FM 5-116 Engeer Operations Above Echelons Above Corps

FM 5-116
(QJLQHHU 2SHUDWLRQV=
(FKHORQV $ERYH &RUSV
Headquarters,
Department of the Army
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

*FM 5-116
Field Manual Headquarters

No. 5-116 Department of the Army
Washington, DC, 9 FEBRUARY 1999
Table of Contents
Page
PREFACE ........................................................................................................................................... v
CHAPTER 1. OPERATIONAL CHALLENGES TO ARMY ENGINEERS .......................... 1-1
THE NATURE OF ENGINEER INVOLVEMENT .................................................................. 1-1
PATTERNS OF OPERATIONS ................................................................................................ 1-1
ENGINEER OPERATIONS ...................................................................................................... 1-4
Mobility ................................................................................................................................ 1-4
Countermobility ................................................................................................................... 1-6
Survivability ........................................................................................................................ 1-6
General Engineering ........................................................................................................... 1-7
Topographic Engineering .................................................................................................... 1-8
THEATER OVERVIEW FROM THE ENGINEER PERSPECTIVE ...................................... 1-9
CHARACTERISTICS OF OPERATIONS APPLIED TO ARMY ENGINEERS................... 1-11
CHAPTER 2. FUNDAMENTALS OF THEATER-ENGINEER OPERATIONS.................. 2-1
COMMAND AND CONTROL ................................................................................................... 2-1
TAILORING AND TASK ORGANIZATION ............................................................................ 2-1
US Army Corps of Engineers .............................................................................................. 2-2
Facilities Engineer (FE) Team............................................................................................ 2-3
Combat Engineers Within the Theater Structure ............................................................. 2-4
ENGINEER COORDINATION ................................................................................................. 2-4
Standards ............................................................................................................................. 2-5
Priorities .............................................................................................................................. 2-6
Reports ................................................................................................................................. 2-6
ENGINEER SUPPORT CONCEPTS........................................................................................ 2-8
THEATER SUPPORT BASE..................................................................................................... 2-8
TOPOGRAPHIC SUPPORT ...................................................................................................... 2-9
REAL ESTATE SUPPORT...................................................................................................... 2-10
RPMA REQUIREMENTS ....................................................................................................... 2-11
ELECTRICAL POWER SOURCES ........................................................................................ 2-12
TROOP CONSTRUCTION ...................................................................................................... 2-12
CONTRACT-CONSTRUCTION AGENT ............................................................................... 2-13
SUPPORT TO COMBAT OPERATIONS ............................................................................... 2-15
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

______________________________
*This publication supersedes FM 5-116, 7 March 1989.
i
Page
CHAPTER 3. THEATER DEVELOPMENT ............................................................................. 3-1

BASIC THEATER PRINCIPLES ............................................................................................. 3-1
INCREMENTAL DEPLOYMENT............................................................................................ 3-2
SPLIT-BASED OPERATIONS ................................................................................................. 3-4
MOBILIZATION OF THE RC .................................................................................................. 3-5
CHAPTER 4. JOINT, MULTINATIONAL, AND INTERAGENCY
ENGINEERING OPERATIONS ........................................................................................... 4-1
OVERVIEW ............................................................................................................................... 4-1
JOINT CAPABILITIES............................................................................................................. 4-1
TOPOGRAPHIC SUPPORT ..................................................................................................... 4-2
JOINT BOARDS ........................................................................................................................ 4-2
Joint Facilities Utilization Board....................................................................................... 4-4
Joint Civil-Military Engineering Board............................................................................. 4-4
Joint Environmental Management Board ......................................................................... 4-4
MULTINATIONAL UNITS AND ORGANIZATIONS ............................................................ 4-5
UN Operations .................................................................................................................... 4-6
Non-UN Organizations ....................................................................................................... 4-6
Multinational Troop Units.................................................................................................. 4-6
NONGOVERNMENTAL ORGANIZATIONS (NGOs) AND PRIVATE
VOLUNTARY ORGANIZATIONS (PVOs) ........................................................................ 4-7
INTERAGENCY OPERATIONS .............................................................................................. 4-7
USACE FORWARD ELEMENT ............................................................................................ 4-8
Defense Security Assistance Agency (DSAA) .................................................................... 4-8
Federal Emergency Management Agency ......................................................................... 4-9
HN INTERFACE ....................................................................................................................... 4-9
REAL ESTATE ........................................................................................................................ 4-10
SUPPORT ................................................................................................................................ 4-11
CHAPTER 5. OPERATIONAL PLANNING ............................................................................ 5-1
PLANNING CHALLENGES .................................................................................................... 5-1
Operational Movement and Maneuver .............................................................................. 5-1
Operational Firepower........................................................................................................ 5-2
Operational Protection........................................................................................................ 5-2
Operational C2..................................................................................................................... 5-2
Operational Intelligence, Surveillance, and Reconnaissance........................................... 5-3
Operational Support ........................................................................................................... 5-3
ENGINEER-SUPPORT PLANNING PROCESS..................................................................... 5-4
Engineer Facilities Study ................................................................................................... 5-4
Civil-Engineering Support Plan ......................................................................................... 5-7
Engineer Annex................................................................................................................... 5-8
CHAPTER 6. LOGISTICS........................................................................................................... 6-1
LOGISTICS REQUIREMENTS ............................................................................................... 6-1
CONSTRUCTION MATERIALS .............................................................................................. 6-1
Planning Considerations .................................................................................................... 6-2
Design Considerations ........................................................................................................ 6-3
Construction Considerations .............................................................................................. 6-4
TRANSITION TO WAR ............................................................................................................ 6-4
MAINTENANCE SUPPORT .................................................................................................... 6-5
OTHER LOGISTICS SUPPORT .............................................................................................. 6-6
ii
Page
CHAPTER 7. STABILITY OPERATIONS AND SUPPORT OPERATIONS ...................... 7-1

GLOBAL RESPONSE................................................................................................................ 7-1
JOINT AND MULTINATIONAL OPERATIONS ................................................................... 7-2
ENGINEER OPERATIONS ...................................................................................................... 7-3
DEFINED OBJECTIVE, END STATE, AND STANDARDS .................................................. 7-4
Topographic Engineering .................................................................................................... 7-5
Forced-Entry Support Operations ...................................................................................... 7-6
Force Protection ................................................................................................................... 7-6
Force Bed Down ................................................................................................................... 7-7
Force Mobility ...................................................................................................................... 7-8
Infrastructure Repair .......................................................................................................... 7-8
Nation Assistance ................................................................................................................ 7-8
Redeployment ...................................................................................................................... 7-9
OPERATIONAL CONSIDERATIONS...................................................................................... 7-9
COMMAND AND CONTROL ................................................................................................. 7-10
RESERVE AND NATIONAL GUARD PARTICIPATION .................................................... 7-10
LOGISTICS AND RESOURCE MANAGEMENT.................................................................. 7-11
APPENDIX A. ENGINEER TROOP UNIT ORGANIZATIONS ........................................... A-1
HQ, ENCOM.............................................................................................................................. A-1
HQ, ENGINEER BRIGADE (THEATER ARMY) ................................................................... A-2
HQ, ENGINEER BRIGADE (CORPS) ..................................................................................... A-2
HQ, ENGINEER GROUP (CONSTRUCTION)....................................................................... A-3
HQ, ENGINEER GROUP (COMBAT) ..................................................................................... A-3
ENGINEER BATTALION (COMBAT) (HEAVY) ................................................................... A-4
PLATOONS/COMPANIES, ENGINEER BATTALION (PRIME POWER)........................... A-4
ENGINEER TOPOGRAPHIC BATTALION (THEATER ARMY) ......................................... A-5
ENGINEER COMBAT BATTALION (CORPS) (WHEELED)................................................ A-6
ENGINEER COMBAT BATTALION (CORPS) (MECHANIZED) ......................................... A-6
ENGINEER COMPANY (TOPOGRAPHIC) (EAC) ................................................................ A-7
ENGINEER COMPANY (CONSTRUCTION SUPPORT) ...................................................... A-8
ENGINEER DUMP-TRUCK COMPANY................................................................................ A-8
ENGINEER PIPELINE-CONSTRUCTION-SUPPORT COMPANY..................................... A-8
ENGINEER PORT-CONSTRUCTION COMPANY................................................................ A-9
ENGINEER COMPANY, (MULTIROLE BRIDGE)................................................................ A-9
ENGINEER BRIDGE COMPANY (PANEL BRIDGE) ......................................................... A-10
ENGINEER BRIDGE COMPANY, MEDIUM-GIRDER BRIDGE (MGB) .......................... A-10
ENGINEER COMPANY, ASSAULT FLOAT BRIDGE (AFB) ............................................. A-11
ENGINEER COMPANY (COMBAT-SUPPORT EQUIPMENT).......................................... A-11
ENGINEER COMPANY (LIGHT EQUIPMENT) (AIRBORNE) ......................................... A-11
ENGINEER COMPANY (LIGHT EQUIPMENT) (AIR ASSAULT) .................................... A-12
ENGINEER COMPANY (TOPOGRAPHIC) (CORPS).......................................................... A-12
HQ DETACHMENT, ENGINEER BATTALION.................................................................. A-12
ENGINEER TEAM, UTILITIES (4000) ................................................................................ A-13
ENGINEER TEAM, FIRE-PROTECTION HQ (LA)............................................................. A-13
ENGINEER TEAM, FIRE TRUCK (LB) ............................................................................... A-13
ENGINEER TEAM, WATER TRUCK (LC)........................................................................... A-14
ENGINEER TEAM, QUARRY (75 TPH) ............................................................................... A-14
ENGINEER TEAM, WELL DRILLING ................................................................................ A-14
ENGINEER HEAVY DIVING TEAM.................................................................................... A-15
ENGINEER LIGHT DIVING TEAM ..................................................................................... A-15
iii
Page
ENGINEER TEAM, REAL ESTATE...................................................................................... A-16

ENGINEER TEAM, TOPOGRAPHIC PLANNING AND CONTROL ................................. A-16
FE TEAM ................................................................................................................................. A-16
APPENDIX B. US ARMY CORPS OF ENGINEERS.............................................................. B-1
COMMAND AND CONTROL................................................................................................... B-1
Division Commands ............................................................................................................ B-1
District Commands ............................................................................................................. B-1
Laboratories ........................................................................................................................ B-2
Centers................................................................................................................................. B-2
SUPPORT FOR MILITARY OPERATIONS............................................................................ B-2
Power Projection ................................................................................................................. B-2
Theater Mission .................................................................................................................. B-2
CONUS Contingency Missions........................................................................................... B-3
APPENDIX C. THE CIVIL-ENGINEERING SUPPORT PLAN........................................... C-1
APPENDIX D. SAMPLE CONSTRUCTION DIRECTIVE ................................................... D-1
APPENDIX E. ENGINEERING SERVICES AND TROOP
CONSTRUCTION SOP SAMPLE......................................................................................... E-1
APPENDIX F. METRIC CONVERSION CHART ................................................................... F-1
GLOSSARY ......................................................................................................................... Glossary-1
REFERENCES ............................................................................................................... References-1
SOURCES USED ...................................................................................................... References-1
DOCUMENTS NEEDED .......................................................................................... References-2
INDEX....................................................................................................................................... Index-1
iv
Preface
Field Manual (FM) 5-116 provides doctrine to commanders and staffs concerning the employment
of engineer units at echelons above corps (EAC). These units will be required to complement or
expand the combat capabilities of divisional engineer assets as well as construct, maintain, and
rehabilitate the logistics infrastructure needed for operational sustainment of the combat forces.
Some EAC engineer units may operate as far forward as the brigade’s rear area, but generally
most will operate in the communications zone (COMMZ).
The EAC engineer structure varies depending on the size of the combat force being supported, the
type of action undertaken (offense, defense, stability, and support), the maturity of the theater, the
availability of host-nation support (HNS), and the intensity of the conflict. Engineer EAC
missions change as the theater expands and must be accomplished in nuclear, biological, chemical
(NBC) and electronic warfare environments.
This manual addresses specific actions EAC engineer units must plan and conduct. The doctrine
presented is applicable to combined, joint, and contingency operations.
The proponent for this publication is HQ, TRADOC. Send comments and recommendations on
Department of the Army (DA) Form 2028 directly to Commandant, United States Army Engineer
School (USAES), ATTN: ATSE-TD-D, Fort Leonard Wood, Missouri, 65473-6650.
Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively
to men.
v
Chapter 1
Operational Challenges to Army Engineers

Engineering in the theater of operations (TO) builds the foundation for
decisive operations, reconstitution of the force, and development of
conditions favorable for early withdrawal of United States (US) forces.
When military forces of the US are called upon to support our national
interests, we must have the capability to project elements of power from the
continental United States (CONUS) or from overseas bases into the area of
operations (AOs). Projecting and building up forces require such
infrastructure as airfields, ports, roads and bridges, water sources,
electrical power, and much more. The buildup of forces requires either
adequate preexisting infrastructure, upgrading existing infrastructure, or
construction of new facilities.
— Mr. James Stewart

Military Engineer Development Analyst
THE NATURE OF ENGINEER INVOLVEMENT

The Army faces a wide range of potential enemies; it is prepared to fight
under diverse conditions, climate, and intensity levels with its sister services
and its coalition partners. The range of military operations that are neither
precise, clearly defined, nor exclusive of themselves includes the diverse
environments of peacetime, conflict, and war. A distinct and/or unique point in
time or geography does not exist to mark the separation of one category of
conflict from the next. Recent challenges to national security interests showed
that the Army employed engineers on the full range of military operations.
Figure 1-1, page 1-2, shows the relationships of the range of military
operations.
PATTERNS OF OPERATIONS
From initial mission receipt through deployment, operations, and transition to
follow-on operations, engineers will execute their missions through a
deliberate set of patterns of operations. These patterns are not phases, nor are
they sequential. They serve to focus the many tasks that the armies have
always performed in war and other military operations. The patterns of
operations are—
• Project the force. Deploy tailored forces directly into operations.
• Protect the force. Incorporate organizational, material, and procedural
solutions to protect soldiers, information, and equipment across the
full spectrum of operating environments.
Operational Challenges to Army Engineers 1-1

FM 5-116
Precrisis Crisis Hostilities Posthostilities
Offense Offense OFFENSE Offense

Defense DEFENSE Defense Defense
STABILITY Stability Stability STABILITY
SUPPORT Support Support SUPPORT
USACE SFO Desert Shield 1990 Desert Storm 1991 Provide Comfort
(Saudi Arabia) Intrinsic Action
Southern Watch
ERC 1991-present
Figure 1-1. Strategic spectrum of military operations
• Gain information dominance. Create a disparity between what the

Army knows about its battlespace and the operations within it and
what the enemy knows.
• Shape the battlespace. Create windows of advantage by setting
conditions in terms of what the Army does to the enemy and how it
postures its force and takes advantage of the operational environment
(terrain, weather, and infrastructure).
• Conduct decisive operations. Execute military operations that force
the enemy to give in to the Army’s will by destroying its means and
will to fight.
• Sustain the force. Maintain the dominant tempo of operations over
time, and reinforce the existing infrastructure by integrating material
and operational and organizational capabilities. This is an ongoing
effort throughout the entire patterns of operations.
Regardless of the operational categories in which the Army becomes involved,
the degree of engineer participation in the contingency response is likely to be
high. In our modern force-projection Army, the insertion of US forces requires
the reception, staging, onward movement, and integration (RSO&I) of the
force. Engineers are key agents of this RSO&I mission. Operational
challenges include support for intermediate staging bases (ISBs) and support
for lodgments such as ports and airfields.
Beyond the RSO&I, engineers are integrated into the overall Army service
component mission. Figure 1-2 shows engineer activities that are integral to
the patterns of operations. Each pattern serves to focus the many tasks that
engineers have always performed.
In peacetime, the US Army and other engineers are strategically engaged
worldwide in activities that promote national-security objectives by improving
the host-nation’s (HN’s) infrastructure. Examples are products of the
Exercise-Related Construction (ERC) Program, the Humanitarian and Civic
1-2 Operational Challenges to Army Engineers

FM 5-116
Sustain Protect
the force Project the force
ce
the for
Peace enforcement Peacekeeping
Offense Stability
Major theater war SFO
Defense Support
Disaster relief
ERC
Humanitarian civic assistance
Conduct e the Gain

Shap pace
decisive s information
battle
operations dominance
Figure 1-2. Engineer activities within the strategic spectrum
Assistance (HCA) Program, and the US Army Corps of Engineers (USACE)

Support-for-Others (SFO) Program. These activities provide military training
and support facilities and undertake civic projects such as—
• Building schoolhouses, farm-to-market roads, and health clinics.
• Drilling water wells.
• Building and maintaining infrastructure such as major bases, training
areas, ports, and airfields.
These construction activities aid the geographic combatant Commander in
Chief (CINC) in demonstrating his support within a particular region while
maintaining presence within his area of responsibility (AOR). An aggressive
exercise program within a particular AOR is also a fundamental tool the
CINC uses to maintain presence and to foster strong military-to-military
cooperation.
National and international disasters caused from hurricanes, floods,
earthquakes, volcanic eruptions, and wildfires threaten the local populace and
leave millions without necessities for life. The engineer response may
include—
• Erecting temporary shelters and clinics.

FM 5-116
• Removing debris.
• Performing temporary construction to bolster weakened
superstructures.
• Reestablishing transportation right of ways.
• Constructing diversion or protective structures to counter lava flows.
• Constructing levees to contain rising floodwaters.
• Creating flood-prediction models for the mapping of disaster effects.
• Fighting fire.
Peace enforcement entails life support and force-protection facilities or may
entail constructing physical barriers to ensure separation of combatant forces.
During a major theater war (MTW), all of the above may be added to the
engineer’s combat operations in support of the combatant commander’s
mission.
ENGINEER OPERATIONS
The current trend of military operations has increased the US involvement in
global responses. Operations Restore Hope and Continued Hope in Somalia,
Operation Restore Democracy in Haiti, and Operation Joint Endeavor in
Bosnia are all examples of the expanding role of the Army. Couple this trend
with the global trend toward quantitatively smaller but technologically and
qualitatively better military forces and the need for relevant doctrine becomes
apparent. Engineer integration into staff planning, therefore, requires
increased emphasis, since synchronizing the operation or battle is
increasingly complex.
Engineer command and control (C2) must function rapidly to be responsive to
the dynamics of an ongoing operation. Terrain analysis and its products assist
in faster planning and are unique perspectives of the AOs. Requirements for
fortifications and protective shelters and the Army’s standards for the quality
of life (QOL) for its soldiers have gained importance. Obstacle systems retain
their importance, while our aggressive doctrine within FM 100-5 places
greater emphasis on operational mobility, obstacle breaching, and rapid gap
crossing.
The five primary engineer functions in the TO are mobility, countermobility,
and survivability (M/CM/S); general engineering; and topographic
engineering. Figure 1-3 shows the types of engineer missions by battlespace
function.
MOBILITY
Mobility enables the force commander to maneuver units into advantageous
positions. The Army commander relies on mobility to achieve surprise, mass
at the critical time, and maintain momentum. Operation Desert Storm
provides an excellent example of operational mobility. As it became apparent
that Iraqi forces were content to occupy Kuwait and brace for the coming
attack, CINC planners formulated the offensive plans for the sweep north that
included two Army corps. The end run around Kuwait required displacing the
XVIII Airborne Corps from their defensive positions in Central Saudi Arabia

FM 5-116
General Engineering Topographic Engineering

LOC construction and repair Terrain analysis
Logistics-support facilities Map production
Area damage control Precision survey
Construction-materials production Combat Data management
Well drilling Engineering
Force bed down
Survivability Countermobility Mobility

Fighting positions Mine systems Countermine/counterobstacle
Force protection Obstacle development Gap crossing
• Protective emplacements Combat roads/trails
• Protected support facilities Forward aviation combat
Camouflage engineering
Concealment Engineer reconnaissance
Deception
Figure 1-3. Engineer battlespace functions
to the northwest on the Iraqi border. Marshaling areas to upload tracks and
road enhancements allowed for the rapid displacement of the corps into
tactical assembly areas without providing the Iraqi force with even a hint of
the Coalition’s intentions. Army engineers aided in breaching the elaborate
Iraqi defensive system, thereby allowing divisional engineers to remain
integrated with the maneuver force.
In a similar vein, the bridge across the Sava River into Bosnia (and the
accompanying crossing-site support areas) displayed the criticality of
operational mobility during Operation Joint Endeavor.
The Army Service Component Commander (ASCC) designates the routes for
ground forces, well in advance of their intended use, so that engineer units can
upgrade the routes, as necessary, and keep them open or repaired. (See FMs
5-100, 5-430-00-1, 90-13, and 90-13-1 for more information on techniques and
procedures for mobility.)

FM 5-116
COUNTERMOBILITY
Countermobility augments natural terrain with obstacle systems according to
the commander's concept of operations. This adds depth to the battle in space
and time by attacking the enemy's ability to maneuver its forces. With its
movement disrupted, turned, fixed, or blocked, the enemy is vulnerable to our
forces. Engineers ensure obstacle integration through the proper exercise of
obstacle C2, focusing on obstacle-emplacement authority and obstacle control.
Obstacle-emplacement authority is the authority that a unit commander has
to emplace reinforcing obstacles. The ASCC usually has the authority to
emplace obstacles. Generally, he delegates the authority to corps commanders
who may further delegate it to division commanders. Obstacle control ensures
that obstacles support current and future operations. The ASCC’s control
mechanism to ensure that subordinate commanders do not emplace obstacles
which will interfere with future operations is establishing obstacle zones and
obstacle-free restrictive areas. The nature of obstacle integration from the
ASCC level to company and/or team level leads to echelons in obstacle
planning. At each lower level, engineers conduct more detailed planning.
Operational planning consists of developing obstacle restrictions and granting
obstacle-emplacement authority to subordinate elements. Obstacle planning
requires engineers at each level to provide subordinate units with the right
combination of positive control and flexibility. The engineer is also an
important advisor/partner in deep-targeting discussions and the coordination
focal point concerning obstacle barriers and mines for joint managers and
coalition forces.
Timely, accurate reporting of obstacles from the emplacement unit all the way
to the ASCC—
• Reduces the risk of fratricide.
• Allows for dissemination as boundaries change or units pass through
areas occupied by others.
• Provides critical information in planning the forward passage of lines
(FPOL).
• Enhances demining operations at the conclusion of contingency
operations.
(FM 90-7 is the primary reference for countermobility planning; however, for
more information on tactics and techniques for countermobility, see FMs 5-100
and 20-32.)
SURVIVABILITY
Survivability provides cover and mitigates the effects of enemy weapons.
Engineers may be called on to mass their skills and equipment, augmenting
combat units in developing defensive positions into fortifications or
strongpoints and in improving defensive positions. More often, however,
engineers participate in and provide staff advice on camouflage, concealment,
and deception (CCD) measures and the hardening of facilities to resist the
destruction of C2 facilities (as part of integrated plans), air-defense weapons
systems, and support structures within the COMMZ. Within a missile-threat
environment, engineers provide field-fortification support to harden key

FM 5-116
assets against missile attacks. Force protection entails survivability

engineering applications to HN facilities and US-operated facilities as
protective measures against terrorist or extremists groups that threaten US
forces or national interests. (See FMs 5-100, 5-103, and 5-114 for more
information on techniques and procedures for survivability and force
protection.)
GENERAL ENGINEERING
General engineering establishes and maintains the infrastructure that is
required for conducting and sustaining military operations in the theater.
General-engineering tasks include—
• Constructing and/or repairing the following:
— Existing logistics-support facilities.
— Supply routes, airfields, and heliports.
— Railroads.
— Ports.
— Water wells.
— Utilities (electric, heat, and water) and sanitation (sewage,
hazardous waste, and solid waste).
— Power plants.
— Pipelines.
• Providing electrical distribution expertise.
General-engineering support—
• Begins with the supporting requirements for the initial reception of
the force-projection Army (receiving equipment and soldiers).
• Is maintained throughout the operation, providing the infrastructure
for the logisticians to sustain the force.
• Provides the support structure to redeploy the force.
• Ends with environmental restoration and the return of the facilities
that were used by the deployed forces to HN control.
As the force advances forward on the battlefield, the corps’s rear boundary will
be continually drawn forward. General engineering also invokes force
protection through operations such as clearing mines after the tactical breach
and assisting explosive ordnance teams in clearing battlefield clutter within
the expanded COMMZ to the extent necessary to conduct military operations
safely.
At times, the military strategy may be to extend general-engineering support
to restore facilities, power, and life-support systems within the infrastructure
of the combatant countries. This effort aids in the recovery and the transition
to preconflict conditions. Central to planning and executing these tasks are
construction standards. The challenge is in establishing measures of success
and conditions for transition to civil support. Within the modern framework of

FM 5-116
operations, all these efforts will likely be performed by a combination of joint

engineer units, civilian contractors, and HN forces. These efforts require that
large amounts of construction materials and specialized resources be planned
and provided for in a timely manner. (See FMs 5-100 and 5-104 for more
information on general-engineering techniques and procedures)
Army leadership in protecting the environment can only be achieved if
environmental stewardship is integrated into the Army’s decision-making
process and their activities. Planning for all Army operations and strategies
should include efforts to minimize releases of hazardous substances into the
environment, protect cultural and natural resources, and prevent pollution.
By maintaining environmental stewardship, relations with the HNs are
enhanced and clean-up efforts in postconflict periods can be minimized.
Guidelines on requirements for overseas operations are outlined in the Status
of Forces Agreement (SOFA) with HNs or the Department of Defense (DOD)
Overseas Environmental Baseline Document.
TOPOGRAPHIC ENGINEERING
Topographic engineering provides commanders with information about the
terrain. Topographic information assists the commander in visualizing the
battlespace environment better and aids in employing forces. All engineers
are terrain experts and assist others to use the ground effectively. The division
staff ’s terrain teams provide products for division-level planning. At the
ASCC level, the topographic battalion and the planning and control
detachment integrate echelons-above-division (EAD) support to Army forces,
as well as to joint and multinational forces. Their use of digital terrain data to
develop a detailed analysis aides the ASCC’s visualization of the battlefield,
thereby assisting in determining—
• Avenues and routes for Army forces (as well as likely enemy avenues
of approach.)
• Terrain limitations to enemy capabilities.
• Obstacle-zone locations.
• Major engagement areas (EAs).
• Unit positions.
• Deep-operation targets and their impact on future operations.
• Rescue-operation parameters.
• Flood-prediction models.
• Water-resources information.
• Mission-planning and -rehearsal data.
(See FM 5-105 for more information on topographic support to Army systems.)
Geospatial information and services (GI&S) support requirements, products,
and capabilities are included in the GI&S annex to each contingency plan
(CONPLAN), operation plan (OPLAN), or operation order (OPORD). Terrain
aspects pertinent to operations will also be found in Appendix 2 to Annex B
(Intelligence) of each plan or order.

FM 5-116
THEATER OVERVIEW FROM THE ENGINEER PERSPECTIVE

The operational art employed within a theater is an orchestration of coherent
movements and battles (real or threatened) that are distributed over time and
space. These operations are characterized by using deep maneuvers and
battles according to a common aim. The physical man-made infrastructure,
coupled with natural terrain and the waterways of an AO, provides the
framework of operational art, facilitating freedom of strategic and operational
movement in a campaign. Clever planning and execution of engineer functions
manipulate that framework to our advantage and are therefore imperatives of
a successful operation.
Figure 1-4 portrays a conceptual theater. Regardless of the size of the
projected force or the maturity of the theater, engineers impact within all
zones. In the rear (the COMMZ), the first mission is the RSO&I. When
soldiers, sailors, airmen, and Marines arrive at the aerial port of debarkation
(APOD), they need a place to sleep, shower, and eat while receiving their
equipment. Other soldiers, sailors, airmen, and marines are responsible for
joining crews with weapons systems to repair the systems that are nonmission
capable on arrival and generally process these units. This requires real estate;
engineers acquire leases for real estate with the USACE contingency real
estate support team (CREST).
Deep opns
Close opns
Rear opns
xxxx
Figure 1-4. Conceptual theater structure

FM 5-116
Depending on the distance/lines-of-communication (LOC) relationships, the

use of an intermediate staging base and the engineer support of that critical
operational node are imperative to extending the operational reach of Army
forces.
Developing a seaport of debarkation (SPOD) to accept the equipment and the
material deployed by the sea may require initial underwater port clearance
and waterfront facility inspection and the expansion of the staging facilities.
Similar inspection, upgrade, or expansion activities may also be required of
the APOD. This construction effort accelerates equipment reception and the
equipping and the organizing of the force for operations.
The Army’s air dimension of early operations requires the immediate
development and construction of rotary-wing aircraft bed-down/operations
facilities. The theater C 2 structure and the protective systems (air-defense
artillery [ADA] and military police [MP]) are employed in the rear and require
protective shelters and bunkers.
The theater-sustainment base with stocks on the ground, coupled with a
transportation network to get those stocks to the operator, resides within the
rear. Training and rehearsals are concurrent activities during ongoing
operations. These combatant-force actions, occurring in the rear, often require
engineer construction of mock-ups, ranges, or similar facilities. Throughout
the operation, many of these functions or the maintenance of these activities
remain a focus of the Army’s EAC engineers.
Engineers may also be called on to assist in repairing damage to SPODs,
APODs, C2 nodes, or other critical assets resulting from missile or bomber
attacks. At the cessation of activities, the redeployment of forces, equipment,
and unused materials steps up the pace of rear operations as the force
prepares for the next contingency.
Constructing facilities and protective measures; establishing the sustainment
base; and acquiring, maintaining, and disposing of real estate are all engineer
missions that contribute to the overall operations within the confines of the
rear. These missions are accomplished with a carefully orchestrated
application of engineer units, construction contracting (perhaps managed by
USACE assets), or HNS agreements.
In the combat zone (CZ), engineers employ tactical assets. In coordination and
concert with division and corps engineers, the ASCC’s staff engineer
anticipates and plans for the combatant commander’s engineer requirements,
to include the forward reinforcement of division and corps units. Temporarily
using EAC assets for specific missions or time frames allows the ASCC the
flexibility to mass engineer assets within the close fight while exercising an
economy of force elsewhere for a short duration.
On a more long-term basis, engineer work lines (EWLs) are negotiated far
forward to facilitate the forward focus of the corps’s engineer assets and to
accomplish the myriad of tasks beyond the corps engineer’s capabilities.
Examples of such tasks are maintaining and/or constructing main supply
routes (MSRs), forward landing strips, or forward-positioned medical
facilities. Control measures (such as EWLs) delineate general responsibilities,
facilitating the EAC engineers’ work within the corps’s area. Using control

FM 5-116
measures frees the corps’s engineer assets to anticipate and support the close
fight while posturing for the offensive momentum that Army doctrine
embraces. EWLs are therefore independent of other boundary control
measures, such as the corps’s rear boundary.
The theater also augments the CZ, assuming responsibility for specific
support on a task basis forward of the EWL. For example, in preparation for a
counterattack and an exploitation of retreating enemy forces, the concept of
operations may include major logistic bases well forward within the CZ to
sustain the momentum of tactical units. Constructing these logistic bases will
consume the corps’s engineer assets and tie them to terrain around these
bases. These tactical assets would better serve the combatant forces through
integration into planning, rehearsals, and combat drills vice sustainment
construction activities.
Deep operations within the CZ have Army-engineer concerns as well. The
engineer focuses on future operations, which are shaped by deep operations,
and on setting the conditions for tactical success. Future close operations of
the land force will traverse and/or occupy this area. Therefore, an engineer
analysis of the key terrain, the trafficability, the infrastructure, and the
obstacles within the area are important considerations.
The obstacles that impact operations may be natural barriers, enemy-
emplaced systems, friendly destroyed LOCs, or interdiction scatterable
minefields emplaced deep to separate echelons or disrupt the sustainment
flow to an enemy’s forward elements. The divisional engineers are focused on
close operations; therefore, these concerns are best addressed by the EAD/
EAC engineers. They are also important advisors/partners in deep-targeting
discussions. With the accuracy of smart munitions, careful selection of targets
can render the desired effects on an enemy.
Engineer participation allows—
• The consideration and the comparison of candidate targets with the
knowledge of repair capabilities.
• A greater perception of the impact of targeting on mobility (both
friendly and enemy) or posthostility activity, regarding the restoration
effort required.
CHARACTERISTICS OF OPERATIONS APPLIED TO ARMY
ENGINEERS
Just as engineering manifests the principles of war, it also embraces the five
essential characteristics of Army-operations doctrine:
• Initiative.
• Agility.
• Depth.
• Orchestration.
• Versatility.

