FM 3-34

ENGINEER OPERATIONS

August 2011

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

HEADQUARTERS, DEPARTMENT OF THE ARMY

 This publication is available at Army Knowledge Online
www.us.army.mil and the General Dennis J. Reimer Training and
Doctrine Digital Library at www.train.army.mil.

ii
 *FM 3-34

Field Manual Headquarters

No. 3-34 Department of the Army
Washington, D.C., 4 August 2011

Engineer Operations

Contents
Page
PREFACE...............................................................................................................v
INTRODUCTION ..................................................................................................vii
Chapter 1 THE OPERATIONAL CONTEXT ....................................................................... 1-1
The Operational Environment ............................................................................ 1-1
Unified Action ..................................................................................................... 1-4
Spectrum of Conflict ........................................................................................... 1-5
Chapter 2 THE ENGINEER REGIMENT............................................................................. 2-1
The Military Engineer Profession ....................................................................... 2-1
Engineer Organizations ...................................................................................... 2-4
The Engineer Branch.......................................................................................... 2-4
Operational Force Engineers ............................................................................. 2-6
United States Army Corps of Engineers........................................................... 2-13
Department of Defense Construction Agents ................................................... 2-16
Chapter 3 FOUNDATIONS OF ENGINEER SUPPORT TO OPERATIONS ...................... 3-1
Overview ............................................................................................................. 3-1
Lines of Engineer Support .................................................................................. 3-1
Assure Mobility ................................................................................................... 3-2
Enhance Protection ............................................................................................ 3-5
Enable Logistics ................................................................................................. 3-6
Develop Infrastructure ........................................................................................ 3-7
Engineer Reconnaissance.................................................................................. 3-8
Engineer Support to Warfighting Functions........................................................ 3-9
Engineers in Close Combat .............................................................................. 3-12
Chapter 4 MISSION COMMAND CONSIDERATIONS ...................................................... 4-1
Overview ............................................................................................................. 4-1
Engineer Force Tailoring .................................................................................... 4-1
Mission Command of Engineer Forces .............................................................. 4-5
Chapter 5 INTEGRATING ENGINEER SUPPORT ............................................................ 5-1

Distribution Restriction: Approved for public release; distribution is unlimited.

*This publication supersedes FM 3-34, 2 April 2009.

i
Contents

Section I – Integrated Planning ....................................................................... 5-1

Planning at Each Level of War............................................................................ 5-1
Considerations for Full Spectrum Operations ..................................................... 5-3
Parallel Planning ................................................................................................. 5-4
Staff Planning ...................................................................................................... 5-4
Section II – Planning Processes ...................................................................... 5-4
The Military Decisionmaking Process ................................................................. 5-5
Engineer Staff’s Running Estimate ..................................................................... 5-6
Plans and Orders ................................................................................................ 5-8
Assured Mobility .................................................................................................. 5-9
Essential Tasks for Mobility, Countermobility, and Survivability ......................... 5-9
Section III – Other Processes ........................................................................ 5-11
Force Projection ................................................................................................ 5-11
Facilities and Construction Planning ................................................................. 5-11
Project Management ......................................................................................... 5-13
Section IV – Preparing, Executing, and Assessing Engineer Support...... 5-13
Simultaneous Combinations ............................................................................. 5-14
Operations Process Activities ........................................................................... 5-14
Offensive Operations ........................................................................................ 5-14
Defensive Operations ....................................................................................... 5-16
Stability Operations ........................................................................................... 5-17
Civil Support Operations ................................................................................... 5-20
Special Considerations ..................................................................................... 5-21
Chapter 6 SUSTAINMENT CONSIDERATIONS FOR ENGINEER SUPPORT TO
OPERATIONS 6-1
Sustainment Challenges for Engineer Support................................................... 6-1
Organizations and Functions .............................................................................. 6-2
Principles of Sustainment ................................................................................... 6-2
Engineer Leader and Staff Responsibilities for Sustainment ............................. 6-4
Appendix A MULTINATIONAL, INTERAGENCY, NONGOVERNMENTAL ORGANIZATION,
AND HOST NATION CONSIDERATIONS .................................................................................. A-1
Section I – Multinational Considerations ...................................................... A-1
Units and Organizations ..................................................................................... A-1
Multinational Engineers ...................................................................................... A-1
Section II – Interagency and Nongovernmental Organization
Considerations ................................................................................................. A-3
Interagency Operations ...................................................................................... A-3
Nongovernmental Organizations ....................................................................... A-3
Section III – Host Nation Considerations ...................................................... A-4
Host Nation Interface ......................................................................................... A-4
Real Estate Considerations ............................................................................... A-4
Host Nation Support ........................................................................................... A-5
Appendix B ARMY ENGINEER OPERATIONS .................................................................... B-1
Organic Engineer Units ...................................................................................... B-1
Engineer Headquarters Units............................................................................. B-1
Baseline Engineer Units ..................................................................................... B-1

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 Contents

Specialized Engineer Units................................................................................. B-2

GLOSSARY .......................................................................................... Glossary-1
REFERENCES .................................................................................. References-1
INDEX .......................................................................................................... Index-1

Figures
Figure 1. Engineer framework ........................................................................................... vii
Figure 2-1. Engineer disciplines ...................................................................................... 2-1
Figure 2-2. The Engineer Regiment from the tactical to operational level ...................... 2-5
Figure 2-3. The Engineer Regiment and the engineer disciplines .................................. 2-6
Figure 3-1. Lines of engineer support ............................................................................. 3-2
Figure 3-2. Engineer application of combat power ........................................................ 3-10
Figure 4-1. Mission command for engineer units ............................................................ 4-2
Figure 4-2. Notional division engineer force .................................................................... 4-4
Figure 4-3. Notional theater engineer command ............................................................. 4-5
Figure 5-1. Engineer planning at each level of war ......................................................... 5-2
Figure 5-1. Engineer considerations in the military decisionmaking process ................. 5-5
Figure 5-3. Notional engineer support to offensive operations ..................................... 5-15
Figure 5-4. Notional engineer support to defensive operations .................................... 5-16
Figure 5-5. Notional engineer support to stability operations ........................................ 5-18
Figure 5-6. Notional engineer support to civil support operations ................................. 5-20
Figure B-1. HBCT engineer company ............................................................................ B-3
Figure B-2. IBCT engineer company ............................................................................... B-3
Figure B-3. SBCT engineer company ............................................................................ B-4
Figure B-4. Theater engineer command ........................................................................ B-4
Figure B-5. Engineer brigade .......................................................................................... B-5
Figure B-6. Engineer battalion ......................................................................................... B-5
Figure B-7. Sapper company and sapper company (wheeled) ....................................... B-6
Figure B-8. Sapper company (airborne) .......................................................................... B-6
Figure B-9. Mobility augmentation company ................................................................... B-7
Figure B-10. Multirole bridge company ........................................................................... B-7
Figure B-11. Clearance company .................................................................................... B-8
Figure B-12. Horizontal construction company ............................................................... B-8
Figure B-13. Vertical construction company.................................................................... B-9
Figure B-14. Engineer support company......................................................................... B-9
Figure B-15. Engineer support company (airborne) ...................................................... B-10
Figure B-16. Prime power company .............................................................................. B-10
Figure B-17. Topographic engineer company ............................................................... B-11
Figure B-18. Equipment support platoon....................................................................... B-11
Figure B-19. Quarry platoon .......................................................................................... B-12

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Contents

Figure B-20. Facility engineer detachment ................................................................... B-12

Figure B-21. Construction management team .............................................................. B-12
Figure B-22. Survey and design team .......................................................................... B-13
Figure B-23. Concrete section ...................................................................................... B-13
Figure B-24. Forward engineer support team–main ..................................................... B-13
Figure B-25. Forward engineer support team–advance ............................................... B-14
Figure B-26. Firefighting headquarters ......................................................................... B-14
Figure B-27. Firefighting team ...................................................................................... B-14
Figure B-28. Asphalt team ............................................................................................ B-15
Figure B-29. Diving team .............................................................................................. B-15
Figure B-30. Real estate team ...................................................................................... B-15
Figure B-31. Well drilling headquarters......................................................................... B-16
Figure B-32. Well drilling team ...................................................................................... B-16
Figure B-33. Engineer detachment headquarters (canine)........................................... B-16
Figure 3-34. Engineer squad (canine) .......................................................................... B-17
Figure B-35. Explosive hazards team ........................................................................... B-17
Figure B-36. Explosive hazards coordination cell ......................................................... B-17
Figure B-37. Geospatial planning cell ........................................................................... B-18
Figure B-38. Area clearance platoon ............................................................................ B-18

Tables
Table 1. FM 3-34 term changes ........................................................................................ viii
Table 2-1. Baseline engineer units .................................................................................. 2-9
Table 2-2. Specialized Army engineer force pool units ................................................. 2-10
Table 2-3. Elements of the Engineer Regiment ............................................................. 2-12
Table 5-2. The military decisionmaking process and the engineer estimate ................... 5-7
Table B-1. Organic engineer units .................................................................................. B-1
Table B-3. Baseline engineer units ................................................................................. B-1
Table B-4. Specialized engineer units ............................................................................ B-2

iv FM 3-34 4 August 2011

 Preface

Field Manual (FM) 3-34 is the Army’s keystone doctrinal publication for the Engineer Regiment. It presents
overarching doctrinal guidance and direction for conducting engineer activities and shows how they contribute
to full spectrum operations. It provides a common framework and language for engineer support to operations
and constitutes the doctrinal foundation for developing the other fundamentals and tactics, techniques, and
procedures (TTP) detailed in subordinate doctrinal manuals in the FM 3-34 series. This manual is a key
integrating publication that links the doctrine for the Engineer Regiment with Army capstone doctrine and joint
doctrine. It focuses on synchronizing and coordinating the diverse range of capabilities in the Engineer
Regiment to successfully support the Army and its mission. FM 3-34 provides operational guidance for
engineer commanders and trainers at all echelons and forms the foundation for Army Engineer School curricula.
To comprehend the doctrine contained in FM 3-34, readers must first understand the elements of full spectrum
operations, operational design, and the elements of combat power as described in FM 3-0 and addressed in
FM 2-0, FM 3-13, FM 3-37, FM 4-0, FM 6-0, and FM 6-22. In addition, readers must be familiar with FM 3-07,
FM 3-28, and FM 3-90. They must understand how offensive, defensive, and stability or civil support
operations complement each other. Readers must also understand the operations process described in FM 5-0,
and the terms and symbols in FM 1-02/MCRP5-12A.
This edition of FM 3-34 provides keystone doctrine on engineer support to operations with a chapter for each of
the three major sections of the engineer framework and chapters on mission command considerations, engineers
in the operations process, and sustainment considerations.
Chapter 1 draws from the right side of the engineer framework in figure 1, page vii, examining the context
within which engineer support to operations occurs, focusing on those aspects that are most significant to
engineers. It provides an engineer view of the following: the operational environment (OE), the operational and
mission variables used to describe the OE, unified action, the continuum of operations, the levels of war, and
the Army’s operational concept—full spectrum operations. The chapter highlights the requirement to
simultaneously support offensive, defensive, and stability or civil support operations.
Chapter 2 addresses the left side of the engineer framework, providing an overview of the Engineer Regiment,
its organizational modularity, and its capabilities. It defines and discusses the engineer disciplines (combat,
general, and geospatial engineering), highlighting their interdependence.
Chapter 3 addresses the middle portion of the engineer framework, defining the four lines of engineer support
and describing their relationships to the engineer disciplines, full spectrum operations, and the warfighting
functions. It describes engineer contributions to combat power linked through the lines of engineer support, the
capabilities inherent in the engineer disciplines, and the warfighting functions.
Chapter 4 provides mission command considerations for engineer support, to include the use of various
functional and multifunctional headquarters, describing how the Engineer Regiment “organizes for combat,”
and synchronizes engineer support to operations with those of other forces. It discusses engineer force tailoring,
task organizing, and mission command of engineer forces.
Chapter 5 describes how engineer support is integrated into the supported commander’s overall operation
throughout the operations process. It describes engineer planning activities and considerations for preparing,
executing, and continuously assessing engineer support.
Chapter 6 discusses sustainment of engineer capabilities. Successful engineer support to operations includes
effective incorporation of sustainment support. This chapter describes the integrated sustainment effort required
for engineer support to operations.

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Preface

Appendix A expands on the discussion of the engineer view of unified action in chapter 1. It describes engineer
considerations for multinational and interagency operations and for working with nongovernmental
organizations (NGO) and in host nations (HNs).
Appendix B supplements the information about operational force engineers in chapter 2. It provides information
in a quick reference format about each type of engineer unit, including the unit symbol, mission, typical
allocation and other information.
This manual applies to all Army engineer forces. The principal audience for this manual is engineer
commanders and staff officers, but all Army leaders will benefit from reading it. Trainers and educators
throughout the Army also use this manual, as do combat developers.
Terms that have joint or Army definitions are identified in both the glossary and the text. Glossary references:
The glossary lists most terms used in FM 3-34 that have joint or Army definitions. Terms for which FM 3-34 is
the proponent field manual (the authority) are indicated with an asterisk in the glossary. Text references:
Definitions for which FM 3-34 is the proponent field manual are printed in boldface in the text. These terms and
their definitions will be incorporated into the next revision of FM 1-02. For other definitions in the text, the
term is italicized and the number of the proponent FM follows the definition.
FM 3-34 applies to the Active Army, the Army National Guard (ARNG)/Army National Guard of the United
States, and the United States Army Reserve (USAR) unless otherwise stated.
The proponent for this publication is the United States Army Training and Doctrine Command. Send comments
and recommendations on Department of the Army (DA) Form 2028 (Recommended Changes to Publications
and Blank Forms) directly to Commandant, United States Army Engineer School, ATTN: ATZT-CDC, 320
MANSCEN Loop, Suite 270, Fort Leonard Wood, Missouri 65473-8929. Submit an electronic DA Form 2028
or comments and recommendations in the DA Form 2028 format by e-mail to
<[email protected]>.
Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to men.

vi FM 3-34 4 August 2011

 Introduction
The Engineer Regiment exists to provide freedom of action to ground forces and to loosen these forces
from the grips of the enemy and all aspects of the terrain. This was true in 16 June 1775, when the
Continental Congress organized an Army with a chief engineer and two assistants, and it remains true
today, 235 years later in this 22nd edition of this keystone document. This manual provides a body of
thought that explains how (not what) to think about how to use the capabilities of the Engineer Regiment to
provide freedom of action and shape civil conditions in support of the Army and its missions.
This version of FM 3-34 introduces an updated doctrinal framework (see figure 1) that provides the
intellectual underpinnings for the Engineer Regiment and better articulates its purpose and activities. It
describes how engineers combine the skills and organizations of the three interrelated engineer disciplines
(combat, general, and geospatial engineering) to provide support that helps ground force commanders
assure mobility of the force, enhance protection of the force, enable logistics, and develop infrastructure
among afflicted populations and nations.

Figure 1. Engineer framework

The development of this framework was driven by several factors, including the—
• Addition of stability operations as a core mission for the United States (U.S.) military. Throughout
much of the Army’s history in the 20th century, its focus has often been on major combat
operations. Today, however, the focus has shifted toward irregular warfare with an increased
emphasis on shaping civil conditions. As a result, the Engineer Regiment finds itself supporting
simultaneous combinations of offensive, defensive, and stability or civil support operations.
• Recognition that it is no longer sufficient to describe engineer operations only in terms of
mobility, countermobility, and survivability. Such a construct, by itself, is inadequate for
describing how engineers combine their diverse capabilities to help solve the problems faced by
commanders and staffs in full spectrum operations. To address this shortcoming, this framework
introduces four lines of engineer support to further align tasks according to their purpose for a
specific operation.
• Need for the various disciplines (formerly known as functions) of the Engineer Regiment to be
more interdependent and the recognition that these disciplines are areas of broad expertise within

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Introduction

military engineering. They drive training, leader development, personnel management and
organizational design.
• Recognition that improving the interdependence between operational force engineers and the U.S.
Army Corps of Engineers (USACE) provides greater synergy within the Engineer Regiment and
enhanced support to the Army, joint forces, and governmental agencies.
• Imperative to foster adaptive leaders with the cognitive skills to make transitions and who can
think in “combinations.” The engineer leaders of today must be comfortable clearing improvised
explosive devices (IEDs), fighting to gain and maintain a stronghold within an urban center, and
then immediately integrating the full range of general engineering capabilities to establish a
combat outpost using existing structures and set about the work of improving essential services to
the surrounding populace to build trust and squash local support for insurgent combatants.
Today’s commander requires an engineer who is better equipped mentally to handle a broader
array of engineering challenges, both simultaneously and sequentially.
The doctrinal engineer foundations provided in this manual, together with related engineer doctrine, will
support the actions and decisions of engineer commanders at all levels. But, like FM 3-0, the manual is not
meant to be a substitute for thought and initiative among engineer leaders. No matter how robust the
doctrine or how advanced the new engineer capabilities and systems, it is the engineer Soldier that must
understand the OE, recognize shortfalls, and adapt to the situation on the ground. It is the adaptable and
professional engineer Soldiers and civilians of the Regiment that are most important to our future and that
must be able to successfully perform their basic skills and accomplish the mission, with or without the
assistance of technology.
In addition, this manual has been affected by recent changes in FM 3-0 and by maturation of the terms
“field force engineering” and “assured mobility.” It also includes the addition, modification, and rescission
of several Army terms. (See table 1 which list changes to terms for which FM 3-34 is the proponent FM.)
Table 1. FM 3-34 term changes
New Army Terms
1
combat engineering general engineering1 lines of engineer support
engineer disciplines2

1 2
Adds a second definition (Army only) to an existing joint term. Replaces engineer functions in Army doctrine.

Modified Army Definitions

assured mobility1 geospatial engineering survivability operations
countermobility operations geospatial information2 terrain reinforcement
field force engineering mobility operations1

1 2
FM 3-90.4/MCWP 3-17.8 is now the proponent. ATTP 3-34.80 is now the proponent.

Rescinded Army Definitions

engineer coordinator Engineer Regiment tele-engineering
engineer functions1 terrain reinforcement

1
Replaced by engineer disciplines. Army doctrine will not use this term; joint doctrine will continue to use this term.

Legend:
ATTP – Army Tactics, Techniques, and Procedures
FM – field manual
MCWP – Marine Corps warfighting publication

viii FM 3-34 4 August 2011

 Chapter 1
The Operational Context
Understanding the operational context is essential if engineers are to achieve their
purpose—providing freedom of action. Engineers must understand the OE because it
fundamentally affects their activities and outcomes. The recent shift in focus from
major combat operations to irregular warfare highlights the importance of
understanding the entire continuum of operations (see figure 1, page viii).
Understanding the Army’s operational concept—full spectrum operations—is critical
to effective engineer support to those operations. This chapter examines the context
within which engineer support to operations occurs, focusing on those aspects that
are most significant to engineers.

THE OPERATIONAL ENVIRONMENT

1-1. As discussed in FM 3-0, a complex framework of environmental factors shape the nature of military
operations and affect their outcomes. This requires a broad understanding of the strategic and operational
environment and their relevance to each mission. Army forces use operational variables to understand and
analyze the broad environment in which they are conducting operations. They use mission variables to
focus analysis on specific elements of the environment that apply to their mission. This is true not only for
Army operations in general, but also for engineer support to operations. An understanding of the OE
underpins the commander’s ability to make decisions.

UNDERSTANDING THE OPERATIONAL ENVIRONMENT

1-2. Joint doctrine defines the operational environment as a composite of the conditions, circumstances,
and influences that affect the employment of capabilities and bear on the decisions of the commander (Joint
Publication [JP] 3-0). The OE encompasses physical areas and factors (including geography, weather,
infrastructure, and population), the information environment (including adversary, friendly, and neutral
forces), and other variables relevant to a specific operation.
1-3. Understanding the OE is essential to the successful execution of operations and is one of the
fundamentals of the design methodology described in FM 5-0. To gain this understanding, commanders
will normally consult with specialists in each area. Engineers are one of the specialists available to add
breadth and depth to the overall understanding of the OE. See JP 3-34 for additional discussion of
operational engineering at the joint level.
1-4. An engineer view of the OE is in addition to the common understanding being gained through the
application of analytical tools by other specialists and leaders. The engineer view shares a common general
understanding of the OE, while adding a degree of focus on those aspects within the purview of an
engineering background (see figure 1-1, page 1-2). Guided by the common general understanding, the
engineer view seeks to identify potential challenges and opportunities associated with variables of the OE.
Within each critical variable of the framework being employed, the engineer view shares a common level
of understanding while seeking the added specialty view.

OPERATIONAL AND MISSION VARIABLES

1-5. Army doctrine describes an OE in terms of the following eight operational variables: political,
military, economic, social, information, infrastructure, physical environment, and time (PMESII-PT). The
following examples are provided to show the added focus sought within each of the operational variables
by the engineer view of the OE. The examples are not meant to restate the more complete treatment of the

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Chapter 1

variable in general terms provided in FM 3-0 or to be an all inclusive treatment of the engineer aspects
within each of the variables.
 Political. Understanding the political circumstances within an OE will help the commander
recognize key actors and visualize their explicit and implicit aims and their capabilities to
achieve their goals. The engineer view might add challenges associated with political
circumstances permitting or denying access to key ports of entry or critical sustainment facilities.
Opportunities in the form of alternative access routes might be added. The engineer and others
may be impacted by the effect of laws, agreements, or positions of multinational partners such as
restrictions on shipment of hazardous materials across borders or a host of similar political
considerations that can affect engineer planning and operations.
 Military. The military variable explores the military capabilities of all relevant actors in a given
OE. The engineer view might add the challenges associated with an adversary’s capability to
employ explosive hazards (EHs) or other obstacles as well as the capability to challenge
traditional survivability standards. Opportunities in the form of existing military installations and
other infrastructure would be added. The engineer view includes a necessarily robust and
growing understanding of engineer capabilities in a joint, interagency, and multinational context
within this variable of the OE. Additional discussion of the military variable and engineer
capabilities are discussed in chapter 2.
 Economic. The economic variable encompasses individual behaviors and aggregate phenomena
related to the production, distribution, and consumption of resources. The engineer view might
add challenges associated with the production or availability of key materials and resources.
Opportunities in the form of potential for new or improved production facilities might be added.
 Social. The social variable describes the cultural, religious, ethnic makeup, and social cleavages
within an OE. The engineer view might add challenges associated with specific cultural or
religious buildings or installations. Opportunities in the form of potential to provide for
culturally related building requirements might be a consideration.
 Information. This variable describes the nature, scope, characteristics, and effects of
individuals, organizations, and systems that collect, process, disseminate, or act on information.
Engineers assist the commander in using information engagement to shape the operational
environment through their capability to improve infrastructure and services for the population.
The engineer must consider how construction projects, especially in stability operations, will
support informational themes consistent with friendly military goals and actions. The engineer
view might also add challenges associated with deficiencies in the supporting architecture or
nodes. Information flow may be affected by the available infrastructure to include power
considerations.
 Infrastructure. Infrastructure comprises the basic facilities, services, and installations needed
for the functioning of a community or society. The engineer view might add challenges
associated with specific deficiencies in the basic infrastructure. Opportunities in the form of
improvements to existing infrastructure and specific new projects might be added. The engineer
view provides for a detailed understanding of infrastructure by subcategories in the context of
combat operations, as well as both stability and civil support operations, and this topic is
discussed in detail throughout this manual, FM 3-34.170/MCRP 3-17.4 and FM 3-34.400.
Physical environment. The defining factors are urban settings (supersurface, surface, and
subsurface features), and other types of complex terrain, weather, topography, hydrology, and
environmental conditions. An enemy may try to counteract U.S. military advantages by
operating in urban or other complex terrain requiring greater engineer effort to provide freedom
of action. The engineer view might add challenges associated with natural and man-made
obstacles. Insights into environmental considerations are also a concern (see FM 3-34.5/MCRP
4-11B). Opportunities in the form of existing routes, installations, and resources might be added.
The engineer view supports a broad understanding of the physical environment through
geospatial engineering, which is discussed in detail in chapter 2 of this FM, Army Tactics,
Techniques, and Procedures (ATTP) 3-34.80, and JP 2-03.
 Time. The variable of time influences military operations within an OE in terms of the decision
cycles, operational tempo, and planning horizons. The duration of an operation may influence
engineer operations in terms of whether to pursue temporary or enduring solutions for facilities

1-2 FM 3-34 4 August 2011

 The Operational Context

and infrastructure. The methods and standards engineers use will often be markedly different,
depending on whether the construction is contingent or is intended to have an enduring presence.
The engineer view might add challenges associated with completing required construction
projects on time and opportunities to accelerate priority projects.
1-6. Engineers review the OE using operational variables to add to the shared common understanding by
identifying potential challenges and opportunities within the operation before and during mission
execution. The resulting understanding of the OE (an engineer view of the OE) does not and is not intended
to be limited to considerations within the OE that may result in engineer functional missions. The resulting
engineer view of the OE is instead organized by lines of engineer support and linked to the common overall
understanding through the warfighting functions. (See chapter 3 for discussion about lines of engineer
support.)
1-7. The engineer view of the OE is synchronized to support combined arms using the warfighting
functions to create combat power as described in FM 3-0. Chapter 3 provides a more detailed discussion of
the application of engineer capabilities through the warfighting functions to synchronize support to
combined arms operations.

MISSION VARIABLES
1-8. While an analysis of the OE using the operational variables (PMESII-PT) improves situational
understanding (SU) at all levels, when commanders receive a mission they require a mission analysis
focused on their specific situation. The Army uses the mission variables of mission, enemy, terrain and
weather, troops and support available, time available, and civil considerations (METT-TC) as the
categories of relevant information used for mission analysis. Similar to the analysis of the OE using the
operational variables, the engineer uses the mission variables to seek the shared common understanding
from an engineer perspective.
1-9. The following are some examples of the engineer perspective for each of the mission variables:
 Mission. Commanders analyze a mission in terms of specified tasks, implied tasks, and the
commander’s intent (two echelons up) to determine their essential tasks. Engineers conduct the
same analysis, with added focus on the engineer requirements, to determine the essential tasks
for engineers. Early identification of the essential tasks for engineer support enables the
maneuver commander to request engineer augmentation early on in the planning process.
 Enemy. The engineer view of the enemy concentrates on enemy tactics, equipment, and
capabilities that could threaten friendly operations. This may include an analysis of other factors
within the AO or area of interest (AI) that could have an impact on mission success.
 Terrain and weather. As the terrain visualization experts, engineers analyze terrain (man-made
and natural) to determine the effects on friendly and enemy operations. Engineers analyze terrain
using the five military aspects of terrain (observation and fields of fire, avenues of approach, key
terrain, obstacles, and cover and concealment [OAKOC]). Engineers integrate geospatial
products to help commanders and staffs visualize aspects of the terrain to support
decisionmaking.
 Troops and support available. Engineers consider the number, type, capabilities, and condition
of available engineer troops and support (joint, multinational, and interagency forces). Chapter 2
provides a more complete discussion of engineer capabilities.
 Time available. Engineers must understand the time required in planning engineer operations
and the importance of collaborative and parallel planning. Engineers realize the time needed for
positioning critical assets and the time associated with performing engineering tasks or projects.
 Civil considerations. The influence of man-made infrastructure; civilian institutions; and
attitudes and activities of the civilian leaders, populations, and organization within the AO
impact the conduct of military operations. At the tactical level, they directly relate to key civilian
areas, structures, capabilities, organizations, people, and events (ASCOPE). This engineer view
provides a detailed understanding of the basic infrastructure needed for a community or society.
The engineer view might identify challenges associated with specific deficiencies in the basic
infrastructure and opportunities for improvement or development of the infrastructure.

4 August 2011 FM 3-34 1-3

Chapter 1

UNIFIED ACTION
1-10. Unified action is the synchronization, coordination, and/or integration of the activities of
governmental and nongovernmental entities with military operations to achieve unity of effort (JP 1-02).
Engineer capabilities are a significant force multiplier in joint operations and unified action, facilitating the
freedom of action necessary for the joint force commander (JFC) to meet mission objectives. This section
provides an overview of non-Army engineer capabilities typically available within a multinational and
interagency environment and of the integration of those capabilities. See appendix A for multinational,
interagency, and HN considerations.

JOINT/INTERAGENCY/MULTINATIONAL CAPABILITIES
1-11. In full spectrum operations, Army engineers operate as part of a joint force and often within a
multinational and interagency environment. Army engineers should be familiar with the core engineering
units in each Service to include their combat, general, and geospatial engineering capabilities and
limitations. It is also important to understand multinational, interagency, NGO, and intergovernmental
organization engineer capabilities. The engineering capabilities of each Service component may provide
engineering support to the other components to meet joint force requirements. See North Atlantic Treaty
Organization (NATO) Military Committee Policy 0560; JP 3-08; JP 3-34; Allied Joint Publication (AJP)
3.12; and Standardization Agreement 2394/Allied Tactical Publication (ATP) 52(B) for further discussion
of engineer participation in joint, interagency, and multinational operations. JP 3-34 provides information
on other Service engineer capabilities, and discusses other engineering capabilities such as multinational
military units, HN capabilities, and civil augmentation programs. Army engineers should be aware that
some capabilities that reside in other (nonengineer) branches of the Army are categorized as engineering by
other Services. Explosive ordnance disposal (EOD) and chemical, biological, radiological, and nuclear
(CBRN) capabilities are two examples.

INTEGRATION OF CAPABILITIES
1-12. Integrating the variety and special capabilities of engineer organizations requires an understanding of
the various capabilities and limitations of the engineer assets available for any given mission. Integration
also requires a common understanding of the mission command structure and processes in place to employ
the engineer capabilities in unified action. It also requires an understanding of the chain of command,
interagency coordination, and multinational operations.

Chain of Command
1-13. As described in JP 1, the President and the Secretary of Defense exercise authority and control of the
Armed Forces through two distinct branches of the chain of command—one branch for the conduct of
operations and support and the other branch to carry out the military service departments’ Title 10
responsibilities of recruiting, manning, equipping, training, and providing service forces to the combatant
commanders (CCDRs). Although the service branch of the chain of command is separate and distinct from
the operating branch, the Army Service component commander (ASCC) and the Army forces operate
within the CCDR’s chain of command in the theater.
1-14. At the theater level, when Army forces operate outside the United States, they are assigned to an
ASCC under a JFC (see JP 1 and JP 3-0). The ASCC provides administrative and logistic services to
assigned Army forces and the ARFORs of subordinate JFCs. (An ARFOR is the Army Service component
headquarters for a joint task force or a joint and multinational force [FM 3-0]. See ARFOR under terms).
When appropriate, the ASCC may delegate authority for support tasks to a single theater support command
(TSC) or another subordinate Army headquarters, such as the theater engineer command (TEC) or the
United States Army Medical Command, when the focus of support suggests this as the best solution. The
USACE is often involved with supporting the ASCC as well and will generally operate through the TEC, if
one is present. Chapter 4 provides additional discussion of joint mission command considerations and
options.

