentation program, Air Force contract augmentation program, Navy global contingency construction contract). For more information, see ATPATPArmy Techniques Publications 4-10.1 and JP 3-34. 3-33. Operational contract support obtains and provides supplies, services, and construction labor and material—often providing a responsive option or enhancement to support the force. General engineers provide subject matter expertise for the oversight of contracted services and materials use. For more information, see ATPATPArmy Techniques Publications 4-10, ATPATPArmy Techniques Publications 4-92, and ATPATPArmy Techniques Publications 4-93. P ROTECTION W ARFIGHTING F UNCTION 3-34. The protection warfighting function is the related tasks, systems, and methods that prevent or mitigate detection, threat effects, and hazards to preserve the force, deny the enemy freedom of action, and enable commanders to apply combat power (ADP 3-0). Engineers have unique equipment and personnel capabilities that can be used to support survivability operations and related protection tasks. Combat engineers, supported by general engineer capabilities when required, provide selected survivability operations through the protection warfighting function. For more information on survivability operations, see ATPATPArmy Techniques Publications 3-37.34. Combat engineers typically provide basic hardening and field fortification support, while general engineer support focuses on long-term survivability efforts. General engineer support is also applied through the protection warfighting function to control pollution and hazardous materials and to harden facilities. Survivability operations include the following engineer tasks: • Protecting against enemy action within the AO.  Constructing vehicle fighting positions, crew-served weapon fighting positions, or individual fighting positions.  Constructing protective earth walls, berms, and revetments or constructing vehicle, information system, equipment, and material protective positions.  Hardening of structures and installing overhead cover, pre-detonation screens, and shielding barriers.  Installing bridge protective devices for an existing float bridge or river-crossing site to protect against waterborne demolition teams, floating mines, or floating debris.  Installing or removing protective obstacles.  Employing protective equipment, such as vehicle crash barriers, entry control points, and security fences.  Conducting environmental baseline surveys to identify and protect against environmental conditions. • Identifying, preventing, and mitigating potential hazards to the environment, personnel, and mission. For more information on environmental considerations, see ATPATPArmy Techniques Publications 3-34.5. • Conducting actions to control CBRNCBRNChemical, biological, radiological, and nuclear contamination (see ATPATPArmy Techniques Publications 3-11.33). • Conducting firefighting (see TM 3-34.30). ENABLING COMBAT POWER 3-35. Multidomain operations require the continuous generation and application of combat power, often for protracted periods. Combat power is the total means of destructive and disruptive force that a military unit/formation can apply against an enemy at a given time (JP 3-0). It is the ability to fight. The complementary and reinforcing effects that result from synchronized operations yield a powerful blow that overwhelms enemy forces and creates friendly momentum. Army forces deliver that blow through a combination of five dynamics (see FM 3-0). The dynamics of combat power are— • Leadership. Leadership is the most essential dynamic of combat power. Leadership is the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization (ADP 6-22). • Firepower. Firepower is the primary source of lethality, and it is essential to defeating an enemy force’s ability and will to fight. • Information. Information contributes to the disruption and destruction of enemy forces. It is central to the application and amplification of combat power. It enables decision making and influences enemy perceptions, decision making, and behavior. Information, like leadership, provides a qualitative advantage to friendly combat power when it can be acted upon more quickly and effectively than the enemy. • Mobility. Mobility is a quality or capability of military forces which permits them to move from place to place while retaining the ability to fulfill their primary mission (JP 3-36). • Survivability. Survivability represents the degree to which a formation is hard to kill. It is relative to a unit’s capabilities and the type of enemy effects it needs to withstand, its ability to avoid detection, and how well it can deceive enemy forces. Survivability is also a function of how a formation conducts itself during operations. 3-36. All warfighting functions contribute to the generation and application of combat power. Well sustained units able to move and maneuver bring combat power to bear against the opponent. Joint and Army indirect fires complement and reinforce organic firepower in maneuver units. Survivability is a function of protection tasks, the protection inherent to Army platforms, and schemes of maneuver that focus friendly strengths against enemy weaknesses. Intelligence determines how and where to best apply combat power against enemy weaknesses. C2 enables leadership, the most important qualitative aspect of combat power. 3-37. Engineer operations contribute significant combat power—lethal and nonlethal—to all Army operations. Based on an analysis of the mission variables, corps, divisions, and BCTs are task organized with required engineer capabilities to meet mission requirements. For offensive and defensive operations, the engineer task organization may consist of an engineer platoon, company, battalion, or brigade headquarters to provide the necessary C2 for engineer units and capabilities augmenting at the corps, division, or BCTBCTBasic combat training echelon. Other, more technically specialized engineer capabilities provide general support requirements for mobility, countermobility, survivability, general engineering, or geospatial engineering support. 3-38. Lethal force is at the heart of offensive and defensive actions, and its application is critical to success in these operations. However, the use of nonlethal actions is becoming increasingly important. Today’s threats operate from populated areas; they are wary of U.S. combat capabilities and welcome the potential collateral damage to noncombatants when combat erupts. The adversary may effectively use information propaganda to dramatize any harm inflicted on noncombatants by friendly forces. There is an inherent, complementary relationship between the use of lethal force and the application of military nonlethal effects, actions, and capabilities to achieve results through less coercive means. 3-39. Stability operations generally require a shift in focus for the engineer disciplines. Building partner capacity and developing infrastructure become the primary line of support. As stated previously, this line consists primarily of building, repairing, and maintaining various infrastructure facilities; providing essential services; and, ultimately, building partner capacity to codevelop HN capabilities to perform such tasks. 3-40. Although each situation requires a different mix of force responses, when used together, lethal and nonlethal actions complement each other and create new dilemmas for the opponent. The result of nonlethal actions in situations for which the use of lethal force is counterproductive—or when its use might result in unintended consequences and/or noncombatant casualties—denies the enemy this propaganda tool. 3-41. Every unit, regardless of type, integrates and synchronizes capabilities to enable the generation of combat power, and contributes to the operation. A variety of engineer capabilities and unit types contribute combat power. Tasks within the engineer disciplines support various warfighting functions to assist in generating combat power. The engineer disciplines and lines of support collectively enable all of the warfighting functions, and each engineer discipline is applied within one or more of the warfighting functions.

The Engineer Regiment is a diverse force that consists of Regular Army, Army National Guard, and United States Army Reserve engineer organizations; USACEUSACEUnited States Army Corps of Engineers; DOD Civilians; and affiliated contractors and agencies in the civilian community. The regiment has a disparate range of capabilities that, when integrated and synchronized, provide the required engineer expertise and skills needed to support the combined arms team. ENGINEER ORGANIZATIONS AND CAPABILITIES 4-1. The Army organizes engineer Soldiers and equipment into a variety of organizations, each with capabilities and capacities to meet requirements and achieve objectives. Engineer units are primarily organized around combinations of engineer disciplines. Engineers are composed of organizations arrayed between the operating and institutional forces, operating force units assigned to USACEUSACEUnited States Army Corps of Engineers, and those capabilities organic to USACEUSACEUnited States Army Corps of Engineers. These organizations operate concurrently with one another and support CCDRs and unified action partners. The engineer's active Army organizations include USACEUSACEUnited States Army Corps of Engineers and Army military engineer units within the CCMDs and Army commands. Approximately three-fourths of Army engineer units are in the reserve components. The United States Army Reserve provides two TEC headquarters, including a wide range of specialized capabilities in its Army National Guard and United States Army Reserve Component. Engineers are experienced in providing interagency support and in leveraging nonmilitary and nongovernmental engineer assets to support mission accomplishment. 4-2. The United States Army Engineer School provides specialized training at the individual and unit levels. This training includes the Joint Engineer Operations Course, Combat Engineer Heavy Track Course, Engineer Explosive Ordnance Clearance Agent Course (with assistance from the Ordnance branch), Mine Detection Dog Course, Crane Course, and Sapper Leader Course. The Engineer Regiment works closely with USACEUSACEUnited States Army Corps of Engineers to leverage a vast pool of additional technical engineer expertise provided by DOD Civilians, affiliated contractors, and agencies within the civilian community. Technical support is available directly in support of the engineer staff and forces through the USACEUSACEUnited States Army Corps of Engineers Reachback Operations Center (UROC). The Counter Explosive Hazards Center coordinates and integrates doctrine, organization, training, material, leadership and education, personnel, facilities, and policy (DOTMLPF-P) solutions to counter explosive hazards. The Directorate of Environmental Protection and Management integrates environmental considerations throughout the DOTMLPF-P domains to identify, prevent, and mitigate potential threats to the environment and potential environmental threats to personnel and the mission. OPERATING-FORCE ENGINEERS 4-3. Engineers in the operating force operate at the theater strategic, operational, and tactical levels across the range of military operations. Units are organized in a scalable, adaptable manner to support combat, general, and geospatial engineering requirements. Army engineer forces—in conjunction with USACEUSACEUnited States Army Corps of Engineers— operate as integral members of the combined arms team during competition, crisis, and armed conflict to provide a full range of engineering capabilities. This section provides an overview of engineers in the operational force. 