FM 5-116
Initiative sets or changes the terms of an operation by action and implies an

offensive spirit in every endeavor. Theater engineers support the Army’s goal
of battlespace dominance in seizing the initiative. Initiative comes from
understanding the commander’s operational concept. This understanding
allows the engineer to discern what is important, conduct mission analysis,
and weight the efforts in support of the overall objective. Most engineering
tasks take time to be accomplished. Initiative mandates gaining control of the
situation rather than letting the situation control events.
Agility is the ability to act and react faster than an enemy. Digitization and
automation increase agility by enabling engineers to exchange and analyze
critical information quickly. Theater engineers anticipate the requirements for
a mission and initiate preparatory action before their need is often perceived.
Theater-engineer assets are neither quick nor totally self-mobile, so task
organization is important to set the conditions for agility within the AOs.
While theater engineers retain the flexibility to support operations forward in
the CZ, they are postured to support all engineer requirements in the rear of
the theater AOR. This allows the engineer commander to maintain the agility
and meet unforeseen requirements that occur in the fast-paced operational
tempo (OPTEMPO) of modern operations.
Depth is the extension of operations in time, space, resources, and purpose.
Depth is served through simultaneous engineer operations by battlespace
function. Theater engineers add visualization of the battlespace beyond the
ground US forces occupy. They reinforce combat-engineer efforts at the
forward edge of the battle, enhancing survivability, accelerating completion of
countermobility systems, or providing operational mobility. Additionally,
theater engineers support the rear lodgmen t, providing continued
sustainment to all forces within the theater.
Orchestration means to arrange, develop, organize, or combine to achieve a
desired or maximum effect. Theater engineers apply the right mix of forces
using the right degree of control and operating at the right tempo and
intensity level to accomplish the assigned missions. Each of the essential
characteristics are valuable applications to engineer employment; however,
without orchestration, they would only add value to current operations. The
reality of our modern force structure and the competition for strategic lift
capabilities in our force-projection Army limits the availability of engineers
within the AOR. Orchestration of theater engineers as a limited resource sets
the conditions for decisive victory.
Versatility denotes the ability to perform in many roles and environments
while conducting the full range of operations. For example, the engineer
battalion (combat) (heavy) may establish the sustainment base at the
beginning of operations and a month later be engaged in constructing
survivability positions to support a committed corps that is bracing for a
counteroffensive. Stability operations and support operations require a
versatile engineer force. Engineers must be able to transition from
peacekeeping to peace-enforcement operations while simultaneously
providing support operations with the same degree of success according to the
CINC’s priorities and strategies.

Chapter 2
Fundamentals of Theater-Engineer Operations

Great victories of military forces are often attributed to superior firepower,
mobility, or logistics. In actuality, it often is the commander who makes
good decisions and executes these decisions at a superior tempo who leads
his forces to victory. Therefore, victory demands that commanders effectively
link decision making to execution through the concept of C2.
— Fleet Marine Force Manual (FMFM) 3
COMMAND AND CONTROL

Although the C 2 process begins and ends with the commander, the
commanding, decision making, and problem solving that come with it are not
done in isolation. The commander’s staff and subordinates assist in
developing, modifying, and improving courses of action (COAs) and in
developing future COAs for events that are not totally clear.
Engineer commands (ENCOMs) and/or theater brigades will likely command
and control the means by which forces execute the core-engineer functions for
integrating systems. The theater backbone structure, absent in the first
months of Desert Shield, now enters the theater early through the
employment of an incremental deployment strategy. This provides continuity,
the focus of operational issues by appropriately trained units, and allows corps
and division engineers to remain focused on the conduct of operations.
TAILORING AND TASK ORGANIZATION
Commanders are challenged to generate a force that is tailored for current
and anticipated missions, flexible to changing circumstances, and fits the
constraints of lift capabilities in today’s force-projection Army. The factors of
mission, enemy, terrain, troops, time available, and civilian consideration
(METT-TC) drive the initial tailoring of the force. Prioritizing and leveraging
available assets for acceptable degrees of risk guide the commander in
determining the timing, the amount, and the type of units to employ. Engineer
units that make up the architecture of the theater-level engineer force are
diverse, and many possess highly specialized capabilities. (See Appendix A for
the types and missions of these units). Because the demands of any given
operation vary, there is no set structure that comprises the engineer structure,
and a building-block approach that is based on need is used to determine the
ultimate force refinement.
Figure 2-1, page 2-2, is a useful depiction of the multiple engineer
organizations that may comprise the theater-engineer task organization. This
organization meets the needs of all the battlespace functions addressed in
Chapter 1. This mature structure develops incrementally over time during a
Fundamentals of Theater-Engineer Operations 2-1

FM 5-116
contingency response. This concept is addressed more thoroughly in Chapter

3. Examining the notional task organization, however, reveals the inclusion of
Army assets other than traditional deployable units and units outside the
sphere of habitually associated ENCOM units. Appendix A catalogs the
deployable modification table of organization and equipment (MTOE) units
within this structure. Discussed in the following paragraphs are organizations
outside the military deployable units who also contribute to theater-engineer
missions.
FE Team Real USACE

Power estate P&C FWD
CBT HVY HHD CBT HVY HHD CBT HVY
Dump CS Dump CS CSE CSE
Port Pipeline Quarry Well drill HHD LT Dive Util
Util Util MGB AFB Panel
FF Team FF Team
Figure 2-1. Notional theater-engineer structure
US ARMY CORPS OF ENGINEERS

A contract-construction agent (CCA) designated by the DOD manages and
orchestrates defense-oriented construction activities overseas. This worldwide
presence is divided between the USACE and the Naval Facilities Engineering
Command (NAVFAC). The CCA is usually familiar with construction
standards, materials, and contract providers within the AOR through their
daily operation (before the events leading to a contingency response). Within
the Army’s AOR, the USACE provides the following support to the ASCC and
engineer units with facilities-engineering responsibilities:
2-2 Fundamentals of Theater-Engineer Operations

FM 5-116
• Design and construction services.

• Construction and services contracts administration.
The theater’s USACE (forward) commander may support the ENCOM, other
commanders within the ASCC, and other service components. (See Appendix
B for a more detailed description of USACE.) The USACE forward element’s
missions include—
• Planning and designing theater facilities for contract or troop
construction.
• Providing engineer technical expertise (such as force protection, cold-
weather effects, water detection, flood prediction, and topography) to
support units in the field and providing engineer solutions for
operational requirements.
• Managing the contract-construction program.
• Ensuring quality assurance (QA) for contract construction and troop
construction, if requested.
• Planning for and acquiring real estate.
• Providing contract-construction management/oversight.
• Serving as the administrative contracting officer (ACO) for the
Logistical Civil Augmentation Program (LOGCAP) construction and
the contracting officer’s representative (COR) for QA.
• Providing environmental technical support and managing contractor-
executed hazardous and toxic-waste cleanup and environmental
restoration missions.
• Ensuring that users of the Theater Construction Management System
(TCMS) have technical support.
• Managing and accounting for all appropriated military-construction
(MILCON) and international-construction support funds provided for
construction execution in the theater.
• Providing a USACE liaison to the ENCOM staff and other supported
or coordinating command staffs.
FACILITIES ENGINEER (FE) TEAM
An FE team is a reserve table of distribution and allowances (TDA) unit. In
times of national emergency and contingency operations, it may mobilize and
deploy to be attached to the senior engineer HQ, a group or higher engineer
organization, or an area support group (ASG). As part of a large and diverse
FE TDA unit, the team can be task-organized to fit a specific mission before
deployment. The team has no organic communication, transportation, or
defensive equipment.
The ASCC has overall responsibility for real-property maintenance activities
(RPMA). A principal RPMA function in a TO is the operation, the repair, and
the maintenance of facilities and utilities occupied by Army forces and other
service-component units. The FE team is uniquely suited for this mission. It is
a part of the FE TDA. The team is a nationwide reserve organization with the

FM 5-116
mission of assessing and managing the upkeep of the physical plant of our
reserve facilities and mobilization base. The FE TDA is comprised of small
highly skilled teams that can be easily task-organized to manage FE missions.
Environmental considerations and mitigation have become increasingly
relevant to US force-projection operations throughout the world in recent
years. The team is particularly equipped to aid and advise the ASCC on
Environmental Compliance and Assessment System (ECAS) issues as they
relate to current and future operations. The team’s skills, originally
envisioned for use only within the US during partial or full mobilization, has
been used repeatedly during contingency responses. The team was deployed to
Saudi Arabia during Desert Shield, and others have been used in Somalia
(Operation Continued Hope), Haiti (Operation Uphold Democracy), and
Bosnia (Operation Joint Endeavor). The team is normally attached to ASGs
and has a coordination relationship with the ENCOM.
COMBAT ENGINEERS WITHIN THE THEATER STRUCTURE
The use of combat-engineer units and bridge assets are depicted in the
notional structure because of their utility and purpose beyond the needs of the
maneuver elements, see Figure 2-1, page 2-2. These highly mobile, offensive
US force-projection units will span great distances in an area from the entry
points of the COMMZ to the forward edge of friendly forces.
The theater-engineer structure assumes responsibility for forward areas as
the corps structure moves forward in the offense. The battlespace is expected
to be an engineer challenge due to unexploded ordnance, mines, and damaged
road networks. Combat-engineer units have immense utility within the
theater-engineer task organization. Task organizing combat-engineer units
with theater-engineer units increases the survivability of forward EAC
engineer workforces and improves mobility throughout the theater AOR. The
combat engineers’ skill proficiency in demolitions and mine clearing reinforces
the EAC engineers’ military occupational specialties for construction.
Likewise, the engineer bridge specialists’ unique equipment and skills,
organic to bridge units, are required to rapidly expand tactical bridging to a
more permanent gap-crossing site that is capable of transiting sustained two-
way traffic. When other services, such as the Marine Corps, require Army
engineer augmentation, combat engineers may be assigned to the theater
engineer for C2 to provide engineer support in a joint operation. To perform M/
CM/S and general engineering within the environment described above,
bridging units and mechanized and wheeled combat battalions are task-
organized within the theater-engineer structure.
All missions may not require the inclusion of these combat elements, bridge
assets, or TDA units. The makeup of the task organization will vary based on
the METT-TC. Task organization for the operational-engineer structure is
situational dependent. The notional task organization depicted in Figure 2-1
illustrates that the applicable “building blocks” are not limited to the
customary EAC-type units.
ENGINEER COORDINATION
Engineer coordination in modern contingencies is as axiomatic as coordination
between maneuver elements, whose coordination (left to right and higher to

FM 5-116
lower) enhances the probability of success, synchronization, and mass at the

decisive moment and precludes fratricide. The earlier reference to an initial
limited engineer-force structure within the AOR is overcome through the
effectiveness of coordination. Just as the operator establishes maneuver
graphics, boundaries, axes of advance, and fire-support coordination lines to
control fires and maneuver, the engineer employs standards, prioritizes the
effort, establishes EWLs, and employs obstacle-free zones. Some of these
coordination measures are put forth by the CINC and the joint-force
commander; others are established by the ASCC and the joint-force land-
component commander.
The CINC’s, joint-force commander’s, and ASCC’s ability to influence the
battle with engineer assets may be managed through operating a theater
contingency engineering management (TCEM) or a regional contingency
engineering management (RCEM) cell. The composition and the procedures of
the TCEM and the RCEM cells are governed by the respective geographic
CINCs. These cells are augmented to the staffs they support and do not form
an engineer-command stovepipe. The TCEM and the RCEM cells apply the
commander’s intent, merge engineer-support requirements, and orchestrate
resources by—
• Establishing priorities and policy for theater Class IV (A and B)
stockage levels.
• Establishing theater distribution protocols that are consistent with
construction priorities.
• Monitoring and recommending the allocation and use of construction
assets against priority operational requirements and recommending
taskings for engineer assets.
• Developing construction standards and priorities.
• Providing input to the Joint Civil-Military Engineering Board
(JCMEB).
STANDARDS
Established construction standards and policies guide engineer operations
and are generally stated within the OPORD. These standards and policies
provide for allocating limited resources to accomplish the most vital tasks and
direct the priority and the level of effort to be expended. Engineer materials
and services support the operator as well as the logistician. Mounting or
conflicting demands on engineer resources must be resolved to ensure that the
greatest use is gained. For example digging assets have multiple uses
throughout the AOs. They can be used to—
• Enhance sustainment and the QOL in rear areas.
• Improve survivability of forward elements.
• Contribute to countermobility activities.
A principal tool that is available to the engineer is the Civil-Engineering
Support Plan (CESP). For more information on the CESP, see Chapter 5 and
Appendix C. Generally, facility requirements within a contingency are needed
for a short duration and, therefore, are satisfied (in priority) by—

FM 5-116
• Obtaining maximum use of existing facilities (controlled by the US/

HN).
• Modifying existing facilities rather than constructing new ones.
• Leasing facilities.
• Constructing new facilities.
Using an appropriate balance of US engineer troop units and contractors,
Army forces that are deployed to developed areas capitalize on an established
infrastructure and maximize the use of existing facilities. The construction
effort is focused on facility modification and battle-damage repair, making
maximum use of the HN’s available manpower, equipment, and materials.
Army forces deployed to lesser-developed and undeveloped operational areas
rely more on the construction of new austere facilities. The construction effort
at first is focused on initial standard (up to 6 months expected use) or
temporary standard (up to 24 months expected use) construction and battle-
damage repair. As the operation extends over time, these standards may not
be adequate for the level of QOL the commander deems appropriate for his
soldiers. Whatever the standard, HNS is sought, but it may be less available
than in developed areas. In all theaters, a prudent mix of troops, direct
contracts, and LOGCAP contractors accomplish theater construction and/or
repair requirements in the most efficient means available. Only through this
mix can the engineer overcome shortfalls in resources while maintaining the
support level required by all forces deployed in theater.
PRIORITIES
Engineer work requirements throughout the operational area normally exceed
capabilities. The CINC routinely establishes a broad priority system within
his OPORD (usually in Appendix 5 of Annex D in the OPORD). This priority
system assists in applying resources across all services against only those
tasks that are most critical to success. The following list provides a framework
for assessing the priority of required engineer support in broad terms:
• High loss of life or combat defeat.
• Degraded combat effectiveness or increased vulnerability on the
battlefield.
• Degraded critical then noncritical combat service support (CSS).
These broad priorities are often inadequate to address specific projects that
compete for resources. Frequently, these instances impact on more than one
service either through the consumption of limited Class IV materials or the
allocation of a limited construction element. Adjudication occurs within the
TCEM cell for cases of broad theater consequence or the RCEM cell for cases
of a more local nature. These cells are augmented to the CINC’s staff
engineers and almost always have joint membership.
REPORTS
Accurate and timely engineer reports from subordinate units to the senior
engineer and the ASCC are critical to the Army engineers’ ability to inform
and advise the ASCC on engineer status and issues. This routine feedback

FM 5-116
mechanism allows the commander and his staff the visibility of current
operations as they monitor activities. This in turn gives the engineer and his
staff a way to anticipate needs and validate current plans and future engineer
efforts. A thorough awareness of the activity level, unit locations, equipment,
material, and personnel status provide the basis for the commander’s
decisions on—
• Task organization.
• Mission allocation.
• Viability of future operational COAs.
• Time-phased force-deployment data adjustments.
The reporting times, the frequency, and the format will be specified within the
OPORDs or the standing operating procedures (SOPs) for the units involved.
Avoid generating reporting requirements that distract from the unit’s mission
capability or exceed their staffing capability. If the reports serve multiple
purposes and HQ, duplicating information in varied formats would be
minimized. The TCMS software fielded for all Army engineer battalions
(combat) (heavy), groups, brigades, and ENCOMs has imbedded reports
formats that could—
• Standardize reporting.
• Draw from management data assembled for mission execution.
• Benefit the reporting unit by decreasing the generation of reports for
the higher HQ.
Obstacle and minefield reporting are engineer coordination measures with
grave consequences if not recorded and communicated properly. The land-
component commander by joint doctrine is the command repository for all
minefield data. The need for a single clearing house for these reports is
paramount to engineer units, maneuver elements, and logisticians operating
within the theater. As units cross boundaries or push forward into enemy
territory, friendly reinforcing obstacles must be known. Scatterable
minefields, whether emplaced by the Air Force (Gator), Army aviation (air
Volcano), artillery (area-denial artillery munition [ADAM], remote antiarmor
mine [RAAM], and wide-area mine [WAM]), or combat engineers (Volcano or
Modular Pack Mine System [MOPMS]), have variable self-destruct times and
reliability that will affect operations.
At the time of publication, the US’s use of antipersonnel land mines is being
changed according to presidential guidance and the fiscal year (FY) 98 DOD
Authorization Bill. As friendly elements report enemy or friendly emplaced
systems, the ASCC’s staff engineer is the clearing house for this information.
This single repository becomes the authoritative source on obstacle status and
is a principal guard against fratricide. The ASCC’s staff engineer is assessable
by all services that anticipate ground operations in affected areas. He
possesses the visibility and/or connectivity to other services to ensure
maintenance of the most complete, reliable database on obstacles.

FM 5-116
ENGINEER SUPPORT CONCEPTS

Each committed corps will have an organic corps engineer brigade. The ASCC
equips the corps brigade with sufficient combat and general-engineering
assets to maintain operations for the requirements within the corps area.
These requirements include—
• Integration into the combined-arms maneuver team.
• Survivability of assigned assets.
• General-engineering operations, such as construction support to the
division support commands (DISCOMs) and the corps support
commands (COSCOMs).
Some construction effort will be expended through expanding—
• Combat trails to divisional- and corps-level MSRs.
• Support to attack aviation bed down.
• Support to forward-area refueling points (FARPs).
Just as the ASCC desires the combatant corps’s attention to be focused on
matters oriented forward, engineers also maintain theater support and
reinforce Army missions as far forward as practical to focus combat engineers
on tactical support to combatant commanders.
THEATER SUPPORT BASE
The CSS units’ ability to conduct RSO&I, sustain operations, and move and/or
shelter combat and CS forces depends on adequate, responsive engineer
support. The number and the type of engineer-support units depend on the—
• Size of the support base required.
• HN infrastructure and the support available.
• Mission.
• Availability of existing engineer support brought to the TO and other
services.
• Perceived threat in the rear area.
• Duration of the operation.
Figure 2-2 displays the typical command and support relationships between
the engineer elements and their supported Army sustainment providers.
Although the theater support command (TSC) requires extensive general-
engineering support, the operating systems that provide this support are
shared by both the combat and support channels. The ASCC, through the
eng ineer chain o f command , o rche strates eng in eer sup port for all
stakeholders. Depicted in Figure 2-2 are the management/coordination cells
within the theater that establish priorities and standards. The TCEM
arranges theater-wide standards while the RCEM states the priorities
relevant to a smaller geographic region.

FM 5-116
CINC Legend
Command
TCEM/
OPCON
RCEM
Coordination
ASCC
USACE
ENCOM TSC
forward Senior Army
engineer commander
Engineer TAACOM
brigade First subordinate (or TSC)
engineer commander
Engineer
ASG
group Second subordinate
engineer commander
Engineer
Base
unit
Figure 2-2. Theater-engineer support relationships (Army only)
Within the theater’s rear area, Army engineer units provide—

• Topographic support to the theater at large.
• Real estate acquisition and management.
• RPMA support.
• Electric-power generation/distribution.
• Troop construction and repair.
• Contract-construction support.
• Environmental engineering support.
• Transportation engineering support.
• Underwater-port construction and repair.
• Underwater-port obstacle clearance or salvage.
TOPOGRAPHIC SUPPORT
The EAC’s topographic-engineer battalion is the ASCC’s topographic asset.
The battalion commander is the theater’s topographic engineer. The battalion
can conduct topographic operations from the home station or a split-based or
deployed environment. The battalion—
• Analyzes the terrain—
— To plan for the intelligence preparation of the battlespace (IPB),
tactical-decision aids, and sustainment and rescue operations.

FM 5-116
— To plan and estimate for M/CM/S and general-engineering

missions.
• Updates existing maps and digital topographic data.
• Establishes geodetic survey controls in the operational area.
• Manages, updates, and reproduces digital terrain information.
The topographic battalion is tailored to meet the requirements of the
particular operational area. This unit supplements and enhances the National
Imagery and Mapping Agency (NIMA) effort by compiling data from various
sources into special-purpose topographic products such as—
• Digital topographic data for C2 and mission planning and rehearsals.

• Image-based map substitutes.
• Terrain-analysis information (trafficability, line of sight, cover,
concealment, route analysis, hydrological data, and obstacles).
• Geodetic survey data for precise positioning and targeting of weapons.
• Map overprints
• Map revisions.
• Model and simulation databases.
REAL ESTATE SUPPORT
The USACE forward element, through its real estate component, provides
technical real estate guidance and advice to the ASCC. It recommends real
estate policies and operational procedures. The element acquires, manages,
disposes of, administers payment for rent and damages of, handles claims for,
and prepares records and reports for the real estate used within the theater.
The USACE, through the CREST, may also exercise staff supervision over the
real estate operations of the Army’s real estate detachments and routinely
provides real estate support to other US services. Real estate planning must
be initiated in the preparatory phases of a campaign by a planning group
because of the significant role it plays in the initial RSO&I, particularly in
less developed theaters. The ASCC’s staff engineer participates in all planning
activities. After hostilities cease, real estate requirements for the
reconstruction period should also be considered.
Outside the active CZ, real estate is normally acquired by lease or HN
agreements, and all transactions are documented thoroughly under the
applicable provisions of theater directives. Large tracts of real estate are
required for—
• Airfields and railheads.
• Port operations.
• Reception areas.
• Staging areas.
• Training and maneuver areas.

FM 5-116
• Pipelines.
• In-theater recreation and reconstitution areas.
• Storage locations.
• Chemical decontamination sites.
• HQ installations.
Accommodations for displaced civilians and enemy prisoners of war (EPWs)
are often suited to leased facilities within the COMMZ. Some of this property
may be highly developed and may have considerable value to the HN
corporate or civilian population. Procedures must be followed to provide the
property required while ensuring that the legal rights of owners and the US
government are protected. Environmental baseline surveys must be
conducted before US personnel occupy any property.
RPMA REQUIREMENTS
The ASCC has the overall responsibility for the RPMA. The theater Army
area command (TAACOM) (or TSC), through the FE teams (assigned to the
ASGs), normally provides the needed RPMA support, using engineer units
(attached to or in general support [GS] of the ASGs) to provide the engineer-
specific services. These services include—
• Facilities and utilities repair and maintenance.
• Fire prevention and protection.
• Refuse disposal (landfill operations as opposed to refuse collection,
which is an ASG responsibility).
Tailoring engineer units to support the ASGs is based on the expected RPMA
workload. As logistics bases are established, the RPMA requirements are
normally met with the assigned or attached assets of the ASG or other
logistics organizations. As the bases mature and the RPMA requirements
exceed these capabilities, the requirements are forwarded to the supporting
engineer group for execution according to theater priorities. RPMA support is
required for all Army facilities within the AOs, which includes leased
facilities, unless HNS is available for them. The FE team is ideally suited as
an RPMA manager within large HN-provided or -leased facilities equipped
with heating, ventilation, and air conditioning (HVAC) and utility systems
typical to commercial buildings and complexes. The FE team—
• Provides C2 of a base directorate of public works (DPW) organization

with augmented assets.
• Inspects facilities and systems.
• Prepares the scope of work and provides limited design services and
contract administration for RPMA support.
• Provides staff support for a full spectrum of FE services to Army units
requiring technical support.

FM 5-116
• Coordinates engineer-support requirements and passes them on to

supporting engineer teams, an engineer group in GS, a contracted
RPMA engineering service, or HNS personnel.
Except for the specialized teams assigned to the ASG, the engineer group in
GS to the ASG has control of all engineer units in its assigned area. The
ENCOM can also administer real-property maintenance on a centralized basis
as the need arises in task organizing engineer assets and weighting the main
effort.
Once the capabilities of the ASG are exceeded, a DPW should be established.
At this point, the base has under its control extensive facilities, possibly
including HN-provided or -leased permanent buildings with complex utility,
HVAC, solid-waste, housing-management, and other systems that provide life
support and mission support.
The DPW organization must be tailored to the specific base RPMA needs from
a variety of assets. The FE team should serve as the nucleus of the DPW
organization. The team must be supplemented with HNS, USACE-contracted
assets, and engineer units such as utility detachments, fire-fighting
detachments, and others. The DPW can be assigned to the ASG or to a
centralized RPMA organization under direct control of the theater
commander.
ELECTRICAL POWER SOURCES
The technologically advanced systems employed within the TOs place
demands on electrical power sources that existing facilities within the HN
may not be able to accommodate. Many nations have electrical distribution
systems that—
• May provide unreliable power with voltage fluctuations.
• May not be capable of meeting our power demands.
• Require step-down transformers.
• Are not compatible with normal US equipment.
To meet power needs, the prime-power battalion has the ability to generate
and distribute utility-grade electrical power as well as provide expertise on all
electrical and distribution systems. This is a superior alternative to multiple
tactical generators that were designed for very different applications. Prime-
power units meet the demands of large command, control, communications,
computers, and intelligence (C4I) networks, such as the ASCC HQ and its
multiple major subordinate commands (MSCs). These C4I nodes are typified
by large power demands for extensive communications and automation
systems. Remote base camps of significant density or those made up with
force-provider packages use prime-power assets to reliably source electrical
requirements.
TROOP CONSTRUCTION
For the greatest efficiency and increased responsiveness, the ENCOM
operates on the principle of decentralized execution of the theater’s
construction program. Although progress is monitored within the ENCOM,

FM 5-116
decentralization requires that work requests enter the system at the lowest
possible level. Within the theater-support base, alignment along area-support
boundaries provides established conduits through the ASG. If the ASG cannot
accomplish the work with its organic assets, it prioritizes the requests and
provides them to the supporting engineer group. When the work cannot be
done at this level, the engineer group enters the requests into a construction
and repair backlog and passes them to the engineer brigade for resolution.
Troop-construction tasks come as construction directives. Appendixes D and E
show sample formats for a construction directive and a construction SOP.
The civil-affairs teams receive HN requests for US engineer support and pass
them to the engineer group for execution. The engineer group enters these
requests into its workload according to established theater priorities. Other
component services submit work requests directly to the engineer brigade
supporting the geographical area where the construction is required. The
engineer brigade prioritizes these requests and provides them to the engineer
group who supports the area requiring the work. When the work cannot be
done, the ENCOM is advised through the reporting procedures so it can
resolve the problem.
The ENCOM may receive work that is required in support of the theater’s
base-development plan (BDP) through coordination with the TAACOM or the
TSC. The ENCOM also receives work generated at the CINC or the ASCC
level based on plans for future operations. The ENCOM prioritizes the work
and passes it to the appropriate engineer brigade for accomplishment. It may
also redistribute backlog work to other engineer brigades that are not fully
committed. This two-way flow of backlog work and taskings identifies the
required workload to each level of the organization. The engineer group can do
objective scheduling according to theater priorities. Only an exceptional case
needs to be referred to the higher HQ; for example, to settle a question of
priority. Figure 2-3, page 2-14, is a flow diagram that summarizes these
procedures. The TCEM/RCEM cells will most likely be involved with
prioritization during the early days of any operation.
CONTRACT-CONSTRUCTION AGENT
The CCA oversees construction and other contracting services that are
available through the USACE, the NAVFAC, or the Air Force regional civil
engineers’ (AFRCE) CCAs, depending on the theater’s location. CCAs will
maintain control of the contractor’s operations. Each service component has
its own geographic AO; however, in any one area, only one CCA is designated.
The DOD has assigned regional contract-construction capabilities as follows:
• The USACE has Northeast and Central Asia, Central and Northern
Europe, North and South America, the Middle East, and Northeast
Africa.
• The NAVFAC has the Iberian Peninsula, the South Pacific, the
Caribbean, Antarctica, Southeast Asia, the Mediterranean Basin, and
the Horn of Africa.
• The AFRCE has the United Kingdom (UK).

