ARMY ENGINEER MAGAZINE MARCH / APRIL 2018 1...CSM GLENN STINES, USA (Ret) 573.329.3203 Voice/FAX [email protected] ARMY ENGNEER MAGAZINE EDITOR MS. LINDA S. MITCHELL 703-428-7084

ARMY ENGINEER MAGAZINE MARCH / APRIL 2018 1

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ARMY ENGINEER ADMINISTRATIVE INFORMATION

1. TO CHANGE A MAILING ADDRESS Visit www.armyengineer.com and click on log in to make changes securely and quickly.

OR Email LINDA MITCHELL at execasst@ armyengineer.com

OR Call 703.428.6953

OR Mail a note to: Army Engineer Association P.O. Box 30260 Alexandria, VA 22310-8260

NOTICE: Magazines are not forwarded automatically by the U.S. Postal Service if you move. Keep your mailing address current.

2. ORIGINAL ARTICLES Editorial guidelines pertaining to articles submitted for publication are available at www.armyengineer.com.

Article and advertising CLOSE dates:

JAN / FEB 03 JAN 2018 MAR / APR 01 FEB 2018 MAY / JUN 01 APR 2018 JUL / AUG 01 JUN 2018 SEP / OCT 05 AUG 2018 NOV / DEC 01 OCT 2018

3. RECEIPT OF A MAGAZINE DAMAGED IN MAILING Email LINDA MITCHELL at [email protected]


PUBLICATION: Army Engineer is published six times a year on a bimonthly basis. Its primary distribution is digital to members preferred email address. The magazine is printed in Rolla, MO by Scotts Printing Company.

FEATURED CONTENT CPT Ben M. Cox Flight Landing Strip Clearance and Repair Operations in a Multi-National Environment. 1LT Ryan D. Brick Mosinee Community Athletic Association Valuable Training Community Benefit.

Regimental Week 2018.

Mr. John MacPherson DoD Provides Unique and Critical Support to Puerto Rico. Regimental Awards of Excellence. . JoAnne Castagna, Ed.D. Things Are Looking Up at Arctic Air Base.

24th EN BN – 4th Armored Division Reunion. Guardians of the Castle Drive 2017-2018 Contributors.

ADVERTISERS SUPPORTING THIS ISSUE Kipper Tools – Inside Front Cover AECOM – Page 13 Dewberry – Page 24 Caterpillar – Center Spread PubK – Inside Back Cover Nicholas Liu – Inside Back Cover

CORRECTION In error Mr. David Franklin was not properly credited as the writer for The Evolution of World War I Era Dog Tags article in the January/February 2018 Army Engineer Magazine.

COVER PHOTO 2011 Best Sapper Competition featuring Sappers Brian Siwek and Sean Miller. Photo is provided courtesy of US Army.

ARMY ENGINEER ADMINISTRATIVE INFORMATION

1. TO CHANGE A MAILING ADDRESS Visit www.armyengineer.com and click on log in to make changes securely and quickly.

OR Email LINDA MITCHELL at execasst@ armyengineer.com

OR Call 703.428.6953


NOTICE: Magazines are not forwarded automatically by the U.S. Postal Service if you move. Keep your mailing address current.

2. ORIGINAL ARTICLES Editorial guidelines pertaining to articles submitted for publication are available at www.armyengineer.com.

Article and advertising CLOSE dates:

JAN / FEB 03 JAN 2018 MAR / APR 01 FEB 2018 MAY / JUN 01 APR 2018 JUL / AUG 01 JUN 2018 SEP / OCT 05 AUG 2018 NOV / DEC 01 OCT 2018

3. RECEIPT OF A MAGAZINE DAMAGED IN MAILING Email LINDA MITCHELL at [email protected]


PUBLICATION: Army Engineer is published six times a year on a bimonthly basis. Its primary distribution is digital to members preferred email address. The magazine is printed in Rolla, MO by Scotts Printing Company.

FEATURED CONTENT CPT Ben M. Cox Flight Landing Strip Clearance and Repair Operations in a Multi-National Environment. 1LT Ryan D. Brick Mosinee Community Athletic Association Valuable Training Community Benefit.

Regimental Week 2018.

Mr. John MacPherson DoD Provides Unique and Critical Support to Puerto Rico. Regimental Awards of Excellence. . JoAnne Castagna, Ed.D. Things Are Looking Up at Arctic Air Base.

24th EN BN – 4th Armored Division Reunion. Guardians of the Castle Drive 2017-2018 Contributors.

ADVERTISERS SUPPORTING THIS ISSUE Kipper Tools – Inside Front Cover AECOM – Page 13 Dewberry – Page 24 Caterpillar – Center Spread PubK – Inside Back Cover Nicholas Liu – Inside Back Cover

CORRECTION In error Mr. David Franklin was not properly credited as the writer for The Evolution of World War I Era Dog Tags article in the January/February 2018 Army Engineer Magazine.

COVER PHOTO 2011 Best Sapper Competition featuring Sappers Brian Siwek and Sean Miller. Photo is provided courtesy of US Army.

ARMY ENGINEER MAGAZINE MARCH / APRIL 2018

4

ARMY ENGINEER ASSOCIATION

EXECUTIVE OFFICE

Army Engineer Association P.O. Box 30260 Alexandria, VA 22310-8260

EXECUTIVE DIRECTOR

COL DAVE THEISEN, USA (Ret) 703.428.6049 703.428.6043 FAX [email protected]

PROJECT COORDINATOR

MS. LINDA MITCHELL 703.428.7084 703.428.6043 FAX [email protected]

REGIMENTAL OPERATIONS

Army Engineer Association P.O. Box 634 Fort Leonard Wood, MO 65473-0634

AEA REGIMENTAL OPERATIONS DIRECTOR

CSM JULIUS B. NUTTER, USA (Ret) 573.329.6678 Voice/FAX [email protected]

REGIMENTAL OPERATIONS ASSISTANT

1SG LON M. DAVIS, USA (Ret) 573.329.6678 Voice/FAX [email protected]

REGIMENTAL STORE MANAGER

CSM GLENN STINES, USA (Ret) 573.329.3203 Voice/FAX [email protected]

ARMY ENGNEER MAGAZINE EDITOR

MS. LINDA S. MITCHELL 703-428-7084 [email protected]

BOARD OF DIRECTORS & ASSOCIATES President MG Russell L. Fuhrman, USA (Ret) Executive Director COL Dave Theisen, USA (Ret) Director, FLW Operations CSM Julius Nutter, USA (Ret) Serving Board of Directors BG Margaret Burcham, USA (Ret) CW5 Jerome L. Bussey, USAES Mr. Lloyd C. Caldwell, USACE, SES MG Randal Castro, USA (Ret) COL Ron Dabbieri, USA (Ret) BG Peter DeLuca, USA (Ret) CSM Robert M. Dils, USA (Ret) COL Fred Erst, USA (Ret) COL Edward C. Gibson, USA (Ret) MG Clair F. Gill, USA (Ret) President Ex-Officio MG Robert H. Griffin, USA (Ret) CW5 Michael A. Harper, USA (Ret) CSM Bradley J. Houston, USACE MG William A. Navas, USANG (Ret) LTG Max W. Noah, USA (Ret) President Ex-Officio COL Michael C. Presnell, USA (Ret) COL Geoffrey G. Prosch, USA (Ret) MG Don T. Riley, USA (Ret) COL James Rowan, USA (Ret) LTG Theodore G. Stroup, USA (Ret) MG Merdith W.B. Temple, USA (Ret) COL Jeffrey A. Wagonhurst, USA (Ret) CSM Trevor Walker, USAES COL James A. Wank, USA (Ret) MG Bryan Watson, USA (Ret) BG Keith Wedge, USA (Ret) Mr. Frank Weinberg, President Ex-Officio General Counsel Mr. Craig Crotteau, Nichols Liu Board Emeritus MG Charles J. Fiala, USA (Ret) MG Carroll N. LeTellier, USA (Ret) Regimental Historical Advisor Dr. John Lonnquest, USACE, Office of History Army Engineer Museum Director Mr. Troy Morgan, USAES Chief of the Corps LTG Todd T. Semonite, Chief of Engineers Chief Warrant Officer of the Regiment CW5 Jerome L. Bussey, USAES Sergeant Major of the Regiment CSM Trevor Walker, USAES Honorary Colonel of the Regiment MG Randal Castro, USA (Ret) Honorary Chief Warrant Officer of the Regiment CW5 Michael A. Harper, USA (Ret) Honorary Sergeant Major of the Regiment CSM Robert M. Dils, USA (Ret)

