National Défense B-GG-005-004/AF-015

Defence nationale

MILITARY ENGINEER SUPPORT TO

CANADIAN FORCES OPERATIONS
(BILINGUAL)

(Supercedes B-GG-005-004/AF-015 dated 1996-06-01)

Issued on Authority of the Chief of the Defence Staff

Publiée avec l'autorisation du Chef d'état-major de la Défense

OPI: D Mil E 2-2 1999-06-06

Canada
 B-GG-005-004/AF-015

FOREWORD

1. This publication is a subordinate publication of B-GG-005-004/AF-000 - Canadian Forces Operations and is

the keystone engineer doctrine manual within the CF doctrine publication system. This manual comprises a
framework for a hierarchy of subordinate engineer doctrinal publications that provide amplifying guidance, principals
and procedures regarding engineer support to CF operations.

2. If, in a CF operation, conflicts arise between the contents of this publication and the contents of subordinate
or environmental publications, this publication will take precedence, unless the NDHQ/J3, in consultation with
NDHQ/J3 Engr, provides more current and specific guidance.

3. The individual environments are responsible for the development and maintenance of their respective engineer
concepts and doctrine. Director Military Engineering (D Mil E), on behalf of the NDHQ/J3, is responsible for the
development and maintenance of military engineer support concepts and doctrine to CF operations.
D Mil E exercises this responsibility through the CF Doctrine Board (CFDB).

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PREFACE

1. The keystone doctrine manual, B-GG-005-004/AF-000 - Canadian Forces Operations states that CF doctrine
provides the fundamental tenets for the employment of military forces to translate the CF mission and strategic
objectives into action. More specifically, it provides commanders with underlying principles to guide their actions
in planning and conducting operations.

2. The CF will operate internationally as part of an alliance or coalition. Thus, CF doctrine should be consistent,
as far as practicable, with the doctrine of major allies to provide the capacity to conduct combined operations.
Similarly, B-GG-005-004/AF-015 - Military Engineer Support to Canadian Forces Operations should guide those
engineer operations conducted as part of an alliance or coalition with our engineer allies.

3. Operational effectiveness of military engineer forces specifically and the CF as a whole, depends on the
development of doctrine and sufficient personnel, training and equipment to employ them effectively. A fully
integrated approach to CF operations based on these tenets will achieve both unity of effort and maximum effect.
Procedures should be developed from doctrine so that they will be suitable for use in any operation, with only minor
changes to cater for different command structures or variations in force levels, structures and/or capabilities.

4. To ensure effective military engineer support is provided to any CF operation, it is essential that this engineer
doctrine which guides this integrated approach, is understood and practised. While environmental specific engineer
doctrines are separate bodies, they must be compatible.

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TABLE OF CONTENTS

PAGE

CHAPTER 1 FUNDAMENTAL PRINCIPLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

Section I - Canadian Forces Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

101. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

102. Command and Control of CF Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
103. Transfer of Command Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
104. Command of A Task Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

Section II - The Role, Functions, Tasks, Principles and Characteristics of Military Engineers 1-3

105. Military Engineer Support to Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

106. Role of the Military Engineers in CF Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3
107. Levels of Military Engineer Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3
108. Military Engineer Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3
109. Principles of Military Engineer Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
110. Characteristics of Military Engineer Support . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5/1-6

Section III - Standardization and Interoperability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7/1-8

111. The Importance of Standardization and Interoperability . . . . . . . . . . . . . . . . . . 1-7/1-8

112. Knowledge of Allied Equipment Capabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7/1-8

Annex A - Standardization Agreements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1A-1

Annex B - References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1B-1

CHAPTER 2 - MILITARY ENGINEERS IN THE TASK FORCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

Section I - Military Engineers in the TFHQ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

201. The Task Force Engineer (TFEngr) and Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

202. The TF Engr Cell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1
203. Organization of the TF Engr Cell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

Section II - The Engineer Support Unit (ESU) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

204. Role of the ESU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

205. Structure of the ESU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3
206. Engineer Augmentation Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Section III - Geomatics Support to the TF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7/2-8

207. Geomatics Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7/2-8

CHAPTER 3 - MILITARY ENGINEER COMMAND AND CONTROL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

Section I - Levels of Command and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

300. General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

301. Strategic Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
302. Operational Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
303. Command Status of Military Engineers in the TF . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
304. Technical Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
305. Military Engineer Work Flow in the TF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2

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PAGE

Section II - Responsibilities of the TF Engr Cell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5

306. Military Engineer Concept of Operations (COO) . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5

307. Formulation and Integration of the Military Engineer Plan . . . . . . . . . . . . . . . . . . . 3-5
308. Monitoring and Coordinating Military Engineer Operations . . . . . . . . . . . . . . . . . . . 3-5
309. Coordination of Military Engineer Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6
310. Coordination of Military Engineer Liaison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6
311. Administration and Logistics Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6
312. Provision of Staff Advice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6

Section III - Responsibilities of the ESU HQ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9

313. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9

314. Specialized Engineering and Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9
315. Construction Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9
316. Management of Engineer Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10
317. Real Property Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10

Section IV - Communications and Liaison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11/3-12

318. Engineer Reports and Returns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11/3-12

319. Communications in Combined Operations . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11/3-12
320. Engineer Liaison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11/3-12
321. Liaison Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11/3-12

Annex A - Real Property Management Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3A-1

Annex B - CF Theatre Facilities Development Planning, Control Policy and Guidelines . . . 3B-1

CHAPTER 4 - MILITARY ENGINEER PLANNING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

Section I - Strategic And Operational Level Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

401. Strategic Level Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

402. Operational Level Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
403. Conversion of a Plan to an Operation Order . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4
404. Co-ordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4
405. Tactical Level Military Engineer Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Section II - Engineer Support to Force Projection and Sustainment . . . . . . . . . . . . . . . . . . . . . 4-5

406. General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5

407. General Factors Affecting Engineer Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
408. Pre-deployment (Preparation Phase) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
409. Entry Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
410. Combat Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
411. Control of Engineer Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
412. In-theatre Training And Sustainment Support . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7/4-8
413. Redeployment And Reconstitution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7/4-8

Section III - Environmental Impacts on Military Engineer Planning . . . . . . . . . . . . . . . . . . 4-9/4-10

414. Environmental Protection And Response . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9/4-10

Section IV - Legal Considerations on Military Engineer Planning . . . . . . . . . . . . . . . . . . . . . . 4-11

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415. Military Engineers and the Law of Armed Conflict . . . . . . . . . . . . . . . . . . . . . . . . 4-11

416. Rules of Engagement (Roe) Considerations for Military Engineers . . . . . . . . . . . 4-11
417. Evaluation of Engineer Risk Assessment Guidelines . . . . . . . . . . . . . . . . . . . . . . 4-12

Section V - Fire Protection Considerations on Military Engineer Planning . . . . . . . . . . 4-13/4-14

418. Fire Protection Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-13/4-14

Annex A - Operational Level Military Engineer Estimate Format . . . . . . . . . . . . . . . . . . . . . . . 4A-1

Annex B - Engineer Information and Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4B-1
Annex C - Military Engineering Supporting Plan (SUP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4C-1
Annex D - Geomatics Support Annex Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4D-1
Annex E - Environmental Protection and Format for the Completion of an Environmental
Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4E-1
Annex F - Risk Assessment Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4F-1

CHAPTER 5 - MILITARY ENGINEER CONDUCT OF CF OPERATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1

Section I - Implementing Engineer Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1

501. Phases of Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1

502. Engr Tasks in the Warning Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
503. Engr Tasks in the Preparation Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2
504. Engr Tasks in the Deployment Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3
505. Engr Tasks in the Employment Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4
506. Engr Tasks in the Redeployment Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4

Section II - Military Engineer Reconnaissance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-7

507. Connectivity Between Reconnaissance and Planning . . . . . . . . . . . . . . . . . . . . . . 5-7

508. Levels of Engr Reconnaissance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-7
509. The Engr Reconnaissance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-7

Annex A - Military Engineer Support Reconnaissance Checklist . . . . . . . . . . . . . . . . . . . . . . 5A-1

CHAPTER 6 - ENGINEER TASKS AND RESPONSIBILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1

Section I - Division of Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1

601. General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1

Section II - Engineer Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3

602. General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3

603. Maintain Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3
604. Counter-mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3
605. Enhance Survivability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3
606. Sustainment Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-4
607. Geomatics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5

Annex A - Construction Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6A-1

Annex B - Division of Responsibilities for Military Engineer Support . . . . . . . . . . . . . . . . . . . 6B-1

CHAPTER 7 - ENGINEER ADMINISTRATION AND LOGISTICS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1

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701. General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1

702. Procurement and Control of Engineer Resources . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
703. Financial Management of Engineer Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2
704. Personnel Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2
705. Host Nation Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2
706. Civilian Contract Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3/7-4

CHAPTER 8 - ENGINEERS IN OPERATIONS OTHER THAN WAR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1

Section I - Domestic Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1

801. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1

802. Scope of Domestic Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1
803. Concept of Domestic Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2
804. Military Engineers in Domestic Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2
805. Command and Control in Domestic Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2
806. Military Engineer Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2

Section II - Peace Support Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-5

807. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-5

808. Command, Control, Coordination and Liaison . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-5
809. Planning Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-6
810. Canadian Command and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-6
811. National Support Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-7
812. United Nation Operational Support Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-7
813. United Nations Force Engineer Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-10
814. Provision of Geomatics Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-11
815. Fire Protection Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-12

Section III - Civil-military Cooperation (CIMIC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-13

816. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-13

817. Scope of Civil-military Cooperation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-13
818. Organization and Responsibilities of CIMIC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-14
819. Humanitarian Assistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-14
820. Engineer Considerations and Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-14

CHAPTER 9 - COORDINATION WITH OTHER AGENCIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-1

Section I - Combined Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-1

901. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-1

902. The ABCA Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-1
903. The Nato Alliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-1
904. United States (US) Engineer Doctrinal Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . 9-2
905. British (UK) Engineer Doctrinal Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-3

Section II - Canadian Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-5

906. Other Government Departments (OGDs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-5

907. National Government Sponsored Agencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-5
908. Crown Corporations and Other Agencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-6

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TABLE OF CONTENTS

PAGE

Section III - International Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-7

909. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-7

910. International NGO Or PVO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-7
911. UN Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-8

CHAPTER 10 - ENGINEERS IN SPECIFIC OPERATIONS AND ENVIRONMENTS . . . . . . . . . . . . . . . . 10-1

1001. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-1

1002. Airmobile Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-1
1003. Airborne Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-1
1004. Amphibious Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-1
1005. Environmental Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-2

GLOSSARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . GL-E-1

LIST OF ABBREVIATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . LA-E-1

LIST OF FIGURES

FIGURE PAGE

2-1 Military Engineers in the TF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

2-2 Conceptual Outline Organisation of the ESU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

3-1 Military Engr Work Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3/3-4

6-1 Division of Responsibilities by Geographic Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

8-1 Organization for a Basic Peace Support Operation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-7

8-2 Office of the Chief Engineer Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-10
8-3 Engineer Work Flow in UN Force Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-11
8-4 CIMIC Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-13

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CHAPTER 1

FUNDAMENTAL PRINCIPLES

SECTION I

CANADIAN FORCES OPERATIONS

101. INTRODUCTION

1. A CF Operation is defined as the employment of an element or elements of the CF to perform a specific

mission. Chapter 1 of B-GG-005-004/AF-000 CF Operations, describes two categories of CF operations:

a. Routine Operations. Routine operations are those operations for which a given Capability Component (CC)
has been specifically tasked, organized and equipped. Routine operations use existing command and
control (C2) relationships and there is no requirement to use joint terminology.

b. Contingency Operations. Contingency operations can be conducted in either a domestic or international

theatre. If an operation does not clearly fall into the routine category, then it is a contingency operation, and
a grouping, tailored to the operation is generated. Any grouping created for a contingency operation,
regardless of size, is called a Task Force (TF).

102. COMMAND AND CONTROL OF CF OPERATIONS

1. For the C2 of CF Operations, the CF has two permanent joint HQs, one static (NDHQ) and one deployable
(JHQ). The JHQ is intended primarily for employment on international contingency operations. When the JHQ, or
any portion thereof, is tasked to deploy, it is referred to as the JTFHQ. See also artilces 116, 118 and 119 of CF
Operations.

2. For C2 of domestic contingency operations, the CF has established eight formation based HQs. These HQs
might not be permanently established with appropriate, deployable C2 organizational structures. Should a domestic
operation require deployable C2 capabilities that are beyond their capacity, the JHQ will normally be tasked to meet
this requirement. See also artilces 116, 117 and 119 of CF Operations.

103. TRANSFER OF COMMAND AUTHORITY

1. In peacetime, the operational elements of the CF may not be under the command of the agency that will
command them on operations. This is the case for contingency operations when the Aforce generators@ are tasked
to provide units / formations to the DCDS, the Aforce employer@. The mechanism by which units pass from OPCOM
of one agency to another is known as Transfer of Command Authority (TOCA) and is defined as the formal transfer
of a specified degree of authority over forces assigned to an operation between commanders of supporting elements
and the supported commander. The degree of authority transferred to the TFC, and the mechanism to effect TOCA,
will be determined by the CDS and specified in orders when deemed appropriate by the CDS and TFC.

2. TOCA takes place during the planning, generation and employment phases of an operation and is normally
effected through operational orders and instructions. In international contingency operations TOCA from Canadian
national command to coalition/alliance command will not be undertaken without Government of Canada authority.
TOCA is described in detail in chapter 2 - section III of CF Operations.

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104. COMMAND OF A TASK FORCE

1. Command of combat units and support groups on contingency operations is vested in a TFC, in some cases
a JTFC, appointed by the CDS. In such operations, the DCDS has responsibility to coordinate on behalf of the CDS,
strategic level operational planning and CDS operational direction to the TFC. When the CDS establishes a TF, a
separate chain of command is activated which has the appointed TFC responding to the CDS. ECS may be tasked
to provide support to their forces assigned to an operation; however, they are outside the operational chain of
command, except if appointed as the TFC.

2. The TFC, appointed by the CDS, is the operational commander. In appointing the TFC, the CDS must
specify the mission, allocate the resources to execute that mission, and specify C2 arrangements, including the
delegation of authority and the allocation of personnel, agencies or elements which will enable the TFC to effectively
control resources to accomplish the mission. The TFC may have to deploy to a specific theatre or area of
operations, should circumstances require it. Alternatively, in situations where a headquarters exists in the theatre
or area of operations, it may be appropriate to operate out of fixed facilities. The TFC, aided by the NDHQ J Staff
in the planning and execution of the mission, requires a deployable TFHQ as well as communications and
administrative support units.

3. Commanders who are fully conversant with the tactics, techniques, capabilities, needs and limitations of
forces of their own Environments may have only limited knowledge of the tactics, techniques, etc. of the components
of a TF. Commanders, therefore, must be provided with a staff which will enable them to control resources from
other Environments and support agencies effectively. Military advice may also be provided by specialist liaison or
staff officers and by the commanders of subordinate, supporting or higher commands.

4. Command Relationships. Once a TF is established, a separate chain of command is created under the
TFC who reports directly to the establishing commander. This chain of command will then be activated at a time
determined at the strategic level and specified in orders through TOCA.

a. Prior to TOCA, the TFC is authorized to direct planning for the operation through the designated TFHQ and
designated supporting commanders. The designated supporting commanders retain their full range of
command responsibilities, but are responsive to the TFC for planning and preparing forces for the operation.

b. Once TOCA takes place, the TFC assumes the level of command and responsibility specified by the CDS.
The supporting commanders will remain responsible for the provision of certain functions and resources to
the TFC, using existing lines of communications (LOC) for these functions wherever possible and keeping
the TFC fully informed. Supporting commanders will maintain their usual responsibilities, minus the authority
and responsibility that have been transferred to the TFC.

5. Methodology. In general, the number of resources assigned, and the required degree of control over these
resources will depend on the task or mission assigned to a TFC. The C2 method used for an operation will depend
on the resources allocated to the operation, the degree of authority delegated to the TFC, the nature of the task or
mission, and the operational situation. The following two methods are available to the TFC for C2 of a TF.

a. Component Method. This method is the norm for joint contingency operations. Using the component
method, the JTFC exercises authority over a JTF through component commanders (JTF components are
assigned to JTFCs under OPCOM or OPCON). The JTFC issues broad operational directives to each of the
component commanders who then translate the directives into detailed plans and orders for their assigned
units. Each component has a separate headquarters as its control organization. The JTFHQ and
component HQs may be collocated or separate.

b. Direct Method. The direct method is an alternate method of command used in contingency operations
where the size, complexity, time span and mission of an operation is usually limited. It would be rare to
employ this method in international operations. The decision to employ the direct method will normally be
made in consultation with the ECS. According to this method, a TFC exercises command authority over
a TF directly by issuing detailed orders to subordinate elements. An appropriate staff and control facilities
are therefore required. In general, a TFC is provided with advice by his staff and by officers commanding

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elements of the TF. The span of control that a TFC can effectively manage depends largely on the capacity
of the staff and the facilities available. A balance must be struck between the actual or potential span of
control and the extent of a commander's involvement in the detailed conduct of operations. If necessary,
commanders may delegate to subordinate commanders a level of command authority over elements of their
forces.

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SECTION II

THE ROLE, FUNCTIONS, TASKS, PRINCIPLES AND CHARACTERISTICS

OF MILITARY ENGINEERS

105. MILITARY ENGINEER SUPPORT TO OPERATIONS

1. TFs at all levels require military engineer (engr) support. Military engrs provide support to intelligence,
operations, logistics and civil-military cooperation (CIMIC) activities. In a CF operation, environmental components
of the TF include organic engr elements to provide close support to tactical operations. Operational level military
engr capabilities and resources are required to provide general support to the TF. Military engr support throughout
the entire area of operations is coordinated by the TF Engr and his staff. Specialist engr support such as
architecture design, civilian contracting or fire protection services (FPS) which exceed the component engr
capabilities are part of the engr general support provided to the TF by the ESU.

106. ROLE OF THE MILITARY ENGINEERS IN CF OPERATIONS

1. The role of military engrs in operations is to assist friendly forces to live, move and fight, and to deny the
same ability to the enemy. Land force engrs have the secondary role of fighting as infantry when required.

2. Military engr support, as a whole, includes the entire spectrum of those functions of combat engineering,
airfield engineering, construction engineering, geomatics and fire protection services. The application of the princples
of employment will guide any of the three environmental component engrs in the type of engineering support given
to any operation.

107. LEVELS OF MILITARY ENGINEER SUPPORT

1. Strategic Level. At the strategic level, NDHQ/J3 Engr, on behalf of the CDS, is responsible for planning
and coordinating engr support to CF operations.

2. Operational Level. In the area of operations, the TF Engr is responsible to the TFC for coordinating engr
support to the TF.

3. Tactical Level. The component engrs are responsible for coordinating tactical level engr support to the
components.

4. Military Engineer Support to Operations. Engr forces within theatre are divided into four major
components: the TF Engr Cell in the TFHQ, the ESU, component engrs, and augmentation engr forces. The
organization and role of component engrs are discussed in detail in environmental doctrine.

108. MILITARY ENGINEER TASKS

1. Military engr tasks are grouped into five basic areas:

a. Maintain Mobility. Mobility involves those actions to support the ability of air, land and sea forces to move
and to conduct operations throughout the theatre at will. It can include mobility support to land formations,
construction and repair of facilities and utilities to support air operations, such as in Airfield Damage Repair
(ADR), and the provision of port facilities to support maritime operations.

b. Counter-Mobility. Counter-mobility includes actions to deny use of terrain, airspace, waterways,

infrastructure or utilities to the enemy to impede his mobility. Counter-mobility shapes the enemy forces
into situations favourable to our forces and fires.

c. Enhance Survivability. Survivability includes the combination of hardening, dispersal, camouflage,

concealment and physical protection of personnel and equipment from the effects of sabotage, conventional
munitions, and nuclear, biological and chemical (NBC) attack. The removal of hazards associated with
enemy weapon systems such as mines, booby traps and UXO are survivability tasks which require specialist

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skills, equipment and personel. It also includes construction support to deception operations. Survivability
must be carefully planned, coordinated and executed to enhance the security of the operational plan.

d. Sustainment Engineering. Sustainment engineering involves infrastructure construction and maintenance,

the provision of engr advice, technical expertise, and other engr support to allow the TF the ability to
maintain, reconstitute and regenerate itself. It also includes the provision of utilities and water, CIMIC tasks,
Emergency Response Services (ERS), FPS and provision of ship berthing/services. (For more detail see
chapter 6.) While sustainment engineering tasks will normally be performed in rear areas, they will also be
performed throughout the theatre and as part of all operations.

e. Geomatics. Geomatics are those scientific and engineering activities involved in the capture, storage,
analysis, processing, presentation, dissemination and management of geospatial information. As every
environmental component of a TF will require some form of military geographic information to conduct
operations, coordinated geomatics support is essential.

109. PRINCIPLES OF MILITARY ENGINEER SUPPORT

1. The following planning principles serve as a guide for the provision of engr support:

a. Centralized Coordination, Decentralized Execution. The execution of engr tasks requires careful control
and coordination of personnel, equipment and materiel. The most efficient use of scarce resources is
generally achieved through centralized coordination at the highest practicable level, with execution delegated
to the lowest practical level;

b. Allocation of Priorities. To ensure the best use of engr resources, commanders at each level must assign
priorities to all engr tasks. The completion of high priority tasks may require non-engr personnel to execute
lower priority tasks under military engr supervision;

c. Early Warning and Reconnaissance. The successful and timely completion of engr tasks depends upon
the availability of personnel, equipment and materiel. Good engr intelligence and timely reconnaissance are
also needed. Engrs must participate in the operation planning process from the onset since a surge of engr
effort is normally required at the beginning of an operation to establish basic services;

d. Logistic Support. The successful execution of engr tasks depends on the availability of a variety of
equipment, stores and materiel. Appropriate arrangements must be made to coordinate the supply,
maintenance and repair of military engr resources;

e. Communications. Communications are vital to engr commanders to allow them to command their widely
dispersed troops effectively, to review priorities, and to keep the TFC informed of engr matters. Engr
commanders must be able to receive reconnaissance reports and engr intelligence, issue orders quickly and
clearly, and receive regular progress reports; and

f. Continuity. The most effective and efficient means to complete engr tasks is to ensure the unit or personnel
that commence the task remain to complete the same task. Redeployment or reassignment of engr forces
breaks continuity, can cause delays or loss of inherent knowledge of the situation at hand.

2. The following organizational principles serve as a guide for the provision of engr support:

a. Close Support (CS). The first organizational principle of employing engr forces, is the "task organized"
concept of close support. It provides sufficient quantities of engr personnel, equipment and other task
specific resources to provide immediate engr support (mobility, counter-mobility and survivability) to assist
the TFC. This concept of close support can be equally applied to either of the land or air components of
an operation. Within the maritime component, there is only limited CS capability.

b. General Support (GS). The second related organizational principle, the concept of general support
encompasses the larger spectrum of the organization of an engr force to provide water supply, provision of

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maintenance of MSRs, provision and maintenance of accomodations, utilities and services, provision of air
landing facilities, bulk water and fuel storage and EOD/BMD to the supported force as a whole. Regardless
of the location within the theatre of operations, the concept of general support could be applied by personnel
from any of the environmental components. A general support engr force may also reinforce the close
support engr capabilities if required. However, in the context of airfield engineering support, the breakdown
of CS and GS does not specifically apply due to the inherent capabilities within the AES structure.

110. CHARACTERISTICS OF MILITARY ENGINEER SUPPORT

1. The following are characteristics of all military engr support as they apply to the three environmental
components of TF operations:

a. Flexibility. The flexibility of engr units or elements result from their training and organizations. The ability
to regroup if necessary into the task organized role of close or general support allows for increased flexibilty
given the proper level of planning.

b. Mobility. The ability to provide intimate engr support to any force is usually a factor of the equipment and
vehicles possed by engrs units. Engr units generally carry a considerable quantity of equipment and stores
which must be retained on vehicles or moved by other means.

c. Reliance on Equipment and Stores. Complex engr equipment requires specially trained personnel. For
flexibility of employment, this equipment is held and operated by specialist engr units or elements and is
centrally controlled. Planning and coordination of non controlled engr stores is critical to successful
execution of tasks.

d. Skill. Engrs are highly skilled personnel requiring trained engr supervision. Misemployment of engrs is
detrimental to the success of any mission.

e. Vulnerability. Engr personnel, vehicles and equipment have limited protection. Engr tasks generally
require protection from other arms so as to efficiently and quickly complete tasks uninterrupted by enemy
actions.

f. Limitations. Engrs are trained to execute tasks by day and by night regardless of environmental weather
conditions. Reliance on equipment and personnel operability twenty-four hours a day is limited by equipment
failure and personal fatigue. Maintenance time for both is a must. Consideration of these factors must be
taken into account during planning of any engr operation.

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SECTION III

STANDARDIZATION AND INTEROPERABILITY

111. THE IMPORTANCE OF STANDARDIZATION AND INTEROPERABILITY

1. Military engrs should be aware that their allies are equipped with a wide range of engr equipment and material
and that some standardization exists between nations. Engrs are also organized differently at each level of
command, and although engr missions are similar, procedures often differ. It is important in combined operations
that these differences are well understood and that their effect on the engr mission is kept to a minimum. For this
purpose, several important engr activities are covered by NATO Standardization Agreements (STANAGs) and
Quadripartite (American-British-Canadian-Australian) Standardization Agreements (QSTAGs). STANAGs and
QSTAGs covering engr procedures, and other related agreements, are listed in Annex B to this chapter.

2. Engr commanders must be aware of what is standard within NATO and ABCA, and follow the agreed
principles and procedures laid down. Where standardization has not been achieved interoperability may still be
feasible, either by adapting equipment for use with that of another nation, or by training one nation's engrs on the
equipment of another. The ability to interchange engr equipment and resources between nations, may increase their
combined effectiveness on the battlefield. Conversely, a lack of engr interoperability could hinder allied operations.

3. Compatibility of engr communications is important and may present serious problems for C2 in multinational
operations unless special provision to overcome them is made at the planning stage. Besides technical difficulties
in communicating, language barriers may add to the problems of C2. Therefore, the nomination of bilingual liaison
officers must be considered at the planning stage.

112. KNOWLEDGE OF ALLIED EQUIPMENT CAPABILITIES

1. Within NATO and ABCA there is a wide range of engr equipment, munitions, and accessories, too great for
the engrs of any single nation to be completely knowledgeable.

2. According to their missions, engr specialists should be trained in the use of other nations' equipment and
systems. These measures will improve the level of understanding among allied engrs and enable them to cooperate
fully.

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Annex A to
Chapter 1

STANDARDIZATION AGREEMENTS

1. International Standardization Agreements. The Air and Army Boards of the NATO Military Agency for
Standardization (MAS), are responsible for standardization among NATO forces. All such agreements are published
as Standard NATO Agreements (STANAGS). The Army ABCA QUADRIPARTITE Standard Agreements (QSTAGS),
and QUADRAPARTITE Air Standardization Coordination Committee (ASCC) agreements complement the work of
the MAS Boards, and allow a two-way exchange between the programmes. These principles and procedures enable
military engineers to execute their role in joint and combined operations in a standard way.

2. Army Engineer Standardized Agreements.

STANAG QSTAG TITLE

2021 180 Military Computation of Bridge, Ferry, Raft and Vehicle Classifications

2096 530 Reporting Engineer Information in the Field

2269 Engineer Resources

2394 Land Force Combat Engineer Doctrine (ATP-52)

2430 Land Forces Combat Engineer Messages, Reports and Returns (AEngrP)

2818 Characteristics of Demolition Accessories to Determine their Operational

Interchangeability

2885 Emergency Supply of Water in War

2991 NATO Glossary of Combat Engineer Terms and Definitions

(AAP-19)

1174 Force Projection and Sustainment

1175 Engineer Information Exchange Procedures for Support Capabilities, Utilities

Requirements and Other Critical Information During the Preparation Stage Prior to
Deployment

2028 Bulk Water Supply on Extended Operations

3. Airfield Engineering Standardized Agreements.

STANAG ASCC TITLE

2353 84/9 Evaluation of NBC Defence Capability

2368 Guide to the Restoration of Facilities on the Lines of Communications, Ports, and
other Critical Installations after Hostile Action

2929 Airfield Damage Repair

3111 65/31 Airfield Tone Down

3534 65/8D Airfield Portable Lighting Systems

3685 65/28 Airfield Portable Marking

3697 65/23A Aircraft Arresting Systems Capabilities

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Annex A to
Chapter 1

4. EOD Standardized Agreements.

STANAG QSTAG TITLE

2143 744 Explosive Ordnance Reconnaissance/Explosive Ordnance Disposal

2221 EOD Reports and Messages (AEODP 6)

2369 Identification and Disposal of Surface and Air Munitions (AEODP 2)

2370 Principles of Improvised Explosive Devices Disposal (AEODP 3)

2371 Radiography (AEODP 4)

2377 957 Procedure for the Management of an EOD Incident for use When Working With Other
Agencies

2389 958 Minimum Standards of Proficiency for Trained Explosive Ordnance Personnel
2391 EOD Recovery Operations on Fixed Installations (AEODP 5)

2431 Concepts for Future EOD Equipments

2834 The Operation of the EOD Technical Information Centre (EODTIC)

2884 Underwater Munitions Disposal Procedures (AEODP 1)

2897 959 Standardization of EOD Equipment Requirements and Equipment

5. Crash Fire Rescue Agreements.

STANAG QSTAG TITLE

3712 Airport Rescue and Fire Fighting Services - Identification Categories

3861 Heliport Rescue and Fire Fighting Services - Identification Categories

3863 Fire Protection Requirements for Fixed Wing Aircraft during Manned Aircraft Turn-
Arounds, Hot Refuelling, and Operations in Hardened Shelters with or without
Engines Running

3896 Illustrated Information on Fire Hazards and Rescue Features for NATO AC (AEP-11)

3929 Evaluation Guide for NATO Crash Fire Rescue Services

3995 Marking of Portable Fire Extinguishers

STUDY CFR Equipment and Procedures to Protect the Health of CFR Personnel during
7047 Operations

7048 States of Crash Fire Readiness

7049 Personnel Protective Equipment Together With Standard Operating Procedures for
CFR Operations in an NBC Environment

STUDY Minimum Requirements for CFR Operations in Support of Sortie Generation in a Post
7051 Attack Environment

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Annex A to
Chapter 1

STANAG QSTAG TITLE

STUDY Maintaining Aircraft CFR Skills for NATO Fire Fighters

7052

STUDY Minimum Fire Protection Engineering Standards

7069

6. Geomatics Agreements.
STANAG QSTAG TITLE REMARKS

1022 963 Combat Charts, Amphibious Charts and Combat/Landing CA does not produce
Charts these charts

1103 Standard Procedures for the Emergency Publication of

Nautical and Special Naval Charts

1113 General Specifications for Projections Required for

Nautical Charts for Polar Regions and the Higher Latitudes

1120 Code Designation System for Special Naval Charts

2201 541 Standard Unit of Vertical Measure to be Shown on Land

Maps

2205 542 Use of Identical Maps and Charts (Excluding Nautical

Charts)

2210 543 Trig Lists (Lists of Geodetic Data)

2211 544 Geodetic Datums, Ellipsoids, Grids and Grid References

2213 545 Gazetteers

2215 546 Evaluation of Land Maps, Aeronautical Charts and Digital

Topographic Data

2216 547 Vertical Aerial Cartographic Photography

2251 169 Scope and Presentation of Military Geographic Information

and Documentation (MGID)

2253 174 Military Geographic Documentation (MGD) - Roads and

Road Structures

2254 MGD - Navigable Inland Waterways

2255 MGD - Ports

2256 177 MGD - Inland Hydrography

2257 MGD - Railways

2259 MGD - Terrain

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Annex A to
Chapter 1

STANAG QSTAG TITLE REMARKS

2260 MGD - Electric Power

2263 179 MGD - Coastal Areas and Landing Beaches

2269 MGD - Engineer Resources

2271 MGD - Urban Areas

3408 1179 Position Reference Systems for Aeronautical Charts QSTAG in for PSO
Promulgation

3409 Projections for Aeronautical Charts

3412 DRAFT Aeronautical Information on Aeronautical Charts

1146

3591 DRAFT Criteria for Maximum Elevation Figure for Aeronautical

1147 Charts

3600 1180 Topographical Land Maps and Aeronautical Charts 1:250 QSTAG in for PSO
000 for Joint Operations Promulgation

3666 DRAFT Maximum Sizes for Maps, Aeronautical Charts and Other Not implemented by
1148 Geographic Products (Excluding Nautical Charts) Canada at this time
(TBR)

3671 944 Edition Designation System for Land Maps, Aeronautical

Charts and MGD

3672 DRAFT Indexes to Series of Land Maps and Aeronautical Charts QSTAG being
548 and Indexes to MGID updated by UK

3673 Identification of Source Data on Nautical and Special

Charts

3675 3675 Symbols on Land Maps, Aeronautical Charts and Special QSTAG in for PSO
Naval Charts Promulgation

3676 977 Marginal Information on Land Maps, Aeronautical Charts

and Photomaps

3677 3677 Standard Scales for Land Maps and Aeronautical Charts QSTAG in for PSO
Promulgation

3678 Method of Adding the Military Grid to Nautical Charts in

the NATO Area

3689 978 Place Name Spelling on Maps and Charts

3710 Military City Maps

3715 General Specifications for Filing and Charting of Non-Sub-

Contacts (NSC) Information

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Annex A to
Chapter 1

STANAG QSTAG TITLE REMARKS

3716 1037 Map Series Numbering

3809 945 Digital Terrain Elevation Data Exchange Format

3833 DRAFT Symbols for Use on Maps of Training Areas for Land Canada QSTAG OPI
3833 Forces

3985 Preferred Magnetic Tape Standards for the Exchange of

Digital Geographic Information

3986 931 Digital Data File Transmittal Form for Geographic

Information

3992 1038 MGD - Terrain Analysis Includes Allied

Geographic
Publication AGeoP - 1

DRAFT ARC Standard Raster Product (ASRP) Includes AGeoP - 5

4387

7010 Positions for INS Settings on Airfields

7016 DRAFT Maintenance of Geographic Materials Canada is not

1153 implementing

7021 Position Information Graphic (PIG) Canada is not

implementing

7035 Mapping, Charting and Geodesy (MC&G) Video Disc

7054 DRAFT Protection Areas Mapping (PAM) Canada QSTAG OPI

7054

7072 Digital Chart of the World (DCW)/(Background Display Canada has ratified
Data Set, Level - 0) Edition 1

7074 DRAFT Digital Geographic Information Exchange Standard

7074 (DIGEST)

STUDY UTM/UPS Standard Raster Product (USRP) Based on AGeoP - 6

S7077

STUDY Compressed ARC Digitized Raster Graphics (CADRG)

S7098

STUDY Controlled Image Base (CIB)

S7099
STUDY
Arc Digitized Raster Graphic (ADRG)
S7108

STUDY Aeronautical Information Data Set (AID)

S7115

STUDY Compressed Raster Product (CRP)

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Annex A to
Chapter 1

STANAG QSTAG TITLE REMARKS

S7135

STUDY Identification of Digital Geographic Products

S7136

7. Miscellaneous Agreements - All Arms.

STANAG QSTAG TITLE

2017 508 Orders to the Demolition Guard and Demolition Firing Party Commander (Non-
Nuclear)

2036 518 Land Minefield Laying, Marking, Recording and Reporting Procedures

2123 743 Obstacle Folder

2366 Evaluation of Stopping Power of Minefields

2395 Opposed Water Crossing Procedures

2444 Water Crossings in Defensive or Delaying Operations

2836 Removable Paints for Camouflage

2868 Land Forces Tactical Doctrine (ATP-35)

2889 742 Marking of Hazardous Areas and Routes Through Them

2963 Coordination of Field Artillery Delivered Scatterable Mines

2989 862 Transfer of Barriers

2990 820 Principles and Procedures for the Employment in Land Warfare of Scatterable
Mines With a Limited Laid Life (ATP-50)

4418 Counter-Surveillance Requirements

8. Miscellaneous Agreements. The following Standardized agreements which are not specifically for
engineers but nevertheless are relevant to engineer operations:

STANAG QSTAG TITLE

2002 Warning Signs for the Marking of Contaminated or Dangerous Land Areas,
Complete Equipments, Supplies and Stores

2010 504 Military Load Classification Markings

2019 Military Symbols for Land-Based Systems

2025 Basic Military Road Traffic Regulations

2027 Marking of Vehicles

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 B-GG-005-004/AF-015

Annex A to
Chapter 1

2029 Methods of Describing Ground Locations, Areas and Boundaries

2079 Rear Area Security and Rear Area Damage Control

2082 Relief of Combat Troops

2101 533 Establishing Liaison

2113 534 Denial of a Units Military Equipment and Supplies to an Enemy

2136 Minimum Standards of Water Potability

2154 Regulations for Military Motor Vehicle Movement by Road

2174 Military Routes and Route/Road Networks

2256 346 Standard List of Gap Crossing Information Requirements

2437 Allied Joint Operations Doctrine (AJP-1(A))

3680 NATO Glossary of Terms and Definitions (AAP-6)

5621 Standards for the Interoperability of NATO Land Combat and Combined Operations
Systems

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 B-GG-005-004/AF-015

Annex B to
Chapter 1

REFERENCES

1. CF Publications: B-GG-005-004/AF-000 CF Operations and all amplifiying publications.

2. Land Force Publications:

a. B-GL-300-000/FP-000, Canada=s Army.

b. B-GL-300-001/FP-000, Conduct of Land Operations.

c. B-GL-300-002/FP-000, Land Force Tactical Operations.

d. B-GL-300-003/FP-000. Command.

e. B-GL-301-001/FP-001, Operations, Land and Tactical Air, Volume 1, Land Formations in Battle, Books
1 and 2.

f. B-GG-302-002/FP-002, Specific Operations, Volume 2, Arctic and Sub-arctic Operations, Part 2, Northern
Operations.

g. B-GL-302-003/FP-001, Specific Operations, Volume 3, Part 1, Desert Operations (not yet published).

h. B-OG-302-004/FP-001, Specific Operations, Volume 4, Part 1, Jungle Operations.

