You are on page 1of 483

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

MAGTF FUNDAMENTALS B120636 STUDENT HANDOUT

Basic Officer Course

B120636

MAGTF Fundamentals

MAGTF Fundamentals
Introduction The Marine Corps is an expeditionary intervention force with the ability to move rapidly on short notice to wherever needed to accomplish whatever is required. The Corps possesses a full range of combat capabilities integrated into a single-service, air-ground combined arms team. These qualities make the Marine Corps unique when compared to other United States (US) military services. The Marine Corps has the ability to project combat power ashore for a wide range of contingencies. Depending on the nature of the threat, we can field a task organized combined arms team, consisting of ground, air, and combat service support elements under a single commander. Ship, aircraft, or a combination of both may deploy these task forces, called Marine air-ground task forces (MAGTFs), as an independent force or as part of a joint task force. This lesson gives you an edge on understanding the components of a MAGTF, the types of MAGTFs, and the locations of each of the major warfighting components of each MAGTF. This lesson covers the following topics: Topic MAGTF Core Competencies MAGTF Capabilities MAGTF Elements Types of MAGTFs Locations of Major Combat Organizations Summary References Glossary of Terms and Acronyms Notes Learning Objectives Terminal Learning Objectives MCCS-MAGT-1002 Without aid of resources, identify the location of major Marine units without error. MCCS-MAGT-1003 Without the aid of references, describe Marine Air-Ground Task Force (MAGTF) organizations without omission. Page 4 6 7 10 15 15 16 16 16

Importance

In This Lesson

Basic Officer Course

B120636

MAGTF Fundamentals

MAGTF Fundamentals (Continued)


Learning Objectives (Continued) Enabling Learning Objectives MCCS-MAGT-1002a Without the aid of resources, identify the location of Marine Expeditionary Forces without error. MCCS-MAGT-1002b Without the aid of resources, identify the location of Marine Divisions without error. MCCS-MAGT-1002c Without the aid of resources, identify the location of Marine Air Wings without error. MCCS-MAGT-1002d Without the aid of resources, identify the location of Marine Logistics Groups without error. MCCS-MAGT-1003a Without the aid of references Describe MAGTF organizational structure without omission MCCS-MAGT-1003b Without the aid of references Describe the types of MAGTFs without omission MCCS-MAGT-1003c Without the aid of references Describe the four elements of a Marine Expeditionary Unit (MEU) without omission MCCS-MAGT-1003d Without the aid of references Describe the four elements of a Marine Expeditionary Brigade (MEB) without omission MCCS-MAGT-1003e Without the aid of references Describe the four elements of a Marine Expeditionary Force (MEF) without omission

Basic Officer Course

B120636

MAGTF Fundamentals

MAGTF Core Competencies


Operations are built on a foundation of six special core competencies. The direct result of more than two centuries of expeditionary experience, these six core competencies define what Marines do and how they operate. Expeditionary readiness. Combined arms integration. Expeditionary operations. Sea-based operations. Forcible entry from the sea. Reserve Integration.

Expeditionary Readiness

Expeditionary readiness defines an institutional mindset that is ready to respond instantaneously to world-wide crises, 365 days a year. To Marines, ready to respond means much more than being ready to go. First it means being ever ready to win our nations first battles. This requires a force that can transition from peacetime to combat operations at a moments notice without critical reserve augmentation and with certain success. Second, it demands a force ready to flourish under conditions of uncertainty. Expeditionary readiness is about being ready to adapt to whatever is out there, improvising and finding unconventional solutions to unconventional problems. As a result, it demands a primary focus on the human dimension rather than the technological dimension of battle. And third, it means being ever ready to defeat the opponent after next requiring a relentless commitment to innovation and change. As specifically demanded by Congress, the nations naval crisis response force must be capable of acting on short notice and without immediate support from Army and Air Force warfighting forces. In other words, such a force in readiness requires an organic, combined arms capability. For over half a century, MAGTFs have trained so that a single commander directs their ground combat, air combat, and combat service support capabilities. Other services practice combined arms operations MAGTF operations embody them.

Combined Arms Integration

Basic Officer Course

B120636

MAGTF Fundamentals

MAGTF Core Competencies (Continued)


Expeditionary Operations Expeditionary operations are much more than military expeditions on foreign soil. Like expeditionary readiness, expeditionary operations require a special mindset one that is constantly prepared for immediate deployment overseas into austere operating environments. As a result, expeditionary operations consider host nation support a luxury and are designed to bring everything necessary to accomplish the mission from individual equipment up to and including airfields and hospitals. Sea-based operations provide for extraordinary strategic reach and give the nation an enduring means to influence and shape the evolving international environment. In addition, sea-based operations provide units with a large measure of inherent force protection. A highly ready, combined arms MAGTF operating from a mobile, protected sea base provides the National Command Authority (NCA) with unimpeded and politically unencumbered access to potential trouble spots around the world. A key requirement for unilateral action is the ability to project power ashore in a theater without forward bases and in the face of armed opposition. In the past, forcible entry from the sea was defined by amphibious assaults focused on establishing lodgments on the beach and then building up combat power for subsequent operations. It is now defined as an uninterrupted movement of forces from ships located far over the horizon directly against decisive objectives. Marine Reserves routinely practice carefully crafted reserve integration plans to augment or reinforce crisis response missions and to add combat power for operations, especially at the high end of the conflict spectrum. For example, during Operation Desert Storm, 53 percent of the selected Marine Corps reserve end strength was activated, surpassing any other service reserve component activations by more than a factor of two. This degree of integration provides the Marine Corps with unprecedented mission depth, operational flexibility, and sustainability up and down the conflict spectrum.

Sea-based Operations

Forcible Entry from the Sea

Reserve Integration

Basic Officer Course

B120636

MAGTF Fundamentals

MAGTF Capabilities
The Marine Corps task organizes for operations consistent with its statutory tasking to provide forces of combined arms, including aviation by forming MAGTFs. The MAGTF is a balanced air-ground combined arms task organization of Marine Corps forces under a single commander structured to accomplish a specific mission. It is the Marine Corps principal organization for all missions across the range of military operations. It is designed to fight, while having the ability to prevent conflicts and control crises. All MAGTFs are task organized and vary in size and capability according to the assigned mission, threat, and battlespace environment. They are specifically tailored for rapid deployment by air or sea and ideally suited for a forward presence role. A MAGTF provides the naval, joint, or multinational commander with a readily available force capable of operating as The landing force of an amphibious task organization. A land force in sustained operations ashore. A land force or the landward portion of a naval force conducting military operations other than war such as noncombatant evacuations, humanitarian assistance, disaster relief, or the tactical recovery of an aircraft or aircrew. A forward-deployed force providing a strong deterrence in a crisis area. A force conducting training with allied forces as part of theater engagement plan. MAGTFs provide joint force commanders with the capability to: Move forces into crisis areas without revealing their exact destinations or intentions. Provide continuous presence in international waters. Provide immediate national response in support of humanitarian and natural disaster relief operations. Provide credible combat power in a non-provocative posture, just over the horizon of a potential adversary, for rapid employment as the initial response to a crisis. Support diplomatic processes for peaceful crisis resolution before employing immediately responsive combat forces. Project measured degrees of combat power ashore, day or night, and under adverse weather conditions, if required. Operate independent of established airfields, basing agreements, and overflight rights. Sequentially introduce additional forces into a theater of operations.

Capabilities

Basic Officer Course

B120636

MAGTF Fundamentals

MAGTF Capabilities (Continued)


Capabilities (Continued) Conduct operations ashore using organic combat service support brought into the area of operations. Enable the introduction of follow-on forces by securing staging areas ashore. Operate in rural and urban environments. Operate under nuclear, biological, and chemical warfare conditions. Withdraw rapidly at the conclusion of operations. Participate fully in the joint planning process and successfully integrate MAGTF operations with those of the joint force.

MAGTF Elements
MAGTF Organization As a modular organization, the MAGTF can be tailored to each mission through task organization. This building block approach also makes reorganization a matter of routine. In addition to the Marine Corps units, MAGTFs may have attached forces from other service and nations; e.g., naval construction force, multiple launch rocket system batteries, and armor brigades. A key feature of Marine expeditionary organization is expandability. Crisis response requires the ability to expand the expeditionary force after its introduction in theater without sacrificing the continuity of operational capability. The MAGTFs modular structure lends itself to rapid expansion into a larger force or integration into a joint or multinational force because the MAGTF structure parallels the structure of a multidimensional joint force. Marine forces integrated into a joint or multinational force are normally employed by the joint force commander as a MAGTF. As a task organized force, the MAGTFs size and composition depend on the committed mission. If a MAGTF is deprived of a part of its combat forces, accomplishment of the mission for which it is tailored is jeopardized.

Basic Officer Course

B120636

MAGTF Fundamentals

MAGTF Elements (Continued)


MAGTF Organization (Continued) However, on a day-to-day basis, the MAGTF may be tasked to conduct operations in support of another force and will identify capabilities; e.g., air sorties, beach and port operations, and civil affairs, excess to its mission requirements to the joint force commander that may be of use to other components of the joint force. All MAGTFs are comprised of four core elements: A command element (CE). A ground combat element (GCE). An aviation combat element (ACE). A combat service support element (CSSE).

The MAGTFs combat forces reside within these four elements. Although MAGTFs will differ because of mission forces assigned, a standard procedure exists for organization, planning, and operations. Command Element (CE) The CE is the MAGTF headquarters. As with all other MAGTF elements it is task organized to provide the command and control capabilities necessary for effective planning, execution, and assessment of operations across the warfighting functions. The six warfighting functions are: Command and control. Intelligence. Maneuver. Fires. Logistics. Force protection.

When integrated into a joint force, the CE can exercise command and control within the joint force from the sea or ashore and/or act as a core element around which a joint task force headquarters may be formed. It can also provide interagency coordination for military operations other than war and provide a reach back capability for component commanders.

Basic Officer Course

B120636

MAGTF Fundamentals

MAGTF Elements (Continued)


Ground Combat Element (GCE) The GCE is task organized to conduct ground operations, project combat power, and contribute to battlespace dominance in support of the MAGTFs mission. It is formed around an infantry organization reinforced with artillery, reconnaissance, assault amphibian, tank, and engineer forces. The GCE can vary in size and composition from a rifle platoon to one or more Marine divisions. It is the only element that can seize and occupy terrain. The ACE is task organized to conduct air operations, project combat power, and contribute to battlespace dominance in support of the MAGTFs mission by performing some or all of the six functions of Marine aviation. It is formed around an aviation headquarters with air control agencies, aircraft squadrons or groups, and combat service support units. It can vary in size and composition from an aviation detachment of specifically required aircraft to one or more Marine aircraft wings. The ACE may be employed from ships or forward expeditionary land bases and can readily transition between sea bases and land bases without loss of capability. It has the capability of conducting aviation command and control across the battlespace. The CSSE is task organized to provide all functions of tactical logistics necessary to support the continued readiness and sustainability of the MAGTF. The CSSE is formed around a combat service support headquarters and may vary in size and composition from a support detachment to one or more Marine logistics groups. The CSSE, operating from sea bases or from expeditionary bases established ashore, enables sustainment of forces, thus extending the MAGTFs capabilities in time and space. It may be the main effort of the MAGTF during humanitarian assistance missions or selected phases of maritime prepositioning force (MPF) operations.

Air Combat Element (ACE)

Combat Service Support Element (CSSE)

Basic Officer Course

B120636

MAGTF Fundamentals

Types of MAGTFs
MAGTFs are integrated combined arms forces structured to accomplish specific missions. MAGTFs are generally categorized in four types: Marine expeditionary force. Marine expeditionary brigade. Marine expeditionary unit. Special purpose Marine air-ground task force.

Marine Expeditionary Force (MEF)

The MEF is the Marine Corps principal warfighting organization. It can conduct and sustain expeditionary operations in any geographic environment. MEFs are the sole standing MAGTFs; e.g., they exist in peacetime as well as wartime. Size and composition can vary greatly depending on the requirements of the mission. A lieutenant general normally commands a MEF. It can be comprised of: A standing command element. A GCE of one or more divisions. An ACE of one or more aircraft wings. A CSSE of one or more Marine logistics groups.

A MEF typically deploys by echelon with 60 days of sustainment. The MEF commander and staff can form the nucleus for a joint task force or functional component headquarters. A MEF nominally consists of a permanent CE as well as a tailored Marine division, Marine aircraft wing, and Marine logistics group. Each MEF deploys a Marine Expeditionary Unit (Special Operations Capable) (MEU[SOC]) on a continuous basis to provide forward presence and crisis response capabilities to the combatant commanders. The three standing MEFs are: I MEF based in southern California and Arizona. II MEF based in North Carolina and South Carolina. III MEF based in Okinawa, mainland Japan, and Hawaii.

10

Basic Officer Course

B120636

MAGTF Fundamentals

Types of MAGTFs (Continued)


Marine Expeditionary Brigade (MEB) The Marine expeditionary brigade (MEB) is the middleweight MAGTF. It is a crisis response force capable of forcible entry and enabling the introduction of follow-on forces. It can serve as part of a joint or multinational force and can provide the nucleus of a joint task force headquarters. It is unique in that it is the smallest MAGTF with a fully capable aviation element that performs all six functions of Marine aviation and is self-sustaining for 30 days. A MEB is capable of rapid deployment and employment deploying either by air, in combination with maritime pre-positioning ships, or by amphibious shipping. As a result, the MEB can conduct the full range of combat operations and may serve as the lead echelon of the MEF. The MEB is not a standing organization but rather imbedded within the MEF. As a result, MEBs are task organized for specific missions from assets with the MEF. The MEB conducts the mission or prepares for the subsequent arrival of the rest of the MEF or other joint or multinational forces. However, the deployment of a MEB does not necessarily mean that all the forces of the MEF will follow. Currently the 1st, 2nd, and 3rd MEBs have been designated within I, II, and III MEF and are commanded by the Deputy MEF Commander or other general officer. A MEB notionally consists of the following elements: A CE may include additional assets such as command and control, force reconnaissance company, signals intelligence capabilities from the radio battalion, and engineering capabilities from the naval construction regiments. It can also control the forces of other services and nations in missions ranging from combat in an urban area to disaster relief. A GCE is composed of an infantry regiment reinforced with artillery, reconnaissance, engineer, light armored reconnaissance units, assault amphibian units, and other attachments as required.

11

Basic Officer Course

B120636

MAGTF Fundamentals

Types of MAGTFs (Continued)


Marine Expeditionary Brigade (MEB) (Continued) An ACE is composed of a Marine aircraft group comprised of combat assault transport helicopters, utility and attack helicopters, vertical/short takeoff and landing fixed-wing attack aircraft, air refuelers/transport aircraft, and other detachments as required. A CSSE is task organized around a combat logistics regiment. This element has engineering, supply, transportation, landing support for beach, port, and airfield delivery, medical and maintenance capabilities.

The 4th MEB (AT) provides the unified combatant commanders with a rapidly deployable and sustainable specialized antiterrorism force to deter, detect, and defend against terrorist actions and conduct initial incident response to combat the threat of terrorism worldwide. Marine Expeditionary Unit (Special Operations Capable) (MEU[SOC]) The MEU(SOC) is the standard forward-deployed Marine expeditionary organization. A forward-deployed MEU(SOC) provides an immediate sea-based response to meet forward presence and power projection requirements. A colonel commands a MEU(SOC) which deploys with 15 days of supplies. The MEU(SOC) is normally comprised of A CE that may include additional assets such as command and control, force reconnaissance company, and signals intelligence capabilities from the radio battalion. A GCE comprised of an infantry battalion reinforced with artillery, reconnaissance, engineer, tanks, light armored reconnaissance units, assault amphibian units, and other attachments as required. An ACE comprised of a combat assault transport helicopter squadron reinforced with utility and attack helicopters, vertical/short takeoff and landing fixed wing attack aircraft, air refuelers/transport aircraft, and other detachments as required. A CSSE task organized around a MEU service support group. This element has engineering, supply, transportation, landing support, medical, and maintenance capabilities.

12

Basic Officer Course

B120636

MAGTF Fundamentals

Types of MAGTFs (Continued)


Marine Expeditionary Unit (Special Operations Capable) (MEU[SOC]) (Continued) A forward deployed MEU(SOC) operates continuously in the Mediterranean Sea, the western Pacific Ocean, and the Indian Ocean or Arabian Gulf region. Embarked aboard a Navy amphibious squadron, the MEU(SOC) provides a combatant commander or other operational commander a quick, sea-based reaction force for a wide variety of missions such as limited forcible entry operations, noncombatant evacuations, raids, or disaster relief. In many cases the MEU embarked on amphibious shipping may be the first US force at the scene of a crisis and can enable the actions of larger follow-on forces. It can provide a visible and credible presence in potential trouble spots and can demonstrate the US willingness to protect its interests overseas. While the MEU(SOC) is not a special operations force per se, it can support special operations forces and execute certain maritime special operations missions. These include reconnaissance and surveillance; specialized demolitions; tactical recovery of aircraft and personnel; seizure/recovery of offshore energy facilities; seizure/recovery of selected personnel or material; visit, board, search, and seizure of vessels; and in extremis hostage recovery. Prior to deployment, the MEU(SOC) undergoes an intensive 6-month training program focusing on its conventional and selected maritime special operations missions. Training culminates with a thorough evaluation and certification as special operations capable. To receive this certification, a MEU must demonstrate competence across the entire spectrum of requirement capabilities, be able to plan and execute any assigned mission within 6 hours of notification, and conduct multiple missions simultaneously. Inherent capabilities of a MEU(SOC) are divided into four broad categories: The complete list of capabilities subcategories for the MEU(SOC) is found in MCO 3120.9A, Policy for Marine Expeditionary Unit (Special Operations Capable) (MEU[SOC]).

13

Basic Officer Course

B120636

MAGTF Fundamentals

Types of MAGTFs (Continued)


Special Purpose Marine Air Ground Task Force (SPMAGTF) A special purpose MAGTF is a nonstanding MAGTF temporarily formed to conduct a specific mission for which a MEF or other unit is either inappropriate or unavailable. They are organized, trained, and equipped to conduct such a mission. SPMAGTFs have been deployed for a variety of missions such as humanitarian relief and coalition training. Designation of an SPMAGTF is based on The mission it is assigned (Special Purpose MAGTF Hurricane Relief). The location in which it will operate (Special Purpose MAGTF Somalia). The name of the exercise in which it will participate (Special Purpose MAGTF Unitas).

An SPMAGTF may be of any sizebut normally no larger than a MEUwith narrowly focused capabilities required to accomplish a particular mission. It may be task organized form non-deployed Marine Corps forces or formed on a contingency basis from a deployed MAGTF. Regimental level headquarters often assume the role as a special MAGTF CE and may conduct training in anticipated mission skills prior to establishment. A SPMAGTF may be deployed using commercial shipping or aircraft, strategic airlift, amphibious shipping, or organic Marine aviation. Air Contingency Force (ACF) An important type of SPMAGTF is the air contingency force (ACF). An ACF is an on-call, task organized alert force that is maintained by all three MEFs. Lead echelons of an ACF can deploy within 18 hours of notification. It can be dispatched virtually worldwide to respond to a rapidly developing crisis. The ACF is the MEFs force in readiness. It can deploy independently or in conjunction with amphibious forces, MPFs, or other expeditionary forces. Because it can deploy so rapidly, readiness is paramount. Equipment and supplies intended for use as part of an ACF are identified and, where appropriate, stored and staged for immediate deployment. Personnel continuous focus is on their tactical readiness. The ACF is airlifted to a secure airfield and carries its own initial sustainment.

14

Basic Officer Course

B120636

MAGTF Fundamentals

Types of MAGTFs (Continued)


Air Contingency Force (ACF) (Continued) The ACF is comprised of the same elements as any MAGTF although normally an ACF is a MEU-size force. Due to the need to reduce to an absolute minimum the size and weight of an air deployed force, only those personnel and equipment needed to perform the function of each MAGTF element are included in the ACF.

Location of Major Combat Organizations


MAGTFs are located throughout the world to speed their responsiveness to contingencies. The table below identifies their locations and the units that comprise their GCA, ACE, and CSSE.

MEF Location GCE

ACE

CSSE

III MEF Camp Courtney, Okinawa, Japan 1st Marine Division HQ, 2nd Marine Division HQ, 3rd Marine Division HQ Camp Pendleton, CA Camp Lejeune, NC Camp Courtney, Okinawa, Japan rd nd 3 Marine Aircraft Wing 2 Marine Aircraft 1st Marine Aircraft Wing HQ, Marine Corps Air Wing HQ, Marine HQ, Camp Foster, Station, Miramar, CA Corps Air Station Okinawa, Japan Cherry Point, NC 1st Marine Logistics 2nd Marine Logistics 3rd Marine Logistics Group, Camp Group HQ, Camp Group HQ, Camp Pendleton, CA Lejeune, NC Kinser, Okinawa, Japan

I MEF Camp Pendleton, CA

II MEF Camp Lejeune, NC

Summary
The fundamentals involved with understanding the Marine air-ground task force are invaluable to you as an officer, because it helps you to understand the larger picture of how the Marine Corps fights. The concepts that were presented herein are the basics that you need to understand but are not all inclusive. To continue your study of the fundamentals of the MAGTF and its employment, see the references below.

15

Basic Officer Course

B120636

MAGTF Fundamentals

References
Reference Number or Author MCDP 1-0 MCO 3120.9A MCRP 5-12D MCWP 4 Reference Title Marine Corps Operations Policy for Marine Expeditionary Unit (Special Operations Capable) (MEU[SOC]) Organization of the Marine Corps Forces Logistics

Glossary of Terms and Acronyms


Term or Acronym ACE ACF CA CE CSSE GCE HQ MAGTF MEB MEF MEU MEU(SOC) NC NCA SPMAGTF US Definition or Identification Aviation combat element Air contingency force California Command element Combat service support element Ground combat element Headquarters Marine air-ground task force Marine expeditionary brigade Marine expeditionary force Marine expeditionary unit Marine expeditionary unit (special operations capable) North Carolina National Command Authority Special Purpose Marine Air-Ground Task Force United States

Notes

16

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

COMBAT SERVICE SUPPORT B2G3217 STUDENT HANDOUT

Basic Officer Course

B2G3217

Combat Service Support

Combat Service Support


Introduction Logistics and combat service support (CSS) are essential for the Marine Corps to continue to maintain itself as the expeditionary force in readiness. Logistics and CSS provide the ability to move rapidly, on short notice, with selfcontained and self-sustained forces to wherever needed in order to accomplish whatever mission is required. Logistics and CSS are critical to every Marine Corps operation. Regardless of your Military Occupational Specialty (MOS), every Lieutenant will be a part of the logistics process, and will be impacted by logistics and CSS at some time. It is not enough that those assigned a CSS MOS understand logistics. All warfighters must understand how logistics can impact operations, how to plan accordingly in order to extend operational limits, and anticipate requirements in a changing environment. Todays class is designed to give you an overview of logistics and combat service support, starting with a broad perspective and narrowing down to the tactical level. This class will provide you with the information needed to understand how logistical support is planned and executed, and where you fit into that process no matter what your MOS. This lesson covers the following topics: Topic Differences Between Logistics and CSS Functions of Tactical Logistics Classes of Supply Principles of CSS and Methods of Distribution Logistics Capabilities within the Marine Expeditionary Force (MEF) Requesting CSS Planning for CSS Maritime Prepositioning Force Concepts Summary References Glossary of Terms and Acronyms Notes Page 4 7 9 10 13 17 18 19 20 21 21 23

Importance

In This Lesson

Basic Officer Course

B2G3217

Combat Service Support

Combat Service Support (Continued)


Learning Objectives Terminal Learning Objectives MCCS-CSS-2302. Given a mission with logistics support requirements, initiate a logistics support request to accomplish the mission. Enabling Learning Objectives MCCS-CSS-2302a. Without the aid of references, define logistics without error. MCCS-CSS-2302b. Without the aid of references, define combat service support without error. MCCS-CSS-2302c. Without the aid of references, describe the functional areas of combat service support without omission. MCCS-CSS-2302d. Without the aid of references, describe the principles of combat service support without omission. MCCS-CSS-2302e. Without the aid of references, define the classes of supply without error. MCCS-CSS-2302f. Without the aid of references, describe the organization of a Marine Logistics Group, without omission.

Basic Officer Course

B2G3217

Combat Service Support

Differences between Logistics and Combat Service Support


What is Logistics MCDP-4, Logistics, establishes a conceptual framework for the understanding and practice of how we as Marines execute logistics in the conduct of war. In describing the theory and philosophy of military logistics as applied by the Marine Corps, MCDP-4 creates an inseparable bond with MCDP-1, Warfighting. Logistics: Is the science of planning and carrying out the movement and maintenance of forces. Provides the resources of combat power, positions these resources on the battlefield, sustains them throughout the execution of operations, and regenerates forces for follow-on missions. Recognizes that war is conducted in an environment of complexity, fluidity, disorder, and uncertainty and seeks to provide the commander with the physical means to win in this environment. Is the science and art of war: Logistics deals with facts, calculations, numbers and variables, and it also demands creativity, ingenuity, and initiative to maximize resources in the support of operations.

Logistics and Maneuver Warfare

As stated clearly in MCDP-1, we are guided by the philosophy of maneuver warfare, which emphasizes rapid, focused effort, tactical and operational flexibility, and decentralized adaptation. Because maneuver warfare focuses on the enemy and its critical vulnerabilities, by expanding our operational possibilities, logistics capabilities allow us to seek out and exploit those vulnerabilities. Maneuver warfare also depends heavily on the use of tempo. Logistics must enable the generation and maintenance of tempo by creating flexible and dynamic support networks to allow us to quickly focus combat power and sustain that combat power throughout the course of operations.

Basic Officer Course

B2G3217

Combat Service Support

Differences between Logistics and Combat Service Support (Continued)


Logistics and Maneuver Warfare (Continued)

STRATEGIC

PROCUREMENT MOBILIZATION WAR RESERVES MATERIAL READINESS DEPLOYMENT SUPPORT FACILITIES STRATEGIC AIRLIFT AND SEALIFT FORCE REGENERATION FORCE CLOSURE ARRIVAL AND ASSEMBLY INTRATHEATER LIFT THEATER DISTRIBUTION SUSTAINMENT RECONSTITUTION & REDEPLOYMENT

OPERATIONAL

TACTICAL

SUPPLY MAINTENANCE TRANSPORTATION HEALTH SERVICES ENGINEERING SERVICES

Logistics Functions and the Levels of War

Basic Officer Course

B2G3217

Combat Service Support

Differences between Logistics and Combat Service Support (Continued)


Combat Service Support Although the terms logistics and combat service support are often used interchangeably, they are distinctly different terms. Logistics, as described above, is the larger concept. Logistics in its entirety spans all three levels of war as can be see in the diagram above. CSS deals with the support provided to combat forces, primarily at the tactical level of war. Combat service support is the Activity that actually provides services and supplies to the combat forces. Performance of those essential logistics functions, activities, and tasks that are performed to maintain combat effectiveness in the area of operations (AO).

The application of CSS affects tactical operations; the goal of CSS is to provide the right equipment, at the right place, at the right time to support operations. Since most of the delivery of resources occurs at the tactical level of war, combat service support has been considered to be essentially the same as tactical logistics. Indeed, Marine units have logistics officers and logistics sections, but the units that perform logistics functions for these units are referred to as the Logistics Combat Element (LCE).

Basic Officer Course

B2G3217

Combat Service Support

Functions of Tactical Logistics


Six Functional Areas of CSS. Each of the six CSS functions has several subfunctions associated with it. The table below lists the six functional areas of CSS and their sub-functions. Functional Description Sub-Functions Area Supply Provides operating forces Determination of with the material required for requirements operations Salvage The needs of the supported Disposal unit must be the basis of any Distribution supply efforts Procurement Classes of Supply list, page 8 Storage (including care while in storage) Maintenance Action taken to: Inspection and classification Keep material in serviceable Testing and calibration condition Modification Return material to service Reclamation Update/upgrade material Servicing, adjustment, and capability tuning Repair Rebuild and overhaul Recovery and evacuation Transportation The movement from the point of Motor transportation origin to destination of: Landing support Units Freight/passenger Personnel transportation Equipment Materials Handling Equipment Supplies Embarkation Air delivery Port and terminal operations

Basic Officer Course

B2G3217

Combat Service Support

Functions of Tactical Logistics (Continued)


Six Functional Areas of CSS (Continued). Functional Description Area General Involves post-assault Engineering engineering tasks performed in support of succeeding combat echelons Improving routes of communications Breaching additional passages through obstacles Constructing additional obstacles Replacing assault bridging with more permanent structures Involves high standards of design and construction as well as detailed planning and preparation Normally serves the whole Marine Air-Ground Task Force (MAGTF) Health Services Mental and dental tasks and functions to care for and treat sick and injured personnel in peace and war Sub-Functions Engineer reconnaissance Demolition and obstacle removal Construction (horizontal and vertical) Explosive ordnance disposal Facilities maintenance

Health maintenance Casualty treatment Casualty collection Temporary hospitalization and evacuation Postal Information systems Security support Civil affairs support Disbursing Exchange services Legal services Mortuary Affairs Food Services

Services

Areas that involve force sustainment

Basic Officer Course

B2G3217

Combat Service Support

Classes of Supply
The classes of supply shown in the chart below provide a means of grouping like items for ease of receipt, storage and distribution. The critical classes of supply at the tactical level are I, III and V since they are the items most important to maintaining the tempo of operations.

Class I II III IV V VI VII VIII IX X

Description Subsistence, which includes rations and health and welfare items Minor end items, which includes clothing and individual equipment Petroleum, Oils and Lubricants Construction materials Ammunition: Ground (W) and Aviation (A) Personal demand items Major end items (Tanks, HMMWV, etc) Medical supplies Repair parts Non-military materials (items to support humanitarian ops or augment NGOs)

Basic Officer Course

B2G3217

Combat Service Support

Principles of CSS and Methods of Distribution


Seven Principles of CSS. The seven principles of CSS, like the principles of war, are guides for planning, organization, management, and execution. The success of the overall support effort and, consequently, the success of the combat force, will depend on the skillful application of these principles.

Principles of CSS Responsiveness

Simplicity Flexibility

Economy

Attainability

Sustainability

Survivability

Description Providing the right support at the right time in the right place CSS planning and operations must complement tactical plans and operations to enhance the supported units ability to accomplish its assigned mission The keystone of CSS principles Avoiding complexity Fosters efficiency in planning and execution of CSS operations Ability to adapt CSS structures and procedures to changing situations, missions, and concepts of operation Translates into the use of task organizations and varying mission structures to get the job done Providing support at the least cost in terms of resources available and necessary to accomplish the mission At some level and to some degree, resources are always limited Prudent and austere use of available combat service support assets The ability to provide the minimum essential supplies and services required to begin combat operations An operation should not begin until minimum essential levels of support are on hand Ability to maintain support throughout an operation, not just to start an operation The Logistics Combat Element (LCE) commander must focus on long-term objectives and requirements of the supported MAGTF or unit The inherent capacity of the organization and its capabilities to prevail in the face of potential destruction

Methods of Distribution

Push vs. Pull Logistics Support. To provide logistics resources to the forces from the CSS units, the Marine Corps tactical distribution system operates on a set of procedures. Reduced to its simplest form, two types of procedures can be employed to effect distribution.

10

Basic Officer Course

B2G3217

Combat Service Support

Principles of CSS and Methods of Distribution (Continued)


Methods of Distribution (Continued) The first method places almost total responsibility on the unit needing support. When a unit requires support of some type, it generates a request. The logistics system provides resources in response to the request. This type of procedure is known as demand-pull or simply pull. At the other extreme, it is possible to design a system that provides resources without any action on the part of the unit receiving support. Resources are automatically allocated and delivered to the supported unit according to planned schedules and formulas. This method is referred to as supply-push or simply push. The push concept uses calculations of anticipated logistics requirements to position or deliver resources where and when they are likely to be needed. While normally associated with supply, the push concept can be applied to most logistics functions. Medical facilities can be prepositioned based on projected casualty rates in certain sectors. Maintenance teams can be moved forward in anticipation of future requirements. Push logistics develops detailed plans for the provision of support and provides resources on some type of schedule. The push concept relieves the tactical commander of much of the burden to project logistics requirements and to request the support; it provides regular and generally dependable support. On the other hand, because push logistics relies on anticipation and planning, the tactical commander may be overburdened by excess quantities of certain items while going short in others. The push concept requires accurate estimates for the tempo of operations and corresponding consumption rates. Underestimating results in shortages while overestimating results in unnecessary resources spread throughout the area of operations. In addition, pure push systems usually lack the flexibility to respond to the dynamic needs of combat. In the pull method, the operating unit directly controls the orders for resupply as well as calls for engineering, maintenance, and other support services. The supported unit takes on greater responsibility for anticipating and defining requirements as well as ensuring that those requirements are submitted in time to arrive where and when required.

11

Basic Officer Course

B2G3217

Combat Service Support

Principles of CSS and Methods of Distribution (Continued)


Methods of Distribution (Continued) The advantage is that the tactical commander receives only the support that is actually needed. This permits forces to enhance their mobility by carrying the minimum quantities of supplies or support assets. The pull method benefits the logistics system in that it provided greater efficiency through reduction in the overall quantity of resources required. While pull systems may be more efficient, their effectiveness depends on the logistics systems ability to successfully react to the extensive requirements that may be placed upon it. The success of the pull method has greatly improved with enhanced communications and information management, as well as a more responsive distribution network. However, the ability of any system to react to the uncertainties of war will always have limits. In war, consumption rates can be unpredictable, communications between the operating forces and the support infrastructure may be limited or unavailable, and delivery times may be uncertain. The dilemma for the commander is whether to rely on push support based on anticipated needs or on pull support as determined by user demand. Marine logistics traditionally employs a combination of both methods. (see table below). Initial sustainment is provided by the push method; strategic and operational agencies push most of the projected logistic support into the area of operations based on the anticipated level of operations. Tactical units receive routine support, such as resupply of food, water, and ammunition, on a standard schedule based on their consumption rates and employment. At the same time, units pull specific kinds of logistic support, such as maintenance, engineering, and medical services, from taskorganized combat service support units or detachments on an as-required basis.

Push vs. Pull Active Reactive Resources scheduled Resources requested Logistics anticipates Supported unit anticipates Less efficient More efficient Based on estimated consumption rate Based on actual consumption rate due to planned operational tempo Push vs. Pull Distribution

12

Basic Officer Course

B2G3217

Combat Service Support

Logistics Capabilities within the MEF


Organization for CSS. All elements of the MAGTF execute tactical logistics to some degree by employing organic capabilities. The initial source of ground or aviation logistics support available to any unit is its own organic capability and is generally termed combat support. Organic capabilities are defined in the units mission statement and the units resources are delineated in its table of organization and its table of equipmentthe personnel and equipment the commander owns. (Note: Aviation Combat Element (ACE) Aviation Logistics (AVLOG) consisting of supply, maintenance, and other related functions necessary to maintain aircraft are provided by the Marine Aviation Logistics Squadron (MALS).

Command Element
MEF G-4

Ground Combat Element


Div G-4 Truck Company Organic capabilities

Aviation Combat Element


Wing G-4 MWSG/MWSS/MALS

Logistics Combat Element

Logistics in the MEF


MLG

CLR (FWD) HQ Co Comm Co MP Co Svc Co Food Svc Co MEU CLB MEU CLB MEU CLB LS/BTO Co

DS CLR HQ Co

GS CLR HQ Co

Dental Bn

Engr Spt Bn

CLB HQ Co Trans Co Support Co

CLB HQ Co Trans Co Support Co

CLB Maint Bn HQ Co CLC (MAW) Trans Co CLC (MAW) Support Co Supply Co GS MT Co HQ Co Sup Bn Medical Bn

Organization of the Marine Logistics Group

13

Basic Officer Course

B2G3217

Combat Service Support

Logistics Capabilities within the MEF (Continued)


Not all organizations in the Marine Corps will have the capability to perform the six functional areas of CSS. At a minimum, all organizations will have the capability (albeit limited in some cases) to perform supply, maintenance, and transportation. Most units will have a limited capability to perform services and health services. Only some units will have the organic capability to perform general engineering. The Logistics Combat Element (LCE), possessing capabilities beyond those found in the other MAGTF elements, conducts CSS operations and to some degree the other logistics functions found at the operational level of war to provide any additional logistical support the other MAGTF elements may require. The MEF commander utilizes the LCE to support and sustain MEF operations. The LCE may support the MEF utilizing permanently-structured or tasked-organized units to accomplish an assigned mission. They may perform a specific functional task or provide capabilities across a spectrum of functions based on the mission assigned.

Permanently-Structured Units

In permanently-structured logistics units, control and coordination of functional CSS capabilities are normally centralized to achieve maximum efficiency. The two major permanently-structured logistics organizations within the MEF are the: Marine Logistics Group (MLG) Marine Wing Support Group (MWSG)

Permanently Structured Units Marine Logistics Group (MLG)

Description Is the primary logistics organization in the Operating Forces. Mission is to provide sustained logistics to the MEF. Is organized into three regiments which may have either cross functional or functional battalions. (Refer to MLG organizational chart above.) Is designed to support one Marine Division (MarDiv) and one Marine Aircraft Wing (MAW) when: o Deployed as a MAGTF. o Separately deployed . o In garrison.

14

Basic Officer Course

B2G3217

Combat Service Support

Logistics Capabilities within the MEF (Continued)


Permanently Structured Units Combat Logistics Regiment (FWD) (CLR (FWD) ) Description Provide landing support and terminal operations in support of MAGTF operations Provide communications support for the MLG HQ Coordinate the marshalling and deployment support for the MEF with necessary augmentation from supported units as required Coordinate services and food service support provided to the MAGTFs beyond organic capabilities of supported units in the functional areas of disbursing, postal, exchange services, and mortuary affairs. Provide administrative support including maintenance of personnel records for Navy personnel assigned to the MLG. Plan and coordinate the deployment, employment and redeployment of the regiment, its subordinate battalions, and attached units. Plan, coordinate and supervise unit training to prepare subordinate battalions for tactical deployments and combat operations. Plan and coordinate the sustainment of the subordinate battalions and attached units. Provide bulk liquids distribution and medium and heavy-lift motor transport in support of regimental operations. Provide command and control of intermediate level supply support, field level maintenance, procurement management and level II health services in general support of the MEF and its subordinate elements, or as the MLG directs. Plan, coordinate and conduct logistics operations in support of direct support CLR operations. Plan and coordinate the deployment, employment and redeployment of the regiment, its subordinate battalions, and attached units. Plan, coordinate and supervise unit training to prepare subordinate battalions for tactical deployments and combat operations. Plan and coordinate the sustainment of its subordinate battalions and attached units.

Direct Support Combat Logistics Regiment (DS CLR) General Support Combat Logistics Regiment (GS CLR)

15

Basic Officer Course

B2G3217

Combat Service Support

Logistics Capabilities within the MEF (Continued)


Permanently Structured Units Marine Wing Support Group (MWSG) Description Provide essential aviation ground support (AGS) to the Marine Aircraft Wing (MAW) and its components. Functions include: internal airfield communications, construction, utilities, material handling equipment, motor transport, field messing, medical services, and law enforcement. Air base services support are also provided including: explosive ordnance disposal, aircraft rescue and firefighting, aircraft recovery services, fuel services, and weather services. Composed of four squadrons. All squadrons routinely operate in direct support of the MAW, and are structured to provide AGS for one airfield and two remote sites. Plan and coordinate the support received from the LCE to the MAW.

Task-organized CSS Units

A task-organized LCE is a unit tailored to meet the specific support requirements of a MAGTF. The designation, size, and composition of the MAGTF LCE are functions of the mission, size, and composition of the MAGTF itself.

Task-organized Units Combat Logistics Regiment

Description Task-organized from the LCE to support the Marine Expeditionary Brigade. Typically formed to support a Regimental Landing Team and its attachments. Draws its personnel and equipment from the MLG. The task organized LCE of the MEU Draws its personnel and equipment from the MLG. A separate task organization of CSS assets Is formed to provide any range or combination of CSS functions to the MAGTF or designated subordinate elements. Task-organized to provide direct support to a MAGTF element or additional CSS to a wing support unit located at a forward operating base (FOB).

MEU Combat Logistics Battalion (MCLB) Combat Logistics Company

16

Basic Officer Course

B2G3217

Combat Service Support

Requesting CSS
As stated earlier, the organizations personnel and equipment will provide the initial CSS. The logistics officer (S-4) is responsible for coordinating support for the organizations requirements. When the organizations requirements exceed the capability of its assets, the logistics officer requests assistance from the LCE. The LCE has an operations cell, the Combat Logistics Operations Center (CLOC) similar to the combat operations center (COC) of a ground combat unit. The CLOC Is the agency that controls and coordinates the day-to-day operations of the CSS organization. Focuses on meeting the needs of the supported units. MLGs, MCLBs, and CLRs operate CLOCs twenty-four hours a day during combat operations. Receives requests for support from elements of the MAGTF. Coordinates the support from units in the LCE.

CSS Request Process

MCLD 3 5

51

CLD 5

17

Basic Officer Course

B2G3217

Combat Service Support

Planning for CSS


The following basic concepts govern the planning of tactical logistics: Logistic planning should be concurrent with operations planning. Combat and combat support units should exploit their organic logistics capabilities before requesting assistance from combat service support sources. The logistics system used must be responsive, effective, and efficient. Planning for a single mission or contingency is relatively straightforward but rarely the norm. Multiple, concurrent operations frequently occur whose requirements conflict and compete for the same resources and constrain preparations for response. Logistics planners accommodate potential or actual competing requirements for resources by Apportioning or allocating available resources Establishing distribution/support priorities in accordance with operational priorities Anticipating demands

As a platoon commander, you know how many Marines you have, what equipment you have, and what you are going to undertake (mission and commanders intent). From this knowledge you can derive logistical considerations, plan for your supporting requirements, and keep yourself combat effective for this and subsequent missions. PLAN AHEAD! Sample Problem 1: In desert conditions, Marines require approximately 8 gallons of water per day. If a Marine can only carry 2 gallons on his or her person in addition to the rest of the combat load, you have a shortfall of almost 200 gallons per day per platoon. When/where are you going to need and want resupply of water? What else can you do to solve this problem so as to not slow down or hamper your mission? Sample Problem 2: Your mission is to destroy a dug-in platoon on Hill 110, occupy the terrain, and be prepared to conduct patrolling operations in the vicinity. Before you step off into the attack, you know that you are going to expend a lot of ammunition (more than you can carry) in the attack and are going to need a resupply in order to conduct your follow-on mission. Arrange for that now!

18

Basic Officer Course

B2G3217

Combat Service Support

Maritime Prepositioning Force Concepts


The Maritime Prepositioning Force (MPF) gives the Marine Corps a flexible strategic power projection capability that enables responsiveness to regional crises or natural disasters. The MPF complements the Marine Corps amphibious capabilities. The MPF consists of three forward-deployed Maritime Prepositioning Squadrons (MPS) of three ships each, which are either at sea or temporarily in port for equipment upkeep. The makeup of the squadrons can be adjusted based on requirements. The MPS can support units ranging from MEU-size to MEF-size, using some or all of the squadrons ships. Equipment is ready for immediate use upon offload. Examples of MPF employment include Desert Shield/Desert Storm, Somalia, and Operation Iraqi Freedom. An Alert-Order generates movement of MPS into the area of operations. MPF offload requires a permissive environment with an adequate port and airfields. An advanced party of key personnel and equipment known as the fly-in echelon flies into theater via strategic air in order to prepare for the offload and link up with the incoming ships. As the offload begins, a phased flow of forces begins to link up with the offloaded equipment. Combat service support units facilitate the influx of equipment and personnel at the port and airfield and coordinate movement to appropriate assembly areas.