MEMBER BENEFITS

The Army Engineer Association (AEA) is a member-based, nonprofit corporation specially organized to facilitate cohesion, interaction, and networking within the United States Army Corps of Engineers’ total family of soldiers, civilians, family members, and alumni. As such, AEA serves as both the “Honor Fraternity” and “Alumni Association” for the U.S. Army Engineer Regiment. AEA provides its members with an Army Engineer Network for Life. Why is this important? Army Engineers excel at completing complex and demanding missions in war and peace, always performed with uncommon dedication, ingenuity, and unsurpassed standards of excellence. All members of this network are thus inseparably linked for life by their service. Benefits include:

Affordable rates.

o A 12-month regular membership is

only $25, a 24-month regular term is $45, and a 36-month regular membership is a $60 value. There are even lower junior rates for currently serving soldiers and DA civilians in the following grades: PVT–SFC, 2LT–1LT, W1–W2, GS1–GS9. These lower rates are as follows: 15 months at $15, 27 months at $25, and 36 months at $35. First-time, 36-month members, and lifetime members receive a complimentary Engineer regimental coin. Lifetime membership for $300 is available with a one-time payment.

Subscription to digital Army Engineer

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Participate in award and recognition

programs.

Discounts at the Engineer Regimental Store.

Eligibility for the award of academic

scholarships. Visit www.armyengineer.com to join!



FROM THE EXECUTIVE DIRECTOR [email protected]

Dear AEA Members:

I am proud to announce that our first digital magazine is out and appears to

be working well! However, we have experienced some growing pains with

the addition of a digital format. Some of the points of friction were pointed

out in emails as well as calls I received. Your feedback is valuable so I would

ask that you please keep the emails coming. The breakdown on those points

was:

Difficulty opening the link - Due to various DOD firewalls, the ink for the magazine had been

disabled or the embedded link had been extracted. For most, it will be best to use a private email

like Gmail or Yahoo as the primary email for receiving the magazine link. If you need to update your

email address to one of these accounts, please do so through our membership portal

https://netforum.avectra.com/eWeb/StartPage.aspx?Site=AEA. As always if you have any difficulty

logging in, please contact AEA.

Preference for paper magazine - I received more than 25 emails and phone calls expressing a desire

to have a paper magazine. We will offer members the opportunity to subscribe to a paper version

of the magazine as well. A bi-monthly print copy for the year can be purchased at the membership

portal https://netforum.avectra.com/eWeb/StartPage.aspx?Site=AEA for $25. We will continue to

offer single issues to be purchased at $5 while the supply lasts.

Delayed posting on the website - Indeed it took about 24 hrs. for the magazine to be posted on the

website and the link to be posted on Facebook. The mechanics of getting the print version in the

mail and the digital issue have been rectified going forward.

AEA is striving to make progress in offering our members excellent expanded digital content. Our members

are a large component of this! Please continue to send us your stories, pictures, and videos as one of the best

sources for insight into the engineering community. Also, we rely on our members to let us know how we

can improve the Army Engineer Magazine.

Essayons,

COL (Ret) Dave Theisen, EN

Army Engineer Association

Executive Director


REGIMENTAL AWARDS

Steel SGT Lindsey P. Perry 1LT Naomie N. Joseph 1LT Christopher Lillie SSG Tyler C. Murphree SGT Dalton B. Dorminy SGT Kendall M. Williams 1LT James F. McAuliffe SSG Daniel B. Gibson SSG Gerald R. Collier CPT Drew A. Maci SSG Dale A. Tilford CPT Sean Murray CPT Quirjara Kelley CPT Danielle Blount SGT Shawn W. Steinkraus SSG Joseph A. Worrall SSG Cedric L. Hurd SSG Robert A. Sheppard SSG Brett A. Edelman SGT Cedric D. Bright CPT Nathan S. McVey CPT Robert C. Skomp SGT Justin C. Ball SGT Johnathan P. Wiernasz CPT Daniel J. McIntosh 1LT Joseph Cotton

Bronze CPT James M. Moore CDR Luis F. Longo LCDR Chase C. Smith Mr. Ezra E. Abraham CW3 Eric B. Borah MAJ Ronald L. Perrott MG David G. Bassett SFC Daryl N. Singh 1SG Timothy M. Barr SFC Angel A. Alvarez SFC Thomas J. Sturtz 1SG Anthony M. Hampe SFC Mark R. Barrus 1SG Silvio E. Calle MAJ Sharon M. Edens CSM Anthony Simms LTC Charles B. Martin Mr. Eric R. Noyes SFC Nathanial Hostetter CSM Shane G. Bonney CW3 Daniel K. Lipper Mr. Ronald J. Davis MAJ Daniel C. Buer MAJ Ryan G. Brock SFC Christopher M. Wooster SFC Erin L. McArthur SFC Jason S. Cooper MAJ James N. Griffin SSG Tautu L. Porotesano MAJ Mark S. Born MAJ James R. Williams LTC Cale D. Moody Mr. John E. English MAJ Michael W. Lee Ms. Margarett Mackie McIntosh Mr. William O. McIntosh Ms. Deanne M. Strauser

MSG Alexis Torressanoguet SFC Ammy J. Belser Mr. Jeramie V. Childers Mr. David P. Berretta Mr. Craig M. Nakajo Mr. Gary M. Seibert Mr. Jimmy D. Patel SFC Demetrius J. Moore CW3 Michael R. Brotherton LTC Chris W. Broadrick SFC Brian J. Mohr SFC Casey H. Beyersdorf LTC Brendon O. Manglos SSG Casey B. Smith CSM Andrew J. Aasen 1SG Marc M. Makela Mr. Barry E. Vessels SFC Gregory A. Guyton SFC Deadrian L. McKelvey Ms. Patrice M. Morey SFC Matthew G. Thorn LTC Jeffrey A. Koepke Silver Mr. Christian P. M. Klinefelter SGM Barry R. Moose COL Leon F. Parrott CSM Harold A. McVicker CSM Bryan Otero Essayons Mrs. Lori Pastor Kayleen Cabanayan Mrs. Jan L. Hailey Mrs. Amy Oter