CINC
directives
Army Other service

FM 5-116
requirements theater
Other service requirements
requirements
HNS COMMZ
requirements requirements
CZ
Directives requirements
Priorities
Engr Engr ASCC/ CINC
ASG ENCOM
gp bde
RCEM TCEM
ASG
Regional
backlog
backlog
No

Troop
No No No Yes
In
base HN Troop vs Troops Mission
HN
cluster contract avail complete
Yes Yes Yes Contract
Mission
Mission LOGPAC Mission
complete
complete or direct complete
ASG No
engr spt
avail
Yes Mission
complete
Mission
complete
Figure 2-3. Flow of construction request

FM 5-116
The CCAs will establish contract-management offices in support of force-

projection operations. They will be deployed as early as possible to initiate the
necessary contracting operations.
Army engineers routinely support other component services, HNs, and
coalition partners as well. The Air Force, for example, plans on Army support
for air-base damage repair to quickly generate sorties after an attack. The
Marines have limited engineer-construction capabilities and rely on Army
support if they will be engaged in an operation for any extended period of
time. Joint engineer doctrine addresses these applications specifically;
however, the fundamentals discussed within this manual apply to any
engineer mission regardless of the supported unit.
SUPPORT TO COMBAT OPERATIONS
Army engineer support spans more than the theater-sustainment base.
Maneuver elements receive limited organic engineer support. The theater
support relationships are not traditionally direct support (DS) or GS roles
because the senior engineer must maintain greater flexibility in assigning
operational missions and redirecting assets while providing consistent C2.
Nevertheless, these Army engineers can and do support the combat engineers
in accomplishing missions through activities within the CZ. Control measures,
such as EWLs, delineate work zones and are positioned as far forward as
practical for the respective level of engineer effort. This line between the
combatant Army engineers is coordinated with the ASCC’s staff engineer, the
corps’s engineer brigade, and the ENCOM to meet the operational and tactical
needs. Coordinated EWLs ensure the most effective and efficient use of all
engineer assets within the theater.
To facilitate the forward focus of the corps’s engineer assets and to accomplish
the myriad of tasks beyond the corps engineer’s capabilities, Army-level
engineers frequently work within the corps’s area. All engineer missions
behind the EWL delineating corps- and Army-level engineers are the
responsibility of the Army engineer. Such missions include MSR maintenance
and construction requirements for support facilities (hospitals and airfield
matting for rotary aviation operations and bed down). This frees the corps’s
and the division’s engineer assets from missions that draw their attention
rearward.
Forward-placed EWLs posture the operational assets for continuing missions
that would be otherwise handed off as the corps moves forward. Therefore,
EWLs are independent of other boundary control measures (such as the
corps’s rear boundary), allowing division- and corps-level engineers to
concentrate on forward efforts that are critical to the close fight. Finally, the
theater augments all of its corps by assuming responsibility for specific
support on a task basis forward to the specified EWL, again releasing the
corps’s construction units to engage in activities far forward and of immediate
concern to the corps commander. Examples of such projects are constructing
forward log bases and repairing war-damaged airfields or EPW/dislocated
civilian camps in anticipation of the rapid advances of the forward elements.

FM 5-116
Very specific operational support occurs at transition periods of current

operations. Transitioning from the offense to the defense requires rapid
employment of engineers in the following areas:
• Survivability emplacements for ADA.
• Primary and alternate positions for artillery.
• Survivability emplacements for C4I.
• Linear obstacle emplacements (tank ditches).
Transitioning from the defense to the offense has similar engineer
requirements, such as—
• Expanding tactical breaches of obstacle systems.
• Positioning ammunition supply points (ASPs) forward.
• Establishing FARPs.
• Preparing areas for forward logistics bases.
• Assuming missions previously worked by divisional engineers.
• Upgrading combat trails to supply routes.
• Adjusting obstacle controls and allocations, as required.
After successful river-crossing operations, division and corps engineers are
focused forward on the far-shore objectives that drove the river crossing. They
need not be tied to the river at their rear—again handover to Army-level
engineers to expand the bridgehead will proceed the shift of the corps’s rear
boundary.

Chapter 3
Theater Development
Initially, the Central Command (CENTCOM) CINC and staff determined
that Operation Desert Shield was to be sustained in the theater by the
premise of "minimum essential" support from troop units and maximum
support from HN and contracting sources. The 20th Engineer Brigade’s
(Corps) (Airborne) commander initially served as the theater engineer, in
addition to commanding engineer support to the forward fight. Fortunately,
the Iraqi advance halted at the Saudi border, otherwise the XVIII Airborne
Corps engineer commander would have been focused on the close fight vice
the mission he assumed to provide theater troop bed down and logistic
base-construction support.
The CINC made decisions not to deploy theater-engineer construction units,
initially, because of their large strategic lift requirements and the
prevailing attitude within the CENTCOM and Third US Army leadership
(who believed that support facilities, and by inference engineers were not
critical to Army operations). During the initial stages of Operation Desert
Shield, it became quickly apparent that HNS and contracting would not be
able to handle the massive amount of construction needed to logistically
sustain and move forces in theater. The 20th Brigade, the USACE’s Middle
East Area Project Office (MEAPO), and the Third US Army’s engineer
staffs were not adequately staffed to control increasing theater-engineer
requirements. The 416th ENCOM was mobilized and deployed to serve as
the theater engineer.
— Major General (MG) Robert B. Flowers
BASIC THEATER PRINCIPLES

Today’s force-projection Army creates challenges in all theaters (developed
and underdeveloped). This includes those—
• With a permanent forward presence.
• With a limited presence (perhaps through training exercises).
• With no presence at all before the contingency.
The above perspective is not taken from obscure history; it is taken from
recent experience that has shaped the way we approach contingency
responses. Engineer doctrine as expressed in this manual, FM 5-100, and
others is a reflection of lessons learned. Theater development occurs as
appropriate organizations deploy to meet the needs of the mission without
creating undue risk to the soldiers or the mission.
Theater Development 3-1

FM 5-116
The foundations of basic theater development come from theory, history, and
experience. The Army’s requirement to project ground forces to anywhere in
the world shaped current engineer concepts for the patterns of operations.
From a strategic perspective, the patterns of conflict that we have experienced
since about 1989 will likely continue into the 21st century. We expect to be
involved—normally as part of a multinational force—in large-scale combat
contingencies such as the Persian Gulf Conflict, 1990 to 1991; foreign
humanitarian assistance efforts such as Operation Sea Angel in Bangladesh,
1991; peace operations such as those in Bosnia and Haiti; and various other
types of operations requiring US military engineer capability.
The theater-development principles are incremental deployment, split-based
operations, and mobilization of the Reserve Components (RC). Engineer units
must be part of the initial or early deploying forces that enter the AOs and the
last to leave the contingency area. Engineers will operate dispersed over the
extended battlespace. They will be required to operate at all levels from
tactical to strategic. Engineers rely on split-based operations to obtain current
technical data or mission planning and execution from CONUS- and other
COMMZ-based engineer organizations. Access to and involvement of the RC
engineer units and soldiers will be essential whenever division formations
deploy for extended periods. With about three-quarters of the engineer force in
the RC, highly capable, rapidly deployable RC engineer units must be
mobilized and inserted early in the time-phased force-deployment list.
INCREMENTAL DEPLOYMENT
The force-projection Army's first major challenge in a crisis response is
mobilizing and deploying into the theater. This is particularly true for
engineers whose force structure is largely made up from the RC forces. Also
factored into the mobilization process is the availability of space on the
military strategic sea lift and airlift and the Civil Reserve Air Fleet (CRAF).
Experience shows that the incremental deployment of individual engineer
units meets the needs within the AOR with appropriate expertise and
readiness from within the force-projection Army. This modular building of the
theater support acknowledges the profound competition for available lift
capabilities. The immediate needs within the AOR vary with each contingency
operation. The functions that the theater HQ provides will be required in the
early stages of any contingency operation. However, large C 2 organizations
will not be needed entirely within the first 15 days of any contingency
operation.
Deploying the well-trained, identifiable increments of the theater command
early provides its expertise and oversight from the beginning of operations.
Such a deployment strategy allows the tactical commander to plan and
remain focused on his mission. Likewise, incremental deployment minimizes
the footprint of theater command units when sea-lift and airlift capabilities
are in great demand and troop-support capabilities within the AOR are
limited. As the theater matures, follow-on lift capabilities will be allocated to
larger increments of the theater’s assets, increasing their capabilities in
theater. This allows sea-lift and airlift capabilities to be appropriately
allocated to the proper forces throughout theater development.
3-2 Theater Development

FM 5-116
The two ENCOMs in the Army’s force structure have early deploying cells.
The cells’ makeup differs between the two commands; however, there are
common characteristics in nearly all early deploying incremental cells.
The cells—
• Have a well-defined structure versus an ad hoc organization.
(Derivative unit-identification codes (UICs) aid in the time-phased
force-deployment-data (TPFDD) development and access during
contingencies.)
• Are made up of active, Active Guard Reserve (AGR), and M-day
soldiers.
• Are represented by several (but not all) staff elements of the main
command post (CP).
• Require significant communications assets to meet mission demands
within the AOR in the absence of the main CP, yet leverage the
resources of the main CP.
• Have a full-time forward element that is the nucleus (most familiar
with the AOR, the agencies involved in the crisis action, and the
circumstances and responses that led to the current crisis).
• Conduct specific collective team training during peacetime exercises
with early deploying cells from other MSCs.
These common characteristics, regardless of the specific makeup of the
derivative cell, equip it to meet the initial needs within the theater. Those
initial needs are predominantly centered on the RSO&I of the projected force.
As the theater increases both in physical terrain (which US forces occupy or
operate within) and in the number and the makeup of forces, the demands for
the theater functions also escalate. At some point, the theater requirements
will surpass the capabilities of this initial cell. Consequently, among the
implied tasks for these derivative elements is to assess the AOR needs and
make recommendations on the makeup and timing of the follow-on flow to
meet the engineer-function needs successfully. This includes recommendations
for the subsequent modular building of the theater-engineer C2 package.
The next package may be the entire ENCOM or, more likely, a significant
element that provides—
• Greater in-theater capabilities.
• Additional services.
• Increased C2 for the operational structure assembling within the

AOR.
• More capability to operate at multiple locations within the AOR.
Lift constraints are still anticipated at the timing of this second increment;
however, mission demands will exceed the capabilities of the first deployed
package, and an increased theater presence will be required. The number and
deployment sequencing of follow-on incremental “modules” is METT-TC
driven. However, the governing principle is to achieve an adequate capability-

FM 5-116
based theater structure within the limits of lift capabilities and the theater
footprint.
Before executing incremental deployment, the availability of materials within
the AOR must be considered. Class IV is fundamental to construction
missions. In general terms, construction materials are available everywhere.
Developed theaters typically have more resources within the country from
which to draw. Theaters with a permanent presence are also more likely to
have at least some initial stocks pre-positioned within the theater to meet the
initial needs. However, from a contingency perspective, the right Class IV or
the needed quantities or quality of Class IV may not be locally available. In
the crisis planning phase, the mission analysis should address the local and
regional availability of the Class IV that is needed to meet mission
requirements.
Local sources of gravel and sand need to be identified. The HN’s known
requirements for construction materials need to be considered (if US demands
for construction materials exceed supply, the local economy may experience
hyperinflation). Materials procured from other countries in the region may be
delivered using regional transportation assets. Class IV procured in CONUS
for overseas delivery will compete for space on US military sea lift, which may
be scarce. Therefore, engineer planners must consider and plan for acquiring
and delivering the necessary construction materials from sources within or as
close to the AOR as possible. This will save on costs and assure delivery to
meet project time tables.
SPLIT-BASED OPERATIONS
Split-based operations are associated with both inter- and intratheater
operations from multiple locations. Deploying the derivative elements places
theater assets into the AOR early to establish the theater backbone and
initiate theater missions. Because the numbers are purposely held small,
these derivative elements have moderate capabilities. Intertheater split-based
operations overcome these shortfalls by leveraging the knowledge and the
production base of the CONUS HQ, thereby magnifying the support within
the AOR. For example, the Army engineer cell in theater defines engineer
missions in concert with the commander’s scheme of maneuver or support. By
using tele-presence engineering (tele-engineering), the engineer on the ground
can access detailed engineer expertise and technical advice from a variety of
CONUS/outside continental US (OCONUS) sources to resolve engineering
missions that are outside the scope of the in-theater engineers’ capabilities.
These sources can—
• Assist with construction design and drawings that exceed the in-
theater staff ’s capabilities.
• Research alternate solutions and propose COAs to—
— Meet mission needs.
— Locate viable equipment and material sources outside the
immediate AOR without the constraints or the limitations of in-
theater communications networks.
— Access CONUS-based suppliers.

FM 5-116
— Coordinate with deploying units before they depart CONUS.

• Assist in planning while the smaller in-county element is engaged in
execution.
The essence of intertheater split-based operations is an increased value-added
support with a relatively low cost in lift capabilities and the footprint within
the AOR. If the crux of intertheater split-based operations is leveraged
support, then the maxim for success is adequate communications with the
CONUS support base to transmit voice and data. Communications is key to
all split-based operations but particularly crucial when the theater cells are
small.
The concept of intratheater split-based operations is age-old and rooted in our
doctrinal approach regardless of the battlespace function. Maneuver elements,
for example, have multiple CPs to control ongoing operations. The following
are titles for the different C2 nodes that have unique capabilities and focus:
• Jump tactical operations center (TOC).
• Tactical CP.
• Main CP.
• Rear CP.
The C 2 structure of the engineers mirrors a number of these control
headquarters (HQ), enabling the engineer to best support the operation
through collocation with the supported HQ elements. As the theater matures
and the numbers of these separate command nodes expand, so do the
requirements for the senior engineer HQ to operate multiple CPs. The
ENCOM will operate intratheater split-based operations with the ASCC’s
rear, main, and forward HQ CPs to support rear, close, and deep operations.
MOBILIZATION OF THE RC
As stated previously, about three-quarters of the engineer-force structure is
RC forces; some specialty units are only among the RC. For example, the
ENCOMs and theater-engineer brigades participate only through accessing
the RC. This is not unique to these HQ or engineers; mobilizing the RC is
universally understood and a common practice for any operation. In the last
decade, RC forces have participated in every contingency response, such as—
• Operations Desert Shield/Storm.
• Restore and Continued Hope.
• Uphold Democracy.
• Joint Endeavor.
As a result, a Presidential Selective Reserve Call-Up (PSRC) is included in
standing OPLANs as a necessary assumption and condition for success.
Inherent to intertheater split-based operations is the requirement for partial
or full mobilization of HQ commands for duty at the home station. The subtle
distinction between mobilization and deployment is often missed. However, it

FM 5-116
is critical to mobilize a sufficient home-station force to support the deployed

members of the HQ for split-based operations.
CONUS-based support requirements are substantial in support of the initial
deploying cells. Without partial mobilization of the RC HQ at the home
station, that support cannot be given. A significant portion of these RC units’
full-time support staff (either active duty or AGR soldiers assigned in support
of full-time, day-to-day unit operations) make up the initial deployment cell.
The requirements to backfill their missions and to increase the stay-behind
staff to provide responsive, thorough, and competent replies to AOR requests
cannot be overstated. This multidisciplined HQ element (remaining at the
home station)—
• Provides engineer expertise and design.
• Researches and solves problems.
• Increases the planning capability that directly supports the soldiers in
the AOR.
• Prepares or assists engineer units preparing to deploy.
• Prepares to deploy itself.
An alternative to mobilizing units would be to authorize temporary tours of
active duty (TTAD) for volunteers who would perform this crucial support to
missions in the AOR from the home station. The drawback to this alternative
is the availability of the right people in the right numbers to accomplish the
mission. The RC soldiers may be willing to serve, however; without
mobilization, they may be unable to disengage from civilian employment
commitments.

Chapter 4
Joint, Multinational, and Interagency

Engineering Operations
When a team takes to the field, individual specialists come together to
achieve a team win. All players try to do their very best because every other
player, the team, and the home town are counting on them to win. So it is
when the Armed Forces of the US go to war. We must win every time. Every
soldier must take the battlefield believing his or her unit is the best in the
world. Every pilot must take off believing there is no better in the sky. Every
sailor standing watch must believe their is no better ship at sea. Every
marine must hit the beach believing there is no better infantrymen in the
world. But they must all believe that they are a part of a team, a joint team,
that fights together to win. This is our history, this is our tradition, this is
our future.
— General Colin L. Powell,
Retired Chairman, Joint Chiefs of Staff
OVERVIEW
General Shalikashvili, former Chairman, Joint Chiefs of Staff, echoes these
opening remarks in Joint Publication (JP) 1, “...the concepts and principles
found in joint doctrine have been implemented and validated during major
operations and deployments in Somalia, Rwanda, Haiti, and Kuwait, each
skillfully executed by armed forces of our great nation. The enduring theme—
joint warfare is team warfare.” Beyond joint warfare, future operations will be
multinational and include interagencies inside and outside the government
structure. This is particularly true as our military force has been significantly
drawn down in size and corresponding capability. The consequence of smaller
components in the armed forces and the reduced overall total for the military
structure is sharing the responsibility and the execution of war-fighting,
stability, and support operations globally. Joint engineer capabilities are
discussed in FM 5-100, Chapter 4. This chapter elaborates on those
discussions and expounds on the fundamental actions that arise from the
team effort of joint, multinational, and interagency engineer activities.
JOINT CAPABILITIES
Discussions of the joint units’ capabilities and missions are relevant within
Army doctrine because of the team approach to war fighting and the units’
conduct within stability operations and support operations. Army units have
and will continue to participate in joint response to crises around the world.
For example, the Third US Army and each corps has been trained to act as a
nucleus for a joint task force (JTF) HQ. The HQ is augmented with Marine,
Joint, Multinational, and Interagency Engineering Operations 4-1

FM 5-116
Navy, Air Force and interagency civilians who address component schemes
unfamiliar to these Army staffs. Besides directing joint engineer operations in
a small contingency as a JTF, Army engineers will be engaged in joint
operations with missions and roles affected by other component activities. FM
5-100, Chapter 4, describes the missions and the organizations of component
engineer forces such as the—
• Navy Seabees.
• Air Force Prime base engineer emergency force (BEEF); Prime
readiness in base support (RIBS); and rapid, engineer-deployable,
heavy, operational repair squadron (RED HORSE).
• Marine combat-engineer battalion.
Table 4-1 is a summary of the equipment that is available within these units.
The table is arranged in a format that allows general comparison of the
equipment.
TOPOGRAPHIC SUPPORT
Joint topographic operations include liaison with and support from the NIMA
and operations with the US Marine Corps (USMC). These operations will
come out of normal engineer channels as the USMC’s topographic platoons are
intelligence forces. The GI&S officer at the CINC or JTF level may work in the
Intelligence Directorate (J2), Operations Directorate (J3), or even the
Logistics Directorate (J4).
Multinational topographic operations may come out of normal engineer
channels as topographic functions; however, in other countries, they are
handled by the intelligence and field-artillery communities as well as the
engineers’.
Interagency topographic operations in support of natural disasters and
emergencies within the US will include coordination with the US Geological
Survey (USGS) as well as the NIMA and the Federal Emergency Management
Agency (FEMA). FM 5-105 describes topographic operations in more detail.
JOINT BOARDS
A joint staff often convenes boards to manage activities and ensure the
visibility of all issues. These boards allow concerns to be raised and considered
before policy implementation. The CINC’s J4 or his engineer may convene
these boards before deployment, if appropriate, to establish the standards and
provide the guidance to components during their mission analysis and during
deployment preparations. Often, this will not be possible as the joint staff, or
the contingency JTF staff, will be assembled and deployed along with the
component forces in a rapid fashion. Nevertheless, the nature of these boards
dictates assembling at the earliest possible time. Based on the scope of the
mission, the engineer may choose to convene the following boards to facilitate
establishing policy and executing his responsibilities:
• Joint Facilities Utilization Board (JFUB).
• JCMEB.
• Joint Environmental Management Board (JEMB).
4-2 Joint, Multinational, and Interagency Engineering Operations

FM 5-116
Table 4-1. Construction equipment summary

Army Air Force Navy USMC
Cbt Cbt RED
Equipment Abn CSC CSE Seabee CEB
Hvy (W) HORSE
Road grader, > size 5 9 9 9 6
Road grader, < size 5 5 6 7
Dozer, > D7 21 12 3 6 2 6 20
Dozer, < D7 15 4 2 3
Front-end loader, > 2.5 cu yd 2 5 3
Front-end loader, < 2.5 cu yd 6 9 4 6 10 8
Backhoe or SEE* 6 18 18 6 3 2 *
Trencher 1 2 *
Scraper 12 9 6 2 8 6
Dump truck, > 10 ton 9 8 20 12 16
Dump truck, < 10 ton 30 54 32 9 34
Line maintenance truck 1 1 1
HEMMT/TPU fuel truck 9 3 3 1 3 3 4
Tractor Truck 28 12 15 7 6 4 1 8
Low-bed semitrailer 22 12 15 6 6 8 13 8
Rock drill 2 1 *
Well driller 1 1
10-K AT forklift 3 2 1 3 3 8
Concrete mixer truck 1 2
8-cu-yd mobile concrete
3 1 1 3
mixer
Asphalt paver 2 2 1
Bituminous distribution truck 2 1
Asphalt mix plant 1
Water distributor truck 6 3 3 1 3 2 6 7
Crane 5 2 3 3 3 1 4 10
Vibratory roller 3 3 3 3 3 3 4
Pneumatic roller 5 3 2
Steel-wheeled roller 1 4
Sheepsfoot roller 3 3 3 3
Towed sweeper 1 2
Rock crusher/screen 1
*Small emplacement excavator (SEE) tractor attachments.
NOTES:
1. Air Force Prime BEEF units are individually tailored to meet the needs of the assigned bases. Their
equipment is not structured.
2. A metric conversion chart is included in Appendix F.

FM 5-116
JOINT FACILITIES UTILIZATION BOARD

This board evaluates and reconciles component requirements for real estate,
the use of existing facilities, interservice support, and construction when
conflicting or competing requirements materialize. The board meets to resolve
these issues and to coordinate with the JCMEB to achieve its priorities. The
CINC’s engineer-facilities section, with assistance from other selected JFUB
members, handles most of the JFUB’s work and issues as routine staff actions.
The JFUB provides administrative support and functions as the executive
agent for the tasking of the JCMEB.
The JFUB’s composition varies depending on the nature of the contingency
and the forces, the organizations, and the agencies involved. The board is
activated on the order of the joint-force commander and chaired by the J4. Its
members may consist of any required special staff (for example, legal and civil
affairs).
JOINT CIVIL-MILITARY ENGINEERING BOARD
This temporary board provides joint input on establishing policies, procedures,
priorities, and the overall direction of the civil-military construction and
engineering requirements within the assigned joint operations area (JOA).
The standards and the priorities derived from this board and approved by the
CINC, or his designated representative, express to components the policy of
the command, providing uniformity and conservation of limited resources. The
JCMEB settles all issues referred to it by the JFUB.
The JCMEB’s composition varies depending on the nature of the contingency
and the forces, the organizations, and the agencies involved. The CINC/joint-
force commander establishes the board with personnel from the component
commands and the DOD agencies or activities that are in support of the CINC.
JOINT ENVIRONMENTAL MANAGEMENT BOARD
This is a temporary board that the joint-force commander or his designee may
activate. The JEMB establishes policies, procedures, priorities, and the overall
direction for the environmental-management requirements in the theater.
This is done according to the overseas baseline environmental guidance and/or
the final governing standards in effect for the countries within the JOA. If
appropriate, the board may assume responsibility for preparing the
environmental-management support plan.
The JEMB’s composition varies depending on the nature of the contingency
and the forces, the organizations, and the agencies involved. The board is
established by the CINC/joint-force commander and is staffed by personnel
from the component commands and the DOD agencies with real property and/
or environmental responsibilities in the AOR.
Beyond chairing the previously mentioned boards, the CINC’s staff engineer
will likely seek representation on the following boards or organizations to
express engineer concerns:
• Joint Transportation Board (JTB).
• Joint Material Management Office (JMMO).
• Joint Targeting Coordination Board (JTCB).

FM 5-116
• Operations Planning Group (OPG).

• Joint Civil-Military Coordination Board (JCMB).
• Joint Intelligence Center (JIC).
• Joint Operations Center (JOC).
In addition to these standing boards, a contingency engineering-management
organization may also be formed. The mission of these boards is to arbitrate
and establish policy decisions for the joint HQ on matters with
multicomponent interest. The CINC may form a TCEM cell that is structured
and staffed to support his concept of operations. This cell augments the
CINC’s engineer staff by—
• Supporting engineer-plan development.
• Analyzing the commander’s intent.
• Developing joint policy guidance for construction.
• Reviewing HNS agreements.
• Reviewing construction priorities and requirements.
• Monitoring the status of the theater’s engineering forces.
Supporting a TCEM cell, or sometimes in lieu of a TCEM cell, the CINC may
establish an RCEM cell and/or a JTF contingency engineering-management
(JTFCEM) cell, depending on the conditions. Service components with
operational forces in the theater will be expected to assign personnel to the
TCEM cell as augmentees to the joint staff, adding service-specific expertise
and facilitating coordination.
MULTINATIONAL UNITS AND ORGANIZATIONS
When military operations are considered, the US seeks to develop coalitions
as preferable to unilateral operations. The operation in the Dominican
Republic in 1965, for example, was under the aegis of the Organization of
American States (OAS). More recently, Operations Provide Comfort (Northern
Iraq) and Joint Endeavor (Bosnia) included a coalition of forces from other
nations as well as the US, which was under the sponsorship of the United
Nations (UN). The US may participate in a US-led coalition such as Operation
Restore Hope (Somalia) or a non-US-led coalition such as Operation Able
Sentry (former Yugoslav Republic of Macedonia). The agencies involved in
each of these operations are both consumers and possible resources of
engineer activity.
Army engineer units may be subordinate to, collocated and working alongside,
or directing engineer activities and providing oversight or support for the
missions assigned to these organizations. The engineer force’s effectiveness to
operate within the varied framework surrounding a collective international
enterprise can be greatly enhanced by respecting the multinational partners;
their construction and engineering techniques; and their ideas, culture,
religion, and customs. Equally important and parallel to operating within a
US-only joint environment is understanding the unit’s or organization’s
capabilities and training. This understanding ensures the assignment of

FM 5-116
appropriate missions and avoids the risk of offending national honor or

prestige by allocating unsuitable tasks to partners in the multinational
endeavor.
UN OPERATIONS
UN-sponsored operations normally employ a force under a single commander.
The force commander is appointed by the Secretary General of the UN with
the consent of the UN Security Council. The force commander reports either to
a special representative of the secretary-general (chief administrative officer
[CAO]) or directly to the secretary-general. While the force commander
conducts day-to-day operations with a fairly wide discretionary authority, he
refers all policy matters to the special representative (CAO) or the secretary-
general for resolution. The CAO not only establishes policy, but he can also
control the resources and funding expenditures within a given operation.
The US commander retains command over all assigned US forces. The US
chain of command runs from the national command authority (NCA), through
the CINC, to the lowest commander in the field. This chain of command is
national policy. The OPCON over US military forces by other agencies may be
negotiated and exercised subject to prior approval by the NCA. The degree of
OPCON exercised over US forces must be coordinated and agreed upon by the
multinational-force commander and the CINC in accord with the NCA
criterion. The US commander is therefore responsible for mission success to
the UN-force commander as well as the theater CINC.
NON-UN ORGANIZATIONS
Although the US is more likely to undertake involvement in multinational
operations with the UN, a number of regional organizations may perform this
leadership function. The following are a few of those organizations:
• North Atlantic Treaty Organization (NATO).
• Organization of African Unity.
• OAS.
• Organization for Security and Cooperation in Europe (OSCE).
The UN may designate one of these regional organizations, with a greater
vested interest and appreciation for the forces at work in a given region, as its
operational agent to exercise control. Each of these organizations will have
different operational concepts and organizational procedures. The US forces
are familiar with some of these concepts and procedures, such as NATO’s.
However, there are others that they are not familiar with.
MULTINATIONAL TROOP UNITS
The engineer types that are available from deployed national armies are
generally a mix of combat and/or construction engineers formed into company-
and battalion-sized units. The training and experience levels and equipment
fielding varies with these units. National engineers from Britain, Canada, and
Australia have been involved in numerous missions outside their territorial
boundaries. The political impact is important to understand. When the
German engineers deployed into Somalia in 1992, it took a national legislative
amendment to their constitution to allow them to participate in operations off

FM 5-116
German soil. This was their first experience in multinational efforts outside of
NATO. Smaller countries will have more regional bounds on their
involvement, and their experience will be correspondingly narrow. However,
they are also more likely to be attuned to the special circumstances that are
relevant to the AO.
NONGOVERNMENTAL ORGANIZATIONS (NGOs) AND PRIVATE
VOLUNTARY ORGANIZATIONS (PVOs)
Like operations with the UN or its operating agents, relationships with
international and domestic NGOs and PVOs must be established through
negotiation. Most agreements are made at the strategic level (unified
command); however, the operational commander may have some latitude
delegated to him. All agreements normally have serious legal restrictions on
using military personnel and equipment. Some of these agencies may have
unique and significant engineer capabilities and intelligence that could be
used as a part of the overall operational concept. These capabilities may be a
useful source of Class IV material, not only for the agency’s own projects, but
as a negotiated barter for services rendered in support of its mission. More
often than not, however, these agencies and organizations may request
extensive engineer support for their activities and programs. As these
organizations play an important part in the CINC’s achievement of strategic
objectives, their demands should not be ignored but must be coordinated.
Therefore, it is critical that an effective engineer liaison be established and
maintained with the force HQ civil-military operations center (CMOC).
INTERAGENCY OPERATIONS
Interagency operations greatly expand the scope and capabilities of any given
response team because of the wide variety of expertise and funding resources
that can be tapped to perform functions during a crisis response. This is true
whether the response is international or is within the territorial confines of
the US and its protectorates and territories. Not only do interagency
operations increase the resources engaged in any given operation, they also
significantly increase and complicate the coordination necessary to achieve
victory and generate mechanisms that reduce efficiency as organizations work
at cro ss pu rp os es. T he SO P s, the re po rt f ormats, the i nf ormati on
requirements, and the intermediate goals and perceptions of each of these
organizations vary greatly. Therefore, coordination and a clear understanding
of the commander’s intent are absolutely crucial when arranging operational
efforts involving multiple interagency organizations. The following are some
of the interagency organizations that could be involved:
• FEMA.
• Environmental Protection Agency (EPA).
• Drug Enforcement Administration (DEA).
• National Oceanic and Atmospheric Administration (NOAA).
• USGS.
• Public-health service.
• Civil air patrol.