19

Basic Officer Course

B2G3217

Combat Service Support

Summary
Good platoon commanders know that their moral authority to lead is built in part on their ability to take care of their Marines and their basic needs. Hence, platoon commanders need to be thinking ahead and planning for logistics that complement and enable their tactics. Logistics is an integral and inseparable part of war. Our approach to logistics recognizes and accepts war as a complex, uncertain, disorderly, and time-competitive clash of wills and seeks to provide the commander with the physical means to win in this environment. We seek logistics capabilities that extend our operational limits, and that allow us to anticipate requirements while remaining flexible, adaptable, and responsive to the changing conditions in the battle space. Marine logistics capabilities are based upon our warfighting philosophy of maneuver warfare. Our logistics support and enhance the conduct of operations that Are oriented on the enemy. Have a specific focus of effort. Are conducted in accordance with the commanders intent. Help generate and maintain a high tempo of operations.

Marine logistics are expeditionary in nature and naval in character. They are built on core capabilities at the strategic, operational, and tactical levels. They are conducted through integrated and flexible planning and the exercise of responsive command and control. People are the foundation of Marine logistics. Marine logistics depends upon the exercise of Leadership. Discipline. Attention to detail. Responsiveness.

by both the units supported by the logistics system, and by the individuals who work within that system. Our doctrine, education, training, organization, procedures, and equipment provide the means for implementing Marine logistics. These components of our logistics capability reflect the unique requirements of maneuver warfare and our expeditionary nature. Together with our personnel, they provide a common basis for the conduct of effective logistical activities across the range of military operations.

20

Basic Officer Course

B2G3217

Combat Service Support

References
Reference Number or Author MCDP 4 MCDP 1-0 MCO 3120.9A MCWP 4-11 MCWP 4-11.4 MCWP 4-12 MCO P4790.2C JP 3-02.1 MCRP 3-31B MCWP 3-31.5 MCWP 3-32 Reference Title Logistics Marine Corps Operations Policy for Marine Expeditionary Unit (Special Operations Capable) (MEU[SOC]) Tactical Level Logistics Maintenance Operations Operational Level Logistics MIMMS Field Procedures Manual Joint Tactics, Techniques and Procedures for Landing Force Operations Amphibious Ships and Landing Craft Ship to Shore Movement Maritime Preposition Force Operations

Glossary of Terms and Acronyms


Term or Acronym ACE AGS AO AVLOG CLB CLD CLOC CLR COC CSS Definition or Identification Aviation Combat Element Aviation Ground Support Area of operations Aviation Logistics Combat Logistics Battalion Combat Logistics Detachment Combat Logistics Operations Center Combat Logistics Regiment Combat Operations Center Combat Service Support

21

Basic Officer Course

B2G3217

Combat Service Support

Glossary of Terms and Acronyms (Continued)


Term or Acronym CSS Definition or Identification JP 1-02. The essential capabilities, functions, activities, and tasks necessary to sustain all elements of operating forces in theater at all levels of war. Within the national and theater logistic systems, it includes but is not limited to that support rendered by service forces in ensuring the aspects of supply, maintenance, transportation, health services, and other services required by aviation and ground combat troops to permit those units to accomplish their missions in combat. CSS encompasses those activities at all levels of war that produce sustainment to all operating forces on the battlefield. (Army) CSS also includes those activities in stability and support operations that sustain all operating forces. The included branches and functions are: Adjutant General Corps, Acquisition Corps, Chaplain Corps, Finance Corps, Judge Advocate General Corps, Medical Corps, Ordnance Corps, Transportation Corps, and the Quartermaster Corps. See FMs 8-10, 10-1, 100-5, and 100-10. Direct Support Combat Logistics Regiment Forward Operating Base General Support Combat Logistics Regiment Logistics Combat Element Landing Force Support Party Logistics Operation Center (JP 1-02, NATO) The science of planning and carrying out the movement and maintenance of forces. In its most comprehensive sense, those aspects of military operations which deal with: a. design and development, acquisition, storage, movement, distribution, maintenance, evacuation, and disposition of materiel; b. movement, evacuation, and hospitalization of personnel; c. acquisition or construction, maintenance, operation, and disposition of facilities; and d. acquisition or furnishing of services. See FMs 10-1 and 100-10. Marine Air-Ground Task Force Marine Aviation Logistics Squadron Marine Division Marine Aircraft Wing MEU Combat Logistics Battalion Mobile Combat Logistics Detachment Marine Expeditionary Force Marine Logistics Group Military Occupational Specialty Maritime Prepositioning Force

DS CLR FOB GS CLR LCE LFSP LOC Logistics

MAGTF MALS MARDIV MAW MCLB MCLD MEF MLG MOS MPF

22

Basic Officer Course

B2G3217

Combat Service Support

Glossary of Terms and Acronyms (Continued)


Term or Acronym MPS MWSG Pull Definition or Identification Maritime Prepositioning Squadron Marine Wing Support Group (FM 101-5-1) The need for a user of information or supplies to request each item individually and wait for the higher unit to furnish the items or fill the request. (FM 101-5-1) In logistics, the delivery of a predetermined amount of supplies to a user on a scheduled basis without the user requesting them.

Push

Notes

23

Basic Officer Course

Notes

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

MANAGING AND MAINTAINING GOVERNMENT PROPERTY B2G3237 STUDENT HANDOUT

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Managing and Maintaining Government Property


Introduction The Marine Corps holds specific personnel responsible to maintain and manage government property. At the tactical level, within your battalion or squadron you will have a supply officer that is appointed by the Battalion/Squadron Commander to control this property. The supply officer will delegate this responsibility to others in the command that have direct control over such assets. These individual are called Responsible Officers (ROs). The control of organic assets is vital to a units success. A loss of accountability of a principal end item such as a weapon or radio can lead to the units loss of a capability as well as lead to extensive investigations. As a newly commissioned officer in the Marine Corps you may find yourself in the role as a responsible officer. You must become familiar with the roles and regulations of this position to ensure you are keeping within the standards of all Marine Corps Orders and other regulations. This lesson will provide you an understanding of how to identify what you as a platoon commander rate as far as personnel and property. The main focus of this class will cover the roles of the responsible officer, how to deal with missing government property, how to conduct a temporary loan of your assets to another unit, and how to properly account for your Marines personal effects in specific cases. This lesson covers the following topics: Topic Basic Definitions Table of Organization and Equipment Categories of Maintenance Responsible Officer Missing Gear Temporary Loan Personal Effects Summary References Glossary of Terms and Acronyms Notes Page 4 5 6 7 8 9 10 11 11 12 12

Importance

In This Lesson

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Managing and Maintaining Government Property (Continued)


Learning Objectives Terminal Learning Objectives MCCS-CSS-2101. Given equipment and a unit, supervise maintenance at the small unit level to accomplish the mission. Enabling Learning Objectives MCCS-CSS-2101a. Without the aid of references, describe the five echelons of maintenance without omission. MCCS-CSS-2101b. Without the aid of references, describe the three levels of maintenance without omission. MCCS-CSS-2101c. Without the aid of references, define the elements responsible for repair/maintenance without error.

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Basic Definitions
Accountability An obligation imposed by law or lawful order or regulation of an officer or other individual for keeping accurate records of property, documents, or funds. The individual having this obligation may or may not have actual possession of the property, documents, or funds. Accountability is concerned primarily with records, while responsibility is concerned primarily with custody, care, and safekeeping. As defined in the Navy regulations, means an officer detailed to duty involving pecuniary responsibility for government property and funds in that individual's custody. The commanding officer of a unit having an organic supply account is considered to be an accountable officer. The obligation of an individual for proper management, custody, care, and safeguarding of property entrusted to that individual's possession or under his/her supervision. An individual appointed by proper authority to exercise custody, care, and safekeeping of property entrusted to that individual's possession or under his/her supervision; may include financial liability for losses occurring because of failure to exercise this obligation. A custody control document which identifies, by serial number, the items in the custody of the responsible officer. (See Appendix A.) The range and depth of items functionally related to and supporting an end item. This equipment assists in the operation of the end item. A publication that lists all components for an end item. One of the six functional areas of logistics. It consists of: All action taken to retain materiel in a serviceable condition or to restore it to serviceability. It includes: inspection, testing, servicing, classification as to serviceability, repair, rebuilding, and reclamation. All supply and repair action taken to keep a force in condition to carry out its mission.

Accountable Officer

Responsibility

Responsible Officer (RO)

Consolidated Memorandum Receipt (CMR) Collateral Equipment

SL-3 Publication Maintenance

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Table of Organization and Equipment


The Table of Organization (T/O) and Equipment (T/E) reports are published by the Commandant of the Marine Corps through the Total Force Structure office within MCCDC. These reports list all required allowances of authorized personnel and equipment for each unit with-in the Operating Forces, Bases and Stations as well as Reserves. Allowances established for the Operating Forces and Reserve list all anticipated combat requirements for each unit down to the company level.

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Categories of Maintenance
Three levels of maintenance exist within the Marine Corps ground equipment maintenance system: organizational, intermediate, and depot. Within these three levels are five echelons of maintenance. Each level and echelon is authorized to perform certain maintenance functions on certain commodity area items of equipment (e.g., communications, ordnance, motor transport). This capability is normally listed in a units T/O mission statement. Maintenance units are not restricted to performing only one echelon of maintenance. For example, a unit may be authorized to perform first and second echelon maintenance or even third or fourth. To manage maintenance effectively, commanders must understand their maintenance responsibilities and the maintenance responsibilities of those units in support.

Organizational Level Maintenance. The using unit performs organizational maintenance on its assigned equipment. All units within the Marine Division, Marine Logistics Group (MLG), and Marine Aircraft Wing possess the organizational capabilities to maintain their organic equipment. Organizational maintenance focuses on the operator and crew preventive/corrective measures required by technical publications, equipment failure, and service schedules. Organizational maintenance phases normally consist of inspecting, servicing, lubricating, adjusting, and replacing parts, minor assemblies, and subassemblies. Organizational maintenance includes first and second echelon maintenance responsibilities. Intermediate Level Maintenance: Intermediate maintenance is the responsibility of and performed by designated maintenance activities in direct support of using organizations. Intermediate maintenance phases normally consist of calibration, repair, or replacement of damaged or unserviceable parts, components, or assemblies; the emergency manufacture of non-available parts; and providing technical assistance to using organizations. Intermediate maintenance includes third and fourth echelon maintenance. Depot Level Maintenance. Depot maintenance is performed on materiel that requires a major overhaul or a complete rebuilding of parts, assemblies, subassemblies, and end items. This level of maintenance includes the manufacture of parts, modifications, testing, and reclamation, as required. Depot maintenance supports lower categories of maintenance by providing technical assistance and by performing maintenance that exceeds the lower categories level of responsibility. Depot maintenance also provides stocks of serviceable equipment that are not available in lower echelon maintenance activities. Depot maintenance includes the fifth echelon of maintenance.

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Responsible Officer
Responsible Officers (ROs) are assigned by the Battalion/Squadron Commander but assisted and managed by the Supply Officer to ensure all duties and responsibilities are adhered to. The following is a list of the basic duties and responsibilities that are required by each RO. Turnover responsibilities

Basic Duties

Ensure that property is properly maintained (SL-3 complete), safeguarded, and employed. Maintain proper records. Make frequent inspections. Report loss or damage. Report all overages and shortages. Old Responsible Officer: o Have a new CMR printed. o Assemble all receipts and vouchers. o Assemble all components lists (SL-3s). o Assist the new responsible officer. o Rectify all discrepancies with the supply officer. New Responsible Officer: o Obtain a copy of the CMR. o Personally inventory all items by serial number and SL-3 components. o Assemble and verify all receipt and vouchers. o Request an extension if necessary. o Submit discrepancy letter if necessary. o Sign CMR within 15 calendar days. Having subordinate Marine conduct inventory for you Not conducting an inventory at all. Not identifying all account discrepancies during acceptance . Requesting changes to account without proper documentation. Not ensuring SL-3 items are complete.

Common pitfalls when accepting CMR accounts

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Missing Government Property


When government property is lost, damaged, or destroyed, a Marine has the option to voluntarily reimburse the government. Voluntary reimbursement for lost, damaged, or destroyed government property will be considered as a free act for personal reasons and will not imply an admission of responsibility for fault or negligence for any purpose. No threat of disciplinary action or offer to withhold such action will be made to influence an individual's decision whether to accept responsibility for loss, damage, or destruction of government property and to voluntarily reimburse the government. If reimbursement is offered, it should be for full value of the property or, if applicable, the cost of restoring the property to its past condition. Reasonable caution must be taken to decide that such offers are not employed as means to acquire, for personal use, articles not customarily offered for sale or in short supply. There is no legal administrative process requiring reimbursement to the government. Voluntary reimbursement does not relieve an individual from consequences of wrongful acts. The following action must be taken before accepting a Marine's voluntary reimbursement: The Marine will be advised, as certified in writing, by a commissioned officer NOT in his/her chain of command, of the contents of paragraph 6007.1, MCO P4400.150D, and the receipt of that advice will be acknowledged in writing by the individual. The Marine will be advised, in writing, of the right to consult with a judge advocate concerning the reimbursement. If a judge advocate is not available, or if the Marine waives the right to consult with the judge advocate, a written statement or waiver will be attached to the voluntary consent for reimbursement. The Marine then takes the written certification to the supply officer and reimburses the government.

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Temporary Loan
There may be times when another unit requests to borrow your equipment for a period of time. This is most commonly referred to as a "temp loan." Temporary loans of organic property to an organization within another command are neither desired nor encouraged. However, upon determination by the commanding officer that such a loan is necessary and in the best interest of the Marine Corps, a loan may be authorized. As a general rule, temporary loans of organic property, when authorized by the commanding officer, will be made for 30 days with no more than one additional 30-day extension. However, the time may be extended, at the discretion of the commanding officer, not to exceed one year. Temporary loans should not be used in lieu of authorized allowances. Requirements should be anticipated and changes to formal T/E allowances should be initiated whenever possible. When you receive a request for a temp loan and you are willing to provide the support, you should: Notify your company commander or operations officer of the request. If approval is granted to temp loan the equipment, contact the unit supply officer and arrange for the transaction. When the unit comes to pick up the equipment, the supply officer or a representative should be present to draft the necessary documents, and a joint inventory and inspection of the equipment should be conducted. Upon return of the equipment, again, the supply officer or a representative should be present and a joint inventory and inspection made of the returned property.

The commanding officer who controls the account will establish procedures through the units supply officer to ensure recovery of property issued on temporary loan. The appropriate form for conducting the temporary loan transaction is NAVMC 10359, Equipment Custody Record (ECR) card.

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Personal Effects
From time to time Marines within your command will require their personal belongings to be inventoried and packed for long term storage. The supply officer will coordinate this process and ensure all rules and regulations are adhered to during these cases. The following section explains in detail how and when you will be required to conduct such an inventory. A personal effects inventory is required and will be conducted NOT LATER than 48 hours (72 hours if the timeframe involves a holiday weekend) after receipt of information that a member is in one of the following categories: Death. Missing. Hospitalized. Unauthorized absence. Incarcerated (arrested, serving sentence imposed by military or civil authorities). For any other reason that a member becomes separated from his/her property as outlined in MCO P4050.38B.

The following procedures are required to be followed for the inventory of personal effects and government property: The commanding officer (company, battery, etc.) appoints an inventory board consisting of one or more officers or staff noncommissioned officers to conduct the personal effects inventory. The commander can appoint a sergeant to conduct the inventory of the personal effects of sergeants and below. All personal effects will be assembled and inspected for government property. Inventory boards are authorized to remove and turn over to unit supply officers Marine Corps-owned organizational clothing and equipment from the personal effects and will cite such action on form NAVMC 10154 (Personal Effects Inventory Form). Personal effects are inventoried in accordance with Chapter 9 of MCO P4050.38B, Personal Effects and Baggage Manual. The unit supply officer will have a copy of this order. Upon completion of the inventory, the names, grades, and social security numbers of the individual(s) conducting the inventory will be typed or legibly printed on the form; the original of the inventory will be signed in the designated block by the senior member conducting the inventory. A continuous chain of receipts will be maintained until final disposition of the personal effects has been made. A copy of all inventories will be included in the member's SRB/OQR.

10

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Personal Effects (Continued)


The original of the inventory report will be placed in the member's SRB/OQR, as appropriate, with all documents related to the personal effects of the member. One signed copy will be placed inside the container with the effects. One copy will be retained by the commander or other official directing the inventory. One copy will be furnished to the personal effects and baggage custodian for the establishment of the case file and retained per SECNAVINST 5212.5C, page III4-14. Storage containers will be marked or tagged with the member's name, grade, SSN, status, and estimated time of return, if known, using form NAVMC 10241. Pending resolution, the personal effects will be afforded safekeeping, usually under the supervision of the unit supply officer, to prevent theft, pilferage, or unwarranted deterioration. The area designated for storage must be secured by lock, with access limited to those individuals with a need to be in the area.

It is the responsibility of the unit commander to identify a member as being in a status that would require a personal effects inventory. Once identified, it is also the responsibility of the unit commander to conduct the inventory and turn the property over to the unit supply officer in the prescribed timeframes.

Summary
While you may not ever be a Supply Officer, it is likely that you will be assigned as a RO for equipment organic to your unit. Therefore it is imperative that you familiarize yourself with the roles and regulations of this position to ensure you are keeping within the standards of all Marine Corps Orders and other regulations.

References
Reference Number or Author MCO P4400.150E MCO P4790.2C MCWP 4-11 MCWP 4-11.4 UM 4400-124 Reference Title Consumer-Level Supply Policy Manual MIMMS Field Procedures Manual Tactical Level Logistics Maintenance Operations FMF SASSY Using Unit Procedures

11

Basic Officer Course

B2G3237

Managing and Maintaining Government Property

Glossary of Terms and Acronyms


Term or Acronym CMR ECR MAGTF MLG RO T/E T/O Definition or Identification Consolidated Memorandum Receipt Equipment Custody Record Marine air-ground task force Marine Logistics Group Responsible Officer Table of equipment Table of organization

Notes

12

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

FITNESS REPORTS B3K3738 B3K4018 STUDENT HANDOUT

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

YOU WERE ISSUED A PERFORMANCE EVALUATION SYSTEM MANUAL (MCO P1610.7F) BRIEFLY REVIEW IT AND KEEP IT FOR REFERENCE. READ/REVIEW THIS STUDENT HANDOUT THOROUGHLY BEFORE EACH FITREP CLASS.

Fitness Report I, II, & III


Introduction The Fitness Report (FITREP) is the tool by which the Marine Corps evaluates a Marines performance for purposes of competitive selection (promotion, enlisted to officer programs, command assignment, retention, etc.). Sergeants through major generals receive fitness reports. As an officer, you will write fitness reports on your Marines, review the fitness reports of your peers or subordinate officers, and receive fitness reports from the officers appointed over you. Performance evaluation is a continuous, powerful, and one of the most critical responsibilities of an officer. No other product more directly determines the outcome of a Marines career than the Fitness Report. It remains the primary tool we use to determine who moves up and who moves out. Few things can harm your professional reputation as a Marine officer faster than a demonstrated lack of concern or proficiency with the FITREP process. Getting it wrong destroys faith in the process and the officer corps. Fitness Reports I focuses on the critical aspects of FITREP scoring which combine to create a writers scoring Profile. Along with the basics of the reporting chain, the class clearly establishes the officers responsibility to understand how reports are scored and ranked against others. The class also discusses relevant terms and definitions as well as a brief introduction to the FITREP format. Fitness Reports II focuses considerable attention on explaining how FITREP scores are converted to Relative Value, the representative means by which all FITREPs are evaluated by competitive selection boards. Fitness Reports III delves into the structure and range of the reporting cycle, including the variety of reporting circumstances possible within the system. These three classes are followed by a discussion group in which students discuss the class material and review simulated fitness reports they write on sample Marines. This lesson covers the following topics: Topic The Fitness Report Key Players The Audience
2

Importance

The Classes

Page 4 4 4
Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

Fitness Report Score and Reporting Senior Profile Performance Anchored Rating Scales The Competition Example Profile Example Profile List Relative Value Reviewing Officer Comparative Assessment Report Comments Promotion Endorsement Continuum Example Section I Comments: Top Performer Example Section I Comments: Middle of the Pack Example Section I Comments: Weak Performer Additional Resources Check Fitness Report Status Request OMPF with Reporting Profiles Example Fitness Report Discussion Group Case Study / Assignment Glossary of Terms and Acronyms Notes Learning Objectives Terminal Learning Objectives

6 7 7

10 15-18 19 19

MCCS-LDR-2103. Given Marines while serving as a supervisor, conduct performance evaluation to complete accurate, uninflated, timely and complete fitness reports in order to provide fair and accurate information for selection boards. Enabling Learning Objectives MCCS-LDR-2103a. With the aid of reference, describe reporting senior (RS) responsibilities without omission. MCCS-LDR-2103b. With the aid of reference, describe reviewing officer (RO) responsibilities without omission. MCCS-LDR-2103c. With the aid of reference, identify fitness report (FITREP) reporting occasions without omission. MCCS-LDR-2103d. Given Marines while serving as a supervisor, write a FITREP to record performance evaluation.

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

The Fitness Report The Fitness Report is one persons evaluation of one Marine at one rank in one billet. The design of the report is such that it facilitates the documentation of essential and critical information in a simple and direct manner. It is a simple communication between reporting officials and selection boards, essentially a Letter of Recommendation. A FITREP is NOT a disciplinary tool, a lever to exert influence or a counseling tool. Rather, it is the culmination of the counseling process. Fitness Report writing requires a blend of science and art. The science of a Fitness Report is largely dictated by Marine Corps Order (MCO) 1610.7e the Performance Evaluation System (PES). The art begins with the FITREP classes and discussions here at TBS. A sharp focus in these classes will provide a solid foundation that will be continuously honed in the fleet through instruction, mentorship, and practice.

The Key Players **All cooperate to insure timely and accurate reporting** Marine Reported On (MRO) Reporting Senior (RS) Any officer or enlisted member sergeant through major general who is the subject of the performance evaluation. Generally the first officer (commissioned or warrant) or civilian GS-9 or above in the MROs chain of command. In rare cases, the RS can be an equal ranking officer. Generally the first (commissioned) officer or GS-10 in the RSs chain of command Required for all adverse reports. Normally the RS of the RO, although certain exceptions may apply. (see par 5005 of the PES)

Reviewing Officer (RO) Third Officer Sighter

Chapter 2 of the PES delineates the specific responsibilities of the reporting chain.

The Audience The audience for a Fitness Report is NOT the MRO; it is the selection board. Officers and Senior enlisted members across the Marine Corps are regularly detailed to sit on various selection boards convened in and around Quantico. The primary information they rely upon to select Marines for promotion, command, and special programs comes from FITREP scores and comments that you generate. In essence, Fitness Reports are letters of recommendation.

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

Fitness Report Score and Reporting Senior Profile Performance Anchored Rating Scales (PARS) PARS are 14 professional attributes located on pages 2-4 of the report which can be evaluated on a range from A to G. These scales correspond to number values 1 to 7 which are averaged to produce a numerical score for the report. ___________________________________________________ The reporting profile is a list of all Fitness Report scores an RS has recorded for a particular rank. Profiles are constantly updated and maintained by HQMC as part of a RSs Official Military Personnel File (OMPF). Referencing this updated list allows an RS to insure current reports are accurately ranked against historical reports of the same grade. For this reason, profiles are similar in nature to your squad rankings. You dont just recreate the rankings each time; you evaluate the recent performance of your peers and use the previous list to update those rankings. (See Appendix G of the PES) ___________________________________________________ When you write a report, you are not simply comparing the MRO to recent reports; you are comparing the MRO to every report you have submitted for Marines of the same rank. That means you are comparing them to Marines who have long since moved past that rank or even active duty. FITREPS are a comparison of past and present performances, not people. ___________________________________________________

Reporting Senior Profile & List

The Competition

Example Profile:

Notethataveragescoresare differentforeveryrank.Thats whyFITREPscoresfordifferent rankscannotbecomparedtoone another

4.35

Example Profile List:

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

NotethatMROsoftenreceive multiplereportsfromthesame RS.Thatmeanstheycompete withthemselves

High,Low,& Avgscoresare reflectedin the1stLt profileabove

Relative Value (RV) Grading the Grader RV is the FITREP systems way of compensating for grading differences between Reporting Seniors. Like weighted points in a GPA, RV insures that all FITREPs are fair and consistent no matter how tough or easy the individual grader is. Example Relative Value Chart:

4.07

4.13

4.14

4.21

4.35

90

80

Scoresfromtheprofilearedistributed acrossabellcurvevaluedfrom80to100 withtheaveragereportvaluedata90. Everyofficerhasadifferentscoringprofile foreachrank,soconversiontoRV guaranteesconsistentevaluation.When reportsarebeingreviewedbyselection boards,RVisthe onlynumberused.

100

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

Reviewing Officer Comparative Assessment Item 3 of Section K of the FITREP on page 5 where the RO ranks the MRO on an 8Block vertical scale commonly referred to as the Christmas Tree. The RO compares the MRO to all Marines (past and present) of the grade whose professional abilities are known to the RO. (See par 4014 and Appendix G of the PES)

Report Comments Complimenting the score and ranking of the report, the comments provided on Page 5 by the RS and RO serve to summarize the MROs performance during the reporting period. Among other relevant information, comments should reflect: a) Demonstrated proficiency in execution of assigned duties b) Demonstrated leadership ability c) Endorsement for promotion and increased responsibility Comments are designed to clarify the score or rank of the report. For that matter, the flavor of the comments should match the score. *Note* Any adverse comment renders the entire report adverse. Forgettable performance must be matched by forgettable commentsnot negative comments. This is part of the Art of FITREP writing that you will learn with time and experience. Example Promotion Endorsement Continuum: Recommended for promotion ahead of contemporaries/peers Best Performer Ever: **Note: Per par 4003.7d, pg 4-12 of the PES, Accelerated Promotion recommendation requires justification using (Accelerated Promotion) Addendum page do not mark any block in SECT A, Item 7.** _____________________________________________________ An absolute must for promotion Top Performer: My Highest recommendation for promotion _____________________________________________________ Highly recommended for promotion Middle of the Pack: Promote at first opportunity Strongly recommended for promotion ___________________________________________________________ Recommended for promotion Weak Performer: Promote with peers Promote Nothing (saying nothingsays a lot)

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

Example Section I Comments: Top Performer


1. Marine Reported On: a. Last Name b. First Name c. MI d. SSN a. OCC 2. Occasion and Period Covered: b. From To

WILLIAMS

ROY

xxxxx6789

TR

20090105

20090704

I. DIRECTED AND ADDITIONAL COMMENTS -Sergeant Williams is an immensely talented and effective NCO who operates at a level beyond the grasp of his peers. Hand selected to assume a SNCO billet; he completely outperformed two seasoned Staff Sergeants. An absolute technical expert whose professional skill rivals that of an officer. He directs the various administrative and training requirements of his unit without fault. Demonstrates impeccable moral character and a matchless ability among his peers to lead and inspire Marines and Sailors. The Corps could not find a finer ambassador for recruiting duty. Highly recommended for any officer commissioning program. An absolute must for promotion. DIRECTED COMMENT: SECT. A, ITEM 6a: MRO was the subject of a Navy and Marine Corps Achievement Medal on 20090704.

PROFICIENCY:MOS
skillsandabilitytoexecute assignedduties

LEADERSHIP:How
welldoesMROlead,mentor Marines&Sailors

PROMOTION:How
stronglydoyoufeelMRO shouldbepromoted

Example Section I Comments: Middle of the Pack


1. Marine Reported On: a. Last Name b. First Name c. MI d. SSN a. OCC 2. Occasion and Period Covered: b. From To

WILLIAMS

ROY

xxxxx6789

TR

20090105

20090704

I. DIRECTED AND ADDITIONAL COMMENTS -Sergeant Williams is a talented NCO whose performance during the period was outstanding. Filling a SNCO billet, he quickly mastered his responsibilities and guided his section to superior results. A superb technician with impressive MOS and professional skills, he directed the various administrative and training requirements of his unit with impressive precision. A mature and dedicated leader who provides a guiding a steadying influence on his Marines and Sailors. Sergeant Williams is highly recommended for promotion and billets of increased responsibility. DIRECTED COMMENT: SECT. A, ITEM 6a: Corps Achievement Medal on 20090704 MRO was the subject of a Navy and Marine

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

Example Section I Comments: Weak Performer


1. Marine Reported On: a. Last Name b. First Name c. MI d. SSN a. OCC 2. Occasion and Period Covered: b. From To

WILLIAMS

ROY

xxxxx6789

TR

20090105

20090704

I. DIRECTED AND ADDITIONAL COMMENTS -Sergeant Williams is an effective NCO who operates at a level expected of a Marine with his rank and experience. Demonstrates the leadership and technical skills required to accomplish assigned billet responsibilities. Directs the various administrative and training requirements of his unit with limited guidance. Promote.

PROFICIENCY:MOS skillsandabilitytoexecute assignedduties

LEADERSHIP:How welldoesMROlead,mentor Marines&Sailors

PROMOTION:How stronglydoyoufeelMRO shouldbepromoted

Remember that any adverse comment renders the entire report adverse. Documenting weak performance often takes more time and creative writing skill. Note the unenthusiastic promotion endorsement for the weak performer. Thats a clear signal to any selection board that this Marine is not competitive with his/her peer group.

Additional Resources Check Reporting History:

https://www.manpower.usmc.mil/portal/page?_pageid=278, 1937147&_dad=portal&_schema=PORTAL
- Click Check Fitness Report Status under Online Applications Request OMPF with Reporting Lists & Profile:

https://www.manpower.usmc.mil/portal/page?_pageid=278, 1963381&_dad=portal&_schema=PORTAL
Click How to request your OMPF

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

Example Fitness Report:

10

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

11

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

12

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

13

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

Timothy C. Neder

-Concur with RS assessment; MRO is one of the best Non-Commissioned Officers I have observed in 10 years of combined service Surpasses his peers in every measurable category Excellent candidate for MECEP or other officer program Sergeant Williams has my highest recommendation for promotion and billets of increased responsibility

Robert B. Rehder Jr.

2009 07 04

14

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

DISCUSSION GROUP ASSIGNMENT: Sgt Bobby Rivera


After reviewing all information in the SHO, you will be prepared to practice what you have learned. Read the case study, complete the assigned tasks, and BPT discuss your work during the DG.

Introduction

It is 1 April 2011 and you have been the platoon commander of 2d Plt, Golf Co, 2d BN, 8th Marines since 1 Feb 2010. During that time you have conducted numerous field exercises, including battalion training deployments to both 29 Palms for a Mojave Viper and to Bridgeport, CA for cold weather training. As your company starts a week long operational pause to verify REDs and SGLI information and get caught up on medical and dental readiness, you find out that one of your sergeants, Sgt Bobby Rivera, has just received PCS orders to Quantico with a report date NLT 7 May. He has decided to request 3 weeks of leave in conjunction and will officially leave your plt in 2 weeks on 15 April 2011. Sgt Rivera, an 0311, is one of your squad leaders. He was promoted to Sgt on 1 Feb 2010, your first day in G/2/8. During your turnover with the previous platoon commander, he explained that Sgt Rivera was a great leader, but only average at PT. Since youve been plt cmdr, youve seen Sgt Rivera consistently go out of his way to train his fire team leaders in everything from OSMEAC, to land nav, to uniform regulations. While hes not the most technically or tactically proficient Sgt in your plt or in the company, he always works to better himself and takes learning his profession very seriously. Last fall, he volunteered to attend Sgts Course and graduated in the top 20% of his class (received a Not Observed report dated 2 Sept 2010 15 Oct 2010). He also qualified expert with rifle and pistol prior to going to Sergeants Course and received a Navy and Marine Corps Achievement Medal on 1 March 2011. Sgt Riveras PT performance leaves slightly more to be desired. His last PFT score was a 227 (run Jan of 2011) and he typically hovers around 12 pull ups and a 24 minute 3 mile run time. You rarely see him in the gym or out running on his own. He is 68 tall and weighs 186, but his body fat percentage is still within regulations at 18%. The last four of Sgt Riveras SSN are 4616. Your company commanders name is Capt Chris G. Carter and his last four are 2895. Your unit MCC is V28 and your RUC is 28582.

Sgt Riveras Performance

15

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

This is your RS profile list for Sergeants. Fill in the 5 boxes below and then use that information to fill out Sgt Riveras Sections A and I. Use the letter boxes to assign him a numeric score for this FitRep, depending on where you want to place him.

16

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

17

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

Be prepared to discuss the following questions: 1. How many days do you have to do Sgt Riveras FitRep? By what date should you have given it to him, if possible? 2. What was the occasion for his last FitRep? 3. What is the occasion for this FitRep and why? 4. Including the FitRep you give him, how many will Sgt Rivera have by the time he leaves Golf 2/8? 5. Why isnt Sgt Riveras rifle or pistol score recorded on this FitRep?

6. Why do you have 5 reports where the from time is 1 Feb 10?

7. Why did Sgt Johnson get a FitRep from you?

8. Does it matter what letter grades you assigned Sgt Rivera? Why or why not?

9. Who are some people you could send this report to for a Command Review?

10. This FitRep was filled out in pen. What would you use to fill out a real FitRep and where would you find it?

18

Basic Officer Course

B3K3738/B3K4018

Fitness Reports I, II & III

Glossary of Terms and Acronyms Term or Acronym PES FITREP MRO RS RO PARS RV Definition or Identification Performance Evaluation System Fitness Report Marine Reported On Reporting Senior Reviewing Officer Performance Anchored Rating Scale Relative Value

Notes

19

Basic Officer Course

Notes

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

PERSONNEL RECORDS B3K3958 STUDENT HANDOUT

Basic Officer Course

B3K3958

Personnel Records

Personnel Records
Introduction A great deal of your time as a platoon commander and Marine officer will be spent on administrative mattershow you take care of your Marines. Your administrative skills directly impact your professional reputation and the importance of administrative proficiency should not be discounted. This student handout is designed to familiarize you with some of the administrative matters encountered by a company grade officer. In this lesson, you will learn some of the basic skills that will help you as a Marine and, more importantly, as a leader of Marines. This lesson covers the following topics: Topic Marine Corps Administrators Official Military Personnel File (OMPF) Platoon Commanders Notebook Service Record Book/Officer Qualification Record (SRB/OQR) Record Audit Books Administrative Remarks Leave and Earning Statements (LES) Marine On-Line (MOL) myPay Summary References Glossary of Terms and Acronyms Lesson Purpose Page 3 5 7 10 12 18 22 26 30 33 33 34

Importance

In This Lesson

Upon completion of this lesson, you should be able to: Given the requirement, review personnel records for accuracy, per MCO 1070.14, MCO P1050.3H, and MCO P1070.12K. Given the requirement, describe elements of service record books and officer qualification records, without omission Given the requirement, identify documents that should be included in a Marine's occupational military personnel file (OMPF) without omission. Given the requirement, describe elements of a leave and earnings statement (LES), without omission.

Basic Officer Course

B3K3958

Personnel Records

Marine Corps Administrators


The ongoing efforts of the local administration shop ensure that units in the operating forces can continue to train for whatever the future might hold. Correspondence, personnel records, files, directives maintenance, and the unit diary are just some of the important functional areas that must be managed each day in the personnel administration center (PAC), consolidated administration center (CAC), or S-1 shop. Personnel Officer (0170) The personnel officer (PersO) Supervises the consolidated battalion/group/ squadron/base administrative office in matters pertaining to personnel administration. Possesses a thorough knowledge of the duties and tasks required for the military occupational specialty (MOS) o 0193 (personnel/administrative chief, master gunnery sergeant to staff sergeant). o 0121 (personnel clerk, sergeant to private). o 0151 (administrative clerk, sergeant to private). Functions as a supervisor, coordinator, and administrator of o The Marine Corps Total Force System (MCTFS). o Personnel record maintenance. o Clerical matters. Advises Marines on personal affairs, rights, benefits, and privileges accrued as a member of the US Armed Forces.

Due to the diversity of commands throughout the Marine Corps, the duties and tasks of the PersO may overlap those of the Adjutant.

Basic Officer Course

B3K3958

Personnel Records

Marine Corps Administrators (Continued)


Adjutant (0180) The Adjutant Supervises the consolidated battalion/group/ squadron/base administrative office in matters pertaining to personnel administration. Possesses a thorough knowledge of the duties and tasks required for the MOS o 0193 (personnel/administrative chief, master gunnery sergeant to staff sergeant). o 0121 (personnel clerk, sergeant to private). o 0151 (administrative clerk, sergeant to private). Functions as a supervisor, coordinator, and administrator of o The Marine Corps Total Force System (MCTFS). o Personnel record maintenance. o Clerical matters. Advises Marines on personal affairs, rights, benefits, and privileges accrued as a member of the US Armed Forces.

Due to the diversity of commands throughout the Marine Corps, the duties and tasks of the Adjutant may overlap those of the PersO.

Basic Officer Course

B3K3958

Personnel Records

Official Military Personnel File (OMPF)


Description The OMPF is the permanent record of a Marines career. The OMPF is Available only to the individual Marine and various official boards. Opened at the beginning of a Marine's career. Maintained throughout a Marines service. Used by promotion boards, performance review boards, career retention boards, and the Manpower Management Branch when making assignments and other related personnel decisions.

Completeness and accuracy is the individual Marine's responsibility. A Marine may (and should) obtain a copy of their OMPF by Submitting a written request to MMSB. Requesting in person at Building 2008, Quantico, Virginia.

The OMPF contains material organized into five sections: Service Folder Service folder. Commendatory/derogatory folder. Performance folder. Field folder SRB/OQR. Health folder.

The service folder section of the OMPF contains Contract information. Discharge documents. Reserve documents. Orders to active duty. General administrative and service documents.

Basic Officer Course

B3K3958

Personnel Records

Official Military Personnel File (OMPF) (Continued)


Commendatory/ Derogatory Folder The commendatory/derogatory folder section of the OMPF contains Civilian and military education. Personal awards documentation. Courts-martial/non-judicial punishment. Other material reflecting significant personal achievement or adversity pertinent to selection, assignment, and retention.

Performance Folder

The performance folder section of the OMPF contains Fitness reports. Standard addendum pages for all sergeants and above. Memoranda from CMC (MMSB) as necessary to record historical or administrative information.

Field Folder SRB/OQR

Documents in the service record book/officer qualification record (SRB/OQR) are filed in the Service Folder upon separation. The field folder SRB/OQR section of the OMPF contains Documents from previous SRB/OQRs for a Marine who has periods of broken service. A partial listing of documents and standard pages suitable for inclusion in the OMPF.

Health Folder

The health folder section of the OMPF is not maintained unless a Marine has broken service ending prior to 1994 or is presently on temporary disability retired list (TDRL). Health and dental records are sent to the Department of Veterans Affairs upon discharge. Marines are not authorized to remove, enter, or alter anything in their health or dental record.

Basic Officer Course

B3K3958

Personnel Records

The Platoon Commanders Notebook


Definition Informal documentation that assists the Platoon Commander in the leadership, counseling and development of his/her Marines MOL Information: o BIR o BTR o Education Record o RED Contact Information Biography Mentoring Form (Short-Term/Long-term Goals) Informal counselings/observations Other: POV/Motorcycle Safety Inspection

Contents

Format

Mentoring Form completed by mentee

Three-Ring Binder or Folder (Take to Field) Who has access & contributes to it? (Your discretion) o Platoon Sergeant o Platoon Guide o Squad Leader Platoon Sergeant & Squad Leader Notebook (Your discretion)
RUC: 30370 UIC: V36

Mentee Name: Cpl P. T. Moore Mentor Name: 2ndLt I. M. Hard Unit Address: 3d Bn, 6th Mar Administrative Questionnaire: Are there any known current medical problems that may Yes / No interfere with your ability to perform your job? Are there any known current problems that hinder your ability to Yes / No perform physical training? Are there any current existing family problems that you are Yes / No seeking assistance with or receiving counseling? Are there any current known Yes / No financial problems that you are having? Are you currently married? Do you Yes / No have children? Is your spouse a service member? Yes / No

Notes:

Notes:

Notes:

Notes:

Notes:

Notes:

Basic Officer Course

B3K3958

Personnel Records

Mentoring Form (Continued)

Unit Mission: -Close with and destroy the enemy by fire and maneuver or repel the enemys attack by fire and close combat. -As assigned by Sqd Ldr, Plt Sgt or Plt Cmdr Marines critical role in support of the units mission: -Effectively lead Fire Team -BPT act as Sqd Ldr in his absence -Be fully proficient in all weapon systems in Infantry Squad, to include radio and call for fire Identified Strengths: 1. Problem Solving 2. Time Management 3. Organizational Skills 4. Prioritizing Identified Weaknesses: 1. Memory of Names and details not associated with a process 2. Can be argumentative 3. Task completion (95% solution guy) 4. Currently PT Professional Goals Short-Term 1. Prepare Marines for deployment 2. Assignment as Squad Leader 3. MCI Personal Goals Short-Term 1. Buy Motorcycle 2. Read more 3. PT more Long-Term 1. Settle down, start family 2. Take college courses Long-Term 1. Sqd Leaders Course 2. Promotion to Sergeant 3. B-Billet to Drill Field

Basic Officer Course

B3K3958

Personnel Records

Sample Counseling Entries

Training Exercises / Tactical Operations 19 Aug 09 Exemplary performance of Cpl Binotz during Patrolling Exercise. Acted as Squad Leader in absence of Sgt Smith. Demonstrated strong planning and execution of security patrols, to include actions on enemy contact. Effectively maintained accountability of squad and equipment Personal Life / Purchases 21 Aug 09 Purchased Harley Davidson Motorcycle with loan from Navy Fed with $250 monthly payment. Will attend motorcycle safety course next week. Briefed and fully understands base regulations. Daily Observations 25 Aug 09 Observed Cpl Binotz conducting PCC/PCI of his Marines prior to live fire attack. Very detailed and proficient. Formal Performance Counseling 1 Sep 09 Counseled on his 4.5/4.4 Pro/Cons and what he needs to do to improve, specifically: improve PFT and technical knowledge of call for fire. Informal Counseling / EMI (Extra Military Instruction Cmdr Only) 1 Oct 09 Showed up late for PT, unshaven with smell of alcohol on his breath. Counseled by Plt Sgt. Assigned EMI: will stand uniform inspection tomorrow morning by Plt Sgt Formal Disciplinary Issues 15 Oct 09 Forwarded to BN level NJP for DUI in Jacksonville, NC. BAC: 1.3 Court Date: 15 Nov.

Basic Officer Course

B3K3958

Personnel Records

Service Record Book/Officer Qualification Record (SRB/OQR)


The SRB/OQR is the best source of information concerning a Marine. The cover is a manila folder-type book printed in Black for an SRB (enlisted). Green for an OQR (officer).

The SRB/OQR is divided into two sides: Standard pages on the right side. Documents on the left side. The SRB/OQR is used for three primary purposes: To record significant events, duties, and other pertinent information for historical purposes. To assist local or immediate commanders in making decisions concerning assignments, promotions, and eligibility for attending formal schools or overseas duty. To protect the privacy of individual Marines by consolidating information and limiting access to this information to personnel in the chain of command.