I. B-OG-302-005/FP-001, Specific Operations, Volume 5, Mountain Operations, Part 1, Tactics.

j. B-GL-302-010/FT-001, Specific Operations, Volume 10, Parachute Operations.

k. B-GL-302-011/FT-001, Specific Operations, Volume 11, Air Mobile Operations.

l. B-GL-302-012/FP-000, Specific Operations, Volume 12, Fighting in Built-Up Areas.

m. B-GL-303-002/FP-000, Operational Staff Procedures, Volume 2, Staff Duties in the Field.

n. B-GL-303-002/FP-Z02, Operational Staff Procedures, Volume 2, Supplement 2, Field Message Formats.

o. B-GL-303-002/FP-Z07, Operational Staff Procedures, Volume 2, Supplement 7, Engineer Vocabulary.

p. B-GL-303-004/AF-001, Staff Manuals, Volume 4, Operational Staff Data.

q. B-GL-303-009/FP-001, Staff Manuals, Volume 9, Road Movement.

r. B-GL-310-009/PT-001, Military Training, Volume 9, Camouflage and Concealment.

s. B-GL-311-001/FP-001, Administration in Battle.

t. B-GS-316-013/FP-001, Nuclear, Biological and Chemical Defence, Volume 13, Individual Procedures.

u. B-GS-316-014/FP-001, Nuclear, Biological and Chemical Defence, Volume 14, Formation and Unit
Procedures.

v. B-GL-319-001/FP-001, Land Force Engineer Operations.

1B-1
B-GG-005-004/AF-015

Annex B to
Chapter 1

w. B-CE-320-002/PT-001, Engineer Field Manual, Volume 2, Engineer and Assault Pioneer Field Pocket Book
(Interim 3).

x. B-CE-320-003/PT-001, Engineer Field Manual, Volume 3, Part 1, Engineer Command and Control (not yet
published).

y. B-CE-320-004/FT-001, Engineer Field Manual, Volume 4, Basic Field Engineering.

z. B-GL-320-006/FP-001, Obstacles (not yet published).

aa. B-GL-320-007/PT-001, Engineer Field Manual, Volume 7, Field Protection.

ab. B-GL-320-008/FP-001, Engineer Field Manual, Volume 8, Combat Diving.

ac. B-GL-320-009/FP-001, Engineer Field Manual, Volume 9, Demolitions, Part 1, All Arms.

ad. B-GL-320-009/FP-002, Engineer Field Manual, Volume 9, Demolitions, Part 2, Engineers and Assault
Pioneers.

ae. B-GL-320-010/FT-001, Engineer Field Manual, Volume 10, Mines and Booby Traps, Part 1, All Arms.

af. B-GL-320-010/FT-002, Engineer Field Manual, Volume 10, Mines and Booby Traps, Part 2, Engineers and
Assault Pioneers.

ag. B-CE-320-011/FP-001, Engineer Field Manual, Volume 11, Part 1, Equipment Bridging, Rafting and MGB
Operations (not yet published).

ah. B-CE-320-011/FP-002, Engineer Field Manual, Volume 11, Part 2, NSB Bridging (not yet published).

ai. B-GL-320-012/FP-001, Engineer Field Manual, Volume 12, Horizontal Construction, Part 1, Soils.

aj. B-GL-320-012/FP-002, Engineer Field Manual, Volume 12, Horizontal Construction, Part 2, Roads (not yet
published).

ak. B-GL-320-012/FP-003, Engineer Field Manual, Volume 12, Horizontal Construction, Part 3, Airfields (not
yet published).

al. B-GL-320-012/FP-004, Engineer Field Manual, Volume 12, Horizontal Construction, Part 4, Pits and
Quarries.

am. B-GL-320-013/FP-001, Engineer Field Manual, Volume 13, Accommodation, Installations and Engineering
Services for Deployed Operations.

an. B-GL-320-014/FP-001, Engineer Field Manual, Volume 14, Water Supply (not yet published).

ao. B-GL-320-015/FP-001, Engineer Field Manual, Volume 15, Rigging.

ap. B-GA-400-000/FP-000, Out of the Sun - Aerospace Doctrine for the CF.

aq. B-GA-410-000/FP-000, Support to Aerospace Operations.

ar. B-GA-419-000/FP-000, Airfield Engineering Operations (not yet published).

1B-2
 B-GG-005-004/AF-015

Annex B to
Chapter 1

3. NATO Publications:

a. AAP-6, NATO Glossary for Terms and Definitions.

b. AAP-18, Guide for the Restoration of Facilities on the Lines of Communications, Ports and Other Critical
Installations after Hostile Actions.

c. AAP-19(C), NATO Glossary for Engineer Terms and Definitions.

d. ATP-8, Doctrine for Amphibious Operations.

e. ATP-37, Supporting Arms in Amphibious Operations.

f. ATP-52(B), Land Force Combat Engineer Doctrine.

4. Allied Joint Publications:

a. Joint Publication 3-0, Joint Operations.

b. Joint Publication 3-07, Joint Doctrine for Operations Other Than War.

c. Joint Publication 3-08, Inter-Agency Coordination in Joint Operations.

d. Joint Publication 4-0, Doctrine for Logistic Support to Joint Operations.

e. Joint Publication 4-04, Joint Doctrine for Civil Engineering Support, February 1992.

f. Allied Joint Publication AJP-1(A), Allied Joint Operations Doctrine.

1B-3/1B-4
 B-GG-005-004/AF-015

CHAPTER 2

MILITARY ENGINEERS IN THE TASK FORCE

SECTION I

MILITARY ENGINEERS IN THE TFHQ

201. THE TASK FORCE ENGINEER (TF ENGR) AND STAFF

1. The TF Engr wears three similar, but distinctly separate, "hats." As the Senior Military Engr, he controls
and coordinates the employment of all operational level military engr units and reports directly to the TFC. As a
Principal Staff Officer he may report to either the Deputy TFC or the Chief of Staff (COS), and is responsible to the
TFC for planning, organizing, controlling and coordinating all engr support to the TF. He also acts as the Military
Engr Advisor to the TFC and provides advice on all aspects of military engr support.

202. THE TF ENGR CELL

1. The TF Engr Cell is assigned to the TFC's staff within the office of the TF Engr (See Figure 2-1). This cell
is separate from the J3 and coordinates military engr support in four (five) main areas: plans, operations, intelligence
and logistics (liaison if required). As part of the TFHQ, the TF Engr Cell formulates theatre military engr policy, and
also conducts engr planning, monitoring, engr resource (finance and material) coordination, and staff coordination
for engr operations.

TFHQ / TFC
NDHQ (1)
FORCE TF
GENERATORS (CCs) CDS ENGR
CELL

(1)
(2) SAMP
(2)
ESU UNIT
NDHQ/J3
(2)
CIS
NDHQ/J3ENGR (2) UNIT
CSG
OPERATIONAL
(2)
CMG
(1) FULL COMMAND
UNIT
(2) OPERATIONAL COMMAND
(3) OPERATIONAL CONTROL (2)

ADMINISTRATIVE
COORDINATION - LIAISON
TECHNICAL-PROFESSIONAL ADVICE LAND MARITIME AIR
FORCE FORCE FORCE

PROVISION OF TRAINED AND

ENVIRONMENTAL COMPONENTS
EQUIPPED PERSONNEL

Figure 2-1 - Military Engineers in the TF

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B-GG-005-004/AF-015

203. ORGANIZATION OF THE TF ENGR CELL

1. The organization of the TF Engr Cell will depend on the scope of engr requirements. The recommended
structure is as follows:

a. Command Section.

b. Engr Plans Section. The plans section drafts and issues the military engr policy for the TF in coordination
with higher HQ and the TFHQ staff. The section provides staff advice to other elements of the TFHQ, writes
the Military Engr Supporting Plan (SUP) and integrates it into the overall TF plan.

c. Engr Operations Section. The operations section monitors and controls and coordinates the execution
of military engr operations. All contacts with allied forces, HN and civilian agencies are coordinated with the
engr operations section.

d. Engr Intelligence Section. The intelligence section coordinates the collection and exchange of engr
information and intelligence with J2, component engrs, NDHQ and allies. It is also responsible for
coordination of geomatics support for the TF as directed by the TF Engr. (For this task, they may be
augmented by personnel from the ESU geomatics sub-unit.)

e. Engr Logistics Section. The engr logistics section coordinates logistics and administrative support for engr
operations with J4 and J1 staffs. A small element will provide policy direction and coordination for all
construction contracts, however the technical contracting expertise will be resident in the ESU. A small
element will also provide policy direction and coordination for real property management for the TFHQ, but
again, the technical expertise will be retained in the ESU.

f. Engr Liaison Section. A military engr liaison section will be established, as required, to coordinate with
allied engrs, HNS engrs, and component engrs. This section may be detached to TFHQ liaison staff under
control of the TFHQ COS.

g. TF Geo/Chief Geomatics Officer (CGO). Although the TF Geo/Chief Geomatics Officer would most
effectively serve the operational requirements of the TFHQ by being located with the operations staff as a
separate specialist, (dependent on the composition of the staff and the size of the HQ), it is also possible
that the position would be located with the TF Engr Cell. Location could also be dependent upon any
dominance of an environmental component of the TF and the TF SOPs. The TF Geo (CGO) is responsible
for coordinating the provision of all geomatics support and for providing professional geomatics advice to the
TFC and the TFHQ staff. The TF Geo will provide specialist advice concerning geomatics support, to include,
but not limited to, that required and available to support operations, training and planning. This would include
advice on the exploitation of integral or assigned geomatics resources.

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 B-GG-005-004/AF-015

SECTION II

THE ENGINEER SUPPORT UNIT (ESU)

204. ROLE OF THE ESU

1. Role. The role of the ESU is to provide close and general support to TF units, and general support to the
components. It will also provide specialized engr support to the TF.

2. Support to TF Formations and Units. The ESU will provide all military engr support to TF formations and
units by implementing the Military Engr Annex to the TF Op O. This will consist of two types of support:

a. Close Support. Close support to force level units includes the day to day support required to operate power
generation, water supply, heating and ventilating systems and to conduct routine maintenance on
infrastructure. This may be accomplished by centralizing all personnel in the ESU, by assigning
detachments to each unit as necessary or a combination of both. The CO of the ESU is the primary engr
advisor; and

b. General Support. General support includes other aspects of military engr support to force level units as
a whole, such as construction and maintenance of Main Supply Routes (MSRs), water supply, provision of
geomatics support, response to environmental incidents, etc.

3. General Support to Components. The ESU will provide general support to the components as required
to ensure mission accomplishment. ESU resources may also be used to augment component engrs for specific
tasks. Detailed division of responsibilities between the ESU and the component engrs are described in Chapter 6.

4. Specialist Engr Support. The ESU will provide specialist engr support for the TF. However, this capability
must be centralized within the ESU due to cost, complexity or control. Examples of this type of support are
specialized contract supervision in foreign countries, construction materials testing, temporary standard design
expertise, fire protection services and EOD beyond the capabilities of the components.

205. STRUCTURE OF THE ESU

1. Organization. The ESU (Figure 2-2) is tailored to suit the mission and may deploy with only a HQ element,
as sub-units or as specialist teams in support of the components. The ESU sub-units will generally be organized
into a HQ organization with construction (vertical and horizontal) and utilities, engr resources, engr heavy equipment,
geomatics, fire prevention services, and service support elements. Other engr sub-units may be attached to the
ESU as required, including engrs from component engr organizations.

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B-GG-005-004/AF-015

OPERATION

INTELLIGENCE
UAG
OPERATION
COMMUNICATION

ESU LIAISON
HQ

REQUIREMENTS

ENGINEERING DESIGN

CONTRACT

OTHER ENGR CONSTRUCTION ENGR ENGR GEOMATICS FIRE SERVICE

UNITS AND HEAVY RESOURCES SUPPORT PROTECTION SUPPORT
TASKED UTILITY EQUIPMENT
ORGANIZED

Figure 2-2 - Conceptual Outline Organisation of the ESU

2. Specialist Engr Teams. The TF Engr may choose to establish specialist teams from ESU resources to
respond to specific requests for engr support during the warning, preparation, deployment, employment or
redeployment phases of an operation. They may also be useful for limited operations where the entire ESU is not
required. The composition of the teams and their missions may vary at the discretion of the TF Engr. Possible
specialist teams may include, but are not limited to the following:

a. Operational Level Engr Technical Recce;

b. Electrical Generation;

c. Fuel Storage and Distribution;

d. Water Supply and Distribution;

e. Environmental Assessment and Response;

f. Construction Materials Testing;

g. Structural Damage Assessment;

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 B-GG-005-004/AF-015

h. Engr Procurement and Contracting;

i. Real Property Management;

j. Emergency Response and Fire Protection; and

k. EOR/EOD.

206. ENGINEER AUGMENTATION FORCES

1. Allied Engrs. In combined operations, allied engrs may be attached to the TF. Their activities will be
directed and coordinated by the TF Engr who will advise the TFC on their employment. C2 relationships will be
established in the OpO and any regrouping of allied engrs must be consistent with these arrangements. Special
attention should also be paid to ensuring proper communications with the allied unit, and that appropriate
administrative and logistics arrangements have been made.

2. Host Nation Support (HNS). HNS is defined as civil and/or military assistance rendered by a nation to
foreign forces within its territory during peace, times of crisis or armed conflict based upon agreements mutually
concluded between nations. (See also chapter 7). Some HNS is of particular importance to engrs:

a. Engr Intelligence. Host Nation Engr Forces may provide intelligence on local terrain, local resources,
specific infrastructure associated with transportation, energy (electrical and natural gas) and water supplies,
prepared obstacles and other aspects.

b. Damage Repair. Repair to vital infrastructure and the guarantee of freedom of operations may be a HNS
task. This may include LOC bridging operations, repair of ports and airfields.

c. Construction Materials. HNS agreements may also cover supply of bulky construction materials such as
gravel, concrete, lumber, etc.

d. Miscellaneous. HNS agreements can include the provision of general support services such as fire
protection, both structural and crash fire rescue.

3. Civilian Contract Support. Civilian contract support, other than under formal HNS agreements, will be
a major source of engr assistance. Civilian construction contract support procedures are outlined in chapter 7.

4. Uniformed Non-engr Labour. Within the TF there will be many skilled and unskilled uniformed personnel
that are available to assist in military engr tasks. This can range from infantry assistance in the laying of tactical
minefields to the use of a ship's company to assist in the repair of infrastructure. This source should be used when
practical but it must be directed by the TFC or appropriate component commander on advice of TF Engr or
component engr advisor. The work must be supervised and inspected by military engrs before it is considered
complete.

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B-GG-005-004/AF-015

SECTION III

GEOMATICS SUPPORT TO THE TF

207. GEOMATICS SUPPORT

1. ESU Geomatics Support Capabilities. The ESU geomatics sub-unit has the responsibility to provide rapid
response operational support to meet the immediate requirements of TF units and special purpose production to
support TFHQ future operations planning and redeployments. The Geo Sp Sqn is structured with four task
organized sections in addition to five independent Geo Sp Tms (GSTs) and a small headquarters. Specific
capabilities are as follows:

a. Command and Control. A small C2 element will advise the TF Engr and the CO ESU on the priority of
geomatics work, standardize support and process requirements, carry out liaison with other allied geomatics
staffs for product exchange, and is able to attach a planning and coordination team to the TFHQ as directed
by the CO ESU.

b. Terrain Analysis (TERA) Terrain Visualization (TVis). The ESU capability is in addition to the integral
TERA detachment support provided to the 1 Int Coy ICAC. The geospatial information provided is primarily
for the J3 / J4 / TF Engr, other TFHQ staff and the components. Independent teams are available for grouping
with integral capabilities to produce a multiplicity of tactical decision aids (TDAs) using terrain data bases
and other data sources.

c. Map Distribution. The ESU will normally be tasked to establish a Map Supply Point tied into the higher
level formation or national network. Responsibilities include: shipping and receiving, inventory control and
sourcing of required geographic products both conventional (hard) and digital (soft). Tasks include bulk
stocks breakdown, but not delivery (outside the ESU) which remains a service support function.

d. Field Reproduction. The ESU provides for large format reproduction requirements and photographic
formats as required for the J3, TF Engr, other TFHQ staff, and the components.

e. Field (Geodetic) Survey. The ESU provides force level support to various weapon systems, gathers
elevation data, engr survey, obstacle locating, navigation, and geo-referencing at a variety of scales to
establish a ground truth network for imagery support.

f. Data Access and Management. The ESU provides field support to users of map background displays.
It is necessary to ensure that background display geographic information is fully available, up to date, and
operating throughout the TF to maximize efficiency of command and control systems. The ESU holds,
maintains and distributes available digital imagery for use on various computer systems in the TF.

2. Geomatics Support to the Components. Although the ESU may not be able to produce all products that
are required, requests for geographic support must be forwarded through the ESU Geo Sp Sqn. A decision will then
be made whether the items should be obtained in theatre (from the ESU, HNS or allied sources) or from Canadian
strategic sources. Support to specific service components will be as follows:

a. Land and Air Components. Land and air component engrs will coordinate geomatics support, including
terrain visualization, for their components and provide advice to the component commanders on geomatics
support matters as required. The ESU will provide support as required, with maps, aeronautical charts and
FLIPs being sourced form appropriate national sources.

b. Maritime Component. The maritime component staff will not deploy with require any geo trained Military
Engrs on staff, as individual ships and task groups deploy with a full complement of standard geospatial
information and required companion products. In the event that geomatics support is required, in excess
of that available through Sea LOC, the maritime component will address their requirement to the TF Engr who
may attach a Geo Sp Tm (GST) for the duration of an operational requirement.

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 B-GG-005-004/AF-015

CHAPTER 3

MILITARY ENGINEER COMMAND AND CONTROL

SECTION I

LEVELS OF COMMAND AND CONTROL

300. GENERAL

1. This chapter assumes a mission with a large engr effort and the requirement for a TF Engr. The primary
discussion revolves around the organization of the TF Engr Cell and its interaction with components, other TFHQ
staff elements and TF engr assets (primarily the ESU).

301. STRATEGIC LEVEL

1. At the strategic level, the NDHQ/J3 Engr, on behalf of the CDS, is responsible for planning and coordinating
engr support to CF operations. NDHQ/J3 Engr is a member of the NDHQ Joint Staff Steering Committee.

302. OPERATIONAL LEVEL

1. General. At the operational level, C2 of Military Engrs consists of the following functions:

a. Command of Operational Level Engr Resources. The TF Engr controls and coordinates the employment
of all operational level military engr resources. Operational level engr resources are those that have been
centralized at the TF level. They may consist of the ESU, elements of component engrs that are being
centrally controlled and allied or HN engrs attached to the TF. Consistent with the delegated command
authority, the TF Engr, through the TFC, can alter C2 relationships as required to fulfil the mission;

b. Staff Assistance to the TFHQ. The TF Engr Cell, as directed by the TF Engr, coordinates all military engr
staff input to the TFHQ;

c. Advice to the TFC. The TF Engr, is responsible to advise the TFC on all aspects of military engr support.

2. Location of TF Engr and his Staff. When the TF and TFHQ are being established, the TF Engr must
decide how the three functions will be executed. In a limited operation, one individual may do all three functions.
In a complex operation, the TF Engr will allocate the staff resources between the TF Engr Cell and the ESU HQ. This
will be based upon the mission, size of the force, size and capability of the ESU HQ, geographic separation between
the TFHQ and components, amount of engr work required and other factors. The TF Engr may also shift his
resources depending on the phase of the operation or the C2 method employed by the TFC (see chapter 1).

3. TF Engr Cell and ESU Responsibilities. The TF Engr must set priorities, plan, schedule, direct, coordinate
and control engr effort according to the TFC's plan. This is conducted using the complementary resources of the
TF Engr Cell and the ESU, as follows:

a. TF Engr Cell. The TF Engr Cell plans, schedules, monitors, reports and coordinates all aspects of military
engr support to the TF. The TF Engr Cell has the responsibility to coordinate engr matters within the TFHQ
and serve as the primary staff for engr related matters for the TFC;

b. The ESU. The primary responsibility of the ESU is to execute the operational level military engr support plan
as directed by the TFC. However, the ESU HQ also provides valuable technical staff assistance that can
assist the TF Engr in the planning and execution of military engr operations.

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 B-GG-005-004/AF-015

303. COMMAND STATUS OF MILITARY ENGINEERS IN THE TF

1. Engrs of the components of the TF are under command authority of the component commanders, unless
the TFC, on the advice of the TF Engr, elects to centralize certain component resources with the ESU. The
component commander would expect to retain his usual engr commander, or his representative, even when engrs
are regrouped. The decision to centralize resources will be determined by the most effective method to accomplish
the operational objectives. Although decentralization will be the norm, for the deployment and redeployment phases,
there may be a requirement for centralization to make the most effective use of scarce resources.

304. TECHNICAL CONTROL

1. General. Technical Control is defined as: the control applied largely to administrative or technical
procedures and exercised by virtue of professional or technical jurisdiction. It parallels command channels but is
restricted to control within certain specialized areas. Operational commanders may override this type of control
anytime its application is seen to jeopardize the mission.

2. Technical Control of Engrs in a TF. In CF operations, the NDHQ/J3 Engr retains Technical Control over
the TF Engr and similarly the TF Engr has Technical Control over the component engrs. This means that general
technical guidance may be issued to subordinate engrs in the interest of commonality, standardization and
efficiency, as long as it does not conflict with the accomplishment of the mission. Technical control may relate to
such matters as report and return formats, construction procedures, safety, equipment use and other areas as
required. In a CF operation, supporting command engrs do not have technical control over component engrs. They
are responsible soley for providing suitably trained and equipped engr forces to the TFC and for sustaining those
forces. Sustainment includes the maintenance of operational and technical readiness through the provision of
personnel and materiel, preparatory training in Canada, environmental engr intelligence, and advice on technical
matters when requested by the TF Engr. All communications between the component engrs and the supporting
commands should be conducted through the TF Engr.

3. Engr Functional Co-ordination. In addition to their responsibilities to their respective commanders, every
engr commander is linked through an engr functional chain. This is not a chain of command, but it is at least a
channel of engr coordination and passage of information. It allows the TF Engr to monitor engr work and provide
accurate advice to the TFC based upon current and accurate information. Therefore it is essential that engr units
in the components of the TF be able to communicate with the TF Engr.

305. MILITARY ENGINEER WORK FLOW IN THE TF

1. The work flow between NDHQ, TFHQ, coalition HQ, and the component level units assigned to the TF is
depicted in the flow diagram Figure 3-1:

a. Higher Headquarters (1): NDHQ and/or the coalition higher headquarters will provide funding, establish
policy guidelines, and outline appropriate project funding approval authorities.

b. The TFC (2): The TFC is the approval authority for all military engr operations and provides guidance based
on his operational intent. This is done through approval of the Military Engr SUP.

c. The J3 (3): The J3 is the tasking authority for the TF. The TF Engr Cell will staff engr related taskings
through the J3 to components, and others.

d. Coordination in the TFHQ (3): The TF Engr as a Principal Staff Officer, and assisted by the TF Engr Cell,
coordinates all aspects of military engr support to the TF with the TFHQ staff. This is conducted primarily
through staffing and subsequent implementation of either the approved Military Engr SUP or engr operations
order. It also includes coordination with J1 on military engr personnel matters; J2 on military engr
intelligence and geomatics support; J3 on conduct of operations; J4 on procurement, contracting and

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construction support; and coordination with J5 for all military engr tasks (especially construction) that may
have public affairs or CIMIC implications.

e. Components and Others (4): Components, and others such as force level units, submit requests to TF
Engr Cell (either directly or through the J3) for projects beyond internal capability for accomplishment. The
projects are staffed to J3 for approval and prioritization.

f. The ESU and others (5): The ESU, other assigned units and contractors will execute design and
construction projects as assigned by the TF Engr Cell.

(1) NDHQ

COALITION
HQ
(2) TFC

(3) JTFHQ/J3
JTFHQ STAFF
TF ENGR
CELL
TF ENGR
(4) OTHERS
COMPONENTS

(5) HNS ALLIED

COMPONENT ESU
ENGR ENGR
ENGINEERS
ASSETS UNITS

ESU CIVILIAN
SUB-UNITS CONTRACT COORDINATION
ASSETS
PROJECT REQUESTS
TASKINGS

Figure 3-1 Military Work Flow

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SECTION II

RESPONSIBILITIES OF THE TF ENGR CELL

306. FORMULATION AND INTEGRATION OF THE MILITARY ENGINEER PLAN

1. The TF Engr Cell will determine the scope of military engr support and ensure that its execution is integrated
into TF operations as follows:

a. Military Engr End-State. The NDHQ/J3 Engr will have derived the military engr objectives and the military
engr end-state from the overall strategic objective and the mission end-state;

b. Estimate of Military Engr Support Requirements. The TF Engr Cell will then prepare an estimate to
determine the method of achieving the military engr end state and the scope of engr operations for the TF.
This will include initial and continual monitoring of engr general support requirements, assessment of host
nation, national contingent, civilian and military construction capabilities and resources, and funding status;
and

c. Integration of Military Engineering Execution into TF Operations. The TF Engr Cell will then prepare
the Military Engr SUP based upon the estimate. The TF Engr Cell will staff either the SUP, engr annex or
the engr operations order within the TFHQ, incorporate changes as required, and submit to the TFC for
approval. Once approved, it will be released by the TFC and be coordinated by the TF Engr.

307. MONITORING AND COORDINATING MILITARY ENGINEER OPERATIONS

1. The TF Engr Cell will monitor and coordinate the implementation of the Military Engr SUP / Op O as follows:

a. Implementation. The approved SUP / annex / order will be forwarded to the appropriate execution agents
(i.e., the ESU, components, HN Engrs and other augmentation forces) as required;

b. Recommendation of Priorities. The TF Engr Cell will review and consolidate all new project submissions
and compare it to the TFC's COO for validity, recommend changes and identify the level and source of
resources available for execution. This will include coordination and prioritization of all aspects of military
engr support including geomatics support to the TF. The TFC may convene a prioritization board to
accomplish this task;

c. Monitoring Execution. The TF Engr Cell will monitor the execution of the support by tracking the progress
of execution against schedule and cost targets, monitoring the location and movement of engr units and
materials, and maintaining liaison with other TFHQ staff elements to review changes in TF missions and
priorities which may impact the engr operations;

d. Identification and Resolution of Facility and Resource Shortfalls. The TF Engr Cell will verify shortfalls
identified by the ESU, components or others resulting from changes in TF courses of action, and assess
their impact on operations. Changes to the SUP / annex / order, redirection or reallocation of engr resources,
or requests for additional assets will be staffed through the J3 for approval by the TFC; and

e. Reporting Status. The TF Engr Cell will request execution status data from the ESU and component engrs
as required. The cell will consolidate and analyze data, and format and distribute the engr status report
within the TFHQ and to higher headquarters (NDHQ/J3 Engr and coalition engr staff) as required.

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309. COORDINATION OF MILITARY ENGINEER INTELLIGENCE

1. The TF Engr Cell will coordinate the collection and dissemination of operational level military engr information
and intelligence. The cell will also coordinate the exchange of military engr intelligence with the J2, component
engrs, NDHQ, coalition HQ engrs, and allies.

310. COORDINATION OF MILITARY ENGINEER LIAISON

1. The TF Engr Cell will conduct national level liaison with other allied engrs in the combined-joint force through
the TF liaison staff. The cell will also conduct detailed coordination with the Host Nation on the implementation of
the engr portion of any HNS agreements. The TFC may delegate authority for direct liaison between components,
allied engrs, HNS and other representatives, if the situation requires.

311. ADMINISTRATION AND LOGISTICS COORDINATION

1. TF Engr Cell staff is the coordinator for all aspects of force level administration and logistics support for
military engr operations. The TF Engr Cell will:

a. provide military engr input to J1 on personnel matters;

b. coordinate with J4 staff for the procurement and supply of engr construction and field fortification material;

c. coordinate with J4 staff for logistics support of engr augmentation forces assigned to the TF;

d. provide cost estimates for TF military engr operations based on detailed input from the ESU and by
consolidating requirements with type of funds, funding source, and methods of accomplishment;

e. obtain funds from all possible sources for engr tasks. Monitor funds available by type, source, function,
method of construction and maintain estimated "days of work" remaining with funds available. Continually
keep all interested parties, both laterally and vertically, informed of funding status;

f. monitor and coordinate financial management for the construction programme. This will include coordination
of funding with the J4 Fin who will be controlling construction related funding for the theatre; and

g. coordinate the engr portion of HNS agreements, and civilian contracting procedures with J4 and J5 staff.

312. PROVISION OF STAFF ADVICE

1. The TF Engr Cell will provide staff advice to the TF Engr and the TFHQ staff on all military engr matters. This
will include:

a. maintenance of mobility;

b. counter-mobility;

c. enhancement of survivability;

d. sustainment engineering requirements;

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e. geomatics support;

f. physical and security engineering;

g. fire protection and crash rescue;

h. environmental protection (EA);

I. construction and maintenance of infrastructure;

j. airfield services;

k. EOD/BMD;

l. NBCD;

m. military engr support to CIMIC and humanitarian assistance projects. Due to the nature of many
contemporary operations and the possible political and cultural ramifications of construction work, it is
important that construction projects be coordinated with the J5 at all levels. This will include all projects,
even those designed to support only TF assigned units; and

n. Real Property Management. Advice on military engr related real property management may include such
matters such as:

(1) provision of real property guidance and advice to the TF;

(2) recommending real property policies and operational procedures;

(3) provision of staff supervision over engr related real property operations;

(4) ensuring compliance with international agreements and laws; and

(5) directing processes for lease or rental of real property.

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SECTION III

RESPONSIBILITIES OF THE ESU HQ

313. INTRODUCTION

1. The CO of the ESU implements the operational level engr support plan as directed by the TFC. He also is
the primary engr advisor to the TF level units while executing close support tasks. The Operations and Engr Cells
within the ESU HQ also provide a number of technical functions that assist the TF Engr and his staff in the planning
and conduct of operations.

314. SPECIALIZED ENGINEERING AND DESIGN

1. The ESU HQ Engineering Cell will be responsible to coordinate to provision of the following expertise:

a. specialist design, studies, material testing, quality control, and survey expertise for temporary design
standard;

b. design of modifications to existing facilities and non-standard facilities and structures;

c. design, quality control and supervision of work on bituminous and concrete pavements in the area of
operations;

d. provision of operational level technical recce support including Sea Port of Disembarkation (SPOD)/ Air POD
(APOD), LOC and theatre staging bases;

e. detailed assessment and supervision of environmental cleanup beyond the responsibility of component engrs;

f. damage assessment beyond the responsibility of component engrs, and repair to temporary standard or
above. This will include facilities and structures damaged as a result of war, man-made or natural disaster;

g. specialized advice on non-electronic Camouflage, Concealment and Deception (CCD) measures for fixed
installations; and

h. specialist security engineering design expertise for the construction of non-expedient structures to improve
physical security throughout the theatre. Security Engineering involves the design and construction of
facilities and structures to protect forces from a wide variety of threats including terrorists, theft, irregular
forces and regular forces.

315. CONSTRUCTION MANAGEMENT

1. The ESU HQ will provide the following construction management services:

a. provision of financial management for the TF Engr construction programme including: detailed planning,
submission, and programming of funding required for construction;

b. preparation of detailed cost estimates for TF military engr operations for submission to the TF Engr Cell;

c. implementing the engr portion of the HNS agreement and contracting of HNS where more than one
component is involved;

d. drafting and coordinating contracts where more than one component is involved, or as directed by the TF
Engr;

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e. specialized contracting services outside Canada. This may include contract administration, quality control
and inspection where speed of response, language, unique customs or procedures require special expertise;
and

f. construction management for major projects and those involving more than one component.

316. MANAGEMENT OF ENGINEER RESOURCES

1. The ESU will be responsible for the following:

a. detailed coordination with the CSG for the procurement, quality control, delivery and supply of specialist engr
stores and materiel in theatre;

b. holding and controlling specialized engr equipment, stores and tools that have been centralized by the TF
Engr due to cost, expertise or efficiency; and

c. provision of advice on adapting or substituting local construction materials.

317. REAL PROPERTY MANAGEMENT

1. Although the TF Engr Cell, in coordination with other elements of the TFHQ, will formulate the policy and
guidance for real property management, the ESU will provide the following support:

a. technical real estate guidance and advice to the TF Engr;

b. advice on real estate policies and operations procedures to the TF Engr;

c. real property management activities including:

(1) determination of requirements;

(2) selection of property;

(3) acquiring property;

(4) disposing of property;

(5) processing claims; and

(6) maintenance of accurate property records.

2. Real Property Management Guidelines are contained in Annex A to this chapter. They are provided as a
reference in accordance with CFP 120 - Construction Engineering Manual.

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SECTION IV

COMMUNICATIONS AND LIAISON

318. ENGINEER REPORTS AND RETURNS

1. General. The TF Engr is responsible for collecting and consolidating all engr reports and returns in-theatre
and ensuring that the TFC, NDHQ/J3 Engr, and coalition engr staff if applicable are kept informed.

2. Reporting Engr Information. Military engrs in the TF must have the capability to pass information from
sub-unit level up to, and including, the engr staff in NDHQ/J3 Engr. Component Engrs must report engr specific
information to the TF Engr to ensure that engr advice can be provided to the TFC. This must then be consolidated
and reported to the NDHQ/J3 Engr to ensure accurate input to the strategic decision making process. Information
may be passed through the use of engr reports contained in STANAG 2430 and TFHQ SOPs, electronic means,
voice or by personal contact.

319. COMMUNICATIONS IN COMBINED OPERATIONS

1. In combined operations, it is essential that there be interoperable communications between engr units. Due
to the variance in national telecommunications equipment, it may be necessary to establish communications
between units or formations by exchanging telecommunications equipment; and/or using liaison detachments.

320. ENGINEER LIAISON

1. If required, liaison officers will be detached from the TFHQ to adjacent and other headquarters. Liaison staff
may also be attached to the TFHQ from other commands. Liaison officers must know the capabilities and
limitations of their own environments and units.

2. Military engr personnel may be assigned to the TFC's liaison staff to assist in the coordination of engr
support activities. Liaison officers may work under the direction of the TFHQ COS and perform the following
functions:

a. the acquisition of information for the TFC, the TF Engr and the joint staff, at another headquarters;

b. the passage of information from the TFC and TF Engr to allied engrs; and

c. the representation of the TFC's and TF Engr's interests.

3. The use of liaison staff will be the exception rather than the rule, however liaison officers play a much more
significant and important role in combined operations.

321. LIAISON PRINCIPLES

1. Liaison requirements should be included in all orders. There are three requirements of importance to engrs:

a. reciprocal liaison is required when an engr unit is placed under operational command or operational control
of a headquarters of a different nationality;

b. liaison with the Host Nation authority at the appropriate level, as directed by the TFC, is essential; and

c. specific liaison must be established between adjacent formations/units to ensure the detailed co-ordination
of all aspects of the conduct of engr operations across formation boundaries.