4-4. There are five complementary and interdependent categories of U.S. Army engineer units in the operating force, including USACEUSACEUnited States Army Corps of Engineers-provided technical engineering capabilities. The five categories include three categories held in an engineer force pool, divisionally-aligned engineer units (brigades, battalions, and companies), and BCTBCTBasic combat training organic engineers. The assets in the force pool reside at EAD and exist to augment divisional and BCTBCTBasic combat training organic engineers. The EADs consist of force pool units which are organized by engineer headquarters units, baseline units, and specialized engineer units. See table 4-1, page 64. Combat Engineer Company–Stryker 4-37. The CEC-S provides for the planning, supervision, and execution of M/CM/S combat engineering tasks in support of an engineer battalion (wheel) and supported units. When tasked organized, CEC-S provides C2 for up to five platoons with assault, obstacle, route clearance, area clearance, bridging, or general construction capability and operates as an engineer team or part of a combined arms team. 4-38. The CEC-S comprises a headquarter section, three combat engineer platoons, and an assault and obstacle platoon. The combat engineer platoons each consist of a headquarters section and three combat engineer squads. An obstacle squad, mobility and survivability squad, headquarters section, and bridging section compose the assault and obstacle platoon. The CEC-S is manned and equipped to support the infantry division to which it is aligned. The company organization for the CEC-S is depicted in figure 4-2. Legend: A&O assault and obstacle CBT ENG combat engineer CO HQ company headquarters HQ headquarters MOB/SURV mobility and survivability Combat Engineer Company–Infantry 4-39. The CEC-I provides for the planning, supervision, and execution of M/CM/S combat engineering tasks in support of an engineer battalion (wheel). When tasked organized, provides C2 for up to five platoons with assault, obstacle, route clearance, area clearance, bridging, or general construction capability and operates as an engineer team or part of a combined arms team. 4-40. The CEC-I comprises a headquarter section, three combat engineer platoons, and an assault and obstacle platoon. The combat engineer platoons each consist of a headquarters section and three combat engineer squads. An obstacle squad, mobility and survivability squad, headquarters section, and a bridging section compose the assault and obstacle platoon. The CEC-I is manned and equipped to support the infantry division to which it is aligned. The company organization for the CEC-I is depicted in figure 4-3, page 72. Legend: A&O assault and obstacle CBT ENG combat engineer CO HQ company headquarters HQ headquarters MOB/SURV mobility and survivability Combat Engineer Company–Airborne 4-41. The CEC–ABN provides for the planning, supervision, and execution of M/CM/S combat engineering tasks in support of an engineer battalion (ABN). When tasked organized, provides C2 for up to five platoons with assault, obstacle, route clearance, area clearance, bridging, or general construction capability and operates as an engineer team or part of a combined arms team. 4-42. The CEC–ABN comprises a headquarter section, three combat engineer platoons, and an assault and obstacle platoon. The combat engineer platoons each consist of a headquarters section and three combat engineer squads. An obstacle squad, mobility and survivability squad, headquarters section, and a bridging section compose the assault and obstacle platoon. The CEC–ABN is manned and equipped to support the airborne infantry division to which it is aligned. The company organization for the CEC–ABN is depicted in figure 4-4. Legend: A&O assault and obstacle CBT ENG combat engineer CO HQ company headquarters HQ headquarters MOB/SURV mobility and survivability O RGANIC —B RIGADE E NGINEER B ATTALION 4-43. In the instance that there is an organic BEB, the BEB commander is the brigade engineer in the BCTBCTBasic combat training. They advise the maneuver commander on how best to employ combat, general, and geospatial engineering capabilities in support of large-scale combat operations. The brigade engineer integrates engineers into the brigade planning process and coordinates engineer activities in the brigade area. The BEB provides organic engineer planning and execution capabilities to the BCTBCTBasic combat training. The BEB is typically responsible for all engineer units assigned or attached to the brigade or for those working in the brigade AO. 4-44. The BEB has the capacity to maintain C2 of task organized engineer organizations, assigned signal and military intelligence companies, and a CBRNCBRNChemical, biological, radiological, and nuclear reconnaissance platoon (located in the headquarters and headquarters company). The BEB is a comprehensive unit that provides maneuver support for bridging, breaching, route clearance, explosive hazards identification, and horizontal construction support. For the structure of the BEBs, see figure 4-5, page 74. Note. Combat engineer companies shown are generic. Add the appropriate organizational icon to the basic function symbol for the brigade combat team affiliation. Legend: BEB brigade engineer battalion CMD command CP command post MI military intelligence OPS operations 4-45. The BEB is responsible for the administrative, logistical, training, and protection support of subordinate units. The BEB has a typical functional staff; however, the staff is predominantly engineers. 4-46. The BEB also includes a CBRNCBRNChemical, biological, radiological, and nuclear reconnaissance platoon. The CBRNCBRNChemical, biological, radiological, and nuclear reconnaissance platoon provides reconnaissance and surveillance of CBRNCBRNChemical, biological, radiological, and nuclear hazards to protect the force during armed conflict and is responsible for providing technical advice to the BEB. They may be detached to other units within the brigade to provide early warning during deep operations or provide CBRNCBRNChemical, biological, radiological, and nuclear route reconnaissance and site assessment support to the BEB. The CBRNCBRNChemical, biological, radiological, and nuclear reconnaissance platoon receives administrative and sustainment support from the BEB. For more information on the employment of CBRNCBRNChemical, biological, radiological, and nuclear reconnaissance platoons, see FM 3-11. 4-47. The BCTBCTBasic combat training commander directs command and support relationships within the BCTBCTBasic combat training. These relationships dictate whether the BEB will logistically support or coordinate support with the BCTBCTBasic combat training for task-organized units. Unless the BCTBCTBasic combat training directs otherwise, the BEB retains a command or support relationship with organic and task-organized units. Organic companies and companies that are OPCON to the BEB may be further task organized to maneuver task forces, the reconnaissance squadron, or a subordinate company or troop. Unless the BCTBCTBasic combat training directs otherwise, the BEB retains command and support relationships with organic and task-organized units, regardless of their physical location. The companies may be further task organized to maneuver task forces, the reconnaissance squadron, or a subordinate company or troop. 4-48. Two engineer companies provide the BCTBCTBasic combat training the minimum capability to support the offense and defense (breach and cross obstacles, assist in the assault of fortified positions, emplace obstacles to protect friendly forces, construct or enhance survivability positions, conduct route reconnaissance and information collection, and identify and neutralize explosive hazards). This maintains the BCTBCTBasic combat training freedom of maneuver and inhibits the enemy ability to mass and maneuver. Each company is slightly different, but the primary focus is to support the combat engineering discipline with breaching, gap crossing, earthmoving, and route-clearing capabilities. Company A 4-49. Engineer Company A is organized like the armored and infantry BCTs, but their equipment differs. This engineer company provides combat engineer support, and it consists of a company headquarters, two combat engineer platoons, and one engineer support platoon. The company provides M/CM/S, and limited construction support to the BCTBCTBasic combat training. The combat engineer platoons provide the BCTBCTBasic combat training assets for breaching and obstacle emplacement. The engineer support platoon consists of a platoon headquarters; a horizontal squad that provides specialized engineer equipment to support limited general engineering tasks assigned to the company; and a breach squad that provides specialized equipment to support mobility, countermobility, and sustainment tasks assigned to the company. In a Stryker BCTBCTBasic combat training, Engineer Company A has a company headquarters and two combat engineer platoons; but, instead of an engineer support platoon, it has a bridge section. The breach squad of the Stryker BCTBCTBasic combat training is limited to mine-clearing line charges and proofing equipment in the company. Generically, each company organization is depicted in figure 4-6, page 76. Company B 4-50. Engineer Company B is slightly different in the armored, infantry, and Stryker BCTs. Engineer Company B has one combat engineer platoon, a route clearance platoon and one engineer support platoon. The route clearance platoon provides the detection and neutralization of explosive hazards and reduces obstacles along routes that enable force projection and logistics. This platoon can sustain LOCs as members of the combined arms team or autonomously in a low-threat environment. The armored and infantry organization for this company is organized the same; however, the breach section contains different equipment and capabilities. The armored and Stryker BCTBCTBasic combat training breach section consists of bridging, whereas the infantry BCTBCTBasic combat training breach section consists of mine-clearing line charges. With the exception of the airborne variant, the infantry BCTBCTBasic combat training currently does not have a bridging capability and requires augmentation from EAD engineers if the capability and capacity are required. Note. The combat engineer companies shown are generic. Add the appropriate modifier(s) to the basic function symbol for the brigade combat team affiliation. Legend: A/IBCT armored/infantry brigade combat team BREACH breach asset (mine-clearing line charge) CON construction MS mobility support (including route clearance teams) SBCT Stryker brigade combat team SPT support Brigade Combat Team Geospatial Engineering Staff 4-51. Two types of geospatial engineer elements exist in brigade and BCTBCTBasic combat training staffs. The two types of geospatial teams are the geospatial engineer team and the GEOINT team. Geospatial engineering teams support functional and multifunctional brigades, including aviation, engineer, sustainment, division artillery, military intelligence, fires, maneuver enhancement and security force assistance. GEOINT teams support BCTs, divisions, and corps under guidance and direction from the G-2. Geospatial engineers within a geospatial engineering team or GEOINT cell provide geospatial support to the assigned echelon and lower. S ECURITY F ORCE A SSISTANCE B RIGADE —B RIGADE E NGINEER B ATTALION 4-52. The BEB under the Security Force Assistance Brigade is designed to provide C2 to the Security Force Assistance Brigade BCTBCTBasic combat training and to provide engineer technical and tactical advisory support to HN or coalition partners. The mission of the Security Force Assistance Brigade BEB is to provide C2 of attached and assigned units in support of the Security Force Assistance Brigade’s and CCDRCCDRCombatant commanders’s objectives to train, advise, and assist foreign security forces by teaching, coaching, mentoring, and providing direct access to coalition capabilities. The sizes and numbers of advising teams may adjust based on the assigned mission. The headquarters at company and battalion support dispersed teams across the AO. ARMY GEOSPATIAL ENTERPRISE 4-53. The AGE is central to the MDMP due to its ability to enable the visualization of a wide variety of data into the context of place and time. It is a cross-cutting capability, applying to all warfighting functions, in all phases of operations, across both the Operating Force and the Generating Force. As a component of the Army Enterprise Architecture and the National System for Geospatial-Intelligence (NSG), the AGE is designed to enable Army operations and unified mission command, as well as provide shared situational awareness between U.S. and coalition elements, through standardized geospatial information collection, management, analysis, visualization, and dissemination. 