Purpose

Accessibility

The commanding officer exercises physical control over the SRB/OQRs and is responsible for their care and maintenance as well as safeguarding them to prevent tampering or unauthorized access. Marines can have unlimited access to their records in the presence of a custodian. Other personnel working in an official capacity may also be granted access.

10

Basic Officer Course

B3K3958

Personnel Records

Standard Side of SRB/OQR

The standard side of the SRB/OQR is the right hand side of the folder. A standard page may Consist of more than one page. Be identified often by its NAVMC form number rather than its title or actual position in the sequence.

Format for entries require specific guidelines: All entries should be typewritten, stamped, or neatly printed. Erasures, strikeovers, and correction fluids/tape are not permitted. Corrections are made by drawing a single line through the invalid entry and placing the correct entry nearby. Use only standard abbreviations as published in the IRAM. Enter dates in the YYMMDD format. Only a commanding officer or designated officer may sign/authenticate an entry.

Document Side of SRB/OQR

The document side of the SRB/OQR is on the left hand side of the folder and contains Superseded standard pages. Official letters. Certificates. Various other documents of permanent value.

Because there is no mandatory sequence for filing documents on the left-hand side of the SRB/OQR, the local command determines the order in which they will be placed.

11

Basic Officer Course

B3K3958

Personnel Records

Record Book Audit


The office that maintains your record books will conduct a tri-annual audit with your Marines during the month that corresponds with the last number of the Marines social security number (SSN) and as required by other circumstances. Your platoon sergeant should conduct monthly audits on selected record books to correct discrepancies. Take care of your Marines and yourself by ensuring their accuracy and completeness at all times. Your Marines are dependent upon the accuracy of these records for promotion and duty assignments. You are responsible for record accuracy on all of your Marines. The most common and useful personnel records available in the Marine Corps are MCTFS Basic Individual Record (BIR), sample starts on page 13. MCTFS Basic Training Record (BTR), sample on page 15. MCTFS Record of Service, sample on page 16. Chronological Record, sample on page 17.

12

Basic Officer Course

B3K3958

Personnel Records

Record Book Audit (Continued)


RUC: 30370 COMPANY CODE: H PRES-GRADE: E3 RECSTAT: 0 COMP CODE: 11 PLT CODE: HTS4 TRNGRP: R-RECSTAT: RCOMP CODE: --------------------------**CONTRACT INFORMATION**---------------------------EAS: 20020302 COMPONENT CODE: 11 USMC ENLISTED STR CAT: 0 EOS: 20060123 ECC: 20020302 RESERVE COMPONENT CODE: RESERVE ECC: 00000000 DATE ACCEPTED FIRST COMMISSION: 00000000 DATE OF ENL/ACCEPT: 19980303 DOD TRNGRP: TRAINING GRP: AF ACT DU BASE DATE: 19980303 DU STATUS: 1 DU PAY ENTRY BASE DATE: 19980303 DU LIMIT/ED: 0 NONE / 19980303 DATE OF ORIG ENTRY: 19980124 START MANDATORY DRILL: 00000000 LENGTH CURR ENL: 4 YRS END MANDATORY DRILL: 00000000 LENGTH CURR EXT: 00 MONTHS DATE OF BASIC ELIG: 00000000 NO EXT CURR ENL: 00 PROGRAM ENLISTED FOR: CJ LOGISTICS OPTIONS TOTAL MONTHS EXT: 00 MONTHS ACTIVE DUTY MGIB STATUS: 5 EFF DTE CURR EXT: 00000000 MGIB-SR STATUS: TIME LOST CURR ENL: 000 DAYS 6 YEAR OBL START: 00000000 MONTHS LAST ENL EXT: 00 DESIG MIL PILOT: 00000000 SOURCE OF ENTRY: ADBA OFFICER CANDIDATE CODE: SOURCE OF INT ENTRY MIL SER: OFFICER CANDIDATE EFF DATE: 00000000 ---------------------------**SERVICE INFORMATION**----------------------------PRES GRADE: E3 DOR: 19981201 ACDU RUC: 30370 MCC: 068 SEL GRADE: 000 DTE: 00000000 RESERVE RUC: MOB MCC: T/0#: 07427 LN#: 418HH 1TAD RUC: 00000 MCC: 000 WORK STATION: 418 2TAD RUC: 00000 MCC: 000 BILLET DESCRIPTION: AMMO TECH ANNIVERSARY DATE: 00000000PEN: 0804731M RCN: 000264 FAPRUC: 00000 RESERVE MCC: DCTB: 19981003 FORMER RUC: 54065 FUTURE RUC: DATE JOINED PRES UNIT: 19981003 IND LOC CODE: 153 51 2010 VA PRINCE WILLI DATE JOIN SMCR: 00000000 ACCUM DEPLOY TIME: 000 GEO LOC CODE: 221 DEPLOY RET DATE: 00000000 DEPLOY STAT: GEO LOC DCTB: 199810 ROTATION TOUR DATE: 00000000 COMBAT SERV CODE: OVERSEAS CONTROL DATE: 00000000 LAST COMBAT TOUR: 00000000 LAST PHYS EXAM: 00000000 OFF REMOVAL DATE: 00000000 LAST PHYS CERT: 00000000 CO DATE: 00000000 RESERVE UNIT JOIN DATE: 00000000 LAST SEP/DISCH DATE: 00000000 REASON: ---------------------------**SERVICE INFORMATION**----------------------------PMOS: 2311 ADMOS1: ADMOS5: ADMOS9: BMOS: 2311 ADMOS2: ADMOS6: ADMOS10: SMOS: 0000 ADMOS3: ADMOS7: JMOS: ADMOS4: ADMOS8:

Sample MCTFS Basic Individual Record (BIR)

13

Basic Officer Course

B3K3958

Personnel Records

Record Book Audit (Continued)

---------------------------**PERSONAL INFORMATION**---------------------------DATE OF BIRTH: 19741111 HOME OF RECORD: 103 22 2180 LA ST TAMMANY CITIZENSHIP: CA US COUNTRY OF ORIGIN: ETHNIC CODE: Y NONE CIVILIAN ED LEVEL: 12 12TH GRADE RACE CODE: N BLACK CERT: L HS DIPL MAJOR: 00 NO MAJOR SUBJECPOPULATION GROUP: BLACK BLOOD TYPE: 2 A POS SEX: M RELIGION: 62 ROMAN CATHOLIC CHURCH HOME PHONE: 7036305202 WORK PHONE: 0000000000 STREET ADDRESS: BURKE HALL RM 236 CITY ADDRESS: QUANTICO STATE: VA ZIP-CODE: 221340000 ADDRESS VALIDATION: R RECORD BOOK ----------------------------**PERSONAL INFORMATION**---------------------------GOOD CONDUCT MEDAL DATE: 19980303 ARMED FORCES RESERVE MEDAL DATE: 00000000 SMCR MEDAL DATE: 00000000 DUTY PREF1: ---------------------------**RECORD INFORMATION**-----------------------------RECORD STATUS: 0 ACTIVE STATUS RESERVE RECORD STATUS: DISPUTED DATE: 00000000 DISPUTED DATA: LAST SCREENING: 00000000 REASON: SCREENING RESULT: ---------------------------**DEPENDENTS INFORMATION**-------------------------MARITAL STATUS: S SINGLE TOTAL NUMBER DEPENDENTS: 00 DEPN CERT CODE: NONE BAS/COMRATS: C COMRATS DEPN GEO-LOC CODE: DATE DEPN LOC BEGAN: 00000000 SERVICE SPOUSE SSN: CUSTODY STATUS CODE: SERVICE SPOUSE CODE: SPL POWER OF ATTORNEY: 00000000 SERVICE SPOUSE DATE: 00000000

Sample MCTFS Basic Individual Record (BIR) (Continued)

14

Basic Officer Course

B3K3958

Personnel Records

Record Book Audit (Continued)


PFT DATE: 200006 BST/EST DATE: 200005 ANNIVERSARY DATE: 00000000 PFT SA: 1 PERFORMED: 072 PFT SCORE: 141 ATTEMPTED: 100 PFT CLASS: 3 SCORE: 36WEIGHT CONTROL STATUS: LEADERSHIP TRAINING: 1 BASIC WEIGHT CONTROL DATE: 00000000 LEADERSHIP TRAINING DT: 199806 MIL APPEARANCE STATUS: SECURITY LECTURE DATE: 200005 MIL APPEARANCE DATE: 00000000 WATER SURVIVAL CODE: 4 4TH CLASS WT CNTL QY: 00 MILAP QY: 00 WATER SURV REQUAL DATE: 200204 HIV-III TESTED: 199803 GAS MASK SIZE: C MEDIUM HIV-III LECTURE DATE: 000000 GAS MASK TYPE: N XM40 DRIVER IMPROVEMENT: 1 PASSED GAS CHAMBER DATE: 199803 DRUG LECTURE DATE: 200005 HELMET SIZE: C MEDIUM CURRENT RIFLE QUAL DATE: 200005 CURRENT PISTOL QUAL DATE: 200009 CURRENT RIFLE SCORE CD: S25 CURRENT PISTOL SCORE CD: 298 CURRENT RIFLE CLASS CD: M CURRENT PISTOL CLASS CD: M----------------------------**UNIT TRAINING**---------------------------------DISTINGUISHED DATE: 000000 DISTINGUISHED DATE: 000000 PET DATE: 000000 PET DATE: 000000 EXCEPTION: EXCEPTION: EXCEPTION DATE: 000000 EXCEPTION DATE: 000000EXPERT RIFLE QUALIFICATIONS: 00 EXPERT PISTOL QUALIFICATIONS 00 RIFLE FIELD FIRING DATE: 000000 ------------------------------**SERVICE TRAINING**----------------------------SECURITY INVESTIGATION: TYPE- 1 ENTRANCE NATIONAL AGENCY COMP DATE- 19980206 SEC CLEARANCE ACCESS LEVEL- Q NO CLEAR REQUIRED FAVORA ADJU DATE19980206 SECURITY AGENCY CODE: 9 DEFENSE INVESTIGATIVE SERVICE SECURITY REQUEST CODE: SECURITY ELIGIBILITY CODE: S SECRET PLACE OF BIRTH: STATE- 22 LA COUNTY- 103 LA ST TAMMANY INTELLIGENCE TRAINING HOURS: 00 LEVEL 1 ANTITERRORISM TRAINING: 00000000

Sample MCTFS Basic Training Record (BTR)

15

Basic Officer Course

B3K3958

Personnel Records

Record Book Audit (Continued)


**** MCTFS RECORD OF SERVICE **** PAGE: 01 RUC: 30370 COMPANY CODE: H PRES-GRADE: E3 RECSTAT: 0 COMP CODE: 11 PLT CODE: HTS4 TRNGRP: R-RECSTAT: RCOMP CODE: DOR: 19981201 AFADBD: 19980303 MCC: 068 PEBD: 19980303 **PROFICIENCY/CONDUCT** OCC PRO CON EFF DATE OCC PRO CON EFF DATE SA 4.6 4.1 20000731 SA 4.6 4.6 20000131 SA 4.6 4.5 19990731 SA 4.4 4.5 19990131 TR 4.6 4.7 19980826 SA N/A N/A 19980731 TR 4.3 4.3 19980612 PRO CON AVERAGE MARKS IN GRADE: 4.6 4.4 AVERAGE MARKS IN SERVICE: 4.5 4.5 AVERAGE MARKS IN ENLISTMENT: 4.5 4.5 SPECIAL DUTY BONUS POINTS: 0 SPECIAL DUTY BONUS DATE: 00000000 COMMAND RECR BONUS POINTS: 0 **COMPOSITE SCORE** COMP DATE SCORE COMP DATE SCORE 20001127 1474 19991123 1410 20000828 1453 19990830 1349 20000528 1452 19990527 1318 20000225 1431

Sample MCTFS Record of Service

16

Basic Officer Course

B3K3958

Personnel Records

Record Book Audit (Continued)


CHRONOLOGICAL RECORD (1070) G

UNIT/ORGANIZATION

PRIMARY DUTY

REMARKS

2BN RTBN, RTR MCRD, PISC 29905 RUC 32092 MCC 016

RECRUIT (9971) (03)

970318 JD FOR REC TRNG 970613 TR TO CG CAMLEJ NC MCC JA4 970827 JD TEMINS FMCT CL#39-97 970912 TR TO MCSSS CAMLEJ NM MCC K78 FOR TEMINS

SOI MCB CAMLEJ RUC 31407 MCC JA4

STUD FMCT (9900) (01)

MCSS MCB CAMLEJ NC RUC 31316 MCC K78

STUD (3300) (01)

970913 JD FOR TEMINS 971031 TR TO D3 FSSG OKI MCC 1C2 FOR DU

3DSUPBN 3DFSSG MARFORPAC UNIT 38410 FPO AP RUC 29010 MCC 1C2

WAREHOUSE CLK (3051) (07)

971127 JD FOR DU W/SUPP CO

MARINE JR CHESTY A NAME (LAST, FIRST, MIDDLE) NAVMC 118(3)(REV. 6-78)

123 45 6789 SSN

Sample Chronological Record

17

Basic Officer Course

B3K3958

Personnel Records

Administrative Remarks
Field commands past practices of indiscriminately recording minor infractions, local command data, and command requirements prompted the decision to limit entries to an absolute minimum. Review of entry requirements is a continuing and evolving process. Restrictions Limit administrative remarks to matters Forming an essential and permanent part of a Marines military history. Not recorded elsewhere in the SRB/OQR or MCTFS. That will be useful to future commanders.

Authorized entries under this rule must meet two tests: the information Contained in the entry is of permanent value to the Marines career. Is or cannot be documented anywhere else in the SRB, medical records, or the Marines MCTFS record.

Participation in certain operations, excluding routine training exercises and/or operations not specifically identified as combat operations but as having a potential for escalating into combat operations and/or humanitarian relief efforts (i.e., California Loma Prieta Earthquake Relief, etc.), are considered to be significant events in a Marines military career. Page 11 Entries Do not make entries on page 11 Which concern administrative discharge or competency review proceedings if they do not, upon final review, result in discharge or reduction. As a local training record.

18

Basic Officer Course

B3K3958

Personnel Records

Administrative Remarks (Continued)


Page 11 Entries (Continued) The following instructions apply to entries recorded on this page: Only entries required by Marine Corps directives are authorized. The IRAM provides detailed guidance on acceptable page 11 remarks. In addition, entries required by ALMARs, MARADMINs, personnel administrative advisories, and higher headquarters directives will be made. If applicable, an adverse entry will include statements to the effect that the Marine o Was provided the opportunity to make a rebuttal statement. o Did or did not choose to make such a statement. If the Marine elects to submit a statement, File a copy of the statement on the document side of the record. Ensure a reproduced copy of the Marines statement is forwarded to CMC with the reproduced page(s) 11 upon reenlistment. Sample Entry Page 11 entries must include the language provided in the sample entry below only if they concern Misconduct. Substandard performance. Confirmed incidents of alcohol abuse. Administrative measures.

I was advised that within five working days after acknowledgement of this entry, a written rebuttal can be submitted, and this rebuttal will be filed on the document side of the SRB. I choose (to) (not to) make a rebuttal. _________________ (Signature of Marine) ______________________ (Signature of CO)

NOTE: If the Marine refuses to acknowledge (sign) an adverse/derogatory entry, add the statement, Marine refuses to acknowledge this entry at the bottom of the entry. By refusing to acknowledge the entry, the Marine forfeits the opportunity to make a rebuttal statement. Make a counter-entry immediately following the counseling entry to verify the Marine was made aware of the adverse/derogatory entry. The verification counter-entry may be signed by direction of the commanding officer.

19

Basic Officer Course

B3K3958

Personnel Records

Administrative Remarks (Continued)


Authentication and/or Acknowledgement Certain entries (adverse counseling entries) require the commanding officers authentication and/or the Marines acknowledgement (signature). Specific signature requirements are indicated in the IRAM or directive that directs the entry. Page 11 entries may be signed by direction of the commanding officer (unit commander) unless otherwise indicated. Unit commander is defined as the company, battery, or squadron commander or their functional equivalent (i.e., OIC, I-I, etc.). There are several reasons for which a Marine may be processed for administrative separation. However, in most cases, a Marine may not be processed for administrative separation unless the Marine has been counseled concerning deficiencies and afforded an opportunity to overcome these deficiencies. (Refer to MCO P1900.16.) Commanders may use the below entry for counseling concerning deficiencies for which administrative separation or nonjudicial punishment actions are not appropriate or contemplated. The entry must include the language concerning the Marines right to submit a rebuttal. (See the end of this section for rebuttal guidance.) The Marine will acknowledge (sign) the counseling entry.

Administrative Separation Counseling (6105) Entry

(Date). Counseled this date concerning deficiencies: (list deficiencies, provide specific recommendation for corrective action, and assistance available).* I am advised that failure to take corrective action may result in administration separation or limitation on further service. I was advised that within five working days after acknowledgment of this entry, a written rebuttal can be submitted, and this rebuttal will be filed on the document side of the SRB. I choose (to) (not to) make a rebuttal. (Signature of Marine) Common Authorized Entries Some common authorized entries are In Hands of Civil Authorities (IHCA)/In Hands of Foreign Authorities (IHFA). Record of Issue of Wet-Type Divers Dress, Campaign Service Hat, Suitcase, and Trunks. Not Recommended/Recommended But Not Eligible for Reenlistment. Privates through Corporals Not Recommended for Promotion Due to Restrictions Listed in MCO P1400.32. Eligible but Not Recommended for Promotion.
20 Basic Officer Course

B3K3958

Personnel Records

Administrative Remarks (Continued)


Common Authorized Entries (Continued) Eligible but Not Recommended for Promotion (Reserve Only). Promotion Restriction for Marines Denied Further Service. Early Separation upon Return to the CONUS. Voluntary Withdrawal from Enlistment Incentives Program. Revocation of Aviation Insignia (Navy and Combat Aircrew/Explosive Ordnance Disposal (EOD) Insignia. Revocation/Reinstatement of Authority to Wear Parachute Jumping Insignia. Confirmed Incidents of Illegal Drug Abuse or Possession. Alcohol Abuse. General Assignment Policy Career Enlisted Marines/General Overseas Assignment Policies. Request for Waiver of Privileges as a Sole Surviving Son or Daughter. Revocation of Waived Status as a Sole Surviving Son or Daughter.

NOTES: The Marines signature acknowledges that counseling has occurred, not that the Marine concurs with the content of the entry. The actual commanding officer/unit commander must physically sign the 6105 entry. The date entered is the day the commanding officer actually counsels the individual Marine. The commander enters the date at the time of counseling using a date stamp or by pen. Forward a photocopy of the completed page 11 entry and written rebuttal statement (if any) to CMC (MMSB-20) within 30 days. If the Marine annotates his or her desire not to make a statement, no further action is required.

21

Basic Officer Course

B3K3958

Personnel Records

Leave and Earnings Statement (LES)


Computation Marines earn 2.5 days of leave each month as shown in the table below: Day of the Month 6 12 18 24 30 Lost Leave Leave Earned .5 .5 .5 .5 .5

Marines are allowed to maintain 60 days of accrued leave. Any accrued leave over 60 days will be taken away on the first of October (the start of the new fiscal year) each year. The commanding officer may approve advanced leave after the Marine has used more leave than earned as long as the Marine will be able to earn enough to cover the deficiency before reaching his or her end of current contract (ECC). The maximum leave accrual is the total number of days of leave a Marine can accumulate before reaching his ECC. The day of departure is a day of duty if departure is after 1200. Leave begins at 1200 and includes weekends and holidays. The day of return is a day of duty if the Marine returns before 1200. Marines may elect to sell back up to 60 days of accrued leave during their careers; Marines may sell back leave when they reenlist, separate, or retire. A sample LES starts on the next page.

Advanced Leave

Maximum Leave Accrual Leave

Sell Back Leave

Sample MCTFS Leave and Earnings Statement

22

Basic Officer Course

B3K3958

Personnel Records

Leave and Earnings Statement (LES) (Continued)


A ID INFO 1 NAME (LAST, FIRST, MI) DOE JOHN 2 SSN 12345 6789 3 RANK CAPT 4 SE RV US MC C SPLI T PAY 5 PLT CODE HSWF 6 DATE PREP 2001010 6 7 PRD CVRD 1-31 JAN 8 PEB D 1986 0114 18 POE 12 MCC DIST RUC 11 10 068 30370 ECC EA 00000 S 000 000 000 00 D DIRECT DEPOSIT/EFT/ADDRESS 9 YRS 14 NAVY FEDERAL CREDIT UNION 820 FOLLIN LANE VIENNA VA 221800000

B FORE CAST AMOU NT

13 DATE

AMO UNT

14 DATE

AMOU NT

15 START DATE

16 AMOUNT

17 BALANC E

20010215 1445. 00 20010 301 1443.0 0

.00 .00 F 27 CBT LV BAL

1201 1

E 19 LV BF 44.5

LEAVE INFORMATION 23 22 21 20 BAL EXC USE EARN ESS D ED 47.0 .0 .0 2.5

24 MAX ACCRU AL .0

25 LOST

26 SOLD/A S OF

.0

G 33 STATE TAX

TAX INFORMATION 34 FEDERAL TAX

STATE CODE CA EXEMPTIONS M03 WAGES THIS PRD $4,355.70 WAGES YTD $4,355.70 STATE TAX YTD $.00

EXEMPTIONS M03 WAGES THIS PRD $4,355.70 WAGES YTD $4,355.70 STATE TAX YTD $463.98

AVIATION PAY INFORMATION 32 31 30 29 OP FLY GATE INFO AVIATO ACCUM OP FLY TIME OP R 0000 BASE FLY BASE DATE TIME DATE 0000 00000000 YRS 000000 .0 MO 00 H RIGHTS OF MARINES INDEBTED TO THE GOVERNMENT YOU HAVE THE RIGHT TO: 35 FICA (SOCIAL SECURITY --INSPECT AND COPY RECORDS TAX) PERTAINING TO DEBT --QUESTION VALIDITY OF A DEBT AND SSEC WAGES THIS PRD SUBMIT REFUTING $4,355.70 EVIDENCE SSEC WAGES YTD --NEGOTIATE A REPAYMENT SCHEDULE $4,355.70 --REQUEST A WAIVER OF DEBT SSEC TAX YTD $270.05 MORE INFORMATION ABOT YOUR RIGHTS MEDICARE WAGES THIS PRD CAN BE OBTAINED FROM YOUR CO VIA $4,355.70 YOUR CHAIN OF COMMAND MEDICARE WAGES YTD $4,355.70 MEDICARE TAX YTD $63.16 28 OFFICE R BASE DATE 0000000 0

Sample Leave and Earnings Statement

23

Basic Officer Course

B3K3958

Personnel Records

Leave and Earnings Statement (LES) (Continued)


I 36 37 BAH ZIP 38 39 ADDITIONAL BAH INFORMATION 40 41 42 J CARRER SEA PAY 43 DATE TOTAL CARRER SEA SVC 19960829 06 MO 01 DA 01 YRS K EDUCATION DEDUCTION 45 44 MONTH TYPE LY AMT MGIB $.00 L ADMIN INFO 46 TOTA L 47 PAY STATUS 00000000

$1200 .00 M RESERVE DRILL INFORMATION N RESERVE RETIREMEN INFORMATION 48 PAY GRO UP 49 CRA DATE 00000000

52 REG

53 REG FYTD

54 REG ANNY TD

55 ADD

56 ADD FYTD

57 ADD ANNY TD

58 BF ANNY TD

59 ACDU THIS PRD

60 DRILL THIS PRD

61 OTHE R THIS PRD

62 MBR THIS PRD

63 END BAL ANNY TD

64 TOT AL SAT YRS

65 TOTAL RET PTS

010 50 RESE RVE ECC

51 DS SN 610 5

Sample Leave and Earnings Statement (Continued)

24

Basic Officer Course

B3K3958

Personnel Records

Leave and Earnings Statement (LES) (Continued)


O REMARKS: BROUGHT FWD ENTITLEMENTS BASIC PAY BAS (OFFICERS) TOTAL DEDUCTIONS SAVINGS ALLOT DENTAL INSURANCE FITW (FED TAX) SOCIAL SECURITY MEDICARE SGLI $250,000 ADVANCE PAY TOTAL PAYMENTS REGULAR PAYMENT REGULAR PAYMENT TOTAL CARRIED FWD REMARKS: 4,355.70 160.42 4,516.12 START 20010101 AMOUNT 4,355.70 START 001 20010101 AMOUNT 160.42 .98

560.00 19.08 463.98 270.05 63.16 16.00 236.00 1,628.27

MARINE FED CREDIT UNION 800 UCCI DENTAL START 20010101 AMOUNT 19.08

START 20000601 AMT 2,832.00 BAL REMAINING 944.00

1,443.00 1,444.00 2,887.00 1.83

DATE 20010201 20010112

DSSN 6102 6102

VOU 0000000000 0000000000

RUC/PRNO 00000000 00000000

DFAS-KC 7220/39 (REV 1-97) 8302

EFT INFO-DFAS-KC 1-800-594-

Sample Leave and Earnings Statement (Continued)

25

Basic Officer Course

B3K3958

Personnel Records

Marine On Line (MOL)


Description Marine On Line is an enterprise-wide initiative that has moved USMC pay and personnel administration to a predominantly self-service, virtually paperless, web-based environment that provides Global access to pay and personnel tools and personal information viewed electronically in a secure environment. Self-service tools for Marines to use.

Website Address

The website address to access MOL is www.mol.usmc.mil

Personal Information

The Personal Information tab on MOL contains documents on Personal Reports o Awards; o BIR. o BTR. o Career Status Bonus (CSB). o Education. o Operational Cultural Information. o Pay and Leave Summary. o Pers Tempo. o PSMC. o Record of Emergency Data (RED). o Rank/Military Occupational Specialty (MOS). o Thrift Savings Plan (TSP). Personal Updates o Contact Information (home address, phone number, email address). o Foreign Travel. o Gas Mask and Helmet. o Race/Ethnic, Religion, Self-professed Language Skills.

26

Basic Officer Course

B3K3958

Personnel Records

Marine On Line (MOL) (Continued)


Personal Information (Continued) RED Updates o Family (Spouse and Children). o Guardians. o Parents. o Death Gratuity. o Pay Arrears. o Do Not Notify. o Insurance. o Next of Kin (NOK). o Missing in Action (MIA) Notification. o Person Authorized to Direct Disposition (PADD). Sample Personal Info Tab Small Unit Leaders Support Tools A sample screen of MOL Personal Info Tab is on page 28.

The Unit Leader tab on MOL contains documents on Unit Management Status Report (USMR). Commanders Messaging (Cmdrs Msg). Leave Management (Leave Mgmt). Proficiency/Conduct (Pro/Con). Promotion Recommendation (Prom Rec). Special Liberty. Permissive Temporary Additional Duty (PTAD). BIC Assignment Roster. Views Reports.

Sample Unit Leaders Tab

A sample screen of MOL Unit Leaders tab is on page 29.

27

Basic Officer Course

B3K3958

Personnel Records

Marine On Line (MOL) (Continued)

Sample Screen of Marine On Line Personal Info Tab

28

Basic Officer Course

B3K3958

Personnel Records

Marine On Line (MOL) (Continued)

Sample Screen of Marine On Line Unit Leaders Tab

29

Basic Officer Course

B3K3958

Personnel Records

myPay
Description myPay Puts customers (individual service members) in control of their pay account information. Uses strong encryption and secure socket layer (SSL) technology to safeguard personal information. Offers convenient, global access around the clock. Saves the Defense Department money by reducing costs associated with LESs and customer support.

Website Address

myPay can be accessed via this website: https://mypay.dfas.mil/mypay.aspx

Capabilities

myPay enables service members to View, print, and save LESs. View and print tax statements. Change federal and state tax withholdings. Update bank account and electronic fund transfer information. Make address changes. View and print travel vouchers. Control TSP enrollment (military only).

Sample myPay Screen

A sample log in screen for myPay is on page 31, and a sample menu screen for myPay is on page 32.

30

Basic Officer Course

B3K3958

Personnel Records

myPay (Continued)

Sample myPay Log In Screen

31

Basic Officer Course

B3K3958

Personnel Records

myPay (Continued)

Sample myPay Menu Screen

32

Basic Officer Course

B3K3958

Personnel Records

Summary
A great deal of your time as a platoon commander and Marine officer will be spent on administrative mattershow you take care of your Marines. Knowing where to find information and how to record, update, and correct information on your Marines is critical. You should be skilled in using personnel records to take care or your Marines.

References
Reference Number or Author MCO P1050.3H MCO P1070.12K MCO P1900.16 Reference Title Regulations for Leave, Liberty, and Administrative Absence Marine Corps Individual Records Administration Manual (Short Title: IRAM) Marine Corps Separation and Retirement Manual

33

Basic Officer Course

B3K3958

Personnel Records

Glossary of Terms and Acronyms


Term or Acronym BIR BTR CAC CO CSB ECC EOD IHCA IHFA IRAM LES MCTFS Mgmt MIA MOL MOS NOK OMPF OQR PAC PADD PersO Pro/Con Prom Rec PTAD RED SRB SSL SSN TDRL TSP USMR Definition or Identification Basic Information Record Basic Training Record Consolidated administration center Commanding officer Career status bonus End of current contract Explosive ordnance disposal In hands of civil authorities In hands of foreign authorities Short title for MCO P1070.12K Leave and earnings statement Marine Corps Total Force System Management Missing in action Marine On Line Military occupational specialty Next of kin Official military personnel file Officer qualification record Personnel administration center Person authorized to direct disposition Personnel officer Proficiency/conduct Promotion recommendation Permissive temporary additional duty Record of Emergency Data Service record book Secure socket layer Social security number Temporary disability retired list Thrift Savings Plan Unit management status report

34

Basic Officer Course

B3K3958

Personnel Records

Notes

35

Basic Officer Course

B3K3958

Personnel Records

Notes

36

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

ENLISTED PROMOTION SYSTEM B3K3978 STUDENT HANDOUT

Basic Officer Course

B3K3978

Enlisted Promotion System

Enlisted Promotion System


Introduction As you develop your understanding of the authority you possess as a leader of Marines, you must keep in mind that your authority must be tempered by the knowledge of the responsibility inherent in leadership. One of the areas of leadership where this will be evident on a regular basis is the responsibility to ensure that the right Marines are selected for promotion. Each time you recommend a Marine for promotion that Marine will be acting as one of your subordinate leaders. You are in fact investing that Marine with some of your authority. This lesson covers the following topics: Topic USMC Promotion Policy Promotion System Additional Promotion Policies Regular Promotion Remedial Promotion Promotion Boards Meritorious Promotion Reduction Promotion Ceremony Promotion Plan Composite Score Worksheet Summary References Glossary of Terms and Acronyms Notes Learning Objectives Terminal Learning Objectives MCCS-LDR-1003. Without the aid of reference, describe the factors affecting career development without error MCCS-LDR-2103. Given Marines while serving as a supervisor, conduct performance evaluation to complete fitness reports and assign proficiency and conduct marks. Page 4 5 6 12 19 20 21 23 25 25 27 29 33 34 37

Basic Officer Course

B3K3978

Enlisted Promotion System

Enlisted Promotion System (Continued)


Learning Objectives (Continued) Enabling Learning Objectives MCCS-LDR-2103e. Given Marines while serving as a supervisor, recommend proficiency and conduct marks to record performance evaluation. MCCS-LDR-2103f. Given a Marine, background on performance and previously assigned proficiency and conduct marks while serving as a supervisor, make promotion recommendations to align performance with requirements for the next grade.

Basic Officer Course

B3K3978

Enlisted Promotion System

USMC Promotion Policy


All promotions must positively contribute to the high standards of leadership and proficiency required for continued combat readiness. Promotion is not only a reward for past performance, but more importantly it is an expectation of future performance. Marine Corps Order P1400.32C is the authority for all enlisted promotions in the Marine Corps. Promotions effected not in accordance with this order or by implementing directives not referenced in this order will be considered erroneous and immediately revoked. This policy has no waivers.

Objectives of the Promotion Process

To maintain the actual strength in each grade and military occupational specialty (MOS) and occupational field (OccFld) at the maximum readiness for commitment to combat. To ensure that all eligible Marines receive full and equitable opportunity to compete for promotion. To ensure that only the best and fully qualified Marines are promoted.

Designation of Authority

The Commandant of the Marine Corps (CMC) has delegated authority To promote to the ranks of private first class through sergeant to those commanders o Major and above o With special court-martial authority o Generally, battalion commanders and squadron commanders To commanders of specific units, such as Fleet AntiTerrorism Security Teams (FAST) and Marine security guard companies and detachments at formal schools and administrative detachments special promotion authority (to field grade officers only).

Commanders Responsibilities

Commanders occupy a position of paramount importance in the enlisted promotion system. The commander must ensure Strict compliance with the policies and regulations contained in the reference. That all enlisted Marines who are to be promoted to the next higher grade meet the Marine Corps standards of professionalism, personal performance, and leadership.

Basic Officer Course

B3K3978

Enlisted Promotion System

USMC Promotion Policy (Continued)


Commanders Responsibilities (Continued) That a Marine is not promoted unless the individual can be expected to assume the responsibilities and perform the duties of that grade in a creditable and satisfactory manner. That fully qualified and deserving Marines are expeditiously promoted on the date directed by the CMC.

The decision to promote to the grades of PFC through Sgt rests solely with those commanders with promotion authority. A Marine will not be promoted if, in the opinion of the commander, the Marine is not capable of performing satisfactorily in the higher grade, even though all other requirements have been met. Staff noncommissioned officer (SNCO) promotions effected by the CMC, require the certification of the commander. By this certification, the commander attests that the Marine's advancement is in the best interest of the Marine Corps.

Promotion System
The promotion system provides a process whereby Marines within each grade and MOS and OccFld compete among themselves for promotion to the next grade. The basic goal of the system is to advance the best-qualified Marines to higher grades so MOS/OccFld vacancies in the enlisted structure will be continuously occupied by Marines who are fully qualified to perform the duties and to assume the responsibilities of the next higher grade. Details are announced in a Marine Corps Bulletin in the 1400 series.

Basic Officer Course

B3K3978

Enlisted Promotion System

Promotion System (Continued)


Minimum Time In Grade (TIG)/Time In Service (TIS) Requirements USMC and USMCR Promotion to Sergeant Major (Sgt Maj) Master Gunnery Sergeant (MgySgt) First Sergeant (1stSgt) Master Sergeant (MSgt) Gunnery Sergeant (GySgt) Staff Sergeant (SSgt) Sergeant Corporal (Cpl) Lance Corporal (LCpl) Private First Class (PFC) Regular Promotion TIG TIS 3 years 3 years 10 years 10 years Meritorious Promotion TIG TIS

4 years 4 years 3 years

8 years 8 years 6 years N/A N/A 6 years 6 years

27 months 12 months 8 months 8 months 6 months

4 years 24 months 12 months 9 months 6 months

N/A N/A N/A N/A N/A

4 years 18 months 6 months None None

TIG Requirements

TIG requirements are Marine Corps developed measures of promotion eligibility. The TIG requirements may be reduced 6 months for SNCOs, if the needs of the Marine Corps dictate and as directed by the CMC. The TIS requirements are based upon completed years of service as determined by the Armed Forces Active Duty Base Date (AFADBD) in the o Regular component. o Active Reserve category of the reserve component. Pay Entry Base Date (PEBD) in the two categories of the reserve component.

Basic Officer Course

B3K3978

Enlisted Promotion System

Promotion System (Continued)


TIS Requirements The TIS requirements for meritorious promotion to GySgt and below are Department of Defense (DOD) limitations on promotion eligibility below which no member of the armed forces may be promoted to the corresponding grade. Service performed as a temporary officer is credited for this purpose. The promotions of members of the Marine Band to the grades of GySgt and below have no TIS restrictions. The minimum TIS requirements for promotion in the regular and reserve components of the Marine Corps to SgtMaj or MgySgt 10 years 1stSgt or MSgt - 8 years are established by public law and may not be waived.

Additional Promotion Policies


The enlisted promotion system has no medical prerequisites for promotion. Marines who are otherwise qualified do not lose their eligibility for promotion consideration or their selection for promotion due to hospitalization or temporary limited duty as a result of wounds, injuries, pregnancy, or disease (to include mental disorders). There are no provisions No provisions To issue a temporary, honorary, or probationary enlisted appointment That allow commanders to waive composite scores

PFC through Sgt

For promotion to the ranks of PFC through Sgt, there are no CMC-directed Professional Military Education requirements. LCplS and above who are denied further service beyond their current expiration of active service are not eligible for promotion consideration.

Basic Officer Course

B3K3978

Enlisted Promotion System

Additional Promotion Policies (Continued)


Treatment/Rehabilitation Marines who have successfully completed Treatment for alcohol abuse or alcoholism will be promoted if otherwise determined qualified by the commander. A formal, in-patient, rehabilitation program for pathological weight disorders, and who are in compliance with the Marine Corps weight standards, will be promoted if they are otherwise determined to be qualified for promotion by the commander. Sgt and above refuses promotion A Sgt and above who refuses to accept a promotion to the next higher grade will Not be considered for selection by future SNCO selection boards. Be considered passed over (failed of selection) for this selection board and all future selection boards. Ineligible for promotion consideration are Marines who are Confined by civil and/or foreign authorities. On appellate leave. In an unauthorized absence and/or deserter status. Entering such status while the selection board is in session. Note: If the Marine is subsequently exonerated of any wrongdoing stated above, appropriate remedial consideration may be granted.

Ineligible for promotion

Basic Officer Course

B3K3978

Enlisted Promotion System

Additional Promotion Policies (Continued)


Restrictions The enlisted promotions process prohibits promotion of more than one pay grade at a time unless directed by the CMC. Promotions will not be backdated to increase pay and allowances. Marines will not be promoted In a retired status. On the inactive status list of the Marine Corps Reserve. On the date o Transferred to a retired status. o The Marine accepts an appointment to warrant officer. o The Marine accepts a commission. The table below lists restrictions to promotions regarding courts-martial actions. Marines will not be promoted within. 18 months Of the date convicted by. General court-martial Exceptions Commanders may partially waive to 12 months for exceptionally well-qualified Marines in grades PFC to Pvt Commanders may partially wave to 6 months for exceptionally well-qualified Marines in grades PFC to Pvt

12 months

Special court-martial

6 months

Summary court-martial

Note: Marines will not be promoted when in a probationary status as a result of sentence by a court-martial.

Basic Officer Course

B3K3978

Enlisted Promotion System

Additional Promotion Policies (Continued)


Nonjudicial Punishment (NJP) Situations For nonjudicial punishment (NJP) situations, Marines will not be promoted Within 3 months of a date awarded NJP. When in a probationary status as a result of NJP under the authority of the Uniform Code of Military Justice (UCMJ), Article 15, where any portion of the punishment is suspended. Commanders may partially waive this restriction to 3 months after the date of conviction for exceptionally well-qualified Marines grades PFC to Pvt.

Competency Review Board (CRB)

As a result of a competency review board (CRB), Marines will not be promoted within 12 months of an administrative reduction to Sgt or higher grade. 6 months of a punitive or administrative reduction to LCpl or Cpl. 3 months of a punitive or administrative reduction to Pvt or PFC. While in a suspended administrative reduction. Commanders may partially waive this restriction to 3 months after the CRB for exceptionally well-qualified Marines grades PFC to Pvt.

Other Restrictions

Other restrictions or cases where Marines will not be provided are listed below. Within 18 months of the date confirmed distribution, use, or possession of illegal drugs took place. For purposes of this paragraph, the 18-month period begins On the date positive confirmation is received from the DOD-certified testing laboratory in the case of urinalysis detection.

10

Basic Officer Course

B3K3978

Enlisted Promotion System

Additional Promotion Policies (Continued)


Other Restrictions (Continued) From the date of the illegal drug incident or other means of identification resulting in a conviction or finding of guilt. Note: This promotion restriction takes precedence over the restrictions listed in the table above on conviction by special court-martial, summary court-martial, or NJP. No waivers of the promotion restrictions resulting from illegal drug use/possession will be granted. Within 12 months of conviction by military (to include a military magistrate) or civil authorities of driving under the influence (DUI) or driving while intoxicated. Commanders may partially waive this restriction to 6 months after the date of conviction in the cases of exceptionally well-qualified Marines in the grades of PFC to Pvt. Within 6 months of conviction by civil authorities (foreign or domestic) or action that is tantamount to a finding of guilt (i.e., a plea of no contest) for an offense that is considered a misdemeanor (other than traffic violations) in the civil jurisdiction. Within 18 months of conviction by civil authorities (foreign or domestic) or action taken that is tantamount to a finding of guilt (i.e., a pleas of nolo contendere) for an offense that is considered a felony in the civil jurisdiction. Commanders may partially waive this restriction to 12 months after the date of conviction in the cases of exceptionally well-qualified Marines in the grades PFC to Pvt. Marines who are o Confined by civil and/or foreign authorities o On appellate leave o In an unauthorized absence and/or deserter status will not be promoted. If a Marine who is under consideration by an SNCO selection board enters into one of the above categories while the board is in session, the Marine will be administratively deleted from the list of eligibles. If the Marine is subsequently exonerated of any wrong doing, appropriate remedial consideration may be granted.

11

Basic Officer Course

B3K3978

Enlisted Promotion System

Additional Promotion Policies (Continued)


Other Restrictions (Continued) Marines pending administrative separation for o Misconduct. o Unsatisfactory participation in the reserve component. o Homosexual conduct. o Unsatisfactory performance. o Alcohol rehabilitation failure. o Weight control failure, etc., are not eligible for selection consideration or promotion. The loss of promotion eligibility begins the date the commander signs the administrative separation package for forwarding to the general court-martial convening authority for final disposition. Note: This includes medical separations determined to be not in the line of duty or due to a members own misconduct. While o Serving under a suspended administrative charge. o Assigned to the weight control or military appearance program. o Awaiting a pending court-martial or nonjudicial punishment. o Pending adjudication of charges by a civil court, either foreign or domestic. o Pending administrative action by a CRB. o Awaiting administrative reduction or separation (excluding non-culpable physical disability). After o Failure of the Marine Corps Physical Fitness Test (PFT). This restriction remains in effect until the Marine passes the PFT. o Refusing to Execute permanent change of stations (PCS) or unit deployment program (UDP) orders (RE-30). Extend or reenlist to obligate sufficient additional service to carry out PCS or UDP orders (RE-30).

12

Basic Officer Course

B3K3978

Enlisted Promotion System

Additional Promotion Policies (Continued)


Other Restrictions (Continued) o Applying for early separation under an existing or future early separation program. This restriction does not apply to Marines who request early release to attend school When not recommended for reenlistment (Reenlistment Code (RE) RE-4/4B. When assigned a RE-3C/3P for substandard performance. The RE-3C reenlistment code assigned in conjunction with a humanitarian transfer is not a promotion restriction. The CMC reserves the authority to make final determination for promotion to the SNCO grades. Any Marine who is selected by an SNCO selection board and subsequently enters a promotion restriction status will be reported to CMC (MMMPR-2) per instructions contained in paragraph 5200 of the reference.

Regular Promotion
The number one requirement for promotion is the commanders recommendation. A Marine may meet minimum time in grade and time in service requirements, other promotion provisions, and have no promotion restrictions; however, that Marine will not be promoted unless in the opinion of the commander that Marine is fully qualified for promotion. Marines in the grades of PFC and LCpl are required to exercise an ever-increasing degree of Maturity Leadership Professionalism

No Marine shall be promoted to PFC or LCpl who has not demonstrated these traits and the desire to assume positions of higher responsibility.

13

Basic Officer Course

B3K3978

Enlisted Promotion System

Regular Promotion (Continued)


Following are promotion requirements.