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Annex A to
Chapter 3

REAL PROPERTY MANAGEMENT GUIDELINES

1. Property management, leasing of infrastructure/accommodation and contracting for engineer/utility services

is a shared responsibility between TF Engr, J4 Log, J4 Fin, J5 CIMIC and J5 Legal staffs. To meet the operational
requirements of the TFC, a coordinated effort amongst these staffs is required to ensure the right services are
acquired at the best available price.

2. To provide guidance for the TF Engr and ESU staffs in property management during deployed operations it
must be understood that the property management and leasing of infrastructure/accommodation or services is
subject to the laws, forms and protocols of the HN in which the mission is deployed. In UN/NATO/coalition led
missions, the mission proforma/rules will normally be followed. If none are available, the guidelines below are
provided to assist in reaching the best possible deal for the CF. The drafting of a lease or contractual agreement
should be done in concert with the TFHQ staffs as previously mentioned.

2. Lease Format/Documentation. It is recommended that the standard lease agreement used by the
authorities of the country involved be used as the basis for the agreement. The formats and content of these
agreements are fairly standard throughout the world. However, the legal and financial staffs will have to review them
first. The legal staff can provide the legal wording required and the financial/logistic staffs can indicate what
authorized levels are required for a given value of contract and how the payment/financial wording should be phrased.
From an engineering perspective the following criteria should be considered:

a. Termination/Escape Clause. The lease/contract must include a termination/escape clause so DND/CF

can terminate the lease without an exorbadent penalty. If the mission is still very tentative at this time, it
is recommended that any long term lease be avoided. If possible a monthly lease with an option to extend
a month at a time for a total of 6 months would be ideal. For long term leases, a 30 day (or less) penalty
clause should be investigated, however, the norm is usually 90 days for early termination of 6-12 month
leases.

b. Condition Agreement. An agreement in the lease concerning the environmental and physical condition
of the property is required. The agreement should stipulate who is responsible for any environmental or
physical damage that occurred prior to CF occupancy and whether the damage will be fixed prior to, during
or after CF usage.

c. Damages/Alterations/Maintenance Agreement. In concert with the condition agreement, an agreement

as to how damages (environmental or physical) or mission directed alterations to the property (ie holes for
communications cables, etc) that occur after CF occupancy are reported, documented, assessed and
repaired must be included. Also it must be spelled out who is responsible for Anormal@ maintenance and
what defines Afair wear and tear@. Either the CF agrees to do normal maintenance or the owner must assume
the responsibility. J5 Legal staff will probably insist on developing a claims settlement system.

d. Compensation for Improvements. The lease should include provisions for negotiated compensation to
Canada for any improvements to the property (upgrading water, electrical, sewer systems, etc) that Canada
does during its occupancy. If a compensation process and value is not in the lease, there should be
recognition of, and agreement that this matter could be negotiated. As with the damage agreement,
reporting, documenting, assessing and negotiating criteria should be part of the claims settlement clauses.

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 B-G-005-004/AF-015

Annex B to
Chapter 3

CF THEATRE FACILITIES DEVELOPMENT PLANNING,

CONTROL POLICY AND GUIDELINES

1. General. All CF establishments, whether at home or deployed abroad should have a facilities
development planning and control system for construction and maintenance activities. Missions under UN or
other non Canadian funding will use the UN or force planning and control system if provided. For missions
utilizing CF funding for all or part of their infrastructure construction and maintenance activities should develop
a facilities development planning and control system based on the following guidelines.

2. CF Operations Accommodation Policy. The CF accommodation policy for deployed operations is

summarized below:

a. infrastructure will meet minimum military requirements (i.e. the most austere facility required to
meet a CF role) and will be procured and maintained at the most economical level to fulfil the CF
operations;

b. accommodation scales provide a guide which outlines the normal limits for expenditure of public
and non-public funds;

c. notwithstanding the existence of a scale, each case may be considered on its own merits, with
decisions based on the justification provided;

d. scales of accommodation are not an entitlement; and

e. accommodation scales for deployed operations are contained in B-GL-320-013/FP-001 Engineer

Field Manual Volume 13 - Accommodations, Installations and Engineering Services for Deployed
Operations.

3. CF Operations Facilities Development Planning Policy. A deployed contingent should initiate a

Facilities Development Planning (FDP) system in accordance with the guidelines provided. A FDP identifies
serious deficiencies in infrastructure which adversely effects the site and/or contingent operations. It
establishes a framework of development objectives and prioritized programming initiatives from which
construction and maintenance projects can be prepared. For a deployed operation, the Contingent FDP has
a one year planning horizon and is based on approved current policy.

4. CF Operations Facilities Control Policy. A deployed contingent should ensure that an appropriate
control system is in place to provide project funding and approval control over normal facilities maintenance
and construction activities stemming from the FDP system.

5. RESPONSIBILITIES

a. NDHQ. COS J3 through J3 Engr is responsible for ensuring contingents have a facilities
development planning and control system within the guidelines.

b. Contingent Commander. The Canadian Contingent Commander is responsible to ensure a

practical facilities development planning and control system for the deployed CF mission
construction and maintenance activities is developed in accordance with the NDHQ guidelines and
is being used;

c. Senior CME Representative. The Senior Contingent CME Representative is responsible for the
following:

(1) assisting the contingent operations, logistics and comptroller staff in the development of the
contingent infrastructure development planning and control system;

(2) managing the system during the deployment on behalf of the Commander; and

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B-GG-005-004/AF-015

Annex B to
Chapter 3

(3) maintaining construction and maintenance activities records.

d. Contingent Operations/G3 Staff. The Contingent Operations/G3 staff are responsible for
providing clear and timely direction on the operational matters that may affect current or future
infrastructure requirements to support the contingent mission;

e. Contingent Logistics/G4 Staff. The Contingent Logistics/G4 staff are responsible to ensure that
all supply demands/procurements which require installation into fixed infrastructure or draw from
contingent utility services have been reviewed and agreed to under the contingent facilities
development planning and control system; and

f. Contingent Comptroller. The Contingent Comptroller is responsible for monitoring the system to
ensure compliance with DND/CF expenditure regulations.

6. GUIDELINES

a. General. The guidelines are provided to assist the Contingent Commander in developing a
practical infrastructure development planning and control system for the specific mission. The
following caveats are included:

(1) as each operation and mission area will be different, a comprehensive set of rules is not
practical and will normally not be issued by NDHQ;

(2) if the UN or coalition has issued guidance, the more stringent system will be followed;

(3) the guidelines include only those items that are deemed essential for sound development and
control of deployed camp infrastructure;

(4) the Commander may impose more detailed and/or stringent rules but cannot issue less
restrictive guidelines without prior authority from NDHQ; and

(5) operational necessity and safety considerations will prevail over the policy.

7. Facilities Development Planning. The Facilities Planning System identifies long-range development
objectives and establishes general programming initiatives from which projects can be prepared and
accommodation decisions taken. This planning ensures that contingent and, in some cases, force level
construction and maintenance programmes are coordinated. The Facilities Planning System deals with that
which is known and is not intended to cover all eventualities. The Facilities Development Book is the basic
reference for facilities planning and it comprises an approved Master FDP and all its FDP support data and
implementation documents.

8. Contingent Accommodation Committee. Effective facilities planning depends upon a cooperative

and consultative approach by staffs at all levels. DCDS/J3 Engr is mandated to provide planning assistance
on behalf of NDHQ to the deployed contingents. At contingent level, the function is the responsibility of the
Contingent Accommodation Committee and technical services staff.

a. Terms of Reference

(1) Accommodation. The Committee is responsible for the initial allocation and subsequent
redistribution of space affecting all sub-units, for recommending changes of use to facilities
requiring NDHQ concurrence; for maintaining the currency of facility Development
Categories, and for programming temporary accommodation plans in support of construction
and renovation projects and changes to leased accommodation. It remains a Contingent
Engineer responsibility to maintain Facilities Use Tables. It is recommended that the
Committee mandate include NPF and NPF/Public accommodation.

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Annex B to
Chapter 3

(2) Minor New Construction. The Committee is responsible for assessing all minor new
construction requests for work exceeding local/Engineer authority but which is within the
Commanders authority. Recommendations to the Commander involving both Public and
NPF/Public-funded work, should include the following:

(a) recommended and prioritized approval for inclusion in the current rotation's programme
or in a follow-on contingent's programme; and

(b) recommended non-approval as a non-essential project or non-conforming to the FDP.

(3) Facilities Development. The Committee is responsible for the following:

(a) monitoring FDP(s) and recommending amendment when appropriate;

(b) guiding, reviewing, and prioritizing programme submissions to NDHQ; and

(c) coordinating studies in support of facilities development planning.

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 B-GG-005-004/AF-015

CHAPTER 4

MILITARY ENGINEER PLANNING

SECTION I

STRATEGIC AND OPERATIONAL LEVEL PLANNING

401. STRATEGIC LEVEL PLANNING

1. At the strategic level, there are six steps in operations planning:

a. initiation;

b. orientation;

c. courses of action development;

d. decision;

e. plan development; and

f. plan review.

2. These steps are described in detail in B-GG-005-004/AF-004 Force Employment, and trigger planning at
the operational level when a wngO is issued by the CDS in the strategic PLAN DEVELOPMENT step. The military
engr operations planning must complement and reinforce that of the TFC and his staff. The key to effective military
engr planning at the operational level is the early designation of the TF Engr, and a smooth transition from the
strategic level (NDHQ/J3 Engr), to the operational level (TF Engr), with a constant flow of information between the
two.

402. OPERATIONAL LEVEL PLANNING

1. At the operational level, the same six planning steps are employed. This article describes the Military Engr
actions at each step of the process.

2. Initiation. The initiation step commences with a CDS wngO. During this step, the task is assigned or
assumed, major combat and logistic resources and strategic transportation assets are identified for planning
purposes, the intelligence process is initiated, and the ground work is laid for planning to begin. Military Engr
actions include:

a. designation of the TF Engr and a cadre staff;

b. determination by NDHQ/J3 Engr of critical engr limitations on planning;

c. initiation of the military engr intelligence process;

d. input from the strategic geographic assessment will be reviewed and passed to the TF Engr; and

e. distribution of planning stocks of national/strategic level mapping.

3. Orientation. Orientation involves the analysis and definition of the mission, the preparation and issue of
the TFC's planning guidance and a description of the end states of the operation. During this step, the TF Engr will:

a. derive the military engr end state from the overall objectives of the TFC. The military engr end state must

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be complementary to that of the TFC;

b. provide the appropriate input to the commander's planning guidance to ensure that all staff cells of the TFHQ
consider the military engr aspects of planning;

c. as part of the mission analysis, functionally group all the information available, both fact and assumption,
into: assigned tasks, implied tasks, constraints and restraints, and TFC's intentions; and

d. confirm the designation of the TF Chief Geomatics Officer (TF Geo/CGO).

4. Concept Development. In the concept development step, staff estimates are conducted, an information
brief is prepared for the TFC, and the TFC's estimate is produced. The information brief includes tentative courses
of action, and the commander's estimate describes the courses of action which best achieve the mission. During
this stage, the TF Engr will:

a. prepare an operational level military engr estimate according to the format at Annex A.;

b. as part of the estimate process, develop options for achieving both specified and implied tasks. These
options should identify the essential missions to be executed, the engr effort required, the construction
materials needed, the proposed construction standard, the estimated time required to execute the option,
and any special considerations such as environmental or CIMIC implications;

c. ensure that military engr aspects (environmental considerations and force projection and sustainment tasks)
are considered in the operations, logistics, CIMIC and other staff estimates at this stage of the planning
process; and

d. provide input into the drafting of the geomatics concept of operational support.

5. Decision. The decision step involves a decision briefing, selection of a course of action, development of
a COO and approval of the concept by the TFC and, subsequently by the CDS. The COO outlines the TFC's intent
in the deployment, employment, support and sustainment of the TF. The COO is approved by the strategic level
commander (i.e., the CDS) and issued to commanders of the subordinate components of the TF. During this stage,
the TF Engr will:

a. coordinate strategic and operational level military engr planning with NDHQ/J3 Engr;

b. ensure that appropriate military engr input is provided in the COO to allow component engrs to commence
their planning process;

c. develop a military engr support concept complementary to the COO; and

d. authorize the release of deployment planning mapping stocks.

6. Plan Development. Plan development consists of developing, approving and issuing the main plan and
SUPs. These plans will describe operations and activities for each phase. They will also define objectives, identify
forces needed to accomplish the mission in accordance with the commander's COO, identify administrative and
logistic support arrangements, identify operational transportation requirements and identify any shortfalls. On behalf
of the TFC, the TF Engr completes the military engr support concept and develops the Military Engr SUP:

a. TFC Policy Guidance. Besides engr information and intelligence, additional guidance is required to
develop an accurate and effective Military Engr SUP or Military Engr Annex to the operation plan (See
Annex C for a format for the Military Engr SUP). This guidance is based upon higher headquarters direction
and formulated by the TF Engr and the TFHQ staff and approved by the TFC. Policy guidance requirements
include but are not limited to the following:

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(1) the TFC's direction on accommodation standards, especially in austere theatres of operations;

(2) financial management policy;

(3) water supply and storage, fuel storage, electricity, and waste disposal policies;

(4) new facility requirements for the TF;

(5) the impact of operations on the environment and the TFC's environmental policy;

(6) geomatics support policy including standard map scales, use of satellite images, GPS, etc; and

(7) engr support policy for humanitarian assistance and military civic action as part of CIMIC operations.

b. Military Engineering SUP. As part of the plan development step the TF Engr must decide if a Military
Engr SUP will be issued, an annex to the main plan or both. The important difference between a SUP and
an annex, is that while an annex may be included with the plan, a SUP is always a standalone document
subject to its own review and approval procedure. It is used when the volume of direction or data to be
covered makes the use of an annex impractical. The Military Engr SUP must contain sufficient information
on the plan it supports to satisfy users who have not received the plan.

c. Military Engineer Annex. Annexes are integral parts of the plan; approval of the plan constitutes approval
of the annex(es). Where an annex is published separately, the annex will be covered by a letter of
promulgation signed by the J3 Plans and Operations. A summary of the important elements of the annex
should be included in the plan, and the annex must use at least paragraphs one (Situation) and two
(Mission) of the standard format.

d. Geomatics Support Annex. In planning for geomatics support, the following general conditions should
be considered:

(1) geomatics support is a national responsibility. Normally forces deploy with their geomatics support
operational stocks of maps and charts and any supporting environmental components (such as terrain
analysis teams, etc). Other nations very seldom provide geomatics services, outside perhaps limited
distribution of replenishment stocks after the first 60 to 90 days of operations;

(2) products are “designated” for use. Products are “authorized”, to avoid a proliferation of maps and
charts covering the same area, but having conflicting grids, datum, edition numbers, etc;

(3) maps and charts provided by an allied or host nation may come with conditions imposed, conditions
which may not allow the CF to further distribute them to third parties;

(4) it takes time to secure release authority (for controlled stocks). Notwithstanding exchange
agreements, it may take some time for J2 Geo to secure the release of products from allies.
Furthermore, some products may be in short supply and distribution may be further limited by NDHQ,
or another headquarters, due to priority of requirement;

(5) there may be requirements to account for consumption of products provided by allies or host nations,
since DND may eventually be liable for costs associated with use; and

(6) global coverage is not yet available and production resources are not infinite. It is essential to
cooperate with allies and to plan ahead. In some cases alternate rapid response substitute products
may have to be generated.

e. Environmental Protection Annex. The TF Engr will also ensure that the TFC's environmental direction
is included in an environmental protection annex as part of the plan (See Section III and Annex E for

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details).

7. Plan Review. Plan review is the final step in the operational level planning process. This step involves an
analysis of the final plans and a process of regular review and revision to ensure that the plans remain valid.
Elements of the plan for the employment of military engrs will interact with many other aspects of the operational
plan. For example, there will be interaction between the military engr plan and the logistics plan and between plans
for LOC maintenance and movement. The TF Engr must ensure that all such aspects are continually coordinated
with other TFHQ staff, throughout the planning process and the implementation of the plan.

403. CONVERSION OF THE PLAN TO AN OPERATION ORDER

1. The strategic PLAN DEVELOPMENT step is concluded when the CDS has been briefed by the TFC and
he is satisfied that he can report to the government that the detailed operational plan is ready for implementation.

2. The start of the strategic PLAN REVIEW step signals the issue of an Implementation Order (ImplO).
This involves the translation of the plans into orders. The strategic PLAN REVIEW step covers the period of time
and activities related to the final preparation of the TF, their deployment, employment, sustainment and
redeployment. The involvement of military engrs in the implementation of CF operations is found in chapter 5.

404. CO-ORDINATION

1. Tailoring the Force. The engr grouping is tailored to execute the identified missions. Planners must
consider all available engr capabilities. The force will consist of a mix of component engrs, the ESU, allied engrs,
HNS forces and civilian contractor labour. The TFC, on the advice of the TF Engr may regroup engrs from the
components if necessary.

2. Coalition Operations. When operating in a coalition, military engr planners must understand the
capabilities of member states' engr organizations. For example, many member states separate combat and
construction engr skills, others do not. This understanding will help the planner combine the appropriate types of
engr units required and eliminate unnecessary redundancy when planning multinational operations. Interoperability
must be considered to ensure that assets are complementary, if not compatible. Engr planners also consider
assets available through contracts, the HN, and private agencies.

405. TACTICAL LEVEL MILITARY ENGINEER PLANNING

1. Component Engineer Planning. Component engrs should begin planning when a TF warning order is
issued. Tactical level military engr planning will be concurrent with and consistent with operational level engr
planning conducted by the TF Engr. Once the military engr support concept is defined and the operational level
Military Engr SUP is developed, it is issued with the TF operation order (as a SUP or annex). Component engrs
begin detailed engr support planning for their forces based upon the direction of their component commanders and
the operational engr support plan. Again, the key to success in tactical level planning is the early designation of
the component engr and a smooth transition from the operational level (TF Engr) with a constant flow of information
between the two.

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SECTION II

ENGINEER SUPPORT TO FORCE PROJECTION AND SUSTAINMENT

406. GENERAL

1. More often, operations, as defined across the entire spectrum of conflict, are focussing towards the range
of Operations Other Than War (OOTW), which has caused engrs to support and sustain forces for long periods of
time away from areas with established infrastructure. This has placed an emphasis on a more generalised engr
support structure for logistic and other installations, placing a greater weight on construction and other artisan skills.

2. The other facit of OOTW operations which engrs can effectively support is the scope of “unopposed” force
projection operations of a sensitive or complex nature such as humanitarian assistance, disaster relief, peace
support operations or even counter drug/terrorist operations. More information concerning these type of situations
are contained in the B-GG-005-004/AF-000 series of doctrinal manuals.

3. All operations will require a degree of force projection. Ground formations must be deployed strategically
into a theatre and then become established before they can start in-theatre operations. Engr support is a vital
enabling factor in theatre entry, establishment of national and combined forces and their sustainment. The
composition and level of engr support needed will be dictated by a range of factors including the threat, overall force
levels, climate, terrain, local infrastructure, HNS, civilian contractors, and time.

4. Each operation will tend, through different combinations of these factors, to be unique. It cannot be
assumed that component engrs will be available to conduct entry or sustainment tasks. In most cases, they would
be required to stay with their component for joint preparation, acclimatization and in-theatre training. Hence, a need
for sustainment engrs for surge and sustainment tasks. Therefore, the NDHQ/J3 Engr will be responsible, as part
of strategic engr planning, to identify three separate functional engr groups as part of engr support to force projection:

a. those engrs organic to formations (close support component engrs);

b. those engrs responsible for entry and redeployment tasks (general support); and

c. those engrs responsible for sustaining the TF as a whole (general support or a combination of both).

407. GENERAL FACTORS AFFECTING ENGINEER SUPPORT

1. The nature of the threat, the surrounding circumstances of the situation and the availability of operational
(1:250,000) and tactical (1:50,000) level mapping will dictate the type and quantity of engr effort required. They will
also affect strategic deployment routes, air and sea points of entry (A&SPOE), restoration of entry facilities,
emergency provision of power, water and bulk fuel, the level of host nation cooperation and ability to provide in-
theatre resources, the physical state of the theatre infrastructure and the ability to use civilian manpower.

2. Selection of these various services will be influenced by the operational plan. Provision and maintenance
of any of these facilities or services can be effected by the degree of enemy influence. Areas of operations that have
sophisticated infrastructure still operational will require relatively little engr support.

408. PRE-DEPLOYMENT (PREPARATION PHASE)

1. As with the planning and preparation of any TF mobilizing to deploy, force projection and sustainment
operations also require planning with a logical sequence of engr activities considered. As stated, the nature of the
threat or enemy disposition will dictate the degree to which forcible entry operations are planned. Hence, the
quantity of engr effort required to support such entry operations could be extensive. NDHQ/J3 Engr would coordinate
this requirement as part of the strategic planning.
409. ENTRY OPERATIONS

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1. Entry into a theatre of operations requires the selection of POE which will be dictated by the operational
plan. Establishment and sustainment of these POE could demand some or all of the following engr support:

a. Ports. Clearance of underwater obstacles, construction or repair of jetties, sea container handling, provision
of ports services and helicopter landing pads;

b. Airfields. Airfield damage repair, hardening command facilities, security engineering, construction of blast
protection for aircraft, expedient surface construction, temporary accommodations, provision of utilities,
provision of fire services in support of flight operations;

c. Medical/Logistical Installations. Facilities and utilities restoration, collective NBC protection, temporary
accommodations;

d. Construction and Maintenance of Theatre LOC Routes. A road network will be required linking
geographically separated components and units. If it is not feasible to use existing networks or if the
network is insufficient for the needs of the TF, initial construction or road improvement maybe necessary.
Other factors such as the effects of weather, usage rates and military load classifications could be
restrictive considerations.

e. Fire Protection Services. Fire protection services are needed for both structural and crash fire rescue
operations. Hazardous material handling as well as fire prevention are considerations that must be
addressed.

f. Geomatics Support; and

g. Mine clearance and EOD.

410. COMBAT OPERATIONS

1. It is during combat operations that the military objectives and end states will be sought. The military engr
support afforded to any or all of the land, sea or air engagements will most likely cover the entire spectrum of
maintaining mobility, counter-mobility, enhancing survivability, sustainment engineering and geomatics tasks.
2. Combat operations will be offensive, defensive and focused on the expansion of the Area of Operations (AO)
and the destruction of the enemy. Hence the fluidity of those type of operations will be constantly back and forth
and always require engr support. From the most forward of operating bases to the expansion of the bridgehead and
the constant provision and updating of military geographic information (geomatics), the sustainment engineering
tasks are endless. Other less obvious engr sustainment tasks may include construction and maintenance of
refugee facilities, support to camouflage and deception operations or augmenting other theatre or allied forces force
protection and survivability.

411. CONTROL OF ENGINEER RESOURCES

1. Engr resources, stores or materiel whether brought from Canada or purchased in theatre, will be controlled
by an engr resources organization. This will be ideally located as part of an ESU. The ESU will track movement,
provide some manufacturing capabilities and ensure that pre-checked sets or individual items are provided for each
task executed by TF level engr units regardless of the functional grouping as related to force projection and
sustainment.

2. Engr equipment and stores will be clearly marked and recorded on the TFMT and cross checked with
waybills of the aircraft or ship that is transporting the resources into the A&SPOE.

412. IN-THEATRE TRAINING AND SUSTAINMENT SUPPORT

1. There may be a large requirement for engr support to in-theatre training which is required to acclimatize the

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TF in order for them to reach operational efficiency. For example, the marking of field firing and air-ground target
ranges, targetry manufacture or obstacle/minefield construction for the conduct of breaching operations. Such engr
support should be provided by general support or sustainment engrs. The ESU will be responsible to coordinate all
types of engr support to TF unit level training, as component engrs will be most likely conducting similar concurrent
training with their affiliated close support formation.

2. Depending on the size of the TF and the duration of sustained operations, consideration would have to be
given to the sustainment capabilities of the engr force itself. There may be a requirement to reinforce the engr units
with reserves or even rotate out of theatre complete units for replacements. This factor is a critical point of engr
planning that should be considered in the planning of the operation at the strategic as well as operational levels.
Due to the nature of any type of engr support given to an operation, the two engr factors that could limit any
operation is the engr equipment and the engr soldier.

413. REDEPLOYMENT AND RECONSTITUTION

1. With the cessation of hostilities or the end of combat operations, force transition to redeployment priorities
may occur in one area while residual actions are still taking place in another sector of the AO or force projection
theatre. Engr support may be extensive to the restoration of order, reestablishment of infrastructure or preparation
for redeployment. Engr activities could have a direct impact on the “flow” of forces through designated staging areas
or routes. Engr tasks are focussed on repair of damaged infrastructure, maintenance of A & SPOD, battlefield and
hazardous waste clean-up, environmental clean-up and certification, return of infrastructure to HN authorities and
other general sustainment engr tasks.

2. A coordinated effort between logistical, medical, communications and security units of the TF, as well as
HQ staffs, is required to successfully accomplish mission tasks prior to complete redeployment. The TF Engr and
the TF Engr Cell will coordinate with the component engr units and the ESU to ensure all engr tasks are completed
to achieve the engr mission end state as well as the TFC’s end state.

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SECTION III

ENVIRONMENTAL IMPACTS ON MILITARY ENGINEER PLANNING

414. ENVIRONMENTAL PROTECTION AND RESPONSE

1. Canadian Defence Policy Directive P 5/92, states that all CF operations will be planned and conducted with
appropriate consideration for their effect on the environment. It is DND/CF policy to meet the environmental
protection responsibilities and the pollution control standards and objectives in applicable federal and provincial
statutes and regulations, subject to operational requirements as approved by the NDHQ/J3.

2. Early planning is essential to ensure all appropriat e environmental considerations are adequately addressed
and that the appropriate environmental assessments or reviews have been completed according to the A-EN-007-
000/FP-001 - Environmental Assessment Manual and that no environmental restrictions are required by any Status
of Forces Agreement (SOFA) or other international agreements. The Canadian Environmental Assessment Act
(CEAA) is binding on DND/CF and applies also to operations and activities outside the territorial boundaries of
Canada. Although a provision in the act allows for an exclusion to the requirement to conduct a formal EA for
emergency operations, all attempts should still be made to include environmental considerations at all levels of
planning. On behalf of the NDHQ/J3, the J3 Engr, in concert with the TF Engr will develop all aspects of the impact
of operations on the environment as part of the planning process, which will then be implemented by the TF Engr.
NDHQ/DGE, Command, and Formation Environmental staffs are essential sources of guidance in these aspects.

3. A separate annex or appendix for ensuring that proper attention is given to environmental considerations
will be included as part of the Military Engr SUP in each operational order under which units will deploy (Annex E).
The annex or appendix should include, but not be limited to, the following major sections:

a. Policies and responsibilities to protect and preserve the environment during the deployment.

b. Certification of local water sources by appropriate medical field units.

c. Solid and liquid waste management:

(1) Open dumping;

(2) Open burning;

(3) Disposal of grey water; and

(4) Pest management and control of pesticides.

d. Hazardous material management.

e. Flora and fauna protection.

f. Archeological and historic preservation.

g. Spill plans.

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SECTION IV

LEGAL CONSIDERATIONS ON MILITARY ENGINEER PLANNING

415. MILITARY ENGINEERS AND THE LAW OF ARMED CONFLICT

1. Introduction. Knowledge and the correct application of both national and international laws in planning and
conducting CF operations, is the responsibility of commanders at all levels. Engr aspects related to laws, such as
environmental impacts, the use of mines or the destruction of infrastructure for combat purposes can affect the
provision as well as the level of support to the mission.

2. The Law of Armed Conflict is described in B-GG-005-004/AF-005 - Use of Force in CF Operations, and is
the basis from which all commanders are guided to consider the legal implications in planning, developing and
providing engr support to operations. At times, as a result of war or conflict, the scope of military engr support tasks
or projects becomes a focal point in establishing a sense of stability or order.

3. The law of armed conflict is intended to protect combatants from unnecessary suffering, property from
unnecessary destruction and to facilitate the restoration of peace upon the conclusion of hostilities. A large part
of achieving this will be through the reconstruction of the area. The TF Engr will be required to evaluate all engr
reconstruction tasks for relevance and prioritization. It is also the responsibility of the TF Engr to coordinate with
component engrs and the commanding officer of the ESU so that the application of policy guidelines regarding these
tasks are consistent throughout the area of operations.

4. Application of Law and Legal Considerations. In planning an operation, strategic and operational level
planners and commanders must take into account a number of legal considerations. International and Canadian
laws, bilateral and multi-lateral agreements, conventions, charters and agreements, at times can be confusing,
conflicting and cause debate over sensitive issues that CF members could face. It is however the responsibility of
all members of the CF to apply common sense and to abide by and prevent violations of the laws by others.

5. It is the responsibility of NDHQ/J3 Engr to ensure that legal considerations on military engr planning are
reflected in the strategic level planning of the operation.

416. RULES OF ENGAGEMENT (ROE) CONSIDERATIONS FOR MILITARY ENGINEERS

1. General. CF ROE are formulated and promulgated by the CDS, with direction from the government, and
are designed to remove any legal or semantic ambiguity which could lead a commander to inadvertently violate
national policy by his actions. ROE provides guidance and instructions to commanders and commanding officers
within the framework of the overall political directives. They define the degree and manner in which force may be
applied and are designed to ensure the application of the force is controlled. ROE inform commanders of the degree
of constraint (prohibitive) or freedom (permissive) permitted when carrying out their assigned tasks.

2. ROE are applicable at all stages of war, operations other than war and peace support operations. At times,
Canadian forces, could operate in a combined operation with other NATO forces or non-NATO forces under national
or other control. These ROE must be agreed to by the participating nations during operation planning. Other than
the combined operation ROE, National ROE will also be issued to CF personnel, and if they are in conflict, National
ROE have precedence.

3. Engineer Factors affecting ROE. Engr operations, notably barrier operations, can effect considerably the
vital needs of the population and the basis of their existence, not only in war but also in times of tension and crisis.
Therefore barrier operations and denial measures are always restricted. These restrictions and conditions can be
the result of international conventions, the sovereignty of a host nation or of ROE.

4. The purpose of combat engr related ROE is to authorise the preparation and execution of barriers,
obstacles, minefields and denial measures. Detailed procedures may be required to be promulgated by the TF Engr

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or TFC for the conduct of demolition operations. These procedures must be in accordance with the authorised
ROE.

5. Barrier related ROE must reflect the fundamental tenets of the law of armed conflict, military necessity and
proportionality. Necessity dictates that force should not be used unless essential to achieve a military objective.
The concept of proportionality dictates that military action or response is in proportion to the desired military
objective; a corollary is that collateral damage should be minimised where possible. These basic principles mean
with regards to barrier measures that the execution of barriers will not be automatic. The execution will depend
exclusively on the development of the situation and the course of the battle within the context of the current ROE.

6. In the planning and execution of obstacles and denial measures, the protection of vital interests of the
population is to be taken into consideration by the TF Engr and component engrs. They may not result in any
greater damage and destruction than is absolutely necessary for achieving the military objective.

7. To achieve the objective of an operation, or provide more efficient or effective engr support to an operation,
it may be necessary to develop additional or modify existing ROE. Requests for authority to change or modify
existing ROE as concerning engr operations will be promulgated from either the component engr/TF Engr and staffed
through the TFC to the CDS, info NDHQ/J3 Engr.

417. EVALUATION OF ENGINEER RISK ASSESSMENT GUIDELINES

1. ROE are clearly a command issue, promulgated by the CDS for CF personnel. As already discussed in
this chapter, ROE are fundamentally a means of protecting the innocent or preventing excessive or collateral damage
in war/operations. They are oriented towards someone or something else other than friendly forces.

2. On the other hand, the concept of military engr Risk Assessment Guidelines are designed to protect
friendly forces. They are promulgated by the NDHQ/J3 Engr for inclusion in the operation order by the operational
planning staff. They are parameters that should be evaluated to ensure that any task taken on by military engrs in
support of CF personnel, DND/CF national interests or the operation itself are justified and considered against the
legal ramifications should something go wrong. They will be situation dependent restrictions as related to engr
operations in support of the TFC. They are related to engr tasks such as EOD/BMD, mine/UXO/BT clearance or
any other task that has inherent risks involved due to the nature of the task. The Risk Assessment Guidelines are
described in Annex F to this chapter.

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SECTION V

FIRE PROTECTION CONSIDERATIONS ON MILITARY ENGINEER PLANNING

418. FIRE PROTECTION ENGINEERING

1. The employment of the military engineer fire fighters in the theatre of operations is an essential consideration
for force protection. Fire can be caused from the results of an attack by enemy forces, insurgents or any number
of other causes. Unless quickly contained, controlled and extinguished, the resultant effects can devastate the
TFC’s ability to project combat power. It is the TF Engr’s responsibility to advise the TFC on the proper level of fire
protection and provision services within the theatre of operations.

2. The ESU contains the majority of expertise and advice on fire fighting concerns within the fire protection unit.
Regardless of this concentration of expertise, each component commander is responsible to ensure adequate fire
protection capabilities for personnel and equipment within the components. This can be accomplished in a variety
means such as HNS, in theatre service contractor, dedicated military fire fighters, trained auxiliaries, or a
combination of these listed.

3. The ESU will maintain an expertise and the capability to perform the following tasks throughout the theatre
of operations:

a. Structural Fire Protection;

b. Fire Engineering;

c. Fire Inspection and Reporting, including Arson Investigation;

d. Training Force and Component personnel in fire protection measures;

e. Fire Services Advice; and

f. Ability to augment component level resources as directed by the TFC.

4. The ESU Fire Protection unit will maintain their primary skills in structural fire protection and be equipped
for theatre operations accordingly. In areas where HNS fire fighting capability is available to the levels required to
support the force, then the size and mandate of the fire protection unit can be adjusted accordingly. Fire fighters
may be required to perform Crash Fire Rescue tasks in support of tactical helicopter operations within the
components. If required to provide dedicated fire rescue response in support of a theatre level airfield, then the ESU
fire protection unit resources must be augmented accordingly.

5. The military fire fighter is a multi-disciplined soldier capable of providing valuable skills and advice in
Emergency Response. Their skills and capabilities include specialized training in Haz Mat Response, Emergency
First Aid, respiratory protection, NBCD, and proficiency as trades helpers in many construction trades. The integral
water resource capability makes them an ideal asset in assisting with decontamination tasks.

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Annex A to
Chapter 4

OPERATIONAL LEVEL MILITARY ENGINEER ESTIMATE FORMAT

101. GENERAL

1. The military engr estimate will be very similar to the formal operations estimate in that the process as well
as many factors will be similar. However, the engr estimate should concentrate on only those factors that have
relevance to engineering deductions that could affect the force mission. The quantity of information that could be
considered is substantial, therefore it is important that a complete and thorough estimate and planning process is
completed, given early warning and timely information obtained from an engr reconnaissance. The engr
reconnaissance must be completed by engrs who can assess the technical impact of the factors upon which
support levels and materiel requirements will be based. In general it could be considered that the more adverse the
conditions of the mission or operation, the more engr effort that will be required.

2. The estimate falls out of the mission analysis, which is part of the second step of the operational planning
process ORIENTATION. The estimate itself starts the third step, which is CONCEPT DEVELOPMENT.

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Annex A to
Chapter 4

OPERATIONAL LEVEL MILITARY ENGINEER ESTIMATE FORMAT

Issuing Headquarters
Location
Date and Time of Issue

ESTIMATE OF THE SITUATION FOR ...

References: A. Appropriate maps, charts, etc

B. Supporting Estimates
C. Directives and Commander's Planning Guidance

1. Mission. The Mission should be to provide military engineering support to the TF. The achievement of the
mission could involve several engr units, organizations and command elements. The principles of employing engr
support should be given maximum consideration to achieve the mission.

2. Assumptions. Assumptions that affect the estimate and not necessarily assumptions made by the
commander for planning purposes should only be considered.

3. Engineering Factors Affecting the Mission. Engineering factors generally revolve around time, manpower
and resources. However, consideration should also be given to the maintenance of accurate and complete financial
records since costs and responsibility can make for critical and at times controversial decisions. Compromise
between comfort and necessity sometimes also create difficult engineering decisions.

4. The following list of Factors and Deductions are by no means the absolute definitive list. Different operations
could have other very relative factors of the estimate that should be considered in the planning process.