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 The Operational Context

Interagency Coordination
1-15. Because Army engineers will often be required to coordinate with government agencies to
accomplish their mission, they should have an understanding of the capabilities of these agencies and their
support functions. While government agencies may increase the resources engaged in a given operation,
they may also increase and complicate the coordination efforts. Stability operations are now regarded as a
core U.S. military mission and are given priority comparable to combat operations. Since integrated civilian
and military efforts are key to successful stability operations, Department of Defense (DOD) engineer
personnel must be prepared to conduct or support stability operations by working closely with U.S.
departments and agencies, foreign governments and security forces, global and regional international
organizations, United States organizations, foreign NGOs, private sector individuals, and for-profit
companies.
1-16. Because engineers are likely to operate with other agencies, foreign governments, NGOs, and
intergovernmental organizations in a variety of circumstances, their participation in the JFC’s interagency
coordination is critical. Two methods for facilitating such coordination are the civil-military operations
center (CMOC) and the joint interagency coordination group. Additional information on the CMOC and the
joint interagency coordination group is provided in JP 3-0, JP 3-34, and JP 5-0.

Multinational Operations
1-17. During multinational operations, U.S. forces establish liaison with multinational forces early. Army
forces exchange specialized liaison personnel in fields such as aviation, fire support, engineer, intelligence,
military police, public affairs, and civil affairs (CA) based on mission requirements. Missions to
multinational units should reflect the capabilities and limitations of each national contingent. Some
significant factors are relative mobility and size, intelligence collection assets, long-range fires, special
operations forces, and organic sustainment capabilities. Effective operational-level engineer planning
requires an engineer staff to support the multinational commander, providing advice on all engineer aspects
of the operation. When assigning missions, commanders should also consider special skills, language, and
rapport with the local population, as well as the national pride of multinational partners. Multinational
commanders may assign HN forces home defense or police missions, such as sustainment area and base
security.
1-18. Commanders should give special consideration to “niche” capabilities, such as mine clearance that
may exceed U.S. capabilities. Multinational engineer forces may possess additional engineering specialties
that exceed or enhance U.S. capabilities. See FM 3-17 for additional discussion of the employment of
multinational forces.

SPECTRUM OF CONFLICT
1-19. Engineers provide support throughout the continuum of operations and across all levels of war. Their
support is critical for full spectrum operations at all points along the spectrum of conflict and in all
operational themes.

ENGINEER SUPPORT WITHIN THE CONTINUUM OF OPERATIONS

1-20. While the magnitude of violence varies over the spectrum of conflict, the magnitude of requirements
for engineers may remain consistently high from stable peace through general war. This magnitude
provides a menu of actions available to support military operations.
1-21. Engineer requirements at the end of the spectrum characterized as stable peace may include
geospatial engineering support to provide a clear understanding of the physical environment. Military
engagement, security cooperation, and deterrence activities sometimes require large numbers of forces.
These forces will need infrastructure, facilities, LOCs, and bases to support their sustainment. Even in areas
with well-developed existing infrastructure, significant engineer effort will often be required to plan,
design, construct, acquire, operate, maintain, or repair it to support operations in theater. Assistance in
response to disaster and humanitarian relief usually includes significant engineering challenges and
opportunities to immediately and positively impact the situation.

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Chapter 1

1-22. Engineer activities at the far end of the spectrum, characterized as general war, require support for
ground combat (or the possibility of ground combat). This requires integrating engineer and other support
activities with the fires and maneuver of ground combat forces to assure the mobility of friendly forces,
alter the mobility of adversaries, and enhance the survivability of friendly forces. It also involves
significant challenges associated with sustaining the operation.
1-23. Between these two ends of the spectrum—stable peace and general war—engineers are often
required to improve stability through projects to develop infrastructure, efforts to create or improve HN
technological capacity, or other engineering projects (see chapter 3). There may also be requirements to
provide specialized engineer support to other agencies. Engineers involved in unconventional warfare
(which includes counterinsurgency and support to insurgencies) help overcome challenges to the
commander’s ability to move and maneuver freely, protect the forces employed, and sustain the operation.
Other requirements include directly impacting the adversaries’ freedom of action and improving stability.
1-24. Engineers will be challenged to understand the OE they face and apply their knowledge and
background to add to the overall understanding. The engineer view must be consistent with the shared
framework and variables employed to analyze the OE. But while the levels of conflict and corresponding
politically motivated violence may vary in different areas of the world and within a theater, the challenges
and opportunities identified by an engineer understanding of the OE remains consistently high across the
spectrum of conflict. Similarly the engineer view of the OE provides relevant and sometimes unique
understanding at each level of war.

ENGINEER ACTIVITIES SPANNING THE LEVELS OF WAR

1-25. The challenges of planning, preparing, executing, and continuously assessing operations within
diverse theaters are numerous and varied. The engineer staff must be involved in the operations process
activities at each level of war, described in FM 3-0 as strategic, operational, and tactical. Understanding the
challenges and opportunities identified from an engineer view equips the staff with relevant information to
form a more comprehensive understanding. The omission of engineer considerations at any level may
adversely impact the effectiveness of the operation. Engineer support to operations must be synchronized
from strategic to the tactical level. Strategic engineer decisions affect tactical engineer support and tactical
engineer support will affect strategic.
1-26. Engineer planning at each level of war is not limited or constrained to the development of engineer
functional tasks. The warfighting functions and the parallel joint functions are used to synchronize engineer
support at every level of war. While there are significant linkages to each of the warfighting functions,
planning support at the strategic to operational level is focused primarily within the movement and
maneuver, intelligence, sustainment, and protection functions. At the operational to tactical level, planning
support focuses primarily on the movement and maneuver, intelligence, mission command, sustainment,
and protection warfighting functions. While the primary focus and, in many cases, the staff organization for
engineer considerations vary among levels of war, the engineer Soldier remains consistently central to the
capability to provide and integrate an engineer view of the OE. Chapter 3 includes a more detailed
discussion of engineer support to combined arms and the linkages to all of the warfighting functions.
Chapter 4 discusses the engineer staff organization. The following paragraphs briefly describe some of the
engineer considerations at each level of war, and more information is provided in ATTP 3-34.23 and
FM 3-34.22.

Strategic Level
1-27. Engineer activities at the strategic level include force planning, engineer policy, and the support of
campaigns and operations, focusing primarily on the means and capabilities to generate, deploy, employ,
sustain, and recover forces. Additionally, infrastructure development is a critical aspect of enabling and
sustaining force deployments and places a heavy demand on engineer requirements. Engineers at the
strategic level advise on terrain and infrastructure, including sea ports of debarkation (SPODs) and aerial
ports of debarkation (APODs), force generation, priorities of engineer support, LOCs, air base and airfield
operations, base camp placement and design, joint targeting, foreign humanitarian assistance,
environmental considerations, engineer interoperability, input to the rules of engagement (ROE), rules for
the use of force, and support to protection.

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 The Operational Context

1-28. Environmental issues can have strategic implications and affect mission success and end states if not
recognized early and incorporated into planning and operations. Natural resource protection can be a key
strategic mission objective important to HN reconstruction. Failure to recognize environmental threats can
result in significant risk to the joint task force (JTF), adversely impacting readiness. If not appropriately
addressed, environmental issues have the potential to negatively impact local community relations, affect
insurgent activities, and create diplomatic problems for the JTF.

Operational Level
1-29. Engineer activities at the operational level focus on the impact of geography and force-projection
infrastructure on the CCDR’s operational design. Engineer planners must determine the basic yet broad
mobilization, deployment, employment, and sustainment requirements of the CCDR’s concept of
operations. Operational planning merges the operation plan (OPLAN) or operation order (OPORD) of the
joint force, specific engineer missions assigned, and available engineer forces to achieve success. JFC
engineer planners also need to understand the capabilities and limitations of Service engineer forces.
1-30. Many of the engineer activities conducted for strategic operations are also performed at the
operational level. At the operational level, engineers prioritize limited assets and mitigate risks. Engineers
conduct operational area and environmental assessments and work with intelligence officers to analyze the
threat. They provide master planning guidance that incorporates the construction of contingency base
camps and other facilities. Engineers anticipate requirements and request capabilities to meet them. They
develop geospatial products and services and make recommendations on joint fires and survivability for the
forces employed. As the link to tactical engineer integration, operational planning ensures that adequate
engineer capabilities are provided to accomplish combat engineering support requirements.

Tactical Level
1-31. Engineer activities at the tactical level focus on support to the ordered arrangement and maneuver of
forces—in relationship to each other and to the enemy—that are required to achieve combat objectives. At
the same time, engineer support is critical to achieving necessary stability tasks, involving activities such as
those described in paragraph 1-28.
1-32. Tactical planning is conducted by each of the Services; in the context of engineer support to
operations, this translates to a primary focus on combat engineering tasks and planning done within tactical
organizations (see chapter 2 for a discussion of the engineer disciplines including combat engineering).
Operational planners set the conditions for success at the tactical level by anticipating requirements and
ensuring that capabilities are available. Engineer tactical planning is typically focused on support to combat
maneuver (mobility and countermobility), survivability, and sustainment support that is not addressed by
the higher-echelon commander. Construction planning at the tactical level will typically focus on
survivability in support of the protection warfighting function and infrastructure development in support of
primarily the sustainment warfighting functions. Engineer planners at the tactical level use the engineer
assets provided by operational planners to support the tactical mission tasks assigned to those combat
maneuver units they support. With the support of the engineer, the subordinate JFC ensures that engineer
capabilities are effectively integrated into the scheme of maneuver and the performance of assigned tasks.
Tactical missions are complex, and planning must consider threat capabilities.
1-33. Special consideration includes performing terrain analysis with an understanding of these threat
capabilities. Engineer reconnaissance (both tactical and technical) is a critical capability to the combat
maneuver commander at the tactical level. Threat information must be very specific. Engineers discern and
identify patterns and plan specific detection strategies based on the threat. The proliferation of mines and
improvised explosive devices (IEDs) requires engineers to continuously develop new countering
procedures. The tactical integration of EOD capabilities has become an increasing requirement.

ENGINEER SUPPORT TO FULL SPECTRUM OPERATIONS

1-34. The Army’s operational concept is full spectrum operations: Army forces combine offensive,
defensive, and stability or civil support operations simultaneously as part of an interdependent joint force to
seize, retain, and exploit the initiative, accepting prudent risk to create opportunities to achieve decisive

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Chapter 1

results. They employ synchronized action—lethal and nonlethal—proportional to the mission and informed
by a thorough understanding of all variables of the operational environment. Mission command that
conveys intent and an appreciation of all aspects of the situation guides the adaptive use of Army forces
(FM 3-0). Engineer support requires a thorough understanding of full spectrum operations as described in
FM 3-0.
1-35. Engineer support contributes significant combat power, both lethal and nonlethal in nature, to the
elements of full spectrum operations. Organic engineer capabilities in each of the brigade combat teams
(BCTs) provide close support to the maneuver of those forces. Based on a METT-TC analysis, the BCTs
will be task-organized with additional modular engineer capabilities to meet mission requirements. For
offensive and defensive operations, engineer augmentation may consist of additional combat engineer
capabilities, as well as an engineer battalion headquarters to provide the necessary mission command for
the mix of modular engineer units and capabilities augmenting the BCT. Other more technically specialized
engineer capabilities support the BCT’s requirements related to primarily the movement and maneuver,
protection, and sustainment warfighting functions. These same capabilities may be employed at division,
corps, and theater army echelon to enable force mobility, survivability, and sustainment. Force-tailored
engineer capabilities from the force pool can provide critical nonlethal capabilities to conduct or support
stability or civil support operations. Geospatial engineering capabilities, both organic and from the force
pool, support all elements of full spectrum operations by adding to a clear understanding of the physical
environment.
1-36. Engineer capabilities are a significant force multiplier in full spectrum operations, facilitating the
freedom of action necessary to meet mission objectives. Full spectrum operations require simultaneous
combinations of offensive, defensive, and stability or civil support operations. Higher-echelon engineer
activities are intrinsically simultaneous—supporting combinations of operational components, occurring at
every echelon, impacting each level of war, influencing the entire spectrum of conflict. Engineer activities
modify, maintain, provide understanding of, and protect the physical environment. In doing so, they enable
the mobility of friendly forces and alter the mobility of adversaries. This enhances survivability and enables
the sustainment of friendly forces, contributes to a clear understanding of the physical environment, and
provides support to noncombatants, other nations, and civilian authorities and agencies. Indeed, engineer
activities may be so widespread and enveloping that they may be viewed as a standalone objective, but they
are not standalone. Engineer applications are effective within the context of the supported objective.
Military engineer support is focused on the combined arms objective. To identify and maintain that focus
for the widespread application of engineer capabilities, engineer support is integrated within the combined
arms operation. See chapter 5 for a further discussion on engineer planning considerations for full
spectrum operations.

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 Chapter 2
The Engineer Regiment
Engineer Soldiers are the centerpiece of the Engineer Regiment. They are the
foundation of engineer forces and the repository of both expertise and skills required
to provide engineer support to the combined arms team. Regardless of the importance
of equipment or the expansion of technological capabilities, engineer Soldiers, not
equipment or technology, carry out engineer support. Engineer Soldiers, and the
engineer organizations that are built around them, focus on three engineer disciplines
(combat, general, and geospatial engineering).

THE MILITARY ENGINEER PROFESSION

2-1. Military Engineering is a sub-profession within the greater profession of arms. The Engineer
Regiment is the manifestation of this profession within the Army. It is a body of people—not just
equipment, organizations or technology—with a passion or calling to serve as a Warrior with unique
technical skills. These technical skills set the Engineer Regiment apart, providing unique knowledge,
services and capabilities that the Army needs to accomplish its missions.
2-2. The Army has a broad range of diverse engineer capabilities, requiring many different types of units,
personnel, and equipment. These capabilities are grouped together into three engineer disciplines (see
figure 2-1). Engineer disciplines are the interdependent areas of expertise within the Engineer
Regiment. The three engineer disciplines are combat, general, and geospatial engineering. (Joint
doctrine refers to these as engineer functions.) The engineer disciplines are interdependent, each one
focused on capabilities that support, or are supported by, the other disciplines. The Army categorizes
engineer units, personnel, and systems based on the engineer disciplines to provide focus to unit leaders
and personnel in the doctrine, organization, training, materiel, leadership and education, personnel, and
facilities (DOTMLPF) functions (for example, organizational developers, training developers, and combat
developers), Engineer reconnaissance, although not a separate engineer discipline, is a critical part of each
one. See FM 3-34.170 for additional discussion of engineer reconnaissance.

Figure 2-1. Engineer disciplines

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Chapter 2

COMBAT ENGINEERING
2-3. Combat engineering is the engineer discipline that is focused on supporting the maneuver of
land combat forces while in close support to those forces. The characteristic that differentiates combat
engineering from the other engineer disciplines is its focus on operating while in close support to maneuver
forces that are in close combat.
2-4. In the past, combat engineer units have been much more likely than general engineer units to be
faced with close combat. However, close combat is insufficient to distinguish combat engineering from
general engineering, since all engineer units must be prepared to operate while in close combat. (See
chapter 3 for more information about engineers in close combat.) The condition of operating in close
support to maneuver forces that may be in close combat requires that combat engineer units be able to
integrate and coordinate their actions with the fire, movement, or other actions of such forces. To do that,
combat engineer units must be organized, manned, equipped, and trained differently than general engineer
units, who are not designed to operate in such conditions. For example, combat engineer units are
organized similarly to infantry squads and platoons, manned with additional medical personnel, equipped
with different weapons and vehicles that general engineers don’t need, and trained in a close habitual
relationship with their supported close combat force. However, these requirements also limit the ability of
combat engineer units to perform many tasks to the same standards as general engineering units. This can
be overcome, in some cases, with additional equipment and training, along with augmenting technical
expertise.
2-5. Combat engineering is integral to the ability of combined arms units to maneuver. Combat engineers
enhance the force’s momentum by shaping the physical environment to make the most efficient use of the
space and time necessary to generate mass and speed while denying the enemy maneuver. By enhancing
the unit’s ability to maneuver, combat engineers accelerate the concentration of combat power, increasing
the velocity and tempo of the force necessary to exploit critical enemy vulnerabilities. By reinforcing the
natural restrictions of the physical environment, combat engineers limit the enemy’s ability to generate
tempo and velocity. These limitations increase the enemy’s reaction time as well as physically and
psychologically degrading his will to fight.
2-6. Many engineering tasks associated with mobility, countermobility, and survivability operations are
more frequently performed under combat engineering conditions (that is, while in close support to
maneuver forces that are in close combat) than are other engineering tasks, especially when performed in
offensive and defensive operations in support of the tactical level of war. See chapter 3 for more discussion
about mobility, countermobility, and survivability operations and their relation to the tactical, operational,
and strategic levels of war.

GENERAL ENGINEERING
2-7. General engineering is the engineer discipline that is focused on affecting terrain while not in
close support to maneuver forces. General engineering is distinguished from geospatial engineering by its
focus on affecting terrain (rather than improving understanding about terrain). General engineering is
distinguished from combat engineering by its focus on conditions other than close support to maneuver
forces. Tasks that are most frequently performed under general engineering conditions include the
construction, repair, maintenance, and operation of infrastructure, facilities, LOCs, and bases; protection of
natural and cultural resources; terrain modification and repair; selected EH activities; and environmental
activities. These are the primary focus for general engineer units.
2-8. General engineer units can also conduct mobility, countermobility, and survivability operations,
when not under combat engineering conditions. Although organized, manned, equipped, and trained to
perform their tasks in combat, they are not organized, manned, equipped, and trained to do so while in
close support to maneuver forces that are in close combat. General engineer units are not designed to
perform as combat engineers without significant augmentation and training.
2-9. General engineering is the most diverse of the three engineer disciplines and is typically the largest
percentage of all engineer support provided to an operation, except in offensive and defensive operations at
the tactical level, when combat engineering will typically be predominant. It occurs throughout the AO, at
all levels of war, during every type of military operation, and may include the employment of all military

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 The Engineer Regiment

occupational specialties within the Engineer Regiment. For more information on general engineering, see
FM 3-34.400. General engineering—
 May include construction or repair of existing logistics-support facilities, LOC and other supply
routes (including bridging and roads), airfields, ports, water wells, power generation and
distribution, water and fuel pipelines, waste management systems, and base camps or force
beddown. Firefighting and engineer dive operations are two aspects that may be critical enablers
to these tasks.
 May be performed by modified table of organization and equipment units or through the
USACE.
 May also be performed by a combination of joint engineer units, civilian contractors, and HN
forces or multinational engineer capabilities.
 Incorporates field force engineering (FFE) to leverage all capabilities throughout the Engineer
Regiment. This includes the linkages that facilitate engineer reachback.
 May require various types of reconnaissance and assessments to be performed before, or early
on in, a particular mission (see FM 3-34.170).
 Includes disaster preparedness planning, response, and support to consequence management.
 Includes the acquisition and disposal of real estate and real property.
 Includes those survivability planning and construction tasks that are not considered under
combat engineering.
 May include camouflage, concealment, and deception tasks.
 Includes the performance of environmental support engineering missions.
 May include base or area denial missions.
 Usually requires large amounts of construction materials, which must be planned and provided
for in a timely manner.
 May include the production of construction materials.
 Requires the integration of environmental considerations (see FM 3-34.5).

GEOSPATIAL ENGINEERING
2-10. Geospatial engineering is the engineer discipline that is focused on applying geospatial
information to improve understanding of terrain for military operations. Geospatial engineering
focuses on applying information to improve the understanding of terrain, while general engineering focuses
on affecting terrain. Geospatial engineering is the art and science of applying geospatial information to
enable understanding of the physical environment for military operations. The art is the ability to
understand METT-TC and the geospatial information available, including intent of use and limitations, to
be capable of explaining the military significance of the terrain to the commander and staff and creating
geospatial products for decisionmaking. The science is the ability to exploit geospatial information,
producing spatially accurate products for measurement, mapping, visualization, modeling, and all types of
analysis of the terrain.
2-11. Geospatial engineers generate, manage, analyze, and disseminate positionally accurate terrain
information that is tied to some portion of the earth’s surface. This includes mission-tailored data, tactical
decision aids, and visualization products that define the character of the zone for the maneuver commander.
Key aspects of the geospatial engineering mission are databases, analysis, digital products, visualization,
and printed maps.
2-12. Geospatial engineers enable the commander and staff to visualize the OE discussed in chapter 1.
They collect, create, and process geospatial information and imagery that support analysis of the OE, either
by the operational or mission variables. Additionally, geospatial engineers provide foundational
information, enabling a more efficient and functional approach to analysis, resulting in a quicker shared
common understanding of the OE at all echelons, thereby preserving the critical resource of time.
2-13. Geospatial information that is timely, accurate, and relevant is a critical enabler for the operations
process. Geospatial engineers assist in the analysis of the meaning of activities and significantly contribute
to anticipating, estimating, and warning of possible future events. They provide the foundation for

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Chapter 2

developing shared situational awareness and improve understanding of our forces, our capabilities, the
adversary, and other conditions of the OE.
2-14. The geospatial engineer uses analysis and visualization capabilities to integrate people, processes,
and tools using multiple information sources and collaborative analysis to build a shared knowledge of the
physical environment. ATTP 3-34.80 and JP 2-03 are the primary references for geospatial engineering.

ENGINEER ORGANIZATIONS
2-15. The Army organizes Soldiers and equipment into a variety of organizations, each with particular
capabilities. Engineer units are organized based on the engineer disciplines. Organizations that have
engineer capabilities comprise the Engineer Regiment, which represents the Army’s engineer capabilities in
both the operational Army and the generating force. The Engineer Regiment consists of all Active Army,
Army National Guard, and USAR engineer organizations (as well as DOD civilians and affiliated
contractors and agencies within the civilian community) with a diverse range of capabilities that are all
focused toward supporting the Army and its mission. The Engineer Regiment’s Active Army organizations
include USACE and active duty Army military engineer units within the combatant commands and Army
commands. Three-fourths of the Army’s military engineer units are in the Reserve Component, which
provides both TEC headquarters and includes a wide range of specialized capabilities in its ARNG and
USAR components. In addition, certain types of engineer units are found only in the Reserve Component.
The Regiment has joint integration capabilities and supports the planning, preparing, executing, and
assessing of joint operations. The Regiment is experienced at interagency support and in leveraging
nonmilitary and nongovernmental engineer assets to support mission accomplishment.
2-16. The Chief of Engineers leads the Engineer Regiment and is triple-hatted as the Chief of the Engineer
Branch, the Commander of USACE, and the staff officer advising the Chief of Staff of the Army on
engineering matters and force capabilities. The chief is assisted in these roles by the Engineer Branch;
Headquarters, USACE; and the Office of the Chief of Engineers. The Engineer Branch and USACE are
discussed later in this section. The Office of the Chief of Engineers is a staff element assigned to the Army
Staff to assist the Chief of Engineers in advising the Chief of Staff of the Army and the Army Staff. Figure
2-2 shows how engineers are organized from the tactical to the operational level.

THE ENGINEER BRANCH

2-17. The Engineer Branch includes both the human resource managers in Human Resources Command
and the Engineer Branch proponent under United States Army Training and Doctrine Command. Together
these components generate and manage engineer Soldiers—the centerpiece of engineer forces. The
Engineer Branch proponent is the United States Army Engineer School (USAES) which trains, educates,
and manages engineer Soldiers in a variety of military occupational specialties.
2-18. In addition to providing core, tactical, technical, and leader education for engineer Soldiers of all
ranks, USAES also provides specialized training. Of particular interest to units are courses such as the Joint
Engineer Operations Course, the Explosive Ordnance Clearance Agent Course, the Search Advisor Course,
and the Sapper Leader Course. Additional training is developed and provided as required.

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 The Engineer Regiment

Figure 2-2. The Engineer Regiment from the tactical to operational level
2-19. USAES also hosts and manages several boards, centers, conferences, and cells, both standing and ad
hoc, which support and gather feedback from engineers in the operational force. One example of an annual
conference is the Engineer Force Conference that provides direct communication among senior engineer
leaders. The Counter Explosive Hazards Center at the Maneuver Support Center of Excellence coordinates
DOTMLPF solutions and integration for counter EH TTP. Operational support is provided to engineer
forces and staffs through reachback, mobile training teams, and other mechanisms.
2-20. The Engineer Branch produces tactically and technically competent engineer Soldiers capable of
serving in engineer forces or as engineer staff of a joint force assisting the JFC by furnishing advice and
recommendations to the commander and other staff officers. (Chapter 4 discusses engineer staff roles and
responsibilities in greater detail.) The engineer branch proponent works closely with USACE to leverage a
vast pool of additional technical competence provided by DOD civilians and affiliated contractors and
agencies within the civilian community working with USACE. Technical support is available directly in
support of engineer staff and forces through reachback. Significant technical development benefits those
engineer Soldiers assigned to work within USACE.

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Chapter 2

OPERATIONAL FORCE ENGINEERS

2-21. Engineers in the operational force operate at the strategic, operational, and tactical levels across the
spectrum of conflict. Units are organized in a scalable, modular, adaptable manner to support combat,
general, and geospatial engineering requirements. Army engineer forces operate as an integral member of
the combined arms team during peace and war to provide a full range of engineering capabilities in
conjunction with USACE as shown in figure 2-3. They execute combat engineering tasks at the tactical and
operational levels of war in support of combined arms forces and execute general and geospatial
engineering tasks at the tactical to strategic levels throughout the joint operations area. This section
provides an overview of engineers in the operational force. See appendix B for more details about each
type of unit described in this chapter.

Figure 2-3. The Engineer Regiment and the engineer disciplines

MODULARITY
2-22. The Army’s operational force is modular, as are the engineers in that force. There are four
complementary and interdependent categories of engineer units in the operational force (including
USACE-provided technical engineering and contract support as already discussed). (Figure 2-3 only
depicts three of the four categories [organic, baseline, and specialized]. The other category—engineer
headquarters units—is not shown.) The first category contains engineers organic to BCTs and
higher-echelon headquarters. The other three categories comprise the engineer force pool, which augments
organic engineers and provides engineer capabilities to echelons above the BCT. These categories
include—
 Engineers that are organic to the BCTs provide the minimum combat and geospatial engineering
capabilities required to support BCT operations. These units have very limited general
engineering capability. Additionally, engineers are organic within the staffs of all echelons
above BCT, providing engineer staff planning functions and integrating geospatial engineering
support.

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 The Engineer Regiment

 Engineer headquarters units provide mission command for engineer missions and elements. Each
has a staff that allows the commander to mission command assorted and various engineer
organizations and other selected nonengineer units to support multifunctional missions such as
combined arms breaching and combined arms gap crossing. The units in this category are the
TEC, the engineer brigade, and the engineer battalion.
 Baseline engineer units provide combat and general engineering capabilities, focused primarily
on the tactical to operational levels. They are used to augment organic engineers and to provide
engineer capabilities to echelons above the BCT. When supporting a division or a corps, baseline
engineer units are typically under the mission command of the maneuver enhancement brigade
(MEB) or the engineer brigade. When supporting echelons above corps, they are typically under
the mission command of a functionally focused engineer brigade, TEC, or the multifunctional
MEB.
 Specialized engineer units are technically oriented (and often low-density) units that provide
specialized capabilities in construction support, infrastructure development, EH mitigation,
geospatial support, well drilling, real estate management, and firefighting. They primarily
support the operational to strategic levels, but also provide selected support at the tactical level.

ORGANIC ENGINEER ELEMENTS

2-23. Each BCT has a combat engineer company. In the infantry brigade combat team (IBCT) and the
heavy brigade combat team (HBCT), the engineer company is organic to the brigade special troops
battalion (BSTB), but in the Stryker brigade combat team (SBCT) the engineer company is a separate
company. Engineer staff elements are organic to the headquarters of BCTs, divisions, corps, and theater
armies. Geospatial engineer teams are organic to the BCT, some modular support and functional brigades,
and headquarters of divisions and corps.
2-24. These organic engineer elements provide the minimum combat and geospatial engineering capability
to support BCTs. They can also perform a few general engineering tasks, but their focus is on maintaining
friendly freedom of maneuver and inhibiting the enemy’s ability to mass and maneuver.
2-25. Capabilities of organic engineers include—
 Providing geospatial data management and analysis.
 Conducting mobility, countermobility, and survivability operations.
 Providing mobility assessments.
 Detecting and neutralizing EH.
 Providing mission command for engineer forces.
2-26. During offensive and defensive operations, organic engineer elements require augmentation by
baseline or specialized engineer units, or both. Often, this augmentation exceeds the mission command
capability of the organic engineers and requires that an engineer battalion headquarters also be provided.
Stability and civil support operations also require augmentation by mission-tailored engineer forces from
the force pool.

FORCE POOL UNITS

2-27. Force pool units include—
 Engineer headquarters units.
 Baseline engineer units.
 Specialized engineer units.

Engineer Headquarters Units

2-28. There are three echelons of engineer headquarters units—the engineer battalion, the engineer
brigade, and the TEC. Multifunctional units, discussed later in this chapter, may also provide mission
command for engineer forces when engineer support is integral to the multifunctional mission. The
engineer battalion is most often found in the engineer brigade, in the MEB, or in support of a BCT. The

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Chapter 2

engineer brigade, one of the Army’s functional brigades, provides mission command for up to five engineer
battalions at the divisions and corps level. The TEC provides mission command of engineer units for the
combatant or JTF commander.

Theater Engineer Command

2-29. The TEC is designed to mission command engineer capabilities for the theater army. It is the only
organization designed to do so without augmentation and can provide the JFC with an operational engineer
headquarters, if required. It can also form, or provide augmentation for, a JTF engineer staff. The TEC
provides mission command for all assigned or attached engineer brigades and other engineer units and
missions for the joint force land component or theater army commander. When directed it may also provide
mission command for engineers from other Service and multinational forces, and oversight of contracted
construction engineers. The TEC is focused on operational-level engineer support across all three of the
engineer disciplines and typically serves as the senior engineer headquarters for a theater army, land
component headquarters, or potentially a JTF.
2-30. Considerations for organizing and employing the TEC include—
 The TEC provides support for all operational planning for the area of responsibility (AOR)
across all of the engineer disciplines. It synchronizes all engineer planning and support for the
geographic combatant commander (GCC) or JTF commander, providing peacetime training and
support of military engagement for their supported respective CCDRs. The TEC coordinates
closely with the senior contract construction agents in the AO.
 The TEC is a modular organization that can be tailored based on mission requirements. It can
deploy modular staff elements and organizations to provide the operational commander with a
wide range of technical engineering expertise and support. Each TEC can deploy its main
command post (CP) and two deployable command posts (DCPs) to provide flexibility and
rotational capability. USACE can deploy its FFE assets to augment DCPs, bringing capabilities
in areas such as contracting, real estate, and interagency coordination. Their tele-engineering
capabilities enable their deployed elements to collaborate with subject matter experts in USACE,
other Service technical laboratories and research centers, and other sources of expertise in the
civilian community.