Private First Class

Marines will be promoted to PFC if They have served for 6 months on active duty in the grade of Pvt. TIG is computed from the 1st day of the month of entry on active duty. Their service has been satisfactory (as determined by the commanding officer) Marines will be promoted to LCPL if they have 8 months TIG from the PFC date of rank 9 months TIS from the AFADBD

Lance Corporal

Are otherwise qualified for promotion, as determined by the commander. Marine Corps Total Force System (MCTFS) The MCTFS The Marine Corps Total Force System (MCTFS) will automatically identify the eligible personnel to Eliminate the requirement for commanders to manually determine the eligibility of Pvts and PFCs by TIG and TIS. Reduce the number of late promotions because of administrative oversight. A select grade of E2 or E3 will post to the unit's Diary Feedback Report (DFR) the month prior to the promotion month for all Pvts who meet the TIG requirement. PFCs who meet TIG and TIS requirements. The select grade will not post if the commander reports a NOT REC (not recommended for promotion) entry on the unit diary by the 15th of the month prior to the effective date of promotion as well as a page 11 entry made in the SRB.

Corporal and Sergeant

Marines in the grades of Cpl and Sgt are also required to exercise an ever-increasing degree of Maturity. Leadership. Professionalism.

14

Basic Officer Course

B3K3978

Enlisted Promotion System

Regular Promotion (Continued)


Corporal and Sergeant (Continued) To a large extent, accomplishment of the ultimate mission success in battle depends on the manner in which Marines are developed into small unit leaders and their professional abilities. Consequently, no Marine should be promoted to Cpl or Sgt who has not positively demonstrated the potential motivation maturity to satisfactorily discharge the duties of a small unit leader. Therefore, a commanders recommendation concerning a Marines promotion to Cpl or Sgt is more critical; it must be a thoughtful, deliberate decision. Each Marine recommended must be worthy of the title Noncommissioned Officer (NCO). Marines should be recommended for promotion to Cpl or Sgt only after demonstrating they are worthy of the next higher grade. The CMC will control the number of Marines to be promoted to Cpl through the use of the automated composite score. Promotions will be authorized on the basis of vacancies existing throughout the Marine Corps. Promotions will be effected By authorized commanders Monthly By primary MOS or intended MOS once command receives the monthly promotion authority, Marine Admin (MARADMIN) message, and units DFR reflects "SELECT GRADE." The command will effect the promotion on the unit diary and prepare the certificate of appointment. These promotions will be based on composite scores (CS), which are automatically computed quarterly for each eligible LCpl. Note: The term eligible as it relates to promotion refers to any LCpl who meets the 8 months TIG and 12 months TIS requirement by the end of the promotion quarter. The determination of which eligible LCpls will be promoted, subject to the composite score stipulation, is the sole responsibility of the commander.

Promotion to Corporal

15

Basic Officer Course

B3K3978

Enlisted Promotion System

Regular Promotion (Continued)


Promotion to Corporal (Continued) Marines who are eligible but not recommended for promotion will have a NOT REC entry on the unit diary by the 15th of the month prior to the effective date of promotion. Page 11 entry made in the SRB. The CMC will control the number of Marines to be promoted to Sgt through the use of the automated composite score system. Promotions will be authorized on the basis of vacancies existing throughout the Marine Corps. Promotions will be effected By authorized commanders Monthly By primary MOS or intended MOS once the command receives the monthly promotion authority MARADMIN and the units DFR reflects "SELECT GRADE." The command will effect the promotion on the unit diary and prepare the certificate of appointment. These promotions will be based on CS automatically computed quarterly for each eligible Cpl. Note: The term eligible as it relates to promotion refers to any Cpl who meets the 12-month TIG and 24 month TIS requirement by the end of the promotion quarter. The determination of which eligible Cpls will be promoted, subject to the composite score stipulation, is the sole responsibility of the commander. Marines who are eligible but not recommended for promotion will have a NOT REC entry on the unit diary by the 15th of the month prior to the effective date of promotion. Page 11 entry made in the SRB. Marines who are eligible for promotion but not recommended by their commander will have a NOT REC entry on the unit diary by the 15th of the month prior to the effective date of promotion. Page 11 entry made in the SRB. Note: These requirements are critical to the proper computation of the cutting score.

Promotion to Sergeant

16

Basic Officer Course

B3K3978

Enlisted Promotion System

Regular Promotion (Continued)


The schedule below indicates the cutoff date for input of data elements, the approximate date that composite scores will be computed, and the months the composite scores for each quarter are reflected on the units DFR for each regular promotion quarter. Promotion Quarters Jan, Feb, Mar Apr, May, Jun Jul, Aug, Sep Oct, Nov, Dec MCTFS CS Data Elements 20 November 20 February 20 May 20 August CS Cutoff Months CS is Computed on Unit DFR Dec, Jan, Feb Mar, Apr, May Jun, Jul, Aug Sep, Oct, Nov

30 November 21 February 31 May 31 August

Composite scores for each regular promotion quarter are computed approximately 5-10 days after the MCTFS CS DATA ELEMENTS CUTOFF. Composite Score A mathematical calculation of certain data elements reported on the unit diary. Used as a measuring factor for Marine Corps wide comparison of Marines within a given grade and MOS/OccFld (computed quarterly).

Composite score elements will be reported by unit diary entry for regular and reserve Marines by the cutoff date shown in the promotion plan (paragraph 22). The unit will be informed via the DFR of the quarterly automated composite score for each eligible Marine assigned to the unit approximately 30 days prior to the promotion month. If a composite score is not computed because of missing or invalid information, the Marine will receive a "0000" score on the DFR. The DFR will give the reason why a composite score was not computed. Composite scores generated by this system are only as accurate as the information resident in the MCTFS. Commands must enter accurate and complete information in a timely manner. Units will report missing/corrected elements on the diary and manually compute the score. If the manually computed composite score meets the cutting score announced, request remedial consideration. Once a regular Marine's composite score is computed, that composite score is applied for each month of the promotion quarter and is reflected on the units DFR for three months unless the Marine is selected and the promotion is effected.

17

Basic Officer Course

B3K3978

Enlisted Promotion System

Regular Promotion (Continued)


Composite Score (Continued). Commanding officers will ensure that Marines whose composite scores are automatically computed by virtue of satisfying TIG/TIS eligibility requirements are recommended for promotion. Marines in the grades of LCpl and Cpl who are eligible for promotion by TIG/TIS, but are not recommended for promotion, must have their status entered in the MCTFS to prevent their composite scores from being used to determine cutting scores for their MOS or OccFld. The "NOT REC" entry should be reported on the unit diary between the 1st and 15th of the month prior to the month for which the Marine is not recommended for promotion during that quarter. In accordance with the current edition of the IRAM (MCO P1070.12), an appropriate page 11 entry must be made in the Marines service record book for each month the Marine is not recommended for promotion. If the NOT REC unit diary entry is not reported by the 15th, a "WILL NOT PROMOTE" entry will be reported on the unit diary. This entry will erase the "SEL GRADE" entry for the month concerned but will not penalize the Marine for the following month. Again, an appropriate page 11 entry must be made in the Marines SRB in accordance with the current edition of the IRAM (MCO P1070.12). If a selected Marine is to be transferred prior to receipt of the promotion authority and the Marine is not recommended for promotion, an appropriate entry concerning the commanders non-recommendation will be made on the administrative remarks page of the SRB.

Cutting Score

The CMC announces a score for each MOS/OccFld, to which individual composite scores are compared to control the number of promotions to the grades of Cpl and Sgt.

How Established. After receiving composite scores on all Marines eligible for promotion through unit diary entries, the CMC decides the lowest composite score acceptable for promotion based on the number of vacancies by MOS throughout the Marine Corps that would yield the desired number or less of the new rank.

18

Basic Officer Course

B3K3978

Enlisted Promotion System

Regular Promotion (Continued)


Cutting Score (Continued) For example, say there are 800 vacancies for 03 (Infantry) Sgts. Composite scores are compiled by CMC as follows: Composite Score 1461 1460 1459 1458 1457 1456 1455 1454 1453 1452 and below Number with Score 20 40 50 180 230 280 290 305 330 335 Cumulative Total 20 60 110 290 520 800 1090 1395 1725 2080

The cutting score would be 1456 which yields 800 infantry (03) Cpls for promotion to Sgt. A lower score would yield too many. How Used. Once the CMC establishes cutting scores (one for each occupational field), they are published monthly to the Marine Corps via ALMARS (All Marine messages); then, commanders with promotion authority are authorized to promote those they still feel are qualified.

If a NOT REC entry is made into the MCTFS by the 15th of the month prior to the promotion month, then that Marines composite score will not be used to determine the cutting score. This is a critical requirement for commanding officers, which ensures only those fully qualified and recommended are considered for promotion.

Remedial Promotion
Remedial consideration is afforded to the grades of PFC through Sgt for administrative errors that delayed or prevented a Marine from being promoted. The command submits all requests for remedial consideration to the CMC (MMPR-2) for approval. Due diligence requires that requests for remedial consideration must be submitted within 1 year from the date of error or injustice. The CMC (MMPR -2) may, in the interest of fairness and under unusual circumstances, grant remedial consideration for requests that fall outside the 1-year limit. Pvt through LCpl. Commanders of Pvts and PFCs who meet the TIG/TIS requirement but did not receive a select grade in the MCTFS for the appropriate month may input the promotion on the unit diary without reference to the CMC (MMPR-2).

19

Basic Officer Course

B3K3978

Enlisted Promotion System

Remedial Promotion (Continued)


Cpl and Sgt. When a command fails to report all essential data elements in the MCTFS prior to the cutoff date, an incorrect composite score or a 0000 composite score will be computed. The command must then determine which element(s) were not input or were input late and not reflected in the Marines composite score. Once the appropriate data elements have posted to the MCTFS with the correct effective date, the command may request remedial promotion. Commands must ensure that missing data elements are posted to the MCTFS with the correct effective date, prior to submission of a remedial promotion request.

Remedial promotion requests should be kept to a minimum. They indicate inadequate administrative procedures, supervision, and leadership. Leaders must ensure the timely, accurate reporting of all MCTFS data on their Marines and practice sound promotion desktop procedures.

Promotion Boards
The two types of promotion boards are the Headquarters Marine Corps SNCO Selection Board. Local enlisted screening boards.

The purpose of these boards is to evaluate the qualifications of those Marines eligible for promotion. Commanders having promotional authority may convene local enlisted screening boards to determine qualifications of eligible enlisted Marines for promotion to the grades up to sergeant. Local enlisted screening boards are normally associated with a units meritorious promotion programs. HQMC will convene selection boards each calendar year to examine the qualifications of Marines for SNCO ranks. Marine Corps Bulletin 5420 provides guidance concerning the composition and schedule of regularly convened selection boards. The board membership will consist of both officers and senior SNCOs, and voting and nonvoting members (recorders). The CMC will review and approve board membership prior to assignment.

20

Basic Officer Course

B3K3978

Enlisted Promotion System

Promotion Boards (Continued)


SNCO Promotions. The CMC will convene selection boards each calendar year to examine the qualifications of Marines in the grades of Sgt, SSgt, GySgt, MSgt, and 1stSgt for the purpose of recommending those "best and fully qualified" for promotion to the next higher grade. The eligible Marine's entire military career is viewed and a determination of the "best and fully qualified" is based on the "whole Marine" concept. In the course of their evaluations, selection boards consider o Demonstrated performance/achievement. o Leadership. o Professional and technical knowledge. o Experience (type and level). o Growth potential. o Motivation. o Military proficiency. o Physical fitness. o Personal appearance. o Conduct. o Moral character. o Maturity.

As an officer, you write fitness reports on sergeants and above; they are your promotion recommendations. Chapter 3 of MCO P1400.32C provides detailed guidance concerning SNCO promotion provisions. The accelerated promotion program is designed to provide selection opportunity to Sgts and SSgts who do not meet the DOR or AFADBD cutoff required for consideration in the below zone. Marines recommended for accelerated promotion will be considered in the below zone with the Marines in their MOS/OccFld who met the established TIG and TIS cutoff for promotion consideration. Accelerated promotion is a form of meritorious promotion and is established to advance deserving Marines based on exceptional, noteworthy, and commendatory performance of duty over a sustained period. The performance should be of the degree that clearly merits promotion over other qualified, senior Marines being considered in the promotion zone and above zone by the selection board. Authority to frock enlisted Marines to SNCO ranks is delegated to Marine commanding generals.

Meritorious Promotion
Meritorious promotions are intended to promote Marines whose performance is superior to that of their peers, or to promote Marines for specific actions/superior achievement. The CMC will promote, by means other than the regular promotion system, exceptionally well-qualified Marines in recognition of outstanding leadership and performance, per the provisions outlined below.

21

Basic Officer Course

B3K3978

Enlisted Promotion System

Meritorious Promotion (Continued)


The CMC, under certain specific circumstances, may delegate authority to effect meritorious promotions to specific grades, in addition to the authority already delegated in the reference. Normally, the CMC will not delegate the authority to effect meritorious or accelerated promotions to the grades of SSgt and above. Meritorious promotions are not authorized above the grade of MSgt. Meritorious promotions to MSgt are limited to the Drill Instructor and Recruiter of the Year Programs. Meritorious promotion to 1stSgt is not authorized. Minimum TIG requirements are waived in the case of meritorious promotions. However, compliance with minimum TIS requirements is mandatory. Determination of eligibility for meritorious promotion will be based on the performance of the Marine as reported in the commanders recommendation and on the Marine's military record. Meritorious promotions will not be used as rewards or when a personal commendation/award is appropriate. A meritorious promotion must be based on the Marine's demonstrated capability to discharge the responsibilities and duties of the higher grade in a satisfactory manner. Commanding generals may award combat meritorious promotions to PFC through Sgt in numbers that do not exceed the quarterly meritorious promotion allocations established by the reference. In the cases of Sgts and SSgts, commanding generals will submit, by naval correspondence, recommendations for combat meritorious promotion based on meritorious action and performance in combat or performance under combat conditions to the CMC (MMPR-2). Commanders may submit recommendations for noncombat meritorious promotion based on a single meritorious act to the CMC (MMPR -2) by naval letter. Examples of single meritorious acts are for the individual winner of one of the following national or higher level marksmanship matches The National Trophy Individual Rifle Match The National Services Rifle Championship The National Pistol Championship

Combat Meritorious Promotion Program

Noncombat Meritorious Promotion Program

22

Basic Officer Course

B3K3978

Enlisted Promotion System

Meritorious Promotion (Continued)


Noncombat Meritorious Promotion Program (Continued) The winner of similar individual matches in the Olympic Games Pan American Games International Shooting Union Matches Lesser-type matches will not be recommended for meritorious promotion Additionally, the invention of a weapon or other device or the development of a new technique which is of Marine Corps-wide significance and which produces a substantial savings in time and money on a continuing basis qualify as single meritorious acts. Criteria for Meritorious Recommendations Commanders, in their determination of qualifications for meritorious promotions, will be guided by, but not limited to, the following Marines must have completed the required PME for the grade to which being recommended. The Marines performance of duty, in comparison with all known Marines of the same grade without regard to MOS/OccFld, must be to a significant degree superior to that of their peers in order to merit promotion over other qualified Marines in that grade, regardless of TIG. The level and type of duty performed within the individual's MOS/OccFld, as well as outside the MOS/OccFld, must be clearly superior to that of his or her peers.

Reduction
Just as we promote those Marines who serve well and will be able to contribute to the Marine Corps by their promotion to the next higher grade, Marines who are not living up to what is expected of them in the grade in which they are serving may merit a reduction, either punitive or administrative, depending on the circumstances. The two types of reduction are Punitive Nonpunitive

23

Basic Officer Course

B3K3978

Enlisted Promotion System

Reduction (Continued)
Punitive Enlisted Marines above the grade of private may be reduced as punishment due to a court-martial or nonjudicial punishment. Chapter 7 of the reference provides detailed guidance concerning punitive reductions. Commanders with nonjudicial punishment authority may reduce Marines from the same grades to which they are authorized to promote. That is to say, the battalion commander may reduce a sergeant or below at office hours. The company commander may not reduce a man at office hours because he does not have the authority to promote. A punitive reduction results in loss of time in grade. That is to say, if a Marine is reduced from corporal to lance corporal, his new date of rank as a lance corporal would be the date of reduction. Nonpunitive The Commandant may reduce enlisted Marines to any grade necessary in order to reduce the total number of Marines by grade. This nonpunitive reduction may occur, for example, during a period of massive strength reductions such as at the end of World War II. Chapter 6 of the reference provides detailed guidance concerning punitive reductions. A Marine may also be reduced for any action(s) or omission(s) in technical or professional performance that indicate the Marine is not capable of satisfactory performance in the grade and MOS currently held. A CRB is a formal administrative body convened to consider the suitability and ability of a Marine to continue to serve in the grade currently held. In the case of Marines of the grade of PFC and LCpl, the CRB may consist of only the Marines commanding officer. The Marine officer is authorized to administratively reduce a Marine who a CRB determined to be incompetent.

Reduction for Incompetence

Competency Review Board (CRB)

24

Basic Officer Course

B3K3978

Enlisted Promotion System

Reduction (Continued)
Reduction Authority The reduction authority for SSgts and above is Marine officers exercising general court-martial convening authority. Sgts and below is the commander, as defined in the reference. The reduction authority and the convening authority may be the same individual. Chapter 6 of the reference provides detailed guidance concerning nonpunitive reductions.

Promotion Ceremony
Commanders as defined by the reference are responsible for conducting or ensuring appropriate promotion ceremonies are conducted for their enlisted Marines. Commanders may delegate responsibility for conducting the promotion ceremony to any Commissioned officer of the U. S. Armed Forces (to include reserve officers and retired officers). Government civilian employees in grades of GS-11 and above. Senior enlisted personnel, under unusual circumstances. Delegation of responsibility for the conduct of the ceremony does not absolve commanders of their responsibility.

Promotion Plan
The promotion plan below identifies the eligibility requirements for regular promotion to Cpl and Sgt for the next 5 calendar years (CY) beginning with 2001, and will replace the annual promotion plan MARADMIN. A MARADMIN will be published only if it becomes necessary to update and/or provide additional information. The columns below are described as QTR - the CY promotion quarter. LCPL DOR - the date of rank required for LCpls to be eligible for promotion to Cpl during the quarter. LCPL AFADBD - the Armed Forces Active Duty Base Date required for regular LCpls to be eligible for promotion to Cpl during the quarter.

25

Basic Officer Course

B3K3978

Enlisted Promotion System

Promotion Plan (Continued)


CPL DOR - the date of rank required for Cpls to be eligible for promotion to Sgt during the quarter. CPL AFADBD - the Armed Forces Active Duty Base Date required for regular Cpls to be eligible for promotion to Sgt during the quarter. TIG/TIS - the cutoff date for computing time in grade and time in service for Marines eligible for promotion in the quarter. For regular Marines, TIG/TIS are computed through the end of the promotion quarter. MCTFS CUTOFF - the cutoff date for input of composite score data elements into the MCTFS. Cutoff applies to data elements only; the NOT REC for promotion entry must be input into MCTFS no later than the 15th of the month prior to the promotion month.

Eligibility requirements for regular promotions to Cpl and Sgt are in the table below.
QTR Jan, Feb Mar 2001 Apr, May, Jun 2001 Jul, Aug, Sep 2001 Oct, Nov, Dec 2001 Jan, Feb Mar 2002 Apr, May Jun 2002 Jul, Aug, Sep 2002 Oct, Nov, Dec 2002 Jan, Feb, Mar 2003 Apr, May, Jun 2003 Jul, Aug, Sep 2003 Oct, Nov, Dec 2003 LCPL DOR 2 Jul 00 2 Oct 00 2 Jan 01 2 Apr 01 LCPL AFADBD 2 Mar 00 2 Jun 00 2 Sep 00 2 Dec 00 CPL DOR 2 Mar 00 2 Jun 00 2 Sep 00 2 Dec 00 CPL AFADBD 2 Mar 99 2 Jun 99 2 Sep 99 2 Dec 99 TIG/TIS 31 Mar 01 30 Jun 01 30 Sep 01 31 Dec 01 MCTFS CUTOFF 20 Nov 00 20 Feb 01 20 May 01 20 Apr 01

2 Jul 01 2 Oct 01 2 Jan 02 2 Apr 02

2 Mar 01 2 Jun 01 2 Sep 01 2 Dec 01

2 Mar 01 2 Jun 01 2 Sep 01 2 Dec 01

2 Mar 00 2 Jun 00 2 Sep 00 2 Dec 00

31 Mar 02 30 Jun 02 30 Sep 02 31 Dec 02

20 Nov 01 20 Feb 02 20 May 02 20 Aug 02

2 Jul 02 2 Oct 02 2 Jan 03 2 Apr 03

2 Mar 02 2 Jun 02 2 Sep 02 2 Dec 02

2 Mar 02 2 Jun 02 2 Sep 02 2 Dec 02

2 Mar 01 2 Jun 01 2 Sep 01 2 Dec 01

31 Mar 03 30 Jun 03 30 Sep 03 31 Dec 03

20 Nov 02 20 Feb 03 20 May 03 20 Aug 03

26

Basic Officer Course

B3K3978

Enlisted Promotion System

Promotion Plan (Continued)


Eligibility requirements for regular promotions to Cpl and Sgt are in the table below. (Continued) QTR LCPL LCPL CPL CPL TIG/TIS MCTFS DOR AFADBD DOR AFADBD CUTOFF Jan, Feb, Mar 2 Jul 03 2 Mar 03 2 Mar 03 2 Mar 02 31 Mar 04 20 Nov 03 2004 Apr, May, Jun 2 Oct 03 2 Jun 03 2 Jun 03 2 Jun 02 30 Jun 04 20 Feb 04 2004 Jul, Aug, Sep 2 Jan 04 2 Sep 03 2 Sep 03 2 Sep 02 30 Sep 04 20 May 04 2004 Oct, Nov, Dec 2 Apr 04 2 Dec 03 2 Dec 03 2 Dec 02 31 Dec 04 20 Aug 04 2004 Jan, Feb, Mar 2005 Apr, May, Jun 2005 Jul, Aug, Sep 2005 Oct, Nov, Dec 2005 2 Jul 04 2 Oct 04 2 Jan 05 2 Apr 05 2 Mar 04 2 Jun 04 2 Sep 04 2 Dec 04 2 Mar 04 2 Jun 04 2 Sep 04 2 Dec 04 2 Mar 03 2 Jun 03 2 Sep 03 2 Dec 03 31 Mar 05 30 Jun 05 30 Sep 05 31 Dec 05 20 Nov 04 20 Feb 05 20 May 05 20 Aug 05

Composite Score Worksheet


Line 1: Rifle Marksmanship. Use the recorded score achieved on the "KD" or "Bmodified" course of fire during the current qualification period regardless of the grade held. o Failed initial attempts at qualification/requalification will not be reported unless the CO determines that the failure was the result of a lack of effort or negligence on the part of the Marine. If successful at subsequent remedial attempt to qualify, enter the score of 190 regardless of the score actually achieved. o If the individual has not yet fired for requalification during the current fiscal year prior to the cutoff date of the specific promotion quarter, then use the most recent rifle qualification score. o Marines who fail to qualify after subsequent remedial attempts will have an entry of unqualified (be assigned a 0) entered into the MCTFS, which will remain for CS purposes until the Marine fires again in the following fiscal year. o Marines serving in billets with rifle requalification waivers will have their most recent rifle qualification score used in the computation of their composite score.

27

Basic Officer Course

B3K3978

Enlisted Promotion System

Composite Score Worksheet (Continued)


RIFLE CONVERSION TABLE

Category EX SS MM 65 = 250 64 = 248 63 = 247 62 = 246 61 = 245 60 = 244 59 = 242 58 = 241 57 = 240 56 = 239 55 = 238 54 = 236 53 = 235

Sustainment Course 40 35 25
Conversion for Scores

Entry Level Course 220 210 190 26 = 192 25 = 190 24 = 183 23 = 176 22 = 169 21 = 162 20 = 155 19 = 148 18 = 141 17 = 134 16 = 127 15 = 120 14 = 113 13 = 106 12 = 99 11 = 92 10 = 85 9 = 78 8 = 71 7 = 64 6 = 57 5 = 50 4 = 43 3 = 36 2 = 29 1 = 22

52 = 234 51 = 233 50 = 232 49 = 230 48 = 229 47 = 228 46 = 227 45 = 226 44 = 224 43 = 223 42 = 222 41 = 221 40 = 220

39 = 218 38 = 216 37 = 214 36 = 212 35 = 210 34 = 208 33 = 206 32 = 204 31 = 202 30 = 200 29 = 198 28 = 196 27 = 194

Conversion Table (Rifle Marksmanship Score to Rating) Score Rating 240-250 5.0 235-239 4.9 230-234 4.8 225-229 4.7 220-224 4.6 215-219 4.4 210-214 4.2 205-209 3.8 200-204 3.6 195-199 3.4 190-194 3.0 000-189 0.0

28

Basic Officer Course

B3K3978

Enlisted Promotion System

Composite Score Worksheet (Continued)


Line 2: Physical Fitness Test. Enter the PFT score achieved during the current testing period. o If the Marine fails the PFT, assign a "0", which will stand for composite score purposes during the current promotion quarter. Remedial PFT scores will not subsequently replace failing scores in composite score calculations. o If the individual has not yet been administered the PFT during the current period, enter the score attained during the preceding testing period regardless of the grade held. Convert this score to a PFT rating from the conversion table below and enter the rating under the Rating column. CONVERSION TABLE (PFT Score to Rating) COMBINED (17-26) COMBINED (27 and older) CLASS SCORE RATING CLASS SCORE RATING 1st 280-300 5.0 1st 280-300 5.0 270-279 4.9 270-279 4.9 260-269 4.8 260-269 4.8 250-259 4.7 250-259 4.7 240-249 4.6 240-249 4.6 225-239 4.5 225-239 4.5 2d 215-224 4.4 215-224 4.4 205-214 4.3 205-214 4.3 195-204 4.2 200-204 4.2 185-194 4.1 2d 195-199 4.2 175-184 4.0 185-194 4.1 3d 170-174 3.9 175-184 4.0 160-169 3.8 170-174 3.9 150-159 3.7 160-169 3.8 140-149 3.6 150-159 3.7 135-139 3.5 3d 140-149 3.6 UnQual 0-134 0 135-139 3.5 110-134 3.0 UnQual 0-109 0 Line 3: Subtotal. Add figures entered on lines 1 and 2 under the "Rating" column. Enter subtotal. Line 4: Divide the subtotal on line 3 by 2. Enter this number in the space provided on Line 4. The result of this division will represent an average rating for those lines considered. Round off the average to the nearest 10th (4.44 would be 4.4 or 4.45 would be 4.5). Enter the results of the division under the "Rating" column on line 4.

29

Basic Officer Course

B3K3978

Enlisted Promotion System

Composite Score Worksheet (Continued)


Line 5: GMP Score. Enter on line 5 the score shown in the "Rating" column on line 4 and multiply by 100. Enter result under the "Score" column. Line 6: Average Duty Proficiency Marks. The mark to be used is the average of all duty proficiency marks assigned since the date of the last o Promotion o Reduction o Reenlistment (after a complete break in service of 24 hours or more) whichever is most recent and prior to the cutoff date. In the absence of such marks, the commander will assign an anticipated or projected duty mark for use in the composite score. Round off the average of duty proficiency marks to the nearest 10th (4.44 would be 4.4 or 4.45 would be 4.5). Multiply the average marks by 100 and enter the result on line 6 under the "Score" column. Line 7: Average Conduct Marks. The mark to be used is the average of all conduct marks assigned since the date of last o Promotion o Reduction o Reenlistment (after a complete break in service of 24 hours or more) whichever is most recent and prior to the cutoff date. In the absence of such marks, the commander will assign an anticipated or projected mark for use in the composite score. The average of duty conduct marks will be rounded off to the nearest 10th (4.44 would be 4.4 or 4.45 would be 4.5). Multiply the average marks by 100 and enter the result on line 7 under the "Score" column. Line 8: Time in Grade. The computation of the total months in grade includes the number of months in the present grade on the current enlistment to the designated cutoff date of the TIG. Multiply the number of months by 5, and enter in the "Score" column. Line 9: Time in Service. The computation of the total months in service accrued from the o AFADBD for members of the USMC and Active Reserve o PEBD for members of the USMCR (Drilling Reserve) to the designated cutoff date for the specific promotion quarter. Enter the total months in service and multiply by 2, then enter the result on line 9 under the "Score" column.

30

Basic Officer Course

B3K3978

Enlisted Promotion System

Composite Score Worksheet (Continued)


Line 10: DI/Recruiter/MSG Bonus. Bonus points will be awarded and added to the composite score of Marines who are in one of the following categories provided that the Marine completes the assignment in a satisfactory manner. o Commanding generals, Marine Corps Recruit depots and Marine Corps Combat Development Command, are authorized to add 100 points to the composite score of those drill instructors (DIs) in the grade of Cpl who have graduated DI school and are performing satisfactorily on that duty. o Commanding officer's are authorized to add 100 points to the composite score of those Cpls who have graduated recruiter school and are assigned as recruiters. o Commanding Officer Marine Security Guard (MSG) Battalion is authorized to add 100 points to the composite score of MSGs in the grades of LCpl and Cpl who have successfully completed MSG school and who are performing satisfactorily on that duty. Cpls assigned by billet as recruiters are not eligible for the Command Recruiting Program or its incentives. Once bonus points are used in a composite score and a Marine is promoted, those points may not be applied for subsequent consideration for promotion. Line 11: Self-Education Bonus. Bonus points will be awarded to Marines who have completed courses substantiated by appropriate documentation of completion (i.e., certificate). Only bonus points completed since promotion, reduction, or reappointment upon reenlistment to the current grade will be utilized. Determine the number of bonus points for each course completed and enter the total on line 11a and/or 11b (a maximum of 75 points may be awarded between MCI and college courses combined). A course may only be used one time; regardless of how many times the Marine has actually taken it. Multiply the number on each line by 10 and enter the results under the "Score" column. Bonus Points 1.5 1.0 1.0 1.0

Course MCI Course or other Military Service Correspondence CLEP Test (Each portion) College Course (Semester or Quarter) Vocational School Course (Semester)

Line 12: Command Recruiting Bonus Points. Enter 20 bonus points for each individual referred while in the current grade. Bonus points are to be awarded when the individual referred enlists. A maximum of 100 bonus points may be awarded. Line 13: Composite Score: Add values under the "Score" column for lines 5-12. Total is a Marine's Composite Score.

31

Basic Officer Course

B3K3978

Enlisted Promotion System

Composite Score Worksheet (Continued)


Sample Composite Score Worksheet
Line No. Line 1. Line 2. Line 3. Line 4. Line 5. Line 6. Line 7. Line 8. Line 9. Line10. Line 11 Rating ______ ______ ______ ______ (Score) ______ ______ ______ ______ ______ (computed from AFADBD for active) ______ ______ (maximum of 75 points)

Rifle Marksmanship Score PFT Subtotal (line 1 + line 2) GMP Score (line 3 divided by 2) GMP Score (from line 4) Average Duty Proficiency Average Conduct TIG (months) TIS (months) DI/Recruitment/MSG Bonus Self-Education Bonus a. MCI/Extension School b. College/CLEP/ Vocational ______ ______ ______ ______ ______ ______ ______ ______ ______

______ ______ ______ ______ x 100 x 100 x 100 x5 x2 x1

= = = = = = = = = = =

____________ (Date of qual YYMMDD) ____________ (Date of test YYMMDD)

x 1.5 x1 x 20

= ______ = ______ = = ______ (maximum of 100 points) ______

Line12. Line13.

Command Recruiting Bonus

Composite Score (sum of lines 5 through 12)

Summary
As a leader of Marines, you are responsible for ensuring that your Marines, who are found to be qualified in accordance with Marine Corps policy, are promoted in a timely manner. By so doing, you are not only ensuring that your Marines are rewarded fairly for their efforts but also that the future enlisted leadership of our Corps meets the same high standards as in the past.

32

Basic Officer Course

B3K3978

Enlisted Promotion System

References
Reference Number or Author MCO P1070.12K MCO P1400.32C MCO P1610.7E NAVMC 2794 Reference Title Marine Corps Individual Records Administrative Manual (IRAM) Marine Corps Promotion Manual, Vol 2, Enlisted Promotions Performance Evaluation System (PES) How to Write a Fitness Report

33

Basic Officer Course

B3K3978

Enlisted Promotion System

Glossary of Terms and Acronyms


Term or Acronym AFADBD Definition or Identification Armed Forces Active Duty Base Date Used to determine TIS and seniority among Marines in the regular component of the Marine Corps and Active Reserves from the reserve component who Are in the same grade. Have the same date of rank for promotional eligibility. Also used to calculate TIS in the computation of composite scores for LCpls and Cpls in the regular component of the Marine Corps and Active Reserves from the reserve component. Sgts or SNCOs in an MOS/OccFld who Are eligible for promotion consideration. Have been previously considered in the promotion zone, but not selected. Will continue to be considered for promotion as long as they remain in the Marine Corps. Until they have been selected for promotion to the next higher grade Marines who Possess the minimum TIG to be eligible for promotion to the next higher grade Not in the promotion zone Number of Marines in the below zone is normally an estimate of the promotion zone for the following year's SNCO selection board. Commandant of the Marine Corps Competency review board Mathematical calculation of certain data elements reported on the unit diary Used as a measuring factor for Marine Corps wide comparison of Marines within a given grade and MOS or OccFld Computed quarterly Score the CMC announces for each MOS or OccFld to which individual composite scores are compared to control the number of promotions to the grades of Cpl and Sgt. Diary Feedback Report Drill Instructor Department of Defense

AZ, Above Zone

BZ, Below Zone

CMC CRB CS, Composite Score

Cutting Score

DFR DI DOD

34

Basic Officer Course

B3K3978

Enlisted Promotion System

DOR, Date of Rank

Failed of Selection FAST IMA

IRR

In Zone (IZ)

MARADMIN MCTFS Minimum TIG

Date the CMC assigns to a Marine upon Advancement to the next grade Accession into the Marine Corps Used to determine Seniority in grade Eligibility for promotion to the next higher grade Not selected for promotion to the next higher grade Fleet Anti-Terrorism Security Teams Individual Mobilization Augmentee. Reserve component Marine who is a member of the SMCR and pre-assigned to a mobilization billet on a regular component table of organization requiring continuous training during peacetime. Individual Ready Reserve. Reserve component Marines who are not in the SMCR or Active Reserve. Consists of Marines who have completed their active duty or SMCR obligation and have time remaining on their MSO. have completed their MSO and serve in the IRR by choice. Are in the Delayed Entry Program. IRR Marines are assigned to the Commanding General, Marine Corps Reserve Support Command, Kansas City, Missouri Sgts or SNCOs who Have not previously failed selection for the grade to which competing Satisfy the MOS/OccFld; DOR; and AFADBD/PEBD (If applicable) requirements established for this zone. Referred to as promotion zone. Marine Admin Marine Corps Total Force System Requirement that ensures Marines have acquired a minimum amount of experience in grade prior to being considered for advancement to the next higher grade Possessing the minimum TIG does not mean that the individual will automatically be promoted. Marines in the grades of Pvt through Sgt must be otherwise qualified, and SNCOs must meet at least the below zone cutoff to normally be considered for promotion Minimum time a Marine must be in the service in order to be eligible for promotion to a particular grade Military occupational specialty Military Service Obligation Noncommissioned Officer Nonjudicial punishment Occupational field

Minimum TIS MOS MSO NCO NJP OccFld

35

Basic Officer Course

B3K3978

Enlisted Promotion System

Once Passed

PCS PEBD

Sgts or SNCOs Considered for promotion in the promotion zone Not selected (failed selection) Permanent change of stations Pay Entry Base Date. An established date at the beginning of a Marine's career Adjusted for time lost/broken time Determines certain pay entitlements and when a Marine is entitled to increased basic pay For members of the reserve component (Selected Marine Corps Reserve (SMCR) and Individual Ready Reserve (IRR)), used to determine TIS for promotion eligibility among Marines within the same grade, OccFld and DOR For LCpls and Cpls in the Marine Corps Reserve, used to calculate TIS when computing their composite scores Physical Fitness Test Reenlistment Code CMC will convene boards consisting of board members who must be at least one grade senior to the Marines being considered for promotion Commissioned officers (CWO through Col) Senior enlisted members (SgtMaj through MSgt) Select those Marines best and fully qualified for promotion to all SNCO grades Will be convened annually at Headquarters, U.S. Marine Corps Number assigned to a SNCO selected for promotion Illustrates the Marines relative standing or seniority in comparison to other Marines selected To the same pay grade By a specific board Based on the precedence criteria established in the reference Maximum amount of time a Marine may remain in the Marine Corps for a given grade Established by Enlisted Career Force Controls Selected Marine Corps Reserve. Reserve component Marine who Performs training and/or duty consisting of a minimum of 28 drills and 2 weeks annual training per year. Are assigned to A specific command within Marine Forces Reserve. An IMA Detachment. Staff noncommissioned officer Time in grade Time in service

PFT RE Selection Boards

Seniority Number

Service Limit

SMCR

SNCO TIG TIS

36

Basic Officer Course

B3K3978

Enlisted Promotion System

Twice Passed

UCMJ UDP

Sgts or SNCOs, considered twice for promotion, once in the o Promotion zone o Above zone o Not selected (failed selection) Uniform Code of Military Justice Unit deployment program

Notes

37

Basic Officer Course

Notes

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

MARINE CORPS AWARDS B3K4058 STUDENT HANDOUT

Basic Officer Course

B3K4058

Marine Corps Awards

Marine Corps Awards


Introduction Prompt and judicious recognition of an individuals achievement or service is a vital factor of Morale and an indispensable responsibility of leadership. Napoleon Awards serve to reward the actions, service, or achievements of a Marine above and beyond what is expected. In order to retain their value, awards must only be given when clearly deserved. There are three main categories of awards: unit awards, personal/military decorations, and campaign/service awards. It is the obligation of every leader to be familiar with the awards available for Marines, know how to recommend Marines for awards, understand the approval process for awards and be familiar with the resources to track all types of awards. Importance Awards serve many purposes. They award individual Marines for exemplary service, action, or achievement. They also serve as encouragement for non-awarded Marines to improve or increase performance. Furthermore, the receipt of an award by a Marine (Sergeant, Staff Noncommissioned Officer [SNCO] or officer) requires a directed comment on the next fitness report, and thus may play a role in promotion or retention. As a company grade officer you will initiate or make recommendations on awards for your Marines. As a leader of Marines, you owe it to your Marines to understand the Marine Corps Awards Program. Award criteria and seniority, approving authorities, and the recommendation and approval process are three topics deserving of attention. A solid understanding of Marine Corps awards is inherent to Marine Corps leadership. Initially, we shall discuss the three types of Marine Corps awards: unit awards, personal/military decorations, and campaign/ service awards. We will also discuss the role a platoon commander or officer-in-charge plays in the submission and approval process.

In This Lesson

Basic Officer Course

B3K4058

Marine Corps Awards

Marine Corps Awards (Continued)


This lesson covers the following topics: Topic Marine Corps Awards Other Methods of Formal Recognition Awards Submission Process Summary References Glossary of Terms and Acronyms Notes Page 4 5 5 7 8 8 9

Learning Objectives

Terminal Learning Objectives MCCS-LDR-2205f. Given materials and references, produce award recommendations to recognize Marines. Enabling Learning Objectives MCCS-LDR-1009. Without the aid of reference, define the classification of Marine Corps Awards without omission.

Basic Officer Course

B3K4058

Marine Corps Awards

Marine Corps Awards


Marine Corps awards are divided into three main categories: unit awards, personal/ military decorations, and campaign/service awards. There are also three other methods of formal recognition available that lack a corresponding ribbon or medal. They are the Certificate of Commendation, Meritorious Mast, and Letter of Appreciation. Unit Awards. According to SECNAVINST 1650.1H, unit awards recognize entire organizations for outstanding heroism or achievement performed during periods of war, international tension, national emergencies, or extraordinary situations that involve national interests. The most common unit awards are (in descending order) the Presidential Unit Citation (PUC), the Joint Meritorious Unit Award (JMUA), the Navy Unit Citation (NUC), and the Meritorious Unit Commendation (MUC). All personnel who were a part of the unit and served honorably during the period recognized will receive the unit award. (As you observed from your Marine Corps Uniforms class, there is no authorized medal for unit awards.) The approval process for unit awards is clearly documented in Chapter 3 of SECNAVINST 1650.1H. Personal/Military Decorations. According to SECNAVINST 1650.1H, a Military decoration (personal award) is an award bestowed on an individual for a specific act or acts of gallantry or meritorious service. Military decorations have a long history dating back to the rewards that kings and tribal chiefs could bestow upon brave warriors for actions committed on the battlefield. In the Marine Corps today, there exist an array of awards that serve to recognize individual Marines for exhibiting bravery on the field of battle or exemplary service in a peacetime environment. In Chapter 1 of SECNAVINST 1650.1H, there is a list of all the recognized military decorations. In Chapter 2 of the 1650.1H, there is detailed information on all details pertaining to military decorations including criteria required for issuance and the process for submission and approval. o The Combat Action Ribbon and Purple Heart. These awards are personal awards that are awarded for honorable service under certain circumstances or in certain situations. It is important to note that there are stringent criteria that must be met prior to awarding these decorations, and they are approved by the Commandant of the Marine Corps (CMC) or his delegate. Campaign/Service Awards. SECNAVINST 1650.1H describes campaign or service award as an award issued to an individual to denote participation in a campaign, war, national emergency or expedition, or to denote service requirements fulfilled in a credible manner. Upon approval of a particular campaign/service award, CMC will release a message identifying the awards criteria and/or units authorized to receive the award. Typically, the units administration section will submit a roster to the unit diary of all personnel who served honorably with the command during the period awarded and are therefore eligible for the award. Once approved, personnel will be notified through their chain of command that they rate the award.
4 Basic Officer Course

B3K4058

Marine Corps Awards

Marine Corps Awards (Continued)


Campaign/Service Awards (Continued) There is typically no formal award presentation to each individual Marine. Examples of campaign awards include the Global War on Terrorism (Expeditionary) Medal or the Korean Service Medal. CMC has established the general criteria for service awards, which can be found in SECNAVINST 1650.1H. Some service awards are individual awards, awarded on a by name basis (Humanitarian Service Medal and Good Conduct Medal). Some service awards (such as the Sea Service Deployment Ribbon and the Kosovo Campaign Medal) are earned by service in a given area for a set period of time.

Other Methods of Formal Recognition


Certificate of Commendation (CertComm). By Marine Corps order, a commander with Navy and Marine Corps Achievement approval authority can approve a CertComm. CertComms are not included in the Marine Corps Awards Processing System (APS), but are forwarded to the CMC for entry into the Marines official military personnel file (OMPF). Meritorious Mast (MM). A Meritorious Mast may be approved by a Battalion Commander or equivalent authority. MMs are not processed through the APS, however are to be forwarded to the CMC for entry into the Marines OMPF. Letter of Appreciation (LOA). A Letter of Appreciation may be written by any officer senior to the proposed recipient. An LOA is not processed through the APS, and is not to be forwarded to the CMC for entry into the Marines OMPF.

Award Submission Process


A recommendation for an award may be submitted by any commissioned officer, senior to the individual being recommended." Thus, it is the responsibility of every Marine officer to be familiar with the award submission process. Too often, junior enlisted Marines are not adequately recognized for their efforts and accomplishments. This represents a failure of the officer corps for not upholding the established obligations. Chain of Command Any officer may submit a recommendation for a junior Marine, either officer or enlisted. (Marine Corps policy dictates that if they are not in the same chain of command, the recommendation shall be forwarded to the recipients commanding officer.)