FM 5-116
• Department of Agriculture.
• Department of State.
• Office of Foreign Disaster Assistance (OFDA).
• Department of the Interior/Fish and Wildlife Agency.
• General Accounting Office (GAO).
USACE FORWARD ELEMENT
The USACE has worldwide operations, activities, and responsibilities that
enable it to respond quickly and more effectively during the initial stages of a
crisis because of its forward-deployed field offices. As a major Army command
(MACOM), the USACE has trained rapidly deploying cells to meet mission
requirements. The USACE forward element (may be a district command or a
subdistrict organization) will be tailored to meet the anticipated needs (see
Appendix B for a more detailed discussion). Within this element, there can
be—
• A technical staff (with all the engineer disciplines).
• Contract constructing agents and project/program managers.
• Quality-assurance representatives (QARs) to monitor contract-
construction progress and specification compliance.
• CREST elements.
• Specialized scientists and engineers from USACE laboratories and
centers of expertise.
The element’s makeup is situational dependent and not only varies from crisis
to crisis, but also has the flexibility to vary with time in any given crisis. The
deployed USACE organization may be assigned to the ASCC and in turn,
placed under the control of the most senior ENCOM in theater. Regardless of
the C 2 relationship, the USACE forward element retains technical and
support channels to the division or the district with the responsibility for the
crisis region. This split-based operation allows leveraged support from the
CONUS outside the immediate crisis area and greatly increases the
capabilities of the element. It may use liaison/action teams (forward corps, Air
Force) that are collocated with customer activities. These teams have
significant or special demands that require on-location USACE site
representation, particularly in a geographically extended theater. Regardless
of the mix or the employment strategy, this element of professional expertise
is extremely valuable within the TO (particularly in the RSO&I) because of its
long-standing association with area vendors and its accessibility in the
theater before significant troop units arrive.
DEFENSE SECURITY ASSISTANCE AGENCY (DSAA)
The DSAA directs, administers, and supervises the execution of security
assistance programs. This involves providing guidance to—
• Military services.
• Unified commands.

FM 5-116
• In-country security-assistance officers in their efforts to assist foreign

governments in obtaining US equipment, training, and other defense-
related services authorized by the Foreign Assistance Act, as
amended.
An operational-engineer application that may be coordinated through this
agency is training foreign government personnel in demining operations. The
US does not engage in demining operations as a matter of policy. The US does
conduct clearing operations out of operational necessity for the safe operation
of US activities within a region. In many foreign countries, mines litter the
countryside from years of civil conflict. The US engineers, under the auspices
of the DSAA, may provide technical training to assist a government in
eliminating the mine threat to their population.
FEDERAL EMERGENCY MANAGEMENT AGENCY
The FEMA is the federal government’s emergency coordinating agency within
the US. Its major responsibilities include—
• Continuity of government and civil-defense activities.
• Prioritization of resources in a national emergency.
• Coordination of the federal government assistance to state and local
governments under the Federal Response Plan (FRP) in presidentially
declared disasters.
• Coordination of the federal component of consequence management in
technological disasters or terrorist events.
The FEM A is the le ad ag ency fo r co ord ina ting fe d eral eme rg e ncy
management activities for disasters. Under the FRP, the FEMA may request
support from the DOD to provide assistance to state and local governments or
assistance to other federal agencies that are providing assistance to state and
local governments. The FEMA will coordinate activities for state and local
governments but has no authority over them.
HN INTERFACE
In a forward-deployed theater, the ASCC (in conjunction with the other
component commanders, the CINC, the allies, and the HNs) identifies
wartime facility and construction requirements for the Army as part of the
deliberate war-planning effort. Doctrinal construction requirements for the
ASCC may be identified using the planning module in the TCMS. Subsequent
analyses further refine construction requirements and provide a basis for—
• Force structuring.
• Procurement.
• Leasing provisions and establishing HN agreements.
The product of these analyses is the CESP. The goal is to reach HNS
agreements in peacetime to provide as many as possible of the facilities that
are needed within the theater. Advance planning and the commitment of
resources by the HNs reduce the lift requirements that are needed early to
support the RSO&I and allow force-projection assets to be concentrated on C2

FM 5-116
and engagement systems. Engineering support from the HN usually involves

providing—
• Land.
• Facilities.
• Construction support.
• Manpower.
• Equipment.
• Materials.
• Services.
• Hazardous-waste disposal.
It is highly desirable to secure written agreements with the HNs on support
items to foster an understanding of the assistance levels and increase the
likelihood of fulfillment upon execution.
REAL ESTATE
Real estate authorities throughout the world have been assigned to
components along similar lines corresponding to the designation of DOD
construction agents (DOD Instruction [DODI] 4270.5). Within regions
designated to the Army, the USACE establishes policies for the acquisition,
the maintenance, and the disposal of real estate. This includes both leased
and rent-free facilities. Real estate teams may be assigned to each ASG or
centrally controlled at the senior engineer HQ. These teams coordinate with
HN agencies and private owners for acquiring and disposing of real estate and
the terms of lease agreements.
Real estate planning and surveys must be initiated as campaign plans are
developed to ensure that timely and adequate facilities are provided to sustain
the combat force. Local HN officials can help identify available facilities or
land that meets military requirements. Thorough documentation of lease
agreements, property conditions at the time of the lease (to include
environmental baseline survey data) and expectations of property conditions
at the termination of the lease are crucial to expedite a fair and amiable
conclusion of lease activities. Civil-affairs and real estate personnel may be
required to work through HN governments to settle agreements with property
owners. Real estate acquisition is more difficult in contingency operations due
to the lack of preparations to identify probable sources and confirm legal
ownership. Real estate is required for—
• Air bases.
• Base camps.
• Medical and logistics complexes.
• Training sites.
• Quarry and borrow sites.
• Trailer transfer points.

FM 5-116
• Traffic control points.

Property is generally acquired by requisition, with all transactions
documented thoroughly under the provisions of the CINC’s directives.
Procedures will be used that provide the property required for missions while
protecting the property owner’s legal rights. Using facilities that are provided
by the host government or a host agency rent free require the same legal
responsibilities during use as the facilities leased from private owners. Real
estate policies and procedures are discussed in more detail in FM 5-104.
SUPPORT
Wartime HNS agreements in forward-presence theaters (Europe and Korea)
have been negotiated to provide HN construction support, such as facility
modifications, LOC maintenance and repair, and utility services. In Southwest
Asia, the agreements are less formal and lack the practiced application that
accompanies the full-time presence of US forces in Europe and Korea.
However, these agreements are no less critical to mission success in the event
of an MTW in this region. Such HNS is used whenever possible to free US
engineer units for critical missions where HNS alternatives are not viable.
Support agreements are negotiated in peacetime on an asset basis. Assets
may be facilities, contracts, or equipment. Again, this support is particularly
critical during the initial stages of a contingency when RSO&I requirements
are high and engineer assets are limited.
Pre-positioning equipment within the region reduces the US response time
into a particular theater by allowing military forces to deploy by air and fall in
on war stocks within the region. These pre-positioning locations are a critical
element of our force-projection national strategy and represent a significant
contribution of HNS. The HN’s commitment for space, facilities, services, and
utility support for these complexes are a demonstration of the HN’s interface
with US forces and the partnering the US and the UN share in the defense
and stability within the region. Beyond direct HNS, other support may be
available from allied nations directly or indirectly involved in the crisis. Other
nations sympathetic to the cause may be limited in their direct participation
because of constitutional limitations or political sensitivities. However, these
nations may provide nonlethal equipment or monies much like the Japanese
provided during the Gulf War.
During a conflict, the HN may provide construction organizations to repair or
construct facilities, usually within the rear area. Construction materials such
as portland cement, asphalt, aggregate, timber, steel, and contract labor may
also be available. HN assets may be available for local security and for
transporting construction materials and equipment. Third country nationals
(TCNs) may also be available (either requested through the HN or through
direct contact with the nationals) to support engineer activities within the
rear areas. Engineer reconnaissance and assessment teams that are engaged
in deliberate planning during peacetime or dispatched early in contingency
operations are the key to identifying and accessing available HN assets.

Chapter 5
Operational Planning
To a conscientious commander, time is the most vital factor in planning. By
proper foresight and correct preliminary action, he knows he can conserve
the most precious elements he controls, the lives of his men. So he thinks
ahead as far as he can. He keeps his tactical plan simple. He tries to
eliminate as many variable factors as he is able. He has a first hand look at
as much of the ground as circumstances render assessable to him. He
checks each task in the plan with the man to whom he plans to assign it.
— General Matthew B. Ridgeway
(Korean War)
PLANNING CHALLENGES
The challenges of planning successful engineer missions within diverse
theaters are vast and varied. Sound operational planning and execution are
vital to the success of deployed forces.
As General Ridgeway pointed out, planning saves lives. It also—
• Shapes the forces that respond to a contingency.
• Drives the timing and the quantities of equipment and supplies that
forces use to execute the missions.
• Forecasts the missions that engineer commanders will have to
accomplish.
Understanding how the engineers effect each of the operating systems equips
the planner with the background to form his plan of engineer actions. The
significant role of the engineer within multiple elements of the Battlefield
Operating System was discussed in previous chapters. This universal
application of engineers within all operating systems is crucial at all levels.
OPERATIONAL MOVEMENT AND MANEUVER
Operational movement and maneuver is the disposition of forces to create a
decisive impact on the conduct of a campaign or major operation. The
commander achieves this decisive impact by securing the operational
advantages of position before battle and/or by exploiting tactical success to
achieve operational results. Engineers—
• Enhance the mobility of friendly forces while they degrade the
mobility of enemy forces. This in turn allows friendly forces to achieve
dominant maneuver and press the advantage and thereby dominate
key terrain.
Operational Planning 5-1

FM 5-116
• Help friendly forces maneuver while delaying, turning, disrupting, or

fixing enemy formations.
• Provide terrain-visualization products that enhance operational
movement and maneuver. This allows commanders to determine what
is operationally significant terrain at the earliest opportunity.
OPERATIONAL FIREPOWER
Operational firepower refers to a commander’s application of nonlethal and
lethal firepower to achieve a decisive impact on the conduct of a campaign or
major operation. Operational fires are joint and potentially multinational
activities and are a vital component of any operational plan. Engineers—
• Provide input concerning possible targets for engagement.
• Assess the effects of target execution by evaluating the level of
disruption, delay, or neutralization to the enemy’s operational
mobility.
• Evaluate the surrounding terrain characteristics and the friendly
force’s capabilities to overcome the effects of an executed target during
future operations.
To illustrate this concept, engineers might be advised to use complementary
fires to destroy a critical enemy bridge through the synchronized employment
of Gator scatterable mines and tactical air (TACAIR). Engineers could destroy
a single bridge span that exceeds the enemy’s rapid bridging capabilities
knowing that US forces could still cross by emplacing a single Wolverine
(heavy assault bridge [HAB]) during future operations. Targeting the span
produces the desired result on the enemy’s maneuver; however, it reduces
friendly effort during future operations.
OPERATIONAL PROTECTION
Operational protection conserves the fighting potential of a force so that it can
be applied at the decisive time and place. Operational protection includes
actions taken to counter the enemy’s firepower and maneuver by making
soldiers, systems, and operational formations difficult to detect, strike, and
destroy. Engineers—
• Provide advice and support in camouflage.
• Track minefields and unexploded ordnance concentrations.
• Incorporate force-protection considerations into current and future
project designs.
• Perform geospatial analyses to assess the friendly force’s
vulnerabilities and the enemy’s capabilities.
OPERATIONAL C2
Operational C2 is the exercise of authority and direction by a commander to
accomplish operational objectives. Operational C2 focuses efforts, establishes
limits, and provides structure to operational functions. Commanders perform
operational C 2 activities through planning, directing, coordinating, and
controlling the forces that conduct campaigns and major operations to
5-2 Operational Planning

FM 5-116
accomplish the mission. Engineers receive, analyze, and translate information

into a usable form. Engineers—
• Retain, display, track, and disseminate the information to
subordinates, lateral organizations, and higher HQ with an eye on
how the execution contributes to major operations.
• Support the commander’s planning process with the engineer estimate
and the COA development.
• Continuously evaluate the information received through reports or
personal observation and make adjustments to the tasks assigned (or
planned) to forces engaged in the operations in support of long-range
objectives.
• Directly control (through the ASCC) activities by issuing orders,
establishing and coordinating control measures (such as EWLs), and
allocating resources.
Engineer commanders establish the focus and the priorities for subordinate
units as they execute their mission in support of the operational commander’s
scheme of maneuver.
OPERATIONAL INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE
Operational intelligence, surveillance, and reconnaissance are required for
planning and conducting major operations within a TO. Engineers,
particularly through theater topographic assets, significantly aid in
battlespace visualization, which leads to identifying and locating operational
centers of gravity (both friendly and enemy) and war-fighting priority
intelligence requirements (PIR). Analyzing topographic features, the nature
and characteristics of the TO, and the creation/dissemination of special
products allow operational planners to—
• Develop maneuver operations.
• Select high-payoff targets.
• Acquire precise information on deep targets.
• Facilitate the operational battle command.
OPERATIONAL SUPPORT
Operational support consists of logistics and other support activities that are
required to support the force during campaigns and major operations within a
TO. Engineers—
• Provide the physical plant for logistics sustainment operations, such
as—
— Bed down of troops and equipment.
— Logistics bases to stockpile and distribute all classes of theater
supplies.
— Transportation and distribution networks that link the strategic
and operational sustainment base to the CSS elements.

FM 5-116
— Administrative facilities for operational planners to coordinate

theater campaigns.
• Provide, in conjunction with MP and counterintelligence (CI)/human
intelligence (HUMINT) teams, advice on rear-area force protection.
• Provide advice on how to distribute critical Class IV items.
• Recommend the necessary stock levels of critical Class IV items.
• Analyze local materials for suitability within the theater.
• Provide environmental security management.
• Develop terrain-visualization support tools that optimize stability
operations and support operations. These include maps, simulations,
digital data sets, and tactical decision aids.
From this operational battlespace blueprint, engineer planners use three tools
to formulate and plan engineer responses in support of the operational war
fighter. These tools are the Joint Engineer Planning and Execution System
(JEPES), the CESP, and the engineer annex to an OPLAN (see Figure 5-1).
The systematic, deliberate approach to engineer planning is as follows:
• Collecting and sorting data.
• Analyzing data, prioritizing requirements, and making decisions.
• Assembling and disseminating the plan to the affected HQ at all
echelons.
ENGINEER-SUPPORT PLANNING PROCESS
The engineer-support planning process consists of the following interrelated
activities:
• Engineer facilities study. The study is derived from the JEPES
computer model, which analyzes data. The study is used to develop a
CESP and becomes part of Tab C of the engineer annex to an OPLAN.
• CESP. The CESP is a documented analysis of engineer capabilities in
support of the OPLAN. The results of the CESP are used to prepare
the engineer annex to the OPLAN.
• Engineer annex. The annex to the OPLAN is prepared using the
results from the engineer facilities study and the CESP. The annex
provides instructions for executing the engineer part of the OPLAN.
ENGINEER FACILITIES STUDY
According to JP 5-03.2, the CINC’s engineer planners use the JEPES
computer model to prepare estimates of theater-level wartime engineer
requirements for the following items in support of an OPLAN:
• Facilities.
• Engineer man-hours.
• CESP.
• Engineer annex.

FM 5-116
JEPES
JEPES
TPFDD model
output data
Engineer
annex to model
OPLAN
(Tabs A-I)
eer
Engin s
t ie
Facili
Study X
NX
OPLA
CESP X
NX
OPLA
Tab A - Construction standards

Tab B - Definitions
Tab C - Engineer facility study
Tab D - Engineer responsibilities
Tab E - Engineer intelligence
Tab F - Real estate
Tab G - Bridging
Tab H - Fire protection
Tab I - Engineer organizations
Figure 5-1. Engineer-support planning
The primary purpose of JEPES is to assist the CINC and service-component

engineer planners in determining whether the OPLAN–
• Provides the correct amount of engineer capability at the right place.
• Is timed correctly to support deploying forces according to the
theater’s OPLAN.
The JEPES model is one of several tools the commander has at his disposal to
assess the validity and the accuracy of an engineer plan. The JEPES data,
along with the engineer analysis and command guidance, provides a
commander with another means to check the supportability of the engineer
plan for a specific OPLAN.

FM 5-116
In deliberate planning, the CINC includes a CESP within the logistics annex
of the OPLAN. Independent of the CINC’s plan, the Army’s service-component
engineers routinely develop their service plan as a means of detailed,
deliberate planning.
The TPFDD is the primary driver of the JEPES model. The JEPES model
extracts information such as the unit type, the destination location, the
arrival time, and the population from the TPFDD. Given this input, the
J EP E S mo d e l e s t i ma t e s c o n s t ru ct i o n ma n - h o u r a n d f a c il i t y - t y p e
requirements to support the bed down of US forces deploying into a theater.
The JEPES model also computes estimates on the US engineer assets (man-
hours) that are available to meet the estimated requirements. The JEPES
model provides Class IV output in the form of long- and short-ton totals. The
results from the analyzed JEPES data are gross estimates that are used in the
deliberate planning process for analyzing COAs for engineer support to the
OPLAN. Because of the integral relationships between the JEPES model, the
OPLAN, and the TPFDD for a theater, the JEPES does not readily lend itself
to crisis planning in theaters where an existing OPLAN and the TPFDD have
not been prepared.
The JEPES-model algorithms are based primarily on support facilities
necessary for the RSO&I of all inbound forces. The JEPES model calculates
facility requirements for a unit’s final destination on the TPFDD but does not
compute other engineer missions and support requirements within the
theater. Aspects of the estimate that are not automatically calculated by the
JEPES model are–
• Construction, maintenance, and repairs of MSRs.
• Construction of forward logistics bases and EPW and displaced
persons camps.
• Survivability of command, control, and communications (C3) nodes.

• Construction, expansion, or maintenance of port activities.
• Support of logistics over the shore (LOTS).
• Construction of attack aviation strips, theater ammunition storage
points, and fuel pipelines.
• Support to tactical elements in M/CM/S.
The JEPES model has a capability for manually inputting specific
requirements such as EPW camps, petroleum, oils, and lubricants (POL)
pipelines, MSR construction, and other requirements specified or implied from
the mission analysis and planning guidance. This data is entered into a users
inp u t f ile t hat the JEP ES mod el co mbines with the othe r TPF DD
requirements.
The output from the JEPES model is a gross estimate reflecting US engineer
capabilities as depicted by the TPFDD. The accuracy and reliability of the
information generated by the JEPES model is directly affected by the
following:
• Accuracy of the unit data on the TPFDD.

FM 5-116
• Level of accuracy of the assets in the JOA.

• Level of specificity on the TPFDD.
• Assumptions for HN-provided facilities.
The product of the JEPES output analysis is the engineer facilities study.
Engineer planners at the CINC and component levels use this study to
prepare their CESP and the engineer annex to the OPLAN. The study also
becomes Tab C of the engineer annex. Figure 5-2 illustrates the modeling
process.
1. Computer model (JEPES)

(-) (-) (=)
Generate Subtract Subtract Unsatisfied
Deploying facility existing engineering facility
troops requirements facilities capability requirements
TPFDD US assets HN engineers

HN assets Contracted engineers
Leased assets US engineers
2. Engineer analysis
Engineer
Adjust facilities
for on-site study
variance (Tab C)
Figure 5-2. Methodology
CIVIL-ENGINEERING SUPPORT PLAN

The CESP is the primary planning document in which the engineer staff
considers the minimum-essential facilities and the construction capabilities
that are needed to support the commitment of military forces. When
developing the CESP, the engineer staff should consider the following data:
• Engineer facilities study.
• Engineer intelligence of the theater.
• HN capabilities and HNS agreements.
• Construction contracting capabilities.
• Mission of other US and allied forces.
• War-damage estimates.

FM 5-116
• Facility engineering responsibilities.

• Logistics support plans.
• Subordinate units.
• Any other aspect of the operation that impacts on general-engineering
support.
In deliberate planning, the CINC includes the CESP within the logistics
annex of the OPLAN. Independent of the CINC’s plan, the Army’s service-
component engineers routinely develop their service plan as a means of
detailed, deliberate planning. The CESP differs from the engineer facility
study by taking into consideration other planning aspects that the JEPES
model was not designed to estimate. The CESP usually addresses the
following engineer aspects in addition to JEPES data:
• Information on available resources, facilities, and characteristics
with in th e reg ion re lev ant to th e co ns tru ction missio n and
construction capabilities.
• Restrictions imposed on the use of bases and installations.
• Major construction resources and their allocation.
• Future construction standards to be used as the theater matures.
• Responsibility for construction management among components.
• Responsibility for determining the facility’s use in light of competing
requirements from the components.
• Priorities at different phases during the conflict.
• Provisions for withdrawal, such as base denial and the movement of
residual assets and stored critical Class IV supplies.
• CCA missions and responsibilities and their relationship to engineer
assets.
• Engineer support guidance and agreements for support commands
and the ASG.
• Class IV construction-materials availability.
Supported by the JEPES-data analysis or other studies, the CESP states the
priorities, the programs, and the general policy when seeking general-
engineering support. The format for the CESP is governed by the Chairman of
the Joint Chiefs of Staff Manual (CJCSM) 3122.03. A sample format is
reproduced in Appendix C. The CESP is used in preparing the engineer annex
to the OPLAN.
ENGINEER ANNEX
The engineer annex is the principal means for the engineer to state his intent;
the concept of operations; and coordinating instructions to subordinate,
supporting, and supported commanders.
The engineer annex is far more than an end product of planning; it is an
integrated and incremental procedure that closes the planning process.

FM 5-116
Producing the annex organizes thoughts and forces a careful review of the
engineer tasks, the required coordination, and the allocation of resources to
meet the commander’s intent. As the task organization is developed, a review
of the span of control ensures mission clarity and simplifies mission
dissemination.
Unit resources, materials, and time are considered when assigning tasks.
Unity of effort and continuity of support are considerations in determining
what resources will be assigned to which missions. The suitability of logistics
support for the plan is determined, and adjustments are made to best equip
the forces with the means for mission success.
An integral component of the deliberate decision-making process is the
production of the annex. The annex is a product that clarifies the plan and
initiates the dialog between subordinate, supported, and supporting
commands to orchestrate the effort. It includes the–
• Priorities of work to shape the theater/JOA.
• Operational project planning, preparation, and execution
responsibilities.
• Engineer organization for combat.
• Engineer tasks for subordinate units.
As a result, the engineer community is better postured to support the
operational commander.

Chapter 6
Logistics
I don’t know what the hell this ‘logistics’ is that Marshall is always talking
about, but I want some of it!
— Fleet Admiral E.J. King
(to a staff officer in 1942)
LOGISTICS REQUIREMENTS
Field Marshal Rommel once remarked that battles are won or lost on the back
of logistics before the first rounds are fired. Admiral King’s statement and
Field Marshal Rommel’s belief place a significance on logistics that
underscores the relevance of logistic matters in doctrinal discussions. JP 1
emphasizes logistics by stating “Logistics sets the campaign’s operational
limits. The lead time needed to arrange logistics support and resolve logistics
concerns requires continuous integration of logistic considerations into the
operational planning process.”
Engineer-force sustainment maintains and multiplies combat power. Engineer
commanders must understand the CSS system and know where to obtain
logistic support. Many engineer needs are unique, one-of-a-kind requirements
that stress the logistics system, such as massive requirements for Class IV
barrier and construction materials.
Adequate Class IV supplies are central to the ability of engineer units to
construct and maintain facilities in support of the ASCC’s operations and the
supporting sustainment base. For this reason, the senior Army engineer HQ
(typically an ENCOM) plays a key role in establishing distribution protocols,
stockage levels, and construction-material allocation in theater. The joint-
force commanders, through the TCEM/RCEM cells, often control critical Class
IV supplies across the theater. The ENCOM may send a liaison to support the
packaging of critical engineer Class IV supplies.
CONSTRUCTION MATERIALS
In the TO, construction materials may be difficult to obtain. Required
construction materials might be—
• Supplied by the CONUS through the supply system.
• Procured from neighboring countries within the region of operations.
• Obtained from local suppliers.
• Extracted from local natural sources.
• Produced by engineer units.
Logistics 6-1
FM 5-116
Ideally, construction materials should be procured from sources close to the

construction site; however, this is often not possible. Because of the time and
cost involved in moving construction materials, facility designs are often
adapted to make maximum use of locally available materials.
Experienced planners will not neglect horizontal construction materials.
Vertical materials, such as plywood and dimensional lumber, are Class IV
items. Theater logisticians are very familiar with these items and, therefore,
rarely overlook them. These materials are universal commodities that are
used by logisticians for overhead protection, flooring in high traffic areas, and
shelving. However, equally important to the engineer are the materials that
are instrumental in the success of horizontal (earthwork) construction.
Aggregate (crushed rock or river run and sand) will be locally purchased or
provided by engineer units. Other items, such as geotextiles or sand grid that
is used to bolster poor soil conditions and improve trafficability, will have to be
procured and shipped from CONUS. Soil stabilization and dust abatement
require admixtures to the soil, such as lime, portland cement, asphalt
emulsions, or resins. These products are bulky and may or may not be
available within the region of current operations. Poor drainage can hinder
operations. Therefore, ample supplies of culvert materials are a frequent
concern of engineers.
Because of the multiple applications of many Class IV items, it is important
that engineers remain involved in distribution decisions. This is particularly
true regarding critical materials to ensure that they are not squandered on
less critical missions. Engineers are not equipped to run Class IV yards, nor
do they have the transportation assets to distribute Class IV supplies.
However, the absence of engineer insight and critical assets management
could lead to devastating theater shortages and mission impairment. Priority
for transportation support is essential to supply operations as Class IV items
and engineer equipment are large and bulky and may require convoy credits
or special haul assets.
PLANNING CONSIDERATIONS
One of the primary responsibilities of the senior Army engineer is to forecast
the types and the quantities of engineer materials required for the theater.
Chapter 5 described the CESP, which is generally used to establish the initial
requirements during preconflict planning. Planning during the conflict
requires good intelligence as to the damage caused by enemy action and a
good forecasting of the additional facilities that are needed. The TCMS can be
used as a guide in determining material requirements for facilities that are
needed. In many cases, existing facilities can be modified to meet military
requirements, thus conserving Class IV materials and expediting construction
completion.
For horizontal construction and nonstandard projects, material requirements
must be estimated manually because TCMS provides standard Army designs.
The senior Army engineer must also aid the logisticians in determining the
adequacy and the most expeditious source of materials, either from local
sources, regional sources, or CONUS projection base. Materials from within
the AOR may be from local manufacturers, commercial stockpiles, or HN
government assets. Materials not locally available must either be procured out
6-2 Logistics
FM 5-116
of theater (directly or through a service contract such as LOGCAP) or