Engineer Brigade
2-31. The engineer brigade, one of the Army’s functional brigades, can control up to five mission-tailored
engineer battalions having capabilities from any of the three engineer disciplines. It may also provide
mission command for nonengineer units performing, for example, missions in support of a deliberate gap
(river) crossing. Considerations for organizing and employing the engineer brigade headquarters include—
 A division or corps requires one or more engineer brigades whenever the number of engineer
units, or the functional nature of engineer missions, exceeds the mission command capability of
the multifunctional MEB. Once deployed, engineer brigades become the focal point for
apportioning and allocating mission-tailored engineer forces within the AO. The engineer
brigade can support a JTF or a Service or functional component command (land, air, or sea) and
provide mission command of all Service engineers and oversight of contracted engineering
within an AO. The engineer brigade can provide DCPs with staff expertise in engineer support
as required. With augmentation, it may serve as a joint engineer headquarters and may be the
senior engineer headquarters deployed in a joint operations area if full TEC deployment is not
required.
 The engineer brigade has the capability to simultaneously provide two DCPs. It provides
engineer-specific technical planning, design, and quality assurance and quality control during
24-hour operations.

Engineer Battalion
2-32. The engineer battalion can conduct engineer missions and control up to five mission-tailored
engineer companies. The engineer battalion is typically found in the engineer brigade, in the MEB, or
supporting a BCT. Except for the prime power battalion, which performs a specialized role, all engineer

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battalion headquarters, when appropriately task-organized, can provide mission command for both combat
and general engineering capabilities. Due to habitual training relationships, some battalion headquarters are
more capable in combat engineering than in general engineering, or vice versa. Some battalion
headquarters have additional capabilities such as airborne or air assault capabilities. Considerations for
organizing and employing the engineer battalion headquarters include—
 Whenever two or more engineer modules are task-organized in support of a BCT, an MEB, an
engineer brigade, or another unit, an engineer battalion headquarters may be required for the
mission command and sustainment of those modules.
 An engineer battalion may support an MEB for combat or general engineering missions. The
engineer battalion provides mission command for up to five assigned engineer companies,
including preparing them for deployment in support of the battalion or other organizations.
 When in support of a BCT, an engineer battalion will provide mission command of engineer
missions. The battalion may be focused on a single mission, such as route clearance, security
construction, or cache interrogation and reduction. The engineer battalion may be organized to
perform as a breach force command when the BCT is conducting a combined arms breach.
During a gap (river) crossing operation, the engineer battalion provides the option to be
designated as the crossing site command.
 When assigned construction or EH clearance missions, the battalion should receive construction
design and survey teams or explosive hazards teams augmentation.

BASELINE ENGINEER UNITS

2-33. Baseline engineer units include both combat and general engineer units (see table 2-1). They are the
primary building blocks for the organization of most engineer battalions. These units may augment the
organic engineer capabilities of a BCT, or they may be task-organized under an engineer battalion
headquarters to provide specific tailored capabilities to echelons above brigade (EAB). (See appendix B for
more detailed information on baseline engineering units.)
Table 2-1. Baseline engineer units
Combat Engineer Units General Engineer Unit
Sapper company Engineer support company
Mobility augmentation company Horizontal construction company
Clearance company Vertical construction company
Multirole bridge company

Combat Engineer Units

2-34. Baseline combat engineer units are focused on supporting combined arms operations at the tactical
level. They are designed to provide close support to maneuver forces that are in close combat. All have the
capability to fight as engineers or, if required, as infantry. An engineer battalion headquarters is typically
included to provide the necessary mission command, logistics, and staff supervision for attached and
assigned units when two or more are assigned to a BCT, an MEB, or another organization. Combat
engineer (Sapper) units may construct tactical obstacles, defensive positions, and fixed and float bridges;
repair CPs, LOCs, tactical routes, culverts, and fords; and conduct general engineering tasks related to
horizontal and vertical construction, when augmented with appropriate tools, equipment, and training.
Combat engineer units also provide engineer support for gap-crossing operations, assist in assaulting
fortified positions, and conduct breaching operations. Airborne- and air assault-capable engineer units also
have the unique ability to employ air-droppable, rapid runway repair kits to support forcible-entry
operations. The more specialized combat engineering capabilities of assault bridging, breaching, and route
and area clearance are added to the organic engineer capabilities in BCTs (or to deployed baseline Sapper
companies) when required by the mission.

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Chapter 2

General Engineer Units

2-35. General engineer units include horizontal and vertical construction companies and engineer support
companies. They can construct, rehabilitate, repair, maintain, and modify landing strips, airfields, CPs,
main supply routes (MSRs), supply installations, building structures, bridges, and other related aspects of
the infrastructure. These units may also perform repairs and limited reconstruction of railroads or water and
sewage facilities. The basic capabilities of these units can be expanded by augmenting them with additional
personnel, equipment, and training from specialized engineer units or other sources. Such augmentation can
give them the capability to conduct bituminous mixing and paving, quarrying and crushing, pipeline
construction, dive support, and major horizontal construction projects such as highways, storage facilities,
and airfields.

SPECIALIZED ENGINEER UNITS

2-36. Specialized engineer units provide general and geospatial engineering capabilities at the operational
and strategic levels, and they augment those capabilities at the tactical level (see table 2-2). Many of their
capabilities are lower density than those of the baseline engineer units. These smaller, more specialized
units are designed to support technical aspects within larger engineer-related missions or to augment
selected headquarters elements.
Table 2-2. Specialized Army engineer force pool units
Explosive Construction Infrastructure Geospatial Field Force
Hazard Support Support Support Engineering
Support
• Explosive • Survey and • Prime power • Topographic • Forward engineer
hazard design team company, platoon, engineer support team;
coordination • Construction or detachment company advanced or main
cell management • Engineer facility • Geospatial (with embedded
• Explosive team detachments planning cell environmental,
hazards contingency real
• Real estate • Firefighting team
team estate, and other
team
support teams as
• Military • Diving team needed) (see
working
• Asphalt team paragraph 2-28)
dogs
• Concrete
section
• Well drilling
team
• Quarry platoon

Explosive Hazards Support

2-37. EH support provides mission command for specialized elements and integrates other EH capabilities.
These capabilities include the linkage to Army EOD capabilities found in the ordnance branch. The
engineer squad (canine) includes both specialized search dog teams and mine dog teams. These teams assist
in locating firearms, ammunition, and explosives in both rural and urban environments. They may be used
to augment a variety of route and area clearance capabilities found in the clearance company.

Construction Support
2-38. Construction support provides mission command for management and procurement and oversight of
contracted support. It also provides for enhanced performance for asphalt, concrete, and haul operations.
All of these capabilities have a role in infrastructure support.

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 The Engineer Regiment

Infrastructure Support
2-39. Engineer prime power units generate electrical power and provide advice and technical assistance on
all aspects of electrical power and distribution systems. Prime power units have limited electrical
engineering capability (design and analysis); provide electrical surveys; and operate, maintain, and perform
minor repairs to other electrical power production equipment, to include HN fixed plants. Engineer facility
detachments support theater opening and closing, base development, construction management, contract
technical oversight, base operations (to include waste management functions), and master planning.
Firefighting teams provide first responder support for facilities and aviation operations.

Geospatial Support
2-40. Two specialized engineer units provide geospatial engineering capabilities (see ATTP 3-34.80).
Topographic engineer companies provide geospatial support to deployed units that require augmentation.
They provide modules tailored to support the GCC, JTF headquarters, theater army, corps and division
headquarters, sustainment brigades, other joint or multinational division- and brigade-size elements, and the
Federal Emergency Management Agency regions. Their geospatial engineering capabilities include
analysis, collection, generation, management, finishing, and printing. Geospatial planning cells generate,
manage, and disseminate geospatial data, information, and products in support of the ASCC headquarters
and GCC.
2-41. Although the Army has no dedicated engineer reconnaissance units, except for an element in the
combat engineer company of the HBCT, commanders routinely form mission-tailored engineer
reconnaissance teams (ERTs) to collect engineer-specific tactical and technical information. These teams
are a critical source of information for engineers and combined arms commanders and staffs, playing an
important role in the intelligence preparation of the battlefield (IPB). FM 3-34.170 provides detailed
discussion on the range of engineer reconnaissance capabilities.
2-42. Table 2-3, page 2-12, shows the Regiment’s various engineer organizations and capabilities at the
tactical to operational level. Appendix B provides a more in-depth view of the organizations depicted in
table 2-3.

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Chapter 2

Table 2-3. Elements of the Engineer Regiment

Component (COMPO)

Engineer Element
Active Army National United States
Component Guard Army Reserve
Brigade Combat Team

E
Engineer Company
Engineer Forces
Geospatial Engineer

E
Team
Engineer Battalion

E
Headquarters
Engineer
Engineer Brigade
Headquarters

E
Headquarters
Forces
Theater Engineer

E
Command
Sapper Company

E
Mobility Augmentation

E
Company
Clearance Company

E
Engineer Support
E

E
Baseline Engineer Company
Forces Horizontal
E

E
Construction Company
Vertical Construction
E

E
Company
Multirole Bridge
E

E
Company
Survey and Design
E

E
Team
Concrete Section
E

E E E

E E E
Asphalt Team
Firefighting Team
Explosive Hazard Team
E

E
or Coordination Cell
Engineer Squad
E

(Canine)
Diving Team
E E

E E

Topographic Company
Specialized Geospatial Planning
E

Engineer Forces Cell

Construction
E

Management Team
Engineer Facility
E

Detachment
Prime Power Company*
E

E E E

Well Drilling Team

E

Quarry Platoon
Real Estate Team
E

Forward Engineer
E

Support Team*
Area Clearance Platoon
E

*These units are assets of the United States Army Corps of Engineers

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 The Engineer Regiment

UNITED STATES ARMY CORPS OF ENGINEERS

2-43. USACE is the Army’s direct reporting unit assigned responsibility to execute Army and DOD
military construction, real estate acquisition, and development of the nation’s infrastructure through the
civil works program. Other services include wetlands and waterway management and disaster relief support
operations (USACE has primary responsibility to execute Emergency Support Function #3, Public Works
and Engineering, for DOD). Most of its assets are part of the generating force (see FM 1-01), but selected
elements support the operational Army, to include various FFE teams (see paragraph 2-28) and the 249th
Engineer Battalion (Prime Power). With its subordinate divisions, districts, laboratories, and centers,
USACE provides a broad range of engineering support to military departments, federal agencies, state
governments, and local authorities in a cost-reimbursable manner. USACE districts provide research,
design, contracting, construction, and operation of hydroelectric power generation and river navigation
while reducing overall environmental impact. USACE also provides technical assistance and contract
support to joint forces deployed worldwide. USACE operates the U.S. Army Engineer Research and
Development Center, a comprehensive network of laboratories and centers of expertise that includes the
following facilities:
 Geotechnical and Structures Laboratory.
 Coastal and Hydraulics Laboratory.
 Environmental Laboratory.
 Information Systems Laboratory.
 Engineer Waterways Experiment Station.
 Cold Regions Research and Engineering Laboratory.
 Construction Engineering Research Laboratory.
 Army Geospatial Center.

UNITED STATES ARMY CORPS OF ENGINEERS MISSIONS

2-44. USACE capabilities include access to the expertise of U.S. Army Engineer Research and
Development Center’s centers and laboratories and all of the resources within the divisions, districts, and
other sources. USACE has aligned its divisions with and assigned liaison officers to CCDR and Army
commanders (see figure 2-2, page 2-5) to enable access to USACE resources to support engagement
strategies and wartime operations. The USACE mission supports full spectrum operations with the
following five major functions:
 Military support—provides engineering and contingency support for full spectrum operations.
 Disasters—responds to and supports recovery from local, national, and global disasters.
 Infrastructure—acquires, builds, and sustains critical facilities for military installations, theater
support facilities, and public works.
 Environment—restores, manages, and enhances ecosystems, local and regional.
 Water resources development—balances requirements between water resources development
and environment.
2-45. USACE support provides for technical and contract engineering support, integrating its organic
capabilities with those of other Services and other sources of engineering-related reachback support.
USACE may have assets directly integrated into the military mission command structure and linked to a
TEC or senior engineer headquarters or already operating under contract in-theater. Whether providing
construction contract and design support in the AO or outside of the contingency area, USACE can obtain
necessary data, research, and specialized expertise not present in-theater through reachback capabilities
using tele-engineering when necessary. Tele-engineering is the communications architecture that facilitates
reachback when the existing communications infrastructure will not support it. Tele-engineering is under
the proponency of the USACE and is inherent in FFE.

FIELD FORCE ENGINEERING

2-46. USACE is the primary proponent of FFE and related generating force support which enable engineer
support to the operational Army. Field force engineering is the application of the Engineer Regiment’s

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Chapter 2

capabilities from the three engineer disciplines (although primarily general engineering) to support
full spectrum operations through both reachback and forward presence. It enables generating force
engineer support to deployed operating forces and is provided by technically specialized personnel and
assets (deployed or participating through reachback) or through operational force engineer Soldiers linked
to reachback capabilities. The engineer commander maintains his flexibility and determines the mix of
capabilities (troop, USACE civilian, and contractor) based on the tactical situation, time-phased
requirements, capabilities required, available funding, and force caps. The USACE division commander
task-organizes the division’s capabilities to meet the varying time-phased requirements. The capability
relies heavily on reachback through communication systems such as tele-engineering. The FFE concept is
applicable in joint and multinational operations to provide technical engineer solutions that can be
implemented faster and with a smaller footprint. The United States Air Force and United States Navy have
similar capabilities—the Air Force uses its Geo-Reach program while the Navy has the capability to
conduct engineer reconnaissance with reachback to the Naval Facilities Engineering Command
(NAVFAC).
2-47. The USACE objective for FFE is to effectively leverage its generating force capabilities (engineering
expertise, contract construction, real estate acquisition and disposal, and environmental engineering) in
operations and maximize the use of reachback to provide technical assistance and enable operational force
engineers in their support to the CCDR or JTF commander. One of the ways USACE accomplishes this is
by training, equipping, and maintaining specialized deployable FFE teams. These deployable USACE
organizations provide technical assistance, enable operational force engineers, and access additional
technical support through reachback. Another way that USACE supports the operational force is through
nondeployable teams that provide dedicated engineering assistance in response to requests for information
from deployed teams or engineer Soldiers in the operational area. Focus areas for these teams include
infrastructure assessment and base camp development.
2-48. FFE teams are the primary elements within USACE that are organized, trained, and equipped to
provide technical solutions to engineering and construction-related challenges. These elements deliver FFE
to supported units through their engineer staff. FFE teams serve as forward planning, execution, or liaison
teams to support full spectrum operations or offer dedicated reachback support to deployed teams and
engineer Soldiers in need of technical support. FFE teams are flexible and can be tailored for specific
missions. They typically develop solutions employing their own available resources but have the option to
employ reachback to the entire array of expertise within the USACE laboratories or centers of expertise for
more complex engineering issues. USACE has expertise that may support the strategic, operational, or
tactical level in engineer planning and operations and can leverage reachback to technical subject matter
experts in districts, divisions, laboratories and centers of expertise; other Services; and private industry in
its role as part of the generating force. USACE FFE is a means to access specialized engineer capabilities
that can augment JFC planning staffs. Teams can rapidly deploy to meet requirements for engineering
assessments and analyses in support of the full array of engineer missions. Teams include forward engineer
support teams (FESTs), contingency real estate support teams (CRESTs), environmental support teams
(EnvSTs), logistics support teams (LSTs), and base camp development teams (BDTs).
 A forward engineer support team-main (FEST-M) is a deployable team that provides
construction management, real estate, environmental, geospatial, and other engineering support
(typically to the theater army) and can provide mission command for deployed FFE teams. This
team would typically support a JTF or the land component of a JTF, either task-organized to that
headquarters or to a supporting engineer headquarters. The FEST-M operates as augmentation to
either the joint force engineer staff or the engineer headquarters element or may operate as a
discrete headquarters element. It is designed to provide mission command for additional FFE
elements when task-organized with those organizations. In some cases, the FEST-M may
provide the base upon which a contingency USACE district is established in theater. The
FEST-M element conducts a variety of core essential tasks in support of stability operations,
consequence management or civil support, and technical engineering missions. It requires
sustainment and security support from the gaining or supported unit.
 A forward engineer support team-advance (FEST-A) is a deployable team that provides
infrastructure assessment; engineer planning and design; and environmental, geospatial, and
other technical engineering support (from theater army to brigade echelon) and augments the

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 The Engineer Regiment

staff at those echelons. This team could support any echelon configured as a joint force
headquarters for limited interventions or may be task-organized at corps, division, and brigade
echelons when configured as intermediate or tactical headquarters. The FEST-A operates as
augmentation to either the supported force engineer staff or to the supporting engineer
headquarters. It is designed to receive task-organized CREST and EnvST elements when those
capabilities are required. A FEST-A may also provide FFE support within an assigned area as a
subordinate element of a FEST-M. The FEST-A conducts a variety of core essential tasks in
support of stability operations, consequence management or civil support, and technical
engineering missions. The FEST-A requires sustainment and security support from the gaining
or supported unit.
 A CREST is a deployable team which can acquire, manage, and dispose of real property on
behalf of the U.S. government. This team could support any echelon but will typically be
tailored to support an Army component headquarters configuration with support missions
requiring real estate management. The CREST operates as augmentation to the supported force
engineer staff or supporting engineer headquarters. It may also be task-organized to a tailored
FEST. The CREST conducts real estate management tasks and should be deployed early in a
contingency to facilitate acquisition of real estate in support of the development of facilities for
U.S. forces. It requires sustainment and security support from the gaining or supported unit.
 An EnvST is a deployable team that conducts environmental assessments, baseline and other
surveys, and studies. This team could support any echelon, but will typically be tailored in
support of an Army component headquarters configuration with support missions requiring base
camp development. The EnvST operates as augmentation to either the supported force engineer
staff or to the supporting engineer headquarters. It may also be task-organized to a tailored
FEST. The EnvST conducts environmental management tasks in support of base camps and
other technical engineering missions. The team should be deployed as an initial element to
perform assessments, identify environmental hazards, and remain as one of the last elements to
provide remediation actions and support for base closure. The EnvST requires sustainment and
security support from the gaining or supported unit.
 An LST is a deployable team that coordinates sustainment support for deployed FFE or
emergency management elements when those requirements exceed or are not provided by the
operational force logistics system. This team typically supports the FEST-M when that team
provides mission command for additional FFE elements. The LST could operate in support of
reception, staging, onward movement, and integration (RSOI) for deploying FFE elements. The
LST conducts generating force-specific sustainment tasks in support of consequence
management, civil support, and stability operations. The LST requires sustainment and security
support from the gaining or supported unit.
 A BDT is a nondeployable team within a selected USACE district that can quickly provide base
development engineering, master planning, and facilities design in support of FFE and other
reachback requests for information. BDTs are trained and organized within the USACE
divisions and maintain a rotational readiness cycle. While these teams are capable of responding
to a variety of complex technical problems, they are also trained to exploit the entire array of
expertise within the USACE laboratories or centers of expertise, as needed, for more complex
engineering issues. Focus areas for the BDTs are engineering-related planning and development
issues involved in locating, designing, constructing, and eventually closing or transferring base
camps. Note that base camp operations and maintenance activities are not within the scope of
FFE support but may rely on FFE applications to address specific technical engineering
requirements when necessary. The BDT’s resources and expertise are available to support FFE
teams and operational forces through the USACE Reachback Operations Center, which can be
contacted via <https://uroc.usace.army.mil.>

Note. See Engineer Pamphlet 500-1-2 for additional information on FFE.

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Chapter 2

DEPARTMENT OF DEFENSE CONSTRUCTION AGENTS

2-49. The Secretary of Defense has designated USACE and NAVFAC as contract construction agents for
the design and construction execution within assigned areas of responsibility for U.S. military facilities
worldwide. (The Air Force is the designated DOD construction agent for military construction in the
British Isles.) USACE and NAVFAC provide a significant engineering capability to be leveraged in joint
operations. Both USACE and NAVFAC have the capability to support general engineering operations with
technical assistance and contract support to joint forces deployed worldwide. They also maintain in depth
expertise in engineering research and development. Inherent in their mission support capabilities is a
planning and engineering capability for advanced base and infrastructure development. The CCDR may use
USACE and NAVFAC to provide technical engineering assistance for design and award of construction
contracts to civilian companies in support of military operations.

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 Chapter 3
Foundations of Engineer Support to Operations
Army engineer support to operations encompasses a wide range of actions requiring
many capabilities. Commanders use engineers in all elements of full spectrum
operations and in all operational themes across the spectrum of conflict. They use
them primarily to assure mobility, enhance protection, enable logistics, and develop
infrastructure. This chapter describes lines of engineer support, engineering tasks,
engineer support to combat power, and engineers in close combat.

OVERVIEW
3-1. All engineering tasks have providing freedom of action as their objective. These tasks provide
freedom of action by loosening the grip of the terrain and the enemy on our forces. Engineering tasks that
affect terrain deal with obstacles (including gaps), bridges, roads, trails, airfields, fighting positions,
protective positions, deception positions, and a wide variety of other structures and facilities such as base
camps, ports, utilities, and buildings. Engineers affect these by clearing, reducing, emplacing, building,
repairing, maintaining, camouflaging, protecting, conserving, or modifying them in some way. Engineers
reduce the grip of the enemy through tasks such as reducing obstacles, route clearance, support to search
operations, infrastructure development in stability operations, and geospatial engineering support to
intelligence. Many of these tasks fall under the categories of mobility, countermobility, or survivability
operations.
3-2. Regardless of their category, engineering tasks have different purposes in different situations. For
example, a task to clear EH from a road that has been designated a direction of attack may have the purpose
of supporting the maneuver of a mechanized unit. But two days later, when that road has been designated
as an MSR, a task to clear EH from that same road may have the purpose of supporting sustainment. The
next month, when that road is needed by the population to get their goods to market or to get to the polls, a
task to clear EH from that same road may have the purpose of supporting the improvement of civil
conditions. In all three cases the same task is involved, but with different purposes. In addition to the
different purposes an engineering task can have at different times, engineer support often involves
simultaneous tasks with different purposes and supporting different warfighting functions (see below). This
chapter explains how engineering tasks are grouped by purpose into lines of engineer support, how they are
grouped into types of operations, how they contribute to the warfighting functions, and how engineers
operate in close combat.

LINES OF ENGINEER SUPPORT

3-3. Fundamental to engineer support to operations is the ability to anticipate and analyze the problem
and understand the operational context from chapter 1. Based on this understanding and the analysis of the
problem, engineer planners select and apply the right engineer discipline and type unit capabilities to
perform required individual and collective tasks. They must think in combinations of disciplines and
arrange actions in concert with maneuver. Finally they provide necessary mission command for these
combinations. The lines of engineer support are the framework that underpin how engineers think in
combinations, and these lines provide the connection between capabilities and operations.
3-4. Commanders use lines of engineer support to synchronize engineering tasks with the rest of the
combined arms force and to integrate them into the overall operation throughout the operations process.
Lines of engineer support are categories of engineer tasks and capabilities that are grouped by
purpose for specific operations. As depicted in figure 3-1, page 3-2, lines of engineer support help
commanders and staffs combine the capabilities from all three engineer disciplines and from throughout the

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Chapter 3

Corps of Engineers and align their activities according to their purpose. The engineer disciplines are
capabilities, based on knowledge and skills, organized in units. These units, organized based on discipline,
execute individual and collective tasks. The combination of these tasks for a specific purpose, in the
context of full spectrum operations, achieve the lines of support.
3-5. Regardless of where a task falls within the Army universal task list, task alignment with an engineer
line of support is determined by the purpose of the task in a given situation. Engineer support is primarily
focused on achieving purposes along four lines of engineer support: assure mobility, enhance protection,
enable logistics, and develop infrastructure.

Figure 3-1. Lines of engineer support

3-6. All three engineer disciplines (see chapter 2) encompass tasks along the lines of engineer support.
The combat engineering discipline, due to its close support to maneuver forces that may be in close combat,
is primarily focused on tasks that assure mobility and enhance protection. The general engineering
discipline performs tasks along all four lines. Geospatial engineering provides essential support to all four
lines.

ASSURE MOBILITY
3-7. The assure mobility line of support is the orchestrating of combat engineering, general engineering,
and geospatial engineering capabilities in combination in order to allow a commander to gain and maintain
a position of advantage against an enemy. This includes denying the enemy freedom of action to attain his
own position of advantage.
3-8. Tasks in this line of engineer support are intended to support the ability of a force to move or
maneuver (see primarily FM 3-90, FM 3-90.4, and FM 90-7). This includes engineering tasks, primarily
related to mobility and countermobility (see below), with a focus on the movement and maneuver
warfighting function.
3-9. When supporting tactical maneuver, this line of engineer support consists primarily of mobility and
countermobility tasks (though such tasks can be used in other lines, too). Both combat and general
engineers conduct these tasks, although the conditions described in chapter 2 may require that combat
engineers conduct them. When supporting operational maneuver or force projection, this line of engineer
support often involves tasks such as constructing, repairing, and maintaining bridges, roads, and airfields.

SUPPORT TO MOBILITY OPERATIONS

3-10. Engineers are essentially always involved with mobility operations to mitigate the effects of
obstacles and enhance freedom of movement and maneuver. While some mobility tasks are performed by

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other disciplines, this section addresses only engineer-focused tasks that support mobility operations. (See
FM 3-90.4 for more information on mobility operations and the more comprehensive list of tasks that
support them.)
3-11. The engineering tasks that support mobility operations include those that reduce, clear, or mark
obstacles (including gaps); clear or mark lanes and trails; and build, repair, or maintain roads, bridges, and
airfields. Mobility operations include the following six primary tasks (see FM 3-90.4):
 Conduct breaching operations.
 Conduct clearing operations (see FM 3-34.210 and FM 3-90.119).
 Conduct gap-crossing operations.
 Construct and maintain combat roads and trails.
 Construct and maintain forward airfields and landing zones.
 Conduct traffic operations.
3-12. Engineering tasks to reduce, clear, or mark obstacles (including gaps) and tasks to clear or mark
lanes and trails, frequently occur under conditions that require combat engineer units (as discussed in
chapter 2) and most frequently occur when these tasks are conducted at the tactical level in support of
maneuver. These tasks are often considered combat engineering tasks, even though general engineer units
can perform them when the conditions allow.
3-13. Engineering tasks to build, repair, or maintain roads, bridges, and airfields usually do not occur under
conditions that require combat engineer units. As a result, these tasks are often considered general
engineering tasks, even though combat engineer units can perform them, given additional training and
augmentation if necessary. (Combat engineers perform these tasks if performed under conditions of close
support to maneuver forces that are in close combat.)
3-14. Engineer contributions to the planning of mobility operations occur at all levels of war (tactical,
operational, and strategic) and in all four elements of full spectrum operations (offensive, defensive,
stability, and civil support operations). The execution of engineering tasks in support of mobility
predominately occurs at the operational and tactical levels of war, but will often have strategic level
implications. At the tactical level of war, they frequently require combat engineer units, especially in
offensive and defensive operations. At the operational level, they are typically performed by general
engineer units. In offensive and defensive operations, they are focused on mobility of friendly forces. In
stability and civil support operations, they are often focused on mobility of the population.
3-15. Engineer tasks that support mobility operations typically support the assure mobility line of engineer
support, but may also support the other three lines. Similarly, a road constructed for a LOC has the purpose
of enabling sustainment. Likewise, a bridge might be constructed to develop infrastructure, allowing the
local population to transport goods to market. Engineers perform these tasks most frequently as part of the
movement and maneuver warfighting function, but also perform them in support of protection, sustainment,
or the other warfighting functions. Combat engineering is typically focused on mobility at the tactical level
while general engineering is typically focused on mobility at the operational level (although general
engineering may at times impact strategic mobility).
3-16. Mobility tasks are typically identified as essential tasks and may require integration into the
synchronization matrix to account for the assets and time required to implement them. See chapter 5 for a
discussion of planning considerations for mobility, countermobility, and survivability.

SUPPORT TO COUNTERMOBILITY OPERATIONS

3-17. Countermobility operations are those combined arms activities that use or enhance the effects of
natural and manmade obstacles to deny an adversary freedom of movement and maneuver. The
primary purpose of countermobility operations is to slow or divert the enemy, to increase time for target
acquisition, and to increase weapon effectiveness. Countermobility operations include the construction of
entry control points and other barriers to deny free access to fixed sites. The advent of rapidly emplaced,
remotely controlled, networked munitions enables engineers to conduct effective countermobility
operations as part of offensive, defensive, and stability operations, as well as during the transitions among
these operations.

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Chapter 3

3-18. Countermobility operations typically involve engineers and must always include proper obstacle
integration with the maneuver plan, adherence to obstacle emplacement authority, and rigid obstacle
control. Combined arms obstacle integration, which is further described in FM 90-7, is the process that
synchronizes countermobility operations into the scheme of movement and maneuver and the scheme of
fires. The engineer advises the commander on how to integrate obstacles and coordinates for obstacle
emplacement authority, establishes obstacle control, recommends directed obstacles, supervises the
employment of obstacles, and maintains obstacle status throughout the operation. Most obstacles have the
potential to deny freedom of maneuver to friendly forces, as well as to enemy forces. Therefore, it is critical
that the engineer accurately understands the countermobility capabilities and limitations of the available
engineer forces and properly weighs the risks of employing various types of obstacles. The engineer must
also plan for clearing of obstacles at the cessation of hostilities and for minimizing obstacle effects on
noncombatants and their environment.
3-19. Countermobility operations are discussed in detail in FM 5-102. The engineering tasks that support
countermobility operations include those that emplace, build, repair, maintain, or camouflage obstacles
(including gaps). These tasks are often performed under conditions of close support to maneuver forces that
are in close combat, which require combat engineers units (as discussed in chapter 2). Such conditions most
frequently occur when these tasks are conducted at the tactical level as part of offensive or defensive
operations. They are often considered combat engineering tasks, even though general engineer units can
perform them when the conditions allow. Countermobility operations include the following tasks:
 Site obstacles.
 Construct, emplace, or detonate obstacles.
 Mark, report, and record obstacles.
 Maintain obstacle integration.
3-20. The effects of natural and manmade obstacles are considered during planning at every level of war.
At the tactical level of war, combat engineers play a more prominent role in the integration of tactical
obstacles in support of offensive and defensive operations. General engineers also may be involved in
countermobility operations intended to achieve operational (or even strategic) effects. Countermobility
operations typically block, fix, turn, or disrupt the enemy’s ability to move or maneuver, giving the
commander opportunities to exploit enemy vulnerabilities or react effectively to enemy actions. In stability
operations, countermobility tasks may support missions such as traffic control. (See FM 90-7 for
information on combined arms obstacle integration and the integration of countermobility.)
3-21. Engineers usually perform these tasks under the first two lines of engineer support: to assure mobility
and to enhance protection, although they may also be applicable in selected cases for the other two lines of
engineer support. These tasks typically support the movement and maneuver and protection warfighting
functions.
3-22. In conducting mining operations, U.S. forces use rules of engagement (ROE) to ensure their actions
are consistent with current law and policy. Engineers must be familiar with the specific ROE concerning
mines. U.S. forces use ROE to ensure that the employment of conventional (persistent or nonself-
destructing) and scatterable mines (SCATMINEs) is consistent with the numerous international laws and
U.S. laws and policy governing their use. The current U.S. land mine policy acknowledges the importance
of protecting noncombatants while enabling legitimate operational requirements. Under this policy, the
United States has committed to end the use of persistent land mines of all types after the end of 2010 and
no longer uses nondetectable land mines of any type (see JP 3-15). The United States will continue to
employ self-destructing/self-deactivating mines, such as SCATMINEs, to provide countermobility for the
force. Additionally, newly developed weapon systems called networked munitions provide the flexible and
adaptive countermobility and survivability capability required by the Army conducting full spectrum
operations. Networked munitions are remotely controlled (man in the loop), ground-emplaced weapon
systems that provide lethal and nonlethal antipersonnel and antitank (AT) effects with the ability to be
turned on/off/on from a distance and recovered for multiple employments.