Basic Officer Course

B3K4058

Marine Corps Awards

Award Submission Process (Continued)


Timeliness Awards should be submitted as soon as possible after the action or achievement in order to create positive ramifications within the unit. If Marines link efforts and achievements to recognition and reward, the overall performance and morale of the unit tends to increase. The longer a command takes to submit recommendations for military decorations, the less impact the award presentation will have upon the unit. In SECNAVINST 1650.1H, Chapter 2, Appendix A, identified are specific time limits for submission of each military decoration. All officers should be knowledgeable about the awardsrecommendation process. Every recommendation for a personal decoration starts with the Personal Award Recommendation Form (OPNAV 1650/3). In SECNAVINST 1650.1H, Chapter 2, Appendix B, there are block-by-block instructions for completing this form. Marine Corps commands are using the Marine Corps Awards APS to process all recommendations for military decorations and all personnel who originate, endorse or administratively process awards must have an APS account. Instructions for creating an account can be found at the Awards Processing Website: https://www.manpower.usmc.mil/portal/page?_pageid=278, 1936571&_dad=portal&_schema=PORTAL An example of a Personal Award Recommendation form (OPNAV 1650/3) is in Appendix A, Chapter 2, SECNAVINST 1650.1H. Citation and Summary of Action The recommending officer must author the citation and (if required) summary of action. SECNAVINST 1650.1H provides detailed instructions on the required sentence structure and terms pertaining to each specific decoration. There is a strict template to which each award citation should adhere, and individual commands may have their own particular requirements; failure to properly format the award in the prescribed way will often result in the award being delayed. The unit S-1 (Admin) section can provide further assistance. Examples of citations for each military decoration are included in Appendix B, Chapter 2, SECNAVINST 1650.1H.

AwardRecommendation Process

Basic Officer Course

B3K4058

Marine Corps Awards

Award Submission Process (Continued)


Award Process Once an officer has completed the recommendation/ originated the award, it is submitted to the proposed recipients chain of command. The award is forwarded up the chain of command to the appropriate level. Chapter 1, SECNAVINST 1650.1H, lists each military decoration and the corresponding rank or billet empowered with approval authority. Each intermediate level of the chain of command must endorse an award recommendation with either (1) recommend approval; (2) recommend approve a lower award; (3) recommend a higher award; (4) disapprove the award/recommend inclusion in a later award; or (5) return the recommendation for further clarification. Once the recommendation reaches the approving authority, there are five available options: (1) approve the award; (2) approve a lower award; (3) approve a higher award (if so empowered) or recommend a higher award to the appropriate authority; (4) disapprove the award; or (5) return the recommendation for further clarification. Once an award is submitted, it must be forwarded to the approval authority of the originally requested award; an intermediary commander can not approve a lower award. Once decided, an award cannot be resubmitted for the same action unless accompanied by new material and each action/period of service can only be covered by one award. Approved awards not yet presented may be revoked by the awarding authority. However, once an award has been presented, only SECNAV has revocation authority. Once a military decoration is approved, the approving authority is responsible for furnishing three elements: (1) the medal (or star, if a subsequent award); (2) the certificate or citation; and (3) the presentation folder. The command is responsible for ensuring these items are procured and forwarded to the award recipient as applicable.

Award Elements

Basic Officer Course

B3K4058

Marine Corps Awards

Summary
During this lesson we discussed the importance of company-grade officers being fluent in the Marine Corps awards process. We introduced the various categories of Marine Corps awards: unit awards, military/personal decorations, and campaign/service awards. We also discussed other methods of recognition including the Certificate of Commendation, Meritorious Mast, and Letter of Appreciation. Furthermore, the student was introduced to the Marine Corps award submission process. Each lieutenant, upon reaching his/her duty station, should establish an Awards Processing System account. This will provide the lieutenant the ability to process and track awards for his/her Marines.

References
Reference Number or Author SECNAVINST 1650.1H SECNAVINST 5216.5D MCO 5215.1J MCO 1650.19J MCRP 6-11B Reference Title Navy and Marine Corps Awards Manual Naval Correspondence Manual Marine Corps Directives Management System Marine Corps Awards Discussion Guide for Marine Corps Values

Glossary of Terms and Acronyms


Term or Acronym APS CertComm CMC JMUA LOA MM MUC NUC OMPF PUC SNCO Definition or Identification Awards Processing System Certificate of Commendation Commandant of the Marine Corps Joint Meritorious Unit Award Letter of Appreciation Meritorious Mast Meritorious Unit Commendation Navy Unit Citation Official military personnel file Presidential Unit Citation Staff Noncommissioned Officer

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

DEVELOP TRAINING PLANS B3X5178

Basic Officer Course

B3X5178

Develop Training Plans

Develop Training Plans


Introduction This purpose of this class is to provide basic instruction on Unit Training Management and developing training plans. MCDP 1 states, The purpose of all training is to develop forces that can win in combat. Training is the key to combat effectiveness and therefore is the focus of effort of a peacetime military. The development of training plans and the management of such will ensure an effective and successful training program. As an officer of Marines, one of your many duties and responsibilities is that of teacher of your Marines. In the not too distant future, you will find yourself tasked with preparing and giving a period of instruction to a group. With the proper preparation, and the understanding of some time-tested techniques, this should be a surmountable task.

Importance

In This Lesson This lesson covers the following topics: Topic Marine Corps Training Philosophy Training Principles Commanders Responsibilities Systems Approach to Training & Education (SATE) How to Use Training Standards in Units Develop Training Plans Training Schedule Example of Commanders Training Philosophy and Guidance Letter Summary References Glossary of Terms and Acronyms Notes Page 4 5 8 9 13 14 17 19 26 27 28 30

Basic Officer Course

B3X5178

Develop Training Plans

Develop Training Plans (continued)


Learning Objectives Terminal Learning Objectives MCCS.08.15 Given the requirement, Marines, a training site, training support equipment, references, conduct training, per MCDP 1, MCO 1553.1B, MCO 1553.2A, MCRP 3-0A, MCRP 3-0B, MCRP 3-11.1A, MCRP 5-2A, MCRP 6-11B, MCU Designing TDGs Handbook, MCWP 311.1, MCWP 3-11.2, MCWP 6-11, and the Systems Approach to Training (SAT) Manual. Enabling Learning Objectives MCCS.08.15c Given the requirement, Marines, a training site, and training support equipment and with the aid of the Commanders Tactical Handbook and the Marine Corps Order on unit training, formulate a training plan, per MCDP 1, MCO 1553.1B, MCO 1553.3A, and MCRP 3-0B.

Basic Officer Course

B3X5178

Develop Training Plans

Marine Corps Training Philosophy


You are either in contact, moving to contact, or training! LtCol Chips Catalone, USMC The history of battle, a commanders experience, and the wisdom of military philosophers all confirm the direct correlation between training and victory in war. Successful combat units train as they intend to fight and fight as they were trained. Marines base their future success on the battlefield on this philosophy. The Marine Corps undergirds this philosophy with a training mandate and a training imperative. This philosophy is further backed by a number of training principles described in MCRP 3-0A. Training Mandate o The Marine Corps mandate for training is simple and compelling: The nation must have units that are ready for combat! Because the Marine Corps trains for war, not for peace, the intended battle determines training directions and goals. War places rigorous physical, psychological, and moral demands on Marines, and a battle environment demands substantial dedication, perseverance, and motivation to ensure the highest possible chance of success. Success on the battlefield also demands the ability and willingness to fight. Combat-ready units are manned with motivated, disciplined, and proficient Marines; led by tactically and technically competent leaders; and conditioned through physically tough and mentally demanding training that ranges from individual Marine battle drills to joint combined-arms exercises. Pursuit of the highest possible quality of training must become a way of life in the Marine Corps. Training Imperative o Training is a professional and moral imperative. It is the Marine Corps responsibility to ensure that both regular and reserve components are properly trained. Training encompasses the full range of duties, responsibilities, and missions of Marines, and it must be embedded in all that Marines do. It can be as simple as practicing an individual task or as complex as conducting a joint or combined field training exercise (FTX) with an opposing force (OPFOR). It can vary from a squad leader informally making an on-the-spot correction, to a company commander teaching lieutenants how to apply tactical principles. Employing weapons, operating equipment, communicating information, maintaining vehicles, and rearming and resupplying units are all critical skills mastered only through training. From training comes the ability to follow procedures, to execute techniques, to apply tactics, and to integrate the capabilities of arms and services.

Basic Officer Course

B3X5178

Develop Training Plans

Training Principles
All Marines must understand and apply these principles at every level of training. These principles provide sound and proven direction and are flexible enough to accommodate the demands of local conditions and the judgment of commanders and other trainers. The principles of Marine Corps training are discussed in the following subparagaphs. These principles are not inclusive, nor do they guarantee success. They are guides that commanders can use to assess unit training programs. Train as You Fight o The battle is the ultimate test of training. To train as you will fight is the fundamental principle upon which all Marine Corps training is based. Therefore, all peacetime training must reflect battlefield requirements. All leaders are considered trainers and coaches, and they must ensure that individual Marines and units receive realistic training that simulates wartime conditions. Marines training should prepare them to perform their tasks and meet operational standards during the complex, stressful, and lethal situations they will encounter in war. If units and elements are to function together during combat, they should train together during peacetime exercises. The Marine Corps philosophy is to train well in peace so that it can fight well in war. Make Commanders Responsible for Training o Commanders at all levels are responsible for the training and performance of their Marines and units. They do more than manage training. The commanders personal presence and involvement demonstrate to all that training is the number one priority. Senior commanders personally train each direct, subordinate commander. The ability to delegate authority to an individual who is trained to accept responsibility is vital to the Marine Corps operational concept. Therefore, training the chain of command is an inherent part of the Marine Corps training philosophy. It is an integral part in developing subordinate commanders into effective leaders. This provides subordinate leaders both implementing and supervisory responsibilities and also the opportunity to train other subordinate leaders. This delegation of authority fosters initiative throughout the chain of command and is vital to the teacher-trainer role. Use Standards-Based Training o Training standards are published as Marine Corps Common Skills (MCCS) for each military occupational specialty (MOS) and as mission performance standards (MPSs) for each unit. All training must conform to these standards. Standards-based training is the use of common procedures and uniform operational methods to create a common perspective within the Marine Corps. This method of training is further reflected in Marine Corps doctrine, tactics, techniques, and procedures.

Basic Officer Course

B3X5178

Develop Training Plans

Training Principles (continued)


Use Standards-Based Training (continued) This commonality allows Marines to train, operate, maintain, and fight from a common perspective. Standards-based training Provides a measurement of performance. Provides Marines with the ability to adjust rapidly to changing tactical situations. Eliminates the need for retraining if units are cross-attached. Fosters flexibility in battle by reducing the need for complex orders. Teaches Marines to respond to changes in combat in a reflexive and automatic manner. o Since the Marine Corps standards-based training is used throughout the total force, it provides commanders with a firm foundation upon which to request needed resources that support training throughout the Marine Corps. These resources include funding, equipment, ammunition, and ranges. Use Performance-Oriented Training o Marines must be proficient in the basic skills required to perform their jobs under battlefield conditions. To achieve results, all training should be performance-oriented. Individual training occurs on a continual basis and is fully integrated into collective training. Marines are trained to meet published standards, not merely to occupy the time designated for training. Use Mission-Oriented Training o To obtain maximum benefits during training, commanders develop training programs based on mission analysis. The mission analysis provides a careful assessment of possible warfighting missions, identifies specified and implied tasks, and is the foundation for the mission essential task list (METL). The unit's combat missions are the basis for the development of tasks and for the specific standards to which each task must be executed. Train to Sustain Proficiency o Once units have trained to a required level of proficiency, they must sustain it. To sustain proficiency, commanders must continuously evaluate performance and design training programs that correct weaknesses and reinforce strengths. This means training year round, not focusing training on one or two key events during the year.

Basic Officer Course

B3X5178

Develop Training Plans

Training Principles (continued)


Train to Challenge o Training must be challenging. If training is a challenge, it builds competence and confidence by developing new skills. The pride and satisfaction gained by meeting training challenges instills loyalty and dedication. It inspires excellence by fostering initiative, enthusiasm, and eagerness to learn.

Basic Officer Course

B3X5178

Develop Training Plans

Commanders Responsibilities
In no other profession are the penalties for employing untrained personnel so appalling or so irrevocable as in the military. General Douglas MacArthur Commanders at all levels are responsible for all of their units training needs. To meet specific training needs, commanders develop overall unit training programs based on the best combination of available resources, materials, guidance, and time. Commanders must Provide clear commanders intent/guidance throughout the process. Identify training objectives clearly. Plan training events and activities. Arrange for support. Ensure that the resources needed to conduct training are available. Ensure that training is conducted. Supervise and evaluate individual and unit proficiency. Supervise and evaluate training sessions, instructional quality, and UTM procedures. Mission-essential tasks are not prioritized, they are all equally essential. But, the training of the skills necessary to achieve proficiency in the performance of missionessential tasks is prioritized.

During Phase I we discussed the Systems Approach to Training process and how it applies to training Marines. We will now revisit this topic with a more in depth look at how it all ties in to developing training plans.

Basic Officer Course

B3X5178

Develop Training Plans

Systems Approach to Training & Education (SATE)


UTM is the use of SATE and Marine Corps training principles in a manner that maximizes training results and focuses unit training priorities on the wartime mission. Units cannot achieve and sustain proficiency on every possible training task. The Marine Corps has neither the funds nor the time for such an endeavor. Therefore, Marine Corps training must focus on wartime tasks. SATE assists commanders in identifying critical warfighting tasks, both for the individual and the unit, and it guides the Marine Corps frugal application of limited resources. SATE is a systematic, problemsolving model used by commanders to produce an effective training program, and it is used in the development of all Marine Corps training. For example, the application of SATE in the formal schools or operational units results in specific products that improve unit efficiency and maintain readiness. For instance, if applied in A formal school setting, a program of instruction is generated. An operational unit, a short-range training plan is generated. No matter how it is applied, SATE provides commanders with needed training management techniques to analyze, design, develop, implement, and evaluate performance-oriented training. It guides commanders in the use of scarce resources by identifying where resources are needed most in order to maintain readiness. The SATE process, in regards to UTM, consists of five phases: analysis, design, development, implementation, and evaluation. The principles of the SATE process are briefly discussed in the following subparagaphs. Analysis Phase o The analysis phase determines the units performance objectives. The units performance objectives are written as tasks that the unit must be prepared to accomplish. The commander begins this phase with a detailed mission analysis. The inputs to this analysis include the commanders higher headquarters METL, supported and supporting unit METLs, campaign plans, table of organization (T/O) mission statements, contingency plans, anticipated missions, and doctrine. Assistance available from the G-5 (plans) section should be sought in order to conduct a comprehensive analysis. If the analysis is conducted properly, the commander deduces a listing of all the units specified and implied tasks. The commander further analyzes this comprehensive listing of tasks to determine the units mission-essential, warfighting tasks. By doing this, the commander identifies a core listing of tasks that the unit must be capable of performing in a warfighting environment. This smaller, detailed listing of mission-essential tasks is the product of the analysis phase. The METL is the tool the commander uses to prioritize and focus unit training. The METL, once approved by higher headquarters, becomes the descriptive training document for the unit and provides a clear, warfighting-focused description of the highest level collective actions needed to execute wartime mission proficiency. The METL is the starting point for the design phase of SATE.

Basic Officer Course

B3X5178

Develop Training Plans

Systems Approach to Training & Education (SATE) (continued)


Design Phase o The purpose of the design phase is to design or layout a training plan for a unit. The design of each units training plan is based primarily on the units level of proficiency in its METL tasks. Unit training plans may consist of long-range, midrange, and short-range plans Long-range planning focuses on major exercises and the training needed to meet the commanders METL for the next 18-24 months. Midrange (annual) planning details how major subordinate unit METLs support the unit commanders METLs. It further refines the details of major exercises. Short-range (quarterly) planning projects the training of collective tasks and drills of lower echelon units and all training events to be conducted in the next few months. The tasks, drills, and training events are taken from long-range and midrange plans. During the design phase, the unit develops training plans that will result in the successful accomplishment of all mission-essential tasks. The units METL is the foundation used to develop its training plans. The METL is also supported by many other subordinate tasks from within the unit. Therefore, the unit training plan must address both unit METLs and subordinate tasks. The unit must plan for and schedule its training so that it successfully completes all of its mission-essential tasks. The first step in the design phase is to relate mission-essential tasks from the METL to one or more published MPSs from the units applicable MCCRES volume in the MCO 3501.XX series. An MPS is a unit or collective performance objective that contains a performance statement, a condition statement, and a standard statement. An MPS strives to define an observable action that is a critical part of the units mission. Collectively, all of a units MPSs should cover all its potential missions. A unit should be trained to perform all its published MPSs, however no unit has the resources to train and sustain proficiency on every task. Therefore, a unit trains to the MPS that supports its METL, then it trains to other MPSs as time and resources allow. The second step in the design phase is to prioritize the training of mission-essential tasks. Mission-essential tasks are not prioritized, they are all equally essential. But, the training of the skills necessary to achieve proficiency in the performance of mission-essential tasks is prioritized. Training priorities are determined by the commanders assessment of a units ability to perform a task when compared to its associated MPSs. Evaluation of a units past performance aids a commander in determining a units future training priorities. The third step in the design phase is to relate further subordinate, collective, and individual tasks to the MPSs that have been associated to each mission-essential task. Individual tasks are published as ITSs. ITSs are tasks that specify the individual proficiency requirements that support unit mission performance.

10

Basic Officer Course

B3X5178

Develop Training Plans

Systems Approach to Training & Education (SATE) (continued)


Development Phase o During the development phase, commanders ensure that all logistical and background preparations are completed prior to the actual start of the training evolution. The generation, submission, and follow through on requests for transportation, budgeting, ammunition, and other items that support the scheduled training are a critical part of this phase. All personnel and resources are allocated so that preparatory work can be conducted that will allow for the smooth execution of the training plans. Preparatory work may require the generation of letters of instruction (LOI) from the commander that direct specific implementation of training plans. Such LOIs serve to provide guidance and direction for preparation for training. It is also during this phase that trainers are trained to meet the needs of the particular training evolution. Trainers should review their instructional procedures and the materials they will present during assigned periods of instruction. Officers and SNCOs, who will lead units through training exercises, should review/define training objectives and goals in accordance with the guidance provided from the commander. Implementation Phase o Training plans are executed during the implementation phase. Trainers should understand the desired performance, the standards, and the conditions under which training should occur. The implementation phase has three basic steps. Staging of Resources and Personnel This step involves the transition from the development phase (which planned, coordinated, and arranged all support for the training evolution) into the implementation phase (where the training evolution actually begins). During this step, all resources and personnel needed to conduct the training are assembled at the training site. This may involve transportation to the site, issue of weapons, placement of opposing force (OPFOR) units, etc., or it may be as simple as having a projector set up in a classroom and the troops assembled at the appropriate place at the scheduled start time. Conducting the Scheduled Exercise During the execution of the exercise, trainers ensure that Marines know/understand the intended goals and procedures and that they receive the training needed to achieve the desired performance.

11

Basic Officer Course

B3X5178

Develop Training Plans

Systems Approach to Training & Education (SATE) (continued)


Evaluation Phase o Evaluation is a continuous process that occurs at all echelons and during every phase of SATE. SATE is the dynamic process that allows continuous improvement to the training program by the application of evaluation techniques at any point along the process, not solely upon completion of a phase. Commanders constantly evaluate planning and resource actions to ensure they are mission-oriented and that they build toward combat readiness. Leaders at all echelons evaluate leader and individual training performance and provide feedback to the chain of command, trainers, and those being trained. Evaluation of unit training is the process of determining if the unit can accomplish the training objectives related to a specific training event. The drills and training exercises for a squad or crew are aimed at accomplishing the collective task(s) practiced in that drill/exercise. Training is evaluated when commanders, leaders, evaluators, or observers compare actual performance to the standards listed for that task. If evaluation indicates that a unit cannot perform to standard, that task becomes a priority for future training. Developing a Checklist o The evaluator develops a checklist based on MPSs/ITSs and uses it to evaluate unit performance. A checklist can help to optimize training time by highlighting the strengths and deficiencies of the unit, therefore, focusing future training on what and who needs to be trained, rather than retraining the entire unit/event needlessly. The checklist also provides the evaluator with a quick reference tool that identifies specific training standards. Conducting an After Action Review o This step occurs after the training evolution has been completed, but it is based on observations taken throughout the planning and execution cycles. From platoon-size lectures to battalion field exercises, the instructor/staff conducts an after action review (AAR) at all levels. AARs discuss what went right, what went wrong, and what needs to be changed in order to better accomplish the objectives. The AAR should be used as input during the evaluation phase.

12

Basic Officer Course

B3X5178

Develop Training Plans

How to Use Training Standards in Units


Training standards are used to guide the units training program. At the unit level, both collective (MPS) and Marine Corps Common Skills (MCCS) are used to: Determine Individual and/or Team Proficiencies and Deficiencies o The proficiency of an individual Marine is determined by administering a pretest on each task he/she is expected to perform; e.g., MCCSs. Assessing team proficiencies is accomplished by conducting battle drills, training exercises, or battle simulator exercises using MPSs. Determine Training Methods o Once training deficiencies are identified, a method to correct the deficiency can be selected. Training can include use of instruction, practical application, correspondence courses, training aids/devices, etc., to provide the desired results. Specify Training Funding/Resources o Commanders must determine the training funding/resources required to train individuals and units to master deficient skills. Planning must be done to ensure that instructors, ammunition, equipment, ranges, and classroom space are available as necessary. Evaluate Proficiencies as a Result of Training o After training is completed, the training standards are again used to ensure that individuals and teams can successfully perform all the required tasks. Individuals can be retested to determine if they have mastered the skills on which their performance was evaluated as unsatisfactory. Teams can be evaluated through exercises, drills, and inspections.

13

Basic Officer Course

B3X5178

Develop Training Plans

Develop Training Plans


The Planning Process o Planning links the organizational METL with the subsequent execution and evaluation of training. Planning is a relatively centralized process in that the commander, the staff, subordinate commanders, and experienced SNCOs produce the training plan; it is not dictated by external agencies. The planning process results in mutually-supporting, METL-based training at all levels within a unit. The commander provides two principle inputs at the start of the planning process: the METL and the training assessment. The training assessment compares the units current level of proficiency with the desired level of warfighting proficiency. The following key questions must be asked during the assessment of a units training proficiency: What must the unit be able to do? (Identify unit missions and requirements. Set or update unit goals.) What can the unit do now? (Determine individual and collective proficiency.) How can shortfalls be corrected and strengths maintained? (Establish training priorities. Develop a unit training program. Prepare and issue a long-range planning calendar. Prepare and issue guidance needed to develop a long-range plan and supporting schedules.)

The Planning Process METL Training

Assessment

Commanders Guidance

Training Plans

14

Basic Officer Course

B3X5178

Develop Training Plans

Develop Training Plans (continued)


Establishing Training Priorities o The establishment of training priorities helps the planner determine what should be fit into the training plan first. Priorities must be established and clearly understood. To establish training priorities, commanders compare unit missions with current proficiency and then determine the relative training emphasis each mission should receive (see MCO 1553.3). By prioritizing training, commanders remain focused in the allocation of limited training resources. Training is prioritized in the following order: mission-oriented training, formal training, and ancillary training. Training that is critical to mission accomplishment and the welfare of individual Marines receives top priority. Changes in the units mission may change existing priorities. Therefore, commanders periodically review priorities to determine if they are still valid. Training Techniques o Training exercises must use time and training resources efficiently. There are several training techniques that commanders can use to meet the objectives of the unit training program. These techniques can be applied individually or they can be combined. Multiechelon Training o Marines are grouped by echelon or position; then the groups are trained separately, but simultaneously, to meet specific training needs at their echelons. The tasks are trained individually, collectively, or both, and are not necessarily related. This technique is used to manage training that precedes complex collective training or to sustain current levels of proficiency. Individual Training During Collective Training o Collective tasks and missions also consist of individual, leader, and team tasks. This allows instructors to address individual, leader, and team tasks while they are teaching collective tasks. This means training on more than one task can be conducted concurrently. Training individual tasks during collective training is an efficient and effective way to conduct training; however, it requires careful planning by commanders and subordinate leaders. Commanders and subordinate leaders must be familiar with the tasks to be trained so they can design a realistic scenario, recognize skills that need improvement, and know when the task should be completed. This type of training works well with skill progression training, which builds upon previously learned tasks to develop new or supervisory skills. Concurrent Training o During concurrent training, groups of Marines train simultaneously on different tasks. These tasks may or may not be related. Prime Time for Training o Prime time for training is when specific blocks of time are set aside exclusively for training. Everything from capability exercises to guard duty

15

Basic Officer Course

B3X5178

Develop Training Plans

compete for precious training time. Because of the necessity to support other requirements, not all units can be assigned prime time for training at the same time.

Develop Training Plans (continued)


o During training, a units focus should be on its mission-essential tasks. Creating an environment that frees a unit from performing unnecessary nonmission-essential tasks during its planned training is critical. Hip-Pocket Training o Prime time training and mission training cycles are not the only time units focus on mission-essential training. Almost every day there is some unused time during which training can be accomplished. Leaders should take maximum advantage of this opportunity with previously planned alternate or hip-pocket training events. Hip-pocket training should be ready in case unforeseen events cause delays or cancellation of the planned training event. This is often a good way to accomplish ancillary training.

16

Basic Officer Course

B3X5178

Develop Training Plans

Training Schedules
Training Schedules o Training schedule formats may vary among organizations, but they should Specify when training starts and where it takes place. Allocate the correct amount of time for scheduled training and also additional training as required to correct anticipated deficiencies. Specify individual, leader, and collective tasks to be trained. Provide concurrent training topics that will efficiently use available training time. Specify who conducts the training and who evaluates the results. Provide administrative information concerning uniform, weapons, equipment, references, and safety precautions. The Training Schedule. Type of Training Schedule Long-range training plan/training exercise and employment plan (TEEP) Description Not required below regiment level Is a long-range training plan o Lists all the major exercises and deployments in which units will take part o Chronologically lists the event and the unit that will be involved Includes a chronological listing of Major training events Exercises Deployments Serves as the master training schedule Should contain all the training needed to o Prepare for events on the mid-range plan o Support the unit's training program Include all the exact details about the training Are what you as lieutenants must be familiar with Represents the fully coordinated training events that will take place Answers these questions: o What o Who o Where o How

Mid-range training plan

Short range training plan

Monthly/weekly training schedule

17

Basic Officer Course

B3X5178

Develop Training Plans

o When o How long

Training Schedules (continued)


No matter how well a training schedule is prepared, problems will occasionally occur. These problems are usually beyond your control. You can, however, prepare for these problems with foresight and proper planning. Input to the Training Schedule. How does this seemingly complex system translate into practical knowledge? More specifically, how do you come up with your training schedule? Remember, the systems approach to training & education (SATE) is a process that allows you to effectively plan training. You could simply react to problems or fill the schedule with whatever comes to mind, but this is not effective training. If you use the SATE, you will have a well-trained, combat-effective unit. Your training schedule will have three major sources for input: o Unit training plan. Events on your training plan (your output from the SATE) are scheduled as required. You must include training events planned by your own unit, training events required by higher units, and training events that were scheduled earlier but not conducted. o Marine Corps order (MCO). Different MCOs mandate weekly, monthly, or yearly training. Troop information, PT, Marine Corps Institute (MCI) training, and MBST, to name only a few are all required by MCO. Your unit's training standing operating procedures (SOP) should include this information. If it does not, the S-3 will know the current requirements. o Unit training SOP. This SOP establishes training policies and requirements for the unit that are continuous and permanent in nature. It should Provide a link between MCOs and your unit's requirements Contain commander's guidance for training and other higher directives tailored to your specific unit missions. How does it all come together? The following training philosophy and guidance letter from the Commanding Officer of 1st Battalion, 8th Marines, 2d Marine Division to his Marines and Sailors illustrates how the commander publishes his intent to his subordinate unit leaders. From this letter, the Commanders Guidance, and the time available, his subordinate unit leaders will develop a training plan to meet his intent.

18

Basic Officer Course

B3X5178

Develop Training Plans

Example of Commanders Training Philosophy and Guidance Letter


From: Commanding Officer, 1st Battalion, 8th Marines, 2d Marine Division To: Marines and Sailors of the Battalion Subj: TRAINING PHILOSOPHY 1. Philosophy. Our number one priority is to train Marines for success in combat. Anything that detracts from this priority should be questioned. We must train hard to be hard. To be effective, training must have the commanders emphasis during the planning and execution stages. I expect commanders to be their units training officers; a task that will not be delegated. Training will be objective-oriented (mission performance standards [MPSs]/individual training standards [ITSs]), and it will reflect centralized planning and decentralized control. The quality of training is determined during the planning stage, that is where a commanders emphasis is best placed. We must be able to shoot, move, and communicate better and quicker than the enemy quicker to the objective, quicker rounds on target, quicker decision-making, quicker recovery. To unhinge the enemy, we must be quicker than the enemy is; timing is everything on the battlefield. As such, our combat fitness and professional military education (PME)/tactical decision game (TDG) programs must be continuous. All leaders, from fire team leader up, must make the battalions training motto a personal commitment: Let no Marines ghost say he died because you failed to train him or his leader. In peacetime, the purpose of commanders and their leaders is to train Marines. The purpose of my staff is to assist commanders in the planning of training and its execution. If my staff is focused elsewhere, they are wrong! 2. Training Environment a. Our training focus will be on combat mission profiles and attaining combat proficiency. We worked hard from January to August to develop a combat capability, our task now is to sustain these skillsboth individual and collective. All training should be performance- related and should include the following steps: Preparing and coordinating. Training orientation/instruction. Practical application. Testing and evaluation. Debriefing/critiquing. Re-training in weak areas.

19

Basic Officer Course

B3X5178

Develop Training Plans

Whenever possible, we must train in an environment that simulates the stress, fatigue, and confusion of combat. Commanders must provide a mechanism for feedback, from the lowest level possible, in order to improve training. b. When ashore, the training environment will be fast-paced, physicallydemanding, and reflect continuous combat-like operations. Delete administrative and bivouac situations during exercisesgo to the field, get tactical, and stay tactical. We should employ force-on-force training when possible, but this needs to be controlled to prevent a cowboy mentality. Force-on-force training should create decision-making

Example of Commanders Training Philosophy and Guidance Letter (continued)


opportunities that accomplish/reinforce the training objectives, not to see who can win. All training (field, garrison, and range) should be either drill or scenario driven. We must push ourselves during training exercises (this will require a well-planned training schedule). At the end of every field exercise, we should be physically tired and have the feeling that every available minute of training time was fully used. The more you sweat in peace, the less you bleed in war. c. We must be positive and creative in our approach to training. Repetition is the only way to develop habits that will ensure the correct responses under fire. This can make for a boring training environment unless we work hard at making training challenging and creative and promoting competition. 3. Marksmanship. My goal is that our battalion continues to be the best shooters in the division. To be effective in combat, we must be more accurate and quicker than the enemy. All marksmanship will be oriented first to accuracy and then to speed. Speed encompasses how quickly a target can accurately be engaged, a weapon can be reloaded, or a downed weapon can be brought back into action. Blindfolded assembly and disassembly drills will continue to be a focus to ensure we can fight at night. The following is a breakdown of deployment/post-deployment marksmanship objectives: a. During deployment: Short-range course, monthly (day and night) Squad automatic weapon (SAW)/machine gun qualification courses, monthly Sniper, 10 rounds weekly (ground and airborne platforms) All others as ammunition allows b. Post-deployment: Short-range course, quarterly (day and night) SAW/machine gun qualification courses, quarterly Sniper, 10 rounds weekly (predominately ground platforms) Shoulder-launched multipurpose assault weapon (SMAW)/AT4, monthly All others as ammunition allows Continue to concentrate on sustaining our military operations on urbanized terrain (MOUT) skills. Focus on the ship should be 50 yards and in, and focus ashore should be 50-300 yards. Use shoot/no shoot and friend/foe discriminating shooting drills to better prepare us for a peacetime rules of engagement (ROE) environment. Again, I see
20 Basic Officer Course

B3X5178

Develop Training Plans

our most likely operating arena as urban, low to no light, restrictive ROE, and peacekeeping/peacemaking missions. Therefore, our live-fire should be oriented to this environment. 4. Orientation. In todays world of reduced budgets and competing priorities, we must make every round and training dollar count. As such, every round must be scored and recorded, and every exercise must be a learning evolution. I want each training event constructively de-briefed during training (when possible) and at the completion of training. This is best done with all hands in an open forum that is honest, objective, and

Example of Commanders Training Philosophy and Guidance Letter (continued)


pulls no punches, but it must be constructive and instructive in nature. The object is for participants to critique themselves so that others can learn from their thoughts/ reasoning/mistakes (much like the post exercise critiques at Amphibious Warfare School [AWS] or Infantry Officer's Course [IOC]). The success of such a program is fragile, and its success hinges on our ability to set the correct tone. If done properly, these sessions are educational, they do not embarrass or discredit a Marine in front of fellow Marines. 5. Fitness. We must be combat tough at all times. Therefore, combat fitness is our focus. For example, chin-ups and kips do not equate to a combat function; but deadhang pullups directly equate to pulling yourself over a wall or through a window. We will focus on ruck runs, rope climbs, dead-hang pull-ups, double running of the obstacle course, distance swims, stretcher and buddy carries, crew-served weapons races, line training, and forced marches with full load. The following standards apply: a. During deployment: Partial PFT (dead-hang pull-ups, sit-ups), weekly Line training multiple times a week Stretcher carries Rope climbing Weigh-ins, weekly Forced march (7-10 miles) during every exercise ashore Unit runs/cardiovascular workouts, daily Morning unit runs in port, daily 5,000 meters on a rowing machine in 20 minutes b. Post-deployment: Partial PFT (dead-hang pull-ups, sit ups), weekly Line training multiple times a week 3-mile ruck run (45 lbs, no flak jacket or helmet), monthly Running of obstacle course in 5 minutes, twice monthly Stretcher/buddy carries Forced march (10-15 miles), monthly Semi-annual PFT 1-mile swim (with safety boat and floatation), monthly Line training, weekly We must replace the fat that I see with muscle. Our goal is to increase our upper body
21 Basic Officer Course

B3X5178

Develop Training Plans

strength, decrease the fat around the waist line, and strive for greater load bearing endurance in all weather conditions. Try hard to be hard, then stay hard. 6. Maintenance. Maintenance is a priority. We will accomplish maintenance through a combination of daily/weekly preventive maintenance and periodic 1- to 2-week maintenance standdown periods. Maintenance standdowns will be scheduled at the battalion level and will encompass all units. During these periods, all training will stop and a 100% effort will focus on detailed maintenance of weapons, vehicles, equipment,

Example of Commanders Training Philosophy and Guidance Letter (continued)


uniforms, and facilities. The goal of the standdown is to detail inspect every weapon, remove carbon and rust from every weapon, inventory all 782 gear for accountability and serviceability, fix all vehicles (this also includes rust removal and spot painting), inspect wall lockers for accountability and serviceability, inspect seasonal uniforms, refurbish facilities, and verify account inventories. Some of these efforts will require working party support and a detailed, coordinated plan. This period should also be used by trainers to look forward and add detail to the next quarters training plan. If we do this quarterly, then we will be ready for the division commanders new unannounced Commanding General's Readiness Inspection Program. 7. Training Management. Great training events occur because someone took the time to plan and organize them. I hold commanders (not executive officers) personally responsible for the planning, organization, and execution of all their units training. Our two biggest training problems are: (1) training is not planned and organized prior to taking Marines to the field and (2) logistic support requests are a swag and do not support the training plan. In other words, no one has coordinated the two. Commanders are responsible for ensuring proper coordination between training plans, range requests, and logistic support requests. My staff is here to support, but do not waste their time, or mine, by submitting a disjointed, uncoordinated training plan. Nothing irritates me more than wasting our Marines time because we have not properly planned. Finally, if it is on the training schedule, it will be accomplished. I am the battalion training officer and all changes to the schedule will be approved by me. Accurate reporting of training is essential for getting credit for the great plans you develop. Commanders will ensure their XO/training NCO periodically reconciles local training records with the S-3 and with daily entries. 8. Professional Military Education/Tactical Decision Games. Our Marine Corps' formal schools do an excellent job of using case studies and TDGs to teach tactical decisionmaking. The Fleet Marine Force is traditionally the worst user of these valuable tools. We must pursue this intellectual stimulation if we are to develop a oneness in the way we think and act on the battlefield. These events will be conducted in friendly, nonthreatening environments designed to foster discussion, bold thinking, new ideas, and growth. I do not study history to learn historical facts and trivia. I study history to examine the leadership styles and decision-making processes used on battlefields of
22 Basic Officer Course

B3X5178

Develop Training Plans

the past in order to determine what I would want to emmulate/avoid on battlefields in the future. All PMEs and TDGs will conclude with a review of lessons learned. During deployment, we will continue to do two PMEs per month and a commanders TDG every two weeks. Once back at Camp Lejeune, we will endeavor to do a SNCO/officer PME quarterly and a commanders TDG monthly. These PMEs and TDGs should then be used at the company level for your junior leaders. 9. Schools. Upon our return to CONUS, I want this battalion to aggressively pursue opportunities provided by the schools (PME & MOS). In my opinion, there is no one who is too valuable that they cannot go to school. There are many NCOs and SNCOs who need their PME equivalent in order to be competitive for promotion and reenlistment. In

Example of Commanders Training Philosophy and Guidance Letter (continued)


todays environment, schools are no longer optional, we, as leaders, must force our enlisted to attend PME schools, whether they want to go or not. Beginning in April, PME quotas will be our #1 priority for NCOs and SNCOs. Every local school has drops/no shows on their convening date. Have Marines prepared, packed, and standing by to fill these vacancies. This is one way to take care of our Marines. 10. Family Readiness. One of our most valuable assets is our families. They are usually the first to make sacrifices and the last to complain; they have also, traditionally, been lowest priority on the totem pole. I want us to make each family in this battalion feel that their needs are important. I expect leaders at every level to know their Marines families and the quality of their lifestyle. The battalion landing team (BLT) XO is the family readiness officer. The BLT XO, BLT SgtMaj, family service representative SNCO, and chaplain are prepared to assist any battalion family in need. I am available to charge the flagpole for all family members in this battalion, and I expect all commanders and the first sergeant to follow my lead. 11. Recreation. All work and no play makes Johnny a dull boy. If my approach to training is followed, our Marines will be more than ready for some recreation. Companies should host periodic sports days or field meets to allow Marines to let off some steam. The battalion will host a quarterly combat field meet to foster healthy competition between units. All such events will be centered around competition and physical activity. I fully encourage refreshments, but alcohol is not the focus. Camaraderie is not birthed at the bar over a beer, but at the bar comparing war stories of the toughest, most demanding event Marines have been through. If our training is as demanding as I want, our camaraderie will take care of itself. 12. Medical. We must maintain our deployability by supervising our dental and immunization statistics. These are two areas that easily get away from us if we are not careful. Task your senior corpsman to track both! When ashore, take advantage of opportunities to conduct stretcher carries. We must maintain our capability to move a litter 3-4 km at night over rough terrain without further damaging the patient, while providing adequate security.

23

Basic Officer Course

B3X5178

Develop Training Plans

13. Nuclear, Biological, and Chemical. I still want 12 hours of nuclear, biological, and chemical (NBC) training each month. Onboard ship, I specifically task every Marine to conduct at least one, masked, three-hour drill doing their normal work-related functions (i.e., typing, maintenance of weapons/vehicles, assemble/disassemble of weapons, fast roping, shooting, etc.). We must become more comfortable and confident in performing our duties while masked. 14. Individual Equipment. The following individual equipment items are required items for all hands: wrist watch wrist compass red lens flashlight whistle

Example of Commanders Training Philosophy and Guidance Letter (continued)


ear plugs 15. Marine Corps Institute. The continuing education of our Marines is critical to our success. Platoon sergeant and squad leader fitness reports should reflect how well these programs are being run. All Marines should be enrolled in at least one Marine Corps Institute (MCI) course. All sergeants and above should be enrolled in the appropriate PME course. The following MCI courses are mandatory for all Marines: Marine NCO Personal Finance Scouting and Patrolling 16. Training Goals and Objectives. Our training goals and objectives are as follows: a. During deployment (1) Shipboard Combat fitness Marksmanship (short-range, low-light, discriminating) Assemble/disassemble weapons drills MOUT TDGs on possible tactical recovery of aircraft and personnel(TRAP)/ noncombatant evacuation operation (NEO)/reinforcement missions NBC PMEs (2) Spanish amphibious landing exercise (PHIBLEX) Advance force operations with Spanish forces Co B(-) pre-assault raid Controlled force-on-force Offensive operations (mobile screening/reconnaissance, helicopter operations, mechanized operations, deliberate attack, area defense, night patrolling) Retrograde/withdrawal under pressure Amphibious landing with scheduled waves and select on-call waves. Fire support coordination exercise (FSCEX) with artillery, 81 mm, and
24 Basic Officer Course

B3X5178

Develop Training Plans

close air support (CAS) (RW & FW) Platoon live fire and maneuver 10-mile forced march TRAP exercise Dragon shoot Fix broken vehicles (3) Italian PHIBLEX Platoon sustainment training Cold weather sustainment training Minimize live fire training (4) NOBLE SHIRLEY XVI Primary focus is live fire and combined-arms training Platoon and company live fire Platoon and company live fire and maneuver

Example of Commanders Training Philosophy and Guidance Letter (continued)


Mobile assault course for all company field skills training (FST) (combinedarms exercise [CAX] style, without troops) Long-range helicopter raid with each company MOUT training at company level and below Anti-tank training with appropriate weapons systems BLT combat field meet Fix broken vehicles (5) Out-chop Washdown of all vehicles Clean and inventory all 782 gear Turn-in all training allowance pool (TAP) equipment to supply Maintenance standdown (vehicles and weapons) BLT sports day/picnic (6) TRANSLANT Maintenance standdown Post-deployment equipment and personnel inspection prep Air contingency battalion (ACB) prep Organize for leave and schools b. Post-deployment (1) Pre-leave period 72 first weekend back Maintenance standdown for post-deployment equipment inspection Set-up and fix-up new battalion area Semiannual PFT Post-deployment inspection Officer/SNCO hail and farewell Key volunteer appreciation dinner (2) Post-deployment leave period All hands simultaneously Tentative dates (5-18 May) (3) Post leave period
25 Basic Officer Course

B3X5178

Develop Training Plans

Final BLT run/formation Chop R Btry, light armored reconnaissance (LAR), assault amphibious vehicle (AAV), combat engineer battalion (CEB) back to parent commands Personnel shifts Continue set-up and fix-up of new battalion area Battalion change of command Rifle/pistol range details Regiment guard ACB SNCO/officer staff ride to Fredericksburg

Summary
Successful combat units train as they intend to fight, and fight as they are trained. To be successful, the training must be well thought-out, prepared, and executed. The systems approach to training, when properly used, will ensure success. This will, in turn, maintain the Marine Corps as the finest military force in the world today.

