text: FM 7-100.1________________________________________________________________________________
  STAFF RESPONSIBILITY
  10-4. Various staff elements under the operations officer advise him on
  engineer matters and allow him to advise the commander on the employment
  of engineer assets. The chief of force protection and the chief of infrastructure
  management receive liaison teams from each constituent, dedicated, or
  supporting engineer unit. These teams provide the staff with detailed
  expertise on engineer functions and provide a direct communications conduit
  to the engineer units executing such functions. Based on the advice of the
  liaison teams and coordination with the engineer units through the re-
  spective liaison teams, these functional staff chiefs advise the commander on
  engineer employment within their functional areas. Other liaison teams may
  fall under the chief of current operations, to advise and assist in mobility and
  countermobility functions. The engineer liaison teams also coordinate, as
  necessary, with other staff elements, including the chief of information
  warfare (IW). Liaison team leaders speak for the commanders of their
  respective units.
  TASK ORGANIZATION
  10-5. At each level of command, the commander or his operations officer de-
  cides on the task organization of subordinate engineer units. Operational
  employment of engineer units does not follow strict organizational lines. The
  OPFOR does not always employ engineer units as complete entities.
  10-6. Engineer tasks are integral to all OPFOR organizations. Although
  engineer assets generally are constituent at no lower than brigade or brigade
  tactical group (BTG) level, the OPFOR prefers to task organize for mission
  success at even lower levels, when the assets are available. This may dictate
  that, instead of maintaining large engineer units, the commander may choose
  to break them down and combine them into smaller (sometimes much, much
  smaller) multirole engineer support groupings. These engineer groupings
  range in size from brigades down to multirole platoons and engineer squads.
  An example of this flexible task organization would be the allocation more
  minelaying assets on an exposed flank or a high-speed avenue of approach for
  enemy armored vehicles. Another would be that an OSC that is task-
  organized for operations in a desert environment would not receive water ob-
  stacle-crossing units, but might add more mineclearing units.
  10-7. There are no real doctrinal constraints on task organization for mission
  success. The ability to allocate assets downward and to task organize is
  restrained only by the availability of assets and the nature of the mission.
  At the operational level, however, the primary responsibility of the engineers
  is to support and ensure the mobility and survivability of operational
  units while retaining a significant countermobility capability to impede
  (or canalize) the enemy’s progress. The primary engineer reconnaissance
  function at the operational level is route reconnaissance.
  10-8. With advice from engineer experts on his functional staff, the operations
  officer on the OSC staff uses the OSC’s engineer resources to form task-
  oriented groupings according to the commander’s decision for the operation
  and his instructions on engineer support. He forms groupings to