produced in theater by engineer units. Materials that fall in the latter
category include aggregate, concrete, construction water, asphalt, and lumber.
A local procurement system must be established to expedite the procurement
of local materials. The procurement of local materials may be restricted or
centrally controlled in some theaters to avoid—
• Inflating the cost of construction materials in the HN.
• Creating a bidding war between all participants vying for materials or
services within a specific area.
• Depleting specific resources.
• Overspending of operational funds.
DESIGN CONSIDERATIONS
When designing projects for the TO, designers consider—
• Availability of construction materials.
• Local materials and properties and their suitability.
• Construction practices to accommodate HN maintenance and repair
after US forces depart.
• HN environmental requirements.
During a recent study by the construction-engineering research laboratories
to update Class IV supply planning factors, the findings indicated that the
requirement for local material, especially sand and gravel, could be
substantial. Even in the most developed countries, problems exist in finding
and hauling locally procured construction materials. Engineer planners
develop realistic estimates of the available quantities of local materials as
early as possible and assess the feasibility of the plans they have developed.
Many designs may not be practical because of logistics considerations. For
example, although the TCMS’s designs are adjusted for various climates
(desert, tropic, and arctic), they may be difficult to construct because of the
unavailability of required construction materials in the region. Suitable
materials could be brought from the CONUS; however, the level or the length
of the US commitment may not support this action.
Military designers must be knowledgeable of local construction standards and
materials commonly used in the particular region. Designs must include the
use of local materials or provide flexibility within the design for use of
substitute materials. The construction standard for the TO will likely be one
of the following:
• Initial standard (up to 6 months expected use).
• Temporary standard (up to 24 months expected use).
Since the design life is short, only essential utilities, such as heating and
cooling, w ill be prov ide d. T his w ill also reduce e ngineer mate rial
requirements. A heavy reliance on occupying existing facilities, either
provided by the HN or leased, also minimizes construction-material
requirements. There are design requirements associated with using existing
Logistics 6-3
FM 5-116
facilities because modifications to structures are probable to meet the needs of

the US-force mission. As a contingency is drawn out and soldiers are deployed
for greater lengths of time, the engineer should expect to upgrade facilities to
enhance the QOL as the mission, time, and materials allow.
CONSTRUCTION CONSIDERATIONS
In the material estimation process, 10 percent is usually added to the
estimated quantity as an overage factor. The overage in the TCMS’s bills of
materials (BOMs) provides for material loss, damage, and waste and minor
field modifications. Although this overage may seem minor, the combined
effect of material overage will have a significant impact on the supply system.
On the other hand, engineers should not succumb to pressures to eliminate
this overage factor when ordering materials under the assumption that waste
material can be eliminated through maximizing efficiency. Refuse material is
unavoidable. However, all who are involved with actual construction can limit
the construction-material waste by—
• Ordering and using optimum lengths.
• Providing clear designs (understandable to the construction unit).
• Inspecting the vendor’s stocks to ensure satisfactory quality.
• Providing for the proper storage, security, and handling of
construction materials.
• Providing proper worker training to limit waste.
• Reusing materials.
• Constructing the facility right the first time.
Another construction consideration more fundamental than ensuring
adequate quantities are ordered is securing transportation to haul materials
to the construction site. For some materials, transportation is available within
engineer resources. Aggregate, for example, can be hauled by engineer dump-
truck companies. Small quantities of dimensional lumber and plywood for
small jobs can be hauled using organic assets within the combat heavy
battalions. Larger quantities of Class IV supplies require coordination with
the theater-level Movement Control Center (MCC) and the TAACOM to—
• Schedule convoys on MSRs.
• Allocate lift assets to move the material from the stockage points to
the area of construction.
• Coordinate material drop-off requirements at engineer supply points
(ESPs).
Beyond lumber and aggregate, other engineer items of bulk requiring
coordinated lift assets include Inland Pipeline Distribution Systems (IPDSs),
mines, and other special engineer Class IV barrier and Class V materials.
TRANSITION TO WAR
Unlike other supply classes, Class IV construction materials and Class II
topographic items are not provided based on documented consumption rates;
6-4 Logistics
FM 5-116
there are no anticipated, preprogrammed surge rates for these items. With
technological advances in material management, logistics planners can reduce
the time required to get mission material to engineers. The management
practices, however, cannot change the physical constants in execution—
engineer-mission materials are normally bulky, heavy, and require dedicated
transportation. Pre-positioning Class IV stocks reduces lift requirements
during the initial stages of force projection.
Construction material is expensive and susceptible to weather damage;
therefore, only limited quantities are on hand in the areas of major war plans.
For this reason, the ASCC validates needs and initiates requisitions in
advance of deployment or operations. Initial material forecasts are submitted
by the senior Army engineer staff using data from the TCMS and the JEPES
and the base-development plans in the theater-specific, mission-oriented
CESP.
Successful execution of the theater’s construction program depends on
sufficient materials, logistics units to process the materials, and construction
capability. Typically, during the early stages of a conflict, war-damage repair
and construction of mission-essential facilities will dominate the engineer’s
construction activities. The RSO&I mission places heavy demands on the
engineer as well as logisticians to receive and launch the combatant forces
into forward operating areas. As the theater matures, more substantial
facilities will be required and more construction forces will be available. The
senior Army engineer forecasts adequate construction materials that are
flexible enough to meet the varied construction requirements throughout all
operation phases.
Special logistics-support considerations for topographic forces are equally
important. Equipment such as the Multispectral Imagery Processor (MISP)
System and the Combat Terrain Information System require specialized
critical low-density supplies. For example, during the Dayton Peace Accord
negotiations, November 1995, the Defense Mapping Agency (DMA) (currently
known as NIMA) distributed some 30,000 paper copies of maps covering the
revised inter entity boundary (IEB) on Bosnia-Herzegovina. As troops
deployed to monitor the authoritative cease-fire line (the IEB and their
respective buffer zones), thousands more copies of the 1:50,000 scale tactical
line maps were needed. Engineer planners anticipated for demand surges on
topographic products before operations and recognized that topographic forces
we r e no t equ ipped to r u n ma p war eh ou s es, n or did th ey h ave the
transportation assets to distribute topographic products.
MAINTENANCE SUPPORT
An effective maintenance program ensures that engineer units are capable of
providing continuous, responsive support to combatant forces and the
sustainment base. An effective supply system for repair parts and lubricants
is also necessary. Engineer units consider the risks involved in mobility versus
ample coverage for prescribed load list (PLL) repair parts. Logisticians
anticipate and provide forward stockage of engineer-specific maintenance-
supply support requirements. The Material Management Center (MMC)
coordinates with tailored engineer forces in stockage selection and execution
to maintain the dominant tempo of operations.
Logistics 6-5
FM 5-116
Military engineer units have the potential to use foreign commercial

construction equipment. The source of this equipment is varied; for example,
equipment may be—
• Provided by the HN.
• Leased from commercial venders.
• Obtained through a grant or loan.
• Bought by benefactor countries supporting the contingency operation.
• Purchased or leased through the LOGCAP.
Such was the case for the 34th Engineer Battalion (Combat) (Heavy) during
the Gulf War. They deployed without their organic construction equipment
and used the commercial equipment that the Government of Japan (GOJ)
provided. Other battalions augmented their construction capabilities using
additional leased equipment. These alternatives to increase construction
capabilities pose challenges in maintenance to be considered, such as the—
• Lack of manuals and English labels on controls and switches.
• Lack of on-vehicle equipment (OVE), particularly safety equipment.
• Lack of service records or even a service schedule.
• Repair parts not being compatible or available within the Army’s
maintenance system.
The lack of manuals tends to make preventative maintenance haphazard.
Nonstandard repair parts require mechanics to remove the part, take it to a
vender to matchup with a suitable replacement, and then establish a PLL
from scratch with no maintenance history. These challenges are not
insurmountable; however, prior knowledge of the equipment’s condition and
preventative maintenance status helps the commander establish a reputable
maintenance program when he assumes responsibility for foreign commercial
construction equipment.
OTHER LOGISTICS SUPPORT
The ENCOM and its operational units assist in the management of critical
Class IV and engineer Class V supplies, primarily in the establishment of
theater policy or in an advisory capacity to the ASCC’s logistics planner or the
TAACOM. For other classes of supply and services, engineer units are
consumers within the theater.
Engineer units obtain personnel service support (PSS), including finance
services, from EAC PSS assets. Engineers need finance support to pay
contractors and other local providers. The TAACOM’s finance-support center
provides finance support. The nearest medical facility provides medical
support, to include medical supplies. The TAACOM’s explosive-ordnance-
disposal (EOD) detachments provide EOD support.
The ASG’s supply and services battalion provides Class I supplies (rations).
Rations are obtained based on the unit’s strength reports that the battalion
Adjutant (US Army) S1 prepares. When working on an air base, engineer
units obtain Class I support from the Air Force.
6-6 Logistics
FM 5-116
The property book officer at the battalion or in the separate companies

requisitions Class II supplies from the ASG’s supply company. Requisitions for
regulated or command-controlled items are processed through the command
channels. Engineer units request Class VII items through the material
readiness officer at the MMC.
The ASG’s supply and services battalion provides Class III supplies (POL).
This is true for both bulk and packaged products. Requisitions from the
property book officer are required to obtain the needed supplies. When
working on an air base, engineer units obtain Class III support from the Air
Force.
Class V supplies (ammunition) are obtained from the nearest ammunition
supply point that the TAACOM’s ammunition battalion operates. Requisitions
must be processed by the property book officer. The TAACOM requires input
on recommended stockage levels for engineer-specific Class V supplies, such
as mines and demolition items, based on plans and anticipated usage rates.
Transportation and material-transfer support are important when planning
for Class IV and engineer Class V material. Supplies are often shipped by
class. Transportation priorities for Class V supplies will often be higher than
those for Class IV supplies. Synchronizing mission Class IV and engineer
Class V transportation and material-transfer support is desirable to use
mission loads effectively.
All the above logistics are an integral part of the engineer planning process.
Engineer units that are not organic to a division are tailored for specific
operations. Therefore, the staff engineer must articulate their CSS
requirements from deployment planning through the engineer estimates for
mission loads to the actual delivery of services and material. The coordination
of units and resources facilitates the anticipation of engineer-unit
sustainment requirements and the execution of CSS. The staff engineer
ensures that CSS planners understand engineer-unit sustainment
requirements and have a plan to meet those requirements.
Logistics 6-7
Chapter 7
Stability Operations and Support Operations

Ably suited to help shape the international security environment, the total
Army plays a central role in the conduct of our national military strategy.
With over 100,000 soldiers stationed overseas, and on average 31,000
deployed in more than 70 countries on joint and combined exercises and
operations in FY97, America’s Army promoted regional stability through
conduct of peace operations in Bosnia, Macedonia, Ecuador, Peru, the
Mideast, and elsewhere; and contributed to arms control by its chemical
weapons elimination program and active participation in demining efforts
worldwide.
— General Dennis J. Reimer
Chief of Staff, US Army
GLOBAL RESPONSE
Stability operations and support operations are two distinct types of
operations. Stability operations consist of those applications of military power
or presence intended to influence the political environment, facilitate
diplomacy, and interrupt specific illegal activities. These operations can
include peace, combating terrorism, counterdrug, civil disturbance, noncombat
evacuation, arms control, show of force, nation assistance, support to
insurgencies, and support to counter insurgencies.
Support operations consist of providing essential supplies and services to
assist designated groups. These operations are conducted mainly to relieve
suffering and help civil authorities respond to crises that are man-made or
natural disasters. Support operations can include humanitarian assistance
and environmental assistance.
The following are some of the stability operations and support operations US
forces have conducted:
• Peacekeeping in Bosnia.
• Humanitarian assistance in Somalia.
• Support to oppressed Kurds in Northern Iraq and to tribesmen in
Rwanda.
• Civil restoration in Haiti.
• Refugee and migrant control in Guantanamo Bay.
• Earthquake response in Los Angeles.
• Wildfire fighting in the west.
Stability Operations and Support Operations 7-1

FM 5-116
• Flood fighting in the midwest.

• Hurricane relief on the East Coast and in Hawaii.
The NCA uses the Army and its engineers as a responsive tool to improve,
stabilize, or bolster deteriorating conditions. Often, the number of engineers
engaged in these operations is disproportionately high when compared to
other forces. These forces are used either as a sole participant or as a
component of a much larger activity that reacts to crises which threaten vital,
important, and humanitarian interests of the US.
The NCA allows or directs the CINCs to respond to these crises in a manner
uncharacteristic of their deliberate plans for the MTWs and the smaller scale
contingencies. These quick-response actions occur without—
• The benefit of established TPFDDs.
• Prearranged international agreements for housing or other support.
• Pre-positioned sustainment supplies.
• A calculated analysis on COAs rehearsed in specific war-game
exercises and computer-assisted simulations.
On the contrary, a plan is developed almost instantly using the crisis-action
planning process, and forces are mobilized and sent to the crisis. An appointed
JTF staff that is assembled specifically for the current crisis develops this
process. As troops move to the location of action, the contingency is literally
being defined and refined. A given crisis has multiple national-response
alternatives. Military contingency operations pose an option that can be
exercised independently, but more routinely, in concert with one or more of the
following elements of national power: informational, diplomatic, and
economic.
The NCA’s reaction to the crisis is a measured response using appropriate
agencies with the ability to meet their short- and long-range intents. The
ultimate goal is to remove the crisis conditions and return the region to a
stable economic and political environment able to prosper without further US
intervention or support.
Figure 7-1 portrays the options under the stability and support operations
umbrella. Typically, military operations are executed together with other ribs
of the stability and support operations umbrella. Government organizations,
such as the FEMA, state and local governments, or the State Department and/
or country teams, may direct actions and set priorities within the region vice
the military commander. NGOs and PVOs, such as the Red Cross and World
Hunger, leverage donations and volunteers to reduce human suffering. The
UN has become increasingly involved in peace enforcement and peacemaking
operations, asserting greater authority than in the 1970s through the early
1990s.
JOINT AND MULTINATIONAL OPERATIONS
Recent activities, which the Army Chief of Staff recounted at the beginning of
this chapter, reaffirm the likelihood of US forces becoming involved in future
contingency operations. These same experiences demonstrate the role of the
7-2 Stability Operations and Support Operations

FM 5-116
Governmental Nongovernmental
Informational PVO
Diplomatic UN
Economic NGO
Military
Figure 7-1. Stability and support operations umbrella
UN, international agencies, US governmental agencies, other components of

the armed forces, allied forces, and nongovernmental agencies. This makes
command and support relationships more complex and the responsibilities
and capabilities of the assembled engineer force unclear. Army engineer
commanders and staff must consider the possibility of commanding or
directing other service-component engineers and other assets with unknown
capabilities and limitations. Likewise, Army engineer assets may be
subordinate to these other organizations; this is the nature of stability
operations and support operations. Skillfully controlling this mixture of
engineer assets is an enormous task and the key to victory for Army
engineers.
ENGINEER OPERATIONS
Engineer activities in contingency operations may be prominent and, often,
are the pivotal function that defines success for the JTF and/or component
commanders. For example, in response to natural disasters (floods,
earthquakes, hurricanes, and wildfires), engineers—
• Construct protective levees.
• Open thoroughfares for relief supplies and evacuation.
• Conduct rescue or recovery operations.
• Cut fire breaks to contain wildfires.
• Remove debris.

FM 5-116
• Construct temporary camps to house military personnel engaged in

relief actions.
• Reduce/remove damaged structures with demolitions or other means.
• Provide temporary repairs to public buildings such as schools and
hospitals.
These activities are all engineer undertakings that are prominent within the
overall military response. The engineers’ clearing of sunken Russian gunships
and marking of navigational channels in Somalia allowed for the off-loading of
critical equipment and relief supplies. The engineers’ construction or upgrade
of roads and bridges and clearance of mines allowed forces to sustain the
distribution of relief supplies in Somalia and maintain a stabilizing presence
in outlying areas such as Baledogle, Oddur, and Bardera. The bridge crossing
of the Sava River, which linked Hungary to war-torn Bosnia, received
worldwide attention as a requisite activity to initiate the US efforts in
Operation Joint Endeavor. Removing debris in South Florida after Hurricane
Andrew was another highly visible engineer activity gaining praise from all
observers.
These prominent examples of engineer effort however, do not fully illustrate
the numerous missions that accompany stability operations and support
operations. There are many other tasks that obligate engineers during these
operations, such as force protection and bed down. Such tasks are critical to
mission success; however, they are only indirectly tied to the conditions that
precipitated the US response. The presence of US forces generates engineer
tasks to support QOL requirements.
Typical missions that engineers conduct in response to stability operations
and support operations are—
• Terrain visualization.
• Forced-entry support operations.
• Force protection.
• Force bed down.
• Force mobility.
• Infrastructure repair.
• Nation assistance.
• Redeployment.
DEFINED OBJECTIVE, END STATE, AND STANDARDS
Combat operations have a clearly defined objective, such as—
• Defeating the opposing forces.
• Gaining possession of or controlling key terrain.
Unfortunately, in contingency operations, the mission objective (which is
translated into tasks) may not be as clearly defined. Earlier in this chapter,
typical engineer missions were outlined. There is literally no end to the

FM 5-116
amount of work engineer resources can contribute to contingency operations.

Engineer commanders and staffs ensure that the critical tasks are performed
through a clear prioritization of personnel, material, and equipment. This
prioritization serves to limit the costs of the US involvement by preventing—
• Increased material costs.
• Prolonged engineer deployment.
• Degradation of our ability to react to future contingencies because
units are occupied in an effort above and beyond the stated mission
requirements.
The end state and standards must be set by the force commander to be
universally applied throughout the TO. In December 1992, the JTF engineer
approached the JTF commander of Operation Restore Hope in Somalia to
obtain the commander’s intent and guidance on facility and road construction.
He presented multiple options with varied construction standards. Each
option had an associated resource requirement affixed to the level of work and
an expected completion date.
Lieutenant General (LTG) Johnson, the JTF commander, established the
standards for the theater and the end state for engineer activities. This end
state became the benchmark for all US unilateral activities within the theater.
The end state not only served as the initial negotiation point for the transfer
of responsibilities from the US to the UN, but it also became the operational
date for initiating the retrograde of US personnel and equipment from the
region.
Choosing an end state is an art. Most governmental and nongovernmental
elements will stay behind after the military achieves the end state; therefore,
it is important for all elements to acknowledge when this should occur. Since
LTG Johnson’s end state did not coincide with the UN ability to accept the US
missions, the US involvement was protracted beyond the end state.
An established end state motivates soldiers to accomplish the desired results.
Equally important, it equips leaders with the rationale to evaluate the “good
ideas,” which will undoubtedly come, for merit and conformity with the
commander’s intent. This principle has been used in subsequent operations
with equal success.
TOPOGRAPHIC ENGINEERING
With the advancements available in today’s technologies to enhance
topographic operations (and the promise of greater things tomorrow), the
operational commander gains much in preparations for action before
deploying to a contingency. Using 3D rendering tools and many types of
imagery, the commander can graphically visualize the terrain in three
dimension. Engineers must leverage every means available to commanders to
support their fundamental knowledge of the terrain during planning.
Topographic engineering provides the framework whereby the commander
and his staff can—
• Visualize the terrain.
• Appropriately employ his forces.

FM 5-116
• Gain an understanding of the vulnerabilities or threats posed on his

forces by opposing forces (natural or man-made).
For example, satellite imagery can map out the extent of flooding or the
spread of wildfires. Using infrared spectral imagery, satellites can show the
extent of earthquake damage and predict weaknesses within a slip plane of
landslides.
Terrain analysts can provide critical information on base-camp sitings near
functional roads and railway conduits and outside floodplanes subject to
seasonal fluctuations. Digitized terrain products exploit numerous available
data sources to equip ground commanders with—
• Special products in lieu of or supplemental to map products.
• Combined information from multiple sources for the most up-to-date
intelligence.
• Existing maps and charts not readily available through traditional
map depots and stockage.
• Near real-time terrain conditions of an area.
Terrain data empowers the commander to make informed decisions before
soldiers deploy, reducing risk and increasing their efficiency when they arrive
at the location requiring stability operations and support operations.
FORCED-ENTRY SUPPORT OPERATIONS
In some contingency operations, the US force-projection element may be
opposed by belligerent forces who wish to deny the US an opportunity to
stabilize an embattled situation. The same force may require LOTS operations
for those areas with inadequate port facilities. Under either of these
circumstances, engineers are required to establish and expand a lodgment
area to receive US forces. This may be accomplished by—
• Building an expedient air strip.
• Enhancing a limiting port facility.
• Reducing obstacle systems at borders.
• Providing force-protection structures.
Sustained operations, beyond a few days, require supplies, equipment, and
personnel support that must—
• Land on an improved runway.
• Off-load at a developed port facility.
• Transit on an established LOC network of roads or railways.
An engineer-support activity that is embedded in forced-entry support
operations is establishing or enhancing C2 facilities with electrical power to
operate maneuver-control, computer, and communications systems.
FORCE PROTECTION
Force protection is a security program designed to protect soldiers, civilian
employees, family members, facilities, and equipment in all locations and

FM 5-116
situations. As experienced in Operation Joint Endeavor, commanders

considered the threat, natural elements, and safety when planning force
protection. Engineers provide capabilities to combat terrorism and enhance
physical security. In Army and joint/multinational operations, force protection
is a principal concern of leadership at all command levels. Soldiers in Bosnia,
Haiti, Somalia, Northern Iraq, and Panama faced a threat from armed and
organized opposition groups. The rise in terrorist activities, such as the
bombing of Khobar Towers in Saudi Arabia, is of increasing concern. However,
the threat is not limited to operations involving strife.
In a disaster-relief response, forces may need protection from—
• Natural elements (heavy winds, freezing temperatures, fires, or
floodwaters).
• Disorganized, yet armed, bands of looters or rioters.
• Deprived citizens and mobs anxious to obtain relief supplies.
Regardless, commanders equip soldiers with well-defined rules of engagement
(ROE) and direct resources, typically engineers, to reduce the risks and
mitigate the effects on the force. Those engineer resources, in concert with
maneuver forces, build such items as protective bunkers, wire structures to
control personnel, protective berms, and overhead cover to protect the force.
Engineer resources also include technical assistance. The Army engineer’s
force-protection center of expertise for planning and design is resident at the
USACE Protective Design Center (PDC) in Omaha.
FORCE BED DOWN
Force bed down is a basic requirement that is applicable to all operations.
Force bed down is the provision of expedient facilities for troop support to
provide a platform for continued operations. These facilities may include
modular or kit-type facility substitutes. Translated as facilities requirements,
engineers choose facilities in the following order of precedence: HN assets
provided at no cost, leased existing facilities, facilities constructed by the HN,
and US-constructed facilities. Providing housing for the US projection force is
an engineer function, whether it is building base camps or leasing facilities
that will house soldiers. The housing requirements go beyond tent floors or
strong-backed tents and include facilities for—
• Personal hygiene.
• Messing.
• Sanitation.
• Administrative functions.
• Morale, welfare, and recreation (MWR).
• Storage.
• Maintenance.
• Environmental protection.
Landfill operations and environmental support are also among force bed-down
requirements. Power generation and distribution, well drilling, and fire

FM 5-116
fighting are also engineer requirements implied in force bed-down missions.

Continual upkeep of camps in protracted deployments is also an engineer
requirement that is defined as RPMA. The RPMA centers on the efforts to
maintain the facilities that forces occupy and use to ensure that these
facilities remain safe and sanitary. Finally, as soldiers remain in a deployed
status, their QOL becomes an increasing concern to leaders. As time goes on
in a deployed status, more and more engineer effort is spent on improving the
units’ QOL.
FORCE MOBILITY
Again, force mobility is a prevalent activity in most stability and support
operations, regardless of the location. However, the activities are varied. In a
disaster-relief operation, engineers may be—
• Clearing rubble.
• Repairing bridges that are flooded or damaged by an earthquake.
• Carving a bypass in an area obstructed by raging fires and mud slides
or damaged by earthquake tremors.
In humanitarian relief, engineers enhance mobility to distant population
centers whose access does not include serviceable roads. In peacekeeping
operations, all the previous tasks may exist along with a probable
requirement to clear the roadways of mines, particularly in countries like
Cambodia, Somalia, Bosnia, Mozambique, Afghanistan, and Angola that have
survived years or even decades of civil war.
INFRASTRUCTURE REPAIR
Infrastructure repair is another engineer-specific activity through which the
commander can materially influence stability operations and support
operations with tangible results. The infrastructure includes all fixed and
permanent installations and facilities for the support and control of military
forces. Repairs may be done to improve operational efficiency for the
commander or as a stand-alone mission. The completed projects will directly
contribute to the doctrinal stability and support imperatives.
Furthermore, infrastructure repair is a constant reminder to all of the US aid
and commitment to the troubled region. Repairing or upgrading utilities, such
as sewers, electrical systems, and water-distribution systems, directly impacts
the populous by improving their QOL. Improving the transportation network
of roads and bridges allows commerce to meet or exceed precrisis activity
levels. Repairing airports and piers accelerates relief efforts by increasing
throughput capabilities and allows international commerce to regain precrisis
activities as well. In addition to the efforts that US forces directly impact,
engineers assess and prioritize the repairs that the HN or others will perform
to restore the infrastructure.
NATION ASSISTANCE
Much like infrastructure repair, nation assistance from the engineer’s
perspective normally encompasses construction activities. The main objective
of nation assistance is to promote stability by helping a HN establish
institutions and facilities that are responsive to its people’s needs. Repairing

FM 5-116
or building municipal structures such as schools, clinics, hospitals, and

orphanages is among the high-payoff projects. Repairing or building police
stations, detention facilities, and marksmanship training ranges helps the HN
reestablish law and order. This in turn enhances the HN’s ability to “self-rule.”
Constructing dams and improving irrigation systems allow farming
production to increase, while indirectly allowing population migration from
densely populated areas to areas previously undeveloped. Again, these
activities add legitimacy to the US activities within the region and reinforce
the political circumstances of the host agencies responsible for the US
presence.
REDEPLOYMENT
Often overlooked within planning and during execution, redeployment
considerations can be a significant engineer challenge, particularly when
terminating overseas contingencies. Restrictions aimed at guarding the US
agriculture from inadvertent exposure to potentially devastating organisms
requ ire that equipmen t and vehicles be thoroughly cleaned before
redeployment to meet the US Department of Agriculture’s standards. Wash
racks, substantial freshwater sources (both clean and desalinated), and
drainage structures are among the redeployment considerations that involve
engineer units. Engineers support the logisticians who collect and dispose of
hazardous materials (HAZMATs) and waste. To reduce the effects of oil and
fuel spills, engineer equipment is used to assist in clean-up by removing and
containerizing contaminated soil or treating it through wind-rowing. For
large-scale operations, redeployment facilities include—
• Troop housing.
• Staging areas for equipment awaiting washing.
• Inspection areas for the US Department of Agriculture’s and Customs’
inspectors.
• Sterile areas for equipment awaiting return to the US.
• Transportation networks.
• Hazardous waste accumulation sites.
OPERATIONAL CONSIDERATIONS
Stability operations and support operations possess many, if not all, the
operational considerations found within the MTWs. At the execution level, the
engineers perform the same tasks. Clearing rubble after a hurricane differs
little from clearing rubble following military operations on urbanized terrain
(MOUT). Constructing roads during stability operations and support
operations differs little from constructing MSRs in an MTW. Yet, some of the
force structure that automatically flows into a combat situation does not flow
into a contingency operation because caps are emplaced on troop strength and
the Army’s response is tailored and limited by design. These limitations may
be fiscally driven, politically motivated, or strategically oriented to retain the
Army’s flexibility and the deterrence capability that is associated with the
MTWs. Some considerations that merit attention when planning and
executing contingency operations follow.

FM 5-116
COMMAND AND CONTROL

Engineers establish a sufficient operational staff to plan, perform engineer
design, and control engineer actions. This allows the engineer force
commanders to remain focused on mission execution. This principle is a
reiteration of the concept discussed in Chapter 3. The expertise of theater
assets, which are trained and equipped for theater missions, allows divisional
units to remain focused on and responsive to mission execution. In May 1996,
the 412th ENCOM, augmented with personnel from the 416th ENCOM,
deployed a 28-man C 2 element to support Operation Joint Endeavor in
Hungary, Bosnia, and Croatia. This element provided theater planning and
control for engineers deployed in the AO. The ENCOM C 2 element was well
equipped to—
• Monitor all LOC.
• Plan and oversee the maintenance of the LOC and coordinate and
monitor all Title X construction.
• Plan future engineer operations.
• Provide vital engineer input to theater plans by the US Army, Europe
(USAREUR) (forward).
• Provide real estate acquisition, management, and disposal.
• Oversee HAZMAT removal and environmental restoration.
Because of this in-country operational element, the CINC’s staff was not
entirely consumed with the operations in the Balkans and was able to manage
the strategic elements throughout the entire region. Likewise, the supported
commanders were free to focus on their mission.
RESERVE AND NATIONAL GUARD PARTICIPATION
These recent activities demonstrate the likelihood of US RC forces becoming
involved in contingency operations. The following are a few of the units that
can only be accessed through the reserve structure because there are none
that are active duty:
• ENCOMs.
• FE teams.
• Port-construction companies.
• Dump-truck companies.
Similarly, the OPTEMPO for some active-duty low-density units, such as
combat heavy battalions, light dive teams, or fire-fighting detachments, may
preclude their participation in contingency operations. Therefore, a reserve or
national guard battalion may be called on to meet mission requirements.
These issues are not unique to engineers, therefore, a PSRC is a likely
occurrence for contingency operations. A PSRC was initiated for both Haiti
and Bosnia operations.