Sapper Spirit SSG Bruce W. Parrish 80th TTC, 102D DIV, 12H SLC, Class 001‐18 PFC Patrick M. Hobson B Co, 169th En Bn, 12R10 Class 06‐18 PVT Tyler M. Moore‐Wilson C Co, 169th En Bn, 12W10 Class 18090 PVT Brandon M. Campbell C Co, 169th En Bn, 12W10 Class 1809 SSG Kyle D. Iverson C Co, 35th En Bn, Drill Sergeant of Cycle Class 17‐020 PVT Samantha R. Pemberton C Co, 35th En Bn, 12B OSUT, Class 17‐020 PV2 Antoine M. Greene A Co, 554th En Bn, 12N10, Class 05N PVT Cody D. Michael D Co, 169th En Bn, 12K10 Class 005 PV2 Darien Q. Terry D Co, 169th En Bn, 12K10 Class 006 PFC Andrew K. Adams B Co, 169th En Bn, 12R10 Class 07‐18 SFC Jeremiah C. Terrell 1st BDE (EN), 102nd DIV (MS), SLC, 052‐12‐C46, Class 001 SGT Angelica R. Crouch 1st BDE (EN), 102nd DIV (MS), 12B10, Class 004‐18 PV2 Orlando S. Carroll A Co, 554th En Bn, 12N10, Class 06N PVT Nathaniel P. Martinez C Co, 169th En Bn, 12W10 Class 1811 PFC Beloved B. Petit‐Frere B Co, 169th En Bn, 12Y10 Class 018‐17 1LT Jaehyeon Lee B Co, 554th En Bn, 12A Class 13‐17 SPC Lakwame Irby‐Warner C Co, 169th En Bn, 12W10 Class 1812 PV2 Michael A‐L Sliter D Co, 554th En Bn, 12N10, Class 07‐18 PFC Manuel A. Romero Penaloza B Co, 169th En Bn, 12R10 Class 018‐18 PVT Tyler LeClair D Co, 169th En Bn, 12K10 Class 18‐007 SGT Paul L. Barnes 80th TC, 12R10, Class 001 PV2 Davis B. Cross C Co, 169th En Bn, 12W10 Class 18130 PVT Daniel V. Rincon C Co, 169th En Bn, 12W10 Class 18155 SPC Jared Lausen A Co, 169th En Bn, 12D10, Class 17‐30‐A2C PV2 Katie E. Henry A Co, 554th En Bn, 12N10, Class 501 PVT Daniel E. Shade C Co, 169th En Bn, 12W10 Class 1814 PVT Mauricio L. Farias C Co, 169th En Bn, 12W10 Class 1816 PVT Matthew L. Moss C Co, 169th En Bn, 12W10 Class 1815 SGT Shawn R. Israel 1st BDE (EN), 102nd DIV (MS), ALC, 12H30, PH2 SGT Patrick H. Handley 1st BDE (EN), 102nd DIV (MS), ALC, 12H30, PH1 PVT Austin W.L. Carrell A Co, 554th En Bn, 12N10, Class 502 PFC Daniel L. Monroe B Co, 169th En Bn, 12R10 Class 09 PFC Kathleen M. Klink D Co, 554th En Bn, 12N10, Class 503 PVT Thomas R. Daniel D Co, 35th En Bn, 12B OSUT, Class 18‐001 SSG Shae K. Crush D Co, 35th En Bn, Drill Sergeant of Cycle Class 18‐001 PVT Austin H. Bish B Co, 169th En Bn, 12Y10 Class 19‐17 SGT Jackie B. Davis 80th TTC, 12K10, Class 002 SPC Lambrento Ma Arizan D Co, 169th En Bn, 12K10 Class 18‐008 PFC Mark A. Pullen, Jr. B Co, 169th En Bn, 12T10 Class 001‐18 SGT Jose M. Martin Terraza MSCoE, NCOA ALC, 12B Class 501‐18 Super Sapper CPL Luke Fursman 891st EN BN SPC Thomas G. Barone Regimental ENGR SQDN SPC Bradley Brown 365th EN BN SPC Richard Buechler 153rd EN BN SPC Drew Dockter 231st BSB SPC Justin R. Lake 854th EN BN SPC Robert E. Shook 105th EN BN PFC Julian S. Chastain 46th EN BN


Article and photos by CPT Ben M. Cox


As the United States Army continues to maintain

a footprint in Europe and the global, the ability to conduct Joint Forcible Entry (JFE) operations is paramount as threats continue to prove prevalent. The United States Army has select units that are required to remain proficient in Airfield Seizure in support of JFE Operations. These units consist of Special Operations Forces and Airborne Infantry Brigade Combat Teams. During airfield seizure operations, one of the most critical tasks is the airfield or Flight Landing Strip (FLS) clearance and repair. Engineers perform a vital role in ensuring that the buildup of combat power is possible as FLS clearance and crater repair operations are completed.

Engineers are responsible for ensuring the FLS has been cleared of all explosive and non‐explosive hazards and

has been repaired from all damage. Team Clear and Team Light Airfield Repair Package (LARP), at the engineer company headquarters is the expected task‐organization for the clearance force responsible for this type of operation. Team Clear is the combat engineer platoon that is responsible for the rapid initial assessment, visual clearing, deliberate hazard marking, and deliberate clearance. The LARP consists of a tailored construction equipment package and a section of construction engineers responsible for the actual damage or crater repair. This combined team of engineers is often referred to as Team Sapper and an engineer company commander has mission command responsibilities over the entire element.

Earth Tech, Inc.

“As a global power with global interests, the United States must maintain the credible capability to project military force into any region of the world in support of

those interests. This includes the ability to project force both into the global commons to ensure their use and into foreign territory as required.”

- Joint Operational Access Concept (JOAC), 17 January 2012


This article will share observations from a recent rotation at the Joint Multinational Readiness Center (JMRC), with an emphasis on multinational interoperability as defined by human, technical, and procedural dimensions in the Multinational Interoperability Reference Guide. Exercise Swift Response 17 was designed to demonstrate the readiness of NATO Allies to fight together in a Joint Forcible Entry environment. A key training objective for the exercise was the successful employment of a multi‐national Team Sapper during a JFE. There are three key observations that are highlighted in this article regarding the employment of a multi‐national Team Sapper.

All engineer elements were task‐organized under an Allied Infantry Parachute Regiment which was responsible for initial air land operations, establishment of the lodgment, FLS clearance and repair, and Arrival/Departure Airfield Control Group (A/DACG) operations. Early in the planning process, it was identified that the U.S. and allied engineer organizations brought unique capabilities to the fight. These capabilities were complimentary, not duplicative. Both organizations realized that combining their capabilities into a single airfield repair package was the best approach and the engineer force was postured to efficiently accomplish its assigned task. The combined LARP consisted of an Allied air‐droppable roller small SL Wacker RD27‐10, Dumper Ultra‐Light Terex TA3, CAT257B Skid Steer and U.S. Army High Mobility Engineer Excavator, D6 Bulldozer, 613C Water Distributor, 10‐ton

Dump Truck, M400 Skid Steer, and a 950B Bucket Loader. The Allied Engineer Company Commander retained mission command of Team Sapper throughout the entire initial entry process, making this rotation along with the training objectives a unique achievement for the Allied and U.S. engineers.

The mission analysis conducted by the engineers in this operation directly resulted in a more effective organization by combining critical aspects of the U.S. and allied teams to conduct the FLS clearance and repair operation. The human dimension of interoperability emphasizes the importance of generating the necessary dialog between multinational formations as early as possible and explicitly during the planning process. To ensure a seamless operation, the foundation must be set during the planning process of any operation, especially a JFE and FLS clearance.

Observation 1: A multinational Team

Sapper may be necessary to

accomplish a FLS clearance and repair


Integration of the U.S. Team LARP with the Allied headquarters sparked discussions regarding California Bearing Ratio (CBR) requirements and crater repair expectations thus highlighting a critical friction point related to standards. Differences in crater repair standards across both formations varied to a degree of four hours however, the reason for the variance was merely identified as a difference in technique. The SOP for the U.S. engineers required a CBR of 8, which allows for 100 air lands by a C‐130 for initial entry operations, while the Allied forces plan for only a few air lands, and therefore, a lower CBR of 5. The Allied Parachute Regiment emphasis is on executing limited air lands before the craters are remediated later in the operation. The U.S. engineers emphasize more intense repairs early in the operation to allow for more air lands before further remediation is required. There was a total of three craters requiring repair during the scenario, which based on the U.S. procedure, added six hours to the overall timeline.

The procedural dimension of interoperability explicitly highlights the importance of reconciling differences in techniques between multinational formations. Once Team LARP began to work in cohort with their Allied headquarters, the engineers were able to have technical discussions on differences in techniques. These exchanges led to better understanding across the organization which subsequently resulting in increased productivity. An integrated planning process is imperative to identify major variances in SOPs, CBR standards, and completion timelines for LARP operations. A second example of variances in procedures involved the sharing of intelligence. An Allied company placed pathfinders in observation posts located near the FLS. They provided critical intelligence on the obstacles and craters along the FLS back to their infantry battalion they supported. During preparations, the component of Team Sapper was located with the parent U.S. battalion headquarters. The U.S. headquarters received the critical

obstacle intelligence through an Allied liaison that was attached to their headquarters. The U.S. headquarters was focused on other operations preventing the dissemination of information to Team Sapper. The U.S. FLS engineers did not receive the obstacle intelligence until arrival in the Objective Rally Point (ORP). This delayed both Team Clear and Team LARP’s ability to effectively conduct final preparations or to adjust their plan prior to arriving on the FLS. The lack of integration was a major friction point and created an absence of information and frustration at the tactical level.

The human dimension explains the importance of establishing an effective team by organizing multinational formations that can provide the best advantage to mission success. Due to the complexity of the operation itself, the interoperability challenges and capability gaps identified early integration of liaison officers into the multi‐national staff which is critical. Battalion staffs can assist by ensuring that the command support relationship is identified and briefed to all elements task‐organized under a different headquarters, as well as, ensure that the engineer elements are co‐located for Troop Leading Procedures (TLPs) in order

Interoperability is defined as showing how a unit

tasks its organization and is the foundation for the

supporting pillars of integrating communications,

synchronizing capacities and capabilities, and

developing standards and procedures.