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OTHER TASKS IN THE ASSURE MOBILITY LINE OF SUPPORT

3-23. Geospatial engineering provides the necessary geospatial information and products to help combat
and general engineers visualize the terrain and perform tasks along this line of engineer support. Terrain
analysis and visualization products provided by geospatial engineers are always important to this line, even
when no other engineer disciplines are involved.
 Three-dimensional perspective views and fly throughs to enhance visualization of the terrain.
 Mobility corridor and combined obstacle overlays to identify assembly areas , plan movements,
and develop engagement areas.
 Fields of fire and line of sight analysis products to locate defensible terrain, identify potential
engagement areas, and position fighting systems to allow mutually supporting fires.
 Urban Tactical Planner that displays keys aspects of urban terrain in thematic layers overlaid on
high resolution imagery or maps to facilitate mission planning in urban areas.
3-24. This line of engineer support does not include engineering tasks intended to support the
administrative movements of personnel and materiel. Such tasks are normally intended to enable logistics
(see below). The assure mobility line of engineer support is achieved through the assured mobility
framework, which is described in chapter 5 and in more detail in FM 3-90.4.

ENHANCE PROTECTION
3-25. This line of support is the combination of the engineer disciplines in order to support the preservation
of the force so the commander can apply maximum combat power. This line of engineer support consists
largely of survivability tasks, but also can include selected mobility tasks (for example, construction of
perimeter roads), countermobility tasks (for example, emplacement of protective obstacles), and explosive
hazard (EH) operations tasks. This line includes survivability and other protection tasks performed or
supported by engineers (see FM 5-103 and FM 3-37). Geospatial engineering tasks also support this line.

SUPPORT TO SURVIVABILITY OPERATIONS

3-26. Survivability operations are those military activities that develop and construct protective positions,
such as earth berms, dug-in positions, overhead protection, and countersurveillance means, to reduce the
effectiveness of enemy weapon systems. They also include other mitigation TTP, such as fire prevention
and firefighting (see FM 5-415). Survivability operations range from employing camouflage, concealment,
and deception (CCD) (including the supporting task of battlefield obscuration) to hardening facilities,
mission command nodes, and critical infrastructure.
3-27. While survivability operations are traditionally recognized as an engineering task, units at all
echelons have an inherent responsibility to improve their positions as part of their own protection. This
section focuses on engineering tasks in support of survivability operations, which include tasks to build,
repair, or maintain fighting and protective positions; and harden or camouflage roads, bridges, airfields, and
other structures and facilities. These tasks tend to be equipment intensive, and the use of equipment
timelines may be required to properly optimize the work performed. For more information on survivability
operations, see FM 5-103.
3-28. Engineers typically perform these tasks under this line of engineer support—to enhance protection—
and as part of the protection warfighting function (see FM 3-37). They frequently enable other protection
tasks and systems, including air and missile defense, operational area security, antiterrorism, and CBRN
operations. The concept of survivability (one of the protection tasks, see FM 3-37) in today’s OE includes
all aspects of protecting personnel, equipment, supplies, and information systems while deceiving the
enemy. Survivability considerations are applied in support of battle positions, combat outposts, forward
operating bases, base camps, and in many cases HN and other infrastructure support. Today’s OE requires
commanders to know all of the survivability tactics and techniques available to provide this protection. The
construction of fighting positions and protective positions by itself cannot eliminate vulnerability of
personnel and resources. It will, however, limit personnel and equipment losses and reduce exposure to
hostile enemy action.

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3-29. Engineering tasks that support survivability operations occur predominately at the operational and
tactical levels of war and in all four elements of full spectrum operations. At the tactical level of war, they
often occur under conditions of close support to maneuver forces that are in close combat, which require
combat engineer units (as discussed in chapter 2). This most often occurs for tasks to build, repair, or
maintain fighting and protective positions. Those tasks are often considered combat engineering tasks, even
though general engineer units can perform them when the conditions allow. At the operational level,
engineering tasks that support survivability operations are typically performed by general engineer units. In
offensive and defensive operations they are focused on protection of friendly forces, but in stability and
civil support operations they sometimes focus on protection of the population.
3-30. Two key factors in the development of defensive fighting positions are proper siting in relation to the
surrounding terrain and proper siting for the most effective employment of key weapon systems, such as
AT guided missiles (shoulder-launched munitions and close combat missiles), crew-served weapons, and
tanks. Defensive protective positions include mission command facilities or communications sites, critical
equipment (to include radars), supply and ammunition storage or holding areas, and other items that are
likely to be targeted first by enemy action. Consider protecting hazardous material and petroleum, oil, and
lubricants storage areas that present a threat to personnel if the storage containers are damaged or
destroyed. The degree of protection actually provided for these items is based on the availability of time,
equipment, and resources to the commander. An additional consideration is the probability or risk of
acquisition and attack and the risk assessment made for each site and facility. Facilities emitting a strong
electromagnetic signal or substantial thermal or visual signature may require full protection against
potential enemy attack. Electronic countermeasures and deception activities are mandatory considerations
and an integral part of planning for all activities in the defense. (See graphic training aid 90-01-011 for
additional considerations for survivability of forward operating bases.)

OTHER TASKS THAT ENHANCE PROTECTION

3-31. Engineers also enhance protection through explosive hazard operations (see FM 3-34.210). These
include area and route clearance; specialized search using engineer working dog teams; and the collection,
analysis and dissemination of explosive hazard information. These efforts to mitigate the effects of EH can
be performed by engineers at all echelons or be by specialized units such as the explosive hazard
coordination cells (see ATTP 3-34.23) and area clearance platoons.
3-32. Engineer mobility and countermobility tasks typically support the assure mobility line of engineer
support, but may also support this line of support. For example, if a trail is being constructed for the
purpose of being used as a perimeter road to secure a base, then its purpose is to enhance protection.
Countermobilty tasks can be used to provide protective obstacles for the protection of military bases (see
FM 3-37). Constructing an entry control points, a countermobility task, would also be included in this line
of support since its purpose is to provide protection to the base.

ENABLE LOGISTICS
3-33. Engineers combine capabilities from all three engineer disciplines to enable the movement and
support of forces. These capabilities are applied to establish and maintain the infrastructure necessary for
sustaining military operations in theater. Tasks in this line of engineer support are primarily intended to
support the logistics component of the sustainment warfighting function. This line consists largely of
building, repairing, and maintaining roads, bridges, airfields, and other structures and facilities needed for
APODs, SPODs, MSRs, and base camps. Mobility tasks sometimes support this line and geospatial
engineering tasks are also key enablers. For example, geospatial engineers would provide LOC overlays
that display road network, airfield, and port information and capabilities to facilitate movement planning.
3-34. Task in the enable logistics line of support are primarily general engineering tasks because they are
usually not performed under conditions of close support to maneuver forces that are in close combat. These
tasks, which are covered in more detail in FM 3-34.400, include—
 Restoring damaged areas (including environmental damage).
 Constructing and maintaining sustainment LOCs, including constructing and maintaining—
 Roads and highways.

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 Over-the-shore facilities.
 Ports.
 Railroad facilities.
 Airfield facilities.
 Pipelines and tank farms.
 Standard and nonstandard fixed bridges.
 Providing engineer construction support.
 Supplying mobile electric power.
 Providing facilities engineering support, including—
 Utilities and waste management.
 Real estate acquisition, management, remediation, and disposition.
 Firefighting.
 Base and installation design, construction, management, and maintenance.
3-35. These typically general engineering focused tasks.
 May be performed by modular units or through the use of commercial contract construction
management assets such as USACE; NAVFAC; the Air Force Center for Engineering and the
Environment; or multinational, HN, and other agencies.
 May also be performed by a combination of joint engineer units, civilian contractors, and HN
forces or multinational engineer capabilities.
 Incorporate FFE to leverage all capabilities throughout the Engineer Regiment. This includes the
linkages that facilitate engineer reachback.
 Require various types of reconnaissance and assessments to be performed before, or early on in,
a particular mission (see FM 3-34.170).
 Include disaster preparedness planning, response, and support to consequence management.
 Include the acquisition, management, remediation, and disposal of real estate and real property.
 Include those survivability planning and construction tasks that are not considered under combat
engineering.
 May include the performance of environmental support engineering missions.
 May include base or area denial missions.
 May require large amounts of construction materials, which must be planned and provided for in
a timely manner.
 May include the production of construction materials.
 Require the integration of environmental considerations (see FM 3-34.5).

DEVELOP INFRASTRUCTURE
3-36. Engineers combine capabilities from across all three disciplines to support the improvement of civil
conditions, which are vital to stability and civil support operations. This line consists primarily of building,
repairing, and maintaining various infrastructure facilities, providing essential services, and more
importantly, improving HN capabilities to perform such tasks. Linkages to stability and civil support tasks
are predominant in this line; particularly restore essential services and support to economic and
infrastructure development (see FM 3-07).
3-37. This line of support consists primarily, but not exclusively, of general engineering tasks. Many of the
tasks that support this line are the general engineering tasks listed previously in the enable logistics line of
support. However, the key difference from the enable logistics line of support is the purpose and desired
effect. The primary purpose of the tasks in the develop infrastructure line of support is to support the
commander in improving the conditions of the HN population and influencing them to achieve military
objectives, not the sustaining support to our forces. Mobility tasks also support this line and geospatial
engineering tasks are key enablers.

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3-38. The different purposes of develop infrastructure and enable logistics will in most cases significantly
change the manner in which the task is executed. For example, building a road could be a task for either the
enable logistics or the develop infrastructure line of support. While the completed road may be the same
for either line, the conditions and requirements to build it may be very different due to its intended purpose.
If the road is being built to improve the local economic conditions, using local labor in order to increase
employment may be more important than just completing the work in the quickest manner possible.
Additionally, a road for the local populace may require coordination with many different local agencies,
organizations, and ministries in order to support the local government and assist them in establishing
legitimacy. Engineers may be required to provide technical training to HN managers and engineers in
planning, designing, and constructing the road. The interaction with the population in the process of
building the road may likely take priority over the quality and speed of completion of the road itself.
3-39. Included in the develop infrastructure line of support is the engineer’s role in capacity building (see
FM 3-07). Tasks to improve HN infrastructure will require coordination with local or national-level
government agencies or ministries that maintain or control infrastructure. These tasks may emphasize
development of local technical and engineering capacity. Engineers may be required to train and develop
local leaders, engineers, and organizations in the process of executing a task in this line of support. For
example, an engineer unit that is assisting the local populace in improving drinking water systems will also
have to train the local public works to operate and maintain the system.
3-40. While engineers at all echelons may have some support to capacity building requirements, USACE
field force engineering units have additional expertise to support host nation capacity building and spur
long-term development. Engineers supporting BCT support may capacity development in training
individuals and local organization to provide essential services.

ENGINEER RECONNAISSANCE
3-41. Engineer reconnaissance provides data that contributes to answering the commander's critical
information requirements and is necessary in all lines of engineer support. Engineers must fight for
information to answer these requirements in order to accomplish all four lines of engineer support.
Reconnaissance is inherent in all three disciplines; however, the information they must fight for may be
different and be tactical or technical in nature. The engineer disciplines provide a menu of reconnaissance
capabilities varying in linkages to warfighting functions and varying in type and degree of tactical or
technical expertise and effort applied to the assigned mission and tasks. The capabilities are generated from
and organized by combat and general engineer units with overarching support from geospatial means.
These units do not have organized and dedicated reconnaissance elements within their structure, except for
the HBCT combat engineer company. Based on METT-TC factors, combat and general engineers are
task-organized as required by the situation and may be teamed separately or with other elements from
across the engineer disciplines or warfighting functions.
3-42. The majority of tactical engineer reconnaissance capabilities enable the collection of technical
information in support of the combat engineer discipline. Reconnaissance in support of mobility,
countermobility, and survivability (M/CM/S) operations is conducted primarily by engineer reconnaissance
teams (ERTs) comprised of combat engineers and focused on the collection of tactical and technical
information to support the BCT’s freedom of maneuver and survivability of friendly forces and facilities.
FM 3-34.170 provides a detailed discussion of reconnaissance support of the five functional areas of
mobility operations, support of obstacle integration, turnover in countermobility operations, support to
fighting and other protective positions, and support to other tactical operations in the BCT.
3-43. General engineering capabilities are employed in support of combat ERTs as required based on the
factors of METT-TC, providing additional technical capabilities for the mission. Additionally, general
engineer capabilities are teamed with ERTs, other BCT units, or stand-alone organizations to conduct
tactical reconnaissance tasks that enable missions linked to BCT sustainment.
3-44. General engineers provide a range of technical reconnaissance capabilities. These capabilities are
similar in focus to the reconnaissance tasks that enable missions linked to BCT sustainment. Technical
capabilities are distinguished from the support provided to combat engineer missions and from tactical
sustainment missions by the level at which the requirements are identified and addressed. At the tactical

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level, the BCT may have a general engineer element in direct support (DS) and working to maintain or
upgrade a specified MSR in the BCT AO. General engineers working at the operational level will conduct
reconnaissance to identify requirements for construction along a ground LOC. Technical reconnaissance
capabilities are typically conducted by general engineer assessment or survey teams.
3-45. Technical capabilities include robust support from joint Service, multiagency, contractor, HN,
multinational, and reachback elements. FFE provides a broad range of primarily generating force activities
linked through the general engineering element on the ground to apply a higher degree of technical
expertise to the assessment or survey mission. FFE, as it relates to reconnaissance, is discussed in greater
detail in FM 3-34.170.

ENGINEER SUPPORT TO WARFIGHTING FUNCTIONS

3-46. Full spectrum operations require the continuous generation and application of combat power, often
for protracted periods. Combat power is the total means of destructive, constructive, and information
capabilities that a military unit/formation can apply at a given time. Army forces generate combat power by
converting potential into effective action (FM 3-0). There are eight elements of combat power: leadership,
information, movement and maneuver, intelligence, fires, sustainment, mission command, and protection.
Leadership and information are applied through and multiply the effects of the other six elements of
combat power. These six—movement and maneuver, intelligence, fires, sustainment, mission command,
and protection—are collectively described as the warfighting functions. In full spectrum operations, Army
forces combine the elements of combat power to defeat the enemy and master each situation.
3-47. Engineer support contributes significant combat power, both lethal and nonlethal in nature, to all the
elements of full spectrum operations. To effectively support the combined arms team, engineer capabilities
are organized by the engineer disciplines and synchronized in their application through the warfighting
functions. This section will describe selected engineer activities directed through and primarily supporting
warfighting functions. These warfighting functions also provide the framework for engineering tasks in the
Army universal task list.
3-48. Every unit, regardless of type, generates combat power and contributes to the operation. A variety of
engineer capabilities and unit types are available to contribute to combat power. Engineer disciplines are
each generally aligned in support of specific warfighting functions although they have impact in and across
the others (for example, survivability support may be provided with linkages to the fires warfighting
function). Combat engineering is aligned primarily with the movement and maneuver and the protection
warfighting functions; general engineering aligns to focus its support on the sustainment and protection
warfighting functions, as well as reinforcement of combat engineering outside of close combat; geospatial
engineering is primarily aligned with the mission command and intelligence warfighting functions.
3-49. Combined arms is the synchronized and simultaneous application of the elements of combat power—
to achieve an effect greater than if each element of combat power was used separately or sequentially (FM
3-0). The warfighting functions provide engineers a common framework within which to link the required
engineer capabilities to the synchronized application of combined arms (see figure 3-2, page 3-10). (See
FM 5-0 for information on how these disciplines and warfighting functions are discussed and arrayed
within the operations process and orders formats.)

MISSION COMMAND
3-50. Mission command is unique among the warfighting functions in that it integrates the activities of the
other warfighting functions. Given the nature of operations, effective mission command is characterized by
the ability to—
 Forecast or identify changes in the situation and react to them.
 Provide continuous reciprocal interaction and influence among the commander, staff, and forces.
 Reduce chaos, lessen uncertainty, and operate effectively despite the remaining uncertainty.

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Figure 3-2. Engineer application of combat power

3-51. Whether a subordinate or supporting unit, engineer unit commanders and their staffs must understand
and exercise the art and science of mission command as described in FM 3-0 (see also FM 5-0 and
FM 6-0). Organic units operating within their assigned BCT operate within that structure as a matter of
routine. However, augmenting units face challenges in quickly recognizing and integrating into the distinct
character of their “new unit.” Similarly, as modular units and headquarters elements are tailored and
allocated to division, corps, and theater army headquarters, those unit commanders and staff must recognize
and integrate within the respective mission command structure. The engineer headquarters elements
provide mission command for the conduct of engineer support, but also add depth to the engineer staff
capabilities within the supported or gaining headquarters. Similarly, task organized units face challenges in
quickly recognizing and integrating into the distinct character of their “new unit.” Thorough understanding
of and practice with the mission command function and the operations process that it drives enable the
flexibility necessary for modular engineer forces to plug into supported units. In unique cases where an
engineer headquarters serves as the base around which a task force or JTF is formed, as in a disaster relief
operation, it becomes even more critical that the mission command function and the operations process it
drives adheres closely to the ideal described in Army doctrine (and applicable joint doctrine when operating
as a JTF).
3-52. Finding ways to accomplish the mission with an appropriate mix of lethal and nonlethal actions is a
paramount consideration for every Army commander. Through synchronization, commanders mass the
lethal and nonlethal effects of combat power at the decisive place and time to overwhelm an enemy or
dominate the situation. Engineer leaders and staff planners at each echelon play a pivotal role in ensuring
the synchronization of the variety of engineer capabilities that are available to conduct or support full
spectrum operations. Engineer leaders and staff synchronize the application of engineer disciplines through
the warfighting function framework by integrating into the operations process. Chapters 4 and 5 discuss
mission command considerations and the operations process in more detail.

MOVEMENT AND MANEUVER

3-53. The movement and maneuver warfighting function is the related tasks and systems that move forces
to achieve a position of advantage in relation to the enemy. Direct fire is inherent in maneuver, as is close
combat (the definition was shortened, and the complete definition is printed in the glossary) (FM 3-0).
Engineers support the movement and maneuver warfighting function by performing tasks associated with
geospatial engineering operations, engineer reconnaissance, mobility operations, countermobility
operations, and other tasks. (See the sections above for more details about those tasks.) All three engineer
disciplines support the movement and maneuver warfighting function. Combat engineer support applied
through the movement and maneuver warfighting function is focused on support to close combat in
mobility operations (see FM 3-90.4) and countermobility operations (see FM 90-7).
3-54. General engineer support to movement and maneuver accomplishes tasks exceeding the capability of
the combat engineer force, as well as more extensive upgrades or new construction of LOCs and
intermediate staging bases (see FM 3-34.400). Although general engineer support is typically applied
through the sustainment warfighting function, it may include many of the following tasks that also cross
over to support movement and maneuver:
 Construct and repair combat roads and trails exceeding the capability of combat engineer assets.

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 Provide forward aviation combat engineering exceeding the capabilities of combat engineer
assets, to include repairing paved, asphalt, and concrete runways and airfields; conducting
airfield surveys; providing firefighting and aircraft rescue services; and marking airfield landing
and parking surfaces.
 Construct bridging.
 Ensure theater access through the construction and upgrade of ports, airfields, and RSOI
facilities.
3-55. Engineer units may be called on to provide assets to contribute to maneuver support operations when
assigned to an MEB. Missions assigned to engineers in the conduct of maneuver support operations will
enable one or more key tasks related to the MEB primary missions. (See FM 3-90.31 for more information
on the MEB missions.) Although listed here under movement and maneuver, engineers also support the
protection aspects of maneuver support operations.

INTELLIGENCE
3-56. The intelligence warfighting function is the related tasks and systems that facilitate understanding of
the operational environment, enemy, terrain, weather, and civil considerations (FM 3-0). Engineer
capabilities can be employed during key activities in the operations process to add to the commander’s SU.
Engineers play a major role in the IPB process by anticipating and providing terrain analysis products of
likely contingency areas. Geospatial engineering operations improve understanding of the physical
environment and are an essential component of the intelligence warfighting function. Engineer
reconnaissance can provide data that contributes to answering the commander's critical information
requirements. (See the sections above for more information about geospatial engineering operations and
engineer reconnaissance.)

FIRES
3-57. Engineer capabilities significantly contribute to this warfighting function when they are used to
emplace obstacles that enhance the effect of fires, construct survivability positions for fires units, support
their mobility during displacements, and other such tasks.

SUSTAINMENT
3-58. The sustainment warfighting function is the related tasks and systems that provide support and
services to ensure freedom of action, extend operational reach, and prolong endurance (the definition was
shortened, and the complete definition is printed in the glossary) (FM 3-0). Engineers support the
sustainment warfighting function by performing tasks associated with mobility operations and tasks such as
those described in the section beginning with paragraph 3-31.
3-59. General engineer applications are primarily linked through and provide a major category of tasks
under providing logistic support in the sustainment warfighting function. As already discussed, general
engineer capabilities can also be applied in support of combat engineer applications and will have links
across both the movement and maneuver and the protection warfighting functions.
3-60. In stability or civil support operations, sustainment support may shift to the establishment of services
that support civilian agencies, in addition to the normal support of U.S. forces. Stability operations tend to
be of a long duration compared to the other elements in full spectrum operations. As such, the general
engineering level of effort, including FFE support from USACE, is very high at the onset and gradually
decreases as the theater matures. As the AO matures, the general engineering effort may transfer to theater
or external support contracts, such as the logistics civil augmentation program (LOGCAP), the Air Force
contract augmentation program , or the Navy’s global contingency construction contract.

PROTECTION
3-61. The protection warfighting function is the related tasks and systems that preserve the force so the
commander can apply maximum combat power (FM 3-0). Engineers have unique equipment and personnel
capabilities that can be used to support survivability and related protection efforts. Combat engineers,

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Chapter 3

supported by general engineer capabilities when required, provide selected survivability operations through
the protection warfighting function (see FM 5-103). Survivability operations also include CCD support to
tactical ground maneuver forces. Combat engineers typically provide the basic hardening and CCD support,
while general engineering support is focused on longer term survivability efforts. General engineer support
is also applied through the protection warfighting function to control pollution and hazardous materials as
well as to harden facilities. Survivability operations include the following engineering tasks:
 Protect against enemy hazards within the AO. This task includes—
 Constructing vehicle fighting positions, crew-served weapon fighting positions, or
individual fighting positions.
 Constructing protective earth walls, berms, and revetments; or constructing vehicle,
information systems, equipment, and material protective positions.
 Employing protective equipment such as vehicle crash barriers and security fences.
 Installing bridge protective devices for an existing float bridge or river-crossing site to
protect against waterborne demolition teams, floating mines, or floating debris.
 Installing or removing protective obstacles.
 Conduct actions to control pollution and hazardous materials (see FM 3-34.5).
 Conduct CCD tasks.
 Conduct tactical fire fighting (see FM 3-37 and FM 5-415).
3-62. When conducting stability operations or civil support operations, survivability remains a key
concern. Though the likelihood of combat operations is reduced, key resources and personnel remain
vulnerable to other types of hostile action or attack. Commanders must consider protecting vital resources
such as fuel sites, sustainment convoys, forward operating bases, and logistic support areas since the entire
AO has an equal potential for enemy attack. Therefore, priority of work for construction assets will be
much more focused on protecting these types of resources than constructing fighting positions for combat
vehicles or crew served weapons. Vital resources requiring survivability may also include facilities critical
to the civilian infrastructure such as key industrial sites, pipelines, water treatment plants, and government
buildings. Engineers also employ protective obstacles as a key tool in protecting these important assets and
locations. Protective obstacles range from tetrahedrons and concrete barriers to networked munitions.
Physical barriers provide relatively inexpensive, though relatively inflexible, survivability capability.
Networked munitions, with their built-in sensor capabilities and central control, provide a flexible intrusion
detection and denial system.

ENGINEERS IN CLOSE COMBAT

3-63. As discussed in chapter 2, all engineer units must be prepared to conduct their mission while in close
combat. This is referred to as fighting as engineers and is inherent to the primary mission of engineer units.
Engineer units, particularly combat engineer units, also have the secondary mission to be prepared to fight
as infantry. This section discusses both cases of engineers in close combat.

FIGHTING AS ENGINEERS
3-64. Combat engineers are well forward because they fight alongside maneuver units with a focus on
close combat. When conducting combat operations, they must be prepared to fight and employ their combat
skills, using fire and maneuver to accomplish their engineer mission. On today's battlefield, the enemy can
detect and engage engineers quickly, regardless of their location. Consequently, all combat engineers are
organized, trained, and equipped to fight and destroy the enemy in addition to their primary responsibilities
within combat engineering. This section addresses aspects of engineers in close combat organized to fight
as engineers. The next section addresses aspects of engineers organized to fight as infantry.
3-65. Combat engineers are organized, trained, and equipped to fight and destroy the enemy, in addition to
their primary responsibilities within combat engineering. Combat engineers engage in close combat to
accomplish their engineer missions and to—
 Support a movement to contact or attack as a part of a maneuver formation in the movement to
accomplish the formation's mission.

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 Foundations of Engineer Support to Operations

 Fight as the breach force during BCT combined arms breaching operations.
 Assist the supported organization to defeat an unexpected attack.
 Protect a critical demolition target that must remain passable until friendly forces are able to
withdraw.
 Maintain security at a work site.
 Protect themselves in an assembly area or on the march.
3-66. General and geospatial engineer units are armed primarily with small arms and have only a limited
number of crew-served weapons. They are not organized to move within combined arms formations or
apply fire and maneuver. They are capable of engaging in close combat with fire and movement primarily
in a defensive role.
3-67. During combat operations, combat engineer units are task-organized with maneuver units and are
integrated into the combined arms formation. The engineer unit is designed to provide demolition, terrain
reinforcement, breaching, and hasty gap crossing capabilities to the combined arms team. The engineer unit
can also employ direct-fire weapon systems to aid in employing demolitions and breaching assets.
Regardless of the mission, armored engineer vehicles are combat vehicles and provide a significant
contribution to the combat power of the entire formation. To accomplish the mission, engineers will fire
and move under the direction of the formation commander, as necessary, using demolition, breaching, and
gap crossing skills when appropriate. Fire and movement techniques are based on rifle, automatic rifle, and
grenadier covering fire, allowing the placement of demolition charges within striking range.
3-68. When involved in an assault, engineers will fight dismounted on the objective. However, they will
focus on breaching the close-in protective obstacles and performing demolition tasks against positions and
dug-in vehicles. Demolition charges produce significant shock and concussion effects on defenders and
destroy critical positions, munitions, and combat vehicles.
3-69. Combat engineers employed on reserve demolition targets in the defense mainly execute the
technical procedures necessary to ensure target destruction. However, the engineer demolition party
responds to enemy contact. It assists the demolition guard in securing the target by holding it open or
gaining time to ensure that it is destroyed. The engineer force may assist in target defense by installing AT
and self-destructing antipersonnel mines to support the defensive scheme.
3-70. Combat engineers must be prepared to operate or fight the networked munitions they emplace in
support of defensive and offensive operations. These weapons systems provide rapidly emplaced, highly
lethal capabilities to the combined arms team, but require trained operators to engage the enemy at the
appropriate time and place during the enemy attack. Therefore, when engineers are required to emplace
networked munitions and then stay and fight these systems, these engineers must integrate their units into
the scheme of maneuver and scheme of fires and fight as part of the combined arms team. They should also
participate fully in the combined arms rehearsals to achieve the maximum effectiveness from these
weapons systems.
3-71. Combat engineer units engaged in emplacing obstacle systems provide their own local security.
Within their capability, they will employ close-combat techniques against attackers to ensure that the
obstacle system is completed. General and geospatial engineer organizations also provide their own local
security but may require support from combat units depending on where they are employed in the AO.
They participate in base cluster defense as required. They install local protective obstacles and fight from
perimeter defensive positions. They also form reaction forces that can repel or destroy the enemy forces
that penetrate a base cluster.

FIGHTING AS INFANTRY
3-72. Throughout history, engineer organizations have been required to fight as infantry as a secondary
mission. A combat engineer organization is capable of executing infantry tasks or task-organizing to fight
as infantry with other combat units. However, engineers have organizational deficiencies that include a lack
of organic fire control personnel, communications equipment, and medical personnel. Additionally, no
general engineer unit is designed with squad-size elements that mirror an infantry organization. If an
engineer battalion has been designated to fight as infantry (a maneuver unit), then it requires the same

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support and potentially the integration of other maneuver elements (such as armor and fire support) into its
task organization to accomplish the mission. It may also require significant reorganization. Any
commander who commands combat engineers has the authority to employ them as infantry, unless
otherwise reserved. However, a commander must carefully weigh the gain in infantry strength against the
loss of engineer support. Engineers provide far more combat power in their primary mission than when
configured as infantry. Stopping the engineer work may reduce the combat power of a commander's entire
force.
3-73. Reorganizing engineer units as infantry requires careful consideration and should normally be
reserved to the operational-level command. Reorganizing involves extensive equipment and training
specific to the reorganization and must be coordinated with the headquarters to which the unit is assigned.
Employing engineers merely implies that the gaining commander will be using the engineers for a short
period of time. On the other hand, reorganization requires resources, time, and training.
3-74. An emergency or immediate requirement for infantry may not require reorganization as engineers are
simply committed to the fight, to fight as engineers, and understanding their limitations. Reorganization
occurs when time allows, moving unneeded engineer elements and equipment from the battlefield and
augmenting the engineer structure with additional capabilities. A commander normally considers
reorganizing when forecasting a shortage of infantry before a future operation or phase of an operation. The
commander makes a decision after weighing the factors of METT-TC; determining an acceptable risk
level; and considering the resources, time, and training required to reorganize engineer units as infantry.

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 Chapter 4
Mission Command Considerations
As shown in the previous chapters, the Engineer Regiment, with its three
interdependent engineer disciplines, is focused on supporting the Army and its
mission. Engineer units perform engineer tasks along four lines of engineer support.
This chapter describes force tailoring, task-organizing, and mission command of
engineer forces. Most of the tasks associated with the discussion of mission
command are aligned with the mission command warfighting function.

OVERVIEW
4-1. The Engineer Regiment has a wide variety of engineer units, focused on three interdependent
engineer disciplines. Employing the right unit, with the right capabilities, to perform the right tasks along
the right line of engineer support is a significant challenge. Engineer force tailoring, mission command of
engineer forces, and the use of the operations process all help commanders and their staffs to meet that
challenge.