26

Basic Officer Course

B3X5178

Develop Training Plans

References
Reference Number or Author MCRP 3-0B MCRP 3-0A MCO 1553 Series MCO 1510.97 MCO 3501 MCDP 1 MCRP 6-11B MCWP 3-11.1 MCWP 3-11.2 MCWP 6-11 MCRP 3-11.1A Reference Title How to Conduct Training Unit Training Management Guide ITS for Basic Officer 9901 Lieutenant and Warrant Officer MCCRES standards WarFighting Discussion Guide for Marine Corps Values Marine Rifle Company/Platoon Marine Rifle Squad Leading Marines Commanders Tactical Handbook

27

Basic Officer Course

B3X5178

Develop Training Plans

Glossary of Terms and Acronyms


Term or Acronym Definition or Identification

AAR. . . . . . . . . . . . . . . . . . . . . . . after-action review AAV. . . . . . . . . . . . . . . . . assault amphibious vehicle ACB. . . . . . . . . . . . . . . . . . air contingency battalion ACE. . . . . . . . . . . . . . . . . . .aviation combat element AWS . . . . . . . . . . . . . . .Amphibious Warfare School BLT . . . . . . . . . . . . . . . . . . . . battalion landing team BST . . . . . . . . . . . . . . . . . . . . . . . . . . battle skills test C2 . . . . . . . . . . . . . . . . . . . . . Command and control CAS . . . . . . . . . . . . . . . . . . . . . . . . . close air support CATF . . . . . . . . . commander, amphibious task force CAX. . . . . . . . . . . . . . . . . . . combined-arms exercise CEB . . . . . . . . . . . . . . . . . .combat engineer battalion CEOI . . . . . . . . . . . . . . . .communications-electronic operating instructions CIFS. . . . . . . . . . . . . . . . . . . . . . close-in fire support CONUS . . . . . . . . . . . . . . . continental United States CSS . . . . . . . . . . . . . . . . . . . . combat service support CSSE . . . . . . . . . . . . combat service support element CWS . . . . . . . . . . . . . . . . . . . .combat water survival EMCON. . . . . . . . electromagnetic emission control EXSCHED. . . . . . . . . . . . . . . . . .exercise scheduling FO . . . . . . . . . . . . . . . . . . . . . . . . . .forward observer FRAGO . . . . . . . . . . . . . . . . . . . . . fragmentary order FSC . . . . . . . . . . . . . . . . . . . fire support coordinator FSCC . . . . . . . . . . . . fire support coordination center FSCEX. . . . . . . . . fire support coordination exercise FSMAO . . . . . . . . . . . . field supply and maintenance analysis office FST . . . . . . . . . . . . . . . . . . . . . . . field skills training FTX . . . . . . . . . . . . . . . . . . . . . field training exercise GCE. . . . . . . . . . . . . . . . . . . ground combat element HF. . . . . . . . . . . . . . . . . . . . . . . . . . . .high frequency HQMC . . . . . . . . . Headquarters, U.S. Marine Corps
28 Basic Officer Course

B3X5178

Develop Training Plans

H&S . . . . . . . . . . . . . . . . . . headquarters and service IOC . . . . . . . . . . . . . . . . . . .Infantry Officers Course ITS . . . . . . . . . . . . . . . . .individual training standard ITSS . . . . . . . Individual Training Standards System JOPES. . . . . . . . . . . . . . . . . Joint Operation Planning and Execution System JULLS. . . . . Joint Uniform Lessons Learned System LAR . . . . . . . . . . . . . . light armored reconnaissance MAGTF. . . . . . . . . . . . .Marine air-ground task force MARFORLANT. . . . . . . . . . Marine Forces Atlantic MARFORPAC . . . . . . . . . . . . Marine Forces Pacific MARFORRES . . . . . . . . . . . Marine Forces Reserve MATMEP . . . . . . . . . . . . . .Maintenance Training Management and Evaluation Program MCCRE . . . . . . . . . . . . . . . . .Marine Corps Combat Readiness Exercise MCCRES . . . . . . . Marine Corps Combat Readiness Evaluation System

Glossary of Terms and Acronyms (continued)


Term or Acronym Definition or Identification

MCI. . . . . . . . . . . . . . . . . . . . .Marine Corps Institute MCLLS . . . Marine Corps Lessons Learned System MCO. . . . . . . . . . . . . . . . . . . . . .Marine Corps Order MCTEEP . . . . . . . Marine Corps Training, Exercise, and Employment Plan MDSS . . . . . . MAGTF Deployment Support System MEDEVAC. . . . . . . . . . . . . . . . . medical evacuation MET . . . . . . . . . . . . . . . . . . . . mission-essential task METL . . . . . . . . . . . . . . . . mission essential task list MOPP . . . . . . . . mission-oriented protective posture MOS . . . . . . . . . . . . . military occupational specialty MOUT . . . . military operations on urbanized terrain MPS . . . . . . . . . . . . . .mission performance standard NBC . . . . . . . . . . . . nuclear, biological, and chemical NCO. . . . . . . . . . . . . . . . . . noncommissioned officer NEO . . . . . . . . . .noncombatant evacuation operation NSFS . . . . . . . . . . . . . . . . . naval surface fire support OPFOR. . . . . . . . . . . . . . . . . . . . . . . opposing forces PFT. . . . . . . . . . . . . . . . . . . . . . . physical fitness test PHIBLEX. . . . . . . . . . . amphibious landing exercise PME . . . . . . . . . . . . . professional military education PPO . . . . . . . . . . . . . . plans, policies, and operations ROE . . . . . . . . . . . . . . . . . . . . . . rules of engagement SACC. . . . . . . . supporting arms coordination center SATE . . . . . . . . . . . . . . . systems approach to training & education SAW. . . . . . . . . . . . . . . . . . squad automatic weapon SLAP . . . . . . . . . . . . . . . . sabot, light armor piercing SMAW. . . . . . . . . . shoulder-launched multipurpose assault weapon SNCO. . . . . . . . . . . . . staff noncommissioned officer SOP . . . . . . . . . . . . . . . standing operating procedure SORTS . . . . Status of Resources andTraining System
29 Basic Officer Course

B3X5178

Develop Training Plans

TACLOG . . . . . . . . . . . . . . .tactical-logistical group TAP . . . . . . . . . . . . . . . . . . . . training allowance pool TDG . . . . . . . . . . . . . . . . . . . . tactical decision game TEEC . . . . . . . .tactical exercise evaluator controller T/O . . . . . . . . . . . . . . . . . . . . . . table of organization T&R . . . . . . . . . . . . . . . . . . . . training and readiness TRANSLANT. . . . . . . . . . . . . . . . . . . . . transatlantic TRAP . . . . . . . . . . . . . . . tactical recovery of aircraft and personnel UHF . . . . . . . . . . . . . . . . . . . . . . ultrahigh frequency UJTL . . . . . . . . . . . . . . . . Universal Joint Task List UNTL . . . . . . . . . . . . . . . .Universal Naval Task List USA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U.S. Army USMC. . . . . . . . . . . . . . United States Marine Corps UTM . . . . . . . . . . . . . . . . . unit training management VHF . . . . . . . . . . . . . . . . . . . . . .very high frequency

Glossary of Terms and Acronyms (continued)


Term or Acronym Definition or Identification

WSQ . . . . . . . . . . . . . . . . . . .water survival qualified XO. . . . . . . . . . . . . . . . . . . . . . . . . . executive officer

Notes

30

Basic Officer Course

B3X5178

Develop Training Plans

31

Basic Officer Course

Notes

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

CULTURAL AWARENESS B4Q5299

Basic Officer Course

B4Q5299

Cultural Awareness

Cultural Awareness
Introduction Whether you realize or not, military operations are ultimately about people. Regardless of whether you are referring to the Tsunami relief in Indonesia, the Cuban missile crisis of the 1960s, or current engagements throughout the world, it is human beings that shape the world we live in and subsequently the world we fight in. Because people are central to military operations, culture is also an important aspect of military operations. To help establish a basis for understanding operational culture, it is important that you know what operational culture is and why military operations are influenced by cultural considerations. Importance The information provided here will help you to understand a foreign culture by breaking it into smaller interlinked parts, which will ultimately help you to better understand and successfully navigate the human terrain of the foreign area in which you are operating.

In This Lesson This lesson covers the following topics: Topic Cultural Factors Cultural Factors: Communication Cultural Factors: Religion Cultural Factors: Social Networks Cultural Factors: Geography Cultural Factors: Clothing Cultural Factors: Residential Patterns Cultural Factors: Diet Cultural Factors: Identity References Glossary of Terms and Acronyms Notes Lesson Purpose Page 3 3 4 4 5 6 6 6 7 7 7 8

The purpose of this lesson is to familiarize students with the operational importance and application of cultural awareness.

Basic Officer Course

B4Q5299

Cultural Awareness

Cultural Factors
Cultural factors are interlinked subsections of a culture that help you to understand the culture by breaking it into smaller easier to categorize portions. The eight cultural factors are communication, religion, social networks, geography, clothing, residential patterns, diet, and identity.

Cultural Factors: Communication


One of the most common cultural factors that should be considered in military planning is the way people communicate. Key subjects to focus on include language, body language, and communication through actions. Realize that every Marine is a communicator or information operator, and as such, it is important that you and your Marines are conscious of messages that are being sent and received. Obviously language is a regular channel of communication. In order to exploit language, you will need to learn the basic terms of the people with whom you will come in contact. It is not vital that you master the language; instead, know the basic greetings that will help you establish a rapport. You must also be sensitive to the different dialects that are used amongst the local populace. Recognize that people of the same country can speak the same language, but variations in dialect can make a difference as you attempt to communicate. Listen closely for local accents and the way people pronounce their words. Being sensitive to these subtle differences helps you to understand the environment around you. Know that variations in dialect can provide key indications of status, education, or wealth. Communication is not only limited to language; people communicate in a variety of ways. In many cultures, it is common to communicate through actions. People will do things in order to tell you something or convey a meaning. There are two aspects to this form of communication. They are: Simple body language. Communicating through actions. At first these seem to be the same, but you will soon see that they are different. Body language is a common method of communicating through movement. Similar to verbal communication, body language can be used to communicate a message directly or indirectly. The American use of thumbs-up can directly convey that everything is okay or that all is well. But not all uses of body language are this simple. Sometimes people use actions to communicate indirectly. For example, in some foreign countries, people may offer you gifts or have a conversation with you in front of their peers solely to communicate their status in the community to someone other than you. Just because a person is directing their attention to you does not mean that they are communicating to you alone. Their actions may be telling others about you or about themselves. As a leader of Marines, it is also important to be aware that just like the local people in your area of operations (AO), you and your subordinates send messages verbally and through actions. If you tell representatives of the local population that the Marines are trying to lower tensions, but you destroy a building that is important to the locals, you should realize that you are doing something that says the opposite of what you verbally communicated.

Basic Officer Course

B4Q5299

Cultural Awareness

Cultural Factors: Religion


It is important to realize that there are religious practices in every region of the world. You may not see it, but it is there. How people view their religion will have a big impact on how they view you. You need to consider how the local religious practices effect your operational planning. Be aware of the religious holidays. If the people pray several times a day, know at what times they pray. If you find yourself conducting an operation on a religious holiday, realize that this action may aggravate people and influence their behavior. Along with being sensitive to religious customs, it is more important to know how the locals identify with their religion, at a personal or community level. Ask yourself, how much is religion a part of how the people identify themselves? Do they think of themselves as Sunni, Muslim, western Christian, or Greek Christian? Understand that the way people think about the political role of religion impacts how they think about you. Sometimes you may observe people doing just the opposite of what they say their religious beliefs are. You may think they are hypocrites, but remember that what people think, not what they practice, is more important to how they view you. Just because a person doesnt go to church doesnt stop him/her from seeing themselves as a Christian. Just because a person doesnt pray five times a day doesnt stop him/her from seeing themselves as a Muslim. You are not in a position to judge. Your responsibility is to understand that how devoutly people practice their religion is not as important as the fact that they may identify themselves and you based on religion.

Cultural Factors: Social Networks


Another aspect of culture that should be considered is social networks. People group themselves in a variety of ways. How people align themselves with others may be vital to operational planning. Common factors that help produce social networks include family, gender, age, social status, and social groups. The family unit is always a common way that determines loyalty and establishes alliances. If you were to ask a United States (US) citizen to list the members of their family, they would probably mention their father, mother, sister, brother, wife, son, and/or daughter. They may go as far back in their lineage as their grandparents. In other countries, it is not uncommon to hear people talk about a third cousin twice removed that lives 500 miles away. Sometimes people consider a person a relative even when there is no physical or marital link. All that may be required is a long time association with people or families to create an extended family. In many societies, it is that extended family that determines loyalty and establishes alliances. Gender may also help to establish social networks. Ask yourself these questions: How do women relate to men? How do women relate to family structures? Who has the power in the family? Does power shift when men and women move from behind closed doors to a public setting?

Basic Officer Course

B4Q5299

Cultural Awareness

Cultural Factors: Social Networks (Continued)


You need to be aware of how gender impacts the region in which you are operating. Women in some cultures are a symbol of status for the men, or a symbol of the honor for the nation or religion. So it would be counter productive if you were seen being rough with a woman, or not being considerate to a womans needs. In some cultures, a persons age will factor into the status or how much respect the individual deserves. In some societies the elderly, especially men, deserve a higher priority of protection than the young. For example, an elderly man who has accomplished great deeds and brought much stability and status to the family will have a higher priority of protection than an infant who has not produced anything and has not brought anything to the family. In any AO, you will find that not all social networks are created by family, clans, or tribes. Social networks can be economic in nature to include, labor unions and chambers of commerce. They can be social in nature, such as the Elks Club and literary clubs. As we all know, crime can be a group activity. Realize that gangs and organized crime exist outside of the US. Be advised that social groups are often interlaced with the other forms of networking. How you interact with a social group may also have an impact on other cultural factors.

Cultural Factors: Geography


When implementing culture into your mission planning, you have to consider geography. Specifically, you want to determine: Who lives where? What kinds of families live where? What kind of ethnic groups live where? To whom do the people feel close or loyal? To what do the people feel close or loyal? Looking at who lives in the different sections of a town you may be patrolling will give you an idea of loyalties, status and alliances. People that live in a more affluent part of town may expect special types of treatment because of where they reside. You may be able to use that information to your advantage. What is popular politically, or in terms of security, in one part of the AO may not be in another. Take into consideration that the area you may be patrolling may have sensitive sites. These sensitive sites may include buildings, archeological ruins, monuments, or simply different patches of ground. They may be significant for religious reasons, for national concerns, or because of a sense of group identity. When executing operations, you must know what the geographically sensitive sites are and operate accordingly.

Basic Officer Course

B4Q5299

Cultural Awareness

Cultural Factors: Clothing


In all cultures, people will signal their status based upon what they wear. Variations in the color and shape of an individuals attire may have meaning. Headgear, shirts, or adornment can indicate tribal, sub region affiliation, geographic origin, religious affiliation, political orientation, or level of education. You must ask yourself, What are people communicating by the different clothing they wear? The apparel that Marines wear also sends a message. Sunglasses, helmets, soft covers, and personal protective gear all communicate your status, comfort level, and sense of security to people where you operate. In addition to clothing, physical markings on the body, to include ritual scars and beards may indicate ethnic, religious, or political orientation. The same is true for a Marines appearance in the eyes of indigenous peoples.

Cultural Factors: Residential Patterns


How and where people live has meaning just as it does in the US. Urban, city, rural, and country are very different cultural environments. A good example in the US is the cultural difference between the east coast and west coast. Variations exist in peoples approach to social, economic or family issues. Leadership at the squad and platoon level requires consideration of how people populate an area. When in foreign communities, you should be aware of how families are organized and their size. You should also be aware of the spatial dynamics, to include the building patterns and the closeness of the buildings. Inner city dwellings may be more vertical than horizontal due to limited space within the city. As you move outward you may experience more single level homes. These residential patterns have both tactical and cultural implications.

Cultural Factors: Diet


What, when, where, and how you eat will all have an impact on how local people in your AO view you. When creating bonds with the people through sharing food, it is important to understand the local ways of eating. Do your homework; know how much you should eat and know proper etiquette. In certain cultures, particular foods are symbolic or convey messages related to such things as manliness, life, death, celebration, and mourning. All these situations are important if you wish to show respect and gain trust. When interacting with the local populace, also note that many traditional foods may cause sickness among Marines. As you adjust, beware of local foods which may carry diseases or parasites.

Basic Officer Course

B4Q5299

Cultural Awareness

Cultural Factors: Identity


What the local populace identifies with will also have an impact on your operations in a foreign country. Identity is the condition or character as to who or what a person is. By analyzing the groups with which the local populace aligns, you can gain a better understanding of how individuals see themselves. The local history of an area will also have an impact on how the populace sees itself. Was there a significant event that took place, and if so, how did it affect the people? Have other units been operating in the area? If so, how have they been received and how have their operations affected the local populace? How does the local populace view abstract ideas such as honor, justice, and truth? By understanding how people within a particular culture see themselves, we can better empathize and predict how our actions will be received. This also helps conduct a better mission, enemy, terrain and weather, troops and support available time available (METT-T) analysis in regards to enemy.

Summary
Understanding the culture of the people within your AO can be a force multiplier and greatly to your success in operations. The eight factors previously discussed will give you a good starting point for your individual analysis of the human terrain of your AO.

References
Reference Number or Reference Title Author www.tecom.usmc.mil/caocl USMC Center For Advanced Operational Culture Learning (CAOCL) Website

Glossary of Terms and Acronyms


Term or Acronym AO METT-T Definition or Identification Area of operations Mission, enemy, terrain and weather, troops and support available time available

Basic Officer Course

B4Q5299

Cultural Awareness

Notes

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

PUBLIC AFFAIRS B4Q5319 STUDENT HANDOUT

Basic Officer Course

B4Q5319

Public Affairs

Public Affairs
Introduction This class will cover the mission of Marine Corps Public Affairs, the structure of the Public Affairs MOS, information that pertains to working with civilian media organizations, and instruction on information operations. A Marines actions at the tactical level of warfare can have major effects at the operational and strategic levels. A Marine Officer must understand the importance of his/her decisions when the civilian media is able to report on these actions in a short amount of time and be able to articulate this relevance to their junior Marines. We will discuss the mission and common duties of Marine Corps Public Affairs, cover information regarding working with civilian media, and touch on information operations and non-kinetic fires. This lesson covers the following topics: Topic Mission of Marine Corps Public Affairs (PA) Duties and Functions of Marine Corps PA Media Awareness Information Operations Summary References Glossary of Terms and Acronyms Notes Annex A: Expeditionary Public Affairs Annex B: Public Affairs Structure Lesson Purpose Page 3 4 6 10 11 11 12 12 13 22

Importance

In This Lesson

At the completion of this lesson, you should be able to understand the mission of Marine Corps Public Affairs and your role as an officer to assist Public Affairs in conveying information, dealing with the media and recognizing how you or your Marines actions may impact the opinion of the American public.

Basic Officer Course

B4Q5319

Public Affairs

Mission of Marine Corps Public Affairs (PA)


The mission of public affairs is to provide timely, accurate information to Marines and the general public and to initiate and support activities contributing to good relations between the Marine Corps and the public. Information flow is the catalyst for accountability in our society, and public affairs is the function within the Marine Corps that keeps the American people informed during conflict as well as during peacetime. The way the battles are fought in the 21st century presents new challenges to Marines. One of the major challenges is where we will fight those battles, including urban and littoral warfare. In addition, challenges that may or may not involve combat must also be considered such as the humanitarian missions: i.e., peacekeeping, peace enforcement, rescue and evacuation, and disaster relief. Within the context of these new challenges, public affairs (PA) is not merely an adjunct activity. In peacetime, public affairs provides Marines and the general public with information that increases public understanding of the Marine Corps roles and missions, which is crucial to the future of the Corps. Public affairs has also become one of the central elements of tactical, operational, and strategic planning and execution. We can no longer conduct mission planning without involving public affairs. Public affairs efforts can have positive as well as negative impacts within the battlespace, and these actions can have possible decisive effects on the operational mission. Public affairs also provides the mechanism through which the American public can understand how, why and what we do as Marines. Simply phrased, public affairs is tasked to tell the Marine Corps story. At all levels, public affairs operations are critical to the ability of the Marine Corps to accomplish the mission. This is especially true because the global information environment spans the strategic, operational, and tactical levels of war. At the strategic level, public affairs helps establish the foundation and framework for conducting Marine Corps operations in support of national security. Strategic public affairs efforts inform internal and external audiences about our organization, training, and capabilities. They help demonstrate our readiness to react promptly, decisively, and appropriately. They are planned to clarify the linkage between national strategic goals and how the Marine Corps will contribute to the overall success of the strategy. At the operational level, public affairs supports the commander by providing an assessment of a critical aspect of the information environment in which his force will conduct operations. It identifies public affairs issues for his consideration; assists him in evaluating the public affairs implications of current and future campaigns, operations, and plans; and ensures that the higher headquarters and commanders public affairs guidance is integrated into the planning process.

Basic Officer Course

B4Q5319

Public Affairs

Mission of Marine Corps PA (Continued)


At the tactical level, public affairs is conducted to achieve a balanced flow of accurate and timely information that communicates the Marine Corps perspective but does not violate OPSEC. It assists commanders in implementing a program that fulfills the internal information needs and expectations of the force. It provides an interface between Marines at the tactical level and news media representatives in the AO.

Duties and Functions of Marine Corps PA


Public Affairs has evolved into a three-part discipline: External Relations Internal Information Community Relations

External Relations

External relations (sometimes called news media relations) provide an indirect method of communication with the public through the news media. Dealing directly with the media requires the highest level of professional competence and sophistication. Such relations require the following: Accurate and timely dissemination of information The public information responsibility is focused primarily on the accurate and timely dissemination of information to local area and national news media about the people, actions, and activities of the Marine Corps. This function involves daily contact with representatives of the civilian print and electronic news media. Credibility Requests for information in response to news media queries must be responded to quickly, accurately, and candidly. Although the Marine Corps cannot dictate which stories will receive coverage in the civilian news media, efforts to tell the story from a Marine Corps perspective must be pursued.

Basic Officer Course

B4Q5319

Public Affairs

Duties and Functions of Marine Corps PA (Continued)


Internal Information The objective of an internal information program is to ensure that all segments of the Marine Corps community (Marines, their family members, civilian employees, and retirees) are fully and continually informed regarding Marine Corps programs, policies, and events. Internal information is a key enabler for commanders, whose decisions affect cohesion, morale, quality of life, and retention. The unrestricted flow of unclassified information applies to internal information programs in that Marine Corps personnel are entitled to the same access to news as the public.

Community Relations

Well-conducted community relations enhance readiness by fostering hometown support. A good-neighbor policy is established through involvement with the communities and extends support to families of deployed Marines. It also helps reinforce the idea that the Marine Corps is a meaningful and rewarding career choice for Americas youth. Close, positive relations with neighboring communities inspire patriotism, and that patriotism translates into recruitment and retention opportunities. Every reasonable effort will be made to develop and maintain sound community activities. During deployments and operations, community relations efforts take many forms and can be organized by units, chaplains, public affairs personnel, or concerned individuals. From a unit venturing out in town to paint an orphanage in Pattaya, Thailand, to visits to schools and community centers by Marines and sailors throughout the world, the best picture we paint of the Marine Corps is through community involvement. Navy chaplains function as a tremendous organizational resource during these events. Civil affairs, when deployed, will coordinate community interaction in an operation and or exercise. Although public affairs will release information to the news media, CA will be responsible for the direct release of information to the local population. Civil affairs and public affairs will need to coordinate actions within the information operations cell to ensure that common themes and messages are maintained.

Basic Officer Course

B4Q5319

Public Affairs

Duties and Functions of Marine Corps PA (Continued)


Aspects of this three-part discipline often overlap. The distinction between the external and internal audience is becoming blurred because of the impact of technology, such as the Internet, and that more married Marines live in the local community. Although PAOs still specifically target the Marine family through internal information channels, they do so with an understanding that every form of communication intended for an internal audience will be received, assessed, and evaluated by people outside of the Marine Corps. Providing pertinent information to Marines, families and dependents, and civilian employees boosts morale; relieves family and dependent anxiety; and reduces uncertainty, rumor, and misinformation. Such information enhances the mission capability of involved Marines.

Media Awareness
The commander of a unit is not always the best person with whom the news media should talk. For example, the best spokesperson about a light armored vehicle or a tank is the Marine who drives one. The news media is not the message. The news media is the messenger. Marines are the message. When appropriate, commanders should encourage their Marines to talk to the news media, especially when reporters ask questions about a Marines job or mission. To ensure that Marines understand the role of the news media, commanders should include realistic news media training in all exercises, at every level possible. Each operational situation will require a deliberate public affairs assessment to identify specific information to be released. The following categories of information are usually releasable, although individual situations may require modifications. Releasable Information Arrival of U.S. units in the commanders area of responsibility (AOR) once officially announced by the DOD or by other commands in accordance with release authority granted by the OASD for Public Affairs. (Information could include mode of travel [e.g., sea or air], date of departure, and home station or port.) Equipment figures and approximate friendly force strength. Prisoner of war and friendly casualty figures by Service; approximate figures of enemy personnel detained during each action or operation. Information (nonsensitive, unclassified) regarding U.S. air, ground, sea, space, and special operations (past and present); in general terms, identification and location of military targets and objectives previously attacked and the types of ordnance expended.

Basic Officer Course

B4Q5319

Public Affairs

Media Awareness (Continued)


Date, time, or location of previous conventional military missions and actions as well as mission results. Number of combat air patrol or reconnaissance missions and/or sorties flown in the operational area; generic description of origin of air operations, such as landor carrier-based. Weather and climate conditions. Allied participation by type (ground units, ships, aircraft), if appropriate. Operations unclassified code names. Names and hometowns of U.S. military personnel. Names of installations and assigned units. Size of the friendly force participating in an action or operation using general terms such as multi-battalion or naval task force. Types of forces involved (e.g., aircraft, ships, carrier battle groups, tank and infantry units). Classified aspects of equipment, procedures, and operations must be protected from disclosure.

Non-Releasable Information In more general terms, information in the following categories of information should not be revealed because of potential jeopardy to future operations, the risk to human life, possible violation of host nation and/or allied sensitivities, or the possible disclosure of intelligence method and sources. Although these guidelines serve to guide military personnel who talk with the news media, they may also be used as ground rules for news media coverage. The following list is not necessarily complete and should be adapted to each operational situation. Any information on the effectiveness or ineffectiveness of weapons systems and tactics including, but not limited to, enemy camouflage, cover, deception, targeting, direct and indirect fire, intelligence collection, or security measures. Specific information for identification of missing or downed aircraft or ships while search and rescue operations are planned or underway. Special operations forces unique methods, equipment, or tactics that, if disclosed, would cause serious harm to the ability of these forces to accomplish their mission. Specific numerical information on troop strength, aircraft, weapons systems, onhand equipment, or supplies available for support of combat units for U.S. or allied units; general terms should be used to describe units, equipment and/or supplies. Any information that reveals details of future plans, operations, or strikes, including postponed or canceled operations.

Basic Officer Course

B4Q5319

Public Affairs

Media Awareness (Continued)


Any information and imagery that would reveal the specific location of military forces or show the level of security at military installations or encampments; for datelines, stories will state that the report originates from general regions unless a specific country has acknowledged its participation. Any rules of engagement (i.e., information on intelligence activities, including sources and methods, lists of targets, and battle damage assessments).Specific information on friendly force troop movement or size, tactical deployments, and dispositions that would jeopardize OPSEC or lives, including unit designations and names of operations until released by the joint force commander (JFC) during an operation. Any identification of mission aircraft points of origin, other than as land- or carrierbased. Operational or support vulnerabilities information that could be used against U.S. or allied units unless that information no longer provides tactical advantage to the enemy and is released by the joint commander; damage and casualties may be described as light, moderate, or heavy. Specific operating methods and tactics (e.g., offensive and defensive tactics or speed and formations); general terms such as low or fast may be used

Interview Tips The following are tips you and your Marines should follow during an interview with the media: Relax; be yourself. Do not speculate or comment on matters beyond your cognizance or responsibility. Stay in your lane!!! Avoid military or technical jargon. Remember, your audience is the civilian public. Talk on the record or not at all. Anything you say can be quoted. Tell the truth, even if it is painful. You will maintain credibility by doing so. Explain as much as you can if you cannot discuss something (i.e., it is under investigation or classified). If additional information is requested, make an effort to get back to the reporter. Never say no comment. Tell the reporter if you do not know the answer to a question. Offer to get back to the reporter later with the answer, if possible. Answer directly and give the bottom line upfrontyou can amplify later. Correct the record. If a reporter makes an error or has wrong information, make the correction during the interview. Listen carefully to the reporter; ask for repetition or clarification, if necessary. Maintain eye contact; make sure the reporter knows you are interested and paying attention. Be expressive and try to be interesting. Be humorous, if appropriate. Humor can be one of the best forms of communication.

Basic Officer Course

B4Q5319

Public Affairs

Media Awareness (Continued)


Maintain a positive attitude. Be prepared to answer the five Ws and the H: who, what, where, when, why, and how. Assume that you are on the air, even if you are told that you are off; technical crews make mistakes. Be modest but confident. You are the expert, but do not be condescending. Use the studio monitor to check your appearance before air time, then maintain eye contact with the reporter and ignore the monitor. Do not lose your tempereven if provoked. Do not drum your fingers, twiddle your thumbs, tap your feet, or act nervous. Do not look around the room for the answer; it gives the impression of discomfort, bluffing, or desperation.

The Commander and the News Media Although the military often accuses the news media of not reporting in context, the military has been guilty of not giving the media the context they need. Marine leaders are the obvious experts on the missions and capabilities of naval forces. The American people have come to expect access to the person in charge the one making the decisions, not a spokesperson. The news media, particularly television, provide that public access to Marine leaders. Commanders must seek every opportunity to use the news media to reach a greater audience to explain their mission, its importance, and the risks involved. The commander who chooses not to speak cedes the information battlefield to critics and analysts who are uninformed about the true situation on the ground, how the mission relates to the situation, and the capabilities of the Marine units involved.

Basic Officer Course

B4Q5319

Public Affairs

Information Operations (IO)


We are in a battle, and more than half of this battle is taking place in the battlefield of the media. . . . [W]e are in a media battle for the hearts and minds of our umma. --Ayman al-Zawahiri, July 2005 Today, information management is as important as maneuver and fires, from the psychological-operations campaign you conduct to the way you handle the media. And it isnt just the U.S. media, with their impact on public opinion and inside-the-beltway decision making.--Lieutenant General Anthony Zinni, USMC, following Operation RESTORE HOPE

IO Defined

Information operations (IO) are integral to the successful execution of military operations. A key goal of IO is to achieve and maintain information superiority for the US and its allies. Information superiority provides the joint force a competitive advantage only when it is effectively translated into superior decisions. IO are described as the integrated employment of electronic warfare (EW), computer network operations (CNO), psychological operations (PSYOP), military deception (MILDEC), and operations security (OPSEC), in concert with specified supporting and related capabilities, to influence, disrupt, corrupt or usurp adversarial human and automated decision making while protecting our own. To apply IO across the range of military operations, joint force commanders (JFC) integrate their military actions, forces, and capabilities throughout the domains (air, land, sea, and space) of the operating environment in order to create and/or sustain desired and measurable effects on adversary leaders, forces (regular or irregular), information, information systems, and other audiences; while protecting and defending the JFCs own forces actions, information, and information systems. The commander assesses the nature of the mission and develops the intent for IO in all phases of an operation or campaign. If news is out, its out. The global information environment makes information accessible to larger audiences and makes it easier to disseminate. As the value of information increases, the ability to limit or restrict its flow decreases. Leaders must recognize this; consider the impact that information availability will have on missions; and prepare to address issues openly, honestly, and in a timely manner. Waiting for others to shape the battlefield is inconsistent with our warfighting doctrine by addressing questions as rapidly as possible, we can retain our credibility and initiative.

10

Basic Officer Course

B4Q5319

Public Affairs

IO (Continued)
Capabilities Supporting IO Capabilities supporting IO include information assurance (IA), physical security, physical attack, counterintelligence, and combat camera. These are either directly or indirectly involved in the information environment and contribute to effective IO. They should be integrated and coordinated with the core capabilities, but can also serve other wider purposes. There are three military functions specified as capabilities related to IO: Public affairs (PA) Civil Military Operations (CMO) Defense support to public diplomacy

These capabilities make significant contributions to IO and must always be coordinated and integrated with the core and supporting IO capabilities. However, their primary purpose and rules under which they operate must not be compromised by IO. This requires additional care and consideration in the planning and conduct of IO. For this reason, the PA and CMO staffs particularly, must work in close coordination with the IO planning staff.

Summary
In this lesson, weve covered the mission of PA, duties and functions of PA, media awareness, and information operations. It is important that you as a provisional rifle platoon commander familiarize yourself with the numerous PA assets available to you, and utilize those assets to tell the story to the public. It is also imperative that you educate your Marines so that they understand how their actions impact the opinion of the American public, and ensure they understand how to deal with the media, should the opportunity present itself.

References
Reference Number or Author MCWP 3-33.3 DODD 5122.5 JP 3-61 JP 3-13 SECNAVINST 5720.44A Reference Title Marine Corps Public Affairs Assistant Secretary of Defense for Public Affairs Doctrine for Public Affairs in Joint Operations Information Operations Public Affairs Policy and Regulations

11

Basic Officer Course

B4Q5319

Public Affairs

Glossary of Terms and Acronyms


Term or Acronym Alpha/numeric order Term Alpha/numeric order Acronym Acronym Term Definition or Identification Definition. Acronym identified Acronym identified Definition.

Notes

12

Basic Officer Course

B4Q5319

Public Affairs

Annex A
Conducting Expeditionary Public Affairs During Operation Iraqi Freedom By Capt. Joe Plenzler USMC Left unsung, the noblest deed will die. - Maj. Gen. Jim Mattis, USMC The 1st Marine Division attacked across the line of departure from Kuwait into Iraq at 1730Z on March 20, 2003 to topple the regime of Saddam Hussein. The Division accomplished this mission by utterly destroying resisting Iraqi forces and capturing the capital city of Baghdad. More than 80 national and international media embedded within tactical units witnessed the campaign and saturated the worlds airwaves and newspapers with reports of the Divisions exploits and experiences in combat. The Divisions success in the media was predicated on five essential elements: 1) The initiative and aggressiveness of junior Marines and Officers who embraced the media, shared their courage with the world, and proved to the Iraqi people that there is no better friend, no worse enemy than a U.S. Marine. 2) Building realistic expectations of the media (using We Were Soldiers Once and Youngs LTC Hal Moore and reporter Joe Galloway as an example) and ensuring every Marine and Sailor had a clear understanding of the Commanding Generals mission and intent. 3) Early engaging and maintaining contact with the international and national media upon arrival in theater. 4) Conducting a thorough, efficient and humanistic Receiving, Staging, Onward Movement and Integration (RSOI) designed to impress and build the confidence of the embedded journalists adopted into the Divisions ranks. 5) Capitalizing on key critical events by exploiting tactical successes in the media. Public Affairs Officers, Marines and commands with embedded journalists can best influence the course of the information war at the tactical level by setting the conditions for individual and unit success in the media prior to combat, and by providing reinforcing fires on key communications objectives and tactical victories during the fight. PREPARATION FOR COMBAT BUILDING EXPECTATIONS There are no finer Marine Corps spokespersons than our junior Officers and enlisted Marines. The PA team decided early in the planning phase that the Divisions story would be primarily told where the rubber meets the road. As part of the Divisions preparations for combat, early in August 2002, the 1st Marine Division Commanding
13 Basic Officer Course

B4Q5319

Public Affairs

Annex A (Continued)
General charged his PA section with supervising the development of a PreDeployment Brief to be given to his 20,000 Marines and Sailors a task normally under the purview of the G-3 Operations Section in most commands yet clearly falling into the public affairs mission of internal information. The PreDeployment Brief was designed to image each Marine and Sailor from Southern California through deployment and subsequent combat operations on foreign shores with the specified intent of crystallizing the Commanding Generals intent and key mission expectations into the minds of the audience. The brief provided an excellent vehicle for the PA section to reach out to the commanders, Marines and sailors of the Division, forewarn of the large numbers of media to accompany units in combat and disarm skepticism about the medias presence. The media would be riding along with the Marines into battle, living, sweating, and in some cases bleeding along side of them. To encourage the junior Marines to tell their story to the media, the PAO correlated engaging the media to the free beer purchased by patriotic civilians for Marines on liberty in their hometowns and increased stature in the eyes of attractive members of the opposite sex due to the representation of Marines in the entertainment media. The brief highlighted the photographing of the flag raising atop Mt. Surabachi by Associated Press photographer Joe Rosenthals as a positive example of cooperation between the two different camps. The CG encouraged the Division, left unsung, the noblest deed will die. MOVEMENT TO CONTACT The statement, you only get one chance to make a good impression is clich but true. From the onset, the Division PA section recognized the criticality of gaining and maintaining contact with the media in Kuwait City. The 400 reporters in country, frustrated by the slow pace of media opportunities at the CFLCC Press Information Center, languished in hotel lobbies as irate editors in New York and London screamed for copy. The PA section recognized this hunger for media opportunities and, pockets bulging with journalists business cards, embarked on a media blitzkrieg hosting more than 400 reporters in 40 days. The PA Marines put together media opportunities on bubble gum and bailing wire often hitch-hiking with the media due to the scarcity of available military and commercial vehicles. In one instance, they led 36 journalists in a 16 media vehicle convoy to visit 1st Tank Battalion out at Udari Range #9 in the middle of a Tooz an Arabian sandstorm navigating by GPS and map alone with visibility at less than 50 feet and 40 - 60 mph winds. The tanks couldnt see their targets on the range, but the story of the tank company training in harsh weather conditions carried the headlines, taught the reporters about the tenacity of our young Marines and also a good lesson of what to expect should they decide to embed with the Division for combat operations.

14

Basic Officer Course

B4Q5319

Public Affairs

Annex A (Continued)
To further develop the relationship between the Division and the media, the PA team organized Professional Military Education sessions for the reporters at the CFLCC weekly meetings. Topics covered Nuclear, Biological and Chemical Defense (NBCD) familiarization, a gear packing seminar, tips on field living, and Division specific media ground rules. The objective of the PME sessions were to convey to the media one clear point: the 1st Marine Division cares whether they live or die. Concurrently, the PA team began exploring the feasibility of many TV medias request to bring along hard-wired, satellite transmission capable, 4-wheel-drive, diesel, desert colored vehicles and night vision qualified drivers to support their broadcasts while embedded with the Division. The team determined that allowing the media to use their own vehicles would benefit the Division by ameliorating some of the logistical burden on receiving units (a TV crew generally requires ten, 10-cube equivalents of space and lift) and allow the media to broadcast live on the fly in combat (the set up time for transmission without the hard-wired vehicle was two hours). Division PA requested to I MEF to appeal the OASD prohibition on media vehicles in embedded units. Most TV media opted to assign vehicles to their embedded correspondents in the hope that the verdict would be positive and fielded the vehicles on short term embeds with Division units. On all early tests, they performed spectacularly. Unfortunately, the Divisions appeal to allow the vehicles was rejected and subsequently limited the embedded TV medias ability to file their stories. RECEIVING, STAGING, ONWARD MOVEMENT AND INTEGRATION On March 10, 2003, the PA section met with 80 reporters assigned to embed within the Divisions tactical units at the Hilton Hotel in Kuwait City. Marines issued NBC suits, masks and nerve agent antidote kits. Doctors turned correspondents into pincushions with anthrax and smallpox vaccinations. Senior Marine leaders gave briefings on ground rules and the organization and mission of I MEF. The Division PA team worked furiously to address the needs of individual media, answer hundreds of questions and ensure that the media were prepared to embed. During one briefing a reporter skeptically asked, Really, how close are you going to allow me to get to the front lines? The Division PAO replied, I can put you in the back of a LVTP-7 Amphibious Assault Vehicle with 18 pissed-off grunts, drive you within 300 meters of the objective and send you in the assault as the Marines storm the enemys trench lines and drive bayonets into their hearts (of the enemy). The room went silent. The audience could have heard a pin drop. Is he serious? asked one skittish reporter. The Division would later deliver, in scores.

15

Basic Officer Course

B4Q5319

Public Affairs

Annex A (Continued)
Prior to embedding, the PA team spent many hours determining the best spread load of correspondents across the battalions to ensure a balance of print, radio and TV journalists throughout the Divisions battlespace. Every news agency would get their own exclusive and be separated from their competitors. The PA team honored every previous habitual relationship between commanders and reporters without exception going so far as to promise reporters with prior experience with the Division that they would be, picked up at Starbucks in Kuwait City if their official request to embed was not approved. The PA team aggressively lobbied for the additional media and the requests were eventually approved. The PA team made every effort to maximize the social bonding potential of the Marines and media by assigning reporters to units based on the hometown of the commander or home station (in the case of reserve units). PAO considered media embedded within the RCTs and separate BNs almost to be in a direct support relationship and retained a small group of general support reporters from the LA Times, New York Times, National Public Radio and El Correo at the Division Main to exploit key successes in the media by transporting them to key locations on the battlefield. The PA team purposely chose the reporters residing at the main on three key factors: circulation, depth of reporting, and acknowledgement of international contribution to the Coalition (in the case of El Correo the largest circulating newspaper in Spain). The media responded positively to this deliberate and aggressive support with the fair, balanced and mostly positive reporting. Buddies vs. Escorts Definitions: Escort (es-kort): A man or woman whose time is easily purchased for the sum of $500.00. Usually lives in Palm Springs. CA. Buddy (bu-de): A Marine who looks out for a new-join. Assists neophytes in learning the ropes. Ensures the well being of his charges. All too often, words such as handle, escort, and manage are used to describe interactions with the media. This vocabulary insinuates that PAOs can control or manipulate the media, and Marines caught using such foul language in the Division had their collective mouths washed out with proverbial soap. The Commanding General suggested to the unit commanders, Marines and Sailors that the media is an entirely winnable constituency and a new lexicon was established to set the tone. Marines assigned to assist the media were called buddies. Media were not escorted, they were adopted and made members of the Division team. This subtle difference framed the Divisions desired approach to interactions between Marines and the media and resulted in quick assimilation of journalists into the ranks. Journalistic professionalism and the desire to remain unbiased could not stop human nature, and the media quickly

16

Basic Officer Course

B4Q5319

Public Affairs

Annex A (Continued)
bonded amid austerity, danger and hardship with the Marines. This would become evident in the sensitive manner in which embedded media reported on the Divisions casualties and understanding of occasional collateral damage and civilian casualties. (Additionally, The numbers of formerly embedded media attending this years Marine Corps Birthday Balls throughout the Division are too numerous to count.) The media agreed to previously established ground rules and honored them. The deliberate focus on welcoming and caring for the embedded correspondents set the conditions for and resulted in positive reporting of the Divisions combat actions in the national and international press. REINFORCING FIRES Public affairs is a combat multiplier. Properly conducted, media operations can provide reinforcing fires that support operational and strategic objectives by exploiting fleeting opportunities that emerge on the battlefield. MOUSTACHES As the Division prepared for combat in Kuwait, the G-2 Intelligence section learned that Iraqi paramilitary forces possessed US military uniforms and would wear them to infiltrate friendly units and to commit atrocities against the Shia population in an attempt to turn local public opinion against the US forces. It is common knowledge that Iraqi males prize their moustaches and loathe shaving them off. To illustrate the significance of the seriousness of the issue, a common insult in the region is, A curse upon your moustache! In an effort to neutralize the infiltration threat, the Commanding General ordered all Marines in the Division to participate in the 1st Annual Moustache Growing Contest which was promptly reported by the media and presumably collected in the open press by Iraqi intelligence. The desired effect was for the Iraqi infiltration squads to feel reassured in keeping their moustaches. Immediately prior to crossing the line of departure, all Division Marines promptly shaved their moustaches and challenged any moustache-bearing individual in US uniforms. SECURING THE SOUTH RUMALLAH OIL FIELDS AND LIBERATION OF SAFWAN The Division attacked and utterly destroyed the Iraqi 51st Mechanized Infantry Division to secure the South Rumallah Oil Fields and liberated the town of Safwan in a lightning strike during the night from March 20 21. This attack was launched a day early due to intelligence reports indicating that Saddam Husseins forces were preparing to destroy critical oil infrastructure in the hopes of creating an environmental disaster designed to sway international opinion against the Coalition Forces. Following the advance of assault forces, the Division PA team scrambled the Headquarters Battalion embedded media and hurried them to the oilfields and border town.