Observation 2: Common

understanding of the tactics,

techniques, and procedures of each

national unit is critical.


to identify all interoperability challenges and methods to solve them. This early integration will allow all partners involved to develop a synchronized plan of execution, ensure a shared understanding of combined operating procedures, and enable essential rehearsals. During the execution of the FLS clearance, differences in capabilities between the Allied and U.S. engineers were identified. When the U.S. engineers conduct a FLS clearance, an Initial Assessment Team is utilized to conduct a rapid assessment while simultaneously deliberately marking the obstacles in preparation for the clearance team to rapidly clear the obstacles. Incorporated within the Initial Assessment Team is a key component of the LARP to execute a crater repair assessment and to allow the LARP leadership the opportunity to adjust priorities before the clearance and repair operation. When the Allied engineers conduct a FLS clearance, they do not utilize an Initial Assessment Team. They expect Team Clear to utilize the obstacle intelligence received prior to the operation to establish priorities for clearance and repair by the initial team of sappers to reduce all obstacles.

The procedural dimension captures the importance of building an effective tactical organization through common understanding of capabilities as early as possible in the planning process. For this operation, one major constraint was the limited time that U.S. engineers had to integrate into the planning process that created a lack of shared understanding of unit capabilities. This contributed to the U.S. engineers having to adjust their method of FLS clearance and crater repair at the ORP, leading to a delayed operational FLS. The U.S. Army engineers were ready to execute in accordance with their normal procedures however, a combined rehearsal was

not conducted. Although a clear understanding of multinational capabilities was not achieved for this aspect of the operation, a potential way to have resolved this issue would have been through the use of capability briefs during the planning process. Units task‐organized to conduct a specific operation must integrate early to ensure a fully synchronized plan is executed that will ensure interoperability at all echelons. The U.S. and Allied engineers identified the communication suites as incompatible which was another example highlighting the importance of understanding capabilities related to technological platforms, specifically those used to communicate. Although this friction point was not identified until the engineers integrated at the assault position, the leadership was able to quickly work through the challenge and execute the FLS clearance. During the clearance operation, to mitigate the incompatible communication suite, the Team Clear Platoon Leader utilized an Allied radio operator. This enabled concise and accurate reporting over a single communication system back to the Allied Engineer Company Commander. All reports regarding the status of the operation were passed through the Allied radio operator to the Allied engineer company. The efficiency and accuracy of the reporting ensured an updated common operating picture for the Allied Regimental Headquarters, as they prepared for the initial air lands.

Observation 3: Understanding the

capabilities of specialty units is

essential.


The technical dimension highlights the importance of tactical interoperability and achievement through the integration of liaisons. The Allied engineer company commander attached a liaison to the U.S. Team Clear with the appropriate communications architecture to facilitate uninterrupted reporting. Hence, leaders at the tactical level must understand the capabilities and limitations of the various communication systems within the multi‐national headquarters.

As described throughout the article, the importance of understanding the three dimensions of

interoperability cannot be overstated. This training opportunity was as challenging as it was rewarding for the Allied and U.S. engineers. Both elements of engineers left the rotation more equipped to tackle the ever‐developing situation in their respective areas of responsibility (AOR). The lessons learned absolutely improved the versatility and interoperability required to conduct operations in a multifaceted, multi‐national force structure, where units may be asked to conduct airfield seizures in support of contingency operations.

CPT Ben M. Cox, EN is with Bravo Company O/C‐T, Joint Multinational Readiness Center,

Hohenfels as an observer, coach, and trainer.


In June of 2015 the 229th Engineer Company of the Wisconsin National Guard broke ground on what was to become a new athletic complex for the Mosinee Community Athletic Association in central Wisconsin. This endeavor is part of a multi‐year commitment to provide a service to the local community while gaining valuable experience operating engineer equipment and managing a large construction project.

In that first year, soldiers of the 229th succeeded in raising and leveling the ground for the construction of the first new softball field. The facility master plan consists of eight new baseball and softball fields, two new soccer fields, and a new access road off of the nearest highway. The project is funded in part by the Mosinee School District, but relies heavily on donations from the community and the construction efforts of the National Guard.

The 229th returned to Mosinee in June of 2016, this time with additional help from soldiers of the 173rd Engineer Battalion. The second year of the project focused on completing the construction of the softball field that begin the previous year, starting construction on a new baseball field, clearing and leveling of the new road, and excavating for drainage improvements on the project site. The scope of the project allowed for excellent training on all types of engineer equipment including dozers, graders, scrapers, and excavators. The opportunity to combine training with a service to a Wisconsin community boosted the morale of the soldiers, who could see the value of the work they were doing. In addition, this project helped build relationships between the National Guard and the people of Mosinee who were eager to use this new facility that would have never been possible without the work of the 229th.

Less than a month after the completion of Annual Training in 2016, parts of northern Wisconsin experienced torrential rain and subsequent flooding that prompted Governor Scott Walker to declare a State of Emergency in nine counties. The 229th

Engineer Company, along with

some other elements of the 724th Engineer Battalion

comprised part of a task force to help assess the flood damage and begin repairing town and county roads to restore access between rural areas and the main highways. The combined effort between the National Guard, the Department of Transportation, and Wisconsin Emergency Managements allowed for a swift assessment of over $25 million in damaged infrastructure at 180 different sites that was spread out over hundreds of square miles. Immediately following the assessment was a month‐long road repair effort that proved critical to helping people regain access to their homes and towns on roads that had been completely washed out by flooding.

By 1LT Ryan D. Brick. All photos courtesy of the State of Wisconsin


ARMY ENGINEER MAGAZINE | MARCH / APRIL 2018

15

In July of 2017, the 229th returned to Mosinee for the third time to continue the athletic facility construction project for both the training value and community benefit. With the help of the 173rd, once again, the 229th was able to successfully complete the earthwork for the second baseball field, cut a 400‐foot drainage ditch, fill an old borrow pit to become a new soccer field, and complete final grading of the new road and retention ponds. The community, which began using the new facilities the previous year, showed their gratitude by hosting a cookout for the National Guard soldiers at the local fire department where the townspeople and school district personnel served the soldiers free meals and personally thanked them for the work they had done.

As the 2017 Annual Training neared completion and the 229th was preparing to return its equipment to Ft. McCoy, the State asked once again for volunteers to complete a road clearing mission in response to flood damage in southeast Wisconsin. The 229th responded with 12 volunteers the following day. These volunteers cleared roads at three sites around the town of Portland, Wisconsin to make the roads safer to travel and help minimize the damage caused by future rainfall. In the last three years, the 299th Engineer Company has utilized its training events to engage with communities in the state and has served Wisconsin well on State Active Duty during times of emergency.

1LT Ryan D. Brick is with the 229th Horizontal Engineer Company and is the assistant officer in charge of the project which is in support of Community Engagement Training and State Active Duty programs.


SUPPORTING FIRM MEMBERS

ANNUAL: Black & Veatch Comanche Nation Construction Critical Solutions International Dawson & Associates Defense Products Marketing, Inc. DRS Sustainment Systems, Inc. Ensign-Bickford Aerospace & Defense Johnson Controls, Inc. Kenco Corporation Lockheed Martin - Gyrocam Systems Nichols Liu LLP Project Time & Cost, LLC QinetiQ – North America STV, Inc. Summit Technology, Inc. Technology Advancement Group, Inc. Trail King Industries Tsay / Ferguson - Williams USAA Vectrus PERMANENT: AAR Mobility Systems AECOM Acrow Bridge Alliant Techsystems, Inc. – ATK ARCADIS U.S., Inc Asset Group, Inc. Avila Government Services, Inc. B.L. Harbert International BAE SYSTEMS Battelle Memorial Institute Bechtel National, Inc. BRTRC Technology Research Corp. CM Integrations, LLC Case Construction Equipment Caterpillar Inc. CDM Federal Programs Corporation CH2M Hill, Inc. Cherry Hill Construction, Inc. City of Rolla Crawford Consulting Services, Inc. Deschamps – Mat Systems, Inc. Dewberry DIRTT Environmental Solutions Dynamac International, Inc.