ENGINEER FORCE TAILORING

4-2. Within the modular Army, the organization of forces is dynamic at all levels. Army forces are
organized and reorganized continuously to meet mission requirements. Actual requirements for forces are
seldom identical to planning figures. As a consequence, the theater army commander recommends the
appropriate mix of forces and the deployment sequence for forces to meet the GCC’s actual requirements.
This is force tailoring (selecting forces based on a mission and recommending their deployment sequence)
and may include both operating force and generating force elements.
4-3. Tailoring the engineer force requires an altogether different mindset—one that thinks in terms
completely divested from how the force is organized in garrison. It requires a leader to think beyond
garrison structures and embrace combinations of modular engineer capabilities and scalable mission
command to provide each echelon of the force with the right support. While the Engineer Regiment is
organized and equipped to support full spectrum operations, engineers can expect serious challenges in the
OE when trying to execute the broad range of potential tasks. Careful prioritization must occur for the
limited engineer resources typical in the OE. To accomplish all identified tasks in the desired timeframes,
commanders must consider augmentation requirements and recognize which mission requirements can be
supported through reachback rather than enlarging the engineer footprint in the AO. Within the modular
structure, engineer units are more narrowly designed to accomplish specific types of tasks. Therefore, it is
imperative that when tailoring the engineer force, the broad range of capabilities need to be allocated from
the engineer force pool.
4-4. Engineer force packages must contain the right mix of capabilities to assure timely and relevant
engineer support to the JFC. This mix will often need to change drastically during transitions, and the joint
force engineer must anticipate and plan for these changes. For example, combat engineers often make up
the majority of engineer forces in-theater during sustained combat operations, but they must be reinforced
during transition to stability operations as they typically do not have the right capabilities to accomplish all
of the general engineering tasks required. Also, since EOD support requirements during transition
operations are often significantly higher than during combat operations, more EOD capabilities will be
required.
4-5. Tailoring the engineer force should not be confused with task-organizing. Tactical and operational
commanders organize groups of units for specific missions. They reorganize for subsequent missions when
necessary. This process of allocating available assets to subordinate commanders and establishing their

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command and support relationships is called task-organizing. Considerations for task-organizing engineer
units are discussed in chapter 2, ATTP 3-34.23, and FM 3-34.22.

MODULAR FORCE ORGANIZATION

4-6. In addition to the organic engineer capabilities of the BCT, the JFC is able to draw from a force pool
of modular engineer units available to be integrated into joint forces at various echelons. The modular force
structure, described in the following paragraphs, enables expeditionary action and flexible tailoring of
forces to meet changing situations.
4-7. As shown in figure 4-1, mission command across the lines of engineer support is primarily provided
by the engineer battalion, the engineer brigade, and the TEC. Multifunctional units at both battalion and
brigade echelons, such as the BSTB or the MEB, may also provide mission command for engineer forces in
cases where engineer support is integral to the multifunctional mission. Analysis of operational variables
establishes the suitable tailoring of functional and multifunctional headquarters while mission variables are
analyzed to determine task organization.

Figure 4-1. Mission command for engineer units

4-8. Engineer and multifunctional mission command headquarters include the following:
 BSTB. Within the HBCT and IBCT, the BSTB is a multifunctional battalion that provides the
BCT with organic military intelligence support and communications, engineer, military police,
and CBRN reconnaissance capabilities. The BSTB of the IBCT and HBCT each have an organic
engineer company, although the composition of the company is varied. Engineer units
augmenting the BCT may also be placed under the mission command of the BSTB. The BSTB
has very few engineers in its staff. See FM 3-90.61 for additional information on the BSTB.
 Engineer Battalion. The engineer Battalion can provide mission command for up five mission
tailored engineer companies from the combat and general engineer disciplines and operate across
all lines of Engineer Support. See Chapter 2 for a full description of the Engineer Battalion.
 MEB. The MEB is a headquarters with a robust multifunctional brigade staff that is optimized
to conduct maneuver support operations. The MEB contains no organic units other than its
headquarters and headquarters company, network support company, and brigade support
battalion (BSB), but typically includes a mix of several types of battalions and separate
companies which may include CA, CBRN, engineer, EOD, and military police units. The MEB
does have an engineer cell as part of its staff, but not to the extent of an engineer brigade
headquarters. See FM 3-90.31 for additional information on the MEB.

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 Mission Command Considerations

 Engineer Brigade. This functional brigade can provide mission command for up five mission
tailored engineer battalions from any of the three engineer disciplines as well as non-engineer
units. See Chapter 2 for a full description of the Engineer Brigade.
 TEC. The TEC is designed to provide mission command for engineer capabilities for the theater
army.

Force Tailoring For Different Echelons

4-9. Command headquarters consist of the BCT, divisions, corps, and theater army headquarters. All
three headquarters above the BCT have engineer staffs that support the mission command of engineer units.

Brigade Combat Team

4-10. The BCTs have limited engineer capability, one organic company, and will likely require additional
engineer units based on mission variables. Higher commanders augment BCTs for a specific mission with
capabilities not organic to the BCT structure. This augmentation will most likely be accomplished through
task organizing but in some cases may be tailored prior to deployment. The task organization is
accomplished using force pool engineer units that are force tailored to higher headquarters (division, corps,
and theater army). See mission command section below for a detailed discussion of BCT task organization
considerations.

Division
4-11. The tailored engineer force supporting a division is not set by rules of allocation. Rather, the force
will be tailored to meet anticipated requirements based on an analysis of the situation. The divisional
engineer force may be organized under a multifunctional headquarters, such as the MEB, or may be
organized under a functional engineer headquarters. In some situations, the division may require a
combination of engineer forces organized under both functional and multifunctional headquarters. While
either battalion or brigade echelons of engineer or multifunctional headquarters may be allocated as the
divisional engineer headquarters, a brigade echelon headquarters is more typical for most operations.
Figure 4-2, page 4-4, provides a notional organization for both an engineer brigade headquarters and an
MEB supporting a division.
4-12. The division construct normally starts with an MEB and then adds a functional engineer brigade
when the type (technical requirement), size (magnitude of subordinate engineer elements) of the engineer
mission, or the requirement to integrate engineer capabilities across the force becomes too large for the
MEB. (The same dynamic applies within the BCT, but the functional engineer headquarters in that case
would be the engineer battalion.)

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Chapter 4

Figure 4-2. Notional division engineer force

Corps
4-13. Like the division, the tailored engineer force supporting a corps is not set by rules of allocation.
Rather, the force will be tailored to meet anticipated requirements based on an analysis of the situation. The
corps force is likely to include joint engineer elements or a joint engineer headquarters. In some situations,
the corps may require a combination of engineer forces organized both functionally and multifunctionally.
Typically, an engineer brigade headquarters will be allocated to a corps for most operations.
4-14. In some instances, an MEB may also be required at the corps level; for example, to provide mission
command of a SPOD or an APOD (both missions are terrain-focused) during early-entry operations or to
support a movement corridor within a corps area of operations. The MEB provides multifunctional
capability with a smaller footprint and has the ability to control terrain for these types of operations. See
FM 3-90.31 for additional information on the MEB.

Theater Army
4-15. The theater army normally receives one TEC (see figure 4-3). The TEC is a modular organization
that can be tailored based on mission requirements. Within the TEC, there are two deployable CPs that
provide flexibility for multiple missions or rotational capability in support of a single mission. Each TEC
can deploy its main CP and two DCPs. The DCP can be augmented with FFE assets from USACE. Typical
capabilities that may be included with this augmentation might be contracting, real estate support, and
interagency coordination. The TEC is able to leverage reachback capabilities to capitalize on
CONUS-based assets.
4-16. The TEC provides mission command and an organizational framework for the operational-level
engineer effort within the AOR. The TEC focuses on reinforcing and augmenting tactical-level engineer
efforts and developing the theater sustainment base. This focus involves planning, ensuring operational
mobility, and coordinating all operational engineering assets. It also supervises the direction of geospatial

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 Mission Command Considerations

engineering operations, construction, real-property maintenance activities, LOC sustainment, engineer

logistics management, and base development. The TEC has primary responsibility for theater infrastructure
development.

Figure 4-3. Notional theater engineer command

4-17. The TEC develops plans, procedures, and programs for engineer support for the theater army,
including operational mobility and countermobility, general engineering, power generation, area damage
control, military construction, geospatial engineering, engineering design, construction materiel, and real
property maintenance activities. Engineer units are responsible for infrastructure planning, development,
construction, and maintenance. The TEC commander receives policy guidance from the theater army based
on the guidance of the GCC’s joint force engineer. The TEC headquarters element provides staff
supervision over operational-level engineer support to operations in the AOR and reinforces engineer
support to all theater army forces. The TEC may also support joint and multinational commands and other
elements according to lead Service responsibilities as directed by the supported JFC. It provides policy and
technical guidance to all Army engineer units in the AO. This headquarters maintains a planning
relationship with the theater army and joint force staff engineers to help establish engineer policy for the
AOR. It maintains required coordination links with other Service and multinational command engineering
staffs. In some theaters, a tailored engineer brigade may provide theater-level engineer support. The
engineer brigade provides expertise and capability that is similar to the TEC, but at a reduced level.

ARMY FORCE GENERATION

4-18. Execution and adherence to the Army Force Generation model is problematic for engineer units.
There is a limited amount of engineer force structure compared to the Army BCT structure and potential
BCT mission requirements, a minimal number of engineers that are organic to BCT organizations, and a
high percentage of engineer forces that are resident in the Reserve Components. The implications of Army
Force Generation on the engineer force are similar to other support branches within the Army where a
majority of their forces are not organic to a BCT structure. Activating an engineer unit early in the Army
Force Generation process will have secondary and tertiary effects for operational, sustainment, and
personnel planners and reduces even further the availability of units later in the cycle. A surge of engineer
units can be accomplished for short periods, but not indefinitely without looking at increasing engineer
units in the inventory or through the use of HN or contract engineers. See FM 1-01 for additional
information regarding Army Force Generation.

MISSION COMMAND OF ENGINEER FORCES

4-19. All engineer units must execute mission command and the operations process activities for their own
unit, and many engineer units will interact with the mission command activities of the unit being supported.
The interaction may be primarily through an engineer staff assigned to the supported unit or through staff
counterparts. In some cases, a supported unit may not have assigned engineer staff and the supporting unit
will provide this support as well. This relationship and degree of interaction is determined by many factors
including the type of unit and echelon being supported and the command or support relationship

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Chapter 4

established. This manual addresses mission command of engineer forces separately from engineer staff
participation in the supported commander’s mission command.
4-20. There are typically not enough engineering capabilities available to accomplish all the desired
engineer tasks. Careful prioritization must occur. Even more challenging is that once in the AO,
force-tailored engineer units must be able to rapidly transition among elements of operations. Because the
available force-tailored engineer units are designed for more specific types of tasks, engineer capabilities
must be shifted within the AO to match the requirements with the capabilities of the modular engineer
units. Transitions will occur at the strategic, operational, and tactical levels, and flexibility in the task
organization at all levels will be required to permit the shifting of engineer capabilities. For engineer units,
consideration must also be given to administration and support, including control of resources and
equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization,
demobilization, discipline, and other matters not included in the operational missions but inherent in
administrative control (ADCON) responsibilities.

CONSIDERATIONS AND RELATIONSHIPS IN THE BRIGADE COMBAT TEAM

4-21. Each of the three types of BCTs is organized with organic engineer company-level units (see
appendix B). These engineer companies support the BCT or its subordinate organizations by providing
engineer support within the BCT as an element of the BSTB (as in the HBCT and the IBCT) or directly
under the BCT headquarters (as in the SBCT). The engineer companies organic to the BCT may be further
task-organized to maneuver TFs or the reconnaissance squadron, or even to a subordinate company or
troop. These unit commanders and leaders are fully integrated participants in the mission command
structure and activities of the BCT or its subordinate elements which they routinely support.
4-22. Integrating additional engineer support in any of the BCTs is challenging due to the limited structure
within the BCT for mission command of engineer forces. The organic engineer company employs troop
leading procedures rather than the military decisionmaking process (MDMP) and has very limited
capability to integrate augmenting engineer elements. The BSTB and the BCT headquarters have more
robust mission command capability, but are multifunctional in nature with limited engineer staff capability.
In many situations the augmentation of a BCT by a task-organized engineer battalion headquarters will
provide the necessary additional mission command to orchestrate engineer support. Similarly, a
task-organized engineer battalion may be required in situations requiring engineer support to one of the
various support brigades.
4-23. Additional engineer units augmenting the BCT (or a support or functional brigade) are
task-organized to the BCT in either a command or a support relationship as summarized in FM 5-0, tables
F-1 and F-2. Command relationships are used when the most responsive employment of the augmenting
engineer units is required, with engineer units either attached or placed in operational control (OPCON) to
the gaining BCT. Attachment (although temporary) is often relatively long-term compared to being placed
in OPCON, normally for a given mission (lasting perhaps just a few days). In both attached and OPCON
relationships, the augmenting engineer unit is tasked and provided priorities by the gaining unit. A
significant consideration in the OPCON relationship is that sustainment support and other ADCON
responsibilities remain with the parent engineer unit unless coordinated with the gaining BCT for certain
classes of supply. In both cases, the gaining BCT retains responsibility to furnish construction and barrier
materials required to support their missions.
4-24. Commanders establish support relationships when subordination of one unit to another is
inappropriate. Support relationships are graduated from an exclusive supported and supporting relationship
between two units—as in DS—to a broad level of support extended to all units under the control of the
higher headquarters—as in general support (GS). Support relationships do not normally alter ADCON. A
DS relationship is typically used to provide the supported unit with dedicated engineer support that is more
responsive to that unit. In a GS relationship, the engineer unit supports the maneuver element as a whole.
Such a relationship is appropriate when central control and flexibility in employing limited engineer forces
is required. A GS relationship may be used when a BCT’s higher headquarters desires to maintain control
over an engineer mission within the BCT AO. In that case, the requirement must be coordinated with the
impacted BCT and any missions must be executed through close coordination with the BCT.

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 Mission Command Considerations

JOINT CONSIDERATIONS AND RELATIONSHIPS

4-25. Army engineers frequently operate in a joint environment and must understand joint command and
support authorities and relationships (described in JP 1), which are similar but not identical to Army
command and support relationships. They must understand how these are applied in joint engineer
operations, as described in JP 3-34. Particularly pertinent to engineer operations are—
 The directive authority for logistics that CCDRs have and their authority to delegate directive
authority for common support capabilities, which includes engineering support.
 The authority to employ mines, which originates with the President. See JP 3-15 for more
information.

THE ENGINEER STAFF OFFICER

4-26. The staff assigned to BCT, division, corps, theater Army, GCC, and other joint organizations
includes a number of engineers in various sections and cells. One of these engineers, typically the senior
engineer officer on staff, is designated as the engineer staff officer to advise the commander and assist him
in exercising control over engineer forces in the AO. The engineer staff officer is responsible for
coordinating engineer assets and operations for the command. Although there may be more than one
engineer officer on a staff, only one is designated as the engineer staff officer for the command. Each
echelon down to the BCT level has an organic engineer planner and staff element to integrate engineers
into the combined arms fight. The TF and company levels may have a designated engineer planner, but
their engineer is not typically organic at these echelons. The engineer is a special staff member of the staff
responsible for understanding the full array of engineer capabilities (combat, general, and geospatial
engineering) available to the force and for synchronizing them to best meet the needs of the maneuver
commander.
4-27. Previous editions of this manual recommended “dual hatting” the senior engineer unit commander as
both the engineer force commander and the senior engineer staff advisor to the supported commander.
Because of the transformation to a modular force and based on recent experience in projecting the tailored
engineer force, dual hatting is no longer the preferred option for providing mission command for engineer
forces and meeting the supporting commander’s requirement for engineer staff advice. Ultimately, the
decision on whether the senior engineer unit commander will serve both roles will be made by each
supported force commander and be situationally dependent. Some specific considerations for determining
the relationship of the senior engineer staff officer and the engineer unit commander include—
 What staff assets are available to support the engineer staff advisor versus the engineer unit
commander? Are these elements from the same unit or are separate units resourced for each
role?
 What experience level is needed for the engineer staff advisor? Should this role be resourced
with a current or former commander?
 What duration of time will the augmenting engineer element, commanded by the senior engineer
unit commander, be working for or with the force? Is there enough time for this engineer
commander to acclimate and effectively advise the force commander?
 What working relationship is established between an existing engineer staff advisor and the
force commander? Similarly, is there an existing working relationship between the engineer unit
commander and this force commander? It is critical that the engineer staff officer for the
supported unit maintains close coordination with the supporting engineer unit commander and
staff to ensure synchronization of effort.
4-28. The engineer staff will include key members on many of the working groups, boards, or cells
established by commanders to coordinate functional or multifunctional activities. The engineer staff officer
may chair construction-related groups.
4-29. The specific roles, responsibilities, and consideration for the engineer staff officer are similar but not
identical at each echelon. FM 3-34.22 addresses these for the BCT engineer staff officer, while
ATTP 3-34.23 addresses them for the engineer staff officer at echelons above the BCT.

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Chapter 4

CONTROL MECHANISMS
4-30. The control mechanisms established in FM 3-0, FM 5-0, and FM 6-0 are essential tools to help
engineers accomplish the mission in accordance with the commander’s intent. One such control mechanism
is the engineer work line (EWL), which is a graphic or functional control measure used at EAB to designate
areas of work responsibility for subordinate engineer organizations. An engineer work line is a
coordinated boundary or phase line used to compartmentalize an area of operations to indicate
where specific engineer units have primary responsibility for the engineer effort. It may be used at
division level to discriminate between an AO supported by division engineer assets and an AO
supported by direct support or general support corps engineer units. See FM 3-34.400 for more
information on General Engineering Operations.

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 Chapter 5
Integrating Engineer Support
Full spectrum operations follow a cycle of planning, preparation, execution, and
continuous assessment. These cyclic activities may be sequential or simultaneous.
They are usually not discrete; they overlap and recur as circumstances demand. As a
whole, they make up the operations process. Integrating engineer support includes
multiple interactions with the mission command function and the operations process
it drives. Whether a subordinate or supporting unit, engineer unit commanders and
their staffs must understand and exercise the art and science of mission command,
including the cyclical activities of the operations process. Engineer planners and staff
members in combined arms or other nonengineer headquarters must understand and
become integral members during the operations process activities at that
headquarters. This chapter discusses the operations process as the context for
integration of engineer support to operations. It enters the operations process by
discussing various planning activities required for effective engineer support. It
describes planning responsibilities, integration, and processes for engineer units and
for engineer planners in nonengineer units. Finally, it discusses preparation,
execution, and continuous assessment of the entire spectrum of engineer support.

SECTION I – INTEGRATED PLANNING

5-1. Commanders use their staffs and integrate input from subordinate commanders into their planning
processes. Engineer leaders must understand and be integral participants in the planning processes
impacting engineer activities at their echelon of employment. Supporting engineer unit commanders and
leaders conduct parallel planning which provides both effective outcomes for the engineer units employed
and appropriate input to the higher commander’s process. Geospatial support elements and engineer staff
planners integrate directly within the planning staff at each echelon to participate in the planning process.
5-2. Engineer support is complex, resource intensive (requires much time, manpower, equipment, and
materials), and requires extensive and proactive coordination. Additionally, a successful engineering effort
requires an understanding of all engineer requirements (combat, general, and geospatial) and their roles in
the concept of operations. Engineer support must be directed and synchronized through planning as one of
the critical activities in the operations process, but many engineer activities also require the critical
reasoning skills and problem solving techniques which form the base logic for the planning processes (see
FM 5-0). Engineer support will involve the use of some functionally unique analytic tools to solve
construction, design, facilities, and other engineer-specific problems.

PLANNING AT EACH LEVEL OF WAR

5-3. Engineers conduct planning at the strategic, operational, and tactical levels. It is important to
understand planning within the context of the levels of war (see figure 5-1, page 5-2). Scope, complexity,
and length of planning horizons differ between operational and tactical planning, yet as echelons of
responsibilities have blurred, essentially any engineer headquarters may find itself supporting a maneuver
unit at any level of war. For example, an engineer battalion may deploy to support a JTF or an Army corps
at the operational level, or a division or BCT at the tactical level.

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Figure 5-1. Engineer planning at each level of war

5-4. The CCDR or senior Army commander’s engineer planning concepts focus on the relationship of
geography and force projection infrastructure to the concept of operations. Engineer planners must
determine the basic, yet broad, mobilization, deployment, employment, and sustainment requirements of
the CCDR’s concept of operations. At all levels of planning, the senior engineer commander or the
engineer staff officer at each echelon must support the development of the supported commander’s OPLAN
or OPORD as well as an internal OPLAN or OPORD for the engineer organization. As previously
discussed, the engineer staff officer is the special staff officer responsible for coordinating engineer assets
and operations for the command, including engineer planning. The engineer staff officer is usually the
senior engineer officer on the staff, but may be a senior engineer commander supporting the force.
5-5. In planning at every level, the engineer planner should consider a number of general considerations,
including speed, economy, flexibility, decentralization of authority, and establishment of priorities:
 Speed. Engineering tasks are resource intensive in terms of time, materials, manpower, and
equipment. Practices that support speed include use of existing facilities, standardization,
simplicity of design and construction, base-base construction, and construction in phases.
 Economy. Engineering demands efficient use of personnel, equipment, and materials. Practices
that support economy include the conservation of manpower, equipment, and materials and the
application of environmental consideration early in the process.
 Flexibility. Standard plans that allow for adjustment, expansion, and contraction will be used
whenever possible. For example, forward airfields should be designed and located so that they
can be expanded into more robust facilities.
 Decentralization of authority. Dispersion of forces requires that engineer authority be
decentralized as much as possible. The engineer commander at a particular location must have
authority consistent with responsibilities.
 Establishment of priorities. Establish priorities and resource allocation to determine how much
engineer effort must be devoted to a single task. All levels of command, beginning with the joint
force commander, will issue directives establishing broad priorities. Resources are initially
assigned to the highest priority tasks while low priority tasks may be left undone while
recognizing and mitigating the risk.

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CONSIDERATIONS FOR FULL SPECTRUM OPERATIONS

5-6. During combat operations, engineer units will tend to have command relationships to maneuver
commanders. Especially at higher echelons, engineer units are more likely to be attached than placed
OPCON for a given offensive mission because it lets the gaining unit task-organize and direct the engineer
forces. Although the forms of offensive maneuver have different intentions, the planning phase must
always begin with predicting the enemy’s intent through a thorough understanding of the threat, its
engineer capabilities, and how the terrain will effect operations. Geospatial products and information
become the foundation and common reference for planning. Of all the forms of maneuver, knowledge of
the threat’s disposition is especially critical and required for an infiltration or penetration due to the
requirements for stealth and surprise. Engineer planning tends to focus on mobility support including a
robust reconnaissance effort. See FM 3-34.170 for a full discussion of engineer reconnaissance
capabilities. A greater degree of planning is required for a penetration from the breach to the ultimate
control of the decisive objective.
5-7. Planning for defensive operations is inextricably linked to offensive operations and, for planning
purposes, must consider the transition from offensive operations, as well as the follow-on offensive
operations. During defensive operations engineers use terrain products to best position the units within the
defense. Engineers then work with intelligence staff to describe the threat functions to predict where the
threat is likely to attack friendly forces. Engineers work in conjunction with intelligence personnel to
determine which sensor capabilities to leverage and best predict and prevent the threat from maneuvering
freely into the defended area. Construction planning includes security and survivability considerations. The
consideration of counterattack planning or support for the mobile strike force is the same as the typical
mobility planning for offensive operations. The engineer staff officer works with the other staff members to
ensure that the counterattack force can mass its effects on the enemy for decisive operations. The type of
defensive operation will define the amount and focus of engineer effort required. An area defense will
typically require a greater amount of effort due to the increased survivability requirements. A mobile
defense’s effort will be to a lesser degree (although mobility requirements may increase) because it has
greater flexibility and takes advantage of the terrain in depth.
5-8. Stability and civil support operations emphasize nonlethal, constructive actions by Soldiers working
among noncombatants. In planning for stability operations, engineers consider requirements necessary for
the support of the primary stability tasks. Engineers are typically critical enablers and may lead in the
restoration of essential services. The planner considers capabilities needed to establish or restore the most
basic services for the provision of food and water, emergency shelter, and basic sanitation (sewage and
garbage disposal). An engineer assessment of the OE focuses on different aspects of the terrain as well as
friendly and threat capabilities. Terrain products continue to have a great deal of importance, but political
and cultural considerations may be more important. Terrain analysts will work with the intelligence staff to
develop usable products for the commander to reflect this information if it is available. When analyzing the
troops available, the engineer staff officer considers HN, third party NGOs, or other multinational forces
involved with engineering capabilities. Interaction with these other parties requires engineers to address
interoperability, common standards, and mutual agreements. CA forces have a major role in this
interaction, working with and through HN agencies and other civilian organizations to enhance the HN
government’s legitimacy.
5-9. Planning for civil support operations is significantly different from offense, defense, or stability
operations because of the unique nature of the threat, although the basic missions may be very similar to
those of stability operations. The threat will likely be a natural or man-made disaster with unpredictable
consequences. Additionally, planners must be aware of the number of statutes and regulations that restrict
the Army’s interaction with other government agencies and civilians during civil support operations. The
local and state response normally leads the effort with a federal response providing support as required.
Interagency response during civil support operations is governed by the national response framework which
delegates responsibility to various federal agencies for emergency support function. The USACE and other
engineering capabilities of the generating force will have a prominent role in civil support operations. See
FM 3-28 for more information about civil support operations and proponency for the various emergency
support functions.

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5-10. Army commanders will assume a support role to one or more designated agencies. Engineers can
expect to be involved in planning for support of relief operations with geospatial products and analysis of
potential areas to establish life-support areas. Engineers may be called on to provide manpower support or
general engineering support from units with unique capabilities such as water purification, temporary
shelter, power generation, and firefighting. Engineer commanders and staff will work with the proponent
planners to identify requirements and plan engineer applications. See ATTP 3-34.23 for a more detailed
discussion of planning for engineer applications in civil support operations.

PARALLEL PLANNING
5-11. Engineer commanders and the engineer staff officer must ensure that parallel planning occurs
between the supported unit and their task-organized engineer units. Although the senior engineer
commander may, in selected cases, be dual hatted as commander and engineer staff officer at lower
echelons, this is no longer the preferred engineer staff relationship (see discussion in chapter 4). At the
brigade level and above, the engineer staff officer should not be a supporting engineer unit commander.
This parallel process feeds into the force commander’s MDMP and provides input for an engineer unit
OPLAN or OPORD or annex to be published nearly simultaneously, maximizing the time available for
execution.
5-12. To facilitate effective parallel planning at the engineer unit level, engineer unit commanders and staff
planners must—
 Understand the commander’s intent and planning guidance of both the parent (engineer) unit and
the supported unit.
 Analyze the terrain, information on obstacles, and threat capabilities.
 Know their engineer systems and capabilities to accomplish the identified tasks within the time
allotted. Identify risks where engineer capabilities are limited or time is short, and identify
methods to mitigate the risks ensuring all potential reachback capabilities have been leveraged.
 Consider the depth of the AO and the transitions that will occur among operational elements.
This includes integration of environmental considerations.
 Plan for sustainment of engineer activities. Engineers ensure that all logistical requirements are
analyzed and accounted for to the end state of the operation and resourced to accomplish the
mission and facilitate future operations.

STAFF PLANNING
5-13. Except in the smallest echelon of Army units, commanders will rely on assistance from a staff to
conduct the planning processes which lead to the OPLAN or OPORD. FM 6-0 describes the organization
and responsibilities of the engineer staff. Engineer planners provide for the integration of engineer-focused
considerations on the supported commander’s staff at each echelon. Throughout the planning process, the
engineer staff must advise supported commanders and their staffs about engineer capabilities, methods of
employment, and the additional capabilities and depth of the Engineer Regiment. In those units without
organic engineer staff support, including support-type organizations, it may be important for the supporting
engineer organization to provide planning support. Liaison may need to be provided in certain situations to
ensure that proper and complete staff planning is accomplished.

SECTION II – PLANNING PROCESSES

5-14. Full spectrum operations demand a flexible approach to planning that adapts planning methods to
each situation. An effective planning process structures the thinking of commanders and staffs while
supporting their insight, creativity, and initiative. MDMP and troop leading procedures are the two Army
doctrinal planning procedures defined in FM 5-0. Both procedures hinge on the commander’s ability to
visualize and describe the mission or operation. Each is a means to an end, and their value lies in the result,
not the process. Both processes can be performed in detail, if time permits, or in an abbreviated fashion in a
time-constrained environment.

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5-15. Although not fully developed planning procedures, engineers use a number of other processes,
activities, and frameworks to facilitate the planning and integration of engineer support. They include—
 The running estimate (described in FM 5-0).
 Plans and orders.
 The framework of assured mobility.
 The development of essential tasks for M/CM/S.

Note. FM 5-0 describes the rapid decisionmaking and synchronization process (RDSP) for use
when presented opportunities or threats during execution. Because the RDSP is an execution
activity, it is discussed further in section IV of this chapter.

5-16. For information about joint planning see Chairman of the Joint Chiefs of Staff manual (CJCSM)
3122.01A and JP 5-0. The primary joint doctrinal publication for planning engineer operations is JP 3-34.

THE MILITARY DECISIONMAKING PROCESS

5-17. Table 5-1 lists some of the generic engineer planning considerations as they pertain to each step of
the MDMP (defined in detail in FM 5-0), focused primarily at operational-level planning. However, each
mission will present unique characteristics that engineer planners must consider in evaluating the situation.
Figure 5-1. Engineer considerations in the military decisionmaking process
Steps of the Engineer Considerations
MDMP
• Receive higher headquarters plans, orders, and construction directive(s).
Receipt of the • Understand the commander’s intent and time constraints.
Mission • Request geospatial information about the area of operations.
• Establish engineer-related boards as appropriate.
• Analyze the available information on existing obstacles. Evaluate terrain, climate,
and threat capabilities to determine the potential impact on M/CM/S.
• Develop the essential tasks for M/CM/S.
• Identify the available information on routes and key facilities. Evaluate lines of
communications, aerial port of debarkation, and seaport of debarkation
requirements.
• Determine the availability of construction and other engineering materials.
• Review the availability of engineer capabilities to include Army, joint, multinational,
host nation, and contracted support.
• Determine the beddown requirements for supported force. Review theater
Mission
construction standards and base camp master planning documentation. Review
Analysis
unified facilities criteria as required.
• Review the existing geospatial data on potential sites, conduct site reconnaissance
(if possible), and determine the threat (to include environmental and explosive
hazards).
• Obtain the necessary geologic, hydrologic, and climatic data.
• Determine the level of interagency cooperation required.
• Determine the funding sources as required.
• Determine the terrain and mobility restraints, obstacle intelligence, threat engineer
capabilities, and critical infrastructure. Recommend commander’s critical
information requirement.
• Integrate the reconnaissance effort.