4-54. The SSGF is a standardized set of GD&I providing a common foundation for visualizing and analyzing spatial aspects of an AOI to enable C2, planning, and military operation execution. SSGF contains a common set of the best available geospatial data within J/G/S3 directed AOI boundaries providing the geospatial foundation for all COECOEU.S. Army Corps of Engineers enabling technologies. The SSGF forms the foundation on which units build their COP. As the foundation of the COP, the SSGF is relevant to all phases of operations and influences all systems, platforms, and processes that use, produce, store, manage, or disseminate geospatial data and/or information shared within and between the warfighting functions. Use of the SSGF supports mission command by putting current operations, planning efforts, and running estimates in the context of space and time on a common digital map shared and seen by all. The evolving specified GD&I formats that make up the SSGF continuously enhance the understanding and performance of the services and information provided. It also ensures compatibility with all COECOEU.S. Army Corps of Engineers systems for each capability set. An SSGF currently consists of four basic types of geospatial data: georeferenced imagery, elevation matrices (raster), geospatial features (vector), and military standard maps. Capabilities for three dimensional and vector mapping are being developed for future inclusion. 4-55. The AGE delivers the SSGF as a foundation for warfighting functions to display operational graphics on the COP in each computing environment. Data overlaid on the geospatial foundation includes GD&I; analysis products and decision aides; operational and planning graphics from all WFF and special staff; current operations data; demographic, cultural, economic, industrial and infrastructure data; and staff running estimate information that ties to a specific location. Because it is the basis of the COP, the SSGF is relevant to all phases of operations and includes personnel, units, systems, platforms, and processes that use, produce, store, manage, or disseminate geospatial data and/or information that can be shared within and between the six WFF. Use of the SSGF puts current operations, planning efforts, and running estimates in the context of space and time, which supports mission command. REACHBACK SUPPORT 4-56. The UROC is the reachback management team which provides solutions for technical engineering requests—including environmental related requests—for information from deployed U.S. forces. The UROC serves as one door to USACEUSACEUnited States Army Corps of Engineers and provides access to Labs from the Engineer Research and Development Center (ERDC), USACEUSACEUnited States Army Corps of Engineers Base Development Teams, and USACEUSACEUnited States Army Corps of Engineers Centers of Expertise to address technical engineering RFIs. The UROC provides access to completed requests for information through the Reachback Engineer Data Integration portal. For more information on UROC, see chapter 5. ENGINEER FORCE TAILORING 4-57. The organization of forces within the Army is dynamic. Requirements for forces are seldom identical to pre-deployment plans. Therefore, the theater army commander recommends the appropriate mix of forces and the deployment sequence for forces to meet the GCC requirements. This is called force tailoring—the process of determining the right mix of forces and the sequence of their deployment in support of a JFC—and may include elements from the operational Army and the institutional force. For more information on force tailoring, see JP 3-35. 4-58. Tailoring the engineer force requires a different mindset—one that thinks in terms completely divested from how the force is organized in a garrison. It requires a leader to think beyond garrison structures and embrace combinations of engineering capabilities and scalable C2 to provide each echelon of the force the right support. Engineers are organized and equipped to support Army operations. Careful prioritization needs to occur for the limited engineer resources typical in the OE. To accomplish the identified tasks in the desired timeframes, commanders consider augmentation requirements and recognize which mission requirements can be supported through reachback and geospatial products instead of by enlarging the engineer footprint in the AO. Engineer units are more narrowly designed to accomplish specific types of tasks. Therefore, when tailoring the engineer force, it is imperative that a broad range of capabilities are allocated from the engineer force pool. 4-59. Engineer force packages need to contain the right mix of capabilities to assure timely and relevant engineer support to the joint force command. This mix changes dramatically during transitions, and the joint force engineer should anticipate and plan for these changes. For example, combat engineers often make up the majority of engineer forces in theater during sustained combat operations. However, combat engineers need reinforcement during the transition to operations that are dominated by stability operations, because they typically do not have the adequate capability or capacity to accomplish the required general engineering tasks. Engineer planners need to tailor the engineer force through all phases of the operation to minimize stresses on the time-phased force and deployment data (TPFDD), maintain flexibility for re-task organizing across BCTBCTBasic combat training and Division lines, and mitigate the risk of creating an imbalance of engineer capability at the time of need. 4-60. The implications of Army force generation on the engineer force are similar to those on other maneuver support branches within the Army where a majority of forces are not organic to a BCTBCTBasic combat training structure. Activating an engineer unit early in the Army force generation process has secondary and tertiary effects for operational, sustainment, and personnel planners. It reduces the availability of units later in the cycle. A surge of engineer units can be accomplished for short periods, but not indefinitely, without looking at increasing engineer units in the inventory or using HN or contract engineers. Engineers are typically employed in modules, units, or companies; however, they are task organized under an engineer battalion headquarters that will provide C2 in theater. 4-61. Military engineers may need to coordinate activities with other nation forces, U.S. government agencies, nongovernmental organizations, United Nations agencies, and HN agencies according to the operational mandate or military objective. In all cases, the authority must exist for direct coordination. Military engineers should establish interagency relationships through negotiation. The specific agency varies, depending on who has federal or state jurisdiction for the situation (for example, disaster relief versus a firefighting mission). Agreements should be written as memorandums of understanding or terms of reference to ensure understanding and avoid confusion. Most agreements are made at the CCMD JTF level and normally place legal restrictions on the uses of military personnel and equipment. These agencies and organizations may have unique engineering capabilities that could be used as part of the overall operational effort. However, these agencies and organizations often request extensive engineer support of activities and programs. It is critical that an effective engineer liaison is established with the force headquarters civil-military operations center, or the civil-military operations directorate of a joint staff (J-9) at the JTF level, to coordinate and execute any engineer support exchanged with these agencies. ECHELON FORCE TAILORING 4-62. With input from appropriate corps and division headquarters, engineer planners at the joint and theater army levels collaborate with their supporting TEC planners to select engineer forces based on an analysis of the mission variables and recommend a deployment sequence. The actual requirements for engineer forces in a campaign seldom match planning figures; in fact, they typically exceed the planning figures. Tactical-level requirements are difficult to fully define at operational levels. The engineer planners at the theater army echelon gain a broad understanding of the operational-level requirements, but they rely on subordinate echelons to assist in defining tactical-level requirements. Engineer planners should also consider and leverage the variety of other engineer capabilities that may be available to meet or mitigate requirements. 4-63. EAD engineer planners consider a variety of other engineer capabilities to meet operational-level and, in some cases, tactical-level requirements. A designated DOD contract construction agent (normally, the USACEUSACEUnited States Army Corps of Engineers and/or Naval Facilities Engineering Command [NAVFAC]) that may have available mission support capabilities supports each theater. When not deployed, the TECs support ASCCASCCArmy service component commander campaign plans through persistent habitual engagement. Through these relationships, the TEC supports joint and theater army strategic and operational planning, assists in theater posture construction program management, provides technical support, and provides tailorable support packages to ASCCASCCArmy service component commander operations in support of theater campaign plans. Planners review operational and mission variables and consider the availability of local engineer resources, including HN military and civilian sources. Unified action partner capabilities are also considered. Despite a full accounting of contract and other available resources, operational-level engineer planners may also identify several requirements for which the most effective engineer capability only exists in USACEUSACEUnited States Army Corps of Engineers or other institutional force engineer organizations. 4-64. Theater army engineer planners need to understand some requirements more fully than others. The theater army echelon should comprehend the various engineer support requirements for accessing the theater and establishing a sustainment base. Many of these may be translated to potential military engineer missions and the related tasks. For example, theater engineer planners need to know the requirements for upgrading selected SPODs and APODs with enough clarity to include tentative designs, plans, and estimates. Similarly, a selected ground line of communications may require construction activities that can be clearly defined. The most well-defined requirements tend to focus on operational-level support, and most engineer support at this level is organized in the general engineering and geospatial engineering functions. 4-65. Theater army engineer force planners do not disregard tactical-level requirements. They should analyze operational and mission variables to determine and shape the engineer forces required for the tactical-level operations of subordinate echelons. These forces include capabilities organized in the combat, general, and geospatial engineering disciplines. Because the theater army echelon analysis may not include the full resolution of tactical-level requirements, the subordinate echelon corps and division headquarters offer refinements for the engineer forces required to support their more detailed concept of operations. For example, based on an understanding of the physical environment in a potential AO and an initial design for operational maneuver, the engineer planner may identify the requirements for numerous gap crossings by subordinate tactical elements. After consideration for joint, multinational, and other capabilities, the planner may determine and shape baseline engineer forces capable of supporting gap-crossing requirements. As corps, division, and subordinate planners add depth to the understanding of the AO and develop a scheme of maneuver, the shape of the baseline forces to support gap crossings allocated by the higher echelon design is impacted by decisions regarding timing, locations, and other factors that refine the gap-crossing design. 4-66. Prioritization occurs in applying the tailored engineer forces most effectively against actual requirements. EAD engineer staff and planners recommend priorities to the commander based on the continuous assessment maintained through the running estimate. EAD engineer staffs also shape the organization of the tailored forces for the conduct of engineer operations. Tailoring the engineer force should not be confused with task organizing. Tactical and operational commanders conduct task organization. It is the process in which they organize and reorganize groups of tailored engineer units for specific missions by allocating available assets to subordinate commanders and establishing their command and support relationships. Meeting the evolving engineer requirements throughout an operation depends directly on the ability to efficiently task-organize the tailored engineer force and integrate it within the gaining or supported force. This page intentionally left blank.