Earth Tech, Inc. EOIR Technologies, Inc. Environmental Chemical Corporation EZ Info, Inc. FAUN TRACKWAY USA, Inc. Faircount, LLC First Command Financial Planning Fluor Daniel, Inc. Freightliner LLC Gehrlicher Solar America Corp General Dynamics Land Systems Granite Construction HDR Engineering, Inc. Horne Engineering Services, Inc. Huitt-Zollars, Inc. Ingersoll-Rand Company

J. W. Morris, Ltd. Jacobs Engineering Group, Inc. John Deere & Company KBR – Kellogg Brown & Root Kipper Tool Kockums – KKRV Leo A. Daly Lindbergh & Associates, LLC Mabey, Inc. MAN Technologie AG Michael Baker Corporation MWH Americas, Inc. National Security Associates, Inc NIITEK, Inc. NITAR, LLC Northrop Grumman IT Intelligence Group (TASC) Oshkosh Defense Pangea, Inc. Parsons Parsons Brinckerhoff, Inc. PBS&J Pearson Engineering Polu Kai Services Pulaski County Tourism Bureau Phantom Products, Inc. Plexus Scientific Corporation RMA Land Construction, Inc. Society of American Military Engineers Schiebel Technology, Inc. Sellers-Sexton, Inc. Sevenson Environmental Services, Inc. Stronghold Engineering, Inc. Systems & Electronics, Inc. Tactical Lighting Solutions Taylor Engineering, Inc.

TEREX Corporation Tetra Tech, Inc. TEXTRON Systems Corporation The Louis Berger Group, Inc. The Sandbagger Corporation The Shaw Group, Inc. The SKE Group The SPECTRUM Group

Trimble Turner Construction Company United Services Automobile Association URS Corporation Versar, Inc. Volvo Construction Equipment, Inc. WFEL Ltd. Zodiac of North America, Inc.


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Cat® 323 with electro-hydraulic controls integrates next generation technology with semi-autonomous features.

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A leader in the power generation marketplace with systems engineered to deliver unmatched durability, reliability and value. We provide power in mobile applications, standby power for critical loads and as a prime power source in remote installations worldwide.

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Caterpillar defense will be inside

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exhibition on april 16-19

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visit catdfp.com

Caterpillar Inc. is the world’s foremost manufacturer of engines, earthmoving,

construction and material-handling equipment. We draw on a rich

heritage of reliable solutions with the biggest, toughest machines.

323 HydraulicExcavator

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We look for innovative ways to improve the supply chain, optimize operational readiness and support products for their total lifecycle through a worldwide dealer network.

Cat® 323 with electro-hydraulic controls integrates next generation technology with semi-autonomous features.


Quebradillas, Puerto Rico, January 19, 2018 ‐ Part of the Guajataca Dam collapsed after the impact of Hurricane María in Puerto Rico. USACE installed a system of water pipes that regulate water levels and at the same time allows the distribution of water service to residents of the West Coast area. Photo courtesy of Eduardo Martinez/FEMA.


21

Hurricane Maria struck Puerto Rico on September 20th as a Category 4 storm with maximum sustained winds over 150 mph. The storm dropped over 20 inches of rain, causing at least 49 deaths on the island and crippling virtually all the island’s infrastructure systems. On September 30th, New England District team members joined the Jacksonville District, Mobile District, and other DoD personnel on the island to help stabilize a dam in danger of breeching and to provide clean drinking water to residents. The Guajataca Dam was constructed in the 1920’s to create Lake Guajataca. The lake is used as a water source to produce drinking water for 250,000 people in three different municipalities. The 1,000‐foot‐wide earthen dam is owned and operated by the Puerto Rico Electrical and Power Agency (PREPA). After the storm, the water level in the lake quickly rose to flood stage and water started to flow over an emergency spillway. The massive volume of water flow over the spillway did not do damage to the earthen dam but exceeded the capacity of the concrete lined spillway so it began eroding and crumbling. The erosion and undermining began at the leading edge of the spillway and began to progress back towards the dam. Complete failure of the dam was imminent if the erosion continued. The damage at the spillway also severed the water connections to all three water treatment plants downstream of the dam which left over 250,000 residents without clean water.



21

Hurricane Maria struck Puerto Rico on September 20th as a Category 4 storm with maximum sustained winds over 150 mph. The storm dropped over 20 inches of rain, causing at least 49 deaths on the island and crippling virtually all the island’s infrastructure systems. On September 30th, New England District team members joined the Jacksonville District, Mobile District, and other DoD personnel on the island to help stabilize a dam in danger of breeching and to provide clean drinking water to residents. The Guajataca Dam was constructed in the 1920’s to create Lake Guajataca. The lake is used as a water source to produce drinking water for 250,000 people in three different municipalities. The 1,000‐foot‐wide earthen dam is owned and operated by the Puerto Rico Electrical and Power Agency (PREPA). After the storm, the water level in the lake quickly rose to flood stage and water started to flow over an emergency spillway. The massive volume of water flow over the spillway did not do damage to the earthen dam but exceeded the capacity of the concrete lined spillway so it began eroding and crumbling. The erosion and undermining began at the leading edge of the spillway and began to progress back towards the dam. Complete failure of the dam was imminent if the erosion continued. The damage at the spillway also severed the water connections to all three water treatment plants downstream of the dam which left over 250,000 residents without clean water.


The dam is located in the mountainous jungle typical of the island’s interior region with approximately 200 homes that lie within the downstream flood plain. The storm downed trees and power lines, crippled cell towers, and caused landslides and flooding on roads all around the dam. One landslide blocked the 96‐inch ‐outlet pipe of the dam that restricted the normal flow of water out of the lake to the Guajataca River. When local officials became aware of the deteriorating conditions at the dam, a flash flood warning was posted, and all residents were evacuated from vulnerable homes downstream of the dam. Without any electrical power or functional communication systems, local police and fire personnel had to go door‐to‐door to warn residents.

Personnel working for PREPA did what they could to get the gates in the outlet pipes open in an effort to lower the water level in the lake. Water flowing over the spillway continued to undermine and destroy sections of the concrete spillway, threatening the integrity of the entire dam. Realizing that the work required at the dam exceeded their capabilities, PREPA reached out to the Puerto Rico Emergency Management Agency and FEMA for help. FEMA tasked the Corps of Engineers to provide subject matter expertise and management to advise PREPA on potential

means and methods to stabilize the Guajataca Dam. The USACE Recovery Field Office, was established to respond to Hurricane Maria and an engineering team from Jacksonville District quickly conceived a plan that would be executed in phases. Phase 1 included immediate measures to lower the water level in Lake Guajataca to a level below the spillway crest and stabilize the eroding spillway. Phase 2 included work to further stabilize and anchor the remaining sections of the damaged spillway to make it functional even if conditions caused the lake’s water level to rise again and start spilling. Phase 3 of the plan would require a large construction project to build a new and improved the emergency spillway and repair all of the known damage to the dam.

Phase 1 began with work to remove landslide material in the river channel that was obstructing the discharge from the 96‐inch outlet works pipe. Maximizing discharge from the existing outlet pipe was important to lower the water level in the lake. Jacksonville District quickly awarded an emergency contract to have ten large pumps transported and set up at the dam. Each 18‐inch pump in the contract had a capacity to discharge up to 25 cubic feet per second. To expedite pump installation, the first two of the 18” pumps were flown to Puerto Rico on

Photo by John MacPherson, Cape Cod Canal


military aircraft with the rest arriving via barges. The next task of Phase 1 was to place some type of hard material into the active erosion area to dissipate the energy of water that continued to flow over the spillway. Based on availability, concrete Jersey barriers were selected as the material to be placed at the leading edge of the damaged spillway. The method of placing the barriers, however, presented a challenge, as the area was out of reach of any excavator or crane that could make it to the dam. DoD quickly stepped up with a solution for placement. Marines from the 26th Marine Expedition Unit used CH53 Sea Stallion helicopters to lift and deliver the concrete barriers. The barriers were trucked to the crest of the dam, sling loaded below the helicopters, and released into the eroding area of the spillway. The marines placed a total of 505 barriers over several days of flying helicopters that mobilized off of the Naval ship Kearsarge.

With the concrete barriers in place, the next task was to further minimize the active erosion by constructing a check dam across the spillway area downstream of the concrete barriers. The purpose of the check dam was to create a plunge pool that would slow the velocity of any water that flowed over the spillway. Super‐size sand bags, with integrated lifting straps that could each hold one cubic yard of sand, were selected as the material to construct the check dam. FEMA was able to quickly deliver 1,800 of the sand bags to the island via military aircraft. Placement of the sand

bags were again another challenge where the DoD stepped up with a solution. CH‐47 Chinook tandem‐rotor, heavy‐lift helicopters flown by Army National Guard units from Pennsylvania and Georgia were used to lift and place 1,338 of the sand bags at the dam. USACE personnel on the ground directed locations for the bags since precise placement of the sand bags was important to ensure that the dam would hold a pool of water. The loaded sand bags were hooked up to the helicopters at a small airfield about 20 minutes from the dam and then flown to the dam to be placed. The CH47’s delivered the sand bags in groups of four and eight at a time.