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Table 5-1. Engineer considerations in the military decisionmaking process (continued)

• Identify the priority engineer requirements, including essential tasks for M/CM/S
developed during mission analysis.
• Integrate engineer support into COA development.
COA • Recommend an appropriate level of protection effort for each COA based on the
Development expected threat.
• Produce construction designs that meet the commander’s intent. (Use the Theater
Construction Management System when the project is of sufficient size and scope).
• Determine alternate construction location, methods, means, materials, and
timelines to give the commander options.
• Determine real property and real estate requirements.
• Wargame and refine the engineer plan.
COA Analysis • Use the critical path method to determine length of different COAs and the ability to
crash the project.
COA • Determine the most feasible, acceptable, and suitable methods of completing the
Comparison engineering effort.
• Determine and compare the risks of each engineering COA.
COA Approval • Gain approval of the essential tasks for M/CM/S, construction management plan,
safety plan, security plan, logistics plan, and environmental plan as required.
• Produce construction directives as required.
Orders • Provide input to the appropriate plans and orders.
Production
• Ensure that all resources are properly allocated.
• Coordinate combined arms rehearsals as appropriate.
Rehearsal • Conduct construction prebriefings.
• Conduct preinspections and construction meetings.
• Synchronize construction plan with local and adjacent units.
• Implement protection construction standards including requirements for security
fencing, lighting, barriers, and guard posts.
Execution and • Conduct quality assurance and midproject inspections.
Assessment • Participation in engineer-related boards.
• Maintain “As Built” and “Red Line” drawings.
• Project turnover activities.
Legend:
COA - course of action
M/CM/S - mobility, countermobility, and survivability
MDMP - military decisionmaking process

ENGINEER STAFF’S RUNNING ESTIMATE

5-18. The engineer staff officer uses the running estimate as a logical thought process and extension of the
MDMP. It is conducted by the engineer staff officer, concurrently with the planning process of the
supported force commander, and is continually refined. This estimate allows for early integration and
synchronization of engineer considerations into combined arms planning processes. In their running
estimates, staff sections continuously consider the effect of new information and update the following:
assumptions, friendly force status, effects of enemy activity, civil considerations, and conclusions and
recommendations. A section’s running estimate assesses the following:
 Friendly force capabilities with respect to ongoing and planned operations.
 Enemy capabilities as they affect the section’s area of expertise for both current operations and
future plans.
 Civil considerations as they affect the section’s area of expertise for both current operations and
future plans.
 The OE’s effect on current and future operations from the section’s perspective.

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5-19. The development and continuous maintenance of the running estimate drives the coordination
between the staff engineer, supporting engineers, the supported commander, and other staff officers in the
development of plans, orders, and the supporting annexes. Additionally, the allocation of engineer assets
and resources assists in determining command and support relationships that will be used. Table 5-2 shows
the relationship between the MDMP and the engineer staff running estimate.
Table 5-2. The military decisionmaking process and the engineer estimate
Military Decisionmaking Process Engineer Staff Running Estimate
Mission Analysis: Mission Analysis:
• Analyze the higher headquarters plan or order. • Analyze the higher headquarters orders.
• Perform the initial IPB.  Commander’s intent.
• Determine the specified, implied, and essential  Mission.
tasks.  Concept of operation.
• Review the available assets and identify resource  Timeline.
shortfalls.  Area of operations.
• Determine the constraints. • Conduct the IPB and develop engineer staff
• Identify the critical facts and develop assumptions. running estimate.
• Begin the composite risk assessment.  Terrain and weather analysis.
• Determine the CCIRs and EEFIs.  Enemy mission and M/CM/S capabilities.
• Develop the intelligence, surveillance, and  Friendly mission and M/CM/S capabilities.
reconnaissance synchronization plan. • Analyze the engineer mission.
• Update the plan for the use of available time.  Specified M/CM/S tasks.
• Develop the initial information themes and  Implied M/CM/S tasks.
messages.  Assets available.
• Develop the proposed mission statement.  Limitations.
• Present the mission-analysis briefing.  Risk as applied to engineer capabilities.
• Develop and issue the initial commander’s intent.  Time analysis.
• Develop and issue the initial planning guidance.  Identified essential tasks for M/CM/S.
• Develop the COA evaluation criteria.  Restated mission.
• Issue the warning order. • Conduct the risk assessment.
 Safety.
 Environment (Conduct EBS/OEHSA).
• Determine the terrain and mobility restraints,
obstacle intelligence, threat engineer capabilities,
and critical infrastructure.
• Recommend the CCIR.
• Integrate the engineer reconnaissance effort.

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Table 5-2. The military decisionmaking process and the engineer estimate (continued)
Military Decisionmaking Process Engineer Staff Running Estimate
COA Development Develop the scheme of engineer operations.
 Analyze the relative combat power.
 Refine the essential tasks for M/CM/S.
 Identify the engineer missions and allocation of
forces and assets.
 Determine the engineer priority of effort,
support.
 Refine the commander’s guidance for M/CM/S
operations.
 Apply the engineer employment
considerations.
 Integrate the engineer support into the
maneuver COA.
COA Analysis Wargame and refine the engineer plan.
COA Comparison Recommend a COA.
COA Approval Finalize the engineer plan.
Order Production Create the input to basic operation order.
 Scheme of engineer operations.
 Essential tasks for M/CM/S.
 Subunit instructions.
 Coordinating instructions.
Create the engineer annex and appendixes.
Legend:
CCIR – commander’s critical information requirement IPB – intelligence preparation of the battlefield
COA – course of action M/CM/S – mobility, countermobility, and survivability
EBS – Environmental Baseline Survey OEHSA – Occupational Environmental Health Site
EEFI – essential elements of friendly information Assessment

PLANS AND ORDERS

5-20. The staff prepares the order or plan by turning the selected course of action (COA) into a clear,
concise concept of operations and required supporting information. The concept of operations for the
approved COA becomes the concept of operations for the plan. The COA sketch becomes the basis for the
operation overlay. Orders and plans provide all information subordinates need for execution. Mission
orders avoid unnecessary constraints that inhibit subordinate initiative. The staff assists subordinate unit
staffs with their planning and coordination.
5-21. The engineer staff planner provides input for the appropriate paragraphs in the base plan as well as
annexes and appendixes of the plan as found in FM 5-0. CJCSM 3122.03 series is used for joint plans and
orders formats and guidance. In addition to developing input for the functionally specific paragraphs in the
base plan as well as annexes and appendixes of the plan, engineer planners must review other sections as
well. Engineers ensure the integration of geospatial support in appropriate sections and annexes. Engineers
review the task organization to ensure sufficient capability to meet identified requirements. The engineer
planner recommends appropriate command or support relationships. Additionally, planners provide input to
the flow of the engineer force as detailed on the time-phased force and deployment data. Engineers review
operations sections, annexes, and overlays to ensure the inclusion of obstacle effects or other graphics and
assist in conveying engineer support. In the fires sections, engineers work with the fire support officer and
other members of the staff to integrate obstacles with fire. Of particular interest are SCATMINEs and
confirming that all obstacles are covered by fire.
5-22. An engineer annex is the principal means through which the engineer defines engineer support to the
maneuver commander’s intent, essential tasks for M/CM/S, and coordinating instructions to subordinate
commanders. It is not intended to function as the internal order for an engineer organization, where the

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engineer commander will articulate intent; concept of operations; and coordinating instructions to
subordinate, supporting, and supported commanders. The preparation of the annex seeks to clarify engineer
support to the OPLAN or OPORD and includes the—
 Engineer staff officer’s overall description of the scheme of engineer operations, including
approved essential tasks for M/CM/S.
 Priorities of work to shape the theater or AO (not in a tactical-level engineer annex).
 Operational project planning, preparation, and execution responsibilities (not in a tactical level
engineer annex).
 Engineer organization for combat.
 Essential tasks for M/CM/S for subordinate units.
 Allocations of Class IV and Class V supplies (barrier materials).

Note. Guidance to maneuver units on obstacle responsibilities should be listed in the body of the
basic order, not in the engineer annex.

5-23. The engineer staff officer may produce an engineer overlay in conjunction with the operations
overlay to highlight obstacle information or breaching operations. A gap crossing operation may require a
separate annex as part of an order.
5-24. The engineer staff officer performs as the staff integrator and advisor to the commander for
environmental considerations. An environmental considerations appendix parallels guidance from the joint
OPLAN, OPORD, or concept plan. See FM 3-34.5 for an example of this appendix. When specific
command procedures dictate, other staff officers include some environmental considerations in logistics
and medical annexes. Unit planning at the regiment or brigade level and below will normally include only
those elements required by the higher headquarters orders or plans that are not already included in a unit
standing operating procedure. If this appendix is not written, appropriate material will be placed in the
coordinating instructions of the basic order.

ASSURED MOBILITY
5-25. Planners employ the fundamentals of assured mobility as a planning process to assure the ability of
the joint force to deploy and maneuver where and when desired, without interruption or delay, to achieve
the mission. This construct is one means of enabling a joint force to achieve the commander’s intent.
Assured mobility emphasizes proactive mobility and countermobility (and supporting survivability) actions
and integrates all of the engineer disciplines in accomplishing this.
5-26. Assured mobility is applied at the strategic, operational, and tactical levels of war to facilitate the
commander’s freedom to move and maneuver. While engineers are the principal staff integrator for assured
mobility, other staff sections play critical roles in ensuring the effective application of mobility,
countermobility, and associated protection tasks. Ultimately, assured mobility is the commander’s
responsibility. The fundamentals of assured mobility are predict, detect, prevent, avoid, neutralize, and
protect and are described in detail in FM 3-90.12 (and their application in the defeat of improvised
explosive devices [IEDs] is described in FM 3-90.119).

ESSENTIAL TASKS FOR MOBILITY, COUNTERMOBILITY, AND

SURVIVABILITY
5-27. Increased engineer requirements in the OE may limit engineer resources immediately available to
support mobility operations. Combat and general engineering requirements are often in competition for the
same engineer assets. The maneuver commander sets the priorities to allow the force to perform the most
critical tasks. The engineer staff officer and other staff members assist the maneuver commander in his
decision by identifying essential tasks for M/CM/S.
5-28. An essential task for M/CM/S is a specified or implied M/CM/S task that is critical to combined arms
mission success. Like other essential tasks, these tasks are identified from the specified and implied tasks
listed during mission analysis. Although ultimately executed by a combined arms element, the staff

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(typically elements such as engineer; CBRN; military police; or EOD) identifies and recommends the
essential tasks for M/CM/S to the commander. A fully developed essential task for M/CM/S includes the
task and purpose as explained in the following paragraphs:
 Task. A task is one or more clearly defined and measurable activities accomplished by
individuals and organizations required to achieve the desired effects (FM 7-0). These are the
most important M/CM/S tasks which must be accomplished. Often the entire operation is
dependent on completing these tasks, and without their successful completion the operation is at
risk.
 Purpose. The purpose is the desired or intended result of the task stated in terms relating to the
purpose of the supported unit. This portion of the essential task for M/CM/S explains why it
must be accomplished. It also provides intent to the engineer commanders so that they can be
reactive as the situation changes.
5-29. Maneuver commanders use essential tasks for M/CM/S to communicate to subordinate maneuver
units what they want accomplished with available assets to perform M/CM/S tasks. This provides the
maneuver unit with clear priorities and unity of purpose in planning, preparation, and execution. Essential
tasks for M/CM/S also provide CBRN, military police, psychological operations, CA, and other
nonengineer elements’ clearly articulated tasks related to M/CM/S. Example engineer-related essential
tasks for M/CM/S might include—
 Essential task for M/CM/S #1 (see FM 3-34.170).
 T: Conduct engineer reconnaissance of MSR Tigers from CP 1 to CP 2.
 P: Classify route, identify impediments to maneuver, and facilitate planning of route
clearance operations.
 Essential task for M/CM/S #2 (see FM 3-34.170 and FM 3-90.12).
 T: Conduct engineer reconnaissance of Crossing Area WHITE.
 P: Collect and confirm crossing site data and locate key BCT river-crossing locations.
 Essential task for M/CM/S #3 (see FM 3-34.170).
 T: Conduct an infrastructure reconnaissance of the power station at grid ST231546.
 P: Assess the status of the power station to enhance the SU of critical infrastructure
throughout the AO.
 Essential task for M/CM/S #4 (see FM 3-34.170).
 T: Conduct engineer reconnaissance of buildings at grid ST234544.
 P: Determine if buildings are adequate to house BCT headquarters from protection
standpoint.
 Essential task for M/CM/S #5 (see FM 3-34.2).
 T: Conduct deliberate breach at point of penetration 1 and 2.
 P: To facilitate the passage of BCT maneuver forces through obstacles and continue the
attack to BCT objectives RED and GREEN.
 Essential task for M/CM/S #6 (see FM 3-34.2).
 T: Conduct a route clearance of Route Dolphin.
 P: To clear the route of all obstacles and EHs to facilitate the uninterrupted movement of
critical sustainment elements to allow resupply of BCT elements.
 Essential task for M/CM/S #7 (see FM 5-103).
 T: Employ sensored, scaleable obstacles as part of base camp security.
 P: Provide early warning and a combination of nonlethal and lethal means of defeating
intruders.
 Essential task for M/CM/S #8 (see FM 5-103).
 T: Support hardening of forward operating base Bears.
 P: Construct revetments and berms to protect key assets at the forward operating base.
5-30. Essential task for M/CM/S development begins during the mission analysis phase of the MDMP.
During this phase, planners identify specified and implied tasks and associated purpose. From these tasks,

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combined with the maneuver commander’s guidance, the engineer staff officer and other staff
representatives recommend essential tasks for M/CM/S to maneuver commanders during the mission
analysis brief. After essential tasks for M/CM/S are approved, the engineer staff officer and other planners
integrate them into COA development.

SECTION III – OTHER PROCESSES

5-31. Engineers also participate in or perform a number of other processes that address specific engineer
functional requirements or support the integration of engineer activities with the overall operation. Force
projection is critical to ensuring that engineer forces are available to execute engineer missions when
needed. Engineers plan for the acquisition, construction, management, and disposal of facilities to support
the force, and they use project management to complete projects that meet expectations for quality,
timeliness, and cost.

FORCE PROJECTION
5-32. Force projection is the ability to project the military instrument of national power from the
continental United States (CONUS) or another theater in response to requirements for military operations.
Force projection operations extend from mobilization and deployment of forces to redeployment to
CONUS or home theater (JP 1-02). The engineer will conduct force projection as part of the overall joint
and, possibly, multinational force operation. Engineer support efforts require close coordination with joint
and coalition military engineer forces and other agencies to meet force projection requirements.
Operational requirements for force projection enablers may require creating or upgrading an intermediate
staging base, a rapid port enhancement, or a similar support. These missions would require extensive use of
engineer support in the earliest stages of force projection.
5-33. Force projection encompasses six processes—mobilization; deployment; joint RSOI; employment;
sustainment; and redeployment—that normally occur in a continuous, overlapping and iterative sequence
for the duration of the mission (see FM 3-35 and JP 3-35).

FACILITIES AND CONSTRUCTION PLANNING

5-34. Engineers must plan for the acquisition of uncontaminated land and facilities, and their management
and ultimate disposal to support operations, including—
 Operational facilities (such as CPs, airfields, ports).
 Logistics facilities (such as maintenance facilities, supply points, warehouses, ammunition
supply points, waste management areas/facilities, and APOD or SPOD for sustainment).
 Force beddown facilities (such as dining halls, billeting, religious support facilities, clinics, and
hygiene facilities).
 Common-use facilities (such as roads and facilities for joint reception, staging, onward
movement, and integration).
 Protection facilities (such as site selection, proximity to potential threat areas, and sniper
screening).
 Completion of an environmental baseline survey and occupational environmental health site
assessment before site selection or use of facilities to ensure minimal exposure to contaminants
(see FM 3-34.5).
5-35. The commander determines what facilities are needed to satisfy operational requirements. Facilities
are grouped into six broad categories that emphasize the use of existing assets over new construction. To
the maximum extent possible, facilities or real estate requirements should be met from these categories in
the following priority:
 U.S.-owned, occupied, or leased facilities (including captured facilities).
 U.S.-owned facility substitutes pre-positioned in theater.

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 HN, allied, and coalition support where an agreement exists for the HN, allied, or coalition
nation to provide specific types and quantities of facilities at specified times in designated
locations.
 Facilities available from commercial sources.
 U.S.-owned facility substitutes stored in the United States.
 Construction of facilities that are considered shortfall after an assessment of the availability of
existing assets.
5-36. The engineer staff should plan expeditious construction of facility requirements that are considered
shortfalls (such as those facilities that cannot be sourced from existing assets). In these circumstances, the
appropriate Service, HN, alliance, or coalition should, to the extent possible, perform construction during
peacetime. Contracting support should be used to augment military capabilities. If time constraints risk new
construction not being finished in time to meet mission requirements, the engineer should seek alternative
solutions to new construction. Expedient construction (such as rapid construction techniques like
prefabricated building sand clamshell structures) should also be considered, as these methods can be
selectively employed with minimum time, cost, and risk.
5-37. Adequate funding (see JP 3-34, appendix E) must be available to undertake early engineer
reconnaissance and acquisition of facilities to meet requirements, whether by construction or leasing.
Funding constraints are a planning consideration. The commander articulates funding requirements for
construction and leasing of facilities by considering the missions supported and the amount of funds
required. Funding requirements include facility construction, associated contract administration services,
and real estate acquisition and disposal services. Facility construction planning must be routinely and
repetitively accomplished to ensure that mission-essential facilities are identified well in advance of the
need and, wherever possible, on-the-shelf designs are completed to expedite facility construction in time of
need.
5-38. The CCDR, in coordination with Service components and the Services, specifies the construction
standards for facilities in the theater to optimize the engineer effort expended on any given facility while
assuring that the facilities are adequate for health, safety, and mission accomplishment. The beddown and
basing continuum (discussed in FM 3-34.400 and JP 3-34) highlights the need for early master planning
efforts to help facilitate transition to more permanent facilities as an operation develops. While the
timelines provide a standard framework, the situation may warrant deviations from them. In addition to
using these guidelines when establishing initial construction standards, the Joint Facilities Utilization Board
should be used to periodically revalidate construction standards based on current operational issues and
provide recommendations to the commander on potential changes. Ultimately it is the CCDR who
determines exact construction type based on location, materials available, and other factors. Construction
standards are guidelines and the engineer must consider other factors in their planning. (See FM 3-34.400
and JP 3-34 for additional discussion of construction standards.)
5-39. Unified facilities criteria (UFC) provide facility planning, design, construction, operations, and
maintenance criteria for all DOD components. Individual UFC are developed by a single-disciplined
working group and published after careful coordination. They are jointly developed and managed by the
USACE, the NAVFAC, and the Air Force Civil Engineer Support Agency (AFCESA). Although UFC are
written with long-term standards in mind, planners who are executing under contingency and enduring
standards for general engineering tasks will find them useful. Topics include pavement design, water
supply systems, military airfields, concrete design and repair, plumbing, electrical systems, and many more.
5-40. UFC are living documents and will be periodically reviewed, updated, and made available to users as
part of the Services’ responsibility for providing technical criteria for military construction. UFC are
effective upon issuance and are distributed only in electronic media from the following sources:
 UFC Index <http://65.204.17.188//report/doc_ufc.html>.
 USACE TECHINFO Internet site <http://www.hnd.usace.army.mil/techinfo>.
 NAVFAC Engineering Innovation and Criteria Office Internet site <http://
www.wbdg.org/references/pa_dod.php>.
 Construction Criteria Base System maintained by the National Institute of Building Sciences at
Internet site <http://www.wbdg.org/ccb>.

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5-41. General engineer planners must consider any and all construction standards established by CCDRs
and ASCCs for their AOR. Specific examples of these are the United States European Command’s Camp
Facilities Standards for Contingency Operations (commonly known as The Red Book) and the United
States Central Command’s CCR 415-1, Construction and Base Camp Development (commonly known as
The Sand Book). These constantly evolving guidebooks specifically establish base camp standards that
consider regional requirements for troop living conditions and therefore have a major impact on projects
such as base camps and utilities. Because availability of construction materials may vary greatly in various
AORs, standards of construction may differ greatly between them. CCDRs often also establish standards
for construction in OPORDs and fragmentary orders (FRAGOs) that may take precedence over
guidebooks. Planners must understand the expected life cycle of a general engineering project to apply
these standards. Often the standards will be markedly different, depending on whether the construction is
contingency or is intended to have an enduring presence.

PROJECT MANAGEMENT
5-42. Planners use the project management system described in FM 5-412 as a tool for the process of
coordinating the skill and labor of personnel using machines and materials to form the materials into a
desired structure. The project management process (see FM 3-34.400) divides the effort into preliminary
planning, detailed planning, and project execution. Today, when engineer planners are focused on general
engineering tasks, they often rely on the Theater Construction Management System (TCMS) to produce the
products required by the project management system. These products include the design, the activities list,
the logic network, the critical path method or Gantt chart, the bill of materials, and other products. Effective
products produced during the planning phases also greatly assist during the construction phase. In addition
to TCMS, the engineer has various other reachback tools or organizations that can exploit resources,
capabilities, and expertise that is not organic to the unit that requires them. Examples of such tools and
organizations include the USAES; USACE Reachback Operations Center, 412th and 416th TECs; the
AFCESA; and the NAVFAC. See chapter 2 for additional information on how to access reachback support.
5-43. The project management process normally begins at the unit level with the construction directive.
This gives who, what, when, where, and why of a particular project and is similar to an OPORD in its
scope and purpose. Critical to the construction directive are plans, specifications, and all items essential for
success of the project. Units may also receive general engineering missions as part of an OPORD, a
FRAGO, a warning order, or verbally. When leaders analyze a construction directive, they may need to
treat it as a FRAGO in that much of the information required for a thorough mission analysis may exist in
an OPORD issued for a specific contingency operation.

SECTION IV – PREPARING, EXECUTING, AND ASSESSING ENGINEER

SUPPORT
5-44. Full spectrum operations conducted overseas simultaneously combine three elements: offensive,
defensive, and stability operations. Within the United States and its territories, operations simultaneously
combine offensive, defensive, and civil support operations. Army forces adapt to the requirements of the
OE and conduct operations within it. Army forces operate through ever-changing combinations of full
spectrum operations using synchronized action, joint interdependent capabilities, and mission command.
They defeat enemies on land using offensive and defensive operations and engage the populace and civil
authorities in the AO using stability or civil support operations. The effort accorded to each component is
proportional to the mission and varies with the situation. Each element of full spectrum operations—
offense, defense, and stability or civil support—is necessary in any campaign or joint operation.
5-45. Synchronized through the warfighting functions, engineer support contributes significant combat
power, both lethal and nonlethal in nature, to all of the elements of full spectrum operations. The operations
process is the context within which engineer capabilities are integrated into combined arms application.
Section I of this chapter entered the operations process by discussing various planning activities required
for effective engineer support. This section continues in that context by discussing preparation, execution,
and continuous assessment of the entire spectrum of engineer support to operations.

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SIMULTANEOUS COMBINATIONS
5-46. Full spectrum operations require simultaneous combinations of four elements—offense, defense,
stability, and civil support. FM 3-0 lists the primary tasks associated with the elements and the purposes of
each element. Each primary task has numerous associated subordinate tasks.
5-47. Engineer capabilities are organized by the engineer disciplines and synchronized in their application
through the warfighting functions. As described in chapter 4, the operations process activities provide the
context in which both the synchronization and the application are integrated into the combined arms
operation.
5-48. The first three sections of this chapter described integration of engineer support through the planning
activities. This section will discuss integration through the preparation, execution, and continuous
assessment activities of the process.

OPERATIONS PROCESS ACTIVITIES

5-49. Preparation consists of activities performed by the unit before execution to improve its ability to
conduct the operation. In many cases, engineer units conduct these preparation activities integrated within
the combined arms task organizations required by the operation. Combined arms rehearsals are critical to
the success of a breaching, clearing, or gap crossing operation. Similarly, ERTs can be employed as
integrated elements in a combined arms reconnaissance formation. In every case, engineer reconnaissance
efforts must be integrated within the intelligence, surveillance, and reconnaissance plan. As required,
engineer forces will conduct additional construction or other technical preparation activities focused on the
specific mission. Construction and technical preparation activities include—
 Completing and reviewing the design. In a design-build process the design will typically only be
completed at a ten- to thirty-percent resolution before execution.
 Conducting any necessary preconstruction studies or surveys.
 Identifying additional technical support required.
 Completing any detailed planning activities not yet completed from the project management
process; for example, estimates, bill of materials, and schedules.
 Preparing the construction site as required; for example, staging equipment, stockpiling
materials, and completing temporary construction.
5-50. As with preparation, engineer forces will conduct additional construction or other technically related
activities during execution of the specific mission. Construction and technically related execution activities
include—
 Implementing and maintaining a construction safety program.
 Implementing and enforcing quality controls.
 Periodically reviewing design and construction.
 Preparing as-built drawings.
 Responding to construction contingencies.
5-51. Engineer capabilities may be applied to add technical detail to the commander’s assessment.
Engineer assessment and survey teams gather technically focused information on the physical environment,
infrastructure, or other physical aspects of the AO. Relevant information gathered adds to the depth of the
commander’s understanding and can provide a technical basis for measures of performance and measures
of effectiveness.

OFFENSIVE OPERATIONS
5-52. Engineer support to the offense includes simultaneous application of combat, general, and geospatial
engineering capabilities through synchronizing warfighting functions and throughout the depth of the AO.
Combat engineering in close support of maneuver forces is the primary focus in offensive operations;
however, all three disciplines are applied simultaneously to some degree. The primary focus will be support

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that enables movement and maneuver. Figure 5-3 shows a notional application of engineer capabilities
supporting offensive operations.

Figure 5-3. Notional engineer support to offensive operations

5-53. Combat engineers use preparation activities to posture engineer assets with their task-organized
gaining or supported headquarters. Engineer units establish early linkups with the maneuver units they will
support. As combat engineer units prepare for offensive operations, they focus on inspections and
combined arms rehearsals. Combined arms breaching and gap crossing forces are organized and conduct
rehearsals for the breach, assault, and support forces. The engineer staff officer at the appropriate echelon
coordinates engineer reconnaissance focused to support the collection of the appropriate information to
create obstacle intelligence. Assault and tactical bridging is moved into staging areas, and crossing site
reconnaissance is conducted when possible. Preparation may include creating combat trails or forward LZs.
If route clearance operations are anticipated, clearance teams are organized and focus on inspections and
combined arms rehearsals. Combat engineer preparation activities occur in close proximity and are closely
aligned and integrated with maneuver force preparations.
5-54. Engineer staff officers at every echelon coordinate the movement and positioning of general engineer
assets task-organized to augment combat engineer capabilities. Although general engineer assets can be
placed in command or support relationships with the maneuver force, a command relationship with the
supported engineer unit is often more effective. General engineer assets will require added time for
movement given the nature of the heavy and wheeled equipment employed. For significant construction,
preparation activities may require a more technical engineer reconnaissance to enable adequate project
planning and design, including the provision of construction materials as required. Specialized engineer
assets may also be necessary to accomplish certain missions. At the operational level, general engineer
activities may not be conducted as part of a combined arms mission but must, nonetheless, be fully
coordinated with the maneuver commander responsible for the AO. Such general engineer support is
primarily applied to enable the sustainment warfighting function, but may also be critical to the preparation
for an offensive operation to include support to operational mobility.
5-55. During offensive operations, fighting and protective position development is minimal for tactical
vehicles and weapons systems. The emphasis lies on mobility of the force. Protective positions for artillery,
air and missile defense, and logistics positions may be required in the offense and defense, although more
so in the defense. Stationary mission command facilities require protection to lessen their vulnerability.
During halts in the advance, while the use of terrain will provide a measure of protection, units should

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develop as many protective positions as possible for key weapons systems, mission command nodes, and
critical supplies based on the threat level and unit vulnerabilities. For example, expedient earth excavations
or parapets are located to make the best use of existing terrain. During the early planning stages, terrain
analysis teams can provide information on soil conditions, vegetative concealment, and terrain masking
along march routes to facilitate survivability for the force. Each position design should consider
camouflage from the start and the development of deception techniques as the situation and time permit.
5-56. When executing offensive operations, the maneuver force uses its COP to link its detection efforts to
maneuver to avoid encountering obstacles along the route of the attack. The maneuver force can actively
avoid by interdicting threat countermobility before emplacement or passively avoid by identifying,
marking, and bypassing. Assessment enables execution as decisions are made to breach or bypass
obstacles. If the friendly force commander is compelled to neutralize obstacles, the force employs the
breach tenets of intelligence, breach fundamentals, breach organization, mass, and synchronization.
Bypasses are preferred whenever possible and may be handed off to follow-on engineer units for
maintenance and improvement. Similarly, assault bridging must be replaced when feasible with appropriate
tactical or LOC bridging to remain postured for future assault bridge missions. As soon as possible, more
technical level assessments are made to determine feasible and suitable improvements to the LOCs.

DEFENSIVE OPERATIONS
5-57. Engineer support to the defense includes simultaneous application of combat, general, and geospatial
engineering capabilities through synchronizing warfighting functions and throughout the depth of the AO.
Combat engineering in close support of maneuver forces is the primary focus in defensive operations;
however, all three disciplines are applied simultaneously to some degree. Figure 5-4 shows a notional
application of engineer capabilities supporting defensive operations.

Figure 5-4. Notional engineer support to defensive operations

5-58. In all three types of defensive operations, area defense, mobile defense, and retrograde, the primary
focus for combat engineers is to enable combined arms obstacle integration (countermobility) and facilitate
mobility for friendly repositioning or counterattacking forces. Defensive missions demand the greatest
survivability effort. Activities in the defense include constructing survivability positions for headquarters,
artillery, air and missile defense, and critical equipment and supplies. They also include preparing
individual and crew-served fighting positions and defilade fighting positions for combat vehicles. The use

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of engineer work timelines is essential and digging assets are intensively managed. During this period,
countermobility efforts will compete with survivability resources and assets. Because of this, it is critical
that maneuver commanders provide clear guidance on resources and priorities of effort. General engineer
support accomplishes tasks exceeding the capability of the combat engineer force as well as more extensive
support to the mobility of repositioning counterattack forces. Examples of expected missions include—
 Construction and integration of obstacles and barriers.
 Preparation of fighting positions and survivability positions in depth.
 Construction and repair of routes that facilitate the repositioning of forces throughout the AO.
5-59. During preparation, engineer assets are postured with their task-organized gaining or supported
headquarters and initiate the engineer work effort. The equipment work effort is a balance between
countermobility and survivability as determined by the commander. The effort continues throughout
preparation activities until complete or until no longer feasible. Significant coordination is required to
resource the materials required for constructing obstacles and fighting positions and to integrate the
obstacles with friendly fire effects. Designated combat engineers link up and to provide mobility support
for the reserve or mobile strike force. The engineer staff officer at the appropriate echelon coordinates for
reconnaissance and surveillance assets to detect enemy engineer (primarily breaching, gap crossing, and
countermobility assets) capabilities to nominate those in the targeting process and ensure their timely
destruction.
5-60. At the operational level, general engineer support will be continuously conducted to harden and
prepare protective positions for facilities and installations. These activities are primarily applied through
the protection warfighting function. General engineer support to protection and survivability continues
throughout operations as improvements are continuously reassessed and additional effort is made available.
Operational-level barriers and obstacles may also be necessary as part of countermobility support (see
JP 3-15 and the Joint Forward Operating Base Handbook). Other general engineer activities applied to
enable the sustain warfighting function may also be critical to the preparation and conduct of defensive
operation. Enabling mobility throughout the depth of the AO will remain an engineer mission.