17

Basic Officer Course

B4Q5319

Public Affairs

Annex A (Continued)
Concurrently, SSgt. John Jamison took John Kifner, a NY Times Correspondent, and photographer Ozier Mohammed aboard a UH-1N helicopter to inspect one of the Gas and Oil Separation and Pumping Stations secured by RCT-5. The simple fact that the sky was not ablaze with burning oil smoke and the Persian Gulf was not slick with crude was a clear and early victory for the Coalition forces. This fact was not lost on the press. The PAO and Deputy G-3, LtCol. Clarke Lethin, drove Mercedes Gallego, El Correo, John Burnett of National Public Radio, and Tony Perry of the LA Times to the small border town of Safwan. On scene the embedded reporters and a host of unilateral media from the Associated Press, and Newsweek to name a few, watched as jubilant Iraqis looted the Baath Party Headquarters and US Marines tore down murals of Saddam Hussein. The interactions of the Marines with the Iraqis reinforced, early on in the campaign, the Presidents message that Coalition forces were liberators, not conquerors. Cecil B. Demille could not have created a better scene for the media on the first day of the war. THE FEDAYEEN AND CHICKEN LITTLE REPORTING The Division battled Fedayeen militants using unconventional terrorist tactics from the Euphrates to the Tigris and beyond. Highly motivated and poorly trained, they routinely fired on Marines from ambulances, behind women and children and the insides of hospitals, schools and mosques. The inflated news of Fedayeen attacks became prominent in the press at a time when the Army had overextended its supply lines, and the Marines were killing the zealots by the scores. This hyperbole of Fedayeen capability in sent visions of Vietnam dancing in journalists heads. The PA team acted quickly to highlight the destruction of Fedayeen and Baath Party loyalists in villages and small towns by transporting HQBNs GS embedded media to RCT-1 to observe combat operations along Hwy. 7. As the Division resumed its attack towards Baghdad, the press quickly realized the Marines had the bastards on the run. The CG conducted a well-timed press conference near the banks of the Diayala River to highlight the Fedayeens cowardice and flagrant violations of the Geneva Convention, Law Of Land Warfare and any code of chivalry. They are as worthless an example of men we have ever fought, Maj. Gen. Jim Mattis said, and it is a pleasure to kill them. His words resounded in the media within hours. The combined effort assisted in taking the wind out of Fedayeen sails.

18

Basic Officer Course

B4Q5319

Public Affairs

Annex A (Continued)
THE SUICIDE SCHOOL The PA team worked the media at the hotel for approximately two hours when at 1530z a 30 year old Iraqi male walked up to a checkpoint manned by 3d Battalion, 5th Marines, pulled a pin on a hand grenade and blew himself in half, injuring four Marines and one sailor. Fifteen minutes after the incident, the Division PAO went live on the air with CNNs Christiana Amanpour to discuss the incident. With the reporter asking pointed questions about the new suicide tactics and the state of security measures, the PAO used the opportunity to highlight that the, Division planned on encountering every dirty trick. Thats what you get when you fight a regime that has systematically raped, tortured and imprisoned its populace for the past 22 years. The interview quickly departed the issue of security and allowed the PAO to highlight the regimes complete disregard for the Law of War and Geneva Convention, and reinforce the CGs earlier remarks about the nefarious character and cowardly acts of fanatical paramilitary fighters. The next day the Division Staff Judge Advocate, Maj. Joe Lore, called to notify the PA team of an emerging, immediately exploitable event. Earlier in the day RCT-7 captured an elementary school in a highly populated area in central Baghdad that the Fedayeen were using as a training facility for suicide bombers and storage for their deadly cargo. The RCTs EOD team diffused several timed explosive booby traps left behind in briefcases and boxes. Had the devices detonated, the resulting explosion would have leveled the neighborhood. Within minutes, the PA team scoured the hotel and rounded up CNN, CBS and NBC camera teams and drove them to the site. Inside of what appeared to be a health science classroom, 60 handsomely fabricated black leather vests laid on the floor in plastic bags. Each vest was filled with explosives, ball bearings and wired with blasting caps. Timed, command activated and menacing mercury switch detonators that were designed to fire when the assailant raised his arms over his head in a surrendering pose hid in boxes nearby. Nearly 250 other less sophisticated suicide devices filled other rooms. The vests and detonators were of Palestinian design and the markings on the boxes read, Made exclusively for the Saddam Fedayeen. The press reported that the discovery of the materials conclusively linked the regime to international terrorism. THE PALESTINE HOTEL Returning to the Palestine Hotel, the PA team exploited the days success in the media. Concurrently, the Division established a Civil Military Operations Center, led by LtCol. Pete Zarcone, the Divisions Civil Military Liaison Officer, in the briefing room previously used by Tariq Azziz. The Divisions sectors were relatively secure, yet Baghdad was blacked out. No power. Limited water. Sporadic looting. Immediately the CMOC set about trying to jump start the city back to life.

19

Basic Officer Course

B4Q5319

Public Affairs

Annex A (Continued)
The first priority was the reestablishment of civil order, and to do that, the Marines needed the local police and traffic cops to come back to work. But how do you find the police? More importantly, how do you get them back to work? With all of the mass communication stations knocked off-air by Coalition bombing and the lack of electricity in the city, only one means existed to reach the people of Baghdad radio. The PA team immediately located nearby Iraqis and, with the help of an Iraqi translator, determined that Baghdadis preferred their own radio stations, but had been listening to the British Broadcasting Corporations Arabic World Service station. Coordinating with the CMOC, the PA team and an Iraqi Free Iraqi Forces interpreter went on-the-air to deliver an appeal to get the local police supervisors, electrical power grid technicians, water engineers and other critical infrastructure personnel to come to the hotel to start coordinating with military officials to bring the city back to life. Over three hundred Baghdadis showed up at the front entry control point the next morning. Throughout the week the PA team made the daily rounds of a circuit judge throughout the hotel visiting news agency after agency to highlight the Divisions reestablishment of an interim police force organized by Maj. Mark Stainbrook, the delivery of 15,000 gallons of fuel to critical water treatment and pumping stations, the reestablishment of power to limited parts of the city and many other successes. The PA team set up radio interviews for local Imams to call on the Iraqi people to stop the looting and cooperate with the Coalition forces. In nearly every instance, correspondents would devour the information and broadcast it to the world minutes later. CONCLUSION A QUALIFIED SUCCESS From the initial reporters meeting at the Sheraton Hotel in Kuwait City to 3d Battalion, 4th Marines toppling of the statue of Saddam Hussein in Firdous Square in downtown Baghdad - poignantly bookending the campaign, the 1st Marine Division conducted maneuver public affairs. Every Marine in the Division knew the mission and the CGs intent and proved to the world that the US Marines are the most trusted military force in the world. Despite fog and friction, units adopted their assigned reporters like brothers and sisters and proceeded to gain and hold the moral high ground in the press. The centralized planning, RSOI and decentralized execution of the CGs media plan served to bring the contributions and sacrifices of 18 year old Marines and Sailors into the worlds living rooms daily. Embedding media into the Divisions tactical units was a qualified success. It significantly countered any Iraqi propaganda attempts by having a third party witness reporting our combat operations to the world. Embedding also helped mitigate negative news pure unbiased reporting was altered by the unavoidable human tendency for Marines and reporters to bond while living together for extended periods of time amid austerity, danger and hardship. I caveat the success of the embed process with the words of George Orwell,

20

Basic Officer Course

B4Q5319

Public Affairs

Annex A (Continued)
"In general, one is only right when either wish or fear coincides with reality - we are all capable of believing things which we know to be untrue, and then, when we are finally proved wrong, impudently twisting the facts so as to show that we were right. Intellectually, it is possible to carry on this process for an indefinite time: the only check on it is that sooner or later a false belief bumps against the solid reality, usually on a battlefield." One must remember that the media serves as a bridge to the American and international public. They focus and amplify. Although the Division experienced success with the embed construct in this conflict, a new risk-benefit analysis must be conducted prior to embedding media in some permutation of this paradigm during future conflicts. The Division only hopes that the Iraqi people will wisely spend this gift of newly found liberation and freedom paid for by the blood of the young men and women of the United States of America and United Kingdom.

21

Basic Officer Course

B4Q5319

Public Affairs

Annex B
PA Organization
HQMC DIVPA CE MCRC MARFORCOM MARFORCOM MARFORPAC MCRD PI/ERR 1ST MCD DIVPA COMRE L DIVPA PLANS MC News MEUs 22nd, 24th, 26th 2d MARDIV MARSOC MARFORPAC MISC MARFOR/JOINT VCJCS

II MEF

I MEF

III MEF

DIVPA MEDIA

MEUs 11th, 13th, 15th

MEU 31st MEU 3d MARDIV

MARCENT

4TH MCD 6TH MCD MCRD SD/WRR

POW/MIA DEF

1ST MARDIV 3d MLG

MARFORRES

2d MLG 1 MLG 2d MAW 3d MAW MCI East/ MCB Lej MCAS CHRY PT MCAS NEW RV MCAS BFT MCB 29 Palms MCB Butler
st

MARFOREUR 1ST MAW DoD OSD/PA

DIVPA NY 8TH MCD DIVPA LA 9TH MCD 12


TH

PACOM

MCB QUANTICO

MCD

MCI West MCB Pen MCAS Miramar MCAS Yuma

MCAS Iwakuni MCB Hawaii

CENTCOM

USF Japan

MARINE BRKS MCLB ALBAN Y MCLB BRSTOW

JFCOM/ JPASE Naval Media Cntr Defense Info School AFN Iwakuni

MARCOR SYSCM

CBIR F

Various 9910/PME Billets

AFN Yokota
AFN Okinawa

22

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

URBAN OPERATIONS I INTRODUCTION B4R5359 STUDENT HANDOUT

Basic Officer Course

B4R5359

Introduction to Urban Operations

Urban Operations I - Introduction


Introduction The purpose of this handout is to help you gain a basic understanding of urban operations. This class is approximately one hour long and is designed to provide for those considerations necessary for planning and executing offensive and/or defensive operations in an urbanized environment. Throughout military history and the history of our Corps urban operations have played a vital role in winning wars. As provisional rifle platoon commanders, Marine Corps officers must maintain the skill sets necessary to plan for and execute urban operations. In this lesson, you will be introduced to those characteristics that pertain specifically to urban operations. You will learn about the 3-Block War and how this drives our planning and training for urban operations. In addition, you will learn about those METT-TC (mission, enemy, terrain and weather, troops and support available time available, civil considerations) that are unique to the urban environment. 5-3-5 will be introduced. This lesson covers the following topics:
Topic History and Introduction The 3-Block War MULTIDIMENSIONAL BATTLEFIELD METT-TC Considerations in urban operations Major Urban Patterns Urban Areas Building Analysis Effectiveness of Weapons OCOKA-W ASCOPE and its Applications 5-3-5 Summary References Glossary of Terms and Acronyms Notes Page 3 4 5 6 7 8 14 14 27 30 31 32 32 33 33

Importance

In this lesson

Basic Officer Course

B4R5359

Introduction to Urban Operations

Introduction to Urban Operations


Learning Objectives Enabling Learning Objectives 0302-MOUT-1105a Without the aid of references, describe characteristics of urban environments without omission. 0302-MOUT-1105b Without the aid of references, describe the three block war environment without omission. 0302-MOUT-1105c Given a unit, a mission, a commanders intent, analyze civilian considerations using ASCOPE to develop a complete mental estimate of the situation. 0302-MOUT-1105d Given a unit, a mission, a commanders intent, and a mental estimate of the situation, integrate 5-3-5 into execution to accomplish the mission.

History and Introduction


Urban warfare is as old as warfare itself. The capture of urban terrain has long been a military imperative, primarily due to the role cities and towns have played as centers of government, industry, transportation, and culture. The principles of maneuver warfare that we have learned are still applicable in the Urban Environment but we have some additional considerations. From our first expeditionary landing at New Providence in the Bahamas, through the streets of Mexico City, and in Haitian towns and villages during Lewis B. "Chesty" Puller's day, Marines have continually played a pivotal role in battles for urban areas. Marine combat experiences in urban environments during the last sixty years include: Seoul and Inchon 1950. Beirut 1958, 1982-1984. Santo Domingo 1965. Hue City 1968. Saigon 1975. Grenada 1983. Panama City 1989. Mogadishu 1993-1994. Haiti 1994. Kosovo 1999. Iraq 2003-today.

Basic Officer Course

B4R5359

Introduction to Urban Operations

As you can see from this list, over the last six decades, urban operations have been an extremely important aspect of Marine Corps operational readiness. Our ability to conduct operations in any urban environment is a key ingredient to our being considered Americas Force in Readiness. We must examine the lessons learned from our past and understand how those lessons help us plan for and execute urban operations. Why Study URBAN OPERATIONS? The worlds population is becoming more urbanized. Projections show 85% of the worlds population living in urban areas by the year 2025. Today 75% of politically significant urban areas are within 150 miles of a coastline, and 87% are within 300 miles of the coastline. Our ship to shore capability allows us to reach most urban areas. Many of our current and future enemies cannot match our advantages in firepower, so they will use civilian populations for protection. Urban areas have the highest population concentration and therefore provide the best cover to our adversaries. When conceptualizing urban operations, commanders must understand two important terms: urban area and urban environment. The first is a subset of the second. An urban area is a topographical complex where man-made construction or high population density is the dominant feature. Focusing on urban areas means concentrating on the physical aspects of the area and their effects on weapons, equipment, line-of-sight, and tactics, techniques, and procedures. The urban environment includes the physical aspects of the urban area as well as the complex and dynamic interaction and relationships between its key componentsthe terrain (natural and man-made), the society, and the supporting infrastructure.

The 3-Block War


The Three Block War
This is the landscape upon which the 21st Century battle will be fought. It will be an asymmetrical battlefield. Much like the Germanic tribes, our enemies will not allow us to fight the Son of Desert Storm, but will try to draw us into the stepchild of Chechnya. In one moment in time, our service members will be feeding and clothing displaced refugeesproviding humanitarian assistance. In the next moment, they will be holding two warring tribes apartconducting peacekeeping operations and, finally, they will be fighting a highly lethal mid-intensity battleall on the same dayall within three city blocks. It will be what we call the three block war. General Charles C. Krulak Commandant, US Marine Corps

Urban Operations and the Spectrum of Conflict. The phrase 3-Block War was coined by Gen Charles C. Krulak to describe the various missions or situations that Marines may face when conducting operations in urban areas. The three blocks describe different environments, each with their own challenges that Marines will encounter, sometimes on the same day, in the same part of a city. The three blocks are described as follows:

Basic Officer Course

B4R5359

Introduction to Urban Operations

Block One

Humanitarian Ops. Host Nation Control. Stable Environment. Restrictive ROE. Counter-Insurgency Ops. Limited Host Nation Control. Unstable Environment. Increased Force Protection. High intensity conflict. No Host Nation Control. Violent and chaotic environment

Block Two

Block Three

Understanding the 3 Blocks and how they flow together helps Marine leaders to prepare to accomplish their mission in the varied environments of populated areas. The same patrol can encounter all three blocks in a small area during one patrol.

MULTIDIMENSIONAL BATTLEFIELD
Urban areas present an extraordinary blend of horizontal, vertical, interior, exterior, and subterranean forms superimposed on the natural relief, drainage, and vegetation. An urban area may appear dwarfed on a map by the surrounding countryside. In fact, the size and extent of the urban area of operations is many times that of a similarly sized portion of undeveloped natural terrain. A multi-storied building may take up the same surface area as a small field, but each story or floor contains approximately an equal area as the ground upon which it sits. In effect, a ten-story building can have eleven times more defensible area than bare groundten floors and the roof. It is the sheer volume and density created by this urban geometry that makes Urban Operations resource intensive in time, manpower, and materiel.

Basic Officer Course

B4R5359

Introduction to Urban Operations

TYPES
Urban battle space includes The urban battlespace is divided into four basic levels: building, street, subterranean, and air. Operations can be conducted from above ground, on ground level, inside buildings, or below the ground. Most operations will include fighting on all levels simultaneously. (1) Building Level. Buildings provide cover and concealment; limit or increase fields of observation and fire; and canalize, restrict, or block movement of forces, especially mechanized forces. They provide optimum perches for snipers and antiair weapons. Buildings also provide antitank weapons optimum positioning to allow engagement from above, exploiting an inherent weakness found in most armored vehicles. (2) Street Level. While streets provide the means for rapid advance or withdawal, forces moving along streets are often canalized by buildings and have little space for off-road maneuver. Because they are more difficult to bypass, obstacles on streets in urbanized areas are usually more effective than those on roads in open terrain. (3) Subterranean Level. Subterranean systems are easily overlooked but can be important to the outcome of operations. These areas may be substantial and include subways, sewers, cellars, and utility systems (Figure 1-1 on page 1-4). The city of Los Angeles alone has more than 200 miles of storm sewers located under the city streets. Both attacker and defender can use subterranean avenues to maneuver to the rear or the flanks of an enemy. These avenues also facilitate the conduct of ambushes, counterattacks, and infiltrations. (4) Air Level. The air provides another avenue of approach in urbanized areas. Aviation assets can be used for high speed insertion or extraction of troops, supplies, and equipment. While aviation assets are not affected by obstacles on the streets, they are affected by light towers, signs, power lines, and other aerial obstructions. They are also vulnerable to the man-portable surface-to-air missile threat, crew served weapons, and small arms fire.

METT-TC Analysis Similarities and Differences


As always, our planning process follows the same Six Troop Leading Steps we use in any operation. Within these steps, the METT-TC analysis that we conduct in urban operations is almost identical to any other operation. Due to the presence of and influence by people in many urban operations, however, you must be able to properly assess both geographic and demographic considerations. Before diving into the cultural aspect of urban operations we will cover some of the standard or typical geographic characteristics of urbanized areas. Commanders must be able to identify building types, construction materials, and building design and must understand the effectiveness and limitations of weapons against these factors. They must also understand that urban combat will require them to visualize a three-dimensional battle space. Commanders and leaders must be aware of how their urban battle space is changing as friendly and enemy forces and civilians
6 Basic Officer Course

B4R5359

Introduction to Urban Operations

move and as weather and environmental conditions change. They can react to changes within their battle space with the timely movement of assault, support, and security elements in the offense and repositioning of squads in the defense. Other factors that impact battle space include CASEVAC and resupply procedures. Procedures for handling EPW and noncombatants. Rules of engagement. Battlefield obscuration. Communications.
Movementofvehicles,thatis,howthebattlespacewillaffectmovementandtarget engagement.

Urban Zones and Street Patterns The urban area is analyzed using the zones and street patterns. Urban areas will contain varying degrees of physical infrastructure. This infrastructure will at a minimum include a transportation network, utilities, government buildings, hospitals, schools, food processing and distribution centers, and communications facilities. The infrastructure may be relatively simple or it may be highly complex and sophisticated. For example, transportation infrastructure in one city may be a simple network of streets; in another city it may consist of sophisticated port facilities, rail networks, airports, large highways, subways, and other modes of public transportation. In the latter case, such a city would be the transportation hub for the region in which it is located. In addition to the physical infrastructure of power plants, transportation networks, and the like, cities also have a service infrastructure: police, fire, and other government services; food and water availability and distribution; medical services; fuel and electricity; the news media and information flow; and others. This sort of infrastructure may be quite sophisticated and an integral part of the citys life, it may be virtually nonexistent, or it may exist in a state of ineffectiveness. Urban Zones: (1) City Core. The city core is the heart of the urban areathe downtown or central business district. It is relatively small and compact, but contains a larger percentage of the urban areas shops, offices, and public institutions. It normally contains the highest density of multistory buildings and subterranean areas. In most cities, the core has undergone more recent development than the core periphery. As a result, the two regions are often quite different. Typical city cores of today are made up of buildings that vary greatly in height.

Basic Officer Course

B4R5359

Introduction to Urban Operations

(2) Commercial Ribbon. Commercial ribbons are composed of rows of stores, shops, and restaurants that are built along both sides of major streets through built-up areas. Typically, such streets are 25 meters wide or more. The buildings in the outer areas are uniformly two to three stories tallabout one story taller than the dwellings on the streets behind them.

(3) Core Periphery The core periphery is located at the edges of the city core. The core periphery consists of streets 12 to 20 meters wide with continuous fronts of brick or concrete buildings. The building heights are fairly uniformtwo or three stories in small towns, five to ten stories in large cities. Dense random and close orderly block are two common construction patterns that can be found within the city core and core periphery zones.

Basic Officer Course

B4R5359

Introduction to Urban Operations

(a) Dense Random Construction .This construction is a typical old inner city pattern with narrow winding streets radiating from a central area in an irregular manner. Buildings are closely located and frequently close to the edge of a roadway.

Basic Officer Course

B4R5359

Introduction to Urban Operations

(b) Close Orderly Block Construction. Wider streets generally form rectangular patterns in this area. Buildings frequently form a continuous front along the blocks. Inner-block courtyards are common.

(4) Dispersed Residential Area. This type area is normally contiguous to close-orderly block areas in Europe. The pattern consists of row houses or single-family dwellings with yards, gardens, trees, and fences. Street patterns are normally rectangular or curving.

(5) High-Rise Area Typical of modern construction in larger cities and towns, this area consists of multistoried apartments, separated open areas, and single-story buildings.

10

Basic Officer Course

B4R5359

Introduction to Urban Operations

Wide streets are laid out in rectangular patterns. These areas are often contiguous to industrial or transportation areas or interspersed with close-orderly block areas.

(6) Industrial-Transportation Area. Industrial-transportation areas are generally located on or along major rail and highway routes in urban complexes. Older complexes may be located within dense, random construction or close-orderly block areas. New construction normally consists of low, flat-roofed factory and warehouse buildings. Highrise areas providing worker housing is normally located adjacent to these areas throughout the Orient. Identification of transportation facilities within these areas is critical because these facilities, especially rail facilities, pose significant obstacles to military movement.

(7) Permanent or Fixed Fortifications. These include any of several different types and may be considered isolated forts, such as the Hue Citadel and the German fortifications that surrounded Metz, or as part of a fortified line (Siegfried and Maginot
11 Basic Officer Course

B4R5359

Introduction to Urban Operations

Lines). While most of these fortifications are found in Western Europe, many can be found in the Balkans, Middle East, Asia, Africa, and South America. Those in the United States are mostly of the coast defense type. Permanent fortifications can be made of earth, wood, rock, brick, concrete, steel-reinforced concrete, or any combination of the above. Some of the latest variants are built underground and employ heavy tank or warship armor, major caliber and other weapons, internal communications, service facilities, and NBC overpressure systems.

(8) Shantytowns. Shantytowns do not necessarily follow any of the above patterns and may be found in many different zones within urban areas. Many underdeveloped countries are composed of small towns and villages and very few large cities. Most of the structures in the small towns and villages may be constructed from materials ranging from cardboard to concrete block. Some countries in arid regions depend on adobe for construction. Even the larger cities can have shantytowns at the edge that consist of cardboard or tin shacks. (a) These less structurally sound buildings have no common floor pattern and are more likely to have only one room. These types of substandard structures present a problem of weapons over-penetration. Weapons fired in one structure may penetrate the walls of one or more buildings. This penetration becomes a hazard for friendly forces as well as noncombatants. In order for buildings not to be structurally damaged or completely destroyed, reduce the explosive charges or do not use them. Fires are also more likely to develop and spread in shantytowns. (b) Depending upon the type of operation, the temporary nature of the structures can mean that mobility can be either more or less restricted than other sections of an urban area. A unit with armored vehicles may easily knock down and traverse structures without affecting mobility at all. However, their destruction may cause unacceptable civilian casualties, in which case mobility becomes more restrictive as the narrow paths often do not accommodate vehicles. Regardless, commanders must carefully consider the effects of their operations in this area, to include vehicles and weapons, as the weak structures afford little protection increasing the risk of fratricide, civilian casualties, and large, rapidly spreading fires.
12 Basic Officer Course

B4R5359

Introduction to Urban Operations

b. Street Patterns. Knowledge of street patterns and widths gives commanders and leaders a good idea of whether or not mounted mobility corridors in different zones can permit wheeled or tracked vehicles and facilitate command and control. For example, a rectangular, radial, radial ring, or combined pattern facilitates movement and control better than irregular patterns.

13

Basic Officer Course

B4R5359

Introduction to Urban Operations

Enclosed courtyard

The most common buildings in Afghanistan are mud brick construction homes with an exterior courtyard consisting of the same material. Typically the walls of the home are 24 thick and the walls of the courtyard are 12 thick.

EFFECTIVENESS OF WEAPONS AND DEMOLITIONS The characteristics and nature of combat in urban areas affect the employment of weapons and the results they can achieve. Leaders at all levels must consider the following factors in various combinations.

14

Basic Officer Course

B4R5359

Introduction to Urban Operations

Surfaces. Hard, smooth, flat surfaces are characteristic of urban targets. Rarely do rounds impact perpendicular to these flat surfaces; rather, they impact at some angle of obliquity, which reduces the effect of a round and increases the threat of ricochets. Engagement Ranges. Engagement ranges are close. Studies and historical analyses have shown that only 5 percent of all targets are more than 100 meters away. About 90 percent of all targets are located 50 meters or less from the identifying Marine. Few personnel targets will be visible beyond 50 meters and engagements usually occur at 35 meters or less. Minimum arming ranges and troop safety from backblast or fragmentation effects must be considered. Engagement Times. Engagement times are short. Enemy personnel present only fleeting targets. Enemy-held buildings or structures are normally covered by fire and often cannot be engaged with deliberate, well-aimed shots. Depression and Elevation. Depression and elevation limits for some weapons create dead space. Tall buildings form deep canyons that are often safe from indirect fires. Some weapon systems, (i.e: MK-19, M203, M2) can fire rounds to ricochet behind cover and inflict casualties. Target engagement from oblique angles, both horizontal and vertical, demands superior marksmanship skills.

Reduced Visibility. Smoke from burning buildings, dust from explosions, shadows from tall buildings, and the lack of light penetrating inner rooms all combine to reduce visibility and to increase a sense of isolation. Added to this is the masking of fires caused by rubble and man-made structures. Targets, even those at close range, tend to be indistinct.

15

Basic Officer Course

B4R5359

Introduction to Urban Operations

Risks from Friendly Fire. Urban fighting often becomes confused melees with several small units attacking on converging axes. The risks from friendly fires, ricochets, and fratricide must be considered during planning. Control measures must be continually adjusted to lower the risks. Marines and leaders must maintain a sense of situational awareness and clearly mark their progress IAW unit SOP to avoid fratricide.

Close Combat. Both the shooter and target may be inside or outside buildings and they may both be inside the same or separate buildings. The enclosed nature of combat in urban areas means the weapons effects, such as muzzle blast and backblast, must be considered as well as the rounds impact on the target.

Attacking Man-made Structures. Usually man-made structures must be attacked before enemy personnel inside are attacked. Weapons and demolitions can be

16

Basic Officer Course

B4R5359

Introduction to Urban Operations

chosen for employment based on their effects against masonry and concrete rather than against enemy personnel. Building Types. Buildings in Afghanistan are mud brick construction homes with an exterior courtyard consisting of the same material. Typically the walls of the home are 24 thick and the walls of the courtyard are 12 thick.

Definitions. The following definitions were determined based on the analyses of various studies relating to the size of man-sized holes and experimentation analyses from the MOUT - Advanced Concepts Technology Demonstration (ACTD). Loop-hole. A loop-hole is a firing aperture (a minimum of 8 inches in diameter) made in a structure. Mouse-hole. A mouse-hole is an opening that is made to the interior or exterior of a structure (walls, floors, ceilings, roofs) to facilitate inter- and intra-building communications and movement. A mouse-hole is usually a minimum of 24 inches high by 30 inches wide in size. Breach Hole. A breach hole is an opening that is made in a structure using mechanical, ballistic, explosive, or thermal means to facilitate the entry of assault elements. A breach hole is normally 50 inches high by 30 inches wide in size. Breaches made through existing apertures, for example doors and windows, normally do not require additional size enhancement. b. Weapon Penetration. The penetration that can be achieved with a 5.56-mm round depends on the range to the target and the type of material the shooter is firing against. Single 5.56-mm rounds are not effective against structural materials (as opposed to partitions) when fired at close rangethe closer the range, the less the penetration.

17

Basic Officer Course

B4R5359

Introduction to Urban Operations

(1) 5.56 mm Maximum Penetration. For the 5.56-mm round, maximum penetration occurs at 200 meters. At ranges less then 25 meters, penetration is greatly reduced. At 10 meters, penetration by the M16 round is poor due to the tremendous stress placed on this high-speed round, which causes it to yaw upon striking a target. Stress causes the projectile to break up, and the resulting fragments are often too small to penetrate. (2) Reduced Penetration. Even with reduced penetration at short ranges, interior walls made of thin wood paneling, Sheetrock, or plaster are no protection against 5.56mm ball ammunition rounds. Common office furniture, such as desks and chairs, cannot stop these rounds, but a layer of books 18 to 24 inches thick can. (3) Wood and Cinder Blocks. Wooden frame buildings and single cinder block walls offer little protection from 5.56-mm rounds. When clearing such structures, Marines must ensure friendly casualties do not result from rounds passing through walls, floors, or ceilings. (4) Armor-Piercing Rounds. Armor-piercing rounds are slightly more effective than ball ammunition in penetrating urban targets at all ranges. They are more likely to ricochet than ball ammunition when the target presents a high degree of obliquity. c. Protection. The following common barriers in urban areas stop a 5.56-mm round fired at less than 50 meters: One thickness of well-packed sandbags. A 2-inch concrete wall (nonreinforced). A 55-gallon drum filled with water or sand. A small ammunition can filled with sand. A cinder block filled with sand (block will probably shatter). A brick veneer. A car body (5.56-mm rounds penetrate but may not always exit). Car Body 1 Sand Cinder 2 in. (Both Bag Block Concrete Sides) 55 Gallon Drum (Sand Filled)

Round (@ 50 meters) 5.56 mm. 7.62 mm. .50 cal.

d. Wall Penetration. Although most structural materials repel single 5.56-mm rounds, continued and concentrated firing can breach some typical urban structures

18

Basic Officer Course

B4R5359

Introduction to Urban Operations

Structure penetration capabilities of the 5.56-mm round against typical urban targets (range 25 to 100 meters). MEDIUM AND HEAVY MACHINE GUNS (7.62-MM AND 50 CALIBER ) In the urban environment, the Browning .50 caliber machine gun and the 7.62-mm M240B machine gun provide high-volume, long-range, automatic fires for the suppression or destruction of targets. They provide final protective fire along fixed lines and can be used to penetrate light structuresthe caliber .50 machine gun is most effective in this role. Tracers from both machine guns are likely to start fires. Medium machine guns are less effective against masonry targets than .50 caliber machine guns because of their reduced penetration power. The guns availability and its lighter weight make it well suited to augment heavy machine gun fire. They can be used in areas where the .50 caliber machine guns cannot be positioned, or they can be used as a substitute when heavy machine guns are not available. The M240B machine gun can be employed on its tripod to deliver accurate fire along fixed lines and then can quickly be converted to bipod fire to cover alternate fields of fire. Weapon Penetration. The ability of the 7.62-mm and .50 caliber rounds to penetrate is also affected by the range to the target and type of material fired against. The 7.62-mm round is affected less by close ranges than the 5.56-mm; the .50 caliber rounds penetration is reduced least of all.

19

Basic Officer Course

B4R5359

Introduction to Urban Operations

Structure penetrating capabilities of 7.62-mm round (NATO ball) against typical urban targets (range 25 meters)

Structure penetrating capabilities of caliber .50 ball against typical urban targets (range 35 meters)

20

Basic Officer Course

B4R5359

Introduction to Urban Operations

GRENADE LAUNCHERS, 40-MM (M203 AND MK 19) Both the M203 dual-purpose weapon and the MK 19 grenade machine gun fire 40-mm high-explosive (HE) and high-explosive dual-purpose (HEDP) ammunition. Ammunition for these weapons is not interchangeable, but the grenade and fuze assembly hitting the target is identical. Both weapons provide point and area destructive fires as well as suppression. The MK 19 has a much higher rate of fire and a longer range; the M203 is much lighter and more maneuverable. Employment. The main consideration affecting the employment of 40-mm grenades within urban areas is the typically short engagement range. The 40-mm grenade has a minimum arming range of 14 to 28 meters. If the round strikes an object before it is armed, it will not detonate. The means the minimum safe firing range for combat is 31 meters. The 40-mm grenades can be used to suppress the enemy in a building, or inflict casualties by firing through apertures or windows. The MK 19 can use its high rate of fire to concentrate rounds against light structures. This concentrated fire can create extensive damage. Weapon Penetration. The 40-mm HEDP grenade has a small shaped charge that penetrates better than the HE round. It also has a thin wire wrapping that bursts into a dense fragmentation pattern, creating casualties out to 5 meters. Because they explode on contact, 40-mm rounds achieve the same penetration regardless of range.

Penetration capabilities of the HEDP round

21

Basic Officer Course

B4R5359

Introduction to Urban Operations

Wall Penetration. The M203 cannot reasonably deliver the rounds needed to breach a typical exterior wall. The MK 19 can concentrate its fire and achieve wall penetration. Firing from a tripod, using a locked down traversing and elevating mechanism is best for this role. Brick, cinder block, and concrete can be breached using the MK 19 individual HEDP rounds, which can penetrate 6 to 8 inches of brick. The only material that has proven resistant to concentrated 40-mm fire is dense stone such as that used in some European building construction. No precise data exist as to the number of rounds required to produce loopholes or breach holes with the MK 19; however, the rounds explosive effects are dramatic and should exceed the performance of the .50 caliber machine gun.

22

Basic Officer Course

B4R5359

Introduction to Urban Operations

LIGHT AND MEDIUM RECOILLESS WEAPONS Light and medium recoilless weapons are used to attack enemy personnel, field fortifications, and light armored vehicles. They have limited capability against main battle tanks, especially those equipped with reactive armor (except when attacking from the top, flanks, or rear). The light category of recoilless weapons includes the AT4 M136 series; and the shoulder-launched, multipurpose, assault weapon (SMAW). The medium recoilless weapons are the Javelin. Employment. Other than defeating light armored vehicles, the most common task for light recoilless weapons is to neutralize fortified firing positions. Due to the design of the warhead and the narrow blast effect, these weapons are not as effective in this role as heavier weapons such as a tank main gun round. They are lightweight, allowing Marines to carry several AT4 rounds. Light recoilless weapons can be fired from the tops of buildings or from areas with proper ventilation. (1) Light and medium recoilless weapons, with the exception of the SMAW, employ shaped-charge warheads. As a result, the hole they punch into walls is often too small to use as a loophole. The fragmentation and spall these weapons produce are limited. Normally, shaped-charge warheads do not neutralize enemy soldiers behind walls unless they are located directly in line with the point of impact. (2) Sandbagged emplacements present a different problem. These positions may be encountered in urban areas that are adjacent to or contain natural terrain. Because sandbags absorb much of the energy from a shaped-charge, the rounds should be aimed at the center of the firing aperture. Even if the round misses the aperture, the bunker wall area near it is usually easier to penetrate. Weapon Penetration. The most important tasks to be performed against structures are the neutralization of fortified fighting positions, personnel, and weapons behind barriers. Recoilless weapons can be used in this role, but none of them are as effective as heavy direct-fire weapons or standard demolitions. Each recoilless weapon has different penetrating ability against various targets. Penetration does not always mean the destruction of the integrity of a position. Usually, only those enemy soldiers directly in the path of the spall from a High Explosive Anti- Tank (HEAT) round become casualties. Other soldiers inside a fortification could be deafened, dazed, or shocked but eventually return to action. Wall Breaching. Wall breaching is a common combat task in urban areas for which light recoilless weapons can be used. Breaching operations improve mobility by providing access to building interiors without using existing doors or windows. Breaching techniques can also be used to create loopholes for weapons positions or to allow hand grenades to be thrown into defended structures. Breach holes for troop mobility should be about 50 inches high by 30 inches wide. Loopholes should be about 8 inches in diameter. None of the light recoilless weapons organic to an Infantry battalions (with the possible exception of the SMAW) provide a one-shot wall-breaching capability. To breach walls, a number of shots should be planned.

23

Basic Officer Course

B4R5359

Introduction to Urban Operations

(1) Of all the common building materials, heavy stone is the most difficult to penetrate. The AT4 usually will not penetrate a heavy European-style stone wall. Surface cratering is usually the only effect. (2) Layered brick walls are also difficult to breach with light recoilless weapons. Some brick walls can be penetrated by multiple firings, especially if they are less than three bricks thick. The AT4 LAW may require 3 to 5 rounds in order to penetrate brick walls. The SMAW produces a hole in brick walls that is often large enough to be a breach hole. (3) Wooden structural walls offer little resistance to light recoilless weapons. Even heavy timbered walls are penetrated and splintered. The AT4 and SMAW have a devastating effect against a wood-frame wall. A single round produces a breach hole as well as significant spall. (4) None of the light recoilless weapons are as effective against structural walls as demolitions or heavier weapons such as a tank main gun. Of all the light recoilless weapons, the SMAW is the most effective

24

Basic Officer Course

B4R5359

Introduction to Urban Operations

ANTITANK GUIDED MISSILES Antitank guided missiles (ATGMs) are used mainly to defeat main battle tanks and other armored combat vehicles. They have a moderate capability against bunkers, buildings, and other fortified targets commonly found during combat in urban areas. This category of weapons includes the TOW. Employment. TOWs provide over watch antitank fires during the attack of an urban area and extended range capability for engaging armor during the defense. Within urban areas, they are best employed along major thoroughfares and from the upper stories of buildings to attain long-range fields of fire. Their minimum firing range of 65 meters could limit firing opportunities in the confines of densely urban areas. The optics of the TOW saber system can be utilized for observation of targets up to 5km away. Weapon Penetration. Anti Tank Guide Missiles (ATGMs) can penetrate and destroy heavily armored tanks. They have large warheads employing the shaped-charge principle. Because of their size, these warheads can achieve significant penetration against typical urban targets. Penetration does not mean concurrent destruction of the structural integrity of a position. The shaped-charge warhead produces relatively little spall. Enemy personnel not standing directly behind or near the point of impact of an ATGM may escape injury. (1) TOW 2B. The TOW 2B uses a different method of defeating enemy armor. It flies over the target and fires an explosively formed penetrator down onto the top of an armor vehicle, where the armor is thinner. Because of this design feature, the TOW 2B missile cannot be used to attack nonmetallic structural targets. When using the TOW 2B missile against enemy armor, gunners must avoid firing directly over other friendly vehicles, disabled vehicles, or large metal objects such as water or oil tanks. TOW missiles can defeat triple sandbag walls, double layers of earth filled 55-gallon drums, and 18-inch log walls.

25

Basic Officer Course

B4R5359

Introduction to Urban Operations

MORTARS The urban environment greatly restricts low-angle indirect fires because of overhead masking. While all indirect fire weapons are subject to overhead masking, mortars are less affected than field artillery weapons due to the mortars higher trajectory. For lowangle artillery fire, dead space is about five times the height of the building behind which the target sits. For mortar fire, dead space is only about one-half the height of the building. Because of these advantages, mortars are even more important to the infantry during urban combat. Employment. Not only can mortars fire into the deep defilade created by tall buildings, but they can also fire out of it. Mortars emplaced behind buildings are difficult for the enemy to locate accurately and even harder for him to hit with counterfire. Because of their lightweight, even heavy mortars can be hand carried to firing positions that may not be accessible to vehicles. (1) Mortars can be fired through the roof of a ruined building if the ground-level flooring is solid enough to withstand the recoil. If there is only concrete in the mortar platoons area, mortars can be fired using sandbags as a buffer under the baseplate and curbs as anchors and braces. (This is recommended only when time is not available to prepare better firing area.) Aiming posts can be placed in dirt-filled cans. (2) The 60-mm and 81-mm mortars have limited effect on structural targets. Even with delay fuzes they seldom penetrate more than the upper stories of light buildings. However, their wide area coverage and multi-option fuses make them useful against an enemy force advancing through streets, through other open areas, or over rubble. Effects of Mortar Fire. The multi-option fuze on newer US mortar rounds makes them effective weapons on urban terrain. Delay settings can increase penetration slightly, while proximity bursts can increase the lethal area covered by fragments. Tall buildings can cause proximity fuzed mortar rounds to detonate prematurely if they pass too closely. (1) 60-mm Mortar. The 60-mm mortar round cannot penetrate most rooftops, even with a delay setting. Small explosive rounds are effective, however, in suppressing snipers on rooftops and preventing roofs from being used by enemy observers. The 60mm WP round is not normally a good screening round due to its small area of coverage. In urban combat, however, the tendency of smoke to linger and the small areas to be screened make it more effective. During the battle for Hue in South Vietnam, 60-mm WP rounds were used to create small, short-term, smoke screens to conceal movement across open areas such as parks, plazas, and bridges. Fragments from 60-mm HE rounds landing as close as 10 feet away cannot penetrate a single sandbag layer or a single-layer brick wall. The effect of a 60-mm mortar HE round that achieves a direct hit on a bunker or fighting position is equivalent to 1 or 2 pounds of TNT. Normally, the blast will not collapse a properly constructed bunker but can cause structural damage. The 60-mm mortar will not normally crater a hard-surfaced road. (2) 81-mm Mortar. The 81-mm mortar has much the same effect against urban targets as the 60-mm mortar. It has a slightly greater lethal area and its smoke rounds (WP and RP) are more effective. A direct hit is equivalent to about 2 pounds of TNT.

26

Basic Officer Course

B4R5359

Introduction to Urban Operations

The 81-mm round cannot significantly crater a hard-surfaced road. With a delay setting, the 81-mm round can penetrate the roofs of light buildings. (3) 120-mm Mortar. The 120-mm mortar is large enough to have a major effect on common urban targets. It can penetrate deep into a building, causing extensive damage because of its explosive power. A minimum of 18 inches of packed earth or sand is needed to stop the fragments from a 120-mm HE round impacting 10 feet away. The effect of a direct hit from a 120-mm round is equivalent to almost 10 pounds of TNT, which can crush fortifications built with commonly available materials. The 120mm mortar round can create a large but shallow crater in a road surface, but it is not deep or steep-sided enough to block vehicular movement. However, craters could be deep enough to damage or destroy storm drain systems, water and gas pipes, and electrical or phone cables. Geography and Demography Going through our standard METT-TC considerations we naturally evaluate Terrain and Weather using OCOKA-W (Observation and Fields of fire, Cover and Concealment, Obstacles, Key Terrain, Avenues of Approach -- Weather). Due to the presence of people in the urban environment, however, we must be able to evaluate the influence of the local population on both the geographic characteristics of a particular region as well as several cultural or demographic characteristics. As mentioned above, we know OCOKA-W and should be comfortable using it to guide our planning process. In order to facilitate planning for cultural influences we will use the acronym ASCOPE (Area, Structures, Capabilities, Organizations, People, Events). Understanding how to make a thorough estimate of the situation with regard to these two view points will make you successful in your planning process.