Roads in the vicinity of the dam were narrowed with numerous trees, debris, and downed power lines. After some debris removal on local roads, the dam owner, PREPA, was able to mobilize an excavator to the site and arrange for delivery of rock materials from a local quarry. Traversing the roads, particularly with large trucks, was a challenge. The main access road to the dam had one section that remained flooded for weeks after the hurricane’s landfall. Getting rock materials to the dam was critical to reinforce and harden the side slopes of the eroding area. PREPA and FEMA again reached out to the DoD for support in getting rock materials delivered to the dam. Most local trucks were fully engaged in other recovery work to remove debris or distribute food, water, or other essential supplies. The 130th Engineer Battalion of

Photo by John MacPherson, Cape Cod Canal


Puerto Rico’s Army National Guard (130th EN BN) with support from the 44th Infantry Brigade Combat Team (44th IBCT) were tasked with hauling stone from a local quarry. Soldiers using 10‐ton dump trucks travelling in convoys delivered over 100 tons of rock material per day to the dam. The 130th EN BN with support from 44th IBCT worked alongside PREPA civilian work crews as well to clear obstructions and landslide material from a canal that was necessary to re‐establish the flow of water from the lake to downstream treatment plants. To help with short term water distribution, the Army’s 3rd Expeditionary Sustainment Command (3rd ESC) mobilized Reverse Osmosis Water Purifying Units (ROWPU’s) to a location adjacent to Lake Guajataca. Soldiers from 3rd ESC pumped water from the lake and filtered it through the ROWPU to produce clean water. Local residents in the remote communities near the

dam picked up the clean water in improvised bulk containers and smaller containers that were made available from FEMA.

The emergency stabilization work at Guajataca Dam was a unified effort performed by municipal, government, and non‐governmental organizations. The work performed by DoD demonstrates the unique capabilities that well‐trained and prepared troops can offer FEMA during Defense Support to Civil Authorities (DSCA) events. The New England District personnel that supported work at the dam as part of the Joint Forces Land Component Command (JFLCC) includes COL William Conde, Mr. Mark Anderson, CPT Steve Kraus, Mr. John MacPherson, MAJ Sonny Avichal, and Mr. Joe Mazzola.

Mr. John McPherson is with The U.S. Army Corps of Engineers New England District and Cape Code Canal’s Assistant Manager.

Michael [email protected]

As of February 2018

Caterpillar Silver de Fleury Medal Caterpillar, Inc. sponsors a special Silver Order of the de Fleury Medal for officially retired members of the Regiment who retired from service between 1945 and 1975. The Army Combat Engineer Sergeants (ACES) Award This award recognizes the best Engineer Squad Leader/Section Sergeant in every Engineer Battalion, Separate Engineer Company/Detachment — Active, National Guard and Reserve component. Best Platoon Leader Award The award recognizes the top Engineer Platoon Leaders in the Army, Active and Reserve Components. Trimble is the sponsor of this award. Van Autreve Award The award is named to honor former Sergeant Major of the Army Leon Van Autreve and recognizes the Engineer Soldier of the Year in the Army active and reserve components. Battelle Memorial Institute provides support to this program. Super Sapper Awards This award is recognition of the Best Engineer Junior Ranking Soldier in each battalion or separate company size unit in the force. BAE Systems sponsors these awards. Flowers Award for Best Sapper Team AEA supports an award to the best team in the annual "Best Sapper" competition held at Fort Leonard Wood, Missouri. Participation in the event is managed through the efforts of the cadre in the Engineer School's Sapper Leader Course. Teams of two come from throughout the force and undergo a rigorous multi‐day series of competitive events that require demonstration of the highest level of physical fitness, mental stamina and ability to successfully perform a large number of combat and other engineer tasks. The award is represented by a bust of LTG (Ret) Robert Flowers, the 50th Chief of Engineers, and the person most responsible for the recognition of Army Sappers in relation to other high skill areas such as Ranger and Special Forces. KBRWYLE is the sponsor of this award. Best Warrant Officer Award This award recognizes the top Engineer Warrant Officer in the Army, Active and Reserve Components. Kipper Tool provides support to this program with a plaque‐type memento. Best Civilian Award This award recognizes annually the best civilian in the Engineer Regiment and is sponsored by LTG (Ret) John W. Morris. Dawson & Associates is the sponsor of this award. OCS Hall of Fame Any graduate of Officer Candidate School (OCS) who attains the rank of colonel or higher and served as an Engineer or is awarded the Silver Star, Distinguished Service Cross, or Medal of Honor is eligible for induction into the Engineer OCS Hall of Fame.

AEA is proud to support the Regiment as they acknowledge contributions to the regiment, the Army, and the nation. Please go to armyengineer.com to

discover how you can participate.


Things Are Looking

Up at Arctic Air Base By JoAnne Castagna, Ed.D.

Recent missile threats to the United States has the U.S. Military looking up to its northern most installation in Thule Air Base, Greenland. It's there that the U.S. Air Force monitors the skies for missiles from its Arctic location which is strategically positioned at the halfway point between Washington, D.C. and Moscow.

"Thule's unique location makes it a key asset to the United States however, its unique environment makes it a difficult asset to maintain," said Dan Rodriguez, acting‐Deputy Base Civil Engineer, Peterson Air Force Base. The U.S. Army Corps of Engineers, New York District is doing something to address both of these areas. They are performing a major base consolidation that will save energy, tax‐payer money, and most importantly improve U.S. Air Force readiness. Thule pronounced "Two Lee" is Latin for northern most part of the inhabitable world. Thule Air Base is located in the northwestern corner of Greenland, in coastal valley 700 miles north of the Arctic Circle and 950 miles south of the North Pole. For over half a century, the base has been home to active‐duty Air Force members who live and work in this remote and harsh environment to perform national security.

In the early 1950's, the base's main mission was to be an aircraft refueling stop and it was home to 10,000 U.S. military airmen. During the Cold War Era, the base's mission changed and is now performing missile warning and space surveillance for the United States. Throughout time, the Army Corps under extreme arctic weather conditions, has helped the base fulfill this mission by constructing many structures that have been spread throughout the entire base to include several dormitories, an aircraft runway, taxiways and aprons, and even a medical facility. Now the Army Corps is consolidating and modernizing the base. Today, the base is home to 650 personnel ‐ 200 are U.S. Military and the rest are Danish and Greenlandic residents. Many of the original buildings are still in use, but are too distributed by distance, have become severely weatherworn, and waste energy and fuel to heat.

Photo courtesy of Mikael Larsen, Thule Air Base

The U.S. Air Force, like the rest of the U.S.

Military, has been on a mission to save energy. Because of this, they decided to call on the Army Corps to consolidate Thule base. The consolidation effort will reduce the size of the base by 40 percent. For instance, since buildings are quite a distance from the base's central heat plant, maintaining them takes long pipes to transport heat to these old buildings. "Much energy and money will be save

by not heating those archaic facilities," said Stella Marco, project manager, New York District, U.S. Army Corps of Engineers. The Army Corps is doing this by demolishing 31 old buildings and constructing new structures closer together in the central area of the base where essential services are located including the airfield and hangars, dining facility, and hospital.

In the winter, temperatures can be as low as minus 30 degrees Fahrenheit. Construction takes place during the summer and autumn months when the temperature is a "balmy" 40 degrees Fahrenheit. It is also during this time of year that there is sufficient daylight. Because of Thule's proximity to the North Pole, the region has 24‐hours of sunlight from May thru August and 24‐hours of darkness from November thru February. In addition, the warmer weather makes it possible to break up the iced in shipping lanes. This allows cargo ships into port that are supplied with fuel and building materials.

Typical ground preparation for buildings. Foundation is dug and replaced with non‐frost susceptible fill & insulation to keep the permafrost at a cold temperature. Photo courtesy of Per Aarsleff A/S.


Things Are Looking

Up at Arctic Air Base By JoAnne Castagna, Ed.D.