STABILITY OPERATIONS
5-61. Stability operations consist of the following five primary tasks: civil security, civil control, restore
essential services, support to governance, and support to economic and infrastructure development. The
primary tasks are discussed in detail in FM 3-07.
5-62. Engineer support for stability operations includes simultaneous application of combat, general, and
geospatial engineering capabilities through synchronizing warfighting functions and throughout the depth
of the AO. General engineer support for restoration of essential services and infrastructure development is
the primary engineer focus in stability operations; however, all three disciplines are applied simultaneously
to some degree. Figure 5-5, page 5-18, shows a notional application of engineer capabilities providing
support to stability operations. The participation of engineer generating force elements such as the USACE
to stability operations will be significant and is typically realized as general or geospatial support. The TEC
includes the capability to provide mission command of the USACE effort. (FM 3-07 discusses in detail
those tasks performed in support of stability operations.)

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Chapter 5

Figure 5-5. Notional engineer support to stability operations

5-63. Often, stability operations are required to meet the critical needs of the populace. Engineer forces
may be a critical enabler in the provision of essential services until the HN government or other agencies
can do so. Engineering tasks primarily focus on reconstructing or establishing infrastructure to provide
essential services that support the population. The effort is typically conducted in conjunction with civilian
agencies and in addition to other engineer support of U.S. forces. Support for infrastructure development
may be extended to assist the HN in developing capability and capacity. Essential services for engineer
consideration include food and water, emergency shelter, and basic sanitation (sewage and waste disposal).
Likely engineer missions are similar to those required in civil support, except that they are conducted
overseas; they include—
 Constructing and repairing rudimentary surface transportation systems, basic sanitation facilities,
and rudimentary public facilities and utilities.
 Detecting and assessing water sources and drilling water wells.
 Constructing feeding centers.
 Providing environmental assessment and technical advice.
 Disposing of human and hazardous wastes.
 Providing camp construction and power generation.
 Conducting infrastructure reconnaissance, technical assistance, and damage assessment.
 Conducting emergency demolition.
 Conducting debris or route clearing operations.
5-64. Engineer support to stability operations may include the typical integration with and support for
combined arms forces in their missions. Combat engineer route clearance and other close support
capabilities may be critical tasks applied through the movement and maneuver warfighting function.
Geospatial engineer support continues to provide foundational information supporting the COP. General
engineer support may be required for the sustainment and protection requirements of the force. However, in
stability operations a focus of the engineer effort is likely to be the general engineering capabilities applied
to restore essential services and support infrastructure development.
5-65. Many of the technical capabilities only found in the generating force will be essential to providing
appropriate engineer support as those elements of the Engineer Regiment are called upon (through

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 Integrating Engineer Support

reachback and FFE) for their specialized expertise and capabilities. Stability operations tend to be of a long
duration compared to the other full spectrum operations. As such, the general engineering level of effort is
very high at the onset and gradually decreases as the theater matures although support will be required to
some degree for the duration of the stability operation. Preparation activities include identification of
significant infrastructure and base development construction projects and nomination of those projects for
funding. The highest priority projects may be executed using military general engineer capabilities while
others may compete for contingency funding and execution through a contract capability. As the AO
matures, the general engineering effort in support of sustainment requirements may transfer to theater or
external support contracts such as LOGCAP, Air Force contract augmentation program, or the Navy’s
global contingency construction contract.
5-66. CA operations are activities performed or supported by CA/general purpose personnel that support
the relationship between military forces and civil authorities in areas where military forces are present.
They involve application of CA functional specialty skills in areas that are normally the responsibility of
civil government. These operations involve establishing, maintaining, influencing, or exploiting relations
between military forces and all levels of HN government/nongovernmental agencies. These activities are
fundamental to executing stability tasks. CA personnel, other Army forces, or a combination of the two
perform the following tasks:
 CA personnel engage in a variety of CA core tasks in support of the commander’s civil military
operations. CA elements assess the needs of civil authorities, act as an interface between civil
authorities and the military supporting agency, and act as a liaison to the civilian populace. They
may implement population and resource control measures and coordinate with international
support agencies.
 CA personnel are regionally oriented and possess cultural and linguistic knowledge of countries
in each region. Many CA personnel have had extensive experience in other branches before
assignment to CA units. With guidance from the commander, CA personnel have a wide variety
of resources at their disposal to influence the AO. CA is a combat multiplier in this sense.
Additionally, the civilian skills reserve component CA units possess enable them to assess and
coordinate infrastructure activities. (See FM 3-05.40 for more details.)
 CA operations may be critical to engineer support, which may include the engineer activities of
nonmilitary organizations as well as military forces. Similarly, engineer capabilities may be
applied to provide specific construction and other technical support integrated within the CA
plan. Integration occurs through the operations process activities and is facilitated by
coordination among the engineer staff officer and CA staff at the CMOC.
5-67. Preparing for stability operations may be more difficult than preparing for combat operations because
of the technical nature of requirements and broad range of potential engineer missions associated with
them. An early on-the-ground assessment can be critical to tailor the engineer force with required
specialties and engineer resources. Results of this assessment are passed to planners to ensure that an
adequate engineer force arrives in the AO in a timely manner. This early on-the-ground engineer
reconnaissance and associated assessment or survey identifies the—
 Status of the infrastructure in the AO, to include airfields, roads, ports, logistics bases, and troop
beddown facilities; real estate acquisition; environmental standards, conditions, and
considerations; construction material supply; construction management; and line-haul
requirements.
 Theater and situation-specific protection requirements.
 Existing geospatial product availability and requirements for new terrain visualization products.
 Specialized engineer requirements such as prime power, well drilling, firefighting support, and
support to other emergency services.
 Specialized engineer requirements available only in the capabilities of generating force elements
of the Engineer Regiment.
 Command and control requirements, including headquarters staffing, communications, and
information systems support.
 Engineer liaison requirements, including linguists and CA personnel.
 Potential for contract construction or other engineer capabilities.

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Chapter 5

CIVIL SUPPORT OPERATIONS

5-68. Civil support includes operations that address the consequences of natural or man-made disasters,
accidents, and incidents within the United States and its territories. Army forces conduct civil support
operations when the size and scope of events exceed the capabilities or capacities of domestic civilian
agencies. The ARNG is often the first military force to respond on behalf of state authorities. In stability
operations, multinational operations are typical; in civil support operations, they are the exception. Army
civil support operations include four primary tasks as follows: provide support for domestic disasters;
provide support for domestic chemical, biological, radiological, and nuclear and high yield explosives
incidents; provide support for domestic civilian law enforcement agencies; and provide other designated
support. (FM 3-28 discusses these tasks in detail.)
5-69. Engineering in civil support operations may include simultaneous application of combat, general, and
geospatial engineer capabilities through synchronizing warfighting functions and throughout the depth of
the AO. General engineer support for the restoration of essential services is the primary engineer focus in
civil support. Engineer support may also be required for Army forces providing mission command,
protection, and sustainment to government agencies at all levels until they can function normally. Figure
5-6 shows a notional application of engineer capabilities supporting civil support operations. The
generating force elements of the Engineer Regiment such as the USACE will play a critical and significant
role in civil support operations. TECs, under their OPCON relationship with USACE, can provide mission
command support.

Figure 5-6. Notional engineer support to civil support operations

5-70. There are few unique engineer missions performed in civil support that are not performed during
other operations. The difference is the context in which they are performed. U.S. law carefully limits the
actions that military forces, particularly Regular Army units, can conduct within the United States and its
territories. In addition to legal differences, civil support operations are always conducted in support of state
and federal agencies. Army forces cooperate and synchronize their efforts closely with them. These
agencies are trained, resourced, and equipped more extensively than similar agencies involved in stability
operations overseas. Policies issued by the Federal Government govern the essential services Army forces
provide in response to disaster. Within this context, a focus for engineers during civil support operations
will be the restoration of essential services. Essential services of concern for engineers include providing—
 Urban search and rescue.
 Food and water.

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 Integrating Engineer Support

 Emergency shelter.
 Basic sanitation (sewage and waste disposal).
 Minimum essential access to affected areas.
5-71. Both combat and general engineer capabilities may be applied to restore essential services. Engineer
equipment is well suited for removal of rubble and debris associated with rescue and access to affected
areas. Other likely requirements include the construction of temporary shelters and provision of water and
sanitation services. Likely engineer missions are similar to those required in stability operations, except that
they are not conducted overseas; they include—
 Constructing and repairing rudimentary surface transportation systems, basic sanitation facilities,
and rudimentary public facilities and utilities.
 Detecting and assessing water sources and drilling water wells.
 Constructing feeding centers.
 Providing environmental assessment and technical advice.
 Disposing of human and hazardous wastes.
 Providing camp construction and power generation.
 Conducting infrastructure reconnaissance, technisa assistance, and damage assessment.
 Conducting emergency demolition.
 Conducting debris or route clearing operations.
5-72. Engineer support to civil support operations may include the typical integration with and support for
combined arms forces in their missions. Combat engineer route clearance and other close support
capabilities may be critical tasks applied through the movement and maneuver warfighting function.
Geospatial engineer support continues to provide foundational information supporting the COP. General
engineer support may be required for the sustainment and protection requirements of the force and may be
extended to support other agencies. Likely missions include—
 Base camp construction and power generation.
 Debris or route clearing operations.
 Construction and repair of expedient (temporary) roads and trails.
 Forward aviation combat engineering to include the repair of paved, asphalt and concrete
runways and airfields.
 Installation of assets that prevent foreign object damage to rotary wing aircraft.
 Construction of temporary bridging.
 Construction and upgrade of ports, airfields, and RSOI facilities to ensure access to the region.
5-73. There is usually little time for preparation for civil support operations. Civil support operations may
require an immediate response. Support to civilian law enforcement and community assistance allows
greater leeway to plan and prepare. The USACE maintains significant response capability and will
normally be involved in providing engineering support to civil support operations. The USACE leverages
capabilities and expertise developed through responsibility for military construction and civil works
programs to prepare for assigned and anticipated civil support missions.

SPECIAL CONSIDERATIONS
5-74. Army commanders will likely determine that operations in the urban environment will be essential to
mission accomplishment. They need to assess the relevance and impact of one or more urban areas as part
of their mission. They will also need to determine whether full spectrum urban operations may be the
commander’s sole focus or only one of several tasks nested in an even larger operation. Although urban
operations potentially can be conducted as a single battle, engagement, or operation, they will more often
be conducted as a major operation requiring joint resources. FM 3-06 provides a framework—assess,
shape, dominate, and transition—for urban operations. These are not phases or sequential operations but
rather a means to visualize the fight (or potentially the stability or civil support mission).
5-75. Engineers will provide critical support to any urban operation. FM 3-06 and FM 3-06.11 have more
details, but commanders should understand that historically, large numbers of engineer units have been

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Chapter 5

task-organized for urban operations. Engineers will provide unique geospatial products for the complex
terrain of cities. Three-dimensional terrain visualization products are available and continue to be
developed. Assured mobility will be an important framework for commanders to use as maneuver
commanders think about how to shape and dominate within the urban terrain. General engineering tasks
will be prevalent throughout all operations but will also be the major function during transition to stability
or civil support operations. Engineers will have to work closely with all of the elements that enable
M/CM/S. They must ensure close coordination with EOD in the reduction of EH (improvised explosives
and unexploded explosive ordnance) to minimize collateral damage, military police to enable the
movement of civilians along routes, and with CBRN elements for potential agents along the routes and at
other locations within the AO.
5-76. Full spectrum operations present a broad range of potential tasks to any engineer commander. It may
appear daunting as the mission-essential task list is considered and training plans are established. However,
it is up to the commander to understand these challenges and assess the priority missions that must be
trained for and prepare for those. Projected support relationships will allow discussion with higher
headquarters and those units the engineer unit is likely to support and will assist the commander in
narrowing the list of missions and prioritizing their training. There is no substitute for having a trained and
disciplined unit in its core tasks. When called on to respond to a mission, commanders can expect
assistance from the remainder of the Regiment to facilitate the unit’s preparation. It is up to the commander
to be aware of the potential considerations and understand the right questions to ask and explore to develop
the best training and preparation.

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 Chapter 6
Sustainment Considerations for Engineer Support to
Operations
Engineer support to operations carries special sustainment challenges which, if not
overcome, can seriously inhibit or even stop engineer support. Engineers must
anticipate these challenges and work within the sustainment warfighting function to
overcome them. Doing so requires that engineers thoroughly understand the
sustainment warfighting function, including sustainment organizations, the principles
of sustainment, sustainment roles and responsibilities, the sustainment functions, and
the integration of sustainment into operations, as described in FM 4-0. This chapter
focuses on sustainment support for engineer capabilities and highlights the
sustainment considerations that will affect engineer support. For additional
information on sustainment see FM 4-0.

SUSTAINMENT CHALLENGES FOR ENGINEER SUPPORT

6-1. Many sustainment challenges are common to all units, but engineer units face several unique
sustainment challenges. Engineers and staffs that will employ engineer units/capabilities need to thoroughly
understand, anticipate, and work to overcome these challenges.
6-2. Many engineer tasks require the use of engineer equipment that is large and heavy, requiring
low-density haul assets to move more than short distances. Engineer equipment often exceeds size and
weight restrictions, making its movement even more challenging.
6-3. Much engineer equipment is also low-density, which poses challenges to its maintenance and repair.
Obtaining engineer-specific Class IX repair parts often requires extraordinary coordination. Mechanics
capable of maintaining and repairing engineer equipment may also be in short supply, adding to the
difficulty in keeping engineer equipment operating.
6-4. Engineer equipment also consumes large amounts of fuel (higher than most equipment found in an
IBCT or SBCT). Refueling is often complicated by the fact that much engineer equipment cannot easily
travel to refueling points. On the one hand, any time spent travelling between work sites and refueling
points can significantly reduce productivity. On the other hand, bringing fuel trucks to the work sites can be
difficult, especially when the sites are widely scattered over large distances in difficult terrain, and it
increases risk for fuel trucks. It also reduces the availability of fuel trucks for other critical missions.
6-5. Engineer tasks frequently require large amounts of Class IV and V supplies. Survivability and
countermobility operations require fortification and barrier materials along with mines and demolitions,
while mobility operations require demolitions and construction materials. Construction projects often
require significantly large amounts of construction materials. These materials are typically difficult to move
and require a large commitment of transportation and material handling equipment support. They also need
security, protection, and control, which place additional demands on other resources.
6-6. Construction materials often require long lead times and can be difficult to acquire in the required
quantities and specifications. Statutory, regulatory, and command policies may dictate the source of
construction materials, requiring the maximum use of local procurement for example.
6-7. All of the above are further complicated by engineers’ frequent movement within the AO as well as
likely changes to task organization and command and support relationships. Limited engineering assets
often require that they be frequently shifted throughout the AO to meet the mission requirements. These
movements and changes often have a ripple effect in the sustainment system, which may have difficulty

4 August 2011 FM 3-34 6-1

Chapter 6

keeping up with these types of multiple changes. This is exacerbated when, as is often the case, engineer
missions are conducted in austere environments while infrastructure is being established or improved.
6-8. The requirements for engineer units and assets almost always exceed the capacity of available
engineer units. This inevitably imposes pressure to delay preventive maintenance, checks, and services to
avoid work stoppages, which only increases the likelihood and length of future equipment failures and
further compounds maintenance difficulties. It also frequently leads to the procurement of locally available
construction materials, repair parts, and construction services. These bring their own unique challenges
along with the need for financial management and contract management support. Most engineer units (less
FEST-A teams) do not have any dedicated contingency contracting teams, and this support is provided on a
GS basis from the supporting contracting support brigade (or joint command if established).
6-9. Some key differences between contracted and military support include—
 Contractor personnel authorized to accompany the force are neither combatants nor
noncombatants. They are civilians "authorized" to accompany the force in the field.
 Contractors are not in the chain of command. They are managed through their contracts and the
contract management system which should always include a unit contracting officer
representative.
 Contractors perform only tasks as specified in contracts by the terms of their contract. .
6-10. All of these challenges are predictable and none of them should catch engineer leaders, or the staffs
that support them, by surprise. Engineers and staffs must anticipate such challenges, work to prevent them,
and be prepared to overcome them. Because of the critical impact that sustainment has on engineer
missions, engineer commanders and staff must be thoroughly familiar with sustainment doctrine and
organizations as described in FM 4-0 and subordinate publications. The importance and unique challenges
of contracted support require engineer commanders and staffs to fully understand their role in planning for
and managing contracted support as described in FM 4-92 and FM 4-94.

ORGANIZATIONS AND FUNCTIONS

6-11. Sustainment support for engineers is provided by different organizations based on various factors
such as the echelon of the supported unit and command and support relationships. Although engineers
should be familiar with all the sustainment organizations described in FM 4-0, some organizations provide
support to engineers more frequently than others.
6-12. Engineers operating in support of headquarters above the BCT level will work closely with the
sustainment brigade. In an HBCT and IBCT, the organic engineer companies are supported by the BSTB.
In an SBCT they are supported by the BSB and headquarters and headquarters company of the BCT. Other
engineer units operating within the BCT will work closely with the BSB or BSTB. If an engineer battalion
headquarters is task-organized to a BCT, it should be accompanied by appropriate sustainment support that
has been task-organized to the battalion to provide necessary augmentation of the sustainment capabilities
of the BSB or BSTB. Engineer battalions provide logistics support to subordinate units through organic
forward support companies.

PRINCIPLES OF SUSTAINMENT
6-13. As discussed in FM 4-0, the principles of sustainment (integration, anticipation, responsiveness,
simplicity, economy, survivability, continuity, and improvisation) are essential to maintaining combat
power, enabling strategic and operational reach, and providing Army forces with endurance. The
sustainment challenges for engineer support (described at the beginning of this chapter) make it essential
that engineer leaders and staff effectively apply these principles. This section describes some ways that
engineers apply the principles of sustainment.
6-14. Engineers must integrate sustainment with engineer plans. Sustainment must not be an afterthought.
Engineers must coordinate and synchronize their operations with the elements of sustainment. This must
occur at all levels of war and throughout the operations process at all echelons. Engineer planners evaluate
the sustainment significance of each phase of the operation during the entire planning process. They create
a clear and concise concept of support that integrates the commander's intent and concept of operation. This

6-2 FM 3-34 4 August 2011

 Sustainment Considerations for Engineer Support to Operations

includes analyzing the mission; developing, analyzing, wargaming, and recommending a COA; and
executing the plan.
6-15. Engineers must visualize future operations and identify appropriate required support. They must then
start the process of acquiring the materiel or placement of support that best sustains the operation. As early
as possible, engineers must forecast requirements for Class IV and V supplies (and the transportation and
material handling support needed to move them) and initiate actions to acquire and place them where they
will be needed. Engineer staff officers must do this long before specific engineer missions are assigned to
specific engineer units. Otherwise, sufficient resources likely will not be available when needed. Engineers
must also anticipate requirements for financial management and contract management support for local
procurement of construction materials and services and repair parts. They must anticipate requirements for
fuel and for maintenance support and other supplies and services common to all units.
6-16. The planner who anticipates is proactive—not reactive—before, during, and after operations. The
ability of the force to seize and maintain the initiative, synchronize activities along the entire depth of the
AO, and exploit success depends on the abilities of the commanders, logisticians, and engineers to
anticipate requirements. Engineers consider joint, multinational, contract civilian, and interagency assets
when planning support for engineer missions. They—
 Use all available resources to the fullest, especially HN assets.
 Prioritize critical engineer activities based on the concept of operations.
 Anticipate engineer requirements based on wargaming and rock drills incorporating experience
and historical knowledge.
 Do not think linearly or sequentially; they organize and resource for simultaneous and
noncontiguous operations.
 Participate in and evaluate the engineer significance of each phase of the operation during the
entire command estimate process, to include mission analysis and COA development, analysis
and wargaming, recommendation, and execution.
6-17. The engineer staff officer must anticipate likely task organization changes that will affect the flow of
sustainment to engineer organizations. Additional missions will be created by the sustainment plan (for
example, clearing an LZ for aerial resupply). These missions and tasks must be anticipated and planned for
during the mission analysis.
6-18. Engineers must develop and maintain responsiveness. They must seek to ensure that sufficient
resources are identified, accumulated, and maintained to meet rapidly changing requirements. For example,
engineers conduct reconnaissance to identify local materials and other resources that could be used to
support potential engineer missions. They establish preconfigured loads, pre-position supplies and
equipment, and ensure that trained and certified personnel are available to support local purchase of
materials and services.
6-19. Contracting support obtains and provides supplies, services and construction labor and materiel—
often providing a responsive option or enhancement to support the force (see FM 4-92 and FM 4-94).
General engineers will often be required to provide subject matter expertise for the supervision of
contracted materials and services.
6-20. Engineers use mission-type orders and standardized procedures to contribute to simplicity. Engineer
commanders and staffs establish priorities and allocate classes of supply and services to simplify
sustainment operations. They use preconfigured loads of specialized classes of supply to simplify transport.
6-21. At some level and to some degree, resources are always limited. When prioritizing and allocating
resources, the engineer commander and staff may not be able to provide a robust support package. Priority
of effort will be established while balancing mitigation of risk to the operation. Engineer commanders may
have to improvise to meet the higher intent and mitigate the risks. Commanders consider economy in
prioritizing and allocating resources. Economy reflects the reality of resource shortfalls, while recognizing
the inevitable friction and uncertainty of military operations.
6-22. Engineers must protect the resources they need to sustain their units and accomplish their mission. In
addition to protecting their own units, personnel, and equipment, engineers must also emphasize security

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Chapter 6

and protection for Class IV and V supplies. These supplies are not easily replaced and can be tempting
targets for enemy action.
6-23. Engineers contribute to ensuring that sustainment means are survivable by constructing sustainment
bases and clearing LOCs. They may also construct ammunition holding areas and provide revetments or
other types of hardening for petroleum, oil, and lubricants products.
6-24. The tempo of operations requires a constant vigilance by the logistician and engineer commander to
ensure a constant flow of support. Supplies are pushed forward (unit distribution method) whenever
logistically feasible. Maneuver units rely on lulls in the tempo of an operation to conduct sustainment
operations, while engineers may not. Engineers usually do not have this opportunity since many of their
missions occur during a lull in operations, and this may deny them the opportunity to use the supply point
method. This increases the need for engineers to plan for continuous, routine, and emergency logistics
support.
6-25. When faced with unexpected situations or circumstances, engineers must improvise. They must be
aware of the resources available in the local area and must regularly train on using improvised methods of
accomplishing engineer tasks.

ENGINEER LEADER AND STAFF RESPONSIBILITIES FOR

SUSTAINMENT
6-26. Successful sustainment of engineer organizations and capabilities requires active involvement by
engineer staff and commanders at every echelon. In addition to ensuring the sustainment of their units,
engineers must work closely with their supported units. This is because the supported unit is responsible for
providing the fortification, barrier, and construction materials, and the mines and demolitions needed for
the tasks they assign to the supporting engineer unit, regardless of the command and support relationship
between them. The higher echelon engineer staff officer must retain an interest in the sustainment of
subordinate engineer units and capabilities, regardless of their command and support relationships with the
units they support. Within a supported unit, the engineer staff officer must work closely with the logistics
staff to assist in planning, preparing, executing, and assessing operations requiring engineer materials and
resources. Within engineer or multifunctional modular headquarters units, the logistics staff provides
sustainment planning for the engineer force under its mission command.
6-27. Within engineer units, leaders and staff must monitor, report, and request requirements through the
correct channels and ensure that sustainment requirements are met when sustainment is brought forward to
the engineer unit. Accurate and timely submission of personnel and logistics reports, and other necessary
information and requests, is essential.

Note. Sustainment responsibilities specific to various echelons are discussed in ATTP 3-34.23
and FM 3-34.22.

ENGINEER STAFF OFFICER

6-28. The engineer staff officer at each echelon is responsible for engineer logistics estimates and plans
and monitors engineer-related sustainment support for engineer capabilities operating at that echelon. When
an engineer unit or capability is task-organized in support of the unit, the engineer staff officer recommends
the most effective command or support relationship, including considering the impact of inherent
sustainment responsibilities. The engineer staff officer—
 Writes the engineer annex and associated appendixes to the OPLAN or OPORD to support the
commander’s intent. Included in these is a recommended distribution for any engineer-related,
command-regulated classes of supply and special equipment.
 Assists in planning the location(s) of the engineer forward supply point for the delivery of
engineer configured loads of Class IV and V supplies. This site(s) is coordinated with the unit
responsible for the terrain and the appropriate logistics staff officer (S-4) or assistant chief of
staff, logistics (G-4).

6-4 FM 3-34 4 August 2011

 Sustainment Considerations for Engineer Support to Operations

 Assists in planning the location(s) of the engineer equipment parks for pre-positioning of critical
equipment sets, such as tactical bridging. This site(s) is coordinated with the unit responsible for
the terrain and the appropriate S-4 or G-4.
 Works closely with the sustainment staff to identify available haul assets (including HN) and
recommends priorities to the sustainment planners.
 Identifies extraordinary medical evacuation requirements or coverage issues for engineer units
and coordinates with sustainment planners to ensure that the supporting unit can accomplish
these special workloads.
 Identifies critical engineer equipment and engineer mission logistics shortages.
 Provides the appropriate S-4 or G-4 with an initial estimate of required Class III supplies in
support of construction.
 Provides the appropriate S-4 or G-4 with an initial estimate of required Class IV and V supplies
for the countermobility and survivability efforts.
 Provides the appropriate S-4 or G-4 with an initial estimate of required Class IV supplies in
support of construction. Monitors and advises, as required, implications of statutory, regulatory,
and command policies for the procurement of construction materials. The critical issue for the
engineer staff officer is the timely delivery at required specifications, whatever the source for
construction materials.
 Tracks the flow of mission critical Class IV and V supplies into support areas and forward to the
supporting engineer units. Coordinates to provide engineer assistance as required to accept
delivery of construction materials.
 Coordinates MSR clearing operations and tracks their status at the main CP.
 Coordinates for EOD support and integration as necessary.
 Considers environmental impacts of all decisions.

ENGINEER UNIT COMMANDER

6-29. The unit commander ensures that sustainment operations maintain the mission capabilities of the unit
and its ability to provide combat power. The unit commander provides critical insight during the supported
unit’s planning process. The unit commander—
 Coordinates for sustainment support requirements external to the engineer unit.
 Anticipates problems, works to avoid delays in planning and transition, and conducts
sustainment battle tracking.
 Communicates with subordinate leaders to identify the need for push packages, ensures their
arrival, and tracks their expenditure.
 Determines the location of the unit resupply points and monitors the operation.
 Ensures that the unit is executing sustainment operations according to the supported unit’s
standing operating procedure and OPORD.
 Monitors equipment locations and maintenance status.
 Updates the engineer-specific Class IV and V supply requirements based on reconnaissance of
mission sites.
 Tracks engineer equipment use, maintenance deadlines, and fuel consumption.
 Receives, consolidates, and forwards all logistical, administrative, personnel, and casualty
reports to the parent or supported unit.
 Directs and supervises the medical support within the unit, coordinating for additional support as
required.
 Supervises and monitors the evacuation of casualties, detainees, and damaged equipment.
 Orients personnel replacements and assigns personnel to subordinate units.
 Conducts sustainment rehearsals at the unit level.
 Maintains and provides supplies for unit field sanitation activities.
 Integrates EOD support as necessary.

4 August 2011 FM 3-34 6-5

Chapter 6

SUSTAINMENT PLANNING CONSIDERATIONS

6-30. The engineer staff officer, the engineer unit commander, the supported unit S-4 or G-4, and the
supporting sustainment unit work closely to synchronize sustainment for engineer capabilities. When the
supported unit receives a warning order (directly or implied) as part of the MDMP, the engineer staff
officer initiates the engineer portion of the logistics estimate process. The engineer staff officer focuses the
logistics estimate on the requirements for the upcoming mission and the sustainment of all subordinate
engineer units that are organic and task-organized in support of the unit. Class I, III, IV, and V supplies and
personnel losses are the essential elements in the estimate process. Close integration with the sustainment
support unit can simplify and accelerate this process through the use of the automated systems logistics
status report to ensure that the sustainment support unit is able to maintain an up-to-date picture of the
engineer unit sustainment requirements. During continuous operations, the estimate process supporting the
RDSP may need to be abbreviated because of time constraints.
6-31. The engineer staff officer uses the running estimate to determine the requirements for unit and
mission sustainment and compares the requirements with the reported status of subordinate units to
determine the specific amount of supplies needed to support the operation. These requirements are then
coordinated with the supporting sustainment unit or forward support element to ensure that the needed
supplies are identified and resourced.
6-32. The engineer staff officer then translates the estimate into specific plans that are used to determine
the supportability of supported unit COAs. After a COA is selected, the specific sustainment input to the
supported unit base OPORD and paragraph 4 of the engineer annex is developed and incorporated.
6-33. In each of the different types of BCTs, the engineer staff officer, working with the appropriate
sustainment planner and executor, tracks essential sustainment tasks involving all engineer units supporting
the brigade. Accurate and timely status reporting assists the engineer staff officer in providing the overall
engineer status to the brigade commander and allows the engineer staff officer to intercede in critical
sustainment problems when necessary. The engineer staff officer also ensures that supplies needed by
augmenting EAB engineer units to execute missions for the brigade are integrated into the brigade
sustainment plans. For the engineer staff officer to execute these missions properly, accurate and timely
reporting and close coordination between the engineer staff officer, sustainment planners and providers, the
TF engineers (or in some cases the engineer unit commander in the SBCT), and supporting EAB engineers
are essential. Supporting EAB engineer units must affect linkup with the existing engineer sustainment to
ensure their synchronization of effort.
6-34. Some important considerations for engineer planners include—
 Coordinating for a field maintenance team to support each engineer unit to ensure quick
turnaround of maintenance problems.
 Coordinating closely with the logistics staff to assist in management of required construction
materials. The engineer staff helps the logistics staff identify and forecast requirements to ensure
a quality control process is in place for receipt of the materials. The management of Class IV
supplies for survivability and countermobility is most efficient when there is a shared interest
between the maneuver and engineer logisticians.
 Using expeditionary support packages of barrier materials. See FM 3-90.6 for additional
information on expeditionary support packages.
 Coordinating closely with the theater support command or sustainment commands
(expeditionary) support operations officer, the ARFOR G-4, the supporting contract support
brigade, and the associated LOGCAP planner to ensure that engineer requirements are properly
integrated and captured in the contracting support plan and/or specifically addressed in the
engineer support plan.
6-35. Engineers must consider the environmental impacts of their actions. They must weigh the
implications of holding out for logistical support against environmental collateral damage that they will
cause. They must ensure that a proper environmental risk assessment is done before beginning any action.

6-6 FM 3-34 4 August 2011

 Appendix A
Multinational, Interagency, Nongovernmental Organization,
and Host Nation Considerations
Military engineers may need to coordinate their activities with other nations’ forces,
U.S. government agencies, NGOs, United Nations, and HN agencies according to the
operational mandate or military objective. In all cases, authority must exist for direct
coordination. Military engineers must establish interagency relationships through
negotiation. The specific agency will vary, depending on who has federal or state
proponency for the situation (for example, disaster relief versus a firefighting
mission). Agreements should be written as memorandums of understanding or terms
of reference to ensure understanding and avoid confusion. Most agreements are made
at the combatant command or JTF level and normally place serious legal restrictions
on using military personnel and equipment. These agencies and organizations may
have unique engineer capabilities that could be used as part of the overall operational
effort. However, these agencies and organizations often request extensive engineer
support of their activities and programs. It is critical that an effective engineer liaison
is established with the force headquarters CMOC to coordinate and execute any
engineer support exchanged with these agencies.