SERIAL FACTORS DEDUCTIONS

1 ENEMY
intentions requirements for survivability
capabilities (incl NBC & surveillance capabilities) protection of facilities, LOC, ADR
civil war/terrorists/irregulars threat degree of security engineering
engr capabilities,organizations,existing obstacles

2 GROUND -TERRAIN
natural features, rivers, coastlines, mobility requirements

GROUND - CULTURAL (MAN-MADE) FEATURES

cities/population centres requirement for repair of MSRs
transportation systems, ports, canals, airfields, road, rail, provision for repair to bridges
horizontal/vertical construction existence of alternate routes
utilities (energy), electrical,water,sewage,pipelines, requirement for engr trades
other infrastructure available civilian contracting
engr resources-quantities local architecture,design authorities
materiel, manpower local construction standards, methods,
codes
power/voltage
GROUND - CLIMATE road surfacing requirements
water supply (existence, temperature, usage rates) precipitation effects on roads
dust control power requirements for heating and
sewage, sanitation, disease cooling
cyclical events - snowfall, monsoons, wet/dry seasons requirement for water production and
medical testing

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Annex A to
Chapter 4

SERIAL FACTORS DEDUCTIONS

GROUND - EOD/UXO SITUATION

types, quantities, location
mine warfare doctrine, training, techniques
intelligence,historical use of mines
any foreign forces involved in supplying mines

3 OWN TROOPS
overall force levels requirements for accommodations
length of mission (standards -comfort, cost, resources,
availability of funding types of facilities, maintenance)
required construction standards

size of component and force engr units C2 relationships

size of any air force deployments availability of technical expertise within
types of aircraft and landing facilities time and duration of support required
provision of bulk fuel handling
fire protection services and crash rescue
requirement
aircraft shelter/protection
ADR/EOD/BMD
provision of utilities

any maritime deployed forces jetty/port repair requirements

port facilities and warehousing requirements at docks

allied engr organizations,capabilities liaison requirements

host nation military force capabilities availability of support from allies
NGOs
UN organizations (UNHCR,ICRC) financial obligations/responsibilities for
construction materials
HOST NATION SUPPORT
agreements any significant savings in mounting time,
equipment, materiel, manpower shipping space, costs
level of skilled vs unskilled labour
level of reliability - consider security of
information, theft, etc
conditions of local infrastructure

availability of real property and methods of obtaining them requirements for Environmental
environmental restrictions imposed by Canada or Assessments
coalition/UN/HN policy hazardous waste disposal
international/national laws/agreements emergency clean-up procedures
sensitive areas, cultural/archeological significant areas any restrictions to construction of
politics, culture, languages, religion, government, economy, defences, obstacles
history language translation services, guides,
escorts
currency for local purchase

4 TIME AND SPACE

length of mission/operation to complete tasks ability to repatriate certain engrs after
engr effort required for advance deployment task completion
time line to shift engr effort and requirement to resource
level requirement to move utilities or
need to reallocate priority accommodation facilities

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Annex A to
Chapter 4

SERIAL FACTORS DEDUCTIONS

planning stage consideration for procurement times for
critical items, delivery of materials, method of shipping into
theatre, control and time to move engr resources in theatre
establishment of facilities before arrival of troops
requirement for synchronization with logistics requirements
requirement for engr recce and advance
party for establishing contracting
services, procurement, etc

5 ASSESSMENT OF TASKS
use of the reconnaissance check-list distinguish between assigned versus
implied tasks
fully comprehend the definitions of ROE
for tasks such as mine clearance tasks
risk assessment authority
sustainment capabilities
any constraints or restraints

4. Comparison of Courses. The comparison of courses are not as objective as the decision between a left
or right flanking attack. It is more of an analysis of the organization of forces such as close support or general
support to best support the operational force to achieve the mission. Detailed military engr support planning of
tasks, equipment and personnel before deploying to a theatre of operations is essential.

5. Outline Plan. The aim of this final step of the estimate within the planning process is to produce an engr
supporting plan to best support the TFC based on his Concept of Operations (COO). This estimate will lead to the
development of the Military Engineering Supporting Plan (SUP)(Annex C) after the decision step which involves a
decision briefing to select the best course of action. Since all plans have a limited period of validity due to the
changing circumstances upon which the plans were assigned, it will also be necessary to conduct the final step
of the operational planning process, PLAN REVIEW. Other or unforseen estimate factors could lead to future
considerations at this step.

Commander's Signature
Annexes/Supporting Documents
Distribution List

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Annex B to
Chapter 4

ENGINEER INFORMATION AND INTELLIGENCE

101. ENGINEER INFORMATION

1. Engr information is unprocessed data which may be used in the production of engr intelligence. Engr
information may come from many sources including, for example, satellites, ground and air reconnaissance,
computer data bases, and prisoners of war. Not all of the information listed below will necessarily be required by
the TF Engr. It is the TF Engr's responsibility to possess some of the information already. However, at times the
information will need to be collected by resources controlled by the J2. When information is required, the TF Engr
must identify his information requirements to the J2 staff for inclusion in the intelligence collection plan. Specific
areas of engr information are:

a. Information on Enemy Forces.

(1) The location, strength and intention of enemy force engr units.

(2) Enemy force engr techniques such as obstacle clearance and construction, the construction of field
fortifications, booby trapping and the influence that this has on our operations.

(3) Enemy force technical information, particularly engr equipment, unexploded ordnance, mines and
explosives.

(4) Enemy force capabilities for smart munitions, penetration of hardened structures and missiles and their
effects on survivability of infrastructure.

(5) A threat assessment indicating requirements for physical security of installations.

b. Information on Friendly Forces.

(1) The order of battle and disposition of the TF.

(2) The organization, equipment capabilities and operations of friendly engrs.

(3) Friendly force technical information, particularly engr equipment, potential unexploded ordnance, mines
and explosives.

(4) Transportation requirements for heavy and oversize engr equipment and materials.

c. Information on Resources.

(1) The condition and availability of existing infrastructure including the LOC.

(2) The availability of engr support from allies and through HNS agreements.

(3) The availability, cost and suitability of civilian contractor support.

(4) The availability, cost and suitability of construction materials and equipment which can be used to carry
out engr operations.

d. Geomatics Information.

(1) Climatic, geographic and terrain data for the area of operations and their effects on operations and engr
support.

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Chapter 4

(2) Location and type of enemy and friendly obstacles.

(3) Areas of environmental concern within the theatre.

102. ENGINEER INTELLIGENCE

1. Engr intelligence is processed information concerning enemy force and friendly engr operations and
capabilities, resources information, and military geomatics information required for the planning and execution of
CF operations. Engr intelligence is but one element of the complete intelligence system; many items of engr
intelligence are of interest to other agencies, and similarly, many items of operational intelligence or information are
of interest to engrs.

2. The TF Engr will be the central collection and development point for engr intelligence and its subsequent
dissemination. In conjunction with the J2, the TF Engr will identify requirements for specific essential elements of
engr intelligence, collect engr intelligence and ensure that it is disseminated as required.

3. Engr intelligence is used by the TF Engr to:

a. advise the TFC on the conception and execution of the operational plan;

b. provide advice to the TFC on the effects of terrain on operations;

c. advise the TFC on the employment of engrs; and

d. plan the use and deployment of military engrs in accordance with the operational plan.

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Annex C to
Chapter 4

MILITARY ENGINEERING SUPPORTING PLAN (SUP)

101. GENERAL

1. During the DECISION step, the TF Engr and his staff will have coordinated strategic and operational level
military engr planning with NDHQ/J3 Engr. The appropriate military engr input will have been provided into the COO
which has allowed component engrs to commence their planning process. The TF Engr will have developed a
military engr support concept complementary to the TFC's COO. Step five, PLAN DEVELOPMENT, consists of
developing, approving and issuing the main and supporting plans. The Military Engineering Supporting Plan (SUP)
is a stand alone document because of the quantity of information contained in it, as seen in the following pages.

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Annex C to
Chapter 4

MILITARY ENGINEERING SUPPORTING PLAN (SUP) FORMAT

Date
Alpha-Numeric Designation
Plan Name
Descriptive Title
References:

1. Situation.
a. General.
b. Enemy Force.
c. Friendly Forces.
d. Engr Intelligence.
e. Assumptions.
(1) Political.
(2) Military.
(3) Engr.
2. Mission. To provide effective and sustainable military engineering support to the Canadian TF during all
phases of TF operations.
3. Execution.
a. General.
b. Concept of Engr Operations.
(1) TF Engr Staff.
(2) ESU.
(3) Component Engrs.
(4) Additional Engrs.
c. Phases.
d. Task Allocation. (By Phase)
e. Coordinating Instructions.
(1) Land Mine/Booby Trap and EOD/BMD Risk Assessment Guidelines.
(2) Land Mine/Booby Trap and EOD/BMD Policy Guidelines.
(3) Environmental Protection Policy.
(4) Construction Standards.
(5) Survivability and Protective Construction Policy.
(6) General Priority of Work.
(7) Fire Protection Policy.

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4. Materiel and Services.

a. Supply.
b. Transportation.
c. Services.
d. Financial Services.
e. Labour.
f. Maintenance.
g. Salvage.
h. Host Nation Support (Materiel and Services).
I. Logistics Facilities Requirements.
j. Construction Material Support.
k. Defensive Stores.
5. Medical and Dental Services/Evacuation and Hospitalization.
a. Holding and Treatment Policy.
b. Evacuation Routes.
c. Evacuation Transportation.
d. Medical Supply.
e. Medical Facilities.
f. Dental Services.
6. Personnel.
a. Reporting Procedures.
b. Replacement.
c. Discipline.
d. Burials/Graves Registration.
e. Religious Services/Chaplain.
f. Morale and Welfare Services.
g. Leave Policy.
h. Civilian Employees.
I. Host Nation Support.
7. Security.
a. Discipline.
b. Military Police.
c. Custodial Services.
d. Prisoners of War.
e. Legal Services.
f. Special Security Arrangements.

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Annex C to
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8. Civil-Military Cooperation.
a. Control of Refugees.
b. Feeding and Treatment of Civilians.
c. Host Nation Support.
d. Status of Force Agreement (SOFA).
e. Guidelines for Engr CIMIC tasks.
f. Real Property Management Activities.
g. Public Affairs.
9. Miscellaneous.
10. Command and Control.
a. Command and Control Relationships.
b. Communications and Information Services.

Commander's Signature
Annexes
A. Operational Level Engr Tasks
B. ESU Organization
C. Land Mine/Booby Trap and EOD/BMD Risk Assessment Guidelines
D. Environmental Protection Policy Guidelines
E. Geomatics Support
F. Construction Standards
G. Survivability and Protective Construction Policy
H. Civil Affairs Engineering Guidelines
I. Engr Related Standardization Agreements
J. Theatre Engr Recce Proforma

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Annex D to
Chapter 4

GEOMATICS SUPPORT ANNEX FORMAT

(as per J2 Geomatics)

Geomatics Support Annex Format and Contents. The NDHQ/J2 Geo staff can advise in the preparation of a
Geomatics Support Annex. The annex should address Situation, Mission, Execution, Coordinating Instructions,
Service Support, and Command and Signal. There would be tabular appendices to indicate areas where map or
chart (or other product) coverage is required, types of products (including services) required, quantities required for
all phases of the operation (including replenishment), etc. A geomatics support annex would be based upon
formation geomatics policies, directives and SOPs.

ANNEX - (M in NATO) to ....................(Security Class)

GEOMATICS SUPPORT ( )

(Security Class) REFERENCES:

A. - national, allied formations Operating Instructions
B. - NATO Geographic Policy, dated
C. - geo doctrine general
D. - position referencing (datum & grid) directives
E. - senior OPLANs,.... Annex M
F. - specific geographic STANAGs/QSTAGs
G. - map catalogues ....etc

1. ( ) SITUATION (General).

a. ( ) Requirements. Include a statement that indicates to whom this Annex applies for the planning and
conduct of geomatics support a the specific requirement. Also include a statement indicating the level (e.g.
operational, tactical, etc) at which support will be provided as part of the operations to assist in achieving
all of the formation's objectives. List the geomatics products that are required to support this plan (see
Appendix 1). Show desired area coverage and quantitative requirements using an appendix if necessary or
by portraying them graphically.

(1) ( ) Phase 1 - Planning. Summarize the requirements for geomatics resources and map depot
activities. Include the area of operations, emphasizing time planning data of this operation.

(2) ( ) Phase 2 - Deployment. Indicate geomatics requirements to move units from their normal
peacetime locations into the area of operations, identify printing & distribution requirements. If deemed
a critical task there may be a requirement for nations to contribute map print assets either at home or
deployed.

(3) ( ) Phase 3 - Operations. Geomatics support during this phase is usually a reactionary operational
necessity; indicate if this is the case or state another.

(4) ( ) Phase 4 - Redeployment. Summarize the requirements for redeploying geomatics resources and
map depot activities. Include the disposition of all residual geomatics products and the formations that
will be included in the coordination of this action.

b. ( ) Assumptions. The assumptions should state expected conditions over which the commander has no
control. The following areas of concern should be commented on:

(1) Sources from which geomatics products will be supplied;

(2) Which resources will be assigned to coordinate theatre geographic support;

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Annex D to
Chapter 4

(3) Which resources will be assigned to operate a Central Map Depot (CMD) and subsequently ship to the
Theatre Map Depot(s) (TMD); and

(4) Nations may be requested to honor outstanding map supply contracts (within existing Memorandum
Of Understanding (MOUs) or Letters Of Agreement (LOA). On a case by case basis, nations may be
asked to assume production responsibility for some designated map series; the organization to act
as the interface between the requester and producing nations must be specified.

c. ( ) Priorities. Support and Production. Indicate the priority of geomatics support to units and the priority
of production for geomatics products.

d. ( ) Supporting Capabilities. The provision of geomatics support is a national responsibility. Allied, host
nations, etc might provide products (maps and charts) but do provide services (terrain analysis, map
distribution, etc).

2. ( ) MISSION. To provide required geomatics support for OPERATION ----------- .

3. ( ) EXECUTION.

a. ( ) Concept of Geomatics Operation. Give a broad statement on how the necessary geomatics support
will be provided to meet the commander=s overall mission requirement. Comments on the following should
be included:

(1) incoming forces are to deploy with sufficient movement and planning stocks for the first xx days (30
days is traditional) of operational requirements;

(2) the system of providing geomatics support for related maritime and air operations should be stated as
well as the method of supplying map/chart either through national resources at home station prior to
deployment or from related operational areas or air bases;

(3) nature and purpose of the geomatics support required;

(4) requirement for joint and/or combined support;

(5) possible requirement for national base-plant support;

(6) list the personnel assigned or attached and those required where not currently assigned. Specify the
type of command relationship desired plus the type and duration of support required. Specify any
unique geomatic equipment requirements;

(7) there is a growing requirement to pass large volumes of digital data via electronic means. These
requirements will have to be addressed; and

(8) limitations on sharing data with non-Canadian or non-DND personnel.

b. ( ) Responsibilities. Explain detailed responsibilities of geomatics commanders, Chief Geographic Officers

(CGOs) and support personnel. Comments on the responsibilities of producing nations, role specialization
nations and lead nation are also required.

(1) J2 Geomatics (Theatre Command).

(2) MCE (NCE Support).

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(3) HQ TF AOR (1 Cdn Div / LFA / 1 CAD / TFHQ)

(Would Expect to be Assigned a AChief Geomatics Officer - TF Geo/CGO).

(4) HQ JTF Sector / Component (Bde / Wing / Task Gp) (Could Expect to be Assigned a AGeomatics NCO
- Sector Geo).

c. ( ) Designated Geospatial Information and Special Products. All products designated by Task Force
(TF) policy must be listed. An annex (table see Appendix 2) is preferable. The TF policy must cover the
datum, grid, ellipsoid etc to be used for navigation systems, survey systems, Global Positioning System
(GPS) receiver settings, targeting, etc. It may also cover specific standards for digital geospatial data
exchange and the application of only certified data and data manipulation tools.

d. ( ) Coordinating Instructions.

(1) ( ) Release Authority. Comment on the releasability of all designated products (e.g. controlled
distribution, "eyes only", etc), who the authority for release is (e.g. Ops Staff) and how and where any
problems are to be resolved. Comments to cover both national and in-theatre are required.

(2) ( ) Introduction of New Products. Indicate how and who will introduce new editions (or products).

(3) ( ) Datum/Grid. Indicate the datum and coordinate system that will be used [Usually using Universal
Transverse Mercator (UTM) map coordinates derived from World Geodetic System (WGS) 1984
{Particular attention must be paid to the map legend}].

(4) ( ) Current Stocks. Provide a general statement regarding the availability and adequacy of the
Geomatics data and related material required to support the plan.

(5) ( ) Noted Geographic Errors. How problems with new editions, grid errors, map disagreement with
ground truth, or units reporting coordinates in other than WGS 84 values all which could endanger life
or effect operations, are to be reported.

(6) ( ) Funding of Geomatics Products. Comment on how geomatics products will be funded, both in
a national and in-theatre setting.

(7) ( ) Provision of Products to Other Forces. Comment on how geomatics products will be provided,
both in a national and in-theatre setting.

4. ( ) SERVICE SUPPORT. This area should cover the following :

a. Location of Storage Facilities. See Appendix 3;

b. Transportation. (it should be noted that geomatic support personnel may require the provision of vehicles);

c. Requirements to account for geomatics products for tracking; and billing purposes.

5. ( ) COMMAND AND SIGNAL.

a. ( ) Command Relationships. Include primary and alternate locations of all major geomatics support
groups. Specify the command and control relationships between the command and its attached or supporting
geomatics groups.

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b. ( ) Communications. Provide a statement describing the scope and types of any special communications
support that is required for operations. Geomatics groups have limited communications capabilities, thus,
explicit tasks need to be assigned to ensure that these groups are effectively supported by the command=s
assets. This is especially important in the case of distribution of operational map supplies to the users.

c. ( ) Links to National/Host/Allied Capabilities. Information and contacts need to be provided.

d. ( ) Reports. Indicate requirement for reports such as, in the case of a NATO mission, the initial Geographic
Situation Report (GEOSITREP) and follow on timings. See Appendix 5 for format.

Appendix 1. Geomatics Requirements List. (Appendix in J 5/4-15)

Appendix 2. Designated Products (Map Index Coverages).

Appendix 3. Storage Location Graphics / Maps

Appendix 4. Geo Points of Contact.

Appendix 5. GEOSITREP Format. (Appendix in J 5/4-15).

Appendix 6. Authorized Users to Receive Def Geo Products.

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Annex D to
Chapter 4

GEOMATICS REQUIREMENTS LISTS ( )

1. Aeronautical Products.

2. Hydrographic Products.

3. Topographic Products.

4. Digital Data Requirements.

5. Special Requirements:

a. Database Mgmt / Data Access.

b. Terrain Visualization / Analysis Capabilities

c. Special Products or Services such as;

(1) Anaglyph 3D Image Maps,

(2) Simulated Perspective Views, and

(3) Geographical Information System (GIS) exploitation.

d. Survey Requirements ( point positioning, azimuths, bearings, boundary surveys).

e. Advice, Liaison and Coordination

NOTES

A. A general description as to paper product or digital product should be given.

B. Ensure that a clear description of the area to be covered, described by geographic coordinates, political
boundaries and recognizable geographical areas are given. A graphic to support requests is required unless
the specific product is ordered, such as maps using the Map Demand Form (CF 391) at
CFAO 36-17.

C. List the required number of each item requested. Requirements for Aadvance party map issue@, Ainitial map
issue@ ( planning and operations) and sustainment (after 30 days) requirements are needed.

D. Planning Tables are Available from J2 Geo Ops. It is important that requirements for National Command and
Support Elements remaining in Canada also be depicted.

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Annex E to
Chapter 4

ENVIRONMENTAL PROTECTION
AND FORMAT FOR THE COMPLETION OF AN ENVIRONMENTAL ASSESSMENT

101. GENERAL

1. The DND EA Manual A-EN-007-000/FP-001 provides detailed directions on the completion of environmental
assessments. The purpose of this annex is to provide supplementary guidance to military engr planners on how to
consider the environmental impact of operations. An Environmental Assessment (EA) is required either in response
to the requirements of the Canadian Environmental Assessment Act (CEAA) or as ADue Diligence@ to ensure that
all practicable measures to minimize damage and avoid needless or inadvertent violation of environmental laws are
taken. When and where feasible, restoration measures, or provision of restoration measures should be considered.

102. POLICY

1. Operations will be planned and conducted with appropriate consideration of their effect on the environment.
"Primacy of Operations" must be the principal focus of all commanders. However, operations must be planned to
minimize environmental impacts or reduce impacts through the use of mitigation.

2. The TF Engr will advise the TFC on all aspects of environmental impact of operations. Coordination with other
TFHQ staff principals such as the J5 CIMIC, J4 LOG or the Medical Group for the detailed aspects of environmental
prevention, or the control or disposal of wastes will be executed through the TF Engr Cell.

103. OPERATIONS AND TRAINING OUTSIDE OF CANADA

1. The provisions of CEAA are binding on the DND/CF and apply to operations and activities outside of the
territorial boundaries of Canada. In the case of Canadian formations under OPCOM of an allied formation and
responsible to the TFHQ for national matters, the TFC, as advised by the TF Engr, will ensure that as a minimum,
Canadian Environmental standards are applied. Although a provision in the Act allows for an exclusion for
emergency operations, mitigative actions to be ordered for operations abroad will have to include measures required
by the laws of the country in the Area of Operations (AO), United Nations force directives or coalition force standing
orders as they exist at the time. All provisions for environmental mitigation will have to be clearly stated in any MOU
or SOFA established prior to deployment.

2. The pertinent information on environmental laws, if they exist, will be available from CIMIC organizations
already in-theatre and/or the lawful civil authority. The objectives are to gain and maintain the support of the local
population, preserve the environment of another country and to promote sanitary conditions for the continuing health
of Canadian personnel.

104. OPERATIONS AND TRAINING IN CANADA

1. Although CEAA applies nationwide, bases and provinces have additional, different regulations to be complied
with. The sources of information for these provisions as they pertain to a military base include the J3 staff ,
NDHQ/DGE, and the Base/Formation Environmental Officer. These personnel must be consulted when gathering
information for an EA.

2. For operations and training to be conducted on non-DND and private land, it is essential to consult with
NDHQ/DGE, Command, Formation or Base Environmental staff of the nearest military base (as applicable), who will
advise and assist in effecting liaison with provincial and other applicable environmental departments. The provisions
of the CEAA for national emergencies should be clarified with NDHQ/DGE or the applicable Command for the
particular operation.

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105. ENVIRONMENTAL CONSIDERATIONS

1. Water Management.

a. Certification of Local Water Resources. If local water is to be used for consumption by CF personnel,
it must be certified as such by medical authorities using current preventive medicine procedures. The quality
of the water source will determine the purification requirements. Coordination between the contingent engrs
or TF Engr for the provision of water and the medical personnel to certify potability based on established
health guidelines, must be effected.

b. Water Course Protection. Maximum effort must be made to prevent siltation, bottom damage, bank
erosion and contamination during movement, construction/maintenance, resupply or other activities on or
near water sources.

c. Water Conservation. Maximum effort will be made to prevent wastage and misuse of water stocks.

2. Solid Waste and Liquid Waste Management. Disposal of solid and liquid wastes will be dependant upon
the location and the surrounding environment of the area where the waste is to be disposed and the nature of the
operation.

a. Solid Waste. The environmental method of choice for the disposal of solid waste or dry garbage should be
burial in existing landfills. If existing landfills are not available, burial of waste should employ the
characteristics typical of landfill operations. Landfill operations will not be conducted in the vicinity of water
courses. Burning of solid waste is an acceptable alternative. (Units operating in Canada must check with
local environmental authorities for burning permits).

b. Organic Waste. As with solid waste, disposal should be in accordance with local regulations through local
contract. Failing this, incineration, followed by burial is the preferred method of disposal.

c. Human Waste. The preferred methods of disposal in order of precedence are: sanitary water disposal and
treatment systems, portable latrines, burnout latrines, and slit trenches.

d. Grey Water. Effluent from showers/bathing facilities must be located downstream of any military or civilian
water sources. Construction shall ensure proper drainage of grey water runoff to preclude pooling. All
measures will be taken to prevent creation of new pest breeding sites.

3. Hazardous Materials Management.

a. Definitions.

(1) Hazardous Waste. Hazardous waste is defined as any material left from a process or resulting from
maintenance which poses a threat to health or the environment.

(2) Medical Waste. Medical waste is defined as a sub-category of hazardous waste which include all bio-
medical wastes such as limbs, organs and blood, needles, syringes, pharmaceuticals and any medical
associated chemicals such as x-ray fluids.

(3) Hazardous Material. Hazardous material means dangerous substances, dangerous goods, hazardous
commodities, and hazardous products, such as poisons, corrosive agents, flammable substances,
ammunition, explosives, radioactive substances, or any other material that can endanger life or well
being or the environment if handled improperly.

(3) Hazardous Materials Management Considerations.

(a) Hazardous Material Use. Use of hazardous materials will comply with WHMIS regulations
as a minimum.

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Chapter 4

(b) Hazardous Material Storage. Hazardous Materials will be maintained in accordance with
appropriate national directives as a minimum.

(c) Spill Prevention and Control. Each major size unit will have a spill prevention/response plan
complete with the appropriate response equipment.

(d) Incident Reporting. Any environmental incident/accident or hazardous materials spill will be
reported through the chain-of-command and passed to TF Engr as a Significant Incident Report
(SIR). The TF Engr will ensure that NDHQ/J3 Engr and NDHQ/DEnvP are informed.

(e) Hazardous Waste Disposal. Hazardous waste such as oily waste and batteries will not be
disposed of in or on the ground, or in any waterway. These wastes must be collected in
containers brought by the national forces and brought to an established collection point.

(f) Medical Waste Disposal. Medical waste in a theatre of operations will be disposed either by
incineration, other suitable method or by local contract with medical agencies of the Host
Nation. The TF Engr is responsible for the disposal method, however coordination with the
CMG or the operation Medical unit must be affected to ensure the standard or quality of the
disposal method does not have any residual environmental effects or present any danger to
other personnel or the local population. Ashes should be disposed of by burial in an
appropriate landfill site or if for religious of ethical reasons, human anatomical waste consisting
of organs or body parts may in some cases be buried with human remains in a cemetery. The
standards or guidelines by which disposal will be executed are described in B-GG-005-004/AF-
017 - Medical Support to CF Operations.

4. Flora and Fauna Protection. Destruction of flora and fauna for movement and clearance of small areas
(fields of fire, for base construction, observation posts, etc) and for welfare (health and safety requirements) is
permitted. Destruction and clearing of large areas, must be approved through operational channels to the TF Engr.
If the specific method for large scale clearing operations includes the use of insecticides, this must also be
coordinated and approved through medical channels due to the factors of toxicity that could have residual health
effects on our own personnel.

5. Archaeological, Cultural and Historical Preservation. International protocols concerning archeological,

cultural and heritage sites, buildings and artifacts will be followed. The following guidelines are provided for planning
purposes:

a. basing and construction operations in the vicinity of archaeological and historical buildings and areas should
be minimized;

b. military operations (offensive or defensive) will not employ, target or destroy archeological, cultural and
heritage sites unless absolutely necessary;

c. looting, desecration or damaging of archeological, cultural or heritage sites will not be condoned or permitted;
and

d. any damage, whether by hostile and/or non-hostile forces, to archaeological and historical areas will be
reported through operational channels.

6. Base and Installation Operations. The operations and camps and installations will conform to the
environmental regulations as detailed by the TFHQ/TF Engr or the appropriate theatre authority.

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7. For additional guidance to complete an EA, see the EA Manual. EAs conducted under the CEAA are to be
forwarded to NDHQ/DGE through the appropriate chain of command channels as early as possible in the planning
process (Part One to be submitted as soon as planning commences).

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Annex E to
Chapter 4

FORMAT FOR THE COMPLETION OF AN

ENVIRONMENTAL ASSESSMENT

(in accordance with the procedures as defined by the Canadian Environmental Assessment Act (CEAA))

DND/CF ENVIRONMENTAL ASSESSMENT FORM

PART I - REGISTRATION INFORMATION

1. Operation/Exercise/Project/Activity (OEPA)Title. A title should be provided that distinguishes it from

others.

2. Command/Formation//Unit/Base.

3. Registration.

a. EA Start Date: dd/mm/yy

b. OPI: Identify the name, rank, position, and telephone number of the individual responsible for the OEPA.
Should be the same as Block 14g.

c. Assessed By: Identify the name, rank, position, and telephone number of the individual or consultant
responsible for conducting the assessment of the OEPA. Should be the same as Block 14f.

d. EA File #: 1267-xxxx-zzzz, where xxxx = the Unit Identification Code and zzzz = a locally assigned number,
such as 0001.

e. FEAI #: Issued through environmental staff for CEAA registered environmental assessments only.

4. OEPA Location. Provide an accurate description of the OEPA location, including proximity to the nearest
city, town or training area, where applicable.

5. OEPA Summary. Provide a very brief summary.

6. Contacts. (name, title, location, address, telephone and FAX numbers)

a. AssessmentContact: The assessment contact will normally be the staff whose main responsibility will
be to assess the OEPA and to answer questions from the public.

b. Document Contact: The document contact will normally be the staff whose main responsibility,
concerning the public registry, will be to provide copies of EA documents to the public. The assessment
contact and the document contact may be the same.

Blocks 1 to 6 must be forwarded for registration.

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Chapter 4

PART II - ASSESSMENT

7. OEPA Details.

a. GeneralDescription: Describe the OEPA in detail, covering its entire lifespan. Include any pertinent
components, such as construction, procurement, operation, maintenance, disposal and/or abandonment.
Also include pertinent information on the size of buildings, locations, associated works, number of
personnel, vehicles or ships and their types. These descriptions will provide the basis for completing the
columns in the matrix at
Block 12.

b. Components: List and describe all components (stages, procedures, and detailed activities)

8. Consultation.

a. Internal: List the contacts consulted from sources internal to DND, including name, rank, and position.
Examples of internal resources are environmental staff, CE staff, and natural resources staff.

b. External: Provide details on external consultation, including the method used, when conducted, who
was consulted and concerns raised. Examples of this are regulatory agencies, municipalities, consultants
and special interest groups.

9. Documentation.

a. Regulations and Policies: List the federal, provincial or municipal regulations and the DND regulations
and policies which have a bearing on the project/activity. Examples are the Canadian Environmental
Assessment Act, the Fisheries Act, and Base or Range Standing Orders.

b. Other References: List the sources of information used, including literature, exercise instructions, maps,
drawings, previous environmental assessments or Base Environmental Baseline Studies.

10. Site Visits. Provide details of site visits, including when conducted, by whom, and the results of the visits.

11. Existing Environment of the OEPA.

a. Boundaries: Describe the associated physical boundaries and time periods, such as the time of day,
week, month and season during which the project will occur, or the timespan during which the effects will be
significant.

b. General Description: Describe the existing environment as defined in Block 11a.

c. Main Valued Ecosystems: List all pertinent valued ecosystem components that are affected by the
OEPA, such as endangered plant and animal species, archaeological sites, mature forests, etc. The valued
ecosystem components listed across the top of the matrix in Block 12 can be used as a guide, but mention
should be made of the following; Watershed, Vegetation, Soil Quality and Fish and Wildlife.

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Annex E to
Chapter 4

12. ENVIRONMENTAL ASSESSMENT VALUED ECOSYSTEM COMPONENTS

MATRIX

PHYSICAL BIOLOGICAL SOCIAL

Atmosphere/Noise Terrestrial Animals Heritage/Historical

Surface Water Terrestrial Habitat Recreation/Aesthetics

Groundwater Aquatic Animals People/Health

Soil Aquatic Habitat Economy

COMPONENTS Terrain Vegetation Services &

Land Use

LEGEND: (Blank) No Effect/Insignificant Effect E Effect U Unknown Effect

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Annex E to
Chapter 4

4E-8
 Annex E to
Chapter 4

13. EA MATRIX - ASSESSMENT OF EFFECTS

a. Components. For each of the components listed in the matrix, an individual component description must
be completed. It is useful to assess components as a group when the potential impacts and corresponding
mitigative measures are similar (ie: excavation, ground clearing and digging - effects on soils).

a. Component Description : FOR EXAMPLE - POL HANDLING AND STORAGE

All bivouac sites will require areas for the handling and storage of POL products of all natures (vehicle fuel,
industrial gases, oil, grease, fuel for stoves) which could cause adverse effects if not properly treated.

There are several engineering components that could be assessed in this method. Some of them include:
Occupation of Bivouac and Command Posts
MLBU Construction and Operation
Disposal of Medical Waste
Maintenance of Vehicles and Equipment
Operation of Water Points
Aircraft Operations
Digging and Field Defenses
Camouflage of Vehicles and Installations
Water Crossing Operations
Demolition Training and Live Fire Exercises
Manoeuvre of Large Numbers of Vehicles

b. Valued Ecosystems Affected:Specify the VECs that could potentially be affected by the component
described in 13a, such as soils, ground water, terrain, or habitats. It is important to identify any critical
components, once known, such as specific species, sensitive areas, local cultural or heritage features. In
listing the VECs, also describe the nature of the effects using previous studies, professional knowledge,
observations, estimates, previous experience, extrapolation or models. The description should include the
magnitude, duration, timing, extent and geographic distribution of the predicted effect.

c. Mitigation Measures. Identify any mitigation measures, such as the alteration of an implementation
schedule to avoid spawning periods, alteration to project/activity design, or procedures for range standing
orders. Every effort should be made to mitigate significant effects to insignificant levels.

d. Significance. Mark an "X" next to the applicable level (Unknown, Not Likely Significant, or Likely
Significant). Factors such as magnitude, prevalence, duration, frequency, reversibility, ecological context,
associated risk and setting criteria which may be used for determining significance.

Unknown ___ Not Likely Significant ___ Likely Significant ___

e. Monitoring. Describe any monitoring measures to be taken. Monitoring ensures that impacts predictions
were accurate; that avoidance, mitigation and compensation measures achieved their objectives; that
regulations and standards were met. Typical monitoring measures may include soil, air and water sampling
or seasonal site visits. Indicate if monitoring is not required.

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Annex E to
Chapter 4

PART III - CONCLUSIONS

14. Conclusions:

a. Project Title:

File Number Registration Date

b. Assessment Summary:

c. Environmental Assessment Determination:

___ Code 0 - Unknown - Consultant assisted study required

___ Code 1 - Effects not likely significant - May proceed

___ Code 2 - Effects likely significant - may not proceed

d. Follow-up Program Required: Yes ___ No ___

e. Recommendations:

f. Environmental Assessment Conducted By:

g. Environmental Assessment Approved By:

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Annex F to
Chapter 4

RISK ASSESSMENT GUIDELINES

101. GENERAL

1. Land mines, booby traps and unexploded ordnance (UXO) poses a real and direct threat to CF personnel
and activities on deployed operations. In all cases where the threat of land mines, booby traps and UXO exists,
strict observance of operational procedures, drills and directions will reduce this risk.

2. To conduct a realistic risk assessment, commanders and engrs require clear and easily understood
guidelines to ensure all elements involved know the operational limits placed on them from NDHQ and the Canadian
government.

102. AIM

1. To provide guidelines for the degree of risk military engrs may take in land mine/booby trap and explosive
ordnance disposal (EOD)/battlefield munitions disposal (BMD) operations on deployed missions.

103. CONCEPT

1. The concept for use of the risk assessment guidelines is given below:

a. separate land mine/booby trap and EOD/BMD guidelines will be issued. While there may be similarities
between land mine/booby trap and EOD/BMD operations, the differences in levels of training and equipment
required necessitates separate guidance;

b. CF guidelines will be issued prior to deployment by NDHQ/J3 Engr, in consultation with the NDHQ/J staff;

c. TFC may impose more restrictive guidelines but cannot issue less restrictive guidelines without prior
authority from NDHQ;

d. the guidelines do not supersede authorized Rules of Engagement (ROE) issued by the CDS; and

e. operational necessity, safety considerations and the inherent right to self-defence/preservation will prevail
over the guidelines.

104. GUIDELINES

1. General. For the purpose of the risk guidelines, "mine" is used to mean land mine/booby trap operations
and "UXO" to mean EOD/BMD operations. The guidelines are divided into clearance and associated operations.

Clearance Operations

1. Immediate threat to life A. Mines/UXO may be cleared where there is an immediate

threat of loss of life or injury to CF elements. (This guideline will
always be in place)

B. Mines/UXO may be cleared where there is an immediate

threat of loss of life or injury to Allied Forces.

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Annex F to
Chapter 4

C. Mines/UXO may be cleared where there is an immediate

threat of loss of life to civilians.