Recent missile threats to the United States has the U.S. Military looking up to its northern most installation in Thule Air Base, Greenland. It's there that the U.S. Air Force monitors the skies for missiles from its Arctic location which is strategically positioned at the halfway point between Washington, D.C. and Moscow.

"Thule's unique location makes it a key asset to the United States however, its unique environment makes it a difficult asset to maintain," said Dan Rodriguez, acting‐Deputy Base Civil Engineer, Peterson Air Force Base. The U.S. Army Corps of Engineers, New York District is doing something to address both of these areas. They are performing a major base consolidation that will save energy, tax‐payer money, and most importantly improve U.S. Air Force readiness. Thule pronounced "Two Lee" is Latin for northern most part of the inhabitable world. Thule Air Base is located in the northwestern corner of Greenland, in coastal valley 700 miles north of the Arctic Circle and 950 miles south of the North Pole. For over half a century, the base has been home to active‐duty Air Force members who live and work in this remote and harsh environment to perform national security.

In the early 1950's, the base's main mission was to be an aircraft refueling stop and it was home to 10,000 U.S. military airmen. During the Cold War Era, the base's mission changed and is now performing missile warning and space surveillance for the United States. Throughout time, the Army Corps under extreme arctic weather conditions, has helped the base fulfill this mission by constructing many structures that have been spread throughout the entire base to include several dormitories, an aircraft runway, taxiways and aprons, and even a medical facility. Now the Army Corps is consolidating and modernizing the base. Today, the base is home to 650 personnel ‐ 200 are U.S. Military and the rest are Danish and Greenlandic residents. Many of the original buildings are still in use, but are too distributed by distance, have become severely weatherworn, and waste energy and fuel to heat.

Photo courtesy of Mikael Larsen, Thule Air Base

The U.S. Air Force, like the rest of the U.S.

Military, has been on a mission to save energy. Because of this, they decided to call on the Army Corps to consolidate Thule base. The consolidation effort will reduce the size of the base by 40 percent. For instance, since buildings are quite a distance from the base's central heat plant, maintaining them takes long pipes to transport heat to these old buildings. "Much energy and money will be save

by not heating those archaic facilities," said Stella Marco, project manager, New York District, U.S. Army Corps of Engineers. The Army Corps is doing this by demolishing 31 old buildings and constructing new structures closer together in the central area of the base where essential services are located including the airfield and hangars, dining facility, and hospital.

In the winter, temperatures can be as low as minus 30 degrees Fahrenheit. Construction takes place during the summer and autumn months when the temperature is a "balmy" 40 degrees Fahrenheit. It is also during this time of year that there is sufficient daylight. Because of Thule's proximity to the North Pole, the region has 24‐hours of sunlight from May thru August and 24‐hours of darkness from November thru February. In addition, the warmer weather makes it possible to break up the iced in shipping lanes. This allows cargo ships into port that are supplied with fuel and building materials.

Typical ground preparation for buildings. Foundation is dug and replaced with non‐frost susceptible fill & insulation to keep the permafrost at a cold temperature. Photo courtesy of Per Aarsleff A/S.


The main structures that are being constructed are dormitories for non‐commissioned officers who are visiting or are on temporary duty at Thule. Presently, the Army Corps is working on 5 dormitory projects. This includes constructing flattop and high‐rise dormitories and renovating 636 existing dorm rooms. The Army Corps is also constructing a base supply and civil engineering shop and a vehicle maintenance, pavements, and grounds facility. Other possible projects include expanding the base's air passenger terminal and air freight terminal. These new and renovated buildings are going to be heated with an upgraded heating system. The base's heating plant is receiving new more energy efficient exhaust gas heat recovery boilers and engines. The new system will recover waste heat from the engines for production of steam to the steam distribution system that is being converted to a hot water system.

Ultimately, the consolidation effort is to benefit the Airmen protecting our Nation. Rodriguez stated, "The consolidation will provide Airmen improved support because they are receiving

modernized facilities and the buildings will be closer together. It's great to see the project funded and in the works." Performing construction in an Arctic environment is challenging and the Army Corps is an expert on this after having performed work for the base for over half a century. Consolidation is always good as a way to save energy and money, but it is even more important in the Arctic. "At such a remote and cold location, construction, maintenance and utility costs are very high," said Markus Tyboroski, Site Support Engineer, Thule Air Base. "For example, it costs three times as much to build a new facility at Thule as compared to an average location in the United States and annual fuel costs for power and heating are $12 million." This consolidation, will result in reduced base operation and maintenance costs and will provide energy savings," said Rodriguez. "It's estimated that there will be an energy reduction of 35 percent. Since 2009, when the consolidation was starting up, the base has saved almost $37 million in energy savings and in base operating costs."

M‐Plant, Thule's main power plant that houses the latest energy efficient exhaust gas boilers. Photo courtesy of USACE.


When winter arrives, workers begin interior construction. This work includes constructing mechanical, electrical, plumbing and fire protection systems that are designed to withstand extreme frigid sub‐zero temperatures. Building materials include prefabricated parts so that the workers can perform construction rapidly. Materials include concrete foundations, insulated steel and metal walls and roof panels.

Construction Challenges in the Arctic Most of northern Greenland is covered with permafrost, which is permanently frozen ground ‐ ranging from 6 to 1,600 feet in depth. This requires structures to be constructed with a special elevated Arctic foundation. If buildings are not constructed off of the ground, the heat from inside the building can melt the permafrost, making the ground unstable and causing buildings to sink. Buildings are elevated three feet from the ground with the use of spread footings that go down about 10 feet deep and concrete columns that come up and support the floor system above the ground.

Top: Bldg. 103. The first 72 room dormitory built to modern standards for Junior & Senior Non‐Commissioned Officer's. Photo courtesy of USACE.

Bottom: All buildings at Thule are built off the ground to allow for circulation of the cold air under the facilities to keep the permafrost

ground cold. Photo courtesy of Per Aarsleff A/S.

Dr. JoAnne Castagna is a Public Affairs Specialist and writer for the U.S. Army Corps of Engineers, New York District. She can be contacted at [email protected].

When winter arrives, workers begin interior construction. This work includes constructing mechanical, electrical, plumbing and fire protection systems that are designed to withstand extreme frigid sub‐zero temperatures. Building materials include prefabricated parts so that the workers can perform construction rapidly. Materials include concrete foundations, insulated steel and metal walls and roof panels.

Construction Challenges in the Arctic Most of northern Greenland is covered with permafrost, which is permanently frozen ground ‐ ranging from 6 to 1,600 feet in depth. This requires structures to be constructed with a special elevated Arctic foundation. If buildings are not constructed off of the ground, the heat from inside the building can melt the permafrost, making the ground unstable and causing buildings to sink. Buildings are elevated three feet from the ground with the use of spread footings that go down about 10 feet deep and concrete columns that come up and support the floor system above the ground.

Top: Bldg. 103. The first 72 room dormitory built to modern standards for Junior & Senior Non‐Commissioned Officer's. Photo courtesy of USACE.

Bottom: All buildings at Thule are built off the ground to allow for circulation of the cold air under the facilities to keep the permafrost

ground cold. Photo courtesy of Per Aarsleff A/S.

Dr. JoAnne Castagna is a Public Affairs Specialist and writer for the U.S. Army Corps of Engineers, New York District. She can be contacted at [email protected].

29


MG John S. Wood, 2nd commander of the 4th AD

Constituted 15 August 1917 in the National Army as the 2 4th Engineers (Supply and Shop Regiment) and organized at Camp Dix, New Jersey during November 1917 (Companies C, D and E organized in September as Companies F, D and E, 26th Engineers and transferred to the 24th Engineers in November; Company F organized as Company F, 25th Engineers and transferred to the 24th Engineers in November; remainder of regiment organized new). Demobilized 3 June 1919 at Camp Jackson, South Carolina. Reconstituted 18 October 1927 in the Regular Army as the 24th Engineers (General Service). Redesignated 13 January 1941 as the 24th Engineer Battalion (Armored) and assigned to the 4th Armored Division. Activated 15 April 1941 at Pine Camp, New York. Redesignated S January 1942 as the 24th Armored Engineer Battalion. (Company D withdrawn 10 September 1943 and disbanded 10 November 1943; Company E redesignated 10 September 1943 as the 988th Engineer Tread- way Bridge Company). Inactivated 21 April 1946 at Camp Kilmer, New Jersey. Activated 15 June 1954 at Fort Hood, Texas. Redesignated 1 April 1957 as the 24th Engineer Battalion. Inactivated 10 May 1971 in Germany.