Engineer support to operations requires engineers at every echelon to think about their perspectives and the implications they have for both horizontal and vertical integration while supporting operations. Each echelon provides different, intertwined levels of expertise, a breadth of capability, and the capacity to execute complex missions. UNITED STATES ARMY CORPS OF ENGINEERS 5-1. USACEUSACEUnited States Army Corps of Engineers provides technical engineering reconnaissance, planning and design, construction services, execution of contract construction, acquisition of real estate for use by U.S. forces, and environmental services in support of the theater army headquarters and the ASCCASCCArmy service component commander. USACEUSACEUnited States Army Corps of Engineers provides these services through regionally aligned USACEUSACEUnited States Army Corps of Engineers divisions and districts which provide support in a specific GCC AOR. The regionally aligned district has support agreements in place with the ASCCASCCArmy service component commander and other service component commands to facilitate the provision of general engineering and contract construction support on a reimbursable basis. If the workload outgrows the capacity of the regionally aligned district, USACEUSACEUnited States Army Corps of Engineers has contingency districts available on requirements-only tables of distribution and allowances, which it can assign to the GCC AOR and staff to execute the contingency workload. The theater Army Engineer collaborates with an assigned TEC and/or USACEUSACEUnited States Army Corps of Engineers LNO for direct access to USACEUSACEUnited States Army Corps of Engineers resources to support engagement strategies and operations. The supporting LNO typically assists the theater army in coordinating with the DOD-designated contract construction agent if that element is not USACEUSACEUnited States Army Corps of Engineers. Specific information on the responsibilities of DOD construction agents is contained in Department of Defense Directive 4270.5, Military Construction. 5-2. USACEUSACEUnited States Army Corps of Engineers is the executive agent for Army and DOD military construction and real estate acquisition, and provides sustainment, restoration, and modernization support on Army and DOD installations. USACEUSACEUnited States Army Corps of Engineers is responsible for planning and executing the civil works program. This includes maintaining the navigable waterways of the nation, operating over 800 dams—many of which provide hydroelectric power—and protecting critical infrastructure and people through the operation of flood control projects and infrastructure. USACEUSACEUnited States Army Corps of Engineers has a robust environmental program capable of providing environmental support to protect U.S. Soldiers and the people of the Nation while simultaneously maintaining ecosystems or conducting remediation activities to clean up environmental hazards, including munitions of explosive concern. USACEUSACEUnited States Army Corps of Engineers leverages its core competencies to provide a broad range of engineering support to military departments, federal agencies, state government and local authorities on a reimbursable basis through subordinate divisions, districts, centers, and laboratories. In addition, 249th Engineer Battalion (Prime Power), a direct reporting unit to HQ USACEUSACEUnited States Army Corps of Engineers, provides electrical power generation and distribution support to contingency bases worldwide. While most USACEUSACEUnited States Army Corps of Engineers assets are part of the generating force, the 249th Engineer Battalion (Prime Power) and FFE teams are part of the operational Army. 5-3. USACEUSACEUnited States Army Corps of Engineers is available to support operations during each of the strategic contexts and all phases of military operations. Its assets are particularly useful during crisis and onset of armed conflict in executing set-the-theater engineering tasks designed to receive and enable onward movement of deploying U.S. forces. USACEUSACEUnited States Army Corps of Engineers assets are capable of conducting reconnaissance of SPODs and APODs, roads and bridges, and conducting site assessments for the staging of U.S. forces. In addition, the Secretary of the Army delegates authority for USACEUSACEUnited States Army Corps of Engineers real estate personnel to acquire real estate for U.S. forces. Real estate acquisition experts deploy early in an operation and acquire real estate for use by U.S. forces. Status of forces agreements, and HN agreements generally dictate how land and facilities are acquired. U.S. forces acquire rent-free facilities in accordance with HN agreements. Real estate SMEs often work, hand in hand, with USACEUSACEUnited States Army Corps of Engineers environmental and ecological SMEs who conduct environmental baseline surveys on terrain that U.S. forces occupy. USACEUSACEUnited States Army Corps of Engineers geospatial information systems specialists often work with water resource engineering to provide flood plain analysis to deployed U.S. forces to prevent the establishment of staging areas and basecamps in flood plains and to enhance maneuver planning. The 249th Engineer Battalion often deploys during stability operations when electrical power generation and distribution at a semi-permanent level is required and the use of tactical generators is not practical, or when utility power is not available or is unstable. Typically, this power is provided on an as-needed basis to support operations, as directed by the theater Army or JTF commander. Finally, USACEUSACEUnited States Army Corps of Engineers is prepared to establish a task force for safety actions for fire and electricity (TF SAFE) to ensure electrical safety in facilities occupied by U.S. forces. 5-4. USACEUSACEUnited States Army Corps of Engineers assets are suited to support CCMDs and ASCCs across the competition continuum, but its capabilities are increasingly employed in competition below armed conflict in order to achieve theater strategic effects for the supported command. USACEUSACEUnited States Army Corps of Engineers districts support capacity building of HN military forces through the execution of foreign military sales construction projects which provide facilities for HN militaries and their equipment. USACEUSACEUnited States Army Corps of Engineers supports theater security cooperation and assistance projects funded by the CCMDs ranging from humanitarian assistance to building partner capacity projects. USACEUSACEUnited States Army Corps of Engineers provides SMESMESignificant military equipment support in managing waterways for HNs and for nations struggling with water scarcity or water management issues. Other security assistance support includes the execution of technical and project support to the interagency, which are generated at U.S. embassies abroad or via the interagency at the GCCs. Science and technology research and development support is provided to organizations and countries via cooperative research and development agreements. Finally, USACEUSACEUnited States Army Corps of Engineers leverages its core competency in disaster response domestically to build the capacity of foreign countries to be able to conduct emergency operations within their country through emergency management and resilience program activities across the globe. 5-5. USACEUSACEUnited States Army Corps of Engineers provides support to stability operations and, during transitions, to enable civil authority through integration into ESPs at the GCC and ASCCASCCArmy service component commander to execute construction programs that provide facilities for the HN military and its equipment and to repair HN infrastructure. USACEUSACEUnited States Army Corps of Engineers is capable of providing senior SMESMESignificant military equipment support to HN ministries, like the Ministry of Water Resources, to build the capability and capacity of the ministry. In addition, USACEUSACEUnited States Army Corps of Engineers is prepared to leverage the core competency of its Ordnance and Explosives Directorate to provide the capability to clear munitions and unexploded ordnance from HN land. 5-6. USACEUSACEUnited States Army Corps of Engineers aligns its divisions with specific GCCs and the Special Operations Command. The division is responsible for C2, regional relationships, program management, and quality assurance for USACEUSACEUnited States Army Corps of Engineers activities in the AOR. USACEUSACEUnited States Army Corps of Engineers has LNOs and/or military planners embedded in the J4s or as part of the theater engineer staff of the respective GCCs/ASCCs to facilitate planning and integration into CCMD plans and operations. As required, the division establishes liaison at key nodes, especially the ASCCASCCArmy service component commander, to facilitate support for an emerging contingency. USACEUSACEUnited States Army Corps of Engineers districts execute construction projects, operate projects, and deliver services as assigned by their division, or assigned based on specific authorities and/or laws. Districts focus on delivering quality projects by working in collaboration with partners and stakeholders. Districts generally have established support agreements with service component commands and other stakeholders for which they provide reimbursable services in a CCMD AOR. Regionally aligned USACEUSACEUnited States Army Corps of Engineers divisions and districts serve as one door to the corps for the supported commands and provide access to USACEUSACEUnited States Army Corps of Engineers centers, laboratories, and centers of expertise. Division and district alignment is shown in table 5-1. 5-7. ERDC is the premier research and development center for USACEUSACEUnited States Army Corps of Engineers. ERDC labs discover, develop, and deliver innovative solutions to the nation's toughest challenges in military engineering, installations and OEs, civil works, geospatial research and engineering, and engineered resilient systems. Capabilities ERDC provides the warfighter include, but are not limited to, flood plain analysis to facilitate the siting of basecamps, dam break analysis, tunnel detection capability, expeditionary techniques to harden facilities to improve force protection, and expeditionary techniques to cross gaps to facilitate mobility. ERDC labs include the following: • Coastal and Hydraulics Laboratory. • Cold Regions Research and Engineering Laboratory. • Construction and Engineering Research Laboratory. • Environmental Laboratory. • Information Technology Laboratory. • Geospatial Research Laboratory. • Geotechnical and Structures Laboratory. 