D. Mines/UXO may be cleared where there is an immediate

threat of loss of life to [Specify which Forces] military Forces.

2. Ability to complete the A. Mines/UXO may not be cleared, except under

mission circumstances laid down in Para 1, even if this prejudices the
successful completion of assigned missions.

B. Mines/UXO may be cleared where this is necessary to allow

successful completion of missions assigned the CF.

C. Mines/UXO may be cleared on behalf of other Allied Forces

where this is necessary to allow those Forces to successfully
complete their assigned missions.

3. General clearance A. General clearance of mines/UXO is not permitted except

where allowed under the provisions of Paras 1 and 2.

B. General clearance on mines/UXO is allowed at the

discretion of the TFC, advised by the TF Engr.

C. General clearance on mines/UXO is allowed at the

discretion of the local Force or Allied commander, advised by the
Comd Engr.

Associated Activities

4. Training A. Mine/UXO awareness training for CF elements is allowed.

(This guideline will always be in place)

B. Mine/UXO awareness training for other Allied Forces is

allowed.

C. Mine/UXO awareness training for civilians is allowed.

D. Mine/UXO awareness training for [Specify which Forces]

military Forces is allowed.

E. Mine/UXO clearance training for other Allied Forces is

allowed.

F. Mine/UXO clearance training for civilians is allowed.

G. Mine/UXO clearance training for [Specify which Forces]

military Forces is allowed.

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Annex F to
Chapter 4

5. Monitoring. (Monitoring implies A. Monitoring of mine/UXO clearing by other parties is not

the tasked observation of permitted.
specified mine/UXO clearance
activities by other forces or
agencies. There is no direct or
indirect support given.)

B. Monitoring of mine/UXO clearing by other parties is

permitted.

6. Coordination. (Coordination A. Coordination of mine/UXO clearing by other parties is not

implies assisting other forces or
agencies in mine/UXO clearing
operations by provision of advice,
planning and indirect support
(possibly including survey,
intelligence, communications,
transport and medical support.)
permitted.
B. Coordination of mine/UXO clearing by other parties is
permitted provided CF troops are not employed within the
minefield/UXO site.
C. Coordination of mine/UXO clearing by other parties is
permitted.

7. Supervision. (Supervision A. Supervision of mine/UXO clearing by other parties is not

implies overseeing other forces or permitted.
agencies in mine/UXO clearing
operations by provision of B. Supervision of mine/UXO clearing by other parties is
command and coordination permitted provided CF troops are not employed within the
(including verification)and direct minefield/UXO site.
support (possibly including
provision of mine/UXO detection C. Supervision of mine/UXO clearing by other parties is
and clearing, neutralization, permitted.
disposal and/or render safe
equipment). It may involve CF
troops working with other parties
within a minefield/UXO site.)

2. Example of Guideline Use. The following are examples of land mine and EOD/BMD (UXO) direction to
a deployed force:

a. Land Mine Clearance Operation. "Authorized to conduct land mine operations 1B, 2B, 3A, 4A, 5B, 6B,
7A." (i.e. CF troops are permitted to: clear mines that pose an immediate threat to Allied forces; clear mines
necessary to allow successful completion of CF assigned missions; conduct mine awareness training for
CF troops only; monitor mine clearing by others; and coordinate mine clearing by other parties but not
allowed within minefields. CF troops are not permitted to: conduct general clearance unless it poses an
immediated threat to Allied Forces or critical to CF assigned missions and not authorized to supervise mine
clearance by others.)

b. EOD/BMD Operation. "Authorized to conduct EOD/BMD (UXO) operations 1A, 2B, 3A, 4B, 5B, 6B, 7A."
(i.e. CF troops are permitted to: clear UXO that pose an immediate threat to CF forces; clear UXO
necessary to allow successful completion of CF Forces assigned missions; conduct UXO awareness training
for CF and Allied troops; monitor UXO clearing by others; and coordinate mine clearing by other parties but
not allowed within UXO danger area. CF troops are not permitted to: conduct general clearance unless it
poses an immediated threat to CF troops or critical to Allied Forces or CF assigned missions and not
authorized to supervise UXO clearance by others.)

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Annex F to
Chapter 4

105. SAFETY

1. Commanders at all levels are to ensure land mine/booby trap and/or EOD/BMD (UXO) operations are
conducted utilizing the safest approved methods and procedures commensurate with the mission requirements.

106. REPORTING

1. Any encounter by a TF element with mines, booby traps or UXO, during or outside any planned clearance
operation, whether the device is activated or not, will be reported to NDHQ using the Initial Mine/Booby Trap/UXO
Incident Report. This initial report is toallow assessment of clearance procedures, equipment and doctrine.

2. Following the initial incident report, normal CF reporting procedures for land mine, booby trap, UXO and
EOD/BMD incidents will be followed up to the TFHQ. Theatre land mine, booby trap and EOD/BMD reporting
procedures will be followed above TFHQ to NDHQ and the theatre HQ.

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CHAPTER 5

MILITARY ENGINEER CONDUCT OF CF OPERATIONS

SECTION I

IMPLEMENTING ENGINEER OPERATIONS

501. PHASES OF IMPLEMENTATION

1. The last strategic planning step is the PLAN REVIEW. This step commences with the Government decision
to conduct operations in accordance with the detailed plans and initiates the phases of implementation at the
tactical level. The detailed plan was developed with the commencement of the operational level of planning from the
release of the CDS wngO. Upon approving the strategic and operational level plans, the CDS will advise the
Government of the readiness of the TF and seek permission to implement the plan.

2. Once the government orders the CDS to implement the plan, an Implementation Order (implO) will be issued.
The TFC will be provided with instructions from the CDS giving his personal guidance on the conduct of operations.
TOCA will normally take place at the mounting base.

3. All CF operations will be executed in the following five phases:

a. warning;

b. preparation;

c. deployment;

d. employment; and

e. redeployment.

502. ENGR TASKS IN THE WARNING PHASE

1. Once the implO is issued, it directs the TFC and all supporting Commands and Agencies to execute the
relevant plans.

2. During the Warning phase, the NDHQ/J3 Engr, in conjunction with the TF Engr and Command Engr staffs,
will conduct normal staff checks, assess and confirm the engr support requirements, prepare a detailed scenario-
specific support plan, make preparations to assemble the ESU, and conduct preliminary in-theatre recce if
authorized.

3. There will be a heavy reliance on intelligence, information and recce during the warning phase. (For details
of Engr Recce see Annex A). Databases of terrain, infrastructure and HNS resources should be developed. Contact
should also be established and maintained with the civilian engineering community, aid agencies, and NGOs that
may have technical information.

4. NDHQ/J3 Engr. The NDHQ/J3 Engr staff will concentrate on the detailed strategic planning for the operation
and will:

a. provide advice to the NDHQ/J3 on military engr policy for the operation;

b. quantify personnel, equipment and material requirements for the operation and advise on sourcing. On receipt
of the warning order, NDHQ/J3 staff will immediately conduct a review of the Defence Plans associated with

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existing plans and initiate procurement of no cost, long lead time items. Expenditure of funds can be
authorized at this stage if necessary;

c. adapt the organization of the ESU according to the specific scenario in consultation with National and
environmental HQ staffs and pass information to NDHQ/J1 through NDHQ/J3 for tasking. The strategic engr
support concept and the organization of ESU must be coordinated with the designated TF Engr;

d. adapt support plans for the preparation of the ESU indicating assembly and training details, according to the
specific scenario;

e. investigate existence or potential of HNS/bilateral agreements;

f. provide a representative, in coordination with the TF Engr, for the in-theatre recce party. (May be conducted
during the Preparation phase); and

g. control National level engr material for NDHQ/J3.

5. TF Engrs. The TF Engr staff will continue the development of the operational level plan and will:

a. prepare a detailed scenario-specific Military Engr SUP for in-theatre operational level support the TF;

b. in conjunction with NDHQ/J3 Engr and the TFHQ, finalize the ESU establishment; and

c. finalize the ESU Task Force Movement Tables (TFMT) in conjunction with CO ESU.

6. ESU. The CO of the ESU will commence preparations to assemble, train and deploy the ESU and will:

a. report to TF Engr for mission assignments;

b. prepare detailed orders for the assembly and training of all elements of the ESU based on the direction of
the TF Engr;

c. in conjunction with the TF Engr, finalize the ESU organization and TFMT.

7. Component engrs. Component engrs will conduct staff checks and complete tasks as directed by
component headquarters. Engr unit COs can begin training in such areas as:

a. theatre of operations orientation briefings;

b. personnel administration for family related issues such as financial, insurances, medical, etc; and

c. adopted physical fitness training.

503. ENGR TASKS IN THE PREPARATION PHASE

1. The preparation phase involves bringing the personnel and equipment to the assembly base and conducting
training as required. Identified shortfalls will also be rectified. During this phase, personnel from the TF Engr staff
or ESU should conduct an in-theatre recce if it was not completed during the Warning Phase. Engr advance parties
from the ESU will deploy as necessary and conduct entry tasks and preliminary works to open APODs, SPODs,
MSRs, and prepare infrastructure for the reception of the TF as part of the engr support to force projection and
sustainment planning.

2. NDHQ/J3 Engr. The NDHQ/J3 Engr staff will continue the support for preparation for the operation and will:

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a. provide NDHQ/J3 Engr representation on in theatre recce if one was not completed during the warning phase.
If possible, recce will be conducted by the TF Engr and/or ESU personnel;

b. prepare for approval, and then issue detailed plans and orders through NDHQ/J3. These are normally based
on generic Capability Based Plans (CBPs);

c. authorize issue, for NDHQ/J3, of National controlled engr material;

d. review, on behalf of NDHQ/J3, the final ESU TFMT; and

e. review, the engr support to force projection and sustainment planning by resolving any consequences or
implications created by the following factors:

(1) terrain;

(2) infrastructure;

(3) logistics;

(4) changes to ROE; and

(5) TF composition and the order of deployment by phase, quantity, method and rate.

3. TF Engrs. The TF Engr staff will continue the preparation for deployment of engr advance party and main
body and will:

a. coordinate the assembly of ESU personnel, equipment and material;

b. coordinate and monitor the ESU training;

c. finalize plans and procedures for the Employment phase;

d. conduct in-theatre recce if not already conducted during the Warning Phase,

e. be prepared to deploy a forward HQ/Advance party to prepare for the reception of forces in theatre; and

f. submit the ESU TFMT to TFHQ/J3 Ops for forwarding to NDHQ.

4. ESU. The CO of the ESU will commence the assembly, training and deployment of advance elements of
the ESU and will be prepared to deploy HQ and selected elements, on order, to make preparations to receive forces
in theatre. This may include setting up financial arrangements in theatre, negotiation of real property, and
identification of sources of supply for engr construction materials.

5. Component engrs. Component engrs will conduct assembly and component engr training in accordance
with direction from respective component headquarters.

504. ENGR TASKS IN THE DEPLOYMENT PHASE

1. If there is a high security threat to the deployment and combat troops are deployed initially, they should be
accompanied by their close support engrs. If the situation is more benign, general support (entry) engrs should
arrive first to allow time for the preparation of infrastructure before the arrival of the main body. Elements, if not all
of the TF Engr staff and the ESU, should arrive with the advance party as part of a surge of military engr resources
at the beginning of the operation. The appropriate mix of close and general support engrs will be decided by the TFC
on the advice of the TF Engr.

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2. The advice that the TF Engr provides the TFC should take into consideration that, conceivably, once entry
engrs have completed the tasks in support of force projection, they could be re-deployed out of theatre so as not
to be needlessly unemployed.

505. ENGR TASKS IN THE EMPLOYMENT PHASE

1. The TF Engr will assist the TFC and TFHQ on the employment of all engr assets of the TF. The component
engrs and the ESU will provide engr close and general support to the TF. There will be a continuous monitoring and
adjustment of the engr support to the TF as the situation changes. There may also be a possibility of repatriating
military engrs deployed as part of a "surge" element in the warning or preparation phases.

2. NDHQ/J3 Engr. The NDHQ/J3 Engr staff will continuously monitor operations, provide support as required
and will:

a. monitor the operation and exercise technical control over the TF Engr, and provide advice and support as
required; and

b. coordinate the continued support requirements of the ESU.

3. TF Engrs. The TF Engr staff will:

a. monitor the operation and provide technical engr advice and support to component engrs and the ESU, and

b. coordinate the continued engr support requirements of the components and the ESU.

4. ESU. The ESU will provide engr general support to the TF and engr close support to TF units as ordered by
TFC.

5. Component engrs. Component engrs will provide engr close support for component operations as directed
by the respective components.

506. ENGR TASKS IN THE REDEPLOYMENT PHASE

1. This phase will include the necessary preparations for, and return of forces to Canada. Elements of the TF
Engr staff and the ESU will be one of the last units to redeploy. The redeployment will consist of repatriating
appropriate material and equipment, and restoring the deployment site to an acceptable environmental state.

2. The reception facilities used in the deployment can be used in the redeployment if they have been adequately
maintained. Engrs may be required to dismantle facilities for disposal or return to Canada. Arrangements may have
to be made for the handover of infrastructure to other forces or the host nation. Extensive facility restoration and
EOD/BMD may only be possible upon the cessation of hostilities and therefore will require work after redeployment
of main body of the TF.

3. Military engrs may be required to restore essential public utilities, provide hospital facilities, repair
infrastructure or provide temporary accommodation for displaced civilians.

4. If Canada has deployed mines, it is a national responsibility to recover them. Some clearance of unexploded
ordnance (UXO) and enemy laid mines may be required, but the preferred solution is to have local forces remove the
mines or use civilian contractors.

5. Extraction of a TF under pressure will require engr support to maintain routes back to the POD. Counter-
mobility operations or area denial may also be employed to assist the extraction or hinder the actions of opposing
forces.

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6. NDHQ/J3 Engr. The NDHQ/J3 Engr staff will:

a. establish policies concerning in-theatre disposal, transfer or return to Canada of materiel, equipment and
plant;

b. establish policies for the environmental restoration of deployment areas, and post-hostilities mine and UXO
clearance;

c. plan and coordinate with Commands the redistribution of materiel, equipment and vehicles to Canadian
bases;

d. plan for the removal or handover of infrastructure to allied forces or the host nation; and

e. provide policy guidance to NDHQ/J3 on counter-mobility and area denial operations if required.

7. TF Engrs. The TF Engr staff will:

a. coordinate the in-theatre disposal, transfer or return to Canada of engr materiel, equipment and engr heavy
equipment as ordered,

b. coordinate the removal or handover of infrastructure to allied forces or the host nation as ordered;

c. plan and coordinate restoration of the deployment site to acceptable condition;

d. determine if a "surge" of military engr personnel is required to accomplish all redeployment tasks; and

e. provide advice to the TFC on mobility, counter-mobility and area denial operations if required.

8. ESU. The CO of the ESU will:

a. repatriate selected personnel or subunits to Canada as ordered;

b. redeploy appropriate material, equipment and plant as ordered;

c. be prepared to assist TF Engr in the removal or handover of infrastructure to allied forces or the host nation;
and

d. be prepared to conduct extensive facility restoration and EOD/BMD that may only be possible upon the
cessation of hostilities.

9. Component Engrs. Component engrs will re-deploy in accordance with component re-deployment plans.

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SECTION II

MILITARY ENGINEER RECONNAISSANCE

507. CONNECTIVITY BETWEEN RECONNAISSANCE AND PLANNING

1. Planning and recce are mutually supporting concepts. They are not independent of each other, but instead
rely on each other. The need for information and intelligence, is equally important as is the need for a plan or
concept of operations to decide what type of information needs to be obtained.

2. Plan development can be situationally dependent. If execution of a operation is imminent or highly likely with
short lead time, planning steps and stages leading from concept development to an Operations Order could take
place quickly. Hence, recce could be authorized very early. The time frame within the planning process at which
any recce is authorized should not preclude the level of completeness of an engr recce. The NDHQ/J3 Engr staff
will coordinate with the TF Engr and/or the component engr commander for the appropriate in-theatre military engr
representation as part of the recce party.

508. LEVELS OF ENGR RECONNAISSANCE

1. A military engr recce may be required at separate times during the planning process to support planning at
strategic, operational and tactical levels. However, when time is limited, the recce may be combined with that of
other levels. Much of the information required to provide engr intelligence may also come from recce ordered by the
strategic or operational level commanders. This fact should not negate the presence of a military engr and rely on
another arm to obtain engr intelligence.

2. All available engr intelligence including engr resources documentation and the recce check-list (Annex A),
should be used in planning a recce. The composition of the recce party required for engr planning will depend upon
the mission. Engr recce of some form will ultimately be carried out by a party from the unit(s) which are likely to
be responsible for supporting the mission.

3. Recce and planning during the warning phase are crucial in determining the overall engr requirement.
Deploying the appropriate engr elements in the advance parties can provide the capability to arrange for HNS,
procure material and equipment in theatre and also to negotiate and let contracts, including payment methods.

509. THE ENGR RECONNAISSANCE

1. A complete and thorough engr recce forms the basis for effective and efficient engr support. Of primary
importance in the initial engr recce are:

a. the nature of the country, to include its geography, history, and demography. Additionally the political and
economic climate play an important role in developing achievable engr end-state options;

b. the laws, customs and agreements of the country, including contracting conditions, real estate procedures,
environmental laws, cultural impacts on construction, HN agreements, and international agreements;

c. the engineering environment to include climate and weather, terrain and topography, soils and geology,
elevation, vegetation, land use, hydrography, natural resources, and type, nature and amount of available
construction materials; and

d. the level and status of infrastructure to include aerial and seaports of debarkation, in-country transportation,
utilities (electrical power, water distribution systems, sanitation facilities, pipelines, and communications)
and fire protection, prevention and engineering services.

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Annex A to
Chapter 5

MILITARY ENGINEER SUPPORT

RECONNAISSANCE CHECKLIST
FOR

OP

GENERAL

1. Unit:

2. Name:

3. Date:

4. Time Zone:

5. Country:

6. Maps: Sheet No/Editions:Datum Used:

7. Task Force Size:

a. Personnel: Officers: M___ F___ Sr NCOs: M___ F___ ORs: M___ F___ Total: M___ F___

b. Vehicles:

HLVW MLVW LSVW ILTIS LT TK HY TK LT TLR HY TLR EHE ISO OTHER REMARKS

8. Op Duration:

9. Type of Op:

10. Op Concept:

a. Relief/Peacekeeping/Intervention/etc

b. No of sites/Static/Mobile/etc

11. Topography:

SITE GENERAL SLOPE FEATURES DRAINAGE SOIL TYPE BEARING REMARKS

CAPACITY

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Annex A to
Chapter 5

12. Meteorological:

ANNUAL SPRING SUMMER FALL WINTER REMARKS

RAIN

SNOW

PREV WIND

STORMS

OTHER

13. Environmental Regulations to be Followed (Cdn, national, UN, other):

14. Country Details:

a. Capital:

b. Language(s):

c. Currency:

d. Politics:

e. Ethnic Makeup:

f. Religion(s):

g. Economics:

h. Industry:

i. Military:

j. Current Situation:

15. Infrastructure:

CONSTRUCTION TN SYSTEMS ELECTRICAL ENGR MATERIAL ENGR EQPT CONTRACTORS

TYPES (Volt/Cycle) AVAILABLE AVAILABLE AVAILABLE

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Annex A to
Chapter 5

FIELD ACCOMMODATION - Accomodation Scale (Initial, Temporary, Permanent):

1. Pers Accn per site:

SITE OFFR NCM TOTAL EXISTING CONDITION CAPACITY SHORTAGE REMARKS

2. Pers Accn Requirements (Tents-Modular/Recce, Tlrs, ISO, etc):

SITE TYPE QTY AREA REQR PREPARATIONS REQR REMARKS

3. Other Structures:

SITE FUNCTION AREA TYPE PREPARATIONS (Concrete, REMARKS

(Messes, QM, etc) REQR (Tent/SPRUNG, etc) gravel, excavation, etc)

4. Ablution Facilities (showers, WCs, etc):

SITE PERS / EXISTING CONDITION REPAIRS REQR SHORTFALL REMARKS

SHOWER WC OTHER

5. Availability of commercial trailers/ISO Shelters:

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Annex A to
Chapter 5

6. POL Points:

SITE TYPE/CONTAINER AREA REVETMENT WORK REQR REMARKS

(Jerry Can/Bladder/Drum) SIZE QTY

MOGAS DIESEL AVGAS MISC/DIS

7. Ammunition Points/TDMs:

SITE NATURE QTY AREA REVETMENT WORK REQR REMARKS

SIZE QTY

8. Camp Surface Area/Footprint Requirements:

SITE ACCN ABLUTION MESS NPF MAINT QM STORAGE POL ISO VEH PARK TOTAL

9. Accessibility (road, rail, air, sea facilities):

SITE ROAD SYSTEM APOD/SPOD DISTANCE MAIN CAMP DISTANCE REMARKS

CAMP SECURITY

1. Security Fencing/Cover-from-view screening:

SITE REQR TYPE QTY CONDITION REPAIRS? SHORTAGE REQR/TYPE REMARKS

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Annex A to
Chapter 5

2. Defensive Works (Towers, Guard Posts, OPs, etc):

SITE OBSN GD OBSN DEF POSN DEF POSNS LIGHTING REVETMENT CONSTR MATERIAL
TOWER POST POST (PERS) (WPNS) (POL/Ammo) REQR REQR

WATER SUPPLY

1. Quantities (Litres/pers/day):

POTABLE NON-POTABLE

SITE DRINKING MED FOOD TOTAL ABLUTION LAUNDRY VEH TOTAL TOTAL
PREP WASH GRAY (RAW)

2. Sources:

SITE UNTREATED SOURCES TREATED SOURCES

TYPE YIELD TMT REQR LOC / DIST TYPE YIELD SUPPLIER COST

a. Qty Water Purification Units Needed:

b. Crew Size:

3. Nature of surroundings, river banks, water table:

4. MLBU Requirement: (litres per site/type)

SITE SHOWERS LAUNDRY WATER LOCATION REQR CONSTR REMARKS

REQR REQR STORAGE EFFORT

5A-5
B-GG-005-004/AF-015

Annex A to
Chapter 5

a. Qty MLBU Reqr:

b. Crew Size:

5. Water Storage(Tanks/Bladders/Resevoirs)/Distribution (Pipe System, Bowsers, Jerry Cans, Bottles/Bags)

SITE WATER STORAGE REMARKS

REQR EXISTING (type/capacity) SHORTAGE AUXILLARY (type/capacity)

6. Nature of distribution System (i.e. water points/on site delivery, accessibility, etc):

SITE DISTRIBUTION SYSTEMS REMARKS

TYPE CAPACITY CONDITION LOC SHORTAGE AUXILLARY

7. Ice:

SITE QTY SUPPLIER (Name, loc, affiliation) COST REMARKS

SEWAGE TREATMENT AND WASTE HANDLING

1. Requirement: (l/pers/day). Consider quantity of kitchens, shower points, laundry units, and duration of use.

SITE VOLUME SEWAGE VOLUME GRAY WATER TOTAL REMARKS

NORM PEAK TOTAL NORM PEAK TOTAL NORM PEAK TOTAL

5A-6
 B-GG-005-004/AF-015

Annex A to
Chapter 5

2. Existing Sewage Treatment Facilites. Type: Primary, secondary, tertiary, pump truck, portable toilets,etc

SITE TYPE CAPACITY HOOK-UP REQR SUPPLIER COST REMARKS

3. Requirement for Additional Eqpt (Honey Wagon, Incinerator, etc):

4. Available Waste Disposal Facilities (Type/Method, Source, Location, Affiliation, Cost):

SITE DRY GARBAGE WET GARBAGE MED WASTE HAZMAT REMARKS

POL OTHER

OTHER UTILITIES

1. Electricity:

SITE POWER POWER TYPE SUPPLIER SHORTFALL GENSET REQR REMARKS

REQR

TYPE QTY

2. Heating:

SITE TOTAL TYPE (FA, SUPPLIER SHORTFALL HEATER REQR REMARKS

REQR steam,etc)

TYPE QTY

5A-7
B-GG-005-004/AF-015

Annex A to
Chapter 5

3. Air Conditioning/Refrigeration:

SITE TOTAL TYPE SUPPLIER COST COOLING REQR REMARKS

REQR REQR

TYPE QTY

4. Lighting:

SITE REQR TYPE SUPPLIER COST FD LIGHTING REQR REMARKS

REQR

TYPE QTY

ENGINEER RESOURCES (REQR/AVAL)

1. Material:

MATERIAL INITIAL EXISTING SUPPLIER COST SHORTFALL REMARKS

REQR RESOURCE

LUMBER

PLYWOOD

FASTNERS

SAND

GRAVEL

ASPHALT

CONCRETE

CEMENT

STEEL/METAL

MASONRY

GEOTEXTILE

5A-8
 B-GG-005-004/AF-015

Annex A to
Chapter 5

CULVERTS

DUST CONTROL

OTHER

2. Labour:

a. Skilled (Carpenters/electricians/plumbers, etc):

b. Unskilled(Trades Helpers/Labourers, etc):

TYPE AVAILABILTY SUPPLIER COST REMARKS

SKILLED
TRADES

UNSKILLED
Trades Helpers,
Labourers, etc

3. Engr Heavy Eqpt (with or without operators):

TYPE QTY AVAILABILITY SUPPLIER COST SHORTFALL REMARKS

DUMPS

DOZERS

FELS

EXCAVATOR

COMPACTOR

DRILLING

TRENCHER

LOWBED

CRANES

OTHER

5A-9
B-GG-005-004/AF-015

Annex A to
Chapter 5

AIRFIELDS/HELIPORTS

1. Existing Facilities:

SITE TYPE SIZE SFC / CAPACITY LIGHTING/NAVAIDS APPROACH REPAIRS REMARKS

2. Helipad Requirement:

SITE SIZE SURFACE LIGHTING REPAIRS REMARKS

FIRE FIGHTING

SITE CRASH RESCUE STRUCTURAL CHEMICALS REQR FIRE PROTECTION REQR REMARKS

FIELD ENGINEER TASKS

1. Combat Diving:

Capability Required:

2. Mines:

a. Policy (Ops/humanitarian/etc):

b. Priority(OPs/RRBs/routes/etc):

c. Mine Awareness Trg Requirement (Contingent/Civil/etc):

d. Threat:

5A-10
 B-GG-005-004/AF-015

Annex A to
Chapter 5

SITE MINE TYPES/QTY METHODS TRG REQR EQPT REQR REMARKS

(Estimate) (LAYING)

AP A TK BOOBY
TRAPS

3. EOD/UXO:

a. Policy:

b. Priority(HQs/Comms/etc):

c. Threat:

SITE TYPES/QTY (Estimate) CAPABILITY LIMITATIONS TRG REQR EQPT REQR REMARKS
REQR

UXO IED SEARCH

MOBILITY/HORIZONTAL CONSTRUCTION

1. Road Conditions:

TYPES CONDITION REPAIRS PRIORITY/TIME MATERIAL EQPT/LABOUR REMARKS

2. Bridges, Fords, Ferry:

TYPES CONDITION REPAIRS PRIORITY/TIME MATERIAL EQPT/LABOUR REMARKS

5A-11
B-GG-005-004/AF-015

3. Dust Control (Matting, Road Oyl, Water, salt, chemiclas, Sand Bags etc):

SITE METHOD QTY COST PRIORITY/TIME EQPT/LABOUR REMARKS

5A-12/5A-12
 B-GG-005-004/AF-015

CHAPTER 6

ENGINEER TASKS AND RESPONSIBILITIES

SECTION I

DIVISION OF RESPONSIBILITIES

601. GENERAL

1. There must be a clear division of responsibilities between the component engrs and the TF engrs to make
the most efficient use of limited resources. If not, there will be needless duplication, wasted effort and gaps in the
engr support to the TF. The TFC, with advice from the TF Engr, has the ultimate decision on the precise division
of responsibilities in theatre. However, there is a need to establish doctrinal principles to guide his decision and to
focus peacetime training. This chapter will only examine those aspects where there is a potential interface problem
or possible confusion over responsibilities. In general, the responsibilities can be divided by component, by
geographic sector and by specialization.

2. Division of Responsibilities by Component. As an overriding principle, the TF Engr is responsible to the

TFC for the coordination of engr support to the whole TF. Similarly, component engrs are responsible to their
component commanders for engr support to all elements of their respective components. As well, the TF Engr,
through the ESU, provides support to the elements of the HQ, CSG, CMG, CIS and other TF units.

3. Division of Responsibilities by Geographic Sector. The second fundamental concept that drives the
division of responsibilities is that of component "sectors" or "areas of responsibility." Each component will be
assigned a sector by the TFC. Component engrs will normally be responsible for providing all engr support within
their assigned sector. The ESU would be responsible for supervising engr support outside the component sectors,
although the actual work may be done by component engrs as directed by the TFC, with advice from the TF Engr.
Figure 6-1 illustrates a theatre divided into geographic sectors.

4. Division of Responsibilities by Specialization. Division of responsibilities may also be based upon the
level of specialized expertise developed and resident in the ESU or a component. In some cases, such as ADR for
the air component, marine structures for the maritime component and bridging for the land component, the expertise
is resident in the components. For tasks common to all components such as horizontal and vertical construction,
similar tasks are done by component engrs and the ESU, but the level of expertise may be different. One method
of defining the division of responsibilities based on specialization is with Construction Standards.

6-1
B-GG-005-004/AF-015

Land
Component
LAND Headquarter
COMPONENT
SECTOR
x CA CA x
x
HELIPAD Air AIR
AIRSTRIP
Component COMPONENT
Headquarter SECTOR
xx
AIRFIELD HELIPAD
INLAND WATERWAY MAIN SUPPLY
ROUTE (MSR)

JTFHQ

HELIPAD

CMG

MARITIME COMPONENT
SECTOR
CSG HELIPAD

Maritime
Component PORT
Headquarter

Figure 6-1 Division of Responsibilities by Geographic sector

5. Construction Standards. Construction for CF operations will be to the following standards (For further
details see Annex A):

a. Initial Standard. Initial standard construction is intended to be used for operations of six months or less;

b. Temporary Standard. Temporary standard construction is intended to be used for operations of six to 24
months. Temporary standard construction can be used from the start of an operation if directed by the TFC
for all or some facilities.

c. Other Construction. Construction beyond temporary standard will be considered a special case and
guidance will be issued from NDHQ.

6-2
 B-GG-005-004/AF-015

SECTION II

ENGINEER TASKS
602. GENERAL

1. As previously stated, military engr support, as a whole, includes the entire spectrum of those functions of
combat engineering, airfield engineering, construction engineering, geomatics and fire protection services to achieve
the role of engrs. To delinate a difference between Aengr@ and Aengineering@, we define, the acts of the trained engr
soldiers who apply the science of these five engineering functions. However, it is the tasks which further defines
the type of engineering function which is applied. Regardless of the colour of uniform the engr soldier may wear,
these tasks could be executed by any or all of the environmental component engrs.

603. MAINTAIN MOBILITY

1. Mobility support to operations is normally provided by close support engr forces at the tactical level and is
the responsibility of the component engrs. Assistance or more engr resources can be requested from the TFC who
will assign ESU resources or other component resources based upon advice of the TF Engr.

604. COUNTER-MOBILITY

1. The TF Engr is responsible for advising the TFC on the policy for mines, booby traps and other obstacles,
theatre policy for demolitions and theatre denial policy. Counter-mobility policy must be coordinated at the TF level
to ensure that national restrictions are included and to ensure consistent employment in all components. Detailed
division of responsibilities is at Annex B.

605. ENHANCE SURVIVABILITY

1. The TF Engr is responsible for advising the TFC on theatre policy on Camouflage Concealment and [non-
electronic] Deception (CCD), physical protection of assets, engr assistance to NBC defence, EOD/BMD, and
physical security engineering and force protection. The detailed division of responsibilities are described at Annex
B.

2. Physical Security Engineering and Force Protection includes the design and construction of specific
structures, based on a given threat, to improve the physical security of friendly forces. Some examples of specific
structures are cover-from-view screens, anti-mortar screens and access control devices. It does not include field
fortifications. The TF Engr will coordinate physical security engineering tasks with the J3 and
J3 SAMP.

3. The ESU will provide specialist expertise in the complete design cycle from project programming to
preparation of final plans and specifications for physical security engineering. On site guidance and coordination
may continued to be required by personnel from the ESU to assist executing engrs in the construction of any
structure. The TF Engr will coordinate any necessary requirements.

4. Once a physical security engineering project is defined, the ESU will identify a project planning team that
will define the design criteria, select protective measures and estimate costs. Protective measures will take into
account the protective requirements to resist various aggressor tactics, the effects of tools, weapons and explosives.

5. A final concept or project definition may take into consideration the design of electronic security and
surveillance systems depending on the type of structure being designed.

606. SUSTAINMENT ENGINEERING

1. The TF Engr is responsible for advising the TFC on theatre policy concerning all aspects of sustainment
engineering. This will include all repair, maintenance and construction of facilities, structures, and LOC routes. The
provision and maintainenance of utilities, water supply, specialized maritime construction, specialized support to

6-3
B-GG-005-004/AF-015

fixed and rotary wing aircraft, environmental protection, CIMIC tasks, Emergency Response Services (ERS) and Fire
Protection Services (FPS).

2. The component engrs and the ESU will conduct engineering design, and build initial standard construction
in sector. The components will also build temporary standard in sector, with the support of the ESU as required.
The ESU will be the design authority for temporary design standard for those areas common to all components,
such as accommodation, general purpose utilities, electrical generation, etc. The ESU is therefore responsible for
specialist engineering design, engineering study, material testing, and engineering survey expertise for temporary
design standard construction. Additional detail on tasks and responsibilities for construction support to is at Annex
B.

3. Sustainment engineering as it concerns the provision of water supply is a coordinated effort amongst TFHQ
staffs, component engrs and the ESU, medical (Med Gp) and police services (SAMP Unit), and logistics units (Sp
Gp). The TF Engr, in cooperation with the ESU will coordinate the responsibilities of engr sp of technical advice on
water supply issues and equipment, the reconnaissance, construction, operation, storage and field testing and
treatment at source.

4. The medical services are responsible for the complete analysis for potability of any source water and the
advice on the suitability, quality, methods of treatment and the scale of issue of water. Periodic detailed testing and
assurance that water quality is maintained throughout the water supply system is essential. Logistical support
responsibilities include the provision of water carriage equipment, some potable storage tanks and chemicals
required for water treatment and the bulk transportation of water by road. Police services responsibilities include
route signing, traffic control and discipline at water points and when necessary they may also be required to police
sewers and streams to enforce polution control policies.

5. Sustainment Engineering Support for Fixed and Rotary Wing Aircraft. The air component engr will
be the design authority for the repair and maintenance of facilities and structures specific to the conduct and
impacting on flight operations. The air component will also provide technical expertise in this area to other
components as required. The ESU will provide additional design and engineering assistance as required.

a. Support to Rotary Wing Aircraft. Provision of sustainment engineering support to rotary wing aircraft will
be determined by the command relationship and the physical location of the helicopter unit. If the unit is
under operational command (OPCOM) or operational control (OPCON) of a component, then the component
engr will be responsible for providing support. When a helipad or heliport is located in a component sector,
then the component engr is also responsible to support those facilities. If the component engr lacks
sufficient resources or expertise, then he may request assistance through the command chain to the TF
Engr.

b. In a similar way, support to fixed wing aircraft should be dictated by the command relationship and the
physical location of the fixed wing unit. Fighter aircraft are invariably under the command of the air
component, but it is less clear about transport aircraft:

(1) In an undeveloped theatre there may be an airstrip located in the land component sector for resupply
and to support air-landing operations. The land component engr would support the operation of this
airstrip and the air component would support operations at a main airfield that is under the control of
the air component of the TF; and

(2) In a fully developed theatre there may be an operational airfield that is supporting air combat operations
under control of the air component and a logistics airfield located in the rear area as part of the LOC,
under control of the J4/CSG. The first airfield will be an air component responsibility; while the second
will the responsibility of the ESU because it is controlled operated by the TF. There may be a
requirement for the TFC, on the advice of the TF Engr, to regroup specialist airfield engrs with the ESU
to accomplish this task. Additional detail on tasks and responsibilities for support to fixed and rotary
wing aircraft is at Annex B.