MG John S. Wood, 2nd commander of the 4th AD

Constituted 15 August 1917 in the National Army as the 2 4th Engineers (Supply and Shop Regiment) and organized at Camp Dix, New Jersey during November 1917 (Companies C, D and E organized in September as Companies F, D and E, 26th Engineers and transferred to the 24th Engineers in November; Company F organized as Company F, 25th Engineers and transferred to the 24th Engineers in November; remainder of regiment organized new). Demobilized 3 June 1919 at Camp Jackson, South Carolina. Reconstituted 18 October 1927 in the Regular Army as the 24th Engineers (General Service). Redesignated 13 January 1941 as the 24th Engineer Battalion (Armored) and assigned to the 4th Armored Division. Activated 15 April 1941 at Pine Camp, New York. Redesignated S January 1942 as the 24th Armored Engineer Battalion. (Company D withdrawn 10 September 1943 and disbanded 10 November 1943; Company E redesignated 10 September 1943 as the 988th Engineer Tread- way Bridge Company). Inactivated 21 April 1946 at Camp Kilmer, New Jersey. Activated 15 June 1954 at Fort Hood, Texas. Redesignated 1 April 1957 as the 24th Engineer Battalion. Inactivated 10 May 1971 in Germany.


AEA is grateful to all of the contributors to the Guardians of the Castle Drive 2017-2018

COL (Ret) Walter Bell COL (Ret) Ronald Dabbieri COL (Ret) Edward Gibson

COL (Ret) Daniel Grey COL (Ret)Robert Melchior COL Danielle Ngo

LTG (Ret) Max Noah MG (Ret) Pat Steven

MAJ (Ret) Claudia Akroyd COL (Ret) John Booth COL Robert Brown LTC (Ret) Richard Comiso COL (Ret) Ralph Danielson CW5 (Ret) Thomas Douglass MG (Ret) Michael Eyre COL (Ret) Nick Flannery MG (Ret) Russell Fuhrman MG (Ret) Al Genetti, Jr. MG (Ret) Clair Gill COL William Harvey

COL Todd Higgins COL (Ret) Thomas Hunter MG Milton Hunter COL James Lammie COL (Ret) Stanley Meeken LTG (Ret) David Melcher COL Jerry Mohr LTC (Ret) Stanley Murphy COL (Ret) Timothy O'Rourke MG (Ret) James Ray COL Thomas Reth COL (Ret) Timothy Sanford

LTC (Ret) Stephen Shepard COL (Ret) Houng Soo Dr. Bory Steinberg COL (Ret) William Vogel Mr. Frank Weinberg COL (Ret) Robert Whitehead COL Daniel Wilson

Gold Patriot

Silver Patriot


Mr. Robert Adamski COL (Ret) Frank Akiyama COL Charles R. Alexander, Jr. COL Robert Baldwin BG (Ret) Dale Barber LTC (Ret) Todd Barnes LTC (Ret) Robert Bassler BG (Ret) E. Beckette BG Ernest Brockman MG (Ret) Robert Bunker LTC Michael Burchett COL Thomas Burleson COL (Ret) Robin Cababa Mr. Joseph Calcara LTC (Ret) Robert Candido MG (Ret) Randal Castro COL Edward Chamberlayne BG Paul Chinen LTC (Ret) Buckner Creel LTG (Ret) Charles Dominy MAJ (Ret)William Farr COL Larry Fulton COL Carl Gehring BG (Ret)E J Giering, III COL (Ret)Kent Gonser COL Richard Gorski LTC Peter Grass LTG (Ret) Ernest Graves COL (Ret) Ralph Grieco LTG (Ret) William Grisoli 1SG David Gustavsen COL (Ret) William Haight COL Phil Hall LTC David Hartley Dr. James Hearn BG William Heffron CSM (Ret) Robert Henson

CSM Reginald Hill COL (Ret) John Holler COL Rodney Irey SFC Gregg Kimbell COL (Ret) Robert Kirby BG (Ret) Robert Lee COL William Licht COL (Ret) Mark Loring COL (Ret) Vernon Lowrey COL (Ret) James Lyles MAJ Kevin Mahoney LTC Steven Maslansky COL Stephen Massey MG (Ret) Darrel McDaniel MG (Ret) Charles McGinnis LTC (Ret) James Metalios COL (Ret) Joseph Migneault Mr. Philip Morris COL (Ret) Michael Morrow COL (Ret) Charles Myers MG (Ret) William Navas COL (Ret) Hugh Nelson COL (Ret) John Norwood COL Craig Odekirk COL (Ret) Donald Pawlowski MG (Ret) John Peabody MAJ Kelvin Pennill Mr. Larry Poe LTC (Ret) Mark Potter LTC (Ret) Raymond Powell COL (Ret) Lee Pryor LTC (Ret) Gordon Quesenberry COL (Ret) Robert Reardon COL William Reyers COL Terry Rice COL Earle Richardson

SPC (Ret) Robert Ritz COL Norman Rosen LTC (Ret) Harry Rossander COL (Ret)Michael Rossi LTC (Ret)Robert Rush COL (Ret) Jerry Samples LTG (Ret) Daniel Schroeder LTC (Ret) James Shamblen MAJ Stephen Short COL Grant Smith COL (Ret) Charles Smithers LTC (Ret) Kenneth Steele MAJ Forrest Tarleton COL (Ret) David Theisen 1SG (Ret) Rayburn Toy COL Robert Vasta 1SG (Ret) Michael Vitale COL (Ret) Robert Wallace COL (Ret) James Wank COL (Ret) Stuart Williams COL (Ret) Robert Wood BG (Ret) Roger Yankoupe


Castle Patriot



Mr. Henri Arraj COL John Brown COL (Ret) Lloyd Brown Dr. Virgie Cole‐Mahan LTC (Ret) Bruce Cowan COL (Ret) Cleatus Cox COL (Ret) Richard Curl Mr. Richard Davis LTC Robert Dunn LTC Billy Frost COL Carl Gehring MG Stanley Genega LTC (Ret) Frank Geraci COL (Ret) Michael Herman COL Charles Hines

Mr. Kenneth Kiel BG (Ret) Michael LePeilbet COL Marcie Lombard LTC (Ret) William Marsh CSM (Ret) Lawrence Mead COL Dale Means LTC (Ret) Thomas Meler COL Mark Meranda SPC Douglas Murphy Mr. Patrick O'Brien Mr. Mark Ohlstrom BG Jude Patin COL A. William Pulket SFC Mark Romo BG Harry Roper

COL (Ret) James Rowan COL (Ret) William Ryan CSM (Ret) Alan Schlie Mr. Brian Seguin CSM (Ret) Robert Seiler COL (Ret) James Shumway Mr. Russell Struckman LTC Frank Tedeschi COL (Ret) Charles Thomas BG Tracy Thompson COL (Ret) John Thomson Mr. Don Tomajan MAJ (Ret) Francis Turner COL David Wong COL Floyd Wright

Mr. Charles Barton SFC (Ret) Eric Blystone LTC (Ret) Richard Boston COL Douglas Brown COL (Ret) Harold Carlson COL Narciso Cruz SFC (Ret) Clyde Gay

CW2 (Ret) Ben Gottfried BG William Graham LTC Ronald Hughes Mr. Arthur Janecka LTC Mark Johnston COL Kerry Kachejian CSM Butler Kendrick

LTC (Ret) Harold Morgan LTC R. Darren Payne MAJ Todd Reed COL (Ret) Robert Shields CPT Michael Slonake

Mr. Verdi Adam

COL Michael Clancy

Mr. John Meador

Castle Captain

Castle Crusader

Castle Sentinel


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Executive Office

Washington DC Metro Region

President: MG (Ret) Russell L. Fuhrman | Executive Director: COL (Ret) David Theisen

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Director: CSM (Ret) Julius Nutter




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Documents

ARMY ENGINEER MAGAZINE MARCH / APRIL 2018 1...CSM GLENN STINES, USA (Ret) 573.329.3203 Voice/FAX [email protected] ARMY ENGNEER MAGAZINE EDITOR MS. LINDA S. MITCHELL 703-428-7084