SECTION I – MULTINATIONAL CONSIDERATIONS

UNITS AND ORGANIZATIONS

A-1. When military operations are considered, the United States seeks to develop coalitions rather than
conduct unilateral operations. The United States may participate in a U.S.-led coalition, such as Operation
Restore Hope (Somalia), or a non-U.S.-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 forces’ 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 U.S. unilateral joint environment is understanding
multinational unit or organization capabilities and training. This understanding ensures the assignment of
appropriate missions and avoids the risk of offending national honor or prestige by allocating unsuitable
tasks to partners in the multinational endeavor.

MULTINATIONAL ENGINEERS
A-2. The engineer organizations available from deployed national armies are generally a mix of combat
and construction engineers in company- and battalion-size units. The training and experience levels and
equipment fielding vary among these units. National engineers from Britain, Canada, and Australia have
been involved in numerous missions outside their territorial boundaries. The political impact of these
missions is important to understand. When German engineers deployed into Somalia in 1992, it took a
national legislative amendment to their constitution to allow them to participate in operations off German
soil. This was their first experience in multinational efforts outside of NATO. Smaller countries have more

4 August 2011 FM 3-34 A-1

Appendix A

regional restrictions on their involvement, and their experience is correspondingly narrow. However, they
are also more likely to be attuned to the special circumstances that are relevant to the AO.

MULTINATIONAL ENGINEER CAPABILITIES

A-3. NATO and American, British, Canadian, and Australian New Zealand Armies Program engineer
capabilities are well known, and data about them is readily available. Standardization agreements between
national armies facilitate engineer interoperability and cooperation. The capabilities of other nation’s
engineers are normally available through intelligence channels or formal links with the nations concerned.
Several nations have engineers that are experts in specific combat engineering tasks, such as mine detection
and removal. Other national engineers are focused on specific missions, such as disaster relief. Engineers
must have an appreciation for the engineer capabilities and limitations of other nations. AJP 3.12 and
Allied Tactical Publication-52(B) provide a necessary starting point for working with allied engineers.

MULTINATIONAL ENGINEER MISSION COMMAND

A-4. Depending on the multinational force arrangement in theater, Army engineers may control or work
closely with engineers from other nations. Command and control relationships for multinational engineer
forces are established to foster cooperation and share information. Critical to this process is providing
adequate U.S. engineer liaison officer support, including linguist support, communications equipment, and
transportation.

MULTINATIONAL ENGINEER CONSIDERATIONS

A-5. During force projection operations, the initial engineer capabilities in theater will most likely be a
mix of HN, contracted, and multinational capabilities. As Army engineers deploy into a theater, they may
be joined by multinational and joint engineers. When coordinating multinational engineer plans and
operations, the theater army engineer staff should consider including the following (in addition to joint
considerations addressed in JP 3-34):
 Requesting the latest intelligence information concerning the HN or multinational engineers’
structures and logistics requirements.
 Requesting the latest engineer intelligence data from the HN or deploying multinational engineer
elements to help identify force projection theater army engineer requirements and enemy
engineer capabilities. Requirements include threat mine and obstacle data, soils data,
construction materials availability, and HN construction support.
 Establishing multinational engineer staff links between the theater army, HN, and multinational
engineer force staff sections through the JTF or combatant command engineer staff and
headquarters.
 Executing NATO multinational mission command with the NATO OPORD format and the
NATO decisionmaking process.
 Providing necessary Army engineer liaison officer support.
 Developing the multinational task-organization relationships that enhance HN and multinational
engineer capabilities following the deployment of Army engineers.
 Assessing the need for HN and multinational engineer support following the arrival of Army
engineer units in theater.
 Determining if multinational engineer units need augmentation from Army engineer units.
 Developing procedures for Army engineer units to support multinational engineers with
additional Class IV construction materials and engineer equipment.

A-2 FM 3-34 4 August 2011

 Multinational, Interagency, Nongovernmental Organization, and Host Nation Considerations

SECTION II – INTERAGENCY AND NONGOVERNMENTAL ORGANIZATION

CONSIDERATIONS

INTERAGENCY OPERATIONS
A-6. Interagency operations expand the scope and capabilities of any given response because of the wide
variety of expertise and funding resources potentially available. Not only do interagency operations
increase the resources engaged in an operation, they also increase and complicate the coordination
necessary to conduct operations. Engineer support to operations may be significantly impacted by the
participation of interagency organizations. In civil support operations, Army forces provide mission
command, protection, and sustainment to government agencies at all levels until they can function
normally. Engineer support may be a key enabler to such operations. In stability operations, interagency
organizations will employ contract or other construction capabilities concurrently with ongoing military
engineer support. Coordination can identify and avoid conflicting issues and unify the effect of these
efforts. The following are some of the interagency organizations that could be involved:
 Federal Emergency Management.
 Environmental Protection Agency.
 Drug Enforcement Administration.
 National Oceanic and Atmospheric Administration.
 United States Geological Survey.
 Public Health Service.
 Civil Air Patrol.
 Department of Agriculture.
 Department of State and the United States Agency for International Development.
 Office of Foreign Disaster Assistance.
 Department of the Interior, Fish and Wildlife Agency.
 General Accounting Office.
 National Geospatial Intelligence Agency.
A-7. USACE routinely operates with many of these organizations and may, through FFE, provide
assistance in coordination. See JP 3-08 for an in-depth discussion of interagency coordination during joint
operations.

NONGOVERNMENTAL ORGANIZATIONS
A-8. Relationships with international and domestic NGOs must be established through negotiation. Most
agreements are made at the strategic level (combatant 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 that could be used as a part of the overall operational concept. These capabilities may be a
useful source of Class IV supplies, not only for the agency’s own projects, but also 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 CCDR’s achievement of strategic objectives, their demands
must be coordinated. Therefore, it is critical that an effective engineer liaison be established and maintained
with the force headquarters CMOC.
A-9. The United Nations may designate a regional organization 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 has different operational concepts and organizational procedures; U.S. forces are
familiar with some of these concepts and procedures, such as those of NATO. However, there are others
with which they are not familiar.

4 August 2011 FM 3-34 A-3

Appendix A

SECTION III – HOST NATION CONSIDERATIONS

HOST NATION INTERFACE

A-10. In a forward-deployed theater, the ASCC (in conjunction with the other component commanders, the
CCDR, allies, and 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.
A-11. The product of these analyses is the engineer support plan. The goal is to reach HN support
agreements in peacetime to provide as many of the facilities as possible that are needed within the theater.
Advanced planning and the commitment of resources by HNs reduce the early lift requirements needed to
support RSOI. Engineering support from the HN usually involves providing—
 Land.
 Facilities.
 Construction support.
 Manpower.
 Equipment.
 Materials.
 Services.
 Hazardous-waste disposal.
A-12. Written agreements with HNs regarding support items foster an understanding of the assistance
levels and increase the likelihood of execution.

REAL ESTATE CONSIDERATIONS

A-13. Real estate is required for most military operations. Examples of real estate requirements include—
 Air bases.
 Base camps.
 Medical and logistics complexes.
 Ranges and training sites.
 Quarry and borrow sites.
 Trailer transfer points.
 Traffic control points.
A-14. Acquiring land and facilities not owned by the U.S. government is accomplished through assignment,
international agreements such as Status of Forces Agreements, memorandums of agreement, leases from
the HN, or direct leases from the private sector. Real estate acquisition requires special contracting
procedures that are performed by USACE, NAVFAC, or a designated executive agent. Early deployment of
real estate personnel is essential to acquire land and facilities in a timely manner.
A-15. Real estate authorities throughout the world have been assigned to components along similar lines
corresponding to the designation of DOD construction agents (DOD Directive 4270.5). Within regions
designated to the Army, USACE establishes policies for the acquisition, maintenance, and disposal of real
estate, to include leased and rent-free facilities. Real estate teams may be assigned to each sustainment
brigade or centrally controlled at the senior engineer headquarters. These teams coordinate with HN
agencies and private owners to acquire and dispose of real estate and establish the terms of lease
agreements.

A-4 FM 3-34 4 August 2011

 Multinational, Interagency, Nongovernmental Organization, and Host Nation Considerations

A-16. Real estate planning and surveys must be initiated as campaign plans are developed to provide timely
and adequate facilities to sustain the combat force. Local HN officials can help identify available facilities
or land that meets military requirements. Thorough documentation of lease agreements and 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, is crucial to expedite a fair and amiable conclusion of
lease activities. CA 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 preparation to identify probable sources of and confirm legal ownership. Property is generally
acquired by requisition, with all transactions documented thoroughly under the provisions of the CCDR’s
directives. Procedures are used that provide the property required for missions while protecting the property
owner’s legal rights. Using rent-free facilities provided by the host government or a host agency require the
same legal responsibilities as using facilities leased from private owners. Real estate policies and
procedures are discussed in more detail in FM 3-34.400.

HOST NATION SUPPORT

A-17. Wartime HN support 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 U.S. forces in Europe and Korea. However, these
agreements are no less critical to mission success in the event of an operation in this region. Such host
nation support (HNS) is used whenever possible to free U.S. 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 RSOI requirements are high and engineer assets are limited.
A-18. Pre-positioning engineer equipment within the region reduces the response time into a particular
theater by allowing engineer forces to deploy by air and fall in on war stocks within the region. These
pre-positioning locations are a critical element of the U.S. force projection national strategy and represent a
significant contribution of HNS. Beyond direct HNS, multinational elements directly or indirectly involved
in the crisis may provide other support. Other nations sympathetic to the cause may be limited in their
direct participation because of constitutional restrictions or political sensitivities. However, these nations
may provide engineer equipment, supplies, or funding, much like the Japanese provided during the Gulf
War.
A-19. During a conflict, the HN may provide construction organizations to repair or construct facilities.
Construction materials (such as cement, asphalt, aggregate, timber, and steel) and contract labor may also
be available. HN assets may also be available for local security and for transporting construction materials
and equipment. Third-country nationals may also be available by request through the HN or direct contact
with nationals to support engineer activities. Engineer reconnaissance and assessment teams engaged in
planning during peacetime or dispatched early in contingency operations are the key to identifying and
accessing available HN assets.

4 August 2011 FM 3-34 A-5

This page intentionally left blank.
 Appendix B
Army Engineer Operations
The modular construct of the Army engineer operational force is a complementary
and interdependent relationship between four major categories of units (and includes
USACE-provided technical engineering and contract support as already discussed).
The four categories include organic engineers (and staff elements) and three
categories in an engineer force pool (all operational force engineer units not organic
to a BCT or in a headquarters staff). The assets in the force pool exist to augment
organic BCT engineers and provide echelons above the BCT with necessary engineer
capabilities. The force pool is organized into engineer headquarters units, baseline
units, and specialized engineer units.

ORGANIC ENGINEER UNITS

B-1. Table B-1 provides a quick reference index for the organic engineer units described in this appendix.
(For information about geospatial engineer teams, see ATTP 3-34.80, appendix E.)
Table B-1. Organic engineer units
Unit Figure Number and Page
HBCT engineer company B-1, B-3
IBCT engineer company B-2, B-3
SBCT engineer company B-3, B-4

ENGINEER HEADQUARTERS UNITS

B-2. Table B-2 provides a quick reference index for the engineer headquarters units described in this
appendix.
Table B-2. Headquarters units
Unit Figure Number and Page
Theater engineer command B-4, B-4
Engineer brigade B-5, B-5
Engineer battalion B-6, B-5

BASELINE ENGINEER UNITS

B-3. Table B-3 provides a quick reference index for the baseline engineer units described in this appendix.
Table B-3. Baseline engineer units
Unit Figure Number and Page
Sapper company and sapper company B-7, B-6
(wheeled)
Sapper company (airborne) B-8, B-6
Mobility augmentation company B-9, B-7
Multirole bridge company B-10, B-7
Clearance company B-11, B-8

4 August 2011 FM 3-34 B-1

Appendix B

Table B-3. Baseline engineer units

Unit Figure Number and Page
Horizontal construction company B-12, B-8
Vertical construction company B-13, B-9
Engineer support company B-14, B-9
Engineer support company (airborne) B-15, B-10

SPECIALIZED ENGINEER UNITS

B-4. Table B-4 provides a quick reference index for the specialized engineer units described in this
appendix.
Table B-4. Specialized engineer units
Unit Figure Number and Page
Prime power company B-16, B-10
Topographic engineer company B-17, B-11
Equipment support platoon B-18, B-11
Quarry platoon B-19, B-12
Facility engineer detachment B-20, B-12
Construction management team B-21, B-12
Survey and design team B-22, B-13
Concrete section B-23, B-13
Forward engineer support team–main B-24, B-13
Forward engineer support team–advance B-25, B-14
Firefighting headquarters B-26, B-14
Firefighting team B-27, B-14
Asphalt team B-28, B-15
Diving team B-29, B-15
Real estate team B-30, B-15
Well drilling headquarters B-31, B-16
Well drilling team B-32, B-16
Engineer detachment headquarters (canine) B-33, B-16
Engineer squad (canine) B-34, B-17
Explosive hazards team B-35, B-17
Explosive hazards coordination cell B-36, B-17
Geospatial planning cell B-37, B-18
Area clearance platoon B-38, B-18

B-2 FM 3-34 4 August 2011

 Army Engineer Operations

Figure B-1. HBCT engineer company

Figure B-2. IBCT engineer company

4 August 2011 FM 3-34 B-3

Appendix B

Figure B-3. SBCT engineer company

Figure B-4. Theater engineer command

B-4 FM 3-34 4 August 2011

 Army Engineer Operations

Figure B-5. Engineer brigade

Figure B-6. Engineer battalion

4 August 2011 FM 3-34 B-5

Appendix B

Figure B-7. Sapper company and sapper company (wheeled)

Figure B-8. Sapper company (airborne)

B-6 FM 3-34 4 August 2011

 Army Engineer Operations

Figure B-9. Mobility augmentation company

Figure B-10. Multirole bridge company

4 August 2011 FM 3-34 B-7

Appendix B

Figure B-11. Clearance company

Figure B-12. Horizontal construction company

B-8 FM 3-34 4 August 2011

 Army Engineer Operations

Figure B-13. Vertical construction company

Figure B-14. Engineer support company

4 August 2011 FM 3-34 B-9

Appendix B

Figure B-15. Engineer support company (airborne)

Figure B-16. Prime power company

B-10 FM 3-34 4 August 2011

 Army Engineer Operations

Figure B-17. Topographic engineer company

Figure B-18. Equipment support platoon

4 August 2011 FM 3-34 B-11

Appendix B

Figure B-19. Quarry platoon

Figure B-20. Facility engineer detachment

Figure B-21. Construction management team

B-12 FM 3-34 4 August 2011

 Army Engineer Operations

Figure B-22. Survey and design team

Figure B-23. Concrete section

Figure B-24. Forward engineer support team–main

4 August 2011 FM 3-34 B-13

Appendix B

Figure B-25. Forward engineer support team–advance

Figure B-26. Firefighting headquarters

Figure B-27. Firefighting team

B-14 FM 3-34 4 August 2011

 Army Engineer Operations

Figure B-28. Asphalt team

Figure B-29. Diving team

Figure B-30. Real estate team

4 August 2011 FM 3-34 B-15

Appendix B

Figure B-31. Well drilling headquarters

Figure B-32. Well drilling team

Figure B-33. Engineer detachment headquarters (canine)

B-16 FM 3-34 4 August 2011

 Army Engineer Operations

Figure 3-34. Engineer squad (canine)

Figure B-35. Explosive hazards team

Figure B-36. Explosive hazards coordination cell

4 August 2011 FM 3-34 B-17

Appendix B

Figure B-37. Geospatial planning cell

Figure B-38. Area clearance platoon

B-18 FM 3-34 4 August 2011

 Glossary
SECTION I – ACRONYMS AND ABBREVIATIONS
ADCON administrative control
AFCESA Air Force Civil Engineer Support Agency
AJP allied joint publication
AO area of operations
AOR area of responsibility
APOD aerial port of debarkation
ARFOR See ARFOR under terms
ARNG Army National Guard
ASCC Army service component commander
AT antitank
ATP allied tactical publication
ATTP Army tactics, techniques, and procedures
BCT brigade combat team
BDT base camp development team
BSB brigade support battalion
BSTB brigade special troops battalion
CA civil affairs
CBRN chemical, biological, radiological, and nuclear
CCD camouflage, concealment, and deception
CCDR combatant commander
CJCSM Chairman, Joint Chiefs of Staff Manual
CMOC civil-military operations center
COA course of action
CONUS continental United States
COP common operational picture
CP command post
CREST contingency real estate support team
DA Department of the Army
DCP deployable command post
DOD Department of Defense
DOTMLPF doctrine, organization, training, materiel, leadership and education,
personnel, and facilities
DS direct support
EAB echelons above brigade
EH explosive hazards
EnvST environmental support team
EOD explosive ordnance disposal
ERT engineer reconnaissance team

4 August 2011 FM 3-34 Glossary-1

Glossary

*EWL engineer work line

FEST forward engineer support team
FEST-A forward engineer support team – advance
FEST-M forward engineer support team – main
*FFE field force engineering
FM field manual
FRAGO fragmentary order
G-4 Assistant Chief of Staff, Logistics
GCC geographic combatant commander
GEOINT geospatial intelligence
GS general support
HBCT heavy brigade combat team
HN host nation
HNS host nation support
IBCT infantry brigade combat team
IED improvised explosive device
IPB intelligence preparation of the battlefield
JFC joint force commander
JOPES Joint Operation Planning and Execution System
JP joint publication
JTF joint task force
LOC line of communications
LOGCAP logistics civil augmentation program
LSE logistics support element
LST logistics support team
LZ landing zone
M/CM/S mobility, countermobility, and survivability
MCRP Marine Corps reference publication
MCWP Marine Corps warfighting publication
MDMP military decisionmaking process
MEB maneuver enhancement brigade
METT-TC mission, enemy, terrain and weather, troops and support available,
time available, civil considerations
MSR main supply route
NATO North Atlantic Treaty Organization
NAVFAC Naval Facilities Engineering Command
NGO nongovernmental organization
OE operational environment
OPCON operational control
OPLAN operation plan
OPORD operation order

Glossary-2 FM 3-34 4 August 2011

 Glossary

PMESII-PT political, military, economic, social, information, infrastructure,

physical environment, time (operational variables)
RDSP rapid decisionmaking and synchronization process
ROE rules of engagement
RSOI reception, staging, onward movement, and integration
S-4 logistics staff officer
SBCT Stryker brigade combat team
SCATMINE scatterable mine
SPOD seaport of debarkation
SU situational understanding
TC training circular
TCMS Theater Construction Management System
TEC theater engineer command
TF task force
TSC theater support command
TTP tactics, techniques, and procedures
UFC unified facilities criteria
U.S. United States
USACE United States Army Corps of Engineers
USAES United States Army Engineer School
USAR United States Army Reserve

SECTION II – TERMS
Term
Definition
ARFOR
The Army Service component headquarters for a joint task force or a joint and multinational force.
(FM 3-0)
*combat engineering
(Army) The engineer discipline that is focused on affecting terrain while in close support to maneuver
forces that are in close combat.
*countermobility operations
(Army) Those combined arms activities that use or enhance the effects of natural and man-made
obstacles to deny an adversary freedom of movement and maneuver. (Upon its publication, FM 3-90.8
will become the proponent manual for countermobility operations.)
*engineer disciplines
The interdependent areas of expertise within the Engineer Regiment. The three engineer disciplines are
combat, general, and geospatial engineering.
*engineer work line
A coordinated boundary or phase line used to compartmentalize an area of operations (AO) to indicate
where specific engineer units have primary responsibility for the engineer effort. It may be used at
division level to discriminate between an AO supported by division engineer assets and an AO
supported by direct support or general support corps engineer units. Also called EWL. See also area
of operations; boundary; direct support; general support; phase line in FM 1-02.

4 August 2011 FM 3-34 Glossary-3

Glossary

*field force engineering

(Army) The application of the Engineer Regiment’s capabilities from the three engineer disciplines
(although primarily general engineering) to support full spectrum operations through both reachback
and forward presence.
*general engineering
(Army) The engineer discipline that is focused on affecting terrain while not in close support to
maneuver forces that are in close combat.
*geospatial engineering
(Army) The engineer discipline that is focused on applying geospatial information to improve
understanding of terrain for military operations.
*lines of engineer support
Categories of engineer tasks and capabilities that are grouped by purpose for specific operations.
*survivability operations
Those military activities that develop and construct protective positions, such as earth berms, dug-in
positions, overhead protection, and countersurveillance means, to reduce the effectiveness of enemy
weapon systems. See also survivability in FM 1-02. (Upon its publication, ATTP 3-34.XX will
become the proponent manual for survivability operations.)
*terrain reinforcement
The emplacement of obstacles or the construction of fighting positions and cover to degrade enemy
mobility or to enhance friendly survivability. See also countermobility operations; obstacle;
survivability operations in FM 1-02

Glossary-4 FM 3-34 4 August 2011

 References

SOURCES USED
The following sources are either quoted or paraphrased in this publication.

ARMY PUBLICATIONS
ATTP 3-34.23 (FM 5-71-100, 5-100-15, 5-116). Engineer Operations – Echelons Above Brigade
Combat Team, 8 July 2010.
ATTP 3-34.80. Geospatial Engineering, 29 July 2010.
Engineer Pamphlet 500-1-2. Emergency Employment of Army and Other Resources—Field Force
Engineering—United States Army Corps of Engineers Support to Full Spectrum Operations,
1 August 2010.
FM 1-0. Human Resources Support, 6 April 2010.
FM 1-01. Generating Force Support for Operations, 2 April 2008.
FM 2-0. Intelligence, 23 March 2010.
FM 3-0. Operations, 27 February 2008.
FM 3-05.40 (FM 41-10), Civil Affairs Operations, 29 September 2006.
FM 3-06. Urban Operations, 26 October 2006.
FM 3-07. Stability Operations, 6 October 2008.
FM 3-13 (FM 100-6). Information Operations: Doctrine, Tactics, Techniques, and Procedures,
28 November 2003.
FM 3-28. Civil Support Operations, 20 August 2010.
FM 3-34.2. Combined Arms Breaching Operations, 31 August 2000.
FM 3-34.22. Engineer Operations: Brigade Combat Team and Below, 11 February 2009.
FM 3-34.210 (FM 20-32). Explosive Hazards Operations, 27 March 2007.
FM 3-34.400. General Engineering, 9 December 2008.
FM 3-35. Army Deployment and Redeployment, October 2009.
FM 3-37. Protection, 30 September 2009.
FM 3-90. Tactics, 4 July 2001.
FM 3-90.6. The Brigade Combat Team, 4 August 2006.
FM 3-90.31, Maneuver Enhancement Brigade Operations. 26 February 2009.
FM 3-90.61, The Brigade Special Troops Battalion. 22 December 2006.
FM 4-0. Sustainment, 30 April 2009.
FM 4-92 (FM 100-10-2), Contracting Support Brigade. 12 February 2010.
FM 4-94. Theater Sustainment Command, 12 February 2010.
FM 5-0. The Operations Process, 26 March 2010.
FM 5-102. Countermobility, 14 March 1985.
FM 5-103. Survivability. 10 June 1985.
FM 5-412. Project Management, 13 June 1994.
FM 5-415. Fire-Fighting Operations, 9 February 1999.
FM 6-0. Mission Command: Mission Command of Army Forces, 11 August 2003.
FM 6-22. Army Leadership, 12 October 2006.
FM 7-0. Training Units and Developing Leaders for Full Spectrum Operations, 23 February 2011.

4 August 2011 FM 3-34 References-1

References

FM 90-7. Combined Arms Obstacle Integration, 29 September 1994.

GTA 90-01-011. Joint Forward Operating Base (JFOB) Survivability and Force Protection
Construction Handbook, 1 October 2009.

JOINT AND DEPARTMENT OF DEFENSE PUBLICATIONS

AJP 3.12. Joint Engineering, December 2003.
CJCSM 3122.01A. Joint Operation Planning and Execution System (JOPES) Volume I (Planning
Policies and Procedures). 29 September 2006.
CJCSM 3122.03C. Joint Operation Planning and Execution System (JOPES) Volume II (Planning
Format), 17 August 2007.
DOD Directive 4270.5. Military Construction. 12 February 2005.
JP 1. Doctrine for the Armed Forces of the United States, 14 May 2007.
JP 1-02. Department of Defense Dictionary of Military and Associated Terms, 8 November 2010.
JP 2-03. Geospatial Intelligence Support to Joint Operations, 22 March 2007.
JP 3-0. Joint Operations, 11 August 2011.
JP 3-08. Interorganizational Coordination During Joint Operations, 24 June 2011.
JP 3-15. Barriers, Obstacles, and Mine Warfare for Joint Operations, 17 June 2011.
JP 3-34. Joint Engineer Operations, 30 June 2011.
JP 3-35. Deployment and Redeployment Operations, 7 May 2007.
JP 5-0. Joint Operation Planning, 11 August 2011.
Joint Forward Operations Base (JFOB) Handbook. December 2006.

MULTI-SERVICE PUBLICATIONS
FM 1-02/MCRP 5-12A. Operational Terms and Graphics, 21 September 2004.
FM 3-34.5/MCRP 4-11B. Environmental Considerations,16 February 2010.
FM 3-34.170/MCRP 3-17.4 (5-170). Engineer Reconnaissance, 25 March 2008.
FM 3-90.12/MCWP 3-17.1 (FM 90-13), Combined Arms Gap-Crossing Operations. 1 July 2008.
FM 3-90.119/MCIP 3-17.01, Combined Arms Improvised Explosive Device Defeat Operations.
21 September 2007.

OTHER PUBLICATIONS
NATO Military Committee Policy 05-60.
Standardization Agreement 2394/ATP-52(B). Land Force Combat Engineer Doctrine. October 2006.
The United States Central Command’s CCR 415-1. Construction and Base Camp Development (Sand
Book).
https://acquisition.army.mil/asfi/upload/W91CRB10R0059/Attachment_17_Sand_Book.pdf
The United States European Command’s Camp Facilities Standards for Contingency Operations (Red
Book). http://www.dcsengr.hqusareur.army.mil/Red_Book.pdf

DOCUMENTS NEEDED
DA forms are available on the APD Web site (www.apd.army.mil).
DA Form 2028. Recommended Changes to Publications and Blank Forms.

READINGS RECOMMENDED
None.

References-2 FM 3-34 4 August 2011

 Index

Engineer Regiment, 2-1, 2-3, 2-14, 4-4, 4-6, 5-1, 5-2,

A
2-4, 2-12, 2-14 5-5, 5-9, 5-15, 5-17
ARFOR, 6-6 strategic level, 1-6, 2-6, 2-7,
definition, 1-4 engineer work line 2-10, 2-14, 4-6, 5-1, 5-2,
definition, 4-8 5-9, A-3
assured mobility, 5-9
environmental support teams, tactical level, 1-7, 2-2, 2-6,
B 2-14 2-7, 2-9, 2-10, 2-11, 2-14,
base camp development 4-4, 4-6, 5-1, 5-2, 5-9
F
teams, 2-14 lines of engineer support, 1-3,
field force engineering, 2-3, 2-
4-1
C 8, 2-10, 2-14, 4-4, 5-19, A-3
definition, 2-13 logistics support teams, 2-14
close combat, 2-2
combat engineer units, 2-2, 2- force projection, 5-2, 5-11, A-2, M
9, See also combat A-5 maneuver, 3-13
engineering, combat definition, 5-11
mission command, 4-1
engineers, engineer forward engineer support
disciplines. teams, 2-10, 2-12, 2-14, 6-2, movement and maneuver
B-2 warfighting function, 5-18, 5-
combat engineering, 1-7, 2-2,
21
2-6, 2-9, 3-12, 5-21, A-2, full spectrum operations, 1-8,
See also combat engineers, 2-13, 5-3, 5-13, 5-19 multinational, 3-7
combat engineer units, definition, 1-7 N
engineer disciplines.
definition, 2-2 G nonlethal, 3-9
combat engineers, 2-2, 4-1, 5- general engineer units, 2-2, 2- O
15, 5-16, 5-17, See also 9, See also engineer
disciplines, general obstacles, 1-2, 2-9, 5-4, 5-5, 5-
combat engineering, combat
engineering, general 7, 5-8, 5-10, 5-15, 5-16, 5-
engineer units, engineer
engineers. 17, A-2
disciplines.
general engineering, 2-2, 2-6, operational environment, 1-1,
combat power, 1-8, 2-2
2-7, 2-9, 2-14, 2-16, 4-1, 4-5, 1-6, 1-8, 2-3, 5-3, 5-6
combined arms, 3-13 definition, 1-1
5-4, 5-9, 5-12, 5-13, 5-18
combined arms integration, 3-9 definition, 2-2 P
contingency real estate support general engineers, 2-2, 6-3
teams, 2-14 protection warfighting function,
geospatial engineer units, 2-11, 1-6, 1-7, 5-17
countermobility, 1-7, 4-5, 5-5, See also engineer
5-8, 5-9, 5-16, 5-17, 6-5, 6-6 disciplines, geospatial S
countermobility operations, 2-2, engineering, geospatial survivability operations, 2-2, 2-
2-7, 5-8, 6-1, See also engineers. 7
countermobility, obstacles. geospatial engineering, 1-5, 2- sustainment warfighting
1, 2-2, 2-6, 2-7, 2-10, 2-11, function, 1-7, 5-15
D
4-5, 4-7, 5-14, 5-16, 5-17,
disciplines. See engineer See also engineer T
disciplines. disciplines, geospatial task-organized, 3-10
engineers, geospatial
E U
engineer units.
engineer disciplines, 2-2, 2-8, definition, 2-3 unified action, 1-4
2-14, 5-9, See also combat definition, 1-4
geospatial engineers, 2-3
engineering, general
engineering, geospatial United States Army Corps of
L Engineers, 2-13, 2-14, 2-16
engineering.
lethal, 3-9, 3-13 United States Army Corps of
definition, 2-1
levels of war, 1-5, 1-6, 1-8, 2-2, Engineers (USACE), 3-7
engineer operations, 3-10
2-6, 5-1, 6-2
engineer reconnaissance operational level, 1-5, 1-7,
teams, 2-11 2-6, 2-7, 2-8, 2-10, 2-11,

4 August 2011 FM 3-34 Index-1

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 FM 3-34
4 August 2011

By order of the Secretary of the Army:

MARTIN E. DEMPSEY
General, United States Army
Chief of Staff

Official:

JOYCE E. MORROW
Administrative Assistant to the
Secretary of the Army
1119502

DISTRIBUTION:
Active Army, Army National Guard, and U.S. Army Reserve: To be distributed in accordance with the
initial distribution number (IDN) 110451, requirements for FM 3-34.
PIN: 081184-000