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 B-GG-005-004/AF-015

607. GEOMATICS

1. General. The full spectrum of geomatics (Geo) support is a military engr responsibility in accordance with
B-GG-005-004/AF-000 Canadian Forces Operations. The TF Engr is responsible for assisting the TFC in developing
the Military Engineering Supporting Plan (SUP), of which geomatics support planning is a component. The
Geomatics Support Squadron of Mapping and Charting Establishment (MCE), as a sub-unit of the ESU, will be
responsible to provide the majority of geomatics support to the TFC. However, it is clear that force geomatics
support requirements can only be made available with the assistance of NDHQ/J2 Geomatics, but the resources
deployed will be controlled centrally by the TF Engr.

2. NDHQ/J2 Geomatics and The TF Engr. This relationship is efficient and workable as the close cooperation
of the TFHQ, NDHQ/J2 Geo and the TF Engr, as well as others, is a mutually supportive arrangement that shares
geospatial information, resources and capabilities in aid of the TFC's concept of operations and the pursuit of the
force's mission. Geomatics support, formerly geographic support, remains essential to all operations as a significant
force multiplier. As with operations, this support spans the spectrum of activities, from the strategic to the tactical,
throughout the continuum of operations, from peacetime planning and training to armed conflict.

3. Scope. Geomatics support is essential to the conduct of military operations. Every weapon system,
combat unit, aircraft and ship requires some form of geomatics/geographic support to deploy, navigate, manoeuvre
and fight. Geomatics support includes a responsibility for updating, revising and maintaining geomatics databases.
The scope of support also includes hydrographic, topographic and aeronautical support activities. The cooperation
with the NDHQ/J2 Geo staff, MCE, combat engr units and reconnaissance units is necessary to source, distribute
and confirm information currency.

4. Mutual Support. Within allied defence forces, geomatics support is established as a national responsibility,
notably for the provision of specialist personnel and services designed to exploit geospatial information for defence
and military purposes. Geomatics support will be provided from a combination of national, host nation and allied
sources as coordinated by NDHQ/J2 Geomatics. National support will be provided by "base-plant support" from
MCE and "deployed support" with the in-theatre ESU. A limited terrain analysis capability is located with the 1 Int
Coy (ICAC).

5. Force Employment: Warning and Preparation. Strategic level geomatics support could include the
tasking of national capabilities, government and private sector, expanding to include significant multi-national level
activities. In the first instance it might be limited to the sourcing of products and services from national sources,
to increased burden sharing and co-production activities with allies (thereby addressing the demand for access to
global geospatial data for Canadian interests) and / or to increased tasking within DND/CF to the Mapping and
Charting Establishment (MCE) for special purpose defence products and services not available from national
mappers and charters nor available from host or foreign nations.

6. Task Force Planning: Deployment Phase . Operational level geomatics support notably the provision of
digital data at 1:250 000 scale, is increasingly seen as the foundation element of highly standardized and integrated
command, control, information, weapons and navigation systems. Operational level TFHQ requirements drive
priorities to manage and maintain databases and the tempo of conflict response necessitates interoperability and
co-production amongst defence partners. Indeed, coalition response to crises is becoming the norm. Interoperable
systems, configuration managed, are critical to effective force deployments and operations.

7. Employment Decision Making: Battle Procedure. At the tactical level, a joint (task) force, geomatics
support requirements, at 1:50 000 scale and larger, could lead to the deployment of a Geomatics Support Squadron
from MCE as part of the ESU. Although the size of the organization would be tailored to the specific operation, it
is possible that it would be on the order of 45 - 50 personnel. It is trained and equipped to provide survey point
positioning support (including targeting), geospatial database access and maintenance, the generation of map and
chart plots, product storage and distribution, terrain analysis and visualization, specialist liaison and coordination
support and command and control of geomatics resources. It should be recalled that there would be supporting links
to host nations, to allies in theatre and to national and allied assets outside of the theatre of operations. It should
be noted that field deployed geomatics support assists in the maritime and aviation battles, as well as in the land

6-5
B-GG-005-004/AF-015

battle. This is particularly applicable to terrain / battle space analysis and point positioning (including targeting)
support. There are increased linkages between digital hydrographic data and mine-countermine warfare, ocean bed
monitoring and route charting activities.

8. Geospatial Information. The CF=s integral capabilities are not adequate to meet all TFHQ geomatics
requirements. NDHQ/J2 Geomatics relies upon its partnerships and exchange with national and allied agencies to
meet the full range of the TFC and TF Engr geomatics support requirements. The acquisition of geomatics
information, products, and materials are arranged by NDHQ/J2 Geomatics through:

a. international bilateral Memoranda of Agreement (Exchange or Understanding) for the exchange of geomatic
materials with allies (NATO / CANUS / ABCA);

b. national Memoranda of Agreement / Understanding with other federal government departments (OGDs) for
the acquisition of domestic products;

c. direct purchase from commercial suppliers or co-producing partners;

d. contracting of private industry; or through

e. tasking MCE.

9. Geomatics Products. The paper products created and/or distributed by MCE are listed in the various DND
map and chart catalogues. Products are available in accordance with CFAO 36-17 and are listed in:

a. A-GG-007-000/AF-001 ACatalogue of Maps, Charts and Related Products@

(formerly MCE 264);

b. Supporting the Air component - GPH 208 CF Catalogue "Aeronautical Charts and Flight Information
Publications"; and

c. Hydrographic Service Operator's Items 835 to 838 (inclusive) "Catalogue of Nautical Charts and Related
Publications", Volumes 1-4.

10. Digital Data. In addition to hard copy paper maps and charts and other designated products as already
noted, geomatics products include digital or electronic data such as those listed below :

a. Digital Terrain Elevation Data (DTED);

b. ARC Digitized Raster Graphics (ADRG), and

c. Vector Smart Maps (VMAP):

(1) Level 0 (scale 1: 1 000 000),

(2) Level 1 (scale 1:250 000), and

(3) Level 2 (scale 1:50 000).

e. Digital Nautical Charts (DNCs);

f. Digital Bathymetric Database (DBDB); and

11. Geomatics Services. Based on the mission assigned to the TFC and TFHQ requirements, deployed
geomatics services from MCE can be provided using independent teams, detached sections, a formed troop or a
sub-unit, all with their own specialist equipment. Tailored to the mission, and assigned under command, deployed
geomatics support services available to the TF HQ include:

6-6
 B-GG-005-004/AF-015

a. precise position surveys (including boundary surveys and limited targeting);

b. field (graphic) reproduction support;

c. terrain analysis (TERA) and terrain visualization (TVis);

d. map and chart sourcing, updating and distribution;

e. digital data base access, revision, updating and distribution;

f. geomatic advice to planners and project managers; and

g. technical advice, liaison and coordination in the field.

12. Standardization and Standards. Increased CF involvement in joint and combined operations has created
increased attention to interoperability (and standardization) issues. The CF has already adopted a global focus for
regional threats, versus a regional focus for a global threat. This has driven increased attention to sharing amongst
allies to create, through various gateways accessing several linked data warehouses, a virtual global geospatial
information database and the shared preparation of standards and standardization and exchange agreements, both
national and international. There are numerous geomatics standardization NATO agreements (STANAGs), ABCA
agreements (QSTAGS) and exchange agreements that deal exclusively with geospatial information production and
the provision of geomatics support services.

6-7/6-8
 B-GG-005-004/AF-015

Annex A to
Chapter 6

CONSTRUCTION STANDARDS

1. Construction standards specify the types of material and construction techniques used in constructing
facilities in support of contingency operations. Contingency construction standards provide criteria that minimize
engr effort while providing facilities of a quality consistent with the mission requirements, personnel health and
safety, and the expected availability of construction resources. Where mission requirements are similar, facilities
are constructed to the same standards by all Environments.

2. Initial Standard:

a. Characterized by austere facilities requiring minimal engr effort;

b. Intended for immediate austere operational use by units upon arrival in theatre for limited time ranging up to
six months (depending on the specific facility); and

c. May require replacement by more substantial or durable facilities during the course of operations.

3. Temporary Standard:

a. Characterized by minimum facilities;

b. Intended for use extending to 24 months;

c. Provides for sustained operations; and

d. Replaces initial standard in some cases where mission requirements dictate. Temporary standard
construction can be used from the start of an operation when it is judged to be as cost effective or more
operationally effective.

4. Other Construction. Construction beyond temporary standard is a special case and guidance will be issued
by NDHQ.

6A-1
B-GG-005-004/AF-015
Figure 6A-1 Table of Construction Standards
SERIAL TYPE OF
CONSTRUCTION
1 Troop housing/ dining/
admin/ mission structures
2 Electricity
3 Water
4 Cold Storage
5 Sanitation
6 Airfield pavement (The
type of airfield surfacing to
be used will be based on
the expected number,
weight and type of aircraft
involved in operations.)
7 POL Storage and
Distribution
8 Horizontal Construction
9 Heating and Air
Conditioning
10 Security Engineering
INITIAL STANDARD
Tents(may have wood
frames and flooring.)
Tactical generators; high-
and low voltage distribution
Water points and
distribution by vehicles and
small containers.
Portable refrigeration with
freezer units for medical,
food, and maintenance
storage.
Pit or burnout latrines,
evaporative ponds, lagoons
for hospitals, and sewage
lift stations.
Tactical surfacing,
aggregate soil stabilization,
and concrete pads.
Bladders and vehicles.
Combat roads, tactical
surfacing, aggregate, soil
stabilization and dust
control.
TBD
Field Defences
6A-2
TEMPORARY STANDARD
Wood-frame structures;
relocatable structures; Mobile
structures
Non-tactical and/or high-
voltage distribution.
Pressurized water distribution
systems with limited
distribution to hospitals,
dining halls, and other large
users.
Refrigeration installed in
temporary structures.
Waterborne to austere
treatment facilities. Priority:
hospitals, dining halls, laundry
and bath units,
decontamination sites, and
other high volume water
users.
Conventional pavement.
Bladders and steel tanks with
limited piping systems in
logistics areas.
All weather roads.
TBD
Structures designed to resist
specific threats and
constructed using local
materials.
 B-GG-005-004/AF-015

Annex B to
Chapter 6

DIVISION OF RESPONSIBILITIES FOR MILITARY ENGINEER SUPPORT

FUNCTION / MARITIME LAND AIR COMPONENT TF ENGINEERS

TASK COMPONENT COMPONENT

1. COMMAND AND CONTROL

Engr Recce Conduct tactical level Same Same Conduct operational level
engr recce. engr recce.

Engr Intelligence Collection and internal Same Same Collection / dissemination of

dissemination of operational level engr
tactical engr intelligence.
intelligence.
Primary point of contact
Passage of engr (POC) for transfer of
intelligence to TF information between
Engr. national and HN/allied
sources.

Liaison with Liaison as authorized Same Same Force level national POC
allied engrs in Operation Order. with allied engrs.

Will authorize (through TFC)

diriect liaison for
components.

Engr Reports and Advise TF Engr of
Returns status of engr units and
essential equipment
through a system of
routine reports and
returns.
Emergency situations
to be handled on the
operations (J3) net.
Same Same Advise NDHQ/J3 Engr of
status of engr units and
essential equipment through
a system of routine reports
and returns.
Decide what engr reports and
returns are required and
include them in the
operation order.

2. MAINTAIN MOBILITY

Bridging nil Plan, construct and nil Plan and coordinate the
maintain all assault and provision, construction and
support bridging in maintenance of LOC
theatre. bridging in the theatre.

Construct LOC bridging

as ordered.

6B-1
B-GG-005-004/AF-015

Annex B to
Chapter 6

FUNCTION / MARITIME LAND AIR COMPONENT TF ENGINEERS

TASK COMPONENT COMPONENT
Operations on nil Plan, construct and nil Plann and coordinatie the
Inland waterways maintain all assault and provision, construction and
(Floating Bridges support floating bridge maintenance of LOC floating
and Rafts.) and raft operations in bridging in the theatre.
theatre.

Riverine Move troops and cargo

Operations on rivers in support of
land operations.

Provision of Provide advice on Same Provide advice on EOD

Same matters to TFC.
advice on EOD EOD to component
and coordination commander and
of EOD. coordinate all EOD in Provide staff coordination of
sector. in theatre EOD activity,
including EOD policy.

EOD / BMD nil EOR/EOD/BMD in EOD/BMD directly Maintain centralized

support of ground related to the conduct EOR/EOD capability for use
operations within sector. of Airfield Damage or support to component
Repair (ADR) or airfield engrs throughout the theatre
operations supported by of operations
component engrs.

Airfield Damage nil Conduct Repair of Conduct all ADR in Specialist engineering
Repair Airfield Operating theatre . support and EOD support to
Surfaces (RAOS) in the ADR as required.
land component sector.

3. COUNTER-MOBILITY

Obstacles Construct protective Same Same as Maritime Same as Maritime

obstacles and conduct component. component
"all-arms" mine Plan, supervise and
warfare as per B-GW- emplace all tactical Advise TFC on policy for use
320-010/FT-001, and obstacles in theatre in of obstacles in theatre
"all-arms" demolitions accordance with the
in accordance with B- TFC's policy guidelines.
GL-320-009/FP-001
within sector.

Area Denial Conduct limited Plan, supervise and Plan, supervise and Same as Maritime
explosive and non- conduct all major conduct all denial component.
explosive denial denial operations in operations in sector in
operations in theatre in accordance accordance with TFC Advise the TFC on theatre
accordance with with TFC policy. policy. denial policy.
theatre policy.

4. ENHANCE SURVIVABILITY

6B-2
 B-GG-005-004/AF-015

Annex B to
Chapter 6

FUNCTION / MARITIME LAND AIR COMPONENT TF ENGINEERS

TASK COMPONENT COMPONENT
Camouflage Conduct all tactical
Concealment and level camouflage and
Deception (CCD) concealment in sector.
Construct dummy
facilities and structures
in accordance with the
operational level
deception plan.
Same. Same. Same
Advise the TFC on
operational level CCD policy
and engr aspects of
operational level non-
electronic deception policy
and planning.
Coordinate all operational
level CCD in theatre.
Coordinate engr portion of
theatre level non-electronic
deception plan in theatre.

Field Construct field Same Same. Same.

Fortifications and fortifications and
Earthworks earthworks in sector as
required.

Assistance to NBC Prove assistance in Same. Same. Same

Defence sector as follows:
-Area decontamination Advise TFC on engr support
(including essential to NBC defense.
infrastructure)
-supply of water for
decontamination
-excavation and
construction of
collective protection
shelters.

Physical Security Construct force Same. Same. Same

Engineering and protection structures in
Force Protection sector as required. In conjunction with J3 Secur,
advise the TFC on policy for
physical security measures
based upon threat.

Provide specialist design

expertise for non-expedient
structures to improve physical
security.

5. SUSTAINMENT ENGINEERING

Vertical Construction

Accommodations Design and build Same Same Same

initial standard in
Mechanical sector. Design authority for
Systems (HVAC) temporary standard and
Build temporary above.
standard in sector.

6B-3
B-GG-005-004/AF-015

Annex B to
Chapter 6

FUNCTION / MARITIME LAND AIR COMPONENT TF ENGINEERS

TASK COMPONENT COMPONENT
Utilities Design and build Same. Same Same
initial standard in
Water Supply/ sector. Design authority for utilities
Distribution at temporary standard and
Build temporary above. Provide specialized
Bulk Fuel standard in sector. supervision in the installation
Systems of temporary standard
Operate and maintain utilities as required by all
Waste Water all utilities in sector. components.
Disposal

Power Supply /
Distribution

Maintenance and Design and Same. Same. Same

repair of existing implementation of
structures emergency repairs to Engineering study and
allow continuation of design for temporary
operations in sector. standard repairs.

Damage Initial damage Same. Same. Same

Assessment of assessment to allow
infrastructure emergency repairs for Damage assessment
continuation of associated with major
Restoration of operations in sector. damage or repair to
infrastructure after temporary standard or above.
attack

Specialized Jetty Design authority Provide combat diving nil Design and engineering
and Marine for the repair and support to the maritime assistance for the
Infrastructure maintenance of jetty component as required construction, maintenance
and marine structures and repair of infrastructure
specific to the conduct specific to the conduct of
of maritime maritime operations.
operations.

Provide technical Provision of Combat Diving

expertise and Support from ESU as
construction assistance required.
to other components
as required.

Specialized nil nil Design Authority for the Design and engineering
Airfield repair and maintenance assistance for the
Infrastructure. of infrastructure specific construction, maintenance
to the conduct of flight and repair of infrastructure
operations. specific to the conduct of
flight operations.
Provide technical
expertise and
construction assistance
to other components as
required.

Prisoner of War/ Design and build POW Same Same Design POW camps and
Refugee camps cages. refugee camps.

6B-4
 B-GG-005-004/AF-015

Annex B to
Chapter 6

FUNCTION / MARITIME LAND AIR COMPONENT TF ENGINEERS

TASK COMPONENT COMPONENT

Supervise construction of
camps using uniformed or
non-uniformed work force.

Horizontal Construction

Construction and Construction of combat Same Same Same

maintenance of roads and
roads. maintenance of Design authority, quality
unpaved roads in control and supervision of
sector. work on bituminous and
concrete pavements in the
theatre of operations.

MSR n/a Work on sector MSRs as n/a Coordinatie all Force level
Maintenance directed in opO MSRs in theatre.

Quarrying nil nil nil Planning, setup and

Operations supervision and operation of
all quarries in theatre.

Construction and nil Initial layout, Maintenance of support Design and engineering
maintenance of construction and airstrips under the assistance to the construction
airstrips maintenance of battle control of the air of airstrips.
and forward airstrips. component.
Note: need definition of
Design authority for different types or airstrips/
airstrip standards. airfields. (i.e. battle, forward,
support, FOL, MOB, etc.)

Support to Construct and Same as Maritime Same as Maritime Same as Maritime

Helicopter maintain basic component. component. component.
Operations helipads within sector.
Provide general support Construct and maintain all
when unit is OPCOM or Same helicopter facilities when
OPCON of component. helicopter unit is under
Design authority for command of TFC.
heliports/ helipads.
Assist component engrs if
necessary.

Combat Diving nil Provision of all combat nil Coordination of all combat
support diving support in diving in theatre.
theatre.
ESU to provide TF diving
support as required.

Railways nil nil nil Coordinate repair and

maintenance of all railways
in theatre.

6B-5
B-GG-005-004/AF-015
Annex B to
Chapter 6
FUNCTION / MARITIME
TASK COMPONENT COMPONENT
Pipelines nil
Other
Engineering Limited responsibility
Design within sector for initial
standard construction
Engineering only for areas common
Study to all components.
Engineering
Survey
Material Testing
Contracting Detailed coordination
for execution of
Contract contracts.
Supervision
Authority for
contracting, where it
only concerns one
component, may be
delegated to
component engineers
in operation order.
Real Property Coordinate and submit
Management of component
requirements to TFHQ.
Assist TF Engr in
selection of properties.
Conduct Real Property
Management activities
as delegated.
Emergency Conduct of ERS for all
Response incidents in sector,
Services (ERS) including
establishment of ERS
equipment, plans and
training for: initial and
temporary camps;
rescue and aircraft
incidents; hazardous
material incidents,
hazardous procedures
standby; and structural
fires.
LAND AIR COMPONENT TF ENGINEERS
nil nil Coordinate repair and
maintenance of all pipelines
in theatre.
Same Same Provision of specialized
engineering services from the
Design authority for ESU throughout theatre as
repair and maintenance required.
of facilities and
structures specific to or
impacting on flight
operations.
Same Same Prepare and coordinate
contracts where more than
one component is involved,
or as directed by the TFC.
Provide specialized
contracting services, such as
contract administration,
quality control or inspection,
where response time,
language, unique customs or
procedures require.
Same Same Provide Real property
management and liaison
with HN including:
-Determining requirements;
-Selecting properties;
-Acquiring property;
-Disposing of property;
-Processing claims;
-Maintaining accurate
property records.
Same Same Advise the TFC on ERS
policy and coordinate all
ERS in theatre.
The ESU will conduct ERS in
sector and provide assistance
to the components as
required.
6B-6
 B-GG-005-004/AF-015

Annex B to
Chapter 6

FUNCTION / MARITIME LAND AIR COMPONENT TF ENGINEERS

TASK COMPONENT COMPONENT
Fire Protection Conduct all FPS Same Same Same
Services (FPS) programmes in sector
including: Provide specialist FPS such
implementing fire as fire engineering services
prevention policy, and and fire investigation.
enforcing procedures;
fire prevention Advise the TFC on FPS
education and policy and coordinate all
enforcement FPS programmes in theatre.
programmes; and fire
equipment
maintenance;

6. GEOMATICS

Geomatics Coordinate requests for Provision of TERA and Coordinate requests for Advise the TFC, directly and
Support to Geo support for the advice on the impact of geomatics support for through detachments to the
Operations component as terrain on operations to the component as J2, on the effect of terrain on
required. the commander of the required. operations.
(Maritime component land component. (Air component will

will normally receive normally receive Geo Conduct liaison with allies in
Geo support direct direct from the strategic theatre for the provision of
from the strategic level.) Geo support.
level.)
Act as the conduit for
passage of Geo products to
the components as required.

Establish theatre map depot.

7. LOGISTICS AND PERSONNEL ADMINISTRATION

Assistance to To be determined nil nil Coordination of engr support

"Logistics Over for all "Logistics Over the
The Shore" Shore" operations.
operations.

Coordination of Detailed coordination Same Same Force level POC with HNS
engr support for execution of engr authorities.
portion of HNS. contracts.
Draft/ coordinate engr portion
Authority for of HNS umbrella agreement.
contracting, where it TF Engr acts as the engr
only concerns one technical authority for the
component, may be agreement.
delegated to
component engrs in Monitor and coordinate the
operation order. allocation of key HNS engr
resources.

Contracting of HNS where

more than one component is
involved. (When only one
component is concerned,

6B-7
B-GG-005-004/AF-015

Annex B to
Chapter 6

FUNCTION / MARITIME LAND AIR COMPONENT TF ENGINEERS

TASK COMPONENT COMPONENT
authority may be delegated
to component engrs.)

Coordination and Control the allocation Same Same Monitor and coordinate the
assistance in the of engr resources control of key resources
procurement of within the component. through TFHQ/J3 .
specialized engr
stores and Coordinate with Coordinate with CSG and J4
defensive stores component logistics for procurement of engr
(Class IV) staff for procurement of stores.
engr stores.

Budget authority Budget authority as Same Same Levels of budget authority

to expend delegated in operation determined by the TF Engr,
construction funds order. and authorized by the TFC.

Included in the Financial

Annex of the Operation
order.

Personnel Demand personnel Same Same Ccoordinatie with J1 staff

Replacements in replacements through and advise J1 on allocation

Theatre normal channels. of critical engr personnel

within the theatre.

8. ENVIRONMENT

Provision of Provide advice to Same Same Advise the TFC on theatre

Advice on the component environmental policy
Environmental commander
Impact on Establish an environmental
Operations spill/incident reporting
system

Establish all waste disposal

standards including
hazardous materials

Liaise with the HN on

environmental standards and
policy

Response to Emergency response Same Same Same

Environmental to environmental
Incidents incidents within sector, Detailed assessment,
including initial containment and supervision
assessment, of clean-up beyond the
containment and responsibility of component
clean-up to allow the engrs in accordance with
conduct of essential theatre policy.
operations only.

6B-8
 B-GG-005-004/AF-015

CHAPTER 7

ENGINEER ADMINISTRATION AND LOGISTICS

701. GENERAL

1. Logistics Support for the ESU. The ESU has integral first line administrative and logistics support. It
receives second line support from the CSG.

2. Logistics Support for Military Engr Tasks. Much of the material required for the completion of engr tasks
(such as POL, vehicles, explosives, tools, etc) will be obtained through normal supply channels. This chapter
outlines the procedures to be followed when engr material and resources are not available through the logistics
system, and intimate military engr involvement is required in the procurement, contracting, delivery or disposal of
material and resources for engr tasks. This may be due to the specialized nature, quality control requirements, bulk,
or delivery arrangements. In all cases, the most effective method must be used.

702. PROCUREMENT AND CONTROL OF ENGINEER RESOURCES

1. Coordination in the TFHQ. Military engr operations require a large variety of resources ranging from basic
construction materials to consultant services and labour. The procurement and control of these resources will be
critical to the completion of the engr mission. The TF Engr Cell staff will coordinate procurement policy for engr
resources with the J4 staff. Direct liaison between ESU and CSG staff will enhance the level of coordination required
for actual procurement and delivery of engr material and resources.

2. Procurement Procedure. The following procedures should be used when planning the procurement of
Construction and Field Defence stores (Class IV):

a. Material and resource estimates are produced in accordance with the Military Engr SUP. Construction and
Field Defence Stores are particularly difficult to plan for because they are often heavy, bulky and sometimes
cannot be purchased in theatre. Special procurement action may be necessary during the Warning phase
for long-lead or difficult to obtain materials;

b. The TF Engr Cell determines, in consultation with J4, which items can be obtained from existing stocks or
from existing sources of supply. The requirement for military engr quality control can also be determined
at this stage. Close liaison with logistics staff must be maintained to ensure that appropriate engr input
throughout the procurement process is provided;

c. Delivery of the items is coordinated with J4 Mov, either from Canada, or from in-theatre sources; and

d. If material and resources cannot be obtained from the supply system, or not delivered to meet operational
requirements, contract authority is delegated to the ESU, or component engrs as appropriate, for local
procurement of material and resources.

3. Controlled Stores. Depending on the nature of the operation, specific types of engr and defence stores may
be designated as operationally controlled by the J3. The monitoring of these controlled stores is normally delegated
to the TF Engr Cell. Controlled stores may include generators, water purification equipment, sandbags, mines,
explosives etc.

4. Delivery of Construction and Field Defence Stores. Military engr involvement at all points along the
chain of delivery may be necessary in some situations. Engrs at airheads, ship off-loading points and distribution
centres may be required to ensure that material bound for delivery in theatre is properly loaded and changes can
be made as in-theatre priorities change. Engr presence at the J4 Movement Coordination Centre (MCC) will assist
in proper routing and delivery of procured engr materials and also provide coordination of the engr work effort in
support of LOCs.

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B-GG-005-004/AF-015

703. FINANCIAL MANAGEMENT OF ENGINEER WORK

1. Coordination in the TFHQ. The coordination of financial management of the TF operations ultimately rests
with the J4 Fin Coord. Financial management of the construction and maintenance portion of the TF budget will be
coordinated and executed by the ESU as directed by the TF Engr.

2. Delegation of Spending Authority. Authority to expend funds should be delegated to the lowest practical
level to facilitate and expedite judicious use of fiscal resources by commanders. Monitoring of fiscal expenditures
must be maintained at the highest practical level to ensure overall cost control of military engr tasks.

3. Cost Recovery. Financial Management of engr activity within the TF area of operations will be complicated
by the presence of different component forces, allied nations and the HN, combined with a potentially wide variety
of funding sources. Therefore, project expenditures must be recorded to facilitate future cost-recovery. Costs of such
non-cash activity as military labour and contributed material should also be maintained, as well as separate records
of work contributed by the HN to ensure the recovery actions reflect the true cost to the Canadian TF. This becomes
especially important if the constructed assets and infrastructure are to remain in the HN, or handed over to another
participant in a combined operation. The ESU will record these expenditures for submission to the TF Engr Cell.
The TF Engr Cell will then support J4 Fin cost recovery actions as required.

704. PERSONNEL ADMINISTRATION

1. Military Personnel. The administration of Canadian military engr personnel will be conducted in accordance
with B-GG-005-004/AF-013 - Logistics Doctrine for CF Operations and HQDP 101 - Personnel Support to
Operations.

2. Civilian Personnel. Military engrs in the TF may draw from three groups of civilian personnel to provide
specialized technical or labour force manpower. Further details on the administration of civilians in the TF is
included in B-GG-005-004/AF-013 - Logistics Doctrine for CF Operations. In broad terms these groups can be
identified as follows:

a. Canadian citizens working for the Canadian Government or industry. Their administration will be governed
by the standards established in the National Joint Council Agreements and by the provisions of their
engagements for the purpose of in theatre support as determined by the J5 staff;

b. Host Nation citizens contributing to the operational labour res ource pool as part of a previously arranged HNS
agreement. The coordination of support from the HN civilian labour pool will involve J5 staff. Direct engr input
will be required to define the qualifications of the personnel required and then assess possible candidates.
If the operational planning process identifies the need for significant engr manpower needs from HN, it is
critical that engr staff be involved in the screening and selection of those individuals; and

c. Other civilians primarily working under specific contract to the TF.

705. HOST NATION SUPPORT

1. Types of Host Nation Support (HNS). Host Nation Support consists if the civil or military assistance
rendered by a nation to foreign forces within its territory in peace or in war as part of a negotiated HNS agreement.
HNS is generally grouped into the following areas:

a. civil labour;

b. transport services;

c. services and supplies;

d. wartime stationing; and

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 B-GG-005-004/AF-015

e. repair and maintenance.

2. HNS Planning Considerations. The level of HNS available to the operation should be determined prior to
deployment. The quality and availability of engr HNS should also be assessed to determine the size of the engr
effort required in the TF. For example, HNS assets may not be available to work in high threat areas or with
sophisticated equipment. The TF Engr staff will advise the J4 and J5 staffs on the preparation of HNS agreements
as they relate to military engineering.

3. Provision of HNS. HNS is normally obtained through agreements negotiated with a host nation to support
exercises during peace and to prepare for and provide support in times of crisis or armed conflict. HNS is
coordinated by the J5 with input by J4 and TF Engr. As part of these agreements, military engrs may also be called
upon to provide assistance to the HN. For operations in countries where there are no HNS plans or other formal
agreements for the procurement of support, ad hoc arrangements for civilian contractor support are established.

706. CIVILIAN CONTRACT SUPPORT

1. Civilian contract support includes all contract support not included as part of existing HNS agreements. It
may be obtained from Canadian sources, other nations or in the theatre of operations. The contract support which
will be required may include specialist engr consulting services, technical translation, material and equipment
procurement, and supply of engr related services.

2. Civilian contract support from Canada will conform to the existing process in place between DND and Public
Works and Government Services or Defence Construction Canada. Depending on the level of urgency the specific
rules and regulations of the tendering process may be altered to allow faster response times. Approval from
NDHQ/J3 Engr will be requested through the TF Engr Cell.

3. In theatre civilian contract support will be guided by the policies established by the J4. The CSG will be
responsible for the procurement of most services although, as outlined above, military engrs may be given the
authority to contract for certain goods and services directly.

4. Direct engr liaison with civilian contractors is essential throughout the contracting process to ensure that the
engr requirement is met. The ESU will be responsible to establish specification standards for the TF Engr and will
maintain a library of contracts issued the related specifications for reference by engrs in the theatre of operations.

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 B-GG-005-004/AF-015

CHAPTER 8

ENGINEERS IN OPERATIONS OTHER THAN WAR

SECTION I

DOMESTIC OPERATIONS

801. INTRODUCTION

1. Domestic operations are operations to aid maintenance of public order and security, emergency relief and
the pursuit of national development goals through the provision of armed or unarmed assistance to civil authorities.
In domestic operations, the CF complement and supplement civil authorities until such time as the civil authorities
are able to resume full responsibility for existing situations. Background information for Domestic operations is found
in chapter 13 of B-GG-005-004/AF-000 Canadian Forces Operations.

2. The following terms are used in defining and describing the conduct of domestic operations:

a. Public Order Emergency. An emergency that arises from threats to the security of Canada and that is
so serious as to be a national emergency;

b. Public Welfare Emergency. An emergency that is caused by a real or imminent situation or incident and
that results or may result in a danger to life or property, social disruption or a breakdown in the flow of
essential goods, services or resources, so serious as to be a national emergency. Situations that may
result in a public welfare emergency are:

(1) fire, flood, drought, storm, earthquake or other natural phenomenon;

(2) disease inhuman beings, animals or plants; and

(3) accidents or pollution.

c. Public Welfare Project. A planned undertaking at the local, provincial or national level which is in the
public interest and which is meant to further the quality of life or otherwise benefit private individuals or groups
of individuals.

802. SCOPE OF DOMESTIC OPERATIONS

1. Domestic operations are conducted as aid of the civil power or assistance to civil authority.

2. Aid of the Civil Power. Aid of the civil power is conducted in accordance with the National Defence Act
and in response to a written requisition from an attorney general or equivalent. Details of engr involvement in aid to
the civil power are in B-GL-302-008 Series, Aid of the Civil Power.

2. Assistance to Civil Authority. Assistance to civil authority operations are conducted in response to
requests for assistance to civil (non-defence) agencies and individuals, public welfare emergencies, request for
armed assistance to other government departments (OGDs), and requests for armed assistance to the Correctional
Services of Canada (CSC). Detailed procedures are outlined in DNDP 55 Provision of Services to Non-Defence
Agencies.

3. On receipt of a requisition for assistance, or when the MND approves the use of CF resources, the CDS
established an appropriate force, generally a TF, and directs operations to provide the requested assistance. HQDP
200 Canadian Forces Plan for Domestic Operations describes CF policy and outlines the procedures to be followed.

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B-GG-005-004/AF-015

803. CONCEPT OF DOMESTIC OPERATIONS

1. The CF will normally be regarded as a force of last resort. Similarly, the CF will normally be withdrawn from
a domestic operation as soon as possible after the situation can again be controlled by the civil authority using its
own resources. The CF responds to aid of the civil power or assistance to civil authority operations with residual
capabilities that result from the maintenance of a multi-purpose combat capability. Protracted or wide-spread
operations may require reserve augmentation.

2. Support to OGDs, especially the provision of unarmed assistance, will not normally require specialized
training. Humanitarian assistance inside Canada and most national development projects will normally rely on the
skills possessed as a result of general military training or trade skills already possessed by CF personnel. Some
unique training may be conducted for operations agreed to under memoranda of understanding with OGDs.

804. MILITARY ENGINEERS IN DOMESTIC OPERATIONS

1. Military engr doctrine, in general, can be applied to domestic operations. In domestic operations, operational
level military engr support is provided by the ESU, or by existing CF bases augmented, as required, by national
capabilities.

2. For domestic operations, a supporting base is designated by the CDS so resources may be assembled and
support activities planned.

3. Incremental costs for support provided under MOUs during certain domestic operations may be recoverable.
In these cases, the J3 Engr staff must identify, record and report all resources expended in support of the
operations.

805. COMMAND AND CONTROL IN DOMESTIC OPERATIONS

1. C2 arrangements for domestic operations must be specified by the CDS and will depend on the location and
nature of the operation. Either on receipt of a written requisition from a provincial attorney general, or when directed
by the MND or Governor in Council to provide assistance to civil authority, or when a request for assistance for which
authority has been delegated has been approved, the CDS will designate an appropriate commander, most probably
one of the operational level commanders. While it is likely that the CDS will designate the applicable LFA
Commander (or Commander CFNA) as his on-site commander, he may use another commander as the situation
dictates.

2. The ECS retain, as a primary role, the responsibility for force generation, and operational commanders are
doubled-hatted as subordinate commanders in this role. Operational commanders are responsible directly to the
CDS for the conduct of domestic operations, and to their respective ECS for force generation. These two roles, while
mutually supporting, are separate and distinct.

3. Success of domestic operations is assisted by effective liaison and coordination among all involved forces,
agencies and organizations at the national and operational levels. Liaison links and joint planning and operations
cells with provincial governments, OGDs and other civil authorities should be established and maintained as a matter
of course. For a domestic operation, the operational commander uses existing liaison links and establishes
additional links, if required.

806. MILITARY ENGINEER CONSIDERATIONS

1. As with any military engr planning to support any operation, early engr assessment of tasks and prioritization
of effort is critical in preventing delays and confusion.

2. The augmentation of military engr resources and capabilities to an existing civilian counterpart may seem
to be dwarfed by comparison. The advantage that military engr support brings to the operation is a rapid response,
an established C2 structure and the ability to work under extreme conditions. Civilian authorities on the other hand

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 B-GG-005-004/AF-015

cannot compare with these capabilities and hence might perceive this action as a substitute to their useful
employment. Cooperation then becomes an important asset in domestic operations.

3. The employment of military engrs should focus towards leveraging public works, municipal and private
construction resources. This can be achieved by opening routes, construction of bypasses, assistance in
contracting, damage assessment and crisis planning. Provision of specialist engr equipment such as water
purification, armoured engr vehicles, night vision operating devices and large portable power generators.

4. The consumption costs of large quantities of engr materials and resources in support of a domestic operation
can be significant. Maintenance of accurate records for the purpose of financial reimbursement is an absolute
necessity.

5. As described in Chapter 4, environmental impact considerations are particularly important during domestic
operations. A complete knowledge of environmental legislation and any possible resulting effects on military engr
operations will be coordinated by the NDHQ/J3 Engr and implemented and controlled by the TF Engr.