5-37. The TEC develops plans, procedures, and programs for engineer support for theater army (including RSOI) requirement determination, operational mobility and countermobility, general engineering, electrical power generation and distribution, area damage control, military construction, geospatial engineering, engineering design, construction material, environmental and waste management, and real property maintenance activities. The TEC commander receives policy guidance from the land component headquarters or theater army, based on the guidance from the GCC. The TEC headquarters element provides C2 for operational level engineer operations in the AO and reinforces engineer support to subordinate echelon forces. The TEC may support joint and multinational commands and other elements according to lead Service responsibilities as directed by the supported joint force command. This headquarters maintains a collaborative planning relationship with the theater army to help establish engineer policies for the theater. It also maintains coordination links with other Services and multinational command engineering staffs. 5-38. The engineer brigade is one of several functional brigades available to support theater-level operations. It may be— • Task-organized under theater level functional commands. • Organized under the C2 of the TEC. • Directly subordinate to the theater army. 5-39. The engineer brigade provides a similar, but reduced, organic capability to the theater army. The engineer brigade provides expertise to the TEC, but with a reduced capability. A significant determinate in tailoring the engineer brigade is the anticipated breadth of OPCON and support functions. The TEC can support a broad array of requirements, as is typical when the theater army functions in an operational configuration while continuing its ASCCASCCArmy service component commander responsibilities. The brigade provides a more concentrated capability that may be adequate for a smaller-scale configuration with some functional assistance from a subordinate headquarters of Army forces. 5-40. The TEC can deploy scalable staff specialty capabilities to support the needs of the operational commander. These elements can provide a wide range of technical engineering expertise and support and of coordinating support from USACEUSACEUnited States Army Corps of Engineers, other Service technical laboratories and research centers, and other potential sources of expertise in the civilian community. The elements are enabled by the global reachback capabilities associated with FFE. TEC resources are synchronized with USACEUSACEUnited States Army Corps of Engineers for peacetime engagements and to provide FFE and contract construction capabilities to the operational force (including engineering technical assistance, project planning and design, contract construction, real estate acquisition, infrastructure support, environmental expertise, and support to nation-building capacities). ENGINEER BRIGADE 5-41. The division and corps support areas require a force headquarters to oversee a geographical area or to cover a specific function. Engineer brigades have been used to fill this gap in C2 coverage, or a C2 node can be used when more than two units are operating. When directed, it may also provide C2 for engineers from other Services and multinational forces. Although an engineer brigade is scalable, there are associated tasks that are best executed at the division level. These tasks include movement control, protection, detention operations, air coordination, and tactical combat force augmentation/employment. 5-42. The execution of complex engineer missions (such as wet-gap crossings, deliberate defenses, and city-wide reconstruction) requires engineer brigade headquarters to augment divisions and functionally aligned corps engineer brigades operating in the corps or theater support areas. Commanders balance modularity and flexibility with dedicated and task organized engineer headquarters (including technical and tactical expertise) during training and during combat operations to fully support maneuver forces. 5-43. Complex operations (such as division-level wet-gap crossing operations) far exceed the span of control, capability, and capacity of the divisionally aligned engineer battalion or the BEB and the division engineer staff section. To sustain operational tempo between interdependent warfighting formations in a wet-gap crossing, a division requires an engineer brigade-level C2 headquarters with the capacity and technical capability to C2 multiple EAD engineer assets conducting M/CM/S and general engineering across the divisional crossing area. An engineer brigade is the most expeditious and effective C2 headquarters for the C2 of EAD engineer structure task organized across the division. 5-44. Supporting collective tasks of an AO include terrain management, information collection, movement control, area security in support areas, base security and defense, area damage control, and stability. Typically the role of a MEB, engineer brigades can fulfill this mission set early in a deployment cycle if augmented with a support control team, communications teams, fires cell, and intelligence analysts. However, taking on a multifunctional role will risk the functional brigade’s capability and capacity to C2 functional engineer missions. ENGINEER AND MULTIFUNCTIONAL FORCES 5-45. The units that make up the theater army engineer force (including Army, joint, and multinational force providers) are diverse with technical skills that range from highly specialized to multifunctional and multi-sourcing. Operational-level engineer planners are challenged to comprehensively identify current and future requirements across the range of organizational skill sets. Typically, operational priorities and substantially defined, subordinate requirements are clear, and the associated tasks and troop formations are evident. For operational planners, the requirements for supporting less substantially defined tactical needs of subordinate echelons become increasingly ambiguous. To ensure the adequate resourcing of units to meet these needs, planners consider troop formations and tasks that are evident and that provide for the flexibility to mitigate uncertainty. 5-46. Planners use the engineer disciplines and their primary relationships to warfighting functions to organize and ensure that there is an integrated view of operational requirements. At the theater army echelon, a significant focus is placed on general engineering capabilities that are tailored according to the operational requirements linked to the movement and maneuver, sustainment, and protection warfighting functions. These requirements include— • Construction requirements. Construction requirements typically exceed Army unit capabilities and need to be analyzed, with consideration given to joint, multinational, contract, and other capabilities. • Specialized requirements. Specialized requirements may require additional or technical information to effectively associate with tasks and troops. FFE or reachback may be employed to guide the technical assessment needed. Theater army engineer planners may, through their own analysis of the situation, determine the tailored force required by operational priorities and substantial subordinate requirements. They will need subordinate echelon input to more precisely tailor the force required to meet the tactical engineer requirements. 5-47. Theater level engineer planners typically develop a broad, less-defined understanding of the requirements at each lower echelon. Geospatial engineering support, though organic at each echelon down to the BCTBCTBasic combat training, may generate requirements for augmentation at the operational or a selected subordinate echelon. General engineering support requirements linked to the movement and maneuver, sustainment, and protection warfighting functions at each subordinate echelon may be evident and accepted as an operational force responsibility or considered in tailoring the subordinate echelon. Similarly, general engineering support as augmentation to combat engineering capabilities at lower echelons may be considered but are less clearly defined. Finally, additional combat engineering requirements for each BCTBCTBasic combat training and major tactical element are considered. Augmentation is provided in the form of additional combat and general engineering capabilities, along with the appropriate engineer and multifunctional headquarters elements. For the operational planner, the type and level of augmenting capabilities will likely be ambiguous. To ensure that there is a flexible force adequate for comprehensive operational requirements, planners should employ more than their own broad understanding of those requirements. 5-48. When available for collaborative planning, subordinate echelon headquarters provide invaluable input for their assigned mission requirements and for some operational requirements that may have been overlooked by the higher echelon. Subordinate echelon engineer units and the engineer staff supporting corps, division, and other headquarters develop an understanding through a more concentrated analysis of the situation. The resulting view adds depth to understanding the engineer forces that are required for mission support. 5-49. The tailored engineer force supporting the theater army echelon typically includes joint and multinational engineer formations. Planners task organize Service capabilities with joint, multinational, interagency, and nongovernmental organizations. Operational-level engineer planners consider the joint engineer force capabilities and collaborate with joint force providers to effectively align joint capabilities with the necessary requirements. Considerations will typically include tactical limitations for joint engineer forces. While Navy and Air Force engineer forces include a variety of technical skill sets, they are often limited in ground combat capabilities. For example, certain Air Force engineer units possess highly skilled electrical, plumbing, and other utilities and construction crafts but are limited in their capability to move to and secure a work site. This unit type would be appropriate as a joint resource for requirements within a base but not for requirements throughout a less secure operational area. OTHER CAPABILITIES 5-50. With augmentation from other Services, the theater army can provide a JTF headquarters for contingencies. Other situations may generate requirements for individual augmentation for the in-theater army or a subordinate echelon headquarters. Similarly, the situation may require the tailoring of individual augmentees for a provisional headquarters, or provisional teams. The GCC supports the theater army with joint individual augmentees, as available, through its standing joint force headquarters. As requirements exceed the GCC capabilities, they are passed to joint force providers. The Army provides individual augmentees through its worldwide individual augmentee system. This augmentation could be uniformed from any service or civilians from across the DOD through the expeditionary civilian workforce program. 5-51. Commanders may use an operational-needs statement to document an urgent need for a material solution to correct a deficiency or to improve a capability that impacts mission accomplishment. The operational-needs statement provides an opportunity for the field commander, outside of the acquisition and combat development and training development communities, to initiate the requirements determination process. A response to the operational-needs statement varies depending on the criticality of the proposed item. Response can range from a headquarters, DA-directed requirement, and fielding of a material system to the forwarding of the action to the United States Army Training and Doctrine Command for review and routine action. The theater army engineer staff may become involved in the reviewing and processing of engineer-related statements as part of the theater army echelon administrative control responsibilities. Examples of engineer-related operational needs may include bridging or construction equipment, explosive hazards clearance improvements, and other nonstandard capabilities. For more information on processing operational-needs statements, see AR 71-9. 