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January–April 2014 40 Engineer the Fort Leonard Wood, Missouri, EOD fusion cell. As the improvised explosive device (IED) threat continued to sky- rocket in Operation Iraqi Freedom, the EHT concept slowly crystallized, ultimately being captured in doctrine and pub- lished in 2007. 1 Doctrine today envisions a signifcantly modifed capabi- lity in the EHT. It is no longer the tactical-level fusion of EOD and engineer effort foreseen in 2007. Instead, the EHT is expected to operate at theater echelon, the operational level of combat. According to Field Manual 3-34, Engineer Operations, 2 the EHT embeds at brigade, division, or corps level. The current unit on the ground, the 15th EHT, oper- ates in line with this construct through its organization within the Afghanistan Theater Engineer Brigade. Team Manning T he 15th EHT was originally scheduled to deploy as an explosive hazards coordination cell, a unit similar to the EHT but slightly larger and usually manned by more senior personnel. However, the theater manning requirement was slightly decreased before deployment. By doctrine, an EHT and an explosive hazards coordination cell are virtually interchangeable in terms of employment, so the adjustment in team type had little impact on predeployment training. The team was composed of EOD and engineer Soldiers, augmented by a military intelligence offcer. The engineer noncommissioned offcers (NCOs) were selected because each was qualifed through the Engineer Explosive Ordnance Clearance Agent Course and had route clearance experience. The blend of training and real-world experience among team members could not have been more comprehen- sive. Although there was a plan to add another engineer off- cer to the team upon arrival in-theater, other requirements prevented it. The team was split between two major bases. The team offcer, the NCO in charge, a military intelligence off- cer, and the NCOs in charge of operations and BIP were located at one base. A mobile assistance team (MAT), con- sisting of an NCO, a Soldier, and a senior EOD NCO who managed theater-specifc BIP training were located at the second base. The 15th EHT manning represents the frst doctrinal personnel deployment to a combat theater. EOD and engi- neer fusion was fnally accomplished as envisioned, effec- tively bridging the gap between EOD and engineers in- theater through a number of means. Specifcally, the EHT implemented theater-specifc BIP training, MATs, and REF equipment solutions. B IP. Though required in theater, BIP is not standard Army training outside Afghanistan. It is also not a doctrinal role of the EHT; but in 2009, its impor- tance to route clearance units was recognized. U.S. Forces– Afghanistan published an order directing the theater explo- sive hazards coordination cell (predecessor to the EHT) to conduct mandatory, theater-specifc BIP training for all explosive ordnance clearance agent-qualifed engineers. The 15th EHT inherited this responsibility upon arrival in- theater, and the training certifed route clearance engineers for their mission through the dissemination of current and relevant, theater-specifc information and tactics, tech- niques, and procedures. BIP training was conducted at Kandahar Airfeld and at Bagram Airfeld. Both sites were managed by the EHT and supplemented with contract trainers. The contractors were prior service engineer and EOD Soldiers, giving them immediate credibility with Soldiers. Focus areas included ordnance identifcation, IED components, and hands-on familiarization with the robot systems in use. Soldiers in key leadership positions left the course certifed for their role in combat and better prepared for the IED threat they would encounter on the ground. MAT. Before deployment, the 15th EHT drafted a plan to transition the earlier-employed theater mobile observa- tion teams to a new construct—MATs. This plan was based on feedback from ground units where mobile observation teams had been perceived as outsiders with the sole purpose of highlighting mistakes made by units. Those teams had focused on observing and critiquing. In contrast, an MAT embedded for two to three missions with each unit visited, with full participation as the rule. The 15th EHT executed a solutions-based approach through its MATs. MATs lived, patrolled, collected, devel- oped TTP, exchanged intelligence, and ate with the unit in which they were embedded, becoming virtual members of the unit. Issues identifed through this process were refned with the unit and, if necessary, brought to the attention of higher headquarters or other theater organizations for assistance. The partnership with the REF effectively solved many equipment and material problems. REF and Equipment Solutions. Working with the REF was invaluable for the EHT. By creating a working relation- ship with the REF laboratory, the 15th EHT implemented solutions that were developed and tested based on require- ments, input, and feedback from units conducting clearance missions. An IED command wire detector that proved useful at night is a great example of rapid equipping success; an increase in night patrols and a need for increased lighting capability led to its development. Through the REF and its three-dimensional printer, the EHT provided a quick turn- around on prototypes for testing by units. These prototypes became the proof of concept for future equipping solution partnerships with the REF. On average, each product took about a month to go from prototype to an 80 percent com- plete product in the hands of units on the ground. In addition to working with the REF, the EHT worked with Combined Joint Task Force Paladin to ensure that each route clearance company received the proper equipment based on requirements specifc to its own area of operations. Through that task force, the team was able to assist in fll- ing shortfalls and providing required equipment quickly and EN McDonald.1.indd 43 3/12/2014 1:28:48 PM