6. Military engr tasks and the use of engr heavy equipment has an inherent "attractability" of the public and
media at large. Consideration for the control and safety of civilian personnel and media cameras around these
operations usually become imperative. A well coordinated plan is the responsibility of the TF Engr and TFHQ staff
principals such as J5 CIMIC, J4 LOG and the SAMP unit.

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 B-GG-005-004/AF-015

SECTION II

PEACE SUPPORT OPERATIONS

807. INTRODUCTION

1. The UN has traditionally been the focus of peace support operations. The CF will continue to participate and
dedicate forces to such operations. The guiding principle for the conduct of peace support operations is adaptability.

2. Categories of Peace Support Operations. The CF has adopted the division of peace support operations
presented in the 1992 UN Secretary-General report titled An Agenda for Peace: Preventative Diplomacy,
Peacemaking and Peacekeeping. The main divisions are as follows:

a. Preventive Diplomacy is action taken to prevent disputes arising between parties, to prevent existing
disputes from escalating into conflicts, and to limit the spread of the latter when they occur;

b. Peacemaking is the process of securing resolutions to disputes that could lead to conflict, primarily through
diplomacy, mediation, negotiation, or other forms of peaceful settlement;

c. Peacekeeping is the prevention, containment, moderation and termination of hostilities between or within
states, through the medium of an impartial third party intervention organized and directed internationally,
using military forces, police and civilians, usually conducted with the consent of the principal belligerent
parties, in order to restore and maintain peace;

d. Peace Enforcement involves military operations to restore peace or to establish specified condition in an
area of conflict or tension where the parties may not consent to intervention and may be engaged in combat
activities; and

e. Peacebuilding comprises post-conflict actions in the aftermath of international war or civil strife to
strengthen and solidify peace to avoid a relapse into conflict. Military engr involvement could include such
activities as restoration of infrastructure, training of military forces, and demining.

3. Elements of the CF may also be involved in Humanitarian Assistance Operations which may be conducted
independent, or as a component, of a peace support operation. These operations may involve such activities as
providing security for convoys under the United Nations High Commission for Refugees (UNHCR) or provision of water
or repair of infrastructure. (For further detail, see Section 3 on Civil-Military Cooperation).

808. COMMAND, CONTROL, COORDINATION AND LIAISON

1. Although C2 arrangements may vary from operation to operation, several characteristics are essential to an
effective C2 authority:

a. legal status;

b. command relationships;

c. an information gathering capability;

d. liaison;

e. CIS; and

f. staff and standard operating procedures.

2. United Nations Operations. The great majority of peace support operations will be part of a UN sponsored
operation. Their multi-national character, by nature, creates difficult and at times competing national policies,

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B-GG-005-004/AF-015

priorities, doctrine, effort and efficiency. The UN sponsored operation normally employs a force under a single
commander. The UN FC's chain of command and an explanation of his reporting procedures are completely
described in B-GG-005-004/AF-000 CF Operations.

3. Arrangements and responsibilities for support such as military engineering, logistical and financial can be
complicated issues. These are normally negotiated at the time of force formation that generally reflect capabilities
and proportionality. Simplicity is an important consideration in all peace support operations.

4. Non-United Nations Operations. The principles and guidelines for the CF's involvement in peace support
operations relate primarily to operations mandated by the UN. However, when other organizations play a role in
conflict resolution, these principles and guidelines apply equally to activities based on a mandate from any of these
organizations. Most of the non-UN operations are based upon principles developed for UN operations, therefore in
most cases there will only be slight variations from UN procedures.

5. Liaison. While all six characteristics of effective C2 are essential, effective liaison officers (LOs) are an
invaluable asset. The deployment of LOs with the belligerents, if permitted, and other UN agencies (e.g. UNHCR)
will provide the capability to relay information quickly and to anticipate and control potential confrontational
situations. This early warning can be critical due to the dispersed nature of UN operations and the varied security
situation.

809. PLANNING CONSIDERATIONS

1. The planning of UN operations is dealt with in detail in B-GG-005-004/AF-000 CF Operations. However, of

particular interest for military engrs, the planning process begins with the UN Technical Recce, in which Canada
would participate if it was expected to contribute to the mission. The initial flow of information and the request to
participate in the Technical Recce is from UNNY, to the Canadian Permanent Mission in New York (PRMNY), to
Foreign Affairs and International Trade (FAIT) and the NDHQ Directorate of International Policy (DI Pol).

2. UN Technical Reconnaissance. If there is to be a large military engr involvement, or there is a severe lack
of infrastructure, it is essential that military engrs are in the technical recce party. This recce, coordinated by
NDHQ/J3 Engr, is prior to, and distinct from, the national recce which should also include military engrs.

3. Once Canadian participation in the operation is approved, the DCDS (or the TFC) will:

a. with UNNY approval, plan and conduct a ground recce in the theatre of operations. Depending on the degree
of military engr involvement, again, it is essential that appropriate representatives be included in the ground
recce; and

b. develop and issue a Military Engr SUP or annex to the operations order.

810. CANADIAN COMMAND AND CONTROL

1. Although operational control of troops is generally delegated to an officer holding the UN appointment of
Force Commander, Canada retains certain responsibilities for the TF elements, as described in B-GG-005-004/AF-
000 CF Operations.

2. In general terms, the CF TFHQ, in its role as a National Command Element (NCE) is not capable of planning,
organizing and conducting operations. Rather it is responsible for matters of a purely national nature such as pay
and allowances; Canadian-specific supply matters; national communications etc. These are coordinated by the
TFHQ through a composite support unit, known as the National Support Element (NSE) which may include military
engrs from the ESU as well as elements of the CSG, Med Gp, CIS Unit and MPU.

811. NATIONAL SUPPORT CONCEPT

1. The degree and scope of national support provided to a TF on peacekeeping operations will vary depending
on agreements reached with NDHQ and the UN. As a rule, if the operation is under its jurisdiction, the UN is

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responsible for providing military engr support , including infrastructure construction and maintenance. National
responsibilities primarily concerned with the maintenance of Canadian standards and the support of unique Canadian
requirements.

2. Generally, national support to meet peacekeeping operational requirements is only provided following receipt
of a formal request from the UN, or in accordance with a formal standing agreement. Ongoing national support is
provided for personnel administration, financial services, medical and dental services, and maintenance of nationally
owned equipment. The cost of any support provided from national sources which is not routed through, and approved
by, the UN will normally be borne by Canada.

3. In UN operations, national elements are expected to be self-sufficient for the first 60-120 days to allow
establishment of the UN support system. This is also the time when most infrastructure is required to be
established for the TF. As part of the planning process, the TF Engr must establish when UN support will be
provided. There must also be strict recording of expenditures, to facilitate appropriate cost recovery from the UN.

812. UNITED NATION OPERATIONAL SUPPORT CONCEPTS

1. The UN Operational Support Manual includes military engr support as an integral part of the conduct of
operations. Its reference to "General Engineer Support", is not to be confused with what is considered one of the
organizational principles of employment of general support. It must be understood that there is no fixed
organizational blueprint to conduct peace support operations under the mandate of the UN, and that the military
chain of command generally reports to a civilian chain of command. Close coordination and cooperation is essential.
The potentially complex organization for a basic peace support operation as exampled in Figure 8-1.

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ADC/SPECIAL ASSISTANT HEAD OF MISSION ADVISORY STAFF

SA
LA
PIO

CIVILIAN MILITARY CIVILIAN ELECTORAL HUMANITARIAN MILITARY

ADMINISTRATION OBSERVERS POLICE COMPONENT COMPONENT COMPONENT

DOA/COA FFM FC FIELD

FPM DFC UNITS

PERSONNEL GENERAL FINANCE BUILDING COMMS TRANSPORT PROCUREMENT COS

SECTION SERVICE SECTION MANAGEMENT SECTION SECTION SECTION
SECTION SECTION

CCPO CGS CFO CCEO CCO CTO CPO

ADMIN & OPERATIONS LOGISTICS ENGINEERING MEDICAL LIAISON
PERSONNEL BRANCH BRANCH BRANCH BRANCH BRANCH
BRANCH

CMPO COO CLO CEO CMedO

ADC - AIDE DE CAMP CPO - CHIEF PROCUREMENT OFFICER

CAO - CHIEF ADMINISTRATIVE OFFICER CTO - CHIEF TRANSPORT OFFICER
CCEO - CHIEF CIVILIAN ENGINEERING OFFICER NOTES:
DFC - DEPUTY FORCE COMMANDER CCO - CHIEF COMMUNICATION OFFICER (1) This is a basic organization chart containing elements
DOA - DIRECTOR OF ADMINISTRATION CEO - CHIEF ENGINEERING OFFICER which will be found in most PKO. Civilian Administration and
CCPS - CHIEF CIVILIAN PERSONNEL SELECTION FORCE COMMANDER Military Component are essential, other elements such as
FFM - FIELD FIRE MARSHALL CFO - CHIEF FINANCE OFFICER Military Observer, Civilian Police, Electoral and
FPM - FIELD PROVOST MARSHALL CGS - CHIEF GENERAL SERVICES Humanitarian Component supplemental.
LA - LEGAL ADVISOR CLO - CHIEF LOGISTIC OFFICER
PIO - PRESS INFORMATION OFFICER CMedO - CHIEF MEDICAL OFFICER (2) Expansion of Civilian and Military Staff Elements to
CMPO - CHIEF MILITARY PERSONNEL OFFICER include constituent sections can be done if necessary.
Smed - SENIOR MEDICAL OFFICER COO - CHIEF OF OPERATIONS
SRSG - SPECIAL REPRESENTATIVE (3) head of Mission can be SRSG, Special Envoy of FC.
COS - CHIEF OF STAFF SECRETARY GENERAL
(4) CMedO is also Medical Advisor to FC.

2. UN missions take place worldwide, in areas with different climates, different levels of existing national
infrastructure and varying availability of the resources required to create acceptable working and living conditions.
Each mission will have varying amounts of Force level engr capability, and national contingents within a mission
will bring with them varying engr capabilities. For the efficient, effective functioning of UN missions, adequate
working and living accommodations must be available. It is equally important that strict controls be exercised on
accommodation expenditures to best utilize the scarce resources efficiently and effectively. A balance between
economy and comfort is best achieved through an application of sound engineering and management principles.

3. The aim of the "General Engineer Support" chapter of the UN manual is to describe the UN general engr
support functions and procedures. The objectives of general engr support services are to design, construct and
maintain works and buildings, operate utility plants and provide fire protection, together with other related services,
in support of the operational commitments of UN field missions. General engr support services are provided in
addition to "field" engr services such as mine clearance which may be required in certain missions.

4. The chapter has been designed to facilitate both mission planners and those executing general engr support
to missions in progress. It is structured to permit staff of newly organized missions to create their own Standing
Operating Procedures (SOPs) using this chapter as a guideline. The scope and structure of the chapter contains
the following :

a. SECTION 1 - INTRODUCTION

b. SECTION 2 - GENERAL ENGINEER SUPPORT CONCEPTS

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c. SECTION 3 - CONSTRUCTION ENGINEERING ORGANIZATION

d. SECTION 4 - GEOGRAPHIC SUPPORT

e. SECTION 5 - ENVIRONMENTAL PROTECTION

f. SECTION 6 - FIRE PROTECTION SERVICES

g. SECTION 7 - ENGINEERING CONTRACTS

h. SECTION 8 - INFRASTRUCTURE

i. SECTION 9 - PETROLEUM, OIL, AND LUBRICANTS (POL), ACCOMMODATIONS AND UTILITIES

5. The structure mirrors the military engr planning guidance of any operation. Since military engr support to
UN missions normally differ from more traditional types of military operations, engrs must be prepared to execute
tasks from the full range of engr functions. They may include constraints such as rapid deployment, austere living
conditions, lack of appropriate maps, destroyed infrastructure, extended lines of communications, multiple air and
seaport development, extensive countermine and force protection operations, lack of construction materials, and
civic action requirements. Engr support concepts should be guided by the following principles:

a. maximum use of existing structures (controlled by the UN or by HN);

b. modification of existing structures rather than constructing new;

c. austere design and construction techniques;

d. minimum engr effort (maximum use of HN labour and contracting); and

e. identical designs and standards over all aspects of the Force.

6. The following areas are integral to ensuring appropriate engr support to the mission:

a. engr recce;

b. establishing the engr objective or end-state;

c. tailoring the engr force, including the requisite staffing; and

d. obtaining the necessary construction materials as a rational flow of resources.

7. Engr Reconnaissance. A complete and thorough engr recce forms the basis for effective and efficient engr
support. Of primary importance in the initial engr recce are:

a. the nature of the country, to include its geography, history, and demography. Additionally the political and
economic climate play an important role in developing achievable engr end-state options;

b. the laws, customs and agreements of the country. This includes contracting conditions, real estate
procedures, environmental laws, cultural impacts on construction, HN agreements, and international
agreements;

c. the engineering environment to include climate and weather, terrain and topography, soils and geology,
elevation, vegetation, land use, hydrography, natural resources, and type, nature and amount of available
construction materials; and

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d. the level and status of infrastructure to include aerial and seaports of debarkation, in-country transportation,
and utilities (electrical power, water distribution systems, sanitation facilities, pipelines, and
communications).

8. Establishing the Engineering Objective. Engineering objectives are derived from the overall objectives
of the UN FC. Options are developed for achieving both specified and implied tasks. These options identify the
essential missions to be executed, the engr effort required, construction materials needed, the proposed
construction standard, the estimated time required to execute the option, and any special considerations.

9. Tailoring the Force. The engr force is tailored to execute the identified missions. Planners consider all
available engr capabilities. Engr capabilities vary depending on the type of unit and country of origin. Planners must
consider the specific capability and availability of the units when building the force, and must understand the
capabilities of member states' engr organizations. For example, many member states separate combat and
construction engr skills, others do not. This helps the planner request the appropriate type of engr units and
eliminate unnecessary redundancy. Interoperability must be considered to ensure that assets are complementary,
if not compatible. Engr planners must also consider assets available through contracts, the HN, and private
agencies.

10. Obtaining Construction Material. Engr operations normally require large amounts of construction
materials. Engrs identify, prioritize, and requisition, through supply channels, required construction material. Engrs
have to be involved in the purchasing process. Construction materials, not available in country, should be
requisitioned and delivered in small quantities as forces arrive in theatre. Follow-on transportation should include
limited and frequent loads of construction materials. This avoids the problem with large bulk taking up transportation
space, allows a steady flow into the theatre and precludes storage and security problems. For efficient mission
support, a rational, steady flow of necessary construction materials is very important.

11. Force protection, force beddown and construction and/or repair of LOCs all require large quantities of
construction materials. By the very nature of the mission, this commodity is critical to mission success and often
needed at the outset of the mission. The senior engr planning cell must estimate requirements for theatre
development and for a sustainment flow. Additionally, the planning cell must determine what materials are available
from local sources. The materials may be from local manufacturers, commercial stockpiles, or HN government
assets. These requirements are then passed to the senior logistic planner to integrate the requisition and
transportation requirements into theatre. Force protection requires large quantities of concertina and barbed wire,
pickets and timbers; force beddown requires construction lumber and nails; LOC repair and construction requires
concrete, asphalt, aggregate and dust palliatives.

12. Supply organizations process the requisition, receive, store, and transport construction materials. Engrs
track the status of construction materials, to keep pace with the operation. Long procurement times may not be
acceptable to mission needs, therefore construction materials procurement may take on extraordinary procedures
such as local purchase or contracting in proximity to the theatre. This decision on sourcing will be made in
coordination with the CAO and supply channels, taking into consideration UN FC objectives and timing.

813. UNITED NATIONS FORCE ENGINEER ORGANIZATION

1. The force engr organization within a United Nations peace support operation is more appropriately described
as the Engineering Management Cell (EMC). The cell is assigned to the UN FC's staff within the office of the Chief
Engineer Officer (Figure 8-2).

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2. The EMC is the engineering staff within the UN FC's HQ. As part of the HQ staff, the EMC provides theatre
policy, oversight, resource advocacy (finance and material), project approval and the scope for engineering
operations. EMC activities include developing recommendations and preparing decision packages by continuously
assessing the current situation and coordinating recommended solutions to satisfy the UN FC's mission objectives.

3. Within the force organization, as shown at Figure 8-3, the coordination, project requests and taskings work
flow of a operation is all coordinated through the EMC. For National contingents or others, in accordance with Force
policies, any project requests must be submitted through the EMC for approval.

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814. PROVISION OF GEOMATICS SUPPORT

1. The UN has no integral geomatics support capability. Products and services must be obtained through HNS,
contributing states or third parties. The UN is responsible only for the following geomatics support to missions:

a. initial determination of the products required by the mission;

b. determination of the scales and coverage of mapping required by the mission. (This will often be based
simply on what is available and from what sources);

c. determination of the quantities of each product type required. (This is most often based on a standard
distribution of a certain number of a given product type to each national contingent);

d. obtaining the required products/services from available sources (Host Nation in accordance with agreements,
Defence Mapping Agency (United States Armed Forces), contributing states in accordance with agreements,
states which have agreed to contribute geographic support products as their contribution to the mission);

e. shipping the products into theatre;

f. warehousing of products in theatre; and

g. receipt of demands, issue of products.

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2. Specific responsibility within a CF TF is the provision of products and services in accordance with the level
of force support as directed by NDHQ/J3 Engr and coordinated with J2 Geomatics and MCE.

815. FIRE PROTECTION SERVICES

1. The Chief Engineer Officer is responsible for fire protection services in a UN mission. He is assisted by a
Force Fire Marshall who should be a fire services professional. Within a CF TF, the TF Engr will be responsible
to appoint a Fire Services Officer/TF Fire Chief from within his organization. He will report to the TF Engr who will
coordinate all aspects of fire protection and engineering within the TF.

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SECTION III

CIVIL-MILITARY COOPERATION (CIMIC)

816. INTRODUCTION

1. CIMIC refers to all actions and measures undertaken by a military commander which concern the
relationships between a military force and the government, civil agencies or civilian population in the areas where
the military force is stationed or employed. CIMIC can be a critical "force multiplier" in the achievement of military
objectives, when in a CF operation, CIMIC involves activities conducted to support the relationship between a TF and
a host country's civil authorities and population, conducted to control hostile actions of a population that are
disrupting operations or when an areas contains those services, supplies or labour that are needed to support the
operation.

2. CIMIC operations are directed at the strategic level, coordinated and managed at the operational level and
conducted at the tactical level. CIMIC, which may be established prior to, during or subsequent to military actions,
is intended to enhance military effectiveness and to promote the legitimacy of military operations. As a result, CIMIC
is part of the operational planning process and is coordinated by the TFHQ staff principals. J5 CIMIC is the advisor
to the TFC on all CIMIC matters.

817. SCOPE OF CIVIL-MILITARY COOPERATION

1. CF CIMIC is divided into two categories: civil-military operations (CMO) and support to civil administration.
CMO are conducted to support the TFC's mission and Canadian national policy. Support to civil administration is
assistance to stabilize a foreign government. Such support results from the direct military involvement in executive,
legislative or judicial areas of civilian government. A complete description of CIMIC operations is discussed in B-GG-
005-004/AF-000 CF Operations . A further break-down of the various types of CIMIC operations is depicted in Figure
8-4.

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818. ORGANIZATION AND RESPONSIBILITIES OF CIMIC

1. The CDS, assisted by the NDHQ J5 staff (J5 PA, J5 Policy (Pol), J5 Legal) and J3, is responsible for
establishing broad CIMIC policies based on national strategic objectives. CIMIC aspects of a CF operation will affect
several divisions of the TFHQ (e.g. J1, J3, J4, and J5 divisions). The detailed cooperative arrangements for CIMIC,
however are the responsibilities of the J5 division. The TF Engr should have extensive advice and support towards
the planning of CIMIC operations. The TF Engr cell must assume a proactive involvement with regards to supporting
CIMIC operations planning. Engineering aspects of support is a vehicle to "winning the hearts and minds" of the civil
authority and population. Thus allocation of engr resources should not be an afterthought. The restoration of
utilities, the re-establishing of infrastructure and the provision engineering advice and assistance is a means to the
military objective.

2. To obtain the cooperation of the civilian population, CIMIC operations integrates two other aspects: public
affairs (PA) and psychological operations (PSYOPS).

3. Public Affairs (PA). PA is made up of the actions required to establish a public understanding of the
military force policies and actions in support of national and/or coalition direction by providing timely and accurate
information to national and international media and other target audiences. PA are comprised of five functions:

a. PA planning;

b. media awareness and contact training;

c. PA advice;

d. media management; and

e. dissemination of public information (PI).

4. Psychological Operations (PSYOPS). PSYOPS supports CIMIC through political, military and economic
actions planned and conducted to mould the opinions, attitudes and behaviours of foreign groups to support
Canadian national objectives. The J3 division supervises PSYOPS but the J5 division is responsible for the
coordination of all related actions and activities. PSYOPS is further discussed in CF Operations.

819. HUMANITARIAN ASSISTANCE

1. Under international law, Canadian commanders have certain obligations to the government, civilians and
economics of the country in which an operation is conducted, regardless of the circumstances under which CF TFs
are employed. For this reason, Canadian commanders may be required to provide humanitarian assistance to local
civil authorities. Humanitarian assistance is but one type of a CMO as shown at Figure 8-4. Humanitarian
assistance are short range programmes aimed at alleviating undue suffering. The variety of programmes to reduce
human pain or hardship can involve a large amount of engineering effort and resources. Along with military civic
action, which include activities for the provision or restoration of services, military engr support can quickly win the
support of the local population.

820. ENGINEER CONSIDERATIONS AND GUIDELINES

1. General Policy. The provision of engr support to CIMIC operations, in general, may be a high priority.
However, before providing civil assistance, the engr support priorities of the deployed force must be of primacy.
Therefore, the initial engr effort for any deployed operation will be largely directed to providing the close support of
the deployed force. The types of engineering projects/tasks that may be encountered during the operation are:

a. TF engr close and general support projects/tasks (ie EOD/mine clearance, accommodation, water supply,
power restoration, etc);

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b. humanitarian/military civic action projects (ie facilities/utilities repair, potable water, etc); and
c. dual purpose projects (projects which simultaneously benefits the deployed force and humanitarian relief
such as repairs to bridges, routes, utilities, etc).

2. Coordination Requirements. All humanitarian/civic action projects must, and all dual purpose projects
should, be coordinated by the TF Engr staff with the civil authorities (HN, NGOs, UN, etc). Coordination precludes
competition among contributing agencies for scarce resources such as materials, equipment, fuel, civilian labour
and real estate. It also reduces interference, redundancy and unbalanced assistance.

3. Guidelines. TF engrs will work in conjunction with civil representatives/authorities to establish relations with
and build upon coordination with groups which already exist or are arriving in the theatre of operations. If approved,
humanitarian assistance aimed at ending or alleviating present suffering may include:

a. engineering work associated with providing medical/ dental and veterinary care;

b. provision of potable water and the construction or repair of basic water and sanitation facilities and systems;

c. rudimentary construction and repair of public facilities (including utilities); and

d. rudimentary construction and repair of surface transportation systems.

4. Humanitarian or civic action projects should fit the following criteria:

a. meets an emergency need and has immediate impact;

b. be of high visibility;

c. be of short duration; and

d. be impartially administered in both action and perceived application (engineering support should not be
provided to facilities, such as religious structures and facilities used exclusively or identified with a specific
faction or ethnic group, which may show obvious partiality).

5. Other parameters which may affect selection are:

a. cost;

b. labour source (first self help; second contract with local labour; third contract or agreement with
NGO/international labour; fourth military labour);

c. environmental impact; and

d. ease of maintenance and sustainability by the benefiting population.

6. The following specific project types could be considered as low cost, high visibility projects:

a. mine awareness training;

b. EOD (although military personnel should perform EOD tasks only in direct support of military operations,
they may, with careful risk analysis and approval from NDHQ/J3, info J3 Engr, conduct EOD tasks in support
of high priority humanitarian projects);

c. survey and repair of damages which pose an immediate safety threat to the civilian population such as
downed power lines, damaged dams, hazardous material storage facilities, and structural damage to high
occupancy public buildings (schools, hospitals, meeting hall, etc);

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d. restoration of power, water and communications to (in priority order):

(1) hospitals and critical medical facilities;

(2) police facilities;

(3) fire fighting facilities;

(4) facilities housing high risk populations (ie elderly, displaced women, children, etc);

(5) schools and educational facilities;

(6) municipal buildings; and

(7) all other facilities.

e. in winter, restoration of heating to the above;

f. restoration of supply routes to storage and refrigeration facilities critical to the distribution of humanitarian
relief supplies; and

g. restoration and sustainment of sanitation operations (refuse/sewage collection, treatment and disposal and
rodent/pestilence control).

7. The major contribution of the military engrs to infrastructure restoration will be the creation of an environment
where international civilian relief organizations and local governments and populations can work safely to restore the
infrastructure, economy and living conditions. The direct contribution of the TF engrs should augment, not duplicate
or replace, the efforts of these international and local entities.

8. Due to the politically sensitive nature of CIMIC operations, the TF Engr must ensure that civil coordination
is completed (for dual use projects) and civilian authority approval is granted before commencement. The authority
levels for projects must be coordinated with the TFC, the TF Engr and with NDHQ/J3 Engr guidance for each
specific operation.

9. Military engrs will report all work accomplished in normal SITREPs and reports to the TF Engr as well as to
NGOs and other contributing agencies to avoid duplication of efforts, interference between organizations and to
ensure balanced delivery of any applicable humanitarian assistance.

10. The following points of consideration must be exercised with due diligence by all engr commanders at all
times when considering CIMIC operations:

a. there can be a great number of international civilian relief organizations which could be operating in the
theatre. Information on any others working in the theatre must be obtained;

b. if possible, identify the lead agency in the theatre which is coordinating the efforts of NGOs and other
organizations involved. The key people involved in coordinating the engineering related efforts must be
identified and contact made;

c. if not already functioning, an engr coordination team/group from the ESU or TF Engr cell should be
established to liaise with all agencies; and

d. the availability of local national civilian engrs, architects, contractors and labour (skilled and unskilled) may
be minimal at the onset. If the conditions stabilize, the local population may well have the expertise to begin
rebuilding their infrastructure themselves.

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CHAPTER 9

COORDINATION WITH OTHER AGENCIES

SECTION I

COMBINED OPERATIONS

901. INTRODUCTION

1. A combined operation is an operation conducted by forces of two or more allied nations acting together for
the accomplishment of the single mission. Inherent within that definition is the understanding that by "acting
together", the nations are doing things the same way. This, more often than not, is not the case. Hence, there is
a requirement to recognize the differences, such as languages or cultural; if necessary, adapt to a common method,
or in the last case scenario, have a completely coordinated plan of action being fully integrated to adjust to each
nations way of operating.

2. The recognition for standardization and interoperability is a resultant factor of combined operations. The wide
diversity of engr doctrine, organizations, operating procedures, terminology, equipment and materiel amongst
alliance nations has necessitated the use of allied doctrine, standard agreements such as STANAGS and the ABCA
Program (QSTAGS) and the participation amongst Working Groups (WG) to resolve differences.

3. It is important to the successful execution of combined operations, or of those where operations involve the
subordination of units or formations of another nationality, that the differences in national organizations, engr tasks
and procedures are well understood. It is equally important that any adverse effect of these differences on the
outcome of the engr mission is minimized. If standardization agreements do not already exist to permit
interoperability, liaison requirements will be increased and command SOPs will need to be developed. Success in
combined operations will depend largely on the ability to establish clearly defined and mutually attainable aims and
objectives.

902. THE ABCA PROGRAM

1. The quadripartite ABCA Program, recognizing that it is strictly Army oriented, establishes principles for
combined operations that are equally applicable from the combined joint perspective. As a starting point for their
efforts, QWGs require a basic understanding of some of the doctrinal differences and considerations for operating
in a combined, vice unilateral operation. To this end, NDHQ/J3 Engr participates in the QWG Engr working group.

2. The ABCA program recognizes that nations can operate more effectively together if a sound basis for
interoperability is laid before a crisis develops. Interoperable and ideally common doctrine enables forces of differing
capabilities to take advantage of the unique capabilities which each partner brings to the operation.

3. It is the responsibility of NDHQ/J3 Engr to participate in this program and to develop, or ratify the QSTAGS
that will guide engr operations in combined operations. Liaison and establishing working relationships between engr
units as part of combined training and exercises to develop operating procedures is valuable from an environmental
perspective, however, doctrinal development will be established from the NDHQ/J3 Engr.

903. THE NATO ALLIANCE

1. The NATO Alliance established a common goal to guarantee the security and freedom of member countries
through a system of collective defence. Canada is committed to the security of the NATO area and provide forces
to NATO consistent with the current needs of collective defence. In the event of crisis or war in Europe, Canada will
make forces available to NATO, as determined by the Government.

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2. The organization of a combined force and the engr component of that force will depend on several factors as
dictated by the mission. The number of contributing nations, the allied command structure, the degree of HNS and
the type of mission are but a few.

3. Organization of Allied Engrs. Engrs are organized at each level of command differently according to national
structures, and while engrs roles, functions, tasks and principles of employment may be similar, procedures often
differ. In most instances, engr support will rely on the effectiveness of interoperability of equipment and procedures.
The commonality of procedures demands a high level of training and exercising of the personnel who use the
equipment to complete those tasks.

4. Allied Engr Support Concepts. The concepts of engr support amongst allied nations varies widely in policy,
description, content and terminology. Amongst the allied NATO nations, it is most likely that CF will be associated
with either United States (US) or British (UK) forces in a combined operation. To understand doctrine for joint or
combined operations, as described by either of these two nations, familiarity with their doctrine is necessary.

904. UNITED STATES (US) ENGINEER DOCTRINAL CONCEPTS

1. The entire US concept of engr support is a major concern within the US engrs, and is in a constant state
of development. The problems stem mainly from a lack of knowledge in working within a joint concept, where the
roles, organizations and abilities are widely unknown. In general, the joint doctrine publication hierarchy, is
complicated and extensive. What would normally be understood as doctrine for engr support is described
in their doctrine for logistic support of joint operations.

2. It is understood by the US that within a theatre of operations, the Engineer and the Logistician share
numerous interests and there is a tendency to combine their command and control structures. They recognize that
this could lead to the detriment of a theatre commander's ability to execute his plan which may require a highly
flexible engr task organization to achieve operational objectives. At present, all focus is towards combat engineering
in a combined arms operation with very limited capabilities for infrastructure "theatre support" engineering. In most
conceivable scenarios, the combat engrs will be unable to cope with the requirements for construction engineering
and related services. At the operational level, support engineering will almost certainly be conducted jointly with
other US service components and probable combined with their allies.

3. The US theatre of engr support "menu of capabilities" is extensive. To fully comprehend the scope of
abilities, the following description is provided:

a. Available Army Theatre Engr Support

- Engr Command (ENCOM)

- Theatre Army Engr Brigade
- Construction Engr Group
- Engr Battalions (Combat Heavy, Topographic, Prime Power)
- Engr Companies (Pipeline, Port Construction, Construction Support, Dump Truck)
- Engr Teams, Detachments (Real Estate, Diving, Firefighting, Well Drilling, Utilities)

b. Available Naval Theatre Engr Support

- Naval Construction Brigade

- Naval Construction Regiment
- Naval Construction Force Support Unit
- Naval Mobile Construction Battalion (NMCB)
- Amphibious Construction Battalion
- NMCB Air Detachment
- NMCB Civic Action Team
- Construction Battalion Maintenance Unit
- Underwater Construction Team
- Construction Battalion Unit

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c. Available Marine Corps Theatre Engr Support

- Combat Engr Battalion

- Engr Operations Division
- Engr Support Battalion

d. Available Air Force Civil Engineering Theatre Engr Support

- RED HORSE (Rapid Engr Deployable - Heavy Operational Repair Squadron Engr) Civil Engineering
Squadrons
- Large-Scale Prime BEEF(Base Engr Emergency Force) Combat Support Squadrons
- Small-Specialty Prime BEEF Combat Support Teams
- Prime RIBS Units
- Engineering and Services Force Module

e. Other Available Theatre Engr Support Agencies

- US Army Corps of Engrs (Contingency Real Estate Teams, Water Detection Team, Contracting Teams,
Emergency Response Team)
- Naval Facilities Engineering Command (NAVFAC)
- 416th ENCOM Facilities Engineering Table of Distribution and Allowance (FETDA) Team
- Logistics Civil Augmentation Program (LOGCAP)
- Host Nation
- Contractors

4. To become integrated into, or work alongside a US organization within a combined operation, firstly requires
a complete understanding of their forces and capabilities. The US concept of engr support is evolving with a new
focus to joint operations. Engr forces are focusing support towards the operational objectives. They emphasize that
engrs support operational and logistical requirements, but must not be rolled into the logistics support structure
of the theatre.

5. Engr support as a whole is described, at present, in the joint publications series 4-0, Joint Logistics. Other
aspects of engr support such as humanitarian assistance or domestic support operations are described in the joint
publications series 3-0, Joint Operations, Operations Other Than War.

905. BRITISH (UK) ENGINEER DOCTRINAL CONCEPTS

1. UK doctrine with regards to joint operations is a different scenario. Within the British Forces, all Royal Engrs
(RE), belong to the Army. It is Army combat engrs that provide the three major support roles: mobility, counter-
mobility and survivability to land forces. They also have the responsibility in joint operations to provide specialist
support to both Royal Navy (RN) amphibious operations and the Royal Air Force (RAF) airfields, terrain analysis,
works services and postal and courier services.

2. In comparison to the US Engr Forces, the UK theatre of engr support available is quite different.
Understanding that the UK Forces have troops in both Germany and the United Kingdom, their organization
framework is based on the NATO ARRC orbat. To fully comprehend the scope of the UK abilities, the following
description is provided:

a. Available ARRC Engr Support (Supporting 1(UK) Armd Div)

- General Support Regiment

- Field Support Squadron
- Field Park Squadron
- CRE (Works)
- Three Close Support Regiments

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b. Available ARRC Engr Support (Supporting 3(UK) Div)

- General Support Regiment

- Field Support Squadron
- Field Park Squadron
- CRE (Works)
- Two Close Support Regiments
- One Para Squadron

c. Available ARRC Engr Support (Supporting Multinational Division (Central))

- One Airmobile Squadron

d. RN Engr Support

- Independent Commando Squadron (V)

e. RAF Engr Support

- Engr Support Regiment which is split into a Engr Regiment (V) supporting Harrier Operations in Germany
and two Engr Regiments (V) conducting Airfield Damage Repair in UK.
- Note: (V) is a Volunteer Force, trained by Regular Force troops, which belongs to the British Territorial
Army (TA).

f. Other Available Theatre Engr Support Formations

- Engr Regiment supporting Northern Ireland Operations

- EOD Regiment
- TA Engr Brigade (V) for possible deployment option in support of Corps Troops ARRC.

3. Because of this arrangement, it is necessary to understand that in a combined operation with British allied
forces, the engr support is based on Army doctrine and not in a joint context. Coordination of engr units and
resources will be from an Army context of engrs supporting their other services.

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SECTION II

CANADIAN ORGANIZATIONS

906. OTHER GOVERNMENT DEPARTMENTS (OGDs)

1. It is DND/CF policy to provide services to a non-defence agency or non-defence affiliated individual when
doing so is in the public interest and is consistent with government policies. It is in the public interest, for example,
to provide assistance in respect of activities contributing to the safety, security or well-being of Canadians and to
the advancement of Canadian interests abroad. Engr support can be a critically important aspect of this type of
service. The availability of engrs and engr equipment to operate in a timely manner, usually in less than favourable
conditions, makes for the request for engr assistance a high priority commodity. Some of the engr support type
tasks that could be requested include:

a. assistance to civil authorities in the event of natural or man-made disaster;

b. assistance with activities that promote unity, citizenship and community development;

c. assistance with major national undertakings including the hosting of international conferences and amateur
athletic events; and

d. assistance to Canadian agencies undertaking international humanitarian activities that contribute to regional
stability.

2. Services required on a continuing basis should become the subject of a separate formal agreement
(Memorandum of Understanding/Agreement) such as with the Department of Environment concerning issues and
policy guidelines related to the protection and preservation of the environment. The provision of services in support
of the environment will be coordinated through NDHQ/J3 Engr.