5-52. Engineers supporting the theater army should understand contingency construction authorities and associated funding to meet construction requirements and activities in support of contingency operations. The USACEUSACEUnited States Army Corps of Engineers LNO at the theater army echelon can advise engineer planners on contract construction and the integration of these assets. Although USACEUSACEUnited States Army Corps of Engineers engineer districts and other contract construction elements are cost-reimbursable, their missions support the campaign plan of the theater army. At the theater level, a joint program integration office is included in the theater Army engineer cell to ensure the coordination and integration of DOD, interagency, and coalition construction missions throughout the theater. 5-53. Theater army echelon engineer missions are conducted considering the range of military operations occurring throughout the theater. The theater army engineer staff routinely coordinates construction activities that assist the GCC in shaping the security environment in a particular region while maintaining presence within the AO. The engineer staff may also participate in exercise programs within a particular AO as a tool to maintain presence and to foster strong military-to-military cooperation. USACEUSACEUnited States Army Corps of Engineers and other unified action partners are strategically engaged worldwide in activities that promote national security objectives by improving HN infrastructure (such as products of the exercise-related construction program, Humanitarian and Civic Assistance Program, and Support for Others Program). Each theater army USACEUSACEUnited States Army Corps of Engineers LNO, TEC LNO, and joint program integration office assists in coordinating these activities with the senior engineer staff organization. 5-54. The theater army engineer staff coordinates for the engineer support required for limited contingencies. Support may include tailored engineer forces and the application of a variety of joint and other engineer capabilities. The theater army LNO from the USACEUSACEUnited States Army Corps of Engineers or TEC may assist in integrating USACEUSACEUnited States Army Corps of Engineers and unified action partner activities that support operational objectives. Engineers are critical enablers in foreign humanitarian assistance that is conducted to relieve or reduce the results of natural or man-made disasters. The engineer response may include— • Erecting temporary shelters and clinics. • Providing emergency electrical power generation and distribution. • Removing debris. • Performing temporary construction to reinforce weakened superstructures. • Reestablishing transportation rights-of-way. • Constructing protective structures. • Constructing levees to contain rising floodwaters. • Creating flood prediction models for mapping disaster effects. • Mitigating compromised or damaged environmental resources or threats to environmental resources. • Fighting fire. 5-55. Operations from military engagement and security cooperation through large-scale combat typically involve the scaled introduction of increasingly larger military construction forces into the operational area. This range of military operations implies a degree of theater echelon engineer support for access, base development, sustainment base establishment, and operational movement requirements. While each theater or JOA is unique from a broad perspective, each follows a pattern. As operations transition between operational categories there is a change from a level of immaturity at the beginning, to the development of established standards and the maintenance of those standards during operations and, finally, to the closure or turnover of bases and other facilities. Lesser-developed theaters or operational areas tend to generate more operational-level engineer effort earlier in the operations process. Table 5-4 shows a general comparison based on the development level.

This chapter discusses how engineer planners contribute to combined arms operations through active integration into MDMP. Engineer planners should understand the joint planning processes when supporting joint operations, while utilizing other problem-solving activities that address specific engineer requirements. The engineer planning process is the primary tool for developing engineer estimates. The engineer estimate enables the early integration of engineer capabilities into combined arms operations.

Engineer support to operations carries special sustainment challenges which, if not overcome, can seriously inhibit, or even stop engineer support. Engineers need to anticipate these challenges and work within the sustainment warfighting function to overcome them. Doing so requires that engineers thoroughly understand the sustainment warfighting function, including sustainment organizations, the principles of sustainment, sustainment roles and responsibilities, sustainment functions, and the integration of sustainment into operations, as described in ADP 4-0. PRINCIPLES OF SUSTAINMENT 7-1. As discussed in ADP 4-0, the principles of sustainment (integration, anticipation, responsiveness, simplicity, economy, survivability, continuity, and improvisation) are essential to maintaining combat power, enabling strategic and operational reach, and providing Army forces with endurance. The sustainment challenges for engineer support make it essential that engineer leaders and staffs effectively apply these principles. This section describes ways in which engineers apply the principles of sustainment. 7-2. Engineers integrate sustainment with engineer plans. It is crucial that sustainment is not an afterthought. Engineers need to coordinate and synchronize their operations with the elements of sustainment. This occurs at all levels of warfare and throughout the operations process at all echelons. Engineer planners evaluate the sustainment significance of each phase of the operation during the entire planning process. They create a clear and concise concept of support that integrates the commander’s intent and concept of operation. This includes analyzing the mission; developing, analyzing, wargaming, and recommending a COA; and executing the plan. 7-3. Engineers need to visualize future operations and identify the appropriate required support. They should then start the process of acquiring the material or placement of support that best sustains the operation. As early as possible, engineers forecast requirements for Class IV and V supplies (and the transportation and material-handling support needed to move them) and initiate actions to acquire and place them where they will be needed. Engineer staff officers do this long before specific engineer missions are assigned to specific engineer units. Otherwise, sufficient resources will likely be unavailable when needed. Engineers also anticipate requirements for financial management and contract management support for the local procurement of construction materials and services and repair parts. They should anticipate requirements for fuel and for maintenance support and other supplies and services common to all units. 7-4. The planner who anticipates is proactive—not reactive—before, during, and after operations. The ability of the force to seize and maintain the initiative, synchronize activities along the entire depth of the AO, and exploit success depends on the abilities of the commanders, logisticians, and engineers to anticipate requirements. Engineers consider joint, multinational, contract civilian, and interagency assets when planning support for engineer missions. They— • Use all available resources, especially HN assets. • Prioritize critical engineer activities based on the concept of operations. • Anticipate engineer requirements based on wargaming and the rehearsal of concept drills, incorporating the experience and historical knowledge of all participants. • Do not think linearly or sequentially; they organize and resource for simultaneous and noncontiguous operations. • Participate in and evaluate the engineer significance of each phase of the operation during the entire command estimate process, to include mission analysis and COA development, analysis and wargaming, recommendation, and execution. 7-5. The engineer staff officer needs to anticipate likely task organization changes that will affect the flow of sustainment to engineer organizations. Additional missions will be created by the sustainment plan (for example, clearing a landing zone for aerial resupply). These missions and tasks should be anticipated and planned for during mission analysis. 7-6. Engineers should develop and maintain responsiveness. They seek to ensure that sufficient resources are identified, accumulated, and maintained to meet rapidly changing requirements. For example, engineers conduct reconnaissance to identify local materials and other resources that could be used to support potential engineer missions. They establish preconfigured loads, pre-position supplies and equipment, and ensure that trained and certified personnel are available to support local purchases of materials and services. 7-7. Operational contract support obtains and provides supplies, services, construction labor, and material—often providing a responsive option or enhancement to support the force. General engineers are required to provide SMEs for the supervision of contracted materials and services. 7-8. For simplicity, engineers use mission-type orders and standardized procedures. Engineer commanders and staffs establish priorities and allocate classes of supply and services to simplify sustainment operations. They use preconfigured loads of specialized classes of supply to simplify transport. 7-9. At some level and to some degree, resources are always limited. When prioritizing and allocating resources, the engineer commander and staff may not be able to provide a robust support package. Priority of effort is established while balancing the mitigation of risk to the operation. Engineer commanders may have to improvise to meet the higher intent and mitigate the risks. Commanders consider economy when prioritizing and allocating resources. Economy reflects the reality of resource shortfalls while recognizing the inevitable friction and uncertainty of military operations. 7-10. Engineers need to safeguard the resources they need to sustain their units and accomplish their mission. In addition to protecting their own units, personnel, and equipment, engineers should also emphasize security and protection for Class IV and Class V supplies. Consider employing camouflage and concealment as well as overhead cover. Engineer resources are not easily resupplied and may present a tempting target for enemy action. 