FM 5-116
LOGISTICS AND RESOURCE MANAGEMENT

The availability of Class IV materials within a contingency region may be
limited. Unlike regions of continued presence and the two MTWs where
preparations for Class IV materials were established through pre-positioning
or thorough site surveys, contingency operations may place US forces in
regions where these supplies are not available or sources are unknown.
Engineer assets are limited in effectiveness without Class IV materials. This
axiom was the 36th Engineer Group commander’s point in 1992 and remains
relevant to all engineer commanders today.
In December 1992, the 36th Engineer Group commander prepared to deploy to
Somalia as the Army force (ARFOR) engineer. His concern for Class IV
materials was preeminent in his preparation planning. He believed that
engineer victory hinged on the availability of Class IV materials and
convinced his installation commander to use his operating-budget funds to
purchase Class IV materials to be deployed with the group’s equipment.
Contingency actions may occur with little notice and no funding. Contingency
operations are unprogrammed activities, and resources typically come, at
least initially, from another’s command operating budget (COB) at the expense
of programmed activities. Engineer and logistics planners work with resource
managers to locate initial funding for Class IV materials and other engineer
needs so that these items can be purchased, assembled, and shipped to the
region. They capture such costs in reporting to support the replacement of
funds shifted and expended for the operation.
Environmental compliance and conservation are considered in all aspects of
operational planning and execution in stability operations and support
operations. Hazardous wastes and POL are managed in a manner that
minimizes the potential for releases to the environment which may expose
personnel or impact valuable natural resources such as drinking water
sources. Solid wastes are managed to control dumping that attracts vermin
and disease causing vectors. Similarly, pesticides are managed and applied in
a manner to minimize the possibility of impacts on natural resources, such as
fish kills due to overapplications of pesticides. As with other operational
considerations, environmental needs may be fiscally driven (controls
hazardous-waste generation and minimizes the disposal cost), politically
motivated (improves relations with HNs by ensuring the cleanup and the
enhancement of the environment), and strategically oriented (minimizes
cleanup efforts in postconflict periods). The FE team provides environmental
management services to support military missions.
These operational considerations are not all that a deploying operational
engineer will need to know; however, they are significant concepts that will
help equip him with a more clearly defined scope and understanding of
stability operations and support operations. For more information on stability
operations and support operations, see FM 5-114 and other sources cited
within this manual.

Appendix A
Engineer Troop Unit Organizations

Engineers operate as an integral member of the combined-arms team in
peace and war to provide a full range of engineering capabilities.
Engineers execute M/CM/S missions and provide general engineering
throughout the theater from the CZ to the COMMZ. Engineers also
provide terrain-analysis and special map products. See FMs 5-71-100 and
5-100-15 for the doctrinal organizations that provide engineer capabilities
within the corps and the divisional structures. This appendix addresses
engineer organizations that are not organic to divisions, separate brigades,
or armored cavalry regiments.
Theater-engineer functions require a diversified and versatile engineer
force that can provide the technical capabilities that are required to
accomplish essential tasks. This appendix provides descriptions of the
engineer units and elements that are normally not organic to division
engineers. It also describes other units that are critical to theater
operations, which may be assigned to the theater-engineer structure.
Engineer units may be engaged in operational art anywhere within the
theater commander’s battlespace framework. The traditional EAC
engineers may find themselves pushed forward to reinforce corps efforts.
Combat engineers may find themselves assigned at the EAC in support of
the commander’s concept of operations. The engineer architecture in
operational art is the skillful design, organization, and integration of
engineer units into an organization that is responsive to commanders for
the attainment of strategic and/or operational objectives.
The following paragraphs identify the types of engineer units and describe
them by their base table of organization and equipment (TOE) or TDA.
HQ, ENCOM
The ENCOM is normally assigned to an ASCC. It—
• Commands, controls, supervises, coordinates, and performs
operational planning for the activities of assigned or attached
engineer brigades, groups, and other units engaged in—
— Operational M/CM/S.
— Construction.
— Topographic activities.
Engineer Troop Unit Organizations A-1

FM 5-116
— Production of military geographic intelligence.

— Other related activities.
• Plans, coordinates, and supervises general troop and contractual
construction support and support to the Army, other services, and
allies throughout the theater.
• Allocates engineer troops, materials, and equipment to construction
projects.
• Provides guidance and technical assistance to units engaged in
construction projects.
• Coordinates topographic and military geographic intelligence support
to the theater Army.
• Supervises contractual construction and labor, to include US,
indigenous, and third-country personnel.
HQ, ENGINEER BRIGADE (THEATER ARMY)
This HQ is normally assigned to a theater Army and may be attached to an
ENCOM. It—
• Commands, controls, conducts planning for, and supervises attached
engineer units that are engaged in CS and constructing and
rehabilitating facilities in support of a TO.
• Commands, controls, plans, and supervises the attached units’
activities.
• Allocates resources in support of engineer operations.
• Supervises engineer units that are constructing and rehabilitating
roads, structures, air-landing facilities, and petroleum-storage and
-distribution facilities.
• Supervises HN personnel and administers contractual construction
and labor.
Utility teams (TOE 05530LH00) normally augment the capabilities of this
unit when facilities engineering support is required.
HQ, ENGINEER BRIGADE (CORPS)
This HQ is normally assigned to a corps or an airborne corps. It—
• Commands and controls assigned and attached units and coordinates
engineer activities.
• Plans and coordinates the operations of the engineer units that are
engaged in CS and constructing and rehabilitating facilities in
support of the corps or the airborne corps.
• Plans and supervises the assigned and attached units’ activities.
• Allocates units and resources in support of engineer operations.
• Plans and monitors the activities relating to river-crossing, barrier-
placement, and counterobstacle and countermine operations.
A-2 Engineer Troop Unit Organizations

FM 5-116
• Supervises the engineer units constructing and rehabilitating roads,

trails, structures, air-landing facilities, and petroleum-storage
facilities.
• Supervises indigenous personnel and administers contractual
construction and labor.
• Provides an engineer staff element to the corps or the airborne corps
HQ.
• Plans and supervises terrain-intelligence and topographic operations.
HQ, ENGINEER GROUP (CONSTRUCTION)
This group HQ is normally assigned to a theater-engineer brigade and/or an
ENCOM. It commands assigned and attached units and coordinates engineer
activities. Because this HQ possesses a design/management section for
specific engineering tasks at EAC, it can command, control, plan, and
supervise the combat heavy engineer battalions’ activities throughout the
depth of the AO. It—
• Plans, supervises, and coordinates the activities of the assigned and
attached engineer units engaged in M/CM/S and general-engineering
functions.
• Supervises engineer units preparing and maintaining combat routes
and MSR in the TO (to include the ingress and egress, battle positions,
and river-crossing sites) and repairing bridges, fords, and culverts.
• Plans and supervises engineer reconnaissance.
• Conducts planning for and supervises assigned and attached engineer
units performing general-engineering tasks, such as constructing and
repairing landing strips, heliports, port facilities, and railroads.
HQ, ENGINEER GROUP (COMBAT)
This group HQ is normally assigned to a corps when the composition of the
subordinate battalions is predominately combat-oriented and attached to an
engineer brigade. At EAC, this group HQ may have a greater construction
orientation; yet it brings valuable combat expertise to the EAC’s reinforcing
role in areas with forward-placed EWLs or special project zones. It—
• Commands assigned and attached units and coordinates engineer
activities.
• Plans, supervises, and coordinates activities of assigned and attached
engineer units engaged in M/CM/S and general-engineering functions.
• Supervises engineer units preparing and maintaining combat routes
and MSRs in the TO (to include the ingress and egress, battle
positions, and river-crossing sites) and repairing bridges, fords, and
culverts.
• Plans and supervises engineer reconnaissance.

FM 5-116
• Conducts planning for and supervises assigned and attached engineer

units performing general-engineering tasks, such as constructing and
repairing landing strips, heliports, port facilities, and railroads.
• Does not have a design management section.
ENGINEER BATTALION (COMBAT) (HEAVY)
The battalion is normally assigned to an engineer group, a brigade, a corps, or
a joint or combined task force (TF). It—
• Increases the combat effectiveness of the division, corps, and theater
Army’s forces by accomplishing general-engineering and M/CM/S
tasks.
• Constructs, repairs, and maintains the MSRs, landing strips,
buildings, structures, and utilities.
• Performs rear-area security operations, when required.
At EAC, this unit may work forward of the traditional corps rear boundaries,
as well as the operational engineer missions with EWLs throughout the
theater. The battalion—
• Constructs, rehabilitates, repairs, maintains, and modifies landing
strips, airfields, CPs, MSRs, supply installations, buildings,
structures, and bridges.
• Repairs and reconstructs (on a limited basis) railroads and sewage
and water facilities.
• Provides field-engineering assistance and support to divisional
engineers preparing protective positions.
• Conducts engineer reconnaissance.
• Creates obstacles to degrade enemy mobility in rear areas.
• Clears obstacles as part of an area-clearance operation, not as part of
an assault-breaching operation.
• Performs rear-area operations, to include infantry combat missions,
within the limitations of organic weapons and equipment.
• Supervises contractual construction, skilled construction labor, and
unskilled indigenous personnel.
• Conducts area-damage clearance/restoration operations.
• Provides religious support to assigned and attached units.
PLATOONS/COMPANIES, ENGINEER BATTALION (PRIME POWER)
Platoons/companies are normally in DS or operational control (OPCON) to a
theater engineer HQ, such as the ENCOM, the engineer brigade, or the
theater Army. The battalion—
• Generates electrical power and provides advice and technical
assistance on all aspects of electrical power and distribution systems
in support of military operations.

FM 5-116
• Maintains the Army’s power-generation equipment.

• Distributes the Army’s power-generation equipment war reserves.
At EAC, this specialized unit provides specific essential services. It—
• Designs and constructs power plants and distribution systems to the
panel box for base camps.
• Produces electrical power in support of C2 sites, hospitals, weapons

systems, logistics support areas, tactical generators at fixed sites
needing relief, and critical facilities.
• Provides technical advice to commanders and senior engineers on all
aspects of electrical-power systems.
• Repairs and maintains organic power-production and distribution
equipment.
• Distributes power produced with organic systems.
• Operates, maintains, and performs minor repairs to other electrical-
power-production equipment, including HN fixed plants.
• Provides electrical engineering support, such as limited design and
analysis capabilities.
• Performs electrical surveys.
• Assists representatives from the electrical-related contracting office.
• Provides quality control (QC) for contractor designs and for
constructing electrical-power plants and power-distribution systems.
• Manages and coordinates prime-power requirements worldwide.
• Supports RPMA and power reliability and enhancement programs.
ENGINEER TOPOGRAPHIC BATTALION (THEATER ARMY)
The battalion is normally assigned to an ENCOM or a theater Army. It—
• Provides C2 and support for theater topographic units, including the

engineer topographic company (EAC).
• Provides engineer topographic support to theater elements.
• Collects, analyzes, manages, and disseminates topographic
information.
• Maintains topographic databases.
• Produces map updates, substitutes (such as image maps), and
supplements; overlays; and digital topographic data.
• Provides terrain analyses and related products.
• Interprets and measures imagery.
• Performs topographic surveys and provides survey information to the
theater elements.

FM 5-116
• Stores and distributes special topographic products that the company

under C2 of the topographic battalion produces.
• Requisitions, stores, and distributes topographic technical supplies for
theater units (theater’s authorized stockage list [ASL]).
• Maintains liaison with allied topographic units, NIMA, and
appropriate staff elements of support units.
• Depends on a quartermaster map-distribution platoon for the storage
and the distribution of standard mapping products and the operation
of map depots.
ENGINEER COMBAT BATTALION (CORPS) (WHEELED)
The battalion is normally assigned to a corps and attached to an engineer
brigade or group. At EAC, the battalion adds combat skills and talents to the
engineer structure much like the combat heavy battalion adds construction
skills, expertise, and protection capability to the divisional structure. It—
• Increases the combat effectiveness of the corps by accomplishing
M/CM/S and general-engineering tasks.
• Reinforces divisional engineer units, when required.
• Reorganizes into infantry units and fights as infantry, when required.
• Participates in joint military operations, when required.
• Commands, controls, and supervises assigned and attached units.
• Provides engineer support when constructing obstacles and defensive
positions.
• Provides engineer support in assault river-crossing operations.
• Performs general-engineering tasks (such as constructing, repairing,
and maintaining landing strips, heliports, CPs, LOC, tactical routes,
culverts, fords, supply installations, buildings, and structures) and
other related horizontal construction tasks, as required.
• Provides technical advice, assistance, and training in mine-warfare,
f i e l d - f o r t i f i c a t i o n , c a m o u f l a g e, d e m o l i t i o n , a n d e n g i n e e r-
reconnaissance techniques.
• Provides engineer information and develops engineer intelligence.
• Provides combat-engineer support for an independent TF or a joint
military operation, when required.
• Participates in rear-area operations, when required.
ENGINEER COMBAT BATTALION (CORPS) (MECHANIZED)
The battalion is normally assigned to a corps and attached to a combat
brigade or group. At EAC, the battalion adds survivability combat skills and
talents to the engineer structure much like the combat heavy battalion adds
construction skills, expertise, and protection capability to the divisional

FM 5-116
structure. The battalion consists of a headquarters and headquarters

company (HHC) and three combat-engineer line companies. It—
• Increases the combat effectiveness of supported units by
accomplishing M/CM/S and limited general-engineering tasks.
• Reinforces divisional engineer units, when required.
• Reorganizes into infantry units and fights as infantry, when required.
• Participates in joint military operations, when required.
• Commands, controls, and supervises assigned and attached units.
• Provides engineer support when constructing obstacles and defensive
positions.
• Provides engineer support in assault river-crossing operations.
• Performs limited general-engineering tasks (such as constructing,
repairing, and maintaining CPs and fords) and other related
horizontal construction tasks, as required.
• Provides technical advice, assistance, and training in mine-warfare,
f i e l d - f o r t i f i c a t i o n , c a m o u f l a g e, d e m o l i t i o n , a n d e n g i n e e r-
reconnaissance techniques.
• Provides engineer information and develops engineer intelligence.
• Provides combat-engineering support for an independent TF or a joint
military operation, when required.
ENGINEER COMPANY (TOPOGRAPHIC) (EAC)
The company is normally assigned to a theater Army. It—
• Provides topographic-engineering support to EAC.
• Compiles controlled, semicontrolled, and uncontrolled image maps
and mosaics.
• Revises existing maps and other topographic data within its
capabilities.
• Drafts special maps, overprints, overlays, and other topographic
products.
• Reproduces monochrome and multicolor maps, map substitutes,
overlays, overprints, and other topographic products by offset
lithography and photocopy.
• Provides terrain-intelligence and terrain-analysis products.
• Performs topographic surveys and provides survey information to the
EAC.
• Interprets and measures remote-sensed imagery.
• Extends horizontal and vertical controls into corps and division areas.
produces.

FM 5-116
• Provides a survey information system and maintains digital point-

positioning databases (DPPDB).
ENGINEER COMPANY (CONSTRUCTION SUPPORT)
The company is normally assigned to an ENCOM for further attachment to an
engineer brigade or group. It augments a combat heavy battalion to give it
additional horizontal construction capability. The company normally does not
perform construction independently. It—
• Provides construction support, equipment, and personnel for rock
crushing, bituminous mixing, paving, storage facilities, and airfields.
• Provides support to one engineer brigade or group engaged in
construction projects that—
— Require up to 75 tons per hour (tph) of crushed rock and sand from
rock quarries and gravel pits for a two-shift operation.
— Require up to 75 tph of washed and sized precrushed rock for a
two-shift operation.
— Require up to 150 tph of bituminous mixes and blends for paving
projects for a one-shift operation.
— Require equipment and operators to support selected construction
for a two-shift operation and personnel with the capability of
supervising contractual labor and indigenous personnel and
assisting in the supervision of contractual construction.
ENGINEER DUMP-TRUCK COMPANY
The company is normally attached to an engineer brigade or group. It—
• Operates dump trucks for moving bulk materials in support of other
engineer units.
• Provides a haul capacity of up to 600 tons of bulk material (such as
gravel, earth fill, and crushed stone) per trip.
ENGINEER PIPELINE-CONSTRUCTION-SUPPORT COMPANY
The company is normally assigned to an ENCOM and attached to an engineer
brigade or group. It augments a combat heavy battalion to give it the
capability to perform pipeline operations. The company normally does not
perform construction independently. It—
• Provides technical personnel and specialized equipment to assist
military units or indigenous personnel in constructing, rehabilitating,
and maintaining pipeline systems.
• Provides advisory personnel to support up to three engineer
companies constructing a pipeline (stringing and coupling pipe), a
pump station, and a dispensing facility and erecting a storage tank.
• Provides specialized tools, equipment, and personnel to operate on a
two-shift basis.

FM 5-116
• Is capable of transporting 21,000 linear feet of 6-inch pipe, 16,200

linear feet of 8-inch pipe, or 9,000 linear feet of 12-inch pipe over
unimproved roads in two lifts.
• Constructs and rehabilitates pipeline systems, to include erecting
storage tanks when construction units are available.
ENGINEER PORT-CONSTRUCTION COMPANY
The company is normally assigned to an ENCOM and may be further attached
to an engineer brigade or group. It augments a combat heavy battalion to give
it the specialized equipment required for port-construction and -repair
op e ra tio ns. The comp any normall y do es not p erf orm co nst ructio n
independently. It—
• Provides specialized engineer support in developing, rehabilitating,
and maintaining port facilities, to include LOTS operations.
• Constructs, rehabilitates, and maintains offshore facilities, to include
mooring systems, jetties, breakwaters, and other structures required
to provide safe anchorage for ocean-going vessels.
• Constructs, rehabilitates, and maintains piers, wharves, ramps, and
related structures required for cargo loading and off-loading.
• Constructs facilities for roll-on-roll-off, break bulk, and containerized
cargo handling.
• Maintains tanker-discharge facilities, to include repairing or replacing
existing POL jetties and submarine pipelines.
• Provides limited dredging and removes underwater obstructions.
• Installs the Off-Shore Petroleum Discharge System (OPDS) in support
of Army LOTS operations where no naval units are assigned.
• Provides operators for selected items of equipment for a two-shift
operation.
• Depends on the pipeline-construction engineer company for
radiographic inspection of pipeline welds, when required, and the
lightweight diving team for underwater construction, survey,
reconnaissance, and recovery.
ENGINEER COMPANY, (MULTIROLE BRIDGE)
The company is normally task-organized to a corps or a divisional engineer
battalion or a combat-engineer group to support bridging operations. It—
• Provides personnel and equipment to transport, assemble,
disassemble, retrieve, and maintain all standard US Army bridging
systems.
• Provides transportation for the palletized load system (PLS)
configured cargo.

FM 5-116
ENGINEER BRIDGE COMPANY (PANEL BRIDGE)

The company is normally assigned to a corps and attached to an engineer
brigade or group. It—
disassemble, and maintain engineer bridging.
• Provides dump trucks for earthmoving and engineer-mission cargo
hauling in emergencies by downloading bridge loads.
• Provides one panel bridge set (bailey), with sufficient components, and
a cable reinforcement set for erecting bridges of various spans and
load classes. The set includes two 24.4-meter (80 feet) double-truss,
single-story (Class 50 wheeled/Class 60 tracked) bridges without a
cable reinforcement set and one 58.5-meter (180 feet) triple-truss,
single-story (Class 50 wheeled/Class 60 tracked) bridge with a cable
reinforcement set. Additional bridge components for spans over 100
feet are available.
• Provides technical supervision to assist other engineer units in bridge
construction.
• Constructs bridges (in emergencies) using organic personnel, but with
increased construction times.
• Provides 5-ton dump trucks for earthmoving and general-engineering-
mission cargo hauling with a 150-ton capacity per trip when bridging
is not loaded.
ENGINEER BRIDGE COMPANY, MEDIUM-GIRDER BRIDGE (MGB)
brigade or group. When task organized to the ENCOM, the bridge company is
normally attached to an engineer group to provide upgrades to tactical
bridging for an increased sustainment-flow capability. It—
disassemble, and maintain engineer bridging.
• Provides dump trucks for earthmoving and engineer-mission cargo
hauling in emergencies by downloading bridge loads.
• Provides four MGB sets with sufficient components to assemble
various spans and load classes of single- and double-story bridges.
Under normal conditions, the sets include four 31.5-meter (103 feet)
Class 60 bridges or two 49.6-meter (163 feet) Class 60 bridges with
reinforcement kits.
• Provides personnel and equipment to assemble two bridges
simultaneously.
• Provides technical supervision to assist other engineer units in bridge
assembly and disassembly.
• Provides 5-ton dump trucks for earthmoving and general-engineering-
mission cargo hauling with a 150-ton capacity per trip when bridging
is not loaded.

FM 5-116
• Provides personnel and equipment to load, transport, and advise on

the erection of panel-bridging equipment, when required.
ENGINEER COMPANY, ASSAULT FLOAT BRIDGE (AFB)
brigade or group. It—
disassemble, retrieve, and maintain the engineer AFB at one or
multiple bridge sites.
• Provides engineer-mission hauling of palletized cargo in emergencies
by immobilizing bridge loads.
• Provides about 213 meters (700 feet) of a Class 96 wheeled/Class 75
tracked float bridge or six Class 96 wheeled/Class 75 tracked rafts
based on a 0 to 3 feet per second water velocity.
• Conducts nontactical bridging and rafting missions, as required.
• Transports up to 560 tons of engineer-mission cargo in a single haul
over highways and 280 tons of engineer-mission cargo in a single haul
over unimproved roads and combat trails when the bridge load has
been immobilized.
ENGINEER COMPANY (COMBAT-SUPPORT EQUIPMENT)
brigade or group. When assigned to the ENCOM, the company augments the
horizontal-equipment capabilities of the combat heavy battalions that are
engaged in theater projects such as airfields, logistics bases, or MSR
maintenance. It—
• Supports engineer combat operations within corps and division areas
by conducting M/CM/S and general-engineering tasks.
• Provides manned engineer construction equipment to construct,
rehabilitate, repair, maintain, and modify landing strips, airfields,
CPs, MSRs, and LOC.
• Provides construction equipment support for divisional engineer
battalions, when required.
• Provides dump-truck support, when required.
ENGINEER COMPANY (LIGHT EQUIPMENT) (AIRBORNE)
The company is normally assigned to a corps or another major tactical
command and attached to an engineer brigade, battalion, or group. It—
• Augments engineer operations and capabilities in support of light-
force operations with engineer equipment.
• Provides earthmoving equipment support in an airborne, an air
assault, an airmobile, or a light-force operation on a two-shift basis.
• Provides a cross-country dump-truck capability of about 50 cubic
yards or 45 tons per lift.

FM 5-116
• Can parachute or be air-delivered to work sites.

ENGINEER COMPANY (LIGHT EQUIPMENT) (AIR ASSAULT)
The company is normally assigned to a corps or another major tactical
command and attached to an engineer brigade, battalion, or group. It—
• Augments engineer operations and capabilities in support of light-
force operations with engineer equipment.
• Provides earthmoving equipment support in an airborne, an assault,
or a light-force operation on a two-shift basis.
• Provides a cross-country dump-truck capability of about 50 cubic
yards or 45 tons per lift.
ENGINEER COMPANY (TOPOGRAPHIC) (CORPS)
The company is normally assigned to a theater Army engineer battalion
(topographic). It—
• Provides topographic-engineer support to the corps.
• Compiles controlled and uncontrolled photomaps and mosaics.
• Revises existing maps and other topographic data within its
capabilities.
• Drafts special maps, overprints, overlays, and other topographic
products.
• Reproduces monochrome and multicolor maps, map substitutes,
overlays, overprints, and other topographic products by offset
lithography and photocopy.
• Provides terrain-intelligence and terrain-analysis products.
• Performs topographic surveys and provides survey information.
• Interprets and measures remote-sensed imagery.
• Extends horizontal and vertical controls into corps and division areas.
produces.
• Provides a survey information system and maintains DPPDB.
HQ DETACHMENT, ENGINEER BATTALION
The detachment is normally assigned to an engineer group or a brigade HQ at
the corps or the EAC level. It—
• Provides teams for the command, control, and administrative support
of separate engineer companies and engineer teams organized under
the 05-500 series.
• Can provide command, control, and planning for three to seven
companies and teams performing engineering tasks.

FM 5-116
ENGINEER TEAM, UTILITIES (4000)

The team is normally attached to an engineer brigade or group or may be
organized into an engineer-composite service unit. It—
• Provides limited construction for specialized engineer support in the
TO.
• Provides limited facility engineering support in the areas of carpentry,
masonry, electrical, plumbing, and road maintenance and repair.
ENGINEER TEAM, FIRE-PROTECTION HQ (LA)
The team provides C2/administrative support. One LA team can control three
to seven fire-fighting teams (LB or LC). A team commander serves as the fire
marshal of an installation/a facility or within his AOR. An LA team—
• Plans for fire defense on an installation.
• Conducts fire-prevention inspections.
• Conducts fire investigations.
• Establishes a fire-department communications network between the
HQ, the MP, the airfield, and the fire-fighting teams.
• Commands the fire-fighting teams.
• Maintains and refills fire extinguishers.
• Makes minor repairs to fire hoses.
• Inspects and maintains fixed fire-protection systems on an
installation/in an AO.
• Coordinates the resupply of fire-fighting assets, agents, self-contained
breathing apparatus (SCBA) air, and fuel.
• Coordinates mutual aid with other services/HN fire-protection assets.
ENGINEER TEAM, FIRE TRUCK (LB)
The team provides fire protection, administers first aid, provides an initial
response to HAZMAT incidents, and implements a fire-prevention program. A
commander's primary task list determines the team's assignments. An LB
team—
• Provides crash/rescue support for medical evacuation (MEDEVAC)
and normal flight or maintenance standbys.
• Conducts fire-prevention inspections on an installation or airfield.
• Provides C2 of the non-fire-fighting assets used to support natural-

cover fire-fighting operations (such as heavy equipment and
personnel).
• Conducts fire-fighting operations (such as structural, crash/rescue,
and natural cover) on an installation/in an AO.
• Provides emergency medical assistance to victims.

FM 5-116
• Conducts an initial response to HAZMAT incidents.

• Conducts the training of unit-level fire brigades.
• Assist with medical resources during mass casualty incidents.
• Assist in HNS, as a commander requires.
ENGINEER TEAM, WATER TRUCK (LC)
The team transports water to resupply fire-fighting teams when a fixed water
supply is not in place. It also supplies manpower to fire-fighting teams. One
LC team is assigned to each LB team. An LC team—
• Conducts water-resupply support to fire-fighting teams.
• Provides additional manpower support to fire-fighting teams.
• Conducts reconnaissance of water-resupply points.
• Maintains the emergency water-supply points.
• Assists in HNS, as a commander requires.
An aircraft crash/rescue team provides support to Army aviation and to Air
Force, Navy, Marine, allied, and civil aviation assets in support of Army
operations. The types of support include, search and rescue, emergency
evacuation, FARP, and basic life support.
The standard requirement for crash/rescue operations will be a minimum of
one LB team and one LC team. Aircraft that are over 10,000 pounds, have a
normal fuel load over 400 gallons or have an average load of 12 or more
persons, will require two LB teams and one LC, as a minimum. Additional LB
teams can be assigned, if available.
ENGINEER TEAM, QUARRY (75 TPH)
The team is normally attached or assigned to a fixed-strength unit or may be
organized into an engineer composite unit. It—
• Performs rock-crushing operations, which increases the capabilities of
the construction group in major horizontal construction projects, such
as roads, storage facilities, and airfields.
• Provides personnel and equipment for a 24-hour period to operate the
75-tph crushing plant and to issue its product to users.
• Provides personnel and equipment for drilling and blasting operations
that are required to produce raw stone for operating the 75-tph
crushing plant.
• Is capable of hauling 30 tons of rock per trip from the quarry to the
processing plant.
ENGINEER TEAM, WELL DRILLING
The team is normally attached to an engineer battalion (combat) (heavy). It—
• Provides personnel and equipment for drilling and developing water
wells.

FM 5-116
• Is capable of drilling and casting two complete water-well holes of 5 7/8

inches in diameter to a depth of 2,500 feet.
• Installs casings, screens, and pumps and develops the well to provide
water at the wellhead.
ENGINEER HEAVY DIVING TEAM
The team is normally assigned to a theater Army and attached to an ENCOM
to support commanders in ports, harbors, and coastal zones. It—
• Assists in constructing port facilities, LOTS structures, and floating
barriers.
• Repairs damaged piers, docks, wharves, seawalls, and breakwaters.
• Clears underwater obstructions and marks navigational waterways.
• Reduces and emplaces underwater obstacles and mines.
• Reduces structures with underwater demolitions.
• Recovers sunken material and vessels.
• Installs and maintains vessel moorings.
• Repairs Army lighters and vessels.
• Installs and maintains the underwater portion of off-shore petroleum
and water-distribution systems.
• Protects land forces, vessels, and underwater structures from
underwater threats, reducing the probability of underwater structural
damage.
ENGINEER LIGHT DIVING TEAM
The team is normally assigned to a corps and attached to an engineer brigade
or group. It—
• Provides nearshore and far-shore river-crossing-site reconnaissance
and marks and prepares landing sites, riverbanks, and exit routes for
crossing forces.
• Emplaces and reduces underwater obstacles and mines.
• Reduces structures with underwater demolitions.
• Collects underwater terrain data.
• Repairs damaged bridges, locks, dams, pipelines, canals, and levees.
• Constructs underwater bridge structures, obstacles, and floating
barriers.
• Recovers submerged weapons systems.
• Protects land forces, river-crossing equipment, and underwater
structures from underwater threats and deceives enemy forces of
friendly underwater and waterborne intentions.
• Clears and marks inland navigational waterways.

FM 5-116
The light team should be capable of supporting the heavy diving team in ports,
harbors, and coastal zones. However, it will lack the heavy salvage and diving
equipment required to perform salvage and continuous deep-sea diving
operations.
ENGINEER TEAM, REAL ESTATE
The team is normally assigned or attached to an ENCOM or may be organized
into an engineer composite service unit. It—
• Acquires, uses, and disposes of real property for military purposes.
• Inventories and records installed and personal property located on
installations.
ENGINEER TEAM, TOPOGRAPHIC PLANNING AND CONTROL
The team is normally assigned to a theater Army. It—
• Coordinates the activities of and performs topographic operational
planning for units and agencies engaged in producing and supplying
military geographic information and topographic products to the
theater Army.
• Determines the requirements and provides the programs for and the
coordination of engineer topographic units assigned or attached to the
theater.
• Coordinates with the NIMA, the host/allied nations’ topographic
support activities, and the higher HQ to accomplish the mission.
FE TEAM
The FE team is a reserve TDA unit with specific installation responsibilities.
In times of national emergencies and contingency operations, it may be
mobilized and attached to either an ASCC, a TAACOM, an ASG, a corps HQ,
or a staff element of a TF HQ. When three or more FE teams are operating in
a theater, an engineer support group is usually formed. It provides an
additional depth of FE capability, and it has C2 over its assigned teams. The
engineer support group has the capability to perform the same missions as the
FE teams. The group—
• Manages engineer resources in support of facility and civil
engineering, performs master planning, and allocates resources, to
include inspecting facilities; identifying, prioritizing, and conducting
work; planning boards; and developing facility and civil-engineer
projects.
• Manages real property and can control real estate engineer teams and
coordinate their activities.
• Manages housing and space use.
• Manages the theater environmental-compliance and prevention
programs, to include environmental-compliance assessments,
recommendations for corrective actions, and proper reporting.