3. The provision of specific engr related services that are subject to specific direction or procedures include the
disposal of explosive materials. The technical aspects of DND assistance by qualified EOD personnel are set out
in CFAO 36-31. DND responsibilities in respect to explosive materials disposal are as follows:

a. Defence Explosive Ordnance;

b. Non-Defence Explosive Ordnance. Disposal is the responsibility of Natural Resources Canada (NRCan).
Any request for additional assistance from the appropriate civil authority may be authorized, providing the
assistance is within the CF capabilities;

c. Hazardous Chemicals. Responsibility for disposal of hazardous chemicals is divided between the
Environmental Protection Board (EPB), and the provincial ministries. Military engrs will not provide
assistance to this disposal; and

d. Improvised Explosive Devices. IEDs are the responsibility of local police forces such as the RCMP. EOD
trained engrs may provide assistance to a police force who's jurisdiction the IED is located. Coordination
with the engr units chain of command is the responsibility of the Commanding Officer. The national approval
authority for assistance is NDHQ/COS J3 info NDHQ/J3 Engr. If the task is beyond the capability of the
Land Force Area EOD centre, request authority is from NDHQ/J3 Ops/NDOC info NDHQ/J3 Engr.

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907. NATIONAL GOVERNMENT SPONSORED AGENCIES

1. Military engrs may work with any number of national government sponsored agencies to include the Red
Cross and Red Crescent Societies whose mandate is to provide humanitarian relief during disasters. The Canadian
International Development Agency (CIDA) is another aid type agency. Emergency Measures Canada (EMC)
coordinates with federal and provincial authorities for the preparedness of communities in the event of local
emergencies. As an example, typical engineering support to bridging or rafting operations, repair of road networks
or restoration of utilities that may be afforded to the province of BC in the lower mainland in the event of an
earthquake. The Canadian Security and Intelligence Service (CSIS) is another government agency they could be
afforded engr support by way of EOD specialists in aid of counter-terrorism operations.

908. CROWN CORPORATIONS AND OTHER AGENCIES

1. Again, consistent with government policy, DND/CF could be requested to provide assistance to a civilian
agency, such as any number of Crown Corporations. If a contract is to be awarded to such an agency, any engr
support that is to be given will be requested through the chain of command to NDHQ where it will be coordinated
through NDHQ/J3 Engr in consultation with the closest engr unit or formation that could provide the support. Likely
corporation or agencies that could be dealt with are Canada Post, CNR/CPR, CBC, Transport Canada, or Public
Works and Government Services Canada.

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SECTION III

INTERNATIONAL ORGANIZATIONS

909. INTRODUCTION

1. Recent experiences with multi-national operations, have clearly demonstrated that military forces will likely,
work alongside civilian agencies as part of conflict resolution, and political policy, to achieve the strategic and
operational objectives. Interagency cooperation is becoming focused to the extent that both the military force and
civilian agency are so dependent on the other for either personal protection or successful military negotiation with
the public population, that the success of the mission can be in jeopardy. A clear understanding of the desired end-
state, or the TFC objectives of the mission, both politically and nationally, must be the basis to initiate a coordinated
plan between the military and civilian agencies, understanding that the burden of coordination falls on the military
because they have the staff, structure and possibly the most to gain. In an effort to address the requirements for
interagency coordination, the US have drafted a joint publication, Joint Publication 3-08: Inter-Agency Coordination
in Joint Operations to describe the common measures for various types of operations.

2. The challenge is to blend the many organizations activities at the strategic, operational and tactical levels,
so that they complement each other as opposed to conflict with each others efforts and resources. At the strategic
level, decisions deal with the ends sought by policy. The operational level addresses ways in which resources are
mobilized and applied to achieve these ends. At the tactical level, the specific means used to achieve the
objectives in pursuit of the overall strategy are addressed. It is at the operational level that engr support to
operations be evaluated to determine if they firstly support the TFC objectives or secondly, they are simply a "nice
to do" task. The cooperation and coordination with international agencies can be a means to achieving several
mission tasks at the same time. This type of cooperation is closely linked to the concepts of CIMIC (Chapter 8).

3. At the operational level, the TF Engr will evaluate the ways in which engr services can be afforded to the
different agencies. The differences between a military civic action or a humanitarian assistance type task should
be evaluated against the criteria of primacy of operations, risk assessment, availability of resources, time,
equipment, manpower and simply "being the good guy".

4. The greatest barrier to effective coordination within a theatre of operations is the many separate chains of
command and the information Astovepipes@ that will exist. Depending on the organization, the degree of support or
effort not to work in isolation will differ. For the coordination of engr support that could be effected, the TF Engr
should make every effort to establish liaison and a working relationship with the civilian agencies. For it will be at
the tactical level where either the component engrs or the force level engr units will execute the specific methods
to provide support. If the two methods are complimentary, the objectives are easily attained.

910. INTERNATIONAL NGO or PVO

1. The proliferation of NGOs or PVOs has magnified the coordination problems between military and civilian
agencies in operations. However, along with the problems, comes a wealth of resources. Before any coordination
is affected with a NGO, a complete understanding of their legal status, functions, resources, operating principles
and level of expertise must be identified. Depending on their country of origin or their international affiliation, a NGO
may only have status for tax purposes or a religious, political or national affiliation.

2. The most common functions for NGOs include:

a. emergency humanitarian assistance for food, medical care, shelter, refugee assistance and land mine
awareness;

b. development aid in funding, expertise, management and physical infrastructure; and

c. conflict intervention by human rights monitoring, third-party mediation, conciliation and conflict resolution,
demobilization and reintegration of militias and democratic institution building.

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3. Natural alliances may arise between organizations with complimentary functions such as CARE who may
establish feeding stations that would attract patients for Doctors Without Borders/Medicins Sans Frontiers (MSF)
or the UNHCR establishing refugee camps where OXFAM provides education services.

4. The scope of engineering tasks that could be provided are easy to recognize. It is the responsibility of the
TF Engr or the senior military engr commander to evaluate and prioritize any support to be provided based on a
complete estimate of the situation. The degree of cooperation and amount of coordination or even the willingness
of some NGOs to integrate themselves into a larger effort can at times vary and hence cause conflict and confusion.
At the same time, the maintenance of a physical separation in distance between the two must be understood from
the perception of credibility, neutrality and security. Military forces must recognize and be prepared to react to these
situations.

911. UN ORGANIZATIONS

1. Coordination with UN organizations will generally be focused towards a peace support operation or a
humanitarian assistance operation, where the United Nations High Commission for Refugees (UNHCR) will most
likely be the lead agency. The deployment of a UN military force along side a civilian agency will face coordination
problems at the tactical and operational levels which will be originated by the UN strategy. Understanding and
recognizing this will assist the TFC and staff prior to deployment. A well coordinated campaign plan that considers
the following engineering related tasks to support the operational plan will be an asset:

a. the creation of stable living and working conditions which permit civilians including the UNHCR to carry on
with their normal functions. The restoration of medical facilities, schools, civilian authority buildings, police
forces, utilities and infrastructure;

b. the establishment of a potable water source or a water purification system;

c. the establishment or control of an effective sewage treatment/disposal system;

d. the construction of temporary shelters for refugees and displaced persons that act as part of a military
security function but also is perceived as a humanitarian gesture in support of UNHCR efforts; and

e. the assistance of military engr trades for the expertise in electrical, heating, refrigeration and sanitation
functions in aid of a medical facility or aid operation.

2. A critical factor that must be understood by military support to, or cooperation with, a humanitarian agency
like UNHCR is the perception of impartiality. The UNHCR is on the side of the victims. There can be no perception
by the belligerents or combattants that all aid or support is to one side. From an engineering perspective,
understanding that a restoration of a water source or the repair of a bridge to one side of the conflict might give the
wrong impression. Evaluation of accepted engr tasks must take this into account.

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CHAPTER 10

ENGINEERS IN SPECIFIC OPERATIONS AND ENVIRONMENTS

1001. INTRODUCTION

1. Specific operations such as airmobile, airborne and amphibious operations are operations which require close
cooperation with an air or naval force to get ground combat troops to an objective. Such operations require detailed
planning and execution. The initial and subsequent C2 measures of forces during specific operations as they relate
to supporting engrs are discussed in this manual. Individual environmental doctrine for these operations is beyond
its scope.

2. Engr doctrine as it relates to these types of operations is to define the C2 and if necessary the transfer of
command authority of engr troops and resources. All three of these types of operations are fluid in nature and rely
on a commanders decision to transfer authority at some stage of the operation. Usually reporting to a TFC, it is
assumed that there will be a TF Engr advisor to the TFC to coordinate engr activities. Centralized command and
decentralized control will be maintained by engr forces in these types of operations.

1002. AIRMOBILE OPERATIONS

1. An airmobile operation is an operation in which land forces and their equipment manoeuvre about the
battlefield in helicopters to engage in ground combat operations. When the execution of ground operations is
dependent on the tactical use of helicopters, the ground force commander will be in charge. He will thus require
OPCON of the helicopters allocated for the insertion, protection of the insertion or support of the insertion. The
landing area for the dismounting of troops will also be under his control. At a time designated by the ground force
commander, likely when it is secured and there is no threat from direct or indirect fire, will he likely transfer authority
to control and coordinate follow-on forces at the landing area to an air component commander for the build-up of
facilities, landing areas or construction of a airfield. The resultant control of engr support to an airmobile operation
is that , until such time that the ground force commander transfers control, all engr support operations are OPCON
to the ground force commander.

1003. AIRBORNE OPERATIONS

1. Airborne forces are uniquely organized, equipped and trained to be delivered by parachute into an objective
area. Airborne operations may be conducted independent or in conjunction with other operations or ground forces.
Airborne engrs will be OPCOM of the airborne force commander as detailed by operational orders. This could be
either for a specific task or for a specific period of time or even as part of the advance force operations to support
the seizure and clearing of DZs and LZs. Coordination will have been completed by the TF Engr and TF staff prior
to mounting.

2. Insertion of an airborne force will be mounted from either Canada or from a forward mounting base (FMB).
If mounted from Canada, the airborne force, while in transit, will be under OPCON of the TFC with the airborne force
commander having TACOM of the force. Once in the theatre of operations, the airborne force comes under OPCON
of the TFC.

1004. AMPHIBIOUS OPERATIONS

1. Amphibious operations will be conducted in accordance with ATP-8 and ATP-37, under OPCON of the TFC.
Tactical command (TACOM) will be delegated to the amphibious force commander. He will control any and all
assigned engr forces and coordinate movement of other friendly forces in the objective area. The commander landing
force (CLF) has tactical control (TACON) of the landing force and will be responsible to the commander amphibious
force (CAF) for operations ashore. On termination of the amphibious operations, the amphibious objective area
(AOA) will be dis-established and the landing force will, if not re-embarked, prepare for subsequent operations
ashore. In a typical case scenario, engr support during an amphibious operation for the purpose of clearing water
and/or shore obstacles and/or mines and booby traps will be supporting the CAF in the AOA. Once secured ashore

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the engrs will be under TACOM to the CLF who is OPCON to the TFC. If applicable, the TF Engr will advise the TFC
on all aspects of engr support.

1005. ENVIRONMENTAL CONDITIONS

1. Environmental conditions that effect engr support to operations include the effects of jungles, forests,
mountains, arctic and cold weather, coastal areas and inland riverine areas, limited visibility, built-up areas and NBC
weapons. These environmental conditions may, at any time of an operation, be experienced simultaneously,
sequentially or in any fashion or degree of severity. The extent to which the environmental conditions effect
operations, must for obvious reasons, be taken into consideration during engr planning.

2. Doctrinally, it is difficult to detail procedures for any of these environments because of the number of variables
that could affect the situation. It is the responsibility of the Environmental Chiefs of Staff to detail engr doctrine as
it applies in these conditions. From a CF perspective, as with specific operations, the C2 relationships of engr
troops and resources are the focus. Engr planning starts at the highest levels and is transmitted down the chain
of command. Its is the responsibility of the NDHQ/J3 Engr to state any engr policy guidelines as it applies to an
individual operation.

3. An example, to put the engr doctrine into perspective, is the scenario of combat engrs and airfield engrs and
equipment being deployed to the northern arctic regions to secure an objective as part of a CF TF. The mission
requires the construction/improvement of an snow/ice airfield, a control tower, field defences, obstacles and
infrastructure to support air operations. Any and all engrs will be under OPCOM of the TFC (ground) commander,
OPCON of the TF Engr until such a time, as detailed in the operational plan, (coordinated by the J3 Engr) that the
senior air component engr takes command of his airfield engrs for the sustainment of future air operations.

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GLOSSARY

Administration (AAP-6)
The management and execution of all military matters not included in tactics and strategy; primarily in the
fields of logistics and personnel management.

Administrative Control (AAP-6)

Direction or exercise of authority over subordinate or other organizations in respect to administrative matters
such as personnel management, supply, services, and other matters not included in the operational
missions of the subordinate or other organizations.

Aid of the Civil Power (NDA)

Armed assistance by the Canadian Forces provided to provincial authorities following an appropriate request
in any case in which a riot or disturbance of the peace is beyond the powers of civil authorities to suppress,
prevent or deal with.

Airhead (AAP-6)
(1) A designated area in a hostile or threatened territory, which, when seized and held, ensures the
continuous air landing of troops and material and provides the manoeuvre space necessary for
projected operations. Normally it is the area seized in the assault phase of an airborne operation.

(2) A designated location in an area of operations used as a base for supply and evacuation by air.

Area of Influence (AAP-6)

A geographical area wherein a commander is directly capable of influencing operations by manoeuvre or
fire support systems normally under his command and control.

Area of Intelligence Interest (B-GG-005-004/AF-000)

That area concerning which a commander requires intelligence on those factors and developments likely
to affect the outcome of his current or future operations.

Area of Intelligence Responsibility (AAP-6)

An area allocated to a commander in which he is responsible for the provision of intelligence within the
means at his disposal.

Area of Interest (AAP-6)

That area of concern to the commander, including the area of influence, areas adjacent thereto and
extending into enemy territory to the objectives of current or planned operations, and areas occupied by the
enemy forces who could jeopardize the accomplishment of the mission.

Area of Operations (AAP-6)

That portion of an area of war necessary for military operations and for the administration of such operations.

Assigned Forces (B-GG-005-004/AF-000)

Forces in being that have been placed in an organization, or under the command authority of a commander,
where such placement is relatively permanent.

Attached Forces (B-GG-005-004/AF-000)

Forces in being that have been placed in an organization, or under the command authority of a commander,
where such placement is relatively temporary.

Augmentation Force (AAP-6)

Any force designated by a nation to strengthen its national forces.

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GLOSSARY

Campaign (B-GL-303-002/JX-Z03)
A series of military operations in one theater of operations designed to achieve a specific strategic objective.

Canadian Forces (NDA)

The Armed Forces of Her Majesty raised by Canada and consisting of one Service called the Canadian
Forces.

Canadian Forces Operation (B-GG-005-004/AF-000)

The deployment of an element or elements of the CF to perform a specific mission.

Capability (B-GG-005-004/AF-000)
The state of having sufficient power, skills and ability to carry out a military activity or operation.

Capability Based Planning (B-GG-005-004/AF-000)

A planning process for the development of force employment options for contingency operations based on
current force structures and strengths.

Capacity (B-GG-005-004/AF-000)
The ability to execute a military activity or operation.

Chain of Command (AAP-6)

The succession of commanding officers from a superior to a subordinate through which command is
exercised.

Civil-Military Cooperation (B-GG-005-004/AF-000)

All actions and measures undertaken by a military commander which concern the relationship between a
military force and the government, civil agencies or civilian population in the areas where the military force
is stationed or employed.

Coalition Commander (B-GG-005-004/AF-000)

A commander authorized to exercise operational command or operational control over a coalition of forces.

Combined (B-GG-005-004/AF-000)
A qualifier used to indicate that a military activity, operation or organization involves one or more Services
of two or more allies.

Combined Operation (AAP-6)

An operation conducted by forces of two or more allied nations acting together for the accomplishment of
a single mission.

Command (AAP-6)
The authority vested in an individual of the armed forces for the direction, coordination, and control of military
forces.

Command and Control (B-GG-005-004/AF-000)

The process by which commanders plan, direct, control and monitor any operation for which they are
responsible.

Command, Control and Information System (AAP-6)

An integrated system comprised of doctrine, procedures, organizational structure, personnel, equipment
facilities and communications which provides authorities at all levels with timely and adequate data to plan,
direct, and control their activities.

Communications and Information System (AAP-6)

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GLOSSARY

The assembly of equipment, methods and procedures, and if necessary personnel, organized so as to
accomplish specific information conveyance and processing functions.

Component Command (B-GG-005-004/AF-000)

A subordinate command within a joint or combined organization consisting of the commander and all
individuals, units, detachments, organizations and installations that have been placed under the command
by the authority establishing the component command.

Concept of Operations (AAP-6)

A clear and concise statement of the line of action chosen by a commander in order to accomplish his
mission.

Conflict (B-GG-005-004/AF-000)
A struggle or clash between alliances, individual states or factions within a state to achieve political
objectives. When military force is used, the conflict becomes an armed conflict.

Contingency (B-GG-005-004/AF-000)
An unforecasted or chance situation which may require a military response.

Contingency Operation Plan (B-GG-005-004/AF-000)

An operation plan for contingencies that can reasonably be anticipated in a specific geographic area.

Contingency Planning (B-GG-005-004/AF-000)

A process which takes account of contingencies by preparing likely courses of action to deal with a range
of potential incidents or situations in specific geographical areas.

Control (AAP-6)
That authority exercised by a commander over part of the activities of subordinate organizations, or other
organizations not normally under his command, which encompasses the responsibility for implementing
orders or directions. All or part of this authority may be transferred or delegated.

Coordinating Authority (B-GG-005-004/AF-000)

The authority granted to a commander or individual assigned responsibility for coordinating specific functions
or activities involving forces of two or more Services, or two or more subordinate elements of the same
Service. It includes the authority to require consultation between the agencies involved or their
representatives, but not to compel agreement. Matters are referred to appropriate higher authority in cases
of disagreement that cannot be resolved through discussion.

Course of Action (B-GG-005-004/AF-000)

A plan that would accomplish or is related to the accomplishment of a mission.

Database (J2 Geo)

A collection of interrelated data stored to serve one or more applications; the data are stored so that they
are independent of programs which use the data. A common and controlled approach is used in adding new
data and modifying and retrieving existing data within a database.

Dataset (J2 Geo)

A collection of data about spatial features

Deception (AAP-6)
Those measures designed to mislead the enemy by manipulation, distortion or falsification of evidence to
induce him to react in a manner prejudicial to his interests.

Delegation of Authority (AAP-6)

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GLOSSARY

The action by which a commander assigns part of his authority commensurate with the assigned task to
a subordinate commander. While ultimate responsibility cannot be relinquished, delegation of authority
carries with it the imposition of a measure of responsibility. The extent of the authority delegated must be
clearly stated.

Demining (AAP-19)
Activities to remove the hazards of all mines and unexploded munitions from a defined area.

Digital Geographic Information (J2 Geo)

Geographic information represented in a digital format, to include: elevation and sounding information;
feature geometry and feature attribute information; information concerning the appearance and status of the
Earth's surface and its features in the electromagnetic spectrum (e.g. radar, infrared); military geographic
information together with ancillary information; and other digital information.

Directive (AAP-6)
(1) A military communication in which policy is established or a specific action is ordered.

(2) A plan issued with a view to putting it into effect when so directed, or in the event that a stated
contingency arises.

(3) Broadly speaking, any communication which initiates or governs action, conduct or procedure.

Doctrine (AAP-6)
Fundamental principles by which the military forces guide their actions in support of objectives. It is
authoritative but requires judgement in application.

Domestic Operations (B-GG-005-004/AF-000)

CF activities to provide assistance during civil emergencies, support national development goals or support
and/or restore the maintenance of public order and security.

Embarkation (AAP-6)
The process of putting personnel and/or vehicles, stores and equipment into ships or aircraft.

Emergencies Act (B-GG-005-004/AF-000)

An act to authorize the Governor in Council to issue a proclamation declaring one of the following national
emergencies:

(a) public welfare emergency;

(b) public order emergency;

(c) international emergency; or

(d) war emergency.

Upon declaring one of these emergencies, the Governor in Council is empowered to pass regulations in
specified areas so as to enable the taking of special temporary measures necessary to deal with the
national emergency.

Environmental Command (B-GG-005-004/AF-000)

Any one of Maritime, Land Force or Air Command, the Commander, and all the individuals, units,
detachments, organizations and installations assigned to the command.

Estimate of the Situation (AAP-6)

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GLOSSARY

A logical process of reasoning by which a commander considers all the circumstances affecting the military
situation and arrives at a decision as to the course of action to be taken in order to accomplish his mission.

Full Command (AAP-6)

The military authority and responsibility of a superior officer to issue orders to subordinates. It covers every
aspect of military operations and administration and exists only within national Services. The term
command, as used internationally, implies a lesser degree of authority than when it is used in a purely
national sense. It follows that no alliance or coalition commander has full command over the forces
assigned to him. This is because nations, in assigning forces to an alliance or coalition, assign only
operational command or operational control.

Geographic Information (J2 Geo)

All items that are to be provided by the geographic services, mainly conventional maps and charts and
digital geographic information.

Geographic Information System (GIS) (J2 Geo)

An organized collection of computer hardware, software, and geographic data, designed to efficiently
capture, store, update, manipulate, analyze, and display geographically referenced information.

Geographic Interoperability (J2 Geo)

The ability of systems, units or forces to provide geographic information to, and accept geographic materials
from, other systems, units, or forces and to use the geographic information so exchanged without further
modification or transformation, to enable them to operate effectively together.

Geographic Services (J2 Geo)

Geographic units, agencies and staffs, whether assigned to a NATO commander or not, and civilian
agencies when under national military control.

Geographic Support (J2 Geo)

Any and all activities that are necessary to meet a recognized need for geographic information as well as
specialist advice or technical assistance. This includes specifically the:

(1) Development and establishment of criteria for the evaluation of geographic factors in light of military
operations and planning, including the requirement to support crisis management.

(2) Production, maintenance, and provision of maps and charts.

(3) Provision of the geodetic sources for precise measurement and determination of locations, points
and azimuths, for navigation on land, sea and in air, as well as for the production of geographic
information.

(4) Provision of precise magnetic and gravity data.

(5) Production, maintenance, provision and safeguarding of digital geographic information.

(6) Provision of terrain analysis products, military geomatics information and associated studies.

(7) Standardization of geomatics information to support interoperability.

(8) Requirements definition.

(9) Advice, liaison and coordination on geomatics requirements.

(10) Assistance in (digital) geospatial data exploitation.

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GLOSSARY

Geomatics (ATP-52(B))
The ensemble of earth measurement sciences, is the term used to describe those scientific and engineering
activities involved in the capture, storage, analysis, processing, presentation, dissemination and
management of geospatial information.

Geomatics (J2 Geo)

Those scientific and engineering activities involved in the capture, storage, analysis, processing,
presentation, dissemination and management of geospatial information. Note: NATO refers as
"geographic", CANUS refers as "MC & G" and the US refers as "GGI & S".

Geospatial (J2 Geo)

Of or related to spatial quantity which is referred to the Earth.

Host Nation Support (AAP-6)

Civil and/or military assistance rendered by a nation to foreign forces within its territory during peace, times
of crisis or armed conflict based upon agreements mutually concluded between nations.

Information (AAP-6)
Unprocessed data of every description which may be used in the production of intelligence.

In Support of (AAP-6)
Assisting or protecting another formation, unit or organization while remaining under original control.

Intelligence (AAP-6)
The product resulting from the processing of information concerning foreign nations, hostile or potentially
hostile forces or elements, or areas of actual or potential operations. The term is also applied to the activity
which results in the product and the organizations engaged in such activity.

Intelligence Estimate (AAP-6)

The appraisal, expressed in writing or orally, of available intelligence relating to a specific situation or
condition with a view to determining the courses of action open to the enemy or potential enemy and the
order of probability of their adoption.

Intensity (B-GG-005-004/AF-000)
The level of effort assigned in support of a commitment commensurate with its overall importance.

Joint (B-GG-005-004/AF-000)
An adjective that connotes activities, operations, organization in which elements of more than one service
of the same nation participates. (When all services are not involved, the participating services shall be
identified). See also combined.

Lines of Communications (AAP-6)

All the land, water and air routes that connect an operating military force with one or more bases of
operations and along which supplies and reinforcements move.

Logistics (AAP-6)
The science of planning and carrying out the movement and maintenance of forces. In its most
comprehensive sense, those aspects of military operations that deal with:

(a) design and development, acquisition, storage, movement, distribution, maintenance, evacuation,
and disposition of material;

(b) movement, evacuation and hospitalization of personnel;

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GLOSSARY

(c) acquisition or construction, maintenance, operation, and disposition of facilities; and

(d) acquisition or furnishing of services.

Map and Chart Series (J2 Geo)

A group of maps or charts usually having the same scale and cartographic specification, and with each
sheet appropriately identified by the producing agency as belonging to the same series.

Mapping, Charting and Geodesy (MC&G) (J2 Geo)

MC&G comprises the collection, transformation, generation, dissemination and storing of geodetic,
geomagnetic, gravimetric, aeronautical, topographic, hydrographic, cultural and toponymic data. These data
may be used for military planning, training and operations including aeronautical, nautical and land
navigation, as well as for weapon orientation and target positioning.

Military Strategy (AAP-6)

That component of national or multi-national strategy that presents the manner in which military power
should be developed and applied to achieve national objectives or those of a group of nations.

Mission (AAP-6)
A clear, concise statement of the task of the command and its purpose.

Movement Control (AAP-6)

The planning, routing, scheduling and control of personnel and freight movements over lines of
communications; also an organization responsible for these functions.

National Emergency (R.S.C. 1985 c E-4.5)

An urgent and critical situation of a temporary nature that:

(a) seriously endangers the lives, health or safety of Canadians and is of such proportions or nature
as to exceed the capacity or authority of a province to deal with it; or

(b) seriously threatens the ability of the Government of Canada to preserve the sovereignty, security
and territorial integrity of Canada and that cannot be effectively dealt with under any other law of
Canada.

Nuclear, Biological and Chemical Defence (NDHQ Policy Directive P6/93)

The process and functions that enable general purpose, combat capable forces to survive and operate in
a NBC environment. It entails the methods, plans and procedures involved in establishing and exercising
defensive measures against the effects of an attack utilizing NBC weapons. Further, it encompasses both
the training for and the implementation of these methods, plans and procedures.

Operation (AAP-6)
A military action or the carrying out of a strategic, tactical, Service, training or administrative military
mission; the process of carrying on combat, including movement, supply, attack, defence and manoeuvre
needed to gain the objectives of any battle or campaign.

Operational Art (CFC)

The skill of employing military forces to attain strategic objectives in a theater of war or theater of operations
through the design, organization and conduct of campaigns and major operations.

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GLOSSARY

Operational Command (AAP-6)

The authority granted to a commander to assign missions or tasks to subordinate commanders, to deploy
units, to reassign forces and to retain or delegate operational and/or tactical control as may be deemed
necessary. It does not of itself include responsibility for administration or logistics. OPCOM may also be
used to denote the forces assigned to a commander.

Operational Control (AAP-6)

The authority granted to a commander to direct forces assigned so that the commander may accomplish
specific missions or tasks which are usually limited by function, time, or location; to deploy units
concerned, and to retain or assign tactical control of those units. It does not include authority to assign
separate employment of components of the units concerned. Neither does it, of itself, include administrative
or logistic control.

Operational Level of War (US Joint Pub 1-02)

The level of war at which campaigns and major operations are planned, conducted and sustained to
accomplish strategic objectives within theaters or areas of operations.

Operational Personnel Management (HQDP 101)

The distribution of effective manpower in accordance with operational priority.

Operations Order (AAP-6)

A directive, usually formal, issued by a commander to subordinate commanders for the purpose of effecting
the coordinated execution of an operation.

Operations Plan (AAP-6)

A plan for a single or series of connected operations to be carried out simultaneously or in succession. It
is usually based upon stated assumptions and is in the form of a directive employed by higher authority to
permit subordinate commanders to prepare supporting plans and orders.

Peace Enforcement (B-GG-005-004/AF-000)

Military operations to restore peace or to establish specified conditions in an area of conflict or tension
where the parties may not consent to intervention and may be engaged in combat activities.

Peacebuilding (B-GG-005-004/AF-000)
Post-conflict actions in the aftermath of international conflict or civil strife to strengthen and solidify peace
in order to avoid a relapse into conflict.

Peacekeeping (B-GG-005-004/AF-000)
The prevention, containment, moderation and termination of hostilities between or within states through an
impartial third-party intervention organized and directed internationally for restoring and maintaining peace.
This intervention is conducted using military forces, police and civilians and usually with the consent of the
main belligerents.

Peacemaking (B-GG-005-004/AF-000)
The process of resolving disputes that could lead to conflict, primarily through diplomacy, mediation,
negotiation or other forms of peaceful settlement.

Physical Security Engineering (New Term)

Physical Security Engineering includes the design and construction of specific structures, based on a given
threat, to improve the physical security of friendly forces. It does not include field fortifications.

Preventative Diplomacy (B-GG-005-004/AF-000)

Action taken to prevent disputes from arising between parties, to prevent existing disputes from escalating
into conflicts, and to limit the spread of the latter when they occur.

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GLOSSARY

Public Affairs (B-GG-005-004/AF-000)

The ongoing effort to establish a public understanding of Armed Forces' policies and actions in support of
the government by providing timely and accurate information to national and international media and other
target audiences.

Public Information (AAP-6)

Information which is released or published for the primary purpose of keeping the public fully informed,
thereby gaining their understanding and support.

Public Order Emergency (R.S.C. 1985 c E-4.5)

An emergency that arises from threats to the security of Canada and that is so serious as to be a national
emergency.

Public Welfare Emergency (R.S.C. 1985 c E-4.5)

An emergency that is caused by a real or imminent:

(a) fire, flood, draught, storm, earthquake or other natural phenomenon;

(b) disease in human beings, animals or plants;

(c) accident or pollution; and

that results or may result in a danger to life or property, social disruption or a breakdown in the flow of
essential goods, services or resources so serious as to be a national emergency.

Raster Data (J2 Geo)

Data arranged in a regular array with information pertaining to each element or group of elements.

Rules of Engagement (B-GG-005-004/AF-000)

Directions issued by competent military authority which delineate the circumstances and limitations within
which armed force may be applied to achieve military objectives in furtherance of national policy.

Security (AAP-6)
(1) The condition achieved when designated information, material, personnel, activities and installations
are protected against espionage, sabotage, subversion and terrorism, as well as against loss or
unauthorized disclosure.

(2) The measures necessary to achieve this condition.

(3) The organization responsible for those measures.

Standard Operating Procedure (AAP-6)

A set of instructions covering those features of operations which lead themselves to a definite or
standardized procedure without loss of effectiveness. The procedure is applicable unless ordered otherwise.

Strategic Level of War (US Joint Pub 1-02)

The level of war at which a nation or group of nations determines national or alliance security objectives and
develops and uses national resources to accomplish those objectives.

Strategic Mobility (B-GG-005-004/AF-000)

The capability to move forces and their associated logistic support effectively and when practical, efficiently,
and can be between theaters (inter-theater), or between regions (inter-regional) and out of area.

Support (AAP-6)

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GLOSSARY

The action of a force, or portion thereof, which aids, protects, complements, or sustains any other force.

Supported Commander (B-GG-005-004/AF-000)

The commander having primary responsibility for all aspects of an operation.

Supporting Commander (B-GG-005-004/AF-000)

A commander who provides forces and other support to a supported commander.

Supporting Plan (SUP) (B-GG-005-004/AF-000)

A stand-alone planning document that supports another plan by providing specific and detailed direction and
information on a particular aspect of that plan.

Sustainment (B-GG-005-004/AF-000)
The requirement for a military force to maintain its operational capability for the duration required to achieve
its objectives. Sustainment consists of the continued supply of consumables, and the replacement of
combat losses and non-combat attrition of equipment and personnel.

Tactical Command (AAP-6)

The authority delegated to a commander to assign tasks to forces under his command for the
accomplishment of the mission assigned by higher authority.

Tactical Control (AAP-6)

The detailed and, usually, local direction and control of movements or manoeuvre necessary to accomplish
missions or tasks assigned.

Tactical Level of War (US Joint Pub 1-02)

The level of war at which battles and engagements are planned and executed to accomplish military
objectives assigned to tactical units or task forces.

Task (B-GL-303-002/JX-Z03)
An activity which contributes to the achievement of a mission.

Task Force (AAP-6)

A temporary grouping of units, under one commander, formed for the purpose of carrying out a specific
operation or mission.

Technical Control (B-GG-005-004/AF-000)

The control applied largely to administrative or technical procedures and exercised by virtue of professional
or technical jurisdiction. It parallels command channels but is restricted to control within certain specialized
areas such as legal, medical or communications. Operational commanders may override this type of
control any time its application is seen to jeopardize the mission or the military force.

Terrain Analysis (J2 Geo)

The collection, analysis, evaluation and interpretation of geographic information on the natural and man-
made features of the terrain, combined with other relevant factors, to predict the effect of the terrain on
military operations.

Terrain Analysis Product (J2 Geo)

A standardized or non-standardized product of the terrain analysis process, normally presented in graphic
or digital form for use in military decision making.

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GLOSSARY

Theatre of Operations (B-GG-005-004/AF-000)

That area within a theatre of war within which operations, usually joint, are directed toward a common
strategic objective.

Theatre of War (B-GG-005-004/AF-000)

The continental territory, including adjoining sea areas and corresponding air space, in which a war is
conducted. Operations in a theatre of war are invariably joint and usually combined. A theatre of war
normally comprises several theaters of operations.

Transfer of Command Authority (B-GG-005-004/AF-000)

The formal transfer of a specified degree of authority over forces assigned to an operation between
commanders of supporting commands and the supported commander.

Vector Data (J2 Geo)

Spatial information whose data model is based on graph theory.

Warning Order (B-GG-005-004/AF-000)

A preliminary notice of an order or action which is to follow. It is designed to give subordinate commanders
time to make necessary plans and preparations.

Note: AAP-1 NATO Glossary

AAP-6 NATO Glossary of Terms and Definitions
AAP-19(C) NATO Combat Engineer Glossary
NDA National Defence Act
B-GL-303-002/JX-Z03 Army Glossary
B-GL-303-002/JX-Z07 Engineer Vocabulary
R.S.C. 1985 c E-4.5 Emergencies Act
NDHQ Policy
Directive P6/93 CF NBC Defence Policy
HQDP 101 CF Emergency Personnel Support Plan
CFC Canadian Forces College
J2 Geo J2 Geomatics

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LIST OF ABBREVIATIONS

ABCA American-British-Canadian-Australian SPOE Sea Point of Embarkation

Armies' Standardization Program STANAG Standardization Agreement (NATO)
ADR Airfield Damage Repair SUP Supporting Plan
APOD Air Point of Disembarkation TACON Tactical Control
APOE Air Point of Embarkation TAG Tactical Air Group
BMD Battlefield Munitions Disposal TERA Terrain Analysis
CBP Capability Based Plan TF Task Force
CDS Chief of the Defence Staff TFC Task Force Commander
CEAA Canadian Environmental Assessment Act TF Engr Task Force Engineer
CCD Camouflage, Concealment and Deception TFHQ Task Force Headquarters
CF Canadian Forces TFMT Task Force Movement Table
CFC Combined Force Commander UXO Unexploded Ordnance
CFHQ Combined Force Headquarters
CIMIC Civil-Military Cooperation
CIS Communications and Information Systems
CMG Canadian Medical Group
CNC Canadian National Commander
CO Commanding Officer
COO Concept of Operations
CSG Canadian Support Group
DCDS Deputy Chief of the Defence Staff
DND Department of National Defence
engr engineer/engineering
EOD Explosive Ordnance Disposal
EOR Explosive Ordnance Reconnaissance
ERS Emergency Response Services
ESU Engineer Support Unit
FPS Fire Protection Services
GIS Geographic Information System
GPS Global Positioning System
HN Host Nation
HNS Host Nation Support
ICAC Intelligence Collection and Analysis Centre
JTF Joint Task Force
JTFC Joint Task Force Commander
LFC Land Force Command
LOC Line of Communication
MAG Maritime Air Group
MCC Movement Coordination Centre
MSR Main Supply Route
NATO North Atlantic Treaty Organization
NBC Nuclear, Biological and Chemical
NBCD Nuclear, Biological and Chemical Defence
NDHQ National Defence Headquarters
NGO Non-Governmental Organization
OC Officer Commanding
OPCOM Operational Command
OPCON Operational Control
POL Petroleum, Oil and Lubricants
QSTAG Quadripartite Standardization Agreement
(ABCA)
MP Military Police
SOFA Status of Forces Agreement
SOP Standard Operating Procedure
SPOD Sea Point of Disembarkation

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