7-11. Engineers contribute to ensuring that sustainment means are survivable by constructing sustainment bases and clearing LOCs. They may also construct ammunition holding areas and provide revetments or other types of hardening for petroleum, oil, and lubricants products. Materials and products require proper transportation, handling, storage, and disposal. Military operations generate large quantities of wastes, and engineers need to develop guidance and oversee integrated waste management programs. For example, wastewater, medical waste, hazardous waste, and solid waste require constant management and proper disposal. 7-12. The tempo of operations requires a constant vigilance by the logistician and engineer commander to ensure a constant flow of support. Supplies are pushed forward (the unit distribution method) when logistically feasible. Maneuver units rely on lulls in the tempo of an operation to conduct sustainment operations, but engineers might not do the same. Engineers usually do not have this opportunity because many of their missions occur during a lull in operations, and this could deny them the opportunity to use the supply point method. This increases the need for engineers to plan for continuous, routine, and emergency logistics support. 7-13. When faced with unexpected situations or circumstances, it is essential that engineers improvise. They should be aware of the resources available in the local area and should regularly train on using improvised methods of accomplishing engineer tasks. ORGANIZATIONS AND FUNCTIONS 7-14. Sustainment support for engineers is provided by different organizations based on various factors, such as the echelon of the supported unit and command and support relationships. Although engineers should be familiar with all the sustainment organizations described in ADP 4-0, some organizations provide support to engineers more frequently than others. ENGINEER LEADER AND STAFF RESPONSIBILITIES FOR SUSTAINMENT 7-15. The successful sustainment of engineer organizations and capabilities requires active involvement by engineer staffs and commanders at every echelon. In addition to ensuring the sustainment of their units, engineers should work closely with their supported units. This is because the supported unit is responsible for providing the fortification, barrier, and construction materials and the mines and demolitions needed for the tasks they assign to the supporting engineer unit, regardless of the command and support relationship between them. The higher echelon engineer staff officer should retain an interest in the sustainment of subordinate engineer units and capabilities, regardless of their command and support relationships with the units they support. Within a supported unit, the engineer staff officer works closely with the logistics staff to assist in planning, preparing, executing, and assessing operations that require engineer materials and resources. Within engineer or multifunctional headquarters units, the logistics staff provides sustainment planning for the engineer force under its C2. 7-16. Within engineer units, leaders and staffs monitor, report, and request requirements through the correct channels and ensure that sustainment requirements are met when sustainment is brought forward to the engineer unit. The accurate and timely submission of personnel and logistics reports and other necessary information and requests is essential. E NGINEER S TAFF O FFICER 7-17. The engineer staff officer at each echelon is responsible for engineer logistics estimates and plans and monitors engineer-related sustainment support for engineer capabilities operating at that echelon. When an engineer unit or capability is task organized in support of another unit, the engineer staff officer considers the impact of inherent sustainment responsibilities and recommends the most efficient and effective command or support relationship. The engineer staff officer— • Writes the engineer annex and associated appendixes to the OPLAN or OPORD to support the commander’s intent, including the recommended distribution for any engineer-related, command-regulated classes of supply and special equipment. • Assists in planning the location(s) of the engineer forward supply point for the delivery of engineer-configured loads of Class IV and Class V supplies. This site(s) is coordinated with the unit responsible for the terrain and the appropriate S-4 or G-4. • Assists in planning the location(s) of engineer equipment parks for the pre-positioning of critical equipment sets, such as tactical bridging. This site(s) is coordinated with the unit responsible for the terrain and the appropriate S-4 or G-4. • Works closely with the sustainment staff to identify available haul assets (including HN) and recommends priorities to sustainment planners. • Identifies medical evacuation requirements or coverage issues for engineer units and coordinates with medical planners to ensure that the supporting unit can provide engineer specific evacuation. • Identifies critical engineer equipment and engineer mission logistics shortages. • Provides the appropriate S-4 or G-4 an initial estimate of required Class III supplies in support of construction. • Provides the appropriate S-4 or G-4 an initial estimate of required Class IV and Class V supplies for countermobility and survivability efforts. • Provides the appropriate S-4 or G-4 an initial estimate of required Class IV supplies in support of construction and monitors and advises implications of statutory, regulatory, and command policies for the procurement of construction materials (as required). Note. A critical issue for the engineer staff officer is timely delivery of the required specified supplies, whatever the source of the construction materials. • Tracks the flow of mission-critical Class IV and Class V supplies into support areas and forward to the supporting engineer units. Coordinates to provide engineer assistance to accept delivery of construction materials, as required. • Coordinates route and area clearance operations and tracks their status at the main CP in conjunction with the explosive hazard coordination cell. • Coordinates for EOD support and integration, as necessary. • Advises the commander on environmental policies and site surveys, assists in integrating environmental considerations into the MDMP, and analyzes the environmental impacts of all proposed COAs, projects, and decisions. E NGINEER U NIT C OMMANDER 7-18. The unit commander ensures that sustainment personnel maintain the mission capabilities of the unit and its ability to provide combat power. The unit commander provides critical insight during the supported unit’s planning process. The unit commander— • Coordinates for sustainment support requirements external to the engineer unit. • Anticipates problems, works to avoid delays in planning and transition, and conducts sustainment battle tracking. • Communicates with subordinate leaders to identify the need for push packages, ensures their arrival, and tracks their expenditure. • Determines the location of the unit resupply points and monitors the operation. • Ensures that the unit is executing sustainment operations according to the supported unit’s standard operating procedure and operations orders. • Oversees development of unit environmental programs and ensures legal compliance with the appropriate federal, state, HN, and local laws, regulation, and environmental requirements. • Monitors equipment locations and maintenance status. • Updates the engineer-specific Class IV and Class V supply requirements based on a reconnaissance of mission sites. • Tracks engineer equipment use, maintenance deadlines, and fuel consumption. • Receives, consolidates, and forwards all logistical, administrative, personnel, and casualty reports to the parent or supported unit. • Directs and supervises the organic health service support personnel within the unit, coordinating for additional support, as required. • Supervises and monitors the evacuation of casualties, detainees, and damaged equipment. • Orients personnel replacements and assigns personnel to subordinate units. • Conducts sustainment rehearsals at the unit level. • Maintains and provides supplies for unit field sanitation activities. • Integrates explosives ordnance disposal support, as necessary. S USTAINMENT P LANNING C ONSIDERATIONS 7-19. The engineer staff officer, the engineer unit commander, the supported unit S-4 or G-4, and the supporting sustainment unit work closely to synchronize sustainment for engineer capabilities. When the supported unit receives a warning order as part of the MDMP, the engineer staff officer initiates the engineer portion of the logistics estimate process. The engineer staff officer focuses the logistics estimate on the requirements for the upcoming mission and the sustainment of all subordinate engineer units that are organic and task organized in support of the unit. Class I, II, III, IV, V, and IX supplies and personnel losses are the essential elements in the estimate process. Close integration with the sustainment support unit can simplify and accelerate this process using the automated systems logistics status report to ensure that the sustainment support unit is able to maintain an up-to-date COP of the engineer unit sustainment requirements. During continuous operations, the estimate process supporting the rapid decision-making and synchronization process may need to be abbreviated because of time constraints. 7-20. The engineer staff officer uses the running estimate to determine the requirements for unit and mission sustainment and compares the requirements with the reported status of subordinate units to determine the specific amount of supplies needed to support the operation. These requirements are then coordinated with the supporting sustainment unit or forward support element to ensure that the needed supplies are identified and resourced. 7-21. The engineer staff officer then translates the estimate into specific plans that are used to determine the supportability of supported unit COAs. After a COA is selected, the specific sustainment input to the supported unit base OPORD and paragraph 4 of the engineer annex is developed and incorporated. 7-22. Engineer staff officers should seek to leverage applicable tools and software, when possible, in the maintenance of running estimates. In addition to time savings these tools enable more accuracy in estimates and in predictive and prescriptive analysis. 7-23. In each of the different types of BCTs, the engineer staff officer (working with the appropriate sustainment planner and executor) tracks essential sustainment tasks involving all engineer units supporting the brigade. Accurate and timely status reporting assists the engineer staff officer in providing the overall engineer status to the brigade commander and allows the engineer staff officer to intercede in critical sustainment problems, when necessary. The engineer staff officer also ensures that the supplies needed by augmenting EAD engineer units to execute missions for the brigade are integrated into the brigade sustainment plans. For the engineer staff officer to properly execute these missions, accurate and timely reporting and close coordination between the engineer staff officer, sustainment planners and providers, task force engineers, and supporting EAD engineers is essential. Supporting EAD engineer units need to affect linkup with the existing engineer sustainment to ensure their synchronization of effort. 