FM 5-116
• Performs limited design, to include preparing drawings, specifications,

and cost estimates in support of facility and civil-engineer projects.
• Reviews the designs of contract architects and engineers to ensure
that they conform to the user’s requirements, mission, and codes.
• Manages utilities services, maintenance, and repair efforts and can
control engineer utility teams and coordinate their activities.
• Inspects and ensures that the quality standards of construction
projects by contract or troop labor are met.
• Manages base operations, to include sanitation and landfill operations
and can control fire-fighting and utility teams and coordinate their
activities.
• Can perform limited supervision of troop labor and indigenous
personnel.
• Manages facility-engineering supplies through assigned units.

Appendix B
US Army Corps of Engineers

The USACE is the MACOM that is responsible for executing the Army’s
and the DOD’s military construction and real estate acquisition and the
Army’s civil-works programs. Combined, these programs have given the
USACE a dual perspective. The civil-works program places the USACE in
the role of developing national infrastructure and the associated planning,
designing and executing of complex projects of regional and national
significance. The military construction and real estate acquisition program
provides the USACE with military expertise as a result of its worldwide
responsibilities and presence in DS of US forces. The combined capabilities
of these two major programs and the more specialized expertise in its
laboratories has made the USACE one of the premier engineering and
environmental organizations in the world. As a result, the USACE is
constantly engaged in projects in support of other countries, through other
agencies (for example, the Agency for International Development and the
Office of Foreign Disaster Assistance), under the SFO program.
COMMAND AND CONTROL
The USACE subordinate commands are organized geographically and
functionally. The HQ, USACE, is located in Washington, DC. There are four
major organizational structures in the corps.
DIVISION COMMANDS
The division command is the C2 organization for the USACE. The division
commanders provide executive direction and management of the subordinate
district commands. The division’s orientation is regional and provides a broad
interface with regional interests. The division manages division-wide
programs.
DISTRICT COMMANDS
The district command is the operating arm of the division. All USACE
districts in the US whose boundaries are delineated along major watershed
basins have civil-works responsibilities. In addition, some of the districts
whose work lines are set on state boundaries are responsible for executing
military programs. The districts maintain in-house core capabilities in
planning, engineering, construction, operations, and project management.
OCONUS CINCs are supported as follows:
• US forces in Korea are supported by the Far East District (Seoul,
Korea).
• US forces in Japan are supported by the Japan District (Camp Zama,
Japan).
US Army Corps of Engineers B-1

FM 5-116
• Pacific command is supported by the Pacific Ocean Division (an

operating division, Honolulu, Hawaii).
• Southern command is supported by the Mobile District (Mobile,
Alabama).
• European command is supported by the Transatlantic Programs
Center, Europe (Wiesbaden, Germany).
• Central command is supported by the Transatlantic Programs Center
(an operating division, Winchester, Virginia).
LABORATORIES
USACE has the following laboratories:
• Waterways Experiment Station (WES).
• Topographic Engineering Center (TEC).
• Cold Regions Research and Engineering Laboratory (CRREL).
• Construction Engineering and Research Laboratory (CERL).
CENTERS
The centers provide support to the command in specialized or specific
technical areas. They have no geographic boundaries.
SUPPORT FOR MILITARY OPERATIONS
The following are some of the support missions the USACE performs.
POWER PROJECTION
In support of power projection, the USACE has a two-fold mission. It provides
engineering and construction support to Army power-projection platforms and
supports platforms and strategic ports. It also leverages the commercial base
to support operations in CONUS and OCONUS.
THEATER MISSION
The USACE wears two hats of operations. Support to the Army is its best
known responsibility. This entails acquiring real estate and facilities through
construction and leasing. Less visible is the Army’s topographic engineering
support that the TEC provides to divisional terrain teams and topographic
engineering battalions and companies. In addition, the USACE provides
technical assistance within the whole engineering spectrum to divisional
through EAC engineers (including technical support for the TCMS). Not quite
as broad as the support to the Army, but just as important is that the USACE
is the Air Force’s design and construction agent.
The USACE is also a DOD construction agent, often referred to as the CCA. In
this role, the USACE provides engineering and construction-management
services to the other services and DOD agencies in DOD-designated countries.
The DOD designation is predicated on the predominance of continuing the
Central Intelligence Agency’s (CIA’s) presence and mission. Thus, the USACE
is the CCA in Germany (with its heavy Army and Air Force presence), and the
NAVFAC is the CCA in Italy (with its heavy Navy presence). Those countries
B-2 US Army Corps of Engineers

FM 5-116
for which there is no DOD-designated CCA, the CINC will usually designate a
CCA for contingency support.
CONUS CONTINGENCY MISSIONS
The USACE is the single most active DOD agency under the capstone military
support to civil authorities (MSCA) program. Most USACE operations in
CONUS are executed under the following authorities:
• Public Law 84-99. Through this law, the USACE has unique
authorities for flood fighting and disaster preparedness. The USACE
operates flood-control, or damage-reduction, structures (dams and
levee systems) and provides technical assistance to state and local
authorities. In addition to flood control and coastal emergencies
(FC&CE), the USACE has authorities for navigation on US waterways
and other authorities provided under project authorization acts.
• FRP. The USACE supports the FEMA as the responsible agency for
eme r g en c y s u p po r t f u nct io n 3 (E SF 3) of p u bl ic w o r ks and
engineering. In this plan, the USACE is a coequal of the other federal
departments and agencies. When activated, the USACE is responsible
for such engineering missions as—
— Debris removal and disposal.
— Temporary repairs to and construction of facilities.
— Acquisition and distribution of emergency water supplies.
— Provision of electrical power.
At FEMA’s request, the USACE also conducts damage surveys for public
buildings. When DOD engineer units are activated to execute disaster-
response missions under ESF 3, they are provided mission taskings from the
USACE. Unlike OCONUS support, the prime-power battalion’s assets remain
under the C2 of the USACE in a CONUS disaster response.
Therefore, in a given disaster, the USACE may operate under its own
authorities; execute FRP missions with support from the Commander in
Chief, Pacific (CINCPAC) Command or the Commander in Chief, Atlantic
(CINCLANT) Command; and execute missions in support of the CINCPAC or
the CINCLANT.
US Army Corps of Engineers B-3

Appendix C
The Civil-Engineering Support Plan

Figure C-1, pages C-2 through C-9, and Figure C-2, page C-10, contain the
information that is required for planning and executing a program to
provide the facilities which are necessary for implementing individual
OPLANs. This format is consistent with the references from CJCSM
3122.03.
The CESP identifies minimum-essential requirements in terms of HN
provided, leased, and US provided (both contract and troops). After
considering war-damage repair to facilities, then construction, material,
and engineer-unit requirements are determined. Also, construction-
support requirements such as beach preparation for LOTS operations, to
include OPDS and IPDS operations, are considered.
The Civil-Engineering Support Plan C-1

FM 5-116
CLASSIFICATION
HEADQUARTERS, _______________
APO __ XXXXX
DATE
APPENDIX 5 TO ANNEX D OF THE USCINC****OPLAN XXXX-YY (U)

CIVIL-ENGINEERING SUPPORT PLAN (CESP) (U)
REFERENCES. List references that provide guidance and applicable SOPs.
a. DODI 4165.3, Department of Defense Facility Classes and Construction Categories,

24 October 1978, Unclassified.
b. DODI 4270.5, Military Construction Responsibilities, 2 March 1982, as modified by

the Deputy Assistant Secretary of Defense (DASD) (Instructions) Memorandum, DOD
Construction Agent Responsibilities, 20 March 1986, Unclassified.
c. DOD Directive (DODD) 4270.36, DOD Emergency, Contingency, and Other

Unprogrammed Construction, 16 May 1991, Unclassified.
d. DODD 6050.7, Environmental Effects Abroad of Major Federal Department of

Defense Actions, 31 March 1979, Unclassified.
e. CJCSM 3122.03, Joint Operation Planning and Execution System, Volume II,
Planning Formats and Guidance, 1 June 1996.
f. JP 4-0, Doctrine for Logistics Support of Joint Operations, 27 January 1995,

Unclassified.
g. JP 4-04, Joint Doctrine for Civil Engineering Support, 26 September 1995,

Unclassified.
h. JP 5-03.1, Joint Operation Planning and Execution System, Volume I, 4 August 1993,
Unclassified.
i. DOD Overseas Environmental Baseline Guidance Document (OEBGD), October

1992, Unclassified.
Figure C-1. Sample of an appendix to an annex of a USCINC****OPLAN
C-2 The Civil-Engineering Support Plan

FM 5-116
j. United States Commander in Chief (USCINC)****Regulation XXX, Protection and

Enhancement of Environmental Quality, dated (DTD), Unclassified.
k. USCINC****Regulation XXX, Real Estate Operations in the USCINC****AOR, DTD,

Unclassified.
l. USCINC****Regulation XXX, Military Construction/Engineering in the

USCINC****AOR, DTD, Unclassified.
m. USCINC****Regulation XXX, Operations SOP, DTD, Classified.
n. Army Regulation (AR) 415-30/Air Force Regulation (AFR) 93-10, Troop Construction
and Engineering Support of the Air Force Overseas, 15 May 1979, Unclassified.
1. GENERAL.
a. Purpose, Scope, and Limitations. State in general terms what will and will not be
addressed. State the character and the magnitude of the theater engineer effort. Include a gross
estimate of expected enemy damage and any constraints affecting the engineering model.
(1) Describe the construction and contingency real estate policies for the
USCINC****AOR in this OPLAN.
(2) Identify potential shortfalls, war-damage repair, and engineering support

requirements in support of this OPLAN (Reference Tab C).
(3) Describe the environmental policy in support of this OPLAN.
(4) Provide financial guidance for the theater engineer support to this OPLAN.
(5) Describe what will not be addressed and what restraints will be imposed on the
military forces (limitations). The CESP does not include the DS that is normally provided to
ground combat forces in the CZ.
b. Engineering Intelligence.
(1) Refer to Annex B for significant engineering intelligence concerning climatology,

terrain, natural/hydrographic features, and industrial resources in the AOR.
(2) List sources of engineering intelligence data; for example, see Appendix __ to
Annex __ for information on mobility, transportation, seaport, and airport capabilities in the AOR.
Figure C-1. Sample of an appendix to an annex of a USCINC****OPLAN (continued)

FM 5-116
c. Concept of Civil-Engineering Support. Describe the general concept for satisfying

civil-engineering requirements. If the OPLAN involves multiple phases that differ significantly in
types, quantities, or the construction quality of civil-engineering activity, divide this and
subsequent paragraphs in specific guidance by phases.
(1) Describe the concept of theater engineer support for this OPLAN. Theater
engineer support includes tasks that are associated with life support areas (LSAs) such as force
bed down; base development; MSR improvement, maintenance and repair; logistics
sustainment; and war-damage repair to critical facilities within the COMMZ.
(2) Describe the OPLAN engineer-management system, including responsibilities

for implementation.
(3) Exploit the capabilities of subordinate units with organic engineer assets.
(4) Satisfy facility requirements, in the order of priority, by using existing facilities and
field organic equipment, erecting pre-positioned portable or relocatable facilities, and using
locally approved Class IV(A) materials for expedient construction. Expedient construction within
the COMMZ will require the theater engineer’s approval or his designated representative’s.
(5) Satisfy facility requirements through new construction by using temporary

standards; however, this will require special approval by the USCINC.
(6) Identify who is responsible for the RPMA. The TAACOM will be responsible for
the RPMA until the facilities are returned to the HN. The TAACOM should address the RPMA in
its support plan. Maximum use of indigenous personnel or contractors should be made.
d. Definitions. List the definitions that are necessary to understand this plan at Tab B.
e. International Agreements and Political Factors.
(1) General. Summarize agreements, other arrangements, and political factors

affecting the CESP. If there are signed formal agreements with the HNs that are covered by this
OPLAN for providing existing facilities, improving existing facilities, or constructing facilities to
support the USCINC’s force deployment, have subordinate units make reasonable assumptions
regarding the HN-provided infrastructure and engineer support. Include these assumptions in
the subordinate unit’s support plan.

FM 5-116
(2) Real Property. State local policies for real-property acquisition and use. Where
facilities cannot be provided by the HN government, use of commercial property via real estate
leasing is the quickest means of providing critical facilities. Subordinate units will include in their
engineer support plan a prioritized list of anticipated leasing requirements. The USCINC****will
review the leasing requirements for funding, and the DOD construction agent will review the list
for lease planning. Acquiring and using HN real property are subject to the agreement between
HN and US embassies, the federal acquisition regulation (FAR), and other applicable regulations
and guidance.
(3) Host Nation Support. Discuss using the following, to include resources that may
be available. Specify the quantity where possible.
(a) Indigenous and third-country labor. Discuss the use of local labor and
funding.
(b) Local Supplies. Discuss the availability of local construction material,

supplies, and equipment and indicate the level of planned usage.
(c) Local Contractor. Discuss the availability of local contractors and indicate
the level of planned usage.
(d) Local Facilities. Discuss the availability of local facilities and indicate the
level of planned usage.
(4) Limiting Factors. Identify rights, agreements, or other arrangements that are not
in existence and are required to execute the plan. The absence of current agreements with HNs
in the AOR may limit the detailed planning ability of subordinate units. Planning will be based on
the maximum use of existing facilities in the AOR to reduce engineering requirements.
f. Construction Standards. Indicate the construction standards (as outlined in JP 4-04)

to be used by all service components in the operational area, and explain the proposed
deviations from these established standards. The provisions of Section III of references b and c
will be followed when preparing the subordinate units’ support plans. The initial standards
generally apply until otherwise directed by the USCINC. When existing local facilities are used,
the initial standard requirement is waived.
g. Planning factors. Explain the proposed deviations from the joint planning factors for
military construction in contingency operations. The planning factors that are used when
developing facility requirements are outlined in reference h.

FM 5-116
h. General Priority of Development. Provide any general guidance for prioritizing

engineer efforts. Include areas such as relative geographic, functional, and base priorities;
theater-construction policy; and environmental-protection policy.
i. Protective-Construction Policy. Define the command policy for protective construction

and damage repair.
(1) State the enemy’s capability to inflict damage. (A quantitative evaluation is not
required.)
(2) State the protection level that is required for weapons systems, personnel, and
material.
(3) Discuss self-help versus engineer troop effort. Self-help will be the principal
means for protective construction. Engineer efforts should be confined to technical advice and
the limited use of special equipment. Detailed supporting plans will reference each components’
commander’s assessment of the self-help activities in support of protective construction
requirements.
j. Contractor. Discuss the availability and possible use of US or third-country

construction contractors.
(1) Contract Support. The DOD CCAs have been integrated into the theater-
contingency engineer-management organization to perform contract-management support. The
subordinate units should identify the requirements for the responsible DOD CCAs during
detailed peacetime planning.
(2) Civilian Construction Forces.
(a) The USCINC****subordinate units will use civilian construction forces and
US, international, and HN-civilian construction firms that operate routinely in the
USCINC****AOR to the maximum extent possible before attempting to use out-of-country
assets. It is anticipated that many of these firms will be available for contracting through the DOD
contract-construction agencies. The subordinate unit’s support plans should identify the
requirements that civilian construction forces could perform according to the existing
USCINC****policy.
(b) Construction equipment generally exists in populated areas throughout the

AOR. The equipment tends to be used and is in marginal condition. The subordinate units, in
concert with contracting officials, are responsible for locating and researching for local
construction equipment.

FM 5-116
(c) The subordinate unit’s support plans should include provisions for supporting the
contracted effort if hostilities force contract-labor forces to withdraw.
2. RESPONSIBILITIES FOR ENGINEER-SUPPORT PLANNING.
a. Primary Responsibility. Identify each echelon of the joint command having civil-
engineering-support-planning responsibility (for example, multinational, subordinate, unified, or
joint TF) and identify the specific tasks of each.
(1) The USCINC****is the theater engineer (until a theater engineer is delegated)
who ensures that all available engineer resources, including those provided through HNS, are
according to the USCINC****priorities.
(2) The theater engineer provides adequate engineer support to meet the
USCINC****subordinate unit’s requirements. The subordinate units are encouraged to plan and
interface with the theater engineer as early in the planning process as possible to improve the
effectiveness and the economy of operations by eliminating engineer-support duplication.
b. Supporting Responsibility. Identify the civil-engineering-support-planning

responsibilities of each service-component command to the OPLAN. Note that LOC and bases,
such as ports, depots, and airfields, may be jointly used and will require designating one
component commander with the responsibility of ensuring complete integrated planning,
subsequent programming, and necessary coordination and construction.
The USCINC****Army service component engineer ensures that all available Army
engineer resources are according to the USCINC****priorities. His responsibilities include
coordinating overall engineering support for Army engineer resources, coordinating with the
USCINC****for the engineer-support effort, and coordinating with the ASCC for engineer-support
planning.
3. COMMAND RELATIONSHIPS. Indicate in this paragraph any requirements to deviate from

existing command relationships as they relate to executing the support described in this
appendix.
4. TIME-PHASED REQUIREMENTS. Provide time-phased summaries and analyses of at

least the following five areas. Summaries consist primarily of the JEPES output with a CESP
analysis, to include input assumptions and a scenario for each subparagraph. If the JEPES is
not used, indicate how the information was derived.
a. Facility Shortfalls. Indicate in the analysis the availability of alternate means to

accommodate major functions.

FM 5-116
b. Materials Requirements. Indicate in the analysis significant out-of-theater

requirements by general type and gross tonnage.
c. Civil-Engineering-Force Shortfalls. Analyze the man-hours that are required versus

those that are available at theater and regional levels. Identify shortfalls by area, duration, and
specific skill types and assess their impact on OPLAN execution.
d. War-Damage Repair. Identify the locations where heavy attacks are assumed and the
percent of the engineer workload that is estimated for repairs. Assess the expected effect of
repairs on the material and the equipment, the people’s readiness, and the adequacy of the
assigned engineer force to repair equipment.
e. HN Assignments. Identify the extent of reliance on HN engineering assets and the

impact if HN engineers are available. Subordinate units should not plan on using HN military
units to offset requirements.
5. SUMMARY OF CRITICAL FACTORS AFFECTING THE CESP. Indicate the major problem
areas in the CESP that may inhibit OPLAN implementation until they are resolved. Analyze
possible solutions to these problem areas and evaluate the implications of each alternative in
terms of its effect on the OPLAN.
a. Engineer-Force Deficiencies. The COMMZ’s general-engineering-support

requirements in the theater are expected to meet or exceed available military engineer-force-
structure and time-phased deployment capabilities. List the expected shortfalls and their
expected impacts. List the options to overcome engineer man-hour deficiencies.
b. HN Infrastructure Support. Summarize how HN infrastructure support fits into OPLAN

implementation.
c. Leased Facilities. Summarize leasing considerations and the impact to the OPLAN.
d. Water Support. Summarize the effects of water support on OPLAN implementation.
e. Class IV Construction Materials. Summarize the effects of Class IV construction

materials on OPLAN implementation.
f. Electrical Utilities. Summarize the effects of power generation and distribution on

OPLAN implementation.

FM 5-116
TABS:
TAB A: Construction Standards

TAB B: Definitions
TAB C: Engineer Facility Study
C-1 JEPES Data
C-2 Engineer Requirements Analysis
TAB D: Engineer Responsibilities
D-1 Infrastructure Support Plan
TAB E: Engineer Intelligence
TAB F: Real Estate
TAB G: Bridging
TAB H: Fire Protection
TAB I: Engineer Organizations
I-1 COMMZ
I-2 Forward CZ and Rear CZ

FM 5-116
CLASSIFICATION
HEADQUARTERS, ________________
APO XX XXXX
DATE
TAB A TO APPENDIX 5 OF ANNEX D TO THE USCINC****OPLAN XXXX-YY (U)

SUGGESTED CONSTRUCTION STANDARDS FOR MILITARY CONSTRUCTION AND CIVIL-
ENGINEERING SUPPORT OF JOINT CONTINGENCY OPERATIONS (U)
1. REFERENCES. List all references pertinent to this tab.
2. PURPOSE. To provide suggested construction standards that should be used in the

planning, design, and construction of facilities in support of joint operations.
3. STANDARDS OF CONSTRUCTION.
a. Construction standards are used to determine the types of material and construction
techniques to use when constructing facilities in support of joint operations. Contingency
construction standards provide construction criteria to accomplish the engineer combat-support
mission efficiently. Facilities that are built using these standards are of a quality consistent with
mission requirements, personnel health and safety, and the expected availability of construction
resources. Where mission requirements are similar, all services use the same construction
standards.
b. The JEPES contains listings of facility components by a facility category code. The
services are able to establish construction standards for each category code by selecting
specific components that are consistent with the construction standards defined in the following
paragraphs (see Table C-1). Initial and temporary construction standards are described as
follows:
(1) The initial standard provides for immediate austere operational support of units
upon arrival in theater, which minimizes engineer construction effort. Facility use is for a limited
time, normally ranging from 1 to 6 months (depending on the specific facility). In some cases,
replacement by more substantial or durable facilities is required.
(2) The temporary standard provides for sustained operations. The facilities
provided are the minimum required to increase efficiency of operations for periods of time
extending to 24 months. In some cases, the temporary standard replaces the initial standard.
Where mission requirements dictate, the temporary standard can be used from the start of the
operation.
Figure C-2. Sample of a tab to an appendix of a USCINC****OPLAN

FM 5-116
Table C-1. Construction standards

Construction Type Initial Temporary
Clearing and grading for
Preparing the engineering site
facilities sites that include
(to include the pavement for
drainage, revetments for POL,
vehicle traffic areas and aircraft
Site preparation ammo storage, aircraft parking,
parking) and building
aggregate for heavily used
foundations and concrete floor
hardstands, and soil
slabs
stabilization
Constructing wood-frame
Erecting tents (may be wood structures, relocatable
Troop housing
frame and flooring) structures, and mobile
structures
Installing tactical generators Installing nontactical
Electricity with high- and low-voltage generators with high- or low-
distribution systems voltage distribution systems
Locating water points, drilling
wells, supporting other
Installing limited distribution
portable water-production
Water systems to hospitals, dining
operations, and installing
halls, and other large users
pressurized water-distribution
systems
Installing portable refrigeration
Installing refrigeration in
Cold storage with freezer units for medical,
structures
food, and maintenance storage
Constructing austere
Constructing evaporative waterborne waste-treatment
ponds, pits or burnout latrines, facilities for high-priority
Sanitation
lagoons for hospitals, and structures (hospitals, dining
sewage lift stations halls, bath houses, and
decontamination sites)
Emplacing/constructing tactical
surfaces, to include matting, Emplacing/constructing
Airfield pavement
aggregate, soil stabilization, conventional pavements1
and concrete pads
Emplacing fuel bladders and
Fuel storage Emplacing fuel bladders steel tanks and a limited
distribution system
1
The type of airfield surfacing to be used will be based on the expected number, types, and weight of
aircraft involved in the operations.

Appendix D
Sample Construction Directive

This appendix provides a construction directive format from the TCMS.
(See Figure D-1 for a sample of the TCMS extract.) The TCMS has been
designed to automate construction planning, design, and management
functions for Army engineers. Project planning and management
capabilities are provided to those tasked to quantify construction
requirements and manage construction missions.
TO:
FROM:
SUBJECT:
PROJECT: DESCRIPTION:
PRIORITY: LOCATION:
COORDINATION: Include the start date, the completion date, the notes recorded from
the successive subordinate HQ, and any special instructions on how to handle the admin-
istrative policies of the project, to include materials and funding.
CONSTRUCTION MATERIAL:
WEIGHT: VOLUME: COST:
CONSTRUCTION EFFORT:
HORIZONTAL HOURS: VERTICAL HOURS:
GENERAL HORIZONTAL: GENERAL VERTICAL:
TOTAL MAN-HOURS REQUIRED:
ADDITIONAL EQUIPMENT: Include rental-equipment fund allocations for the project.
ADDITIONAL MAINTENANCE:
Figure D-1. TCMS sample construction directive format
Sample Construction Directive D-1

FM 5-116
Initially demonstrated during the deployments for Operations Desert

Shield/Desert Storm, the TCMS has undergone various changes and
improvements. As an electronic version of the technical manuals covering
the Army Facilities Components System, it integrates various commercial
off-the-shelf software with Army databases to form a comprehensive
construction planning, design, and management tool. Fielding of the
system is down to the engineer combat heavy battalions’ level.
Directions for troop construction are normally transmitted through
engineer channels by a directive. For every project, a construction directive
is authorized. The projects are construction tasks that are assigned to an
engineer unit in support of an ASCC mission. The projects may also be in
support of stability or support operations, such as interdiction camps,
refugee camps, exercise-related construction, humanitarian civic
assistance, or nation-building exercises.
The following is the essential information that is needed for a construction
directive:
• Addressee (executing unit).
• Directing authority (higher HQ).
• Subject (project name and project number).
• Mission (what is to be done).
• Priority (priority of the project).
• Location (location, building number, or grid coordinates).
• Start date (determined from the in-progress reviews from the
engineer planners or specified by the higher HQ).
• Completion date (determined from the latest event in the
construction schedule or specified by the higher HQ).
• Scope of work (detailed description expanding on the mission
statement).
• References (plans and specifications or the report for the project).
• Resources (materials and required work effort, including rental-
equipment fund allocations).
D-2 Sample Construction Directive

Appendix E
Engineering Services and Troop

Construction SOP Sample
Figure E-1, pages E-1 through E-9, is a sample of an engineering services
and troop construction SOP.
1. Purpose. This SOP outlines the process for accomplishing engineering services (reports;
planning studies; design calculations; construction drawings, specifications, and schedules; a
BOM; cost estimates; project documentation files; troop-construction and related construction
training; and maintenance and repair activities throughout the command).
2. Application. This SOP applies to all subordinate units assigned, attached, or OPCON to
this unit.
3. References. List references that provide guidance.
4. General.
a. The objective of this SOP is to ensure that engineering services are accomplished to
uniform standards and executed in a professional, high-quality, economical, and expeditious
manner.
b. The objectives of all engineering services are to—
(1) Provide programs whereby each soldier is trained in a hands-on mode to

perform tasks required for his/her military occupational specialty and to perform them to the
standards set forth in the soldier’s manual.
(2) Provide the opportunity for units to accomplish battle-focused collective training
on mission-essential tasks.
(3) Develop those technical, supervisory and management skills that the unit
requires to achieve a high state of operational readiness.
Figure E-1. Engineering services and troop construction SOP sample
Engineering Services and Troop Construction SOP Sample E-1

FM 5-116
5. Administration.
a. Project assignment. All projects originated by this unit, a subordinate unit, or a

higher HQ will be authorized a project directive.
b. Project priorities. All assigned projects will be given a priority designation. The
priority, normally assigned by the battalion if initiated at the battalion level, will be indicated on
the project directive by one of the following numeric designators:
(1) Priority 1. This is the highest priority. It will not be assigned unless the project
is required to prevent death or extensive property loss. This priority requires maximum effort to
complete the project on time, even if other projects must be halted and resources diverted.
(2) Priority 2. This is the highest priority normally assigned to a project. This
priority requires maximum effort to complete the project on time. It is conceivable that this type
of project may not enhance other training yet must be done.
(3) Priority 3. This the normal priority assigned to projects. Individual unit training
will be given significant consideration as to the order in which projects are done.
(4) Priority 4. This priority will normally be assigned to projects initiated at the
company level. These projects will be completed on a time-available basis, or they will be
completed while waiting to start on higher-priority projects.
c. Project files. These files will be maintained according to the guidelines in Annex J.
d. Project planning.
(1) The Operations and Training Officer (US Army) (S3)/engineering section will
complete the planning by—
(a) Performing the initial site reconnaissance to determine the specific

training value of the project, the resources needed to accomplish the project, and the units that
are capable of performing the project. The S3/engineer will define the project scope.
(b) Preparing and issuing the project directive to the performing unit.
(c) Preparing a design-charette planning study with the project user to

translate customer needs into specific features, sizes, shapes, and sketches. The S3/
engineering section will obtain a project-user signature for approval of the finalized design
charette.
Figure E-1. Engineering services and troop construction SOP sample (continued)
E-2 Engineering Services and Troop Construction SOP Sample

FM 5-116
(d) Conducting a design analysis complete with calculations, construction

drawings and specifications, a BOM, design and construction schedules, a construction-cost
estimate, and a quality-assurance plan.
(e) Coordinating, as required, with appropriate agencies for necessary

permits (excavation permits and environmental-impact assessments).
(f) Initiating soil-reliability explorations and obtaining appropriate reports.

The S3/engineer section will also incorporate or direct the necessary design/operational
changes.
(g) Identifying survey requirements and developing survey-project objectives,

such as horizontal and vertical controls.
(h) Assisting the construction unit with engineering services to clarify needed
techniques, methods, or materials.
(i) Developing a critical-path-method (CPM) schedule, a BOM, and

construction drawings and specifications. These items may be directed to the performing unit to
prepare and submitted to the ______ for approval.
(2) The performing units will complete planning by—
(a) Performing a thorough site reconnaissance. The site-reconnaissance

report may be optional when a comprehensive report has been prepared by the battalion’s S3,
the group’s S3, or the brigade’s S3.
(b) Preparing a list of specific activities needed to accomplish the project.
(c) Preparing a manpower and equipment utilization estimate to determine

specific resource constraints.
(d) Developing a CPM schedule, to include early and late start and finish
dates, manpower estimates, and activity duration according to Annex B.
(e) Identifying the material required for each activity and preparing a BOM to
complete the project.
(f) Identifying tasks that will require technical and/or other support from a
higher HQ (soils analysis and surveying).

FM 5-116
(g) Selecting an appropriate estimated start date (ESD) that coincides with
the present training/construction program. The estimated completion date (ECD) will be
derived from the CPM construction schedule.
(h) Providing a specific date on which critical BOM items are needed for
critical-path activities. For troop-construction projects, coordinate with the installation’s troop-
construction coordinator and ascertain the status of construction materials, inventory, and
requisitions. The performing units will obtain, as necessary, a commitment to materials delivery
and plan contingency requisitions, if appropriate. For overseas deployments, separate the
supply-acquisition schedule by CONUS and OCONUS sources.
(i) Preparing a public-affairs plan, to include pictures of the project from start
to finish. The performing units will coordinate for photographic support through the S1 at the
battalion, the group, or the brigade, as applicable.
(j) Identifying the mission-essential tasks and the soldier’s manual tasks that
may be incorporated into the construction activity as a means of instructing individual soldiers
and supervisors.
(k) Preparing a safety plan to identify potentially dangerous situations to

eliminate/reduce accident risks.
(l) Preparing a drainage plan to implement throughout the project to minimize

weather delays.
(m) Identifying special tools (heavy-duty jacks and scaffolding) that will be
essential to complete specific activities and determining the time frame they may be required.
(n) Preparing a maintenance plan, to include daily and weekly preventive

maintenance checks and services (PMCS) and Class IX and POL support.
(o) Preparing a QC plan to explain specifically how the officer in charge (OIC)/
noncommissioned officer in charge (NCOIC) ensures that the project is constructed according
to specifications. The plan addresses QC of materials before placing soil and aggregate and
QC of materials before the initial step in construction (placing the first layer of concrete). The
plan should emphasize centralized planning by the leaders and decentralized execution by the
subordinates.
(p) Preparing a force-protection plan for deploying units with the appropriate
measures and warning notifications against the current threat.

FM 5-116
e. Project Management
(1) The unit commander—
(a) Ensures that all projects are being managed to obtain maximum training
and according to the construction specifications and schedule and project plans.
(b) Provides accurate accounting and security of all project materials.
(c) Maintains strict accountability of personnel man-hours and equipment

hours expended for each principal feature within the project.
(d) Provides daily and weekly unit-construction progress reports.
(e) Provides all official visitors with a site briefing by the senior member of the
unit who is on site. The individual should be prepared to brief the visitor on the following: the
scope, the description and the dimensions, the total funded cost, and the schedule of the
project; the project customer; the planned functions; and the estimated completion date.
(2) The unit’s construction officer (company level or higher) will be responsible for
the following:
(a) Completing the construction specified by the project directive according to

construction drawings and specifications and the CPM construction schedule.
(b) Coordinating with the group/brigade S3 and/or construction-management

section or the installation’s troop-construction coordinator for rental equipment to ensure that
special equipment and skills are available when they are needed according to the construction
schedule.
(c) Coordinating with unit assets to gain maximum use.
(d) Notifying the group’s/brigade’s S3 of any changes to the project schedule.
(e) Coordinating the procurement and delivery of materials according to the

construction schedule, the budget, and the project requirements.
(f) Conducting an operations and personnel security briefing to all personnel

employed on classified projects in restricted areas.
(g) Submitting a copy of the CPM construction schedule to the group’s/

brigade’s S3 for approval.

FM 5-116
(h) Coordinating with the group’s/brigade’s S3 and/or the construction-

management section on any design changes, specification changes, construction-drawing
clarifications, BOM modifications, inspection requests, and a certificate of acceptance.
(i) Updating and revising the CPM construction schedule daily. The ECD
and the CPM construction schedule will be thoroughly reevaluated any time the actual
completion percentage falls behind the planned completion percentage more than 10 percent.
(j) Rejecting materials that do not meet specifications and documentation.
(k) Maintaining a project notebook containing, as a minimum, the following

documents: the project directive, construction drawings and specifications, a QC plan, a safety
plan, a CPM construction schedule, a visitors log, and a force-protection plan.
(l) Maintaining a project log. The project log is a diary of the daily activities on
the project. It is used to document working hours, weather, delays, accelerations, decisions,
and field changes. The project log will be the basis for daily and weekly construction-progress
reports. The unit’s construction officer will maintain the log. He will employ a bound notebook. It
will be initiated on the first day of construction, continued through completion, and filed with the
project-completion documents. The mandatory entries in the log are the date and the location,
the weather description, the workforce size, the equipment used and the number of hours
operated, the activities completed and initiated (keyed to the CPM with a description), the
coordination comments, the materials received, the QC tests, and the project delays.
6. Project extension request.
a. Project duration frequently exceeds the initial estimate for various reasons. It is
imperative that the new completion dates be determined for all activities to accurately forecast
future construction progress. Construction schedules will be updated when a project deviates
from the current schedule by more than 10 percent.
b. Extension requests will be in a memorandum format from the constructing unit. It

will include the project directive number, the completion date, and a specific explanation for the
required additional time (delays or design changes).
7. Project completion.
a. The constructing unit will ensure that the project is complete and functional. It
should be the goal of the constructing unit to finish and sign over the project with no
deficiencies.

FM 5-116
b. The following paragraphs are the sequence of events for signing over the project.
(1) The constructing unit’s OIC inspects the project to note deficiencies and
eventually verify completion.
(2) The constructing unit’s OIC and the construction directive authority will verify
completion according to the specifications.
(3) The constructing unit prepares the project acceptance certificate for the
customer’s/higher HQ signature.
(4) The constructing unit’s OIC and the construction directive authority will perform
the final inspection with the customer. The constructing unit will provide three copies of the
signed project acceptance certificate to the originating HQ.
8. Reports required. Specify the construction progress reports that are required by the
higher HQ. Brevity and maximum use of automation in construction management are
encouraged by using the TCMS reports.
9. Uniforms. Refer to the unit’s field SOPs. Wearing commercial-design protective

headgear (hard hat), work gloves, and safety shoes/boots and goggles with the field uniform
are authorized by the construction unit. The using unit will request all additional safety
equipment.
10. Construction practices.
a. Field changes. The constructing unit to the appropriate approving authority will
submit proposed field changes to construction drawings or specifications. The approving
authority will be the design engineer who will consult with and have the approval of the using
agency or higher HQ. Approving authority may be delegated to the subordinate S3 sections
with engineering and design capabilities.
(1) Field changes will not be made by any personnel except, or with the written
concurrence of, the original designer. Field changes considered essential to successful project
execution are encouraged. Such changes may be made with the approval of the construction
unit’s commanding officer and the concurrence of the approving authority.
(2) Field changes will not be accomplished by the unit until the original approving
authority has approved the changes.
(3) Verifying the completion date and the construction schedule will be required
when any field changes are made. The unit’s construction officer will take appropriate action to
update the CPM construction schedule, as required.

FM 5-116
(4) Field changes will be shown in red on the “Record Construction Drawings” set.
This set will be submitted to the drawing originator who will prepare the final record drawings set
and distribute the drawings to the user.
b. Construction drainage.
(1) Before the start of any construction, a detailed plan will be developed to ensure
minimal damage to the construction in progress due to surface runoff or flooding.
(2) At the close of each construction day, a check will be made and the necessary
actions taken to ensure that all water will drain freely from the site. The water will be directed
from the project area to adjacent areas where it will not cause significant damage or hinder
construction for the next day.
(3) Extra materials that are needed are culverts and hay or straw. The construction
officer should identify these materials early so that they can be properly acquired before the
project starts.
c. Compaction. Compaction will be required on all horizontal construction. All

compaction effort will be as stated in the specifications and accomplished according to the
techniques stated in the appropriate technical manual. Test strips will be accomplished at all
projects. The date from the test strips will be used by the constructing unit’s OIC in case a
nuclear densometer is not available.
d. Job-site appearance.
(1) During construction, sites will be policed daily for all waste materials, empty
containers, and other items to present an orderly appearance.
(2) All construction materials will be stored properly, protected from the elements,
and secured against theft.
(3) Construction areas will be graded and reseeded, if necessary, to restore the
area to its original condition. The construction unit is responsible for turning over a well-
groomed project.
e. Protection of existing utilities.
(1) Before starting any construction effort on a project, the constructing unit will
coordinate with the local authorities to ensure that projects will not hinder their utilities. If there
is a possible conflict, representatives from the constructing unit will visit the appropriate agency
to resolve conflicts.

FM 5-116
(2) During construction, all known facilities must be marked clearly and be
protected. Any damage to utilities must be reported immediately to the appropriate agency and
through the higher HQ.
(3) Under no circumstances will a vibratory roller be operated near an occupied

building during business hours.
f. Communications. Communications will be maintained between the project site CP

and the unit HQ. This will include a force-protection warning system for individual soldiers.
g. Project briefing board. A platoon- or larger-size project will have a project briefing
board on site.
h. Project sign. Each major project will have a project sign posted at the entrance to the
project and kept in good condition.

Appendix F
Metric Conversion Chart

This appendix complies with current Army directives which state that the
metric system will be incorporated into all new publications. Table F-1 is a
conversion chart.
Table F-1. Metric conversion chart

US Units Multiplied By Metric Units
Cubic yards 0.7646 Cubic meters
Feet 0.3048 Meters
Tons (Long) 1.016 Metric Tons
Tons (Short) 0.9072 Metric Tons
Metric Units Multiplied By US Units
Cubic meters 1.308 Cubic yards
Meters 3.281 Feet
Meters 1.0936 Yards
Tons (Metric) 2,204 pounds
Metric Conversion Chart F-1

Glossary
abn airborne
ACO Administrative Contracting Officer
ADA air-defense artillery
ADAM area denial artillery munition
AFB assault float bridge
AFJPAM Air Force joint pamphlet
AFR Air Force regulation
AFRCE Air Force regional civil engineers
AGR Active Guard Reserve
AO area of operation
AOR area of responsibility
APO Army post office
APOD aerial port of debarkation
AR Army regulation
ARFOR Army force
ASCC Army service component commander
ASG area support group
Glossary-1
FM 5-116
ASL authorized stockage list
ASP ammunition supply point
attn attention
avail available
bde brigade
BDP base-development plan
BEEF base engineer emergency force
BOM bill of materials
C2 command and control
C3 command, control, and communications
C4I command, control, communications, computers, and intelligence
CAO chief administrative officer
cbt combat
CCA contract-construction agent
CCD camouflage, concealment, and deception
CEB combat-engineer battalion
CENTCOM US Central Command
CERL Construction Engineering and Research Laboratory
CESP Civil-Engineering Support Plan
CI counterintelligence
CIA Central Intelligence Agency
Glossary-2
FM 5-116
CINC Commander in Chief
CINCLANT Commander in Chief, Atlantic
CINCPAC Commander in Chief, Pacific
CJCSM Chairman of the Joint Chiefs of Staff Manual
CMOC civil-military operations center
COA course of action
COB command operating budget
COMMZ communications zone
CONPLAN contingency plan
CONUS continental US
COR Contracting Officer’s Representative
COSCOM corps support command
CP command post
CPM critical path method
CRAF Civil Reserve Air Fleet
CREST contingency real estate support team
CRREL Cold Regions Research and Engineering Laboratory
CS combat support
CSC combat support company
CSE combat support equipment
CSS combat service support
Glossary-3
FM 5-116
cu cubic
cyl cylinder
CZ combat zone
DA Department of the Army
DASD Deputy Assistant Secretary of Defense
DC District of Columbia
DCD Directorate of Combat Development
DEA Drug Enforcement Agency
DISCOM division support command
DMA Defense Mapping Agency
DOD Department of Defense
DODD Department of Defense Directive
DODI Department of Defense Instruction
DPPDB digital point-positioning database
DPW directorate of public works
DS direct support
DSAA Defense Security Assistance Agency
DTD dated
EA engagement area
EAC echelons above corps
EAD echelons above division
Glossary-4
FM 5-116
ECAS Environmental Compliance and Assessment System
ECD estimated completion date
ENCOM engineer command
engr engineer
EOD explosive-ordnance disposal
EPA Environmental Protection Agency
EPW enemy prisoner of war
ERC exercise-related construction
ESD estimated start date
ESF 3 emergency support function 3
ESP engineer supply point
EWL engineer work line
FAR federal acquisition regulation
FARP forward-area refueling point
FC&CE flood control and coastal emergencies
FE facilities engineer
FEMA Federal Emergency Management Agency
FF fire fighting
FM field manual
FMFM Fleet Marine Force manual
FPOL forward passage of lines
Glossary-5
FM 5-116
FRP Federal Response Plan
fwd forward
FY fiscal year
GAO General Accounting Office
GI&S geospatial information and services
GOJ Government of Japan
gp group
GS general support
HAB heavy assault bridge
HAZMAT hazardous material
HCA humanitarian and civic assistance
HEMMT heavy expanded mobility tactical vehicle
HHC headquarters and headquarters company
HHD headquarters and headquarters detachment
HN host nation
HNS host-nation support
HQ headquarters
HUMINT human intelligence
HVAC heating, ventilation, and air conditioning
hvy heavy
IEB inter entity boundary
Glossary-6
FM 5-116
IPB intelligence preparation of the battlespace
IPDS Inland Pipeline Distribution System
ISB intermediate staging base
J2 Intelligence Directorate
J3 Operations Directorate
J4 Logistics Directorate
JCMB Joint Civil-Military Coordination Board
JCMEB Joint Civil-Military Engineer Board
JEMB Joint Environmental Management Board
JEPES Joint Engineer Planning and Execution System
JFUB Joint Facilities Utilization Board
JIC Joint Intelligence Center
JMMO Joint Material Management Office
JOA joint operations area
JOC Joint Operations Center
JOPES Joint Operation Planning and Execution System
JP joint publication
JTB Joint Transportation Board
JTCB Joint Targeting Coordination Board
JTF joint task force
JTFCEM JTF contingency engineering management
Glossary-7
FM 5-116
LOC lines of communication
LOGCAP logistical civil augmentation program
LOTS logistics over the shore
LSA life support area
lt light
LTG lieutenant general
M-day mobilization day
M/CM/S mobility, countermobility, and survivability
MACOM major Army command
MCC Movement Control Center
MCWP Marine Corps warfighting publication
MEAPO Middle East Area Project Office
MEDEVAC medical evacuation
mission, enemy, terrain, troops, time available, and civilian

METT-TC
considerations
MG major general
MGB medium-girder bridge
MILCON military construction
MISP Multispectral Imagery Processor
MMC Material Management Center
MOPMS Modular Pack Mine System
MOUT military operations on urbanized terrain
Glossary-8
FM 5-116
MP military police
MSC major subordinate command
MSCA military support to civil authorities
MSR main supply route
MTOE modification table of organization and equipment
MTW major theater war
MWR morale, welfare, and recreation
NATO North Atlantic Treaty Organization
NAVFAC Naval Facilities Engineering Command
NBC nuclear, biological, chemical
NCA national command authority
NCOIC noncommissioned officer in charge
NGO nongovernmental organization
NIMA National Imagery and Mapping Agency
no number
NOAA National Oceanic and Atmospheric Administration
OAS Organization of American States
OCONUS outside continental US
OEBGD Overseas Environmental Baseline Guidance Document
OFDA Office of Foreign Disaster Assistance
OIC officer in charge
Glossary-9
FM 5-116
OPCON operational control
OPDS Offshore Petroleum Discharge System
OPG Operations Planning Group
OPLAN operation plan
opns operations
OPORD operation order
OPTEMPO operational tempo
OSCE Organization for Security and Cooperation in Europe
OVE on-vehicle equipment
P&C planning and control
PDC protective design center
PIR priority intelligence requirements
PLL prescribed load list
PLS palletized load list
PMCS preventive maintenance checks and services
POL petroleum, oils, and lubricants
PSRC Presidential Selective Reserve Call-Up
PSS personnel service support
PVO private voluntary organization
QA quality assurance
QAR quality-assurance representative
Glossary-10
FM 5-116
QC quality control
QOL quality of life
RAAM remote antiarmor mine
RC Reserve Components
RCEM regional contingency engineering management
RED HORSE rapid, engineer-deployable, heavy, operational repair squadron
RIBS readiness in base support
ROE rules of engagement
RPMA real-property maintenance activities
RSO&I reception, staging, onward movement, and integration
S1 Adjutant (US Army)
S3 Operations and Training Officer (US Army)
SCBA self-contained breathing apparatus
SEE small emplacement excavator
SFO support for others
SOFA Status of Forces Agreement
SOP standing operating procedure
SPOD seaport of debarkation
spt support
TAACOM Theater Army Area Command
TACAIR tactical air
Glossary-11
FM 5-116
TCEM theater contingency engineering management
TCMS Theater Construction Management System
TCN third country nationals
TDA table of distribution and allowances
TEC Topographic Engineering Center
TF task force
TO theater of operations
TOC tactical operations center
TOE table of organization and equipment
TPFDD time-phased force-deployment data
tph ton(s) per hour
TPU tank pump unit
TRADOC US Army Training and Doctrine Command
TSC theater support command
TTAD temporary tours of active duty
TUSA Third US Army
UIC unit-identification code
UK United Kingdom
UN United Nations
US United States
USACE US Army corps of engineers
Glossary-12
FM 5-116
USAES US Army Engineer School
USAREUR US Army, Europe
USCINC US commander in chief
USGS US Geological Survey
USMC US Marine Corps
util utility
vs versus
WAM wide-area mine
WES Waterways Experiment Station
yd yard
Glossary-13
References
SOURCES USED
These are the sources quoted or paraphrased in this publication.
Military Publications
Army Regulation (AR) 415-30/Air Force Regulation (AFR) 93-10. Troop Construction and
Engineering Support of the Air Force Overseas. 15 May 1979.
CJCSM 3122.03. Joint Operation Planning and Execution System, Volume II, Planning Formats
and Guidance. 1 June 1996.
DODD 4270.36. DOD Emergency, Contingency, and Other Unprogrammed Construction.
16 May 1991.
DODD 6050.7. Environmental Effects Abroad of Major Federal Department of Defense Actions.
31 March 1979.
DODI 4165.3. Department of Defense Facility Classes and Construction Categories.
24 October 1978.
DODI 4270.5. Military Construction Responsibilities. 2 March 1982.
DOD Overseas Environmental Baseline Guidance Document (OEBGD). October 1992.
FM 5-71-100. Division Engineer Combat Operations. 22 April 1993.
FM 5-100. Engineer Operations. 27 February 1996.
FM 5-100-15. Corps Engineer Operations. 6 June 1995.
FM 5-103. Survivability. 10 June 1985.
FM 5-104. General Engineering. 12 November 1986.
FM 5-105. Topographic Operations. 30 September 1993.
FM 5-114. Engineer Operations Short of War. 13 July 1992.
FM 5-430-00-1. Planning and Design of Roads, Airfields, and Heliports in the Theater of
Operations - Road Design (AFJPAM 32-8013, Volume 1). 8 August 1994.
FM 20-32. Mine/Countermine Operations. 29 May 1998.
FM 90-7. Combined Arms Obstacle Integration. 29 September 1994.
FM 90-13/Marine Corps Warfighting Publication (MCWP) 3-17.1. River-Crossing Operations.
26 January 1998.
FM 90-13-1. Combined Arms Breaching Operations. To be published in the next six months.
FM 100-5. Operations. 14 June 1993.
FMFM 3-1. Command and Staff Action. 21 May 1979.
JP 1. Joint Warfare of the Armed Forces of the United States. 10 January 1995.
References-1
FM 5-116
JP 4-0. Doctrine for Logistics Support of Joint Operations. 27 January 1995.

JP 4-04. Joint Doctrine for Civil Engineering Support. 26 September 1995.
JP 5-03.1. Joint Operation Planning and Execution System, Volume I. 4 August 1993.
JP 5-03.2. Joint Operation Planning and Execution System, Volume II. 10 March 1992.
Nonmilitary Publications
Public Law 84-99. Emergency Flood Control Work.
DOCUMENTS NEEDED
These documents must be available to the users of this publication.
DA Form 2028. Recommended Changes to Publications and Blank Forms. 1 February 1974.
References-2
Index
A construction materials, 6-1
design considerations, 6-3
Army Service Component Commander (ASCC),
planning considerations, 6-2
1-5
construction standards
ASCC. See Army Service Component
initial, 6-3
Commander.
temporary, 6-3
B contingency real estate support team (CREST),
1-9
bills of material (BOM), 6-4
contract-construction agent (CCA), 2-2, 2-13
BOM. See bills of material.
counterintelligence, 5-4
C countermobility, 1-6
CRAF. See Civil Reserve Air Fleet.
C2 .See command and control. CREST. See contingency real estate support
C4I. See command, control, communications,
team.
computers, and intelligence.
CRREL. See Cold Regions Research and
camouflage, concealment, and deception
Engineering Laboratory.
(CCD), 1-6
CCA. See contract-construction agent. D
CCD. See camouflage, concealment, and
Defense Mapping Agency (DMA), 6-5
deception.
district commands, B-1
centers, B-2
division commands, B-1
Central Intelligence Agency (CIA), B-2
DMA. See Defense Mapping Agency.
CERL. See Construction Engineering and
Research Laboratory. E
CESP. See Civil-Engineering Support Plan.
emergency support function 3 (ESF 3), B-3
characteristcs of Army-operations doctrine
engineer annex, 5-8
agility, 1-12
engineer coordination, 2-4
depth, 1-12
engineer facilities study, 5-4
initiative, 1-12
engineer work line (EWL), 1-10
orchestration, 1-12
engineer-support planning process, 5-4
versatility, 1-12
EOD. See explosive ordnance disposal.
CIA. See Central Intelligence Agency.
ERC. See Exercise-Related Construction
Civil Reserve Air Fleet (CRAF), 3-2
Program.
Civil-Engineering Support Plan (CESP), 2-5,
ESF 3. See emergency support function 3.
4-9, 5-7, C-1
EWL. See engineer work line.
civil-military operations center (CMOC), 4-7
Exercise-Related Construction (ERC)
CMOC. See civil-military operations center.
Program, 1-2
Cold Regions Research and Engineering
explosive ordnance disposal (EOD), 6-6
Laboratory (CRREL), B-2
command and control (C2), 2-1 F
command, control, communications,
Facilities Engineer (FE), 2-3
computers, and intelligence (C4I), 2-12
FE. See Facilities Engineer.
construction considerations, 6-4
Federal Emergency Management Agency
Construction Engineering and Research
(FEMA), 4-9
Laboratory (CERL), B-2
Index-1
FM 5-116
FEMA. See Federal Emergency Management mission, enemy, terrain, troops, time available,
Agency. and civilian consideration (METT-TC), 2-1
force bed down, 7-7 MMC. See Material Management Center.
force protection, 7-6 mobility, 1-4
MOUT. See military operations on urbanized
G terrain.
general engineering, 1-7 Movement Control Center (MCC), 6-4
geospatial information and services (GI&S), multinational operations, 7-2
1-8 multinational units and organizations, 4-5
GI&S. See geospatial information and services. Multispectral Imagery Processor (MISP), 6-5
H N
HCA. See Humanitarian and Civic Assistance nation assistance, 7-8
Program. national command authority (NCA), 4-6
human intelligence, 5-4 national guard participation, 7-10
Humanitarian and Civic Assistance (HCA) National Imagery and Mapping Agency
Program, 1-2 (NIMA), 2-10
Naval Facilities Engineering Command
I (NAVFAC), 2-2
interagency operations, 4-7 NAVFAC. See Naval Facilities Engineering
intermediate staging base (ISB), 1-2 Command.
ISB. See intermediate staging base. NCA. See national command authority.
NGO. See nongovernmental organizations.
J NIMA. See National Imagery and Mapping
JEPES. See Joint Engineer Planning and Agency.
Execution System. nongovernmental organizations (NGOs), 4-7
joint boards, 4-2
Joint Civil-Military Engineering Board,
O
4-4 operational
Joint Environmental Management Board, C2, 5-2
4-4 firepower, 5-2
Joint Facilities Utilization Board, 4-4 intelligence, surveillance, and
joint capabilities, 4-1 reconnaissance, 5-3
Joint Engineer Planning and Execution movement and maneuver, 5-1
System (JEPES), 5-4 protection, 5-2
joint operations, 7-2 support, 5-3
operations planning group (OPG), 4-5
L OPG. See operations planning group.
laboratories, B-2
logistics support, 6-6
P
PLL. See prescribed load list.
M prescribed load list (PLL), 6-5
maintenance support, 6-5 principles of war, 1-11
Material Management Center (MMC), 6-5 private voluntary organizations (PVOs), 4-7
MCC. See Movement Control Center. PVO. See private voluntary organizations.
METT-TC. See mission, enemy, terrain, troops,
time available, and civilian consideration.
R
military operations on urbanized terrain real estate, 4-10
(MOUT), 7-9 real estate support, 2-10
MISP. See Multispectral Imagery Processor. real-property maintenance activities (RPMA)
functions, 2-3
Index-2
FM 5-116
requirements, 2-11
reception, staging, onward movement, and
integration (RSO&I), 1-2, 6-5
redeployment, 7-9
reserve participation, 7-10
RPMA. See real-property maintenance
activities.
RSO&I. See reception, staging, onward
movement, and integration.
S
split-based operations, 3-4
survivability, 1-6
T
TCMS. See Theater Construction Management
System.
TCN. See third country national.
TEC. See Topographic Engineering Center.
Theater Construction Management System
(TCMS), 2-7, 4-9, B-2
theater support command (TSC), 2-8
third country national (TCN), 4-11
topographic
engineering, 1-8, 7-5
support, 2-9, 4-2
Topographic Engineering Center (TEC), B-2
troop construction, 2-13
TSC. See theater support command.
U
unit organizations, A-1
US Army Corps of Engineers (USACE), 1-3,
2-2, B-1
USACE. See US Army Corps of Engineers.
W
Waterways Experiment Station (WES), B-2
WES. See Waterways Experiment Station.
Index-3
FM 5-116
9 FEBRUARY 1999
By Order of the Secretary of the Army:
DENNIS J. REIMER
General, United States Army
Chief of Staff
Official:
JOEL B. HUDSON
Administrative Assistant to the
Secretary of the Army
06676
DISTRIBUTION:
Active Army, Army National Guard, and U. S. Army Reserve: To be distributed in

accordance with initial distribution number 114381, requirements for FM 5-116.
PIN: 065451-000

FM 5-116 Engeer Operations Above Echelons Above Corps

Uploaded by

Copyright:

Available Formats

FM 5-116 Engeer Operations Above Echelons Above Corps

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

FM 5-116 Engeer Operations Above Echelons Above Corps

Uploaded by

Copyright:

Available Formats

FM 5-116

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

Field Manual Headquarters

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

CHAPTER 3. THEATER DEVELOPMENT ............................................................................. 3-1

CHAPTER 7. STABILITY OPERATIONS AND SUPPORT OPERATIONS ...................... 7-1

ENGINEER TEAM, REAL ESTATE...................................................................................... A-16

Operational Challenges to Army Engineers

— Mr. James Stewart

THE NATURE OF ENGINEER INVOLVEMENT

Operational Challenges to Army Engineers 1-1

Precrisis Crisis Hostilities Posthostilities

Offense Offense OFFENSE Offense

Figure 1-1. Strategic spectrum of military operations

• Gain information dominance. Create a disparity between what the

1-2 Operational Challenges to Army Engineers

Peace enforcement Peacekeeping

Major theater war SFO

Conduct e the Gain

Figure 1-2. Engineer activities within the strategic spectrum

Assistance (HCA) Program, and the US Army Corps of Engineers (USACE)

Operational Challenges to Army Engineers 1-3

1-4 Operational Challenges to Army Engineers

General Engineering Topographic Engineering

Survivability Countermobility Mobility

Figure 1-3. Engineer battlespace functions

Operational Challenges to Army Engineers 1-5

1-6 Operational Challenges to Army Engineers

assets against missile attacks. Force protection entails survivability

Operational Challenges to Army Engineers 1-7

operations, all these efforts will likely be performed by a combination of joint

1-8 Operational Challenges to Army Engineers

THEATER OVERVIEW FROM THE ENGINEER PERSPECTIVE

Figure 1-4. Conceptual theater structure

Operational Challenges to Army Engineers 1-9

Depending on the distance/lines-of-communication (LOC) relationships, the

1-10 Operational Challenges to Army Engineers

Operational Challenges to Army Engineers 1-11

Initiative sets or changes the terms of an operation by action and implies an

1-12 Operational Challenges to Army Engineers

Fundamentals of Theater-Engineer Operations

COMMAND AND CONTROL

Fundamentals of Theater-Engineer Operations 2-1

contingency response. This concept is addressed more thoroughly in Chapter

FE Team Real USACE

CBT HVY HHD CBT HVY HHD CBT HVY

Dump CS Dump CS CSE CSE

Port Pipeline Quarry Well drill HHD LT Dive Util

Util Util MGB AFB Panel

Figure 2-1. Notional theater-engineer structure

US ARMY CORPS OF ENGINEERS

2-2 Fundamentals of Theater-Engineer Operations

• Design and construction services.

Fundamentals of Theater-Engineer Operations 2-3

2-4 Fundamentals of Theater-Engineer Operations

lower) enhances the probability of success, synchronization, and mass at the

Fundamentals of Theater-Engineer Operations 2-5

• Obtaining maximum use of existing facilities (controlled by the US/

2-6 Fundamentals of Theater-Engineer Operations