7-24. Some important considerations for engineer planners include— • Coordinating for a field maintenance team to support each engineer unit to ensure quick turnaround of maintenance problems. • Coordinating closely with the logistics staff to assist in the management of required construction materials. The engineer staff helps the logistics staff identify and forecast requirements to ensure that a quality control process is in place for receipt of the materials. The management of Class IV supplies for survivability and countermobility is most efficient when there is a shared interest between maneuver and engineer logisticians. • Using preconfigured loads of barrier materials. • Coordinating closely with the theater support command or sustainment command (expeditionary) support operations officer, the Army forces G-4, the supporting contract support brigade, and the associated logistics civil augmentation program planner to ensure that engineer requirements are properly integrated and captured in the operational contract support plan and/or are specifically addressed in the ESP. 7-25. Engineers consider the environmental aspects of sustainment planning. They are responsible for completing environmental risk assessments and integrating environmental considerations into each step of the MDMP. Engineers need to ensure that environmental conditions are surveyed and recorded, as required, throughout the life cycle of an occupied site; environmental policies are followed and impacts are mitigated; and waste storage, collection, and disposal are properly managed. For information about environmental considerations, see ATPATPArmy Techniques Publications 3-34.5. For information about waste management for deployed forces, see TM 3-34.56/MCRP 3-40B.7. SUSTAINMENT CHALLENGES FOR ENGINEER SUPPORT 7-26. Many sustainment challenges are common to all units, but engineer units face several unique sustainment challenges. Engineers and staffs who employ engineer units/capabilities need to thoroughly understand, anticipate, and work to overcome these challenges. 7-27. Many engineer tasks require the use of engineer equipment that is large and heavy. These heavy items require low-density haul assets if they are to be moved more than short distances. Engineer equipment often exceeds size and weight restrictions, making its movement even more challenging. 7-28. Engineer equipment is also often low-density, which poses challenges to its maintenance and repair. Obtaining engineer-specific Class IX repair parts frequently requires extraordinary coordination. The number of mechanics capable of maintaining and repairing engineer equipment may also be limited, increasing the difficulty of keeping engineer equipment operational. 7-29. Engineer equipment also consumes large amounts of fuel (higher than most equipment found in infantry BCTs). Refueling is often complicated by the fact that many pieces of engineer equipment cannot easily travel to refueling points. Any time spent travelling between work sites and refueling points can significantly reduce productivity; however, bringing fuel trucks to work sites can be difficult, especially when the sites are widely scattered over large distances in difficult terrain and the risk for the loss of fuel trucks is increased. The availability of fuel trucks for other critical missions is also reduced. 7-30. Construction materials often require long lead times and can be difficult to acquire in the required quantities and specifications. For example, statutory, regulatory, and command policies may dictate the source of construction materials, requiring the maximum use of local procurement. 7-31. All the previously mentioned challenges are further complicated by the frequent movement of engineers within the AO and by likely changes to task organization and command and support relationships. Limited engineering assets often require that they be repeatedly shifted throughout the AO to meet mission requirements. These movements and changes often have a ripple effect in the sustainment system, which may have difficulty keeping up with multiple changes. This is exacerbated when engineer missions are conducted in austere environments while infrastructure is being established or improved. 7-32. The requirements for engineer capabilities almost always exceed the capacity of available engineer units. This inevitably imposes pressure to delay preventive maintenance, checks, and services to avoid work stoppages, which increases the likelihood and length of future equipment failures and further compounds maintenance difficulties. It also frequently leads to the procurement of locally available construction materials, repair parts, and construction services. This brings its own unique challenges—and the need for financial management and contract management support. Most engineer units do not have dedicated contingency contracting teams, and this support is provided on a general support basis from the supporting operational contract support brigade, joint command (if established), or USACEUSACEUnited States Army Corps of Engineers district. 7-33. Some key differences between contracted and military support include the following: • Contractor personnel who are authorized to accompany the force are neither combatants nor noncombatants. They are civilians who are authorized to accompany the force in the field. • Contractors are not in the chain of command; they are managed through their contracts and the contract management system, which should always include a unit contracting officer representative. • Contractors only perform tasks as specified in contracts by the terms of their contract. 7-34. Waste management can also be a significant challenge. The equipment, funding, and space requirements for effective waste management programs should be planned and included in the contracting services and construction timelines to ensure that they are in place when needed. Local or HN municipal waste services may not be available or usable, placing the burden for waste management on the deployed force. Units should be prepared to bear the entire burden for waste disposal, especially during the initial phases of an operation when sustainment infrastructure has not been established. Also, units should be prepared for population surges. They monitor waste management systems to anticipate if design capacities will be exceeded, and they need to meet the challenges of managing additional waste requirements. 7-35. All these challenges are predictable, and none of them should surprise engineer leaders or the staffs that support them. Engineers and staffs should anticipate such challenges, work to prevent them, and be prepared to overcome them. Because of the critical impact that sustainment has on engineer missions, engineer commanders and staffs need to be thoroughly familiar with sustainment doctrine and organizations, as described in ADP 4-0 and subordinate publications. The importance and unique challenges of contracted support require engineer commanders and staffs to fully understand their role in planning for and managing contracted support, as described in ATPATPArmy Techniques Publications 4-92.

A-1. DSCA includes operations that address the consequences of natural or man-made disasters, accidents, and incidents within the United States and its territories. Army forces conduct DSCA when the size and scope of events exceed the capabilities or capacities of domestic civilian agencies. The Army National Guard is often the first military force to respond on behalf of state authorities. DSCA includes four primary tasks (see ADP 3-28): • Provide support for domestic disasters. • Provide support for domestic CBRNCBRNChemical, biological, radiological, and nuclear incidents. • Provide support for domestic civilian law enforcement agencies. • Provide other designated support. A-2. Engineering in DSCA may include the simultaneous application of combat, general, and geospatial engineering capabilities through synchronizing the warfighting functions throughout the AO. General engineering support for the restoration of essential services is the primary engineer focus in DSCA. Engineer support may also be required for Army forces providing C2, protection, and sustainment to government agencies until they can function normally. Table A-1, page 130, shows a notional application of engineering capabilities supporting DSCA. The institutional force elements, including USACEUSACEUnited States Army Corps of Engineers, play a critical and substantial role in DSCA. A-3. There are few unique engineer missions performed in DSCA that are not performed during other operations. The difference is the context in which they are performed. Engineer DSCA tasks include— • Constructing and repairing rudimentary surface transportation systems, basic sanitation facilities, and rudimentary public facilities and utilities. • Detecting and assessing water sources and drilling water wells. • Constructing feeding centers. • Providing environmental reconnaissance and technical advice. • Constructing waste treatment and disposal facilities. • Providing base and base camp construction • Providing electrical power generation and distribution. • Conducting infrastructure reconnaissance, technical assistance, and damage assessments. • Conducting emergency demolitions. • Conducting debris-or route-clearing operations. A-4. U.S. law carefully limits the actions that military forces—particularly Regular Army units—can conduct within the United States and its territories. In addition to legal differences, DSCA is always conducted in support of local, state, and federal agencies, and Army forces cooperate and synchronize efforts closely with them. These agencies are trained, resourced, and equipped more extensively than similar agencies involved in the conduct of stability operations overseas. Policies issued by the federal government govern the essential services that Army forces provide in response to disasters. Within this context, a focus for engineers during DSCA is the restoration of essential services. Combat and general engineering capabilities may be applied to restore essential services. Engineer equipment is well suited for the removal of rubble and debris associated with rescue and for access to affected areas. Other likely requirements include the construction of temporary shelters and the provision of water and sanitation services. Likely engineer missions are similar to those required during the conduct of stability operations, except that they are conducted within U.S. territorial jurisdiction.

The glossary lists acronyms and terms with Army or joint definitions. Where Army and joint definitions differ, (Army) precedes the definition. Terms for which FM 3-34 is the proponent are marked with an asterisk (*). The proponent publication for other terms is listed in parentheses after the definition.

Entries are by paragraph number.