OCOKA-W
Observation and Fields of Fire. Urbanized terrain is characterized by restrictive observation and fields of fire. Buildings, walls, and other manmade structures create vast amounts of dead space. At the same time, tall buildings and other structures can provide perches which enhance line of sight for observation and communication as well as for weapons. Buildings will concentrate fire down streets and alleys. Cover and Concealment. Buildings, walls, sewers, and subways can provide excellent cover and concealment for enemy and friendly forces. The civilian population can also offer cover and concealment to enemy forces. Different types of building composition will stop different munitions. Shadows and darkness inside buildings create changing light conditions that can be exploited for concealment or surprise. Obstacles. Natural or manmade obstacles restrict or deny maneuver within the urban area. Canals, rivers, walls, fences, and rubble should be thoroughly analyzed. Construction sites and commercial operations such as lumberyards, brickyards, steelyards, and railroad maintenance yards are primary sources of obstacle and barrier construction materials. These sites can also supply engineers with materials to strengthen existing obstacles or to set up antitank hedgehogs or crib-type roadblocks.
27 Basic Officer Course

B4R5359

Introduction to Urban Operations

Key Terrain. All kinds of structures can be tactically significant terrain. They may be important because of the observation they provide, or the cover that defenders inside enjoy. Other structures are significant because of the services they offer. Examples of key terrain are airports or airfields, power plants, water works, dams, and bridges. Avenues of Approach. Highways, roads, bridges, alleys, building tops, sewers, and subways are just some examples of urban avenues of approach. These can be natural choke points, they may provide cover and concealment, or allow for easy top down attacks. It is critical to understand the advantages and disadvantages of every avenue of approach and how to exploit each one. They are categorized as building level, street level, subterranean level, and air level. Military maps rarely show the subterranean networks in cities, and local maps should be used to cover this gap. Weather. As in any military operation, weather affects equipment, movement, and visibility, but its greatest impact is on the individual Marine. Snow, ice, dust, wind, rain, humidity, and temperature extremes reduce human efficiency. Weather extremes coupled with stress and the physical strain of urban combat can be minimized with effective small-unit leadership. Weather also affects the civilian population, and can be used to find times when the streets will be vacant. APERTURE ANALYSIS During offensive operations, a key function that the leader must perform is an aperture analysis of the buildings that he is responsible for attacking. This analysis enables him to determine the number of apertures (windows, doors, holes due to weapons effects) in the building. It also provides key information that he needs to know about the buildings in order to accomplish his mission, such as apertures to be suppressed and where possible points of entry and exit are. (A similar application can be applied in the defense to determine how the enemy would attack buildings that friendly units are defending.) A techniqu

28

Basic Officer Course

B4R5359

Introduction to Urban Operations

e for conducting this analysis is shown below. Aperture analysis (buildings comprising the objective

Completed aperture analysis for an attack QUESTIONS FOR LEADERS Leaders should be able to answer the following questions after they have completed their terrain and weather analyses. Where are the streets, alleys, through-building routes, subterranean passageways, that provide mounted and dismounted avenues of approach and mobility corridors within the companys AO? What are the number, types, and strength of buildings in the AO? What and where is the rubble that helps or hinders movement? Which buildings present fire hazards to assault or support elements?

29

Basic Officer Course

B4R5359

Introduction to Urban Operations

Where are the building locations for support-by-fire positions (ability to withstand backblast or overpressure, ability to support vehicle weight)? How many kill zones (parking lots, streets, rooftops, wide boulevards) are in the AO? Which buildings, rooftops, intersections, or other surrounding terrain provides observation and fields of fire? What is the number of apertures for each building in the objective area, building composition, and likely weapons needed to suppress and breach? What are the current conditions of the objective area and the effects of preparatory fires? Where are the counterattack routes? Where are the urban terrain features on which to place control measures? What are the effects on smoke and obscuration? What are the effects of weather on men and equipment (visibility, temperature, precipitation, humidity, survivability, and mobility)? Where are the locations of noncombatants and what is their disposition to friendly and enemy forces (hostile, friendly, neutral)?

ASCOPE and Its Applications


Areas. These are areas that have significance to the local population. As planners we must examine tribal boundaries, religious and political influences, and the physical location of local centers of business, religion, and politics in order to guide us in the application of our influence and force. Structures. Planners for urban operations must understand the impact of particular physical structures in an assigned area. While hospitals and mosques might quickly come to mind as politically and culturally sensitive structures, such locations as schools, monuments, and cemeteries might also have a great impact on the success or failure of a mission. When Marines use some structures for a tactical advantage, the population may have a negative response to the occupation of the structure. This must be taken into account during operations. Other structures are high value targets to insurgents, police stations and rival mosques for example, and their security must be factored into planning operations. Capabilities. These are the functions and services that local authorities provide. Examples include courts, hospitals, police, firefighters, and things as basic as drinking water and sanitization. We may use the local police to assist us, or coordinate for firefighting and medical assistance. To gain the support of the population we can assist the locals in improving their capabilities. Organizations. People with a shared interest or goal make up organizations. These can be religious groups, criminal organizations, foreign nongovernmental organizations, or a host of other entities. We will support some and eliminate others, but we must first identify how each organization can help or hurt our mission.

30

Basic Officer Course

B4R5359

Introduction to Urban Operations

People. Key individuals in any area must be considered as important as key terrain. These peoples support or opposition can affect our mission. Marine leaders will interact with tribal, religious, or political leaders who can influence the population. Events. Each culture maintains key dates that are important to them for different reasons. We have seen how particular dates or calendar events can be connected to a rise in insurgent activity in Iraq. This is not an isolated phenomenon and can be expected in any urban operations environment. The battle of Hue City was a result of the Tet Offensive in 1968 when the North Vietnamese used a holiday as an impetus for their massive assault on South Vietnam. Elections may entice the enemy to attack us or the general population. Weddings and funerals will draw crowds, and may include celebratory gunfire. We must understand what events will take place in our area of operations, and plan for the populations reaction to these events.

5-3-5
The 5/3/5 Rules were conceptualized by Gen Mad Dog Mattis. As the Commanding Officer of 1st MAR DIV during the invasion of Iraq in 2003, Gen Mattis issued these principles to his Marines as key focus points to victory over enemy forces as well as a way to win the support of the Iraqi people. They have since become trademarks of how the Marine Corps operates in every clime and place. Pre-combat and post-combat actions Pre-combat checks (PCCs) / pre-combat inspections (PCIs) These are done to ensure physical and mental readiness before every mission. Rehearsals The unit leader prioritizes and supervises. Confirmation briefs covers likely contingencies and probable points of friction. All participants brief. After action reports Thorough and honest assessments of our actions. These, and the rehearsals that follow, are where we improve our TTPs. Debriefs Information gained on the enemy and the population is consolidated and sent to the intelligence section. Habits of Action Guardian Angel Always have Marines in a covert overwatch position focusing only on security. Geometry of Fire Continuously moving Marines and adjusting fields of fire so that Marines can always engage the enemy without endangering other Marines or friendly units. Unity of Command One Marine must always be in charge. This becomes most difficult and most important when one unit moves through anothers AO, or when different units work on the same mission. Habits of Thought

31

Basic Officer Course

B4R5359

Introduction to Urban Operations

Sturdy professionalism Always maintaining the discipline that makes us Marines. One example is wearing uniforms properly, never allowing graffiti or do rags. Maintain steadfast attention to detail. Make yourself hard to kill do not set patterns, ruthlessly enforce proper wear of protective equipment. No better friend, no worse enemy operational embodiment of honor, courage, commitment. First, do no harm engage your brain before you engage your weapon. Be professional; be polite; have a plan to kill only the enemy that hides amongst the innocent people we are here to protect positively distinguish between enemy and innocents.

Summary
It is imperative that we understand how to properly plan for urban operations. In order to accomplish this we must develop the ability to consider those geographic characteristics that are unique to the urban environment and also to properly examine the cultural and demographic characteristics of a particular people or region. OCOKA-W and ASCOPE are two extremely valuable acronyms that will help you organize your thoughts and develop a plan in any urban environment. As the global population grows and becomes more urbanized, we as a Corps must maintain our skill at conducting urban operations. A proper understanding of the 3Block War concept will allow us to plan appropriately. 5-3-5 are principles that will help any unit to be successful. The leadership of our Corps has outlined the intent and it is up to us as executors to affect the training and operational success demanded of us.

References
Reference Number or Author MCDP 1 MCDP 1-0 MCWP 3-11.1 MCWP 3-35.3 MCRP 3-11.1B MCRP 3-16C MCWP 3-33.5 MCWP 3-11.3 Reference Title Warfighting Marine Corps Operations Marine Rifle Company/Platoon Military Operations on Urbanized Terrain (MOUT) Small Unit Leaders Guide to Weather and Terrain Tactics, Techniques, and Procedures for Fire Support for the Combined Arms Commander Joint Marine Corps/Army COIN Manual Scouting and Patrolling

32

Basic Officer Course

B4R5359

Introduction to Urban Operations

Glossary of Terms and Acronyms


Term or Acronym ASCOPE Definition or Identification Acronym used to guide civil and cultural planning considerations. (Area, Structures, Capabilities, Organizations, People, Events) Mission, Enemy, Terrain and Weather, Troops and Support available Time available, Civil Observation and fields of fire, Cover and Concealment, Obstacles, Key terrain, Avenues of approach -- Weather Pressure in excess of normal atmospheric pressure, as that caused by an explosion's shock wave or created in an accelerating airplane. The motion of an object or a projectile in rebounding or deflecting one or more times from the surface over which it is passing or against which it hits a glancing blow. Rules of Engagement

METT-TC OCOKA-W Over Pressure

Ricochet

ROE

Notes

33

Basic Officer Course

Notes

Basic Officer Course

Urban Operations II - Offensive and Defensive Operations Introduction The purpose of this handout is to help you, the student, gain a working knowledge of conducting offensive and defensive operations in an urban environment. This class is intended to build upon foundations built during the previous class, Introduction to Urban Operations. Importance As the worlds population gravitates towards urban areas, the Marine Corps must maintain proficiency at operating in urbanized areas. As officers we must maintain the ability to plan for and execute both offensive and defensive operations along the entire spectrum of conflict in urban terrain. Recent combat operations in Iraq, Afghanistan, and Europe have proven the need for this skill set. Friendly and threat forces will conduct operations in a three-dimensional battle space. Engagements can occur on the surface, above the surface, or below the surface of the urban area. Also, engagements can occur inside and outside of buildings. Multistory buildings will present the additional possibility of different floors within the same structure being controlled by either friendly or threat forces. In this lesson, the student officer will study offensive and defensive planning, considerations, and operations in relation to the urban fight. This lesson covers the following topics:

Learning Objectives Terminal Learning Objectives 0300-MOUT-1001 Given an assigned weapon and a route, while wearing a fighting load, perform individual movement in an urban environment in accordance with MCWP 3-35.3. 0300-MOUT-1002 Given a weapons, while wearing a fighting load, perform individual actions while clearing a room to secure the room.

Enabling Learning Objectives 0302-MOUT-1105e Without the aid of reference, describe urban task organization without omission. 0302-MOUT-1105f Without the aid of reference, describe an urban attack using RIGS without omission. MCCS-OFF-2102l Given a mission and commanders intent, develop a mental estimate of the situation using References METT-TC to accomplish the mission. MCCS-OFF-2102m Given a mission with a commanders intent and a mental estimate of the situation integrate the principles of war into tactical planning to accomplish the mission. B4R5379 Urban Operations II Offensive and Defensive Operations

TLO/ELO Offense operations in MOUT Types of offensive operations Task organization Mission SOM RIGS Tactical Control Measures (TCMs) Offensive Fire support Command and Signal Breaching Assault Entries Tasking statements TO rotation plan Defensive operations in MOUT Mission SOM TDOOTS Elements of the Defense Defensive Fire support Command and Signal

2 2 2 3 4 4 4 8 9 10 10 10 11 11 11 11 12 12 15 15 16 16

Offensive Operations in an Urban Environment


Offensive operations in urban areas are based on offensive doctrine modified to conform to the urban terrain. Urban combat also imposes a number of demands that are different from other field conditions such as combined arms integration, fires, maneuver, and use of special equipment. As with all offensive operations, the commander must retain his ability to fix the enemy and maneuver against him. Offensive urban operations normally have a slower pace and tempo than operations in other environments. Unlike open terrain, units cannot maneuver quickly, even when mounted. Missions are more methodical. TYPES OF OFFENSIVE OPERATIONS Attacks are categorized as either hasty or deliberate. Both hasty and deliberate attacks should take advantage of as much planning, reconnaissance, and coordination as time and the situation permit. Regardless of the size of the attacking force or of the objective to be secured, the phases of the attack (i.e. recon, isolate, gain a foothold, and seize the objective) remain constant. HASTY ATTACK Battalions, companies, squads and fire teams conduct hasty attacks as a result of a movement to contact, a meeting engagement, or a chance contact during a movement; after a successful defense or part of a defense; or in a situation where the unit has the opportunity to attack vulnerable enemy forces. When contact is made with the enemy, the commander immediately deploys; suppresses the enemy; attacks through a gap, flank, or critical vulnerability; and reports to his higher commander. The preparation for a hasty attack is similar to that of a deliberate attack, but time and resources are limited to what is available. The hasty attack in an urban area differs from a hasty attack in open terrain because the terrain makes command, control, communications and massing fires to suppress the enemy difficult. a. In urban areas, incomplete intelligence and concealment may require the maneuver unit to move through, rather than around, the friendly unit fixing the enemy in place. Control and coordination become critical to reduce congestion at the edges of the urban area. b. On-order missions, be-prepared missions, or fragmentary orders may be given to a force conducting a hasty attack so it can react to a contingency once its objective is secured. DELIBERATE ATTACK A deliberate attack is a fully synchronized operation employing all available assets against the enemy. It is necessary when enemy positions are well prepared, when the urban area is large or severely congested, or when the element of surprise has been lost. Deliberate attacks are characterized by precise planning based on detailed information, thorough reconnaissance, preparation, and rehearsals. The deliberate attack of an urban area is similar to the technique employed in assaulting a strong point. Attacking the enemys main strength is avoided and combat power is focused on the weakest point of his defense. ATTACK ON A BUILDING/ FORTIFIED POSITION The assault force, regardless of size, must quickly and violently execute the assault and subsequent clearing operations. Once momentum has been gained, it is maintained to deny the enemy time to organize a more determined resistance on other floors or in other rooms. The small unit leaders are responsible for maintaining the momentum of the assault, controlling movement, yet not allowing the operation to become disorganized. Enemy obstacles may slow or stop forward movement. Leaders must maintain the momentum by rapidly creating a breach in the obstacle, or by redirecting the flow of the assault over or around the obstacles. Commanders need to clearly understand the specified and implied tasks that are required to accomplish the mission, as well as highers intent and the desired mission end-state. This procedure allows the commander to task-organize and issue specific missions to his subordinate elements as to which floors and rooms to clear, seize, or bypass. Because of the three-dimensional threat associated with urban terrain, the assault element must maintain 360-degree security during movement to the breach (entry) point. If the assault element is to stop in the vicinity of the breach (entry) point to wait for the breach element to complete its task, the support and security element must maintain suppressive fire to protect the assault element. 3

CLEARING OPERATION Before determining to what extent the urban area must be cleared, the factors of METT-TC must be considered. The ROE influence the TTP platoons and squads select as they move through the urban area and clear individual buildings and rooms. (1) The commander may decide to clear only those parts necessary for the success of his mission if An objective must be seized quickly. Enemy resistance is light or fragmented. The buildings in the area have large open areas between them. In this case, the commander would clear only those buildings along the approach to his objective, or only those buildings necessary for security. (2) A commander may have a mission to systematically clear an area of all enemy. Through detailed analysis, the commander may anticipate that he will be opposed by a strong, organized resistance or will be in areas having strongly constructed buildings close together. Therefore, one or two units may attack on a narrow front against the enemys weakest sector. They move slowly through the area, clearing systematically from room to room and building to building. The other unit supports the clearing units and is prepared to assume their mission. CONSOLIDATION Consolidation occurs immediately after each action. Consolidation establishes security and allows the unit to prepare for counterattack and to reorganize. It is extremely important in an urban environment that units consolidate and reorganize rapidly after each engagement. The assault force in a cleared building must be quick to consolidate in order to repel enemy counterattacks and to prevent the enemy from infiltrating back into the cleared building. After securing a floor, selected members of the assault force are assigned to cover potential enemy counterattack routes to the building. Reorganization occurs after consolidation. Reorganization actions prepare the unit to continue the mission; many actions occur at the same time. TASK ORGANIZATION a. Assault Element. The purpose of the assault element is to kill, capture, or force the withdrawal of the enemy from an urban objective. The assault element of a company/ platoon/ squad may consist of one or more platoons/ squads or fire team usually reinforced with engineers and other attachments organic to a infantry battalion. Building and room clearing are conducted at the platoon, squad and fire team level. The assault element must be prepared to breach to gain entry into buildings. b. Support Element. The purpose of the support element is to provide any support that may be required by the assault element. The support element at the company/platoon/ squad level normally consists of the companys organic assets (platoons, mortars, and antitank weapons), attachments, and units that are under the control of the company commander. This assistance includes, but is not limited to: -Destroying or suppressing enemy positions with direct-fire weapons -Setting up support by fire locations; shifting fires, cease. c. Security Element. The purpose of the security element is to isolate without intent from the other buildings, and enabling the assault element to make entry into the objective. The security element of a company, platoon or squad may consist of one or more platoons/squads usually not reinforced. Its not uncommon for the security element to split their forces in order to isolate larger sectors of the operating AO.

Example Plt Task Organization is listed below.

ASSAULT UNIT

SUPPORT UNIT

SECURITY UNIT

Clearing

1ST FIRE TM ASSAULT ELEMENT

2ND FIRE TM SUPPORT ELEMENT

3RD FIRE TM SECURITY ELEMENT

Covering

MISSION The Infantry platoon will normally conduct offensive tasks as part of a company mission. However, there may be times that the platoon will be required to perform an independent offensive operation in support of the main effort. The commander must receive, analyze, and understand the mission before beginning planning.

SCHEME OF MANEUVER
RECON, ISOLATION, GAIN A FOOTHOLD, and SEIZE THE OBJECTIVE (RIGS) We break an attack on a fortified position into four distinct phases. As discussed in Urban Operations I, urban terrain allows a defending enemy readily available fortified positions, an attacker must gain detailed knowledge of the complicated terrain and separate the enemy from his sources of support to be successful. Recon The development of any plan requires some reconnaissance. This first phase is imperative, whether doing a map study, using satellite imagery, or getting eyes on the objective, any recon that can be done prior to crossing the line of departure is beneficial. A solid leaders recon of an urban objective looks primarily to confirm or deny assumptions made about the enemy during our commanders estimate. Determining the Enemys size, location and orientation are critical to success during an attack on a fortified position. A detailed eyes on reconnaissance of the terrain and building considerations should also be done taking into account the following: obstacles, effective breach sites, concealed avenues of approach, window/doorways which need to be suppressed, weapons employment and effects considerations, and effective placement of TCMs. Isolation Isolating the objective from enemy forces in adjacent buildings is essential to the success of an attack. During the planning process you must consider the impact adjacent enemy forces can have on your assault unit.

Gain a Foothold Whether a room, or a building, or a city block, the foothold is the point from which you will flow your forces into the objective. Securing that foothold must be done quickly. Hit the enemy where he least expects it. We use the acronym SOSR as a guideline for gaining a foothold. A proficient unit will Supress, Obscure, Secure a local breach site and then reduce whatever obstacle exists. They are numerous means of reducing urban obstacles and breaching which will be discussed in detail during MOUT platform and day 1 of MOUT FEX, however units should understand the concept of employment of HE on a fortified position as a part of SOSR dramatically improves the chances of seizing the objective. Seize the Objective Flow forces through your foothold to systematically seize your objective. A key ingredient to mission accomplishment is the ability to maintain your momentum while in the attack. Dont stop or slow your attack until youve seized your objective.

Listed on the next page is a graphic depiction of a possible SOM using the four phases of an attack on a fortified position.

AA

RECON
A2
(-)

CB CB CB M

A4

A1
(-)

A3 B4 B5

B1

B2 B3 C1 C2

C6 C7

C8

C4 M: 1 PLT: NLT 1200 seize Sector A IOT prevent en from interfering with Company Cs clear ofC3 MOUT Town. C5 T: 1st Squad: ME (ASLT), O/O clear A1 IOT allow 1st PLT to seize Sector A. BPT assume the role of Support. 2nd Squad: SE1(SUPT), O/O Support 1st Squad by fire IOT allow 1st Squad to clear A1. BPT assume the role of Security. 3rd Squad: SE2(SEC), O/O Isolate A1 IOT allow 1st Squad to clear AI. BPT assume the role of Assault.
st

ASLT

(-) SEC

ISOLATE
A2

N
-5

M CB CB CB CB

(-) SEC

(-)
SUPT

A4

A1

A3 B4 B5

(-)

B1

B2 B3 C1 C2 C3

C6 C7 C4 C5

C8

GAIN A FOOTHOLD:
(-)

(SUPPRESS) A2 (-)

N
-5

M CB CB CB

A4

(-)

A1
(-)

A3 B4 B5

B1

B2 B3 C1 C2 C3

C6 C7 C4 C5

C8

GAIN A FOOTHOLD:
(-)

(OBSCURE) A2 (-)

N
-5

M CB CB CB

A4

(-)

A1
(-)

A3 B4 B5

B1

B2 B3 C1 C2 C3

C6 C7 C4 C5

C8

GAIN A FOOTHOLD:
(-)

(REDUCE) A2 (-)

M M M

-5 BBCB

A4

(-)

A1
(-)

A3 B4 B5

B1

B2 B3 C1 C2 C3

C6 C7 C4 C5

C8

SEIZE THE
(-) OBJECTIVE A2

5 5 -5 CB CB CB M

(-)
(-)

A4

A1
(-)

A3 B4 B5

B1

B2 B3 C1 C2 C3

C6 C7 C4 C5

C8

Eight Steps of Room Clearing These are the detailed steps one uses in order to properly clear an enemy position in a room. These steps fall under the fourth phase of the attack, Seizing the Objective, and are sequential. The searching of the room and dead often occur simultaneously but can vary based on the construction of the room and the placement of the presumed dead within it. Dominate Eliminate Control through Verbiage Search the Dead Search the Room Search the Living Transition Mark Dominate. Rooms can be Dominated in several ways, one effective way is to employ grenades which we will discuss below. Rooms can also be dominated by making entry and moving to a dominate position inside. The ability to shoot targets on the move can also effectively dominate a room, meaning that the Marines achieve and maintain an initial advantage over any enemy located inside. (1) Throwing Grenades. Two techniques are available for using grenades in room clearing. The preferred technique for Marines is to throw a hand grenade into the room so hard that it skips and bounces, making it difficult for the enemy to pick up and throw back. The skip/bounce technique should be used by Marines during training and combat. The least preferred technique is to cook-off a hand grenade by removing the grenades safety pin, releasing the safety lever, counting off two seconds by thousands (one thousand and one, one thousand and two), and then throwing the grenade into the room. Cooking-off the grenade will be used only as appropriate during combat. (2) Nonverbal and Verbal Alerts. To alert all that a grenade will be thrown, a visual showing of the grenade is made to assault element members, and a visual acknowledgment from them is received. A nonverbal alert may ensure that the enemy is surprised when the grenade is thrown. If the situation demands, a voice alert can be used, but the element of surprise may be lost. When or if a voice alert is used, the voice alert is FRAG OUT; to alert Marines to the presence of HE when an enemy grenade has been identified, friendly forces shout, GRENADE. This allows Marines to distinguish between warnings for outgoing and incoming grenades.

Eliminate Marines eliminate threats through rigorously rehearsed room clearing TTPs. Listed below are several effective methods. After the grenade explodes, Shooter Number One steps across the threshold and clears his immediate area. He engages targets from the ready position. Shooter Number Two follows immediately behind Shooter Number One, buttonhooks, and clears his area. Both shooters clear the immediate area and along their respective walls, starting from the nearest respective corner and continuing to the farthest respective corner. Shooters use the pieing technique to systematically clear the room by sector. Both shooters then establish a dominant position in the room one step away from the wall and two steps into the room and clear the room by sector, pieing to the opposite side of the room. Meanwhile, the covering team (two-man team) in position outside the room being cleared provides security.

Cross Method. When employing the cross method, two Marines position themselves on either side of the entryway. Each Marine faces into the room covering the corner of the room opposite his position. On a prearranged signal, each Marine alternately enters the room. Each Marine crosses quickly to the opposite corner while covering the half of the room toward which he is moving. Once in the near corner, he assumes an outboard kneeling position to reduce his silhouette and continues to maintain coverage of his half of the room. He may change the position of his weapon to best cover the room.

10

Clearing a Room, Door Closed, Split Positions Before opening a door, Shooter Number Two of the clearing team positions himself opposite Shooter Number One on the other side of the door and away from the wall in a safe position that allows Shooter Number One to shoot the door-opening mechanism. This positioning allows Shooter Number Two to be in position to immediately move to a wall position opposite Shooter Number One. No matter what method is used to open the door, Shooter Number Two should get in a position on the side of the door opposite Shooter Number One.

Control Through Verbiage Fighting from room to room is an incredibly chaotic and stressful experience. The fight is controlled through a universally and rigorously rehearsed common language. At a minimum a two man room clear will announce: Left/Right side Clear, Checking overhead, Overhead Clear, Room all clear. The clearing team will then announce the plan to search, mark and then transition on to another room. Search the Dead/Room/Living Once a room is announced as all clear Marines will conduct a detailed search of any Enemy KIA, EPWs/detainees or non combatants, and finally of the room itself. Any personnel should be rapidly escorted to the EPW collection point and moved of the objective. The search should be rehearsed, thorough and fast enough to maintain speed and tempo inside the objective. Transition/Mark Marines must have a rigorously rehearsed plan to transition the fight from room to room. Once a room has been searched Marines inside prepared to conduct a follow on room clear, they do this by redistributing ammunition, processing any casualties and redeploying into a 2 or 4 man room clearing stack. Before Marines leave they will visually mark the room as clear to friendly forces. Easy means to mark a room include: Spray paint, chalk, chem. Lights, etc. TACTICAL CONTROL MEASURES (TCMS) Commanders should use detailed control measures to facilitate decentralized execution. Increased difficulties in command, control, and communications from higher headquarters demand increased responsibility and initiative from subordinate leaders. Understanding of the commanders intent two levels up by all leaders becomes even more important to mission accomplishment in an urban environment. Control of the urban battlefield is difficult. 11

The use of detailed graphic control measures is critical to mission accomplishment and fratricide avoidance in urban terrain. Phase lines can be used to report progress or to control the advance of attacking units. Limits of advance should be considered. Principal streets, rivers, and railroad lines are suitable phase lines or limits of advance. When attacking to seize a foothold, the infantry unit may assign subordinate units the first block of buildings as their first objective. When an objective extends to a street, only the near side of the street is included. The final objective may be buildings or key terrain at the far edge of the built-up area. Key buildings, or groups of buildings, may also be assigned as intermediate objectives. Buildings should be identified by an alpha numbers designator for clarification, specific windows and doorways can also be label to improve situational awareness and improve command and control (example below).

R1 A2 A1 B1 B2 B3 B4 B5 A3 A4

A5 B6

A6 B7 C8 C9

C1 C2 C3 C4

C5

C6

Brav es

A1 A4 A5 A7 A8 F E
Ang els

A2

A3 A6 A9

11/18/2009

E B4R5379, G Slide 14

During the seizing phase, bypassing buildings may increase the risk of attack from the rear or flank. It may be necessary for the unit to enter, search, and clear each building in its zone of action. A single building may be an objective for a rifle squad or, if the building is large, for a rifle platoon or company. When the commanders concept of operations is based on speed or when the force is conducting a hasty attack, a unit may be directed to bypass certain positions within its zone. 12

Phase Lines Phase lines are control measures used to report progress or to control the advance of attacking units. Phase lines should be oriented on readily identifiable terrain features such as principal streets, rivers, and railroad lines. Boundaries Unit boundaries are used to define zones of action and are usually set within blocks so that a street is included in the zone. Both sides of a street should be included within the same unit's boundaries. Checkpoints and Contact Points. Checkpoints aid in reporting locations and controlling movement. Contact points are used to designate specific points where units make physical contact. Checkpoints and contact points are designated by each unit as appropriate for command and control at street corners, buildings, railway crossings, bridges, or any other easily identifiable feature. Attack Position and Line of Departure (LD). A designated attack position may be occupied by forward units for last-minute preparation and coordination. The attack position is often behind or inside the last large building before crossing the LD. The LD should be located on the near side of an open area running perpendicular to the direction of attack, such as a street or rail line.

FIRE SUPPORT MOUT operations present unique fire support considerations. On urbanized terrain, buildings provide excellent cover and concealment to the enemy while limiting friendly observation and targeting efforts. Targets are generally exposed for brief periods of time and are often in close proximity to friendly forces. Observers will experience difficulty in finding OPs with adequate fields of observation. Terrain masking by tall buildings may restrict the delivery of indirect fires. Collateral damage and rubble effects must be considered during ammunition selection. The importance of effective communications, ROE, control measures, and procedures to prevent fratricide is magnified. 13

In the offense, fire support plans should include fires to isolate the objective area, support the assault, and support the clearing action. Fires are delivered to isolate and fix the enemy and deny him the use of avenues of approach into and out of the built-up area. Most fires are normally planned and executed at the GCE or higher echelons. Fires are employed to rupture the enemys established defenses and screen friendly maneuver, in order to maintain the momentum of the attack. Fire support is also allocated to units involved in clearing operations. Fire support plans should incorporate the employment of aerial observers and UAVs to compensate for restrictions to observation and to assist in the delivery of deep fires. Procedures for designating the forward line of own troops (FLOT), marking targets, shifting fires, and communicating in the urban environment should also be considered. COMMAND AND SIGNAL: Subordinate units require mission-type orders that are restrictive in nature. Commanders should use detailed control measures to facilitate decentralized execution. Increased difficulties in command, control, and communications from higher headquarters demand increased responsibility and initiative from subordinate leaders. Understanding of the commanders intent two levels up by all leaders becomes even more important to mission accomplishment in an urban environment. Units often fight without continuous communications, since dependable communications are uncertain. Pyrotechnic signals are hard to see because of buildings and smoke. The high noise level of battles within and around buildings degrades voice alerts. Voice communication can also signal the units intention and location to the enemy. Graphic control measures common to other tactical environments are also used in urban combat. These and other control measures ensure coordination throughout the chain of command, enhance the mission, and thus prevent fratricide. Thorough rehearsals and detailed back briefs also enhance control. It is also important that subordinate leaders clearly understand the commanders intent (two levels up) and the desired mission end state in order to facilitate control. Radio communications in urban areas pose special problems to tactical units. Communications equipment may not function properly because of the massive construction of buildings and the environment. In addition to the physical blockage of line of sight transmissions, there is also the interference from commercial power lines, absorption into structures and the presence of large quantities of metal in structures. Leaders should consider these effects when they allocate time to establish communications. BREACHING Urban combat is by nature a very slow, deliberate affair. Even if the enemy has not prepared the area for a defense, it will take time to secure the city. A well constructed urban defense will slow or stop any attack unless impediments to movement can be quickly removed or bypassed. Breaching is normally conducted by the assault element. However, a separate breaching element may be created and a platoon or squad may be given this mission and task organized accordingly. The purpose of breaching is to provide the assault element with access to an urban objective. Breaching can be accomplished using explosive, ballistic, thermal, or mechanical methods. Ballistic breaching includes using direct fire weapons; mechanical breaching includes the use of crowbars, axes, saws, sledgehammers, or other mechanical entry devices. Thermal breaching is accomplished through the use of a torch to cut metal items such as door hinges. Attached engineers, or a member of the assault element who has had additional training in mechanical, thermal, ballistic, and explosive breaching techniques, may conduct the breach.

ASSAULT ENTRIES Top level entryAn infantry squad can assault structures using two different methods, each with advantages and disadvantages. The top down assault is the ideal method for clearing a structure. The enemys defenses might not be prepared for a top down assault and the squad can rapidly overwhelm the enemy. The squad has more momentum when moving down ladder wells. The roof can be breached in order to drop grenades and explosives on top of the enemy. Residences are sometimes adjoining, like a townhouse, and asymmetrical in construction with rooftops of varying heights. Alleys and walkways are often inaccessible from the main axis of approach, and certainly outside of the reach of tanks, tracks, or uparmored high mobility multipurpose wheeled vehicle (HMMWV) gun-trucks. Often the enemys position is not known until entry was gained, so each house required time intensive positioning of forces in order to safely bring supporting heavy fires to bear.

14

Realistically, however, assaulting from the top down is not the best option for the infantry squad in every situation. When clearing from the top, once the squad makes entry and contact is made, pulling out of the structure is extremely difficult. This limits the squad leaders option for engaging the enemy. Bottom level entryIn bottom up clearing, the squad leader has more options when contact is made. The structure can be cleared with fewer Marines and the clearing is more controlled, whereas the top down technique must always remain in high gear. If casualties occur, they can be pulled out faster and more easily simply because gravity is working for the squad. It is easy for the enemy to hold the second deck and ladder well as the squad moves upward into the enemys defenses In conclusion, there should not be a standard assault method. The squad leader should understand the advantages and disadvantages of each, assess each structure quickly, make a decision on which method to employ, and then take actions that maximize its advantages while minimizing its disadvantages. All unit leaders must understand geometries of fires, surface danger zones for all infantry and tank weapons, and have a thorough understanding of weapons capabilities and limitationsto include enemy weapons/ weapons systems. Vehicle elevated entryMore complicated then bottom level entry due to coordination with vehicles and their security. Marines are able to enter buildings from the second or third level forcing the enemy down and out into the street where the supporting and security forces are located. Assisted Lifted entryAlthough very effective and simple to perform there are many problems with conducting a lifted entry. Assisted lifted entry requires that at least one Marine remains in the street to perform the desired the lift for the other members of their unit. Ladder assisted entryVery similar pros and cons to both the vehicle and assisted lift entry, however more logistical requirements must be coordinated for a basic dismounted patrol. Helicopter-borne entryAlthough the most desired way to conduct a assault entry (top down), this is also the most difficult entry to coordinate and execute. In order to conduct this type of maneuver a helicopter is required to insert troops onto the roof of the building and allow them to clear from top down. TASKING STATEMENTS Due to the complexity of the SOM for attacking a fortified position (RIGS) a simple and logical means of tasking Assault/Support/Security Units is listed below. In the example each unit is assigned as ME/SE, if necessary a Platoon commander can assign multiple tasks and purposes to a single unit. This form of tasking should be tied into a planned rotation of the task organization listed below. Example tasking statements per squad -1st Squad: (SE#2): -Task 1: You are the ASSLT unit. On order Seize A1. -Purpose 1: IOT eliminate all enemy from A1, and set up a SBF on buildings A2-A3 -Task 2: Upon seizing A1 you will rotate to the SUPT unit. On Order Suppress the Enemy on A2-A3. OS shift/OS Cease Fire -Purpose 2: IOT allow 3rd squad to enter A2-A3. -Task 3: Upon 3rd squads seizure of A2-A3 you are the SEC unit, OS Isolate A4. -Purpose 3: IOT prevent enemy interference with 2nd squad Example attachment tasking statements -Assault Squad: SE#3: GS PLT. O/O Breach the door to A1 IOT allow 1st Squad to enter A1. You will travel with the HQ element. BPT conduct follow-on breaches in Sector A. -Machine Gun Squad: SE#4: GS PLT. O/O Isolate A1 IOT prevent en from interfering with 1st Squads seizure of A1. BPT suppress and isolate enemy positions in support of follow-on operations in sector A. -Tgt Precedence: Technical vehicles, Enemy rockets, MG positions, buildings being seized. -Engagement Criteria: As 1st squad exposes themselves to move into A1, MGs will increase rates of fire from their SPF location.
ROTATION PLAN:

Similar to a MTC, having the ability to rotate your Task Organization can facilitate maintaining speed and tempo during operations. All units (Assault/Support/Security) must be prepared to conduct the roles and responsibilities of each other to best support the SOM. There is no rule stating when to rotate, 15

however forward planning for your units to rotate due to casualties or sizes of building is a good idea. -Plan for one to two rotations of the task organization, as the assault unit makes entry into a structure and seizes it, they will then become either the support or security element. Allowing or beginning the rotation plan where the previously assigned Support element becomes the Security element and the previous Security unit moves to seize the next structure as the Assault element. - Have a plan for follow-on rotations (Aslt-Supt-Sec) - Explain the criteria/events that will initiate the rotation -Dont create to many rotations, simpler is sometimes better

DEFENSIVE OPERATIONS
MISSION The immediate purpose of a defensive operation is to defeat an enemy attack and gain the initiative for offensive operations. The Infantry company, platoon and squad may also conduct the defense to achieve one or more of the following purposes. -Gain time. -Retain key terrain. -Support other operations. -Preoccupy the enemy in one area while friendly forces attack him in another. -Erode enemy forces at a rapid rate while reinforcing friendly operations. The defense of an urban area should be organized around key terrain features, buildings, and areas that preserve the integrity of the defense and provide the defender ease of movement. The defender must organize and plan his defense considering factors of mission, enemy, terrain, troops and time available, and civil considerations (METT-TC). Procedures and principles for planning and organizing the defense of an urban area are the same as for other defensive operations. In developing a defensive plan, the defender considers METT-TC factors with emphasis on fire support, preparation time, work priorities, and control measures. Planning for the defense of an urban area must be detailed and centralized. As in the offense, execution is decentralized as the battle develops, and the enemy forces assault the buildings and rooms. Therefore, it is imperative that all leaders understand the mission end-state and the commanders intent, two levels up. SCHEME OF MANEUVER The platoon leader continues to call for indirect fires as the enemy approaches. The platoon begins to engage the enemy at their weapon systems maximum effective range. They attempt to mass fires and initiate them simultaneously to achieve maximum weapons effects. Indirect fires and obstacles integrated with direct fires should disrupt the enemys formations, channel him toward EAs, prevent or severely limit his ability to observe the location of friendly positions, and destroy him as he attempts to breach tactical and or protective obstacles. The forward observer or platoon leader will be prepared to give terminal guidance to attack aviation if available and committed into his area of operations.

TDOOTS Types of Defense Two types of urban defenses include the linear and perimeter defense, based on the more complex terrain, a perimeter defense is usually employed, however a unit might occupy a linear defense oriented along an AA, MSR or other piece of urban terrain. Linear Defense

16

SE2 ME SE1

Perimeter Defense

SE2

SE1

ME

Fighting Positions A critical defensive task in combat in built-up areas is the selection and preparation of fighting positions. 1. Considerations. Leaders should consider the following factors when establishing fighting positions: Protection. Leaders should select buildings that provide protection from direct and indirect fires. Reinforced concrete buildings with three or more floors provide suitable protection, while buildings constructed of wood, paneling, or other light materials require reinforcement to gain sufficient protection. One- to two-story buildings without strongly constructed cellars are vulnerable to indirect fires and require construction of overhead protection for each firing position. 17

Dispersion. Normally, a position should not be established in a single building when it is possible to occupy two or more buildings that permit mutually supporting fires. A position in one building without mutual support is vulnerable to bypass, isolation, and subsequent destruction from any direction. Concealment. The fighting position should be concealed. Buildings that are obvious defensive positions should not be selected. The occupation of exposed buildings may be necessary because of requirements for security and fields of fire. Therefore, reinforcement of the structure must be accomplished to provide suitable protection within the building. Fields of Fire. Positions should be mutually supporting and have interlocking fields of fire in direction of the enemy. Clearing fields of fire may require the destruction of adjacent buildings by using explosives or engineer equipment,. Care should be taken to avoid high lighting the building as a defensive position. Covered Routes. Defensive positions should try to have at least one covered route that permits resupply, MEDEVAC, reinforcement, or withdrawal from the building. The route can be established by one of the following means: through walls to adjacent buildings, through underground systems, through communications trenches Behind protective buildings. Observation. The building should permit observation of enemy avenues of approach and adjacent defensive sectors. Fire Hazard. Avoid selecting positions in buildings that are a fire hazard. If flammable structures must be occupied, the danger of fire can be reduced by wetting the structure, laying an inch of sand on the floors, and providing fire extinguishers and firefighting equipment. Routes of escape should also be prepared in case of fire. Time. The time available to prepare the defense is one of the most critical factor. If enough time is insufficient, buildings that require extensive preparation should not be used. Conversely, buildings located in less desirable areas that require little improvement may be a better choice for a defensive position. Preparation. Preparation of fighting positions depends time, proper selection of the defensive position, and availability of appropriate materials. Selecting Positions. Each weapon should be assigned a primary sector of fire to cover enemy approaches. Alternate positions will cover the same sector of fire as the primary position. These positions are usually located in an adjacent room on the same floor (Figures D-1A, D-1B, and D-1C). Each weapon must be assigned a supplementary position (to engage attacks from other directions) and an FPL. Building Positions. There are many ways to establish a fighting position in a building. (1) Window Position. Marines should kneel or stand on either side of a window. To fire downward from upper floors, tables or similar objects can be placed against the wall to provide additional elevation, but they must be positioned to prevent the weapon from protruding through the window (Figure D-2). Leaders should inspect positions to determine the width of sector that each position can engage.

18

19

DISTRIBUTION OF FORCES ME/SE DOF is determined in an urban defense. The ME can be weighted with additional combat power to include direct/indirect fire weapon systems, anti armor weapon systems, etc. ORIENTATION The goal of the defense is still to place the enemy in a combined arms dilemma, an urban defense uses the terrain to achieve this. Pre-existing urban structures and urban canyons can be used to create an effective MEA. Leaders must understand the impact of terrain on the effects of the defense, taking into account topics discussed in Urban Ops I to include: building composition, weapons effects and employment, FSP and communications. OCCUPATION PLAN The occupation phase of the defense includes moving from one location to the defensive location. A quartering party under company control normally leads this movement to clear the defensive position and prepares it for occupation. The platoon plans, reconnoiters, and then occupies the defensive position. The battalion establishes security forces. The remaining forces prepare the defense. To facilitate maximum time for planning, occupying, and preparing the defense, unit leaders at all levels must understand their duties and responsibilities, including priorities of work. Occupation and preparation of the defense site is conducted concurrently with the development of the engagement area. The platoon occupies defensive positions IAW the company commanders plan and the results of the platoons reconnaissance. To ensure an effective and efficient occupation, the reconnaissance element marks the friendly positions. These tentative positions are then entered on the fire plan sketch. Each squad moves in or is led in by a guide to its marker. Once in position, each squad leader checks his position location. As the platoon occupies its positions, the platoon commander 20

manages the positioning of each squad to ensure they locate in accordance with the scheme of maneuver. If the platoon commander notes discrepancies between actual positioning of the squads and his plan, he makes the corrections. Security is placed out in front of the platoon. The platoon commander must personally walk the fighting positions to ensure that everyone understands their role in the defense and that the following are IAW scheme of maneuver: -Weapons orientation and general sectors of fire. -Crew served weapons positions. -Rifle squads positions in relation to each other. TACTICAL CONTROL MEASURES (TCMs) The use of graphic control measures to synchronize actions become even more important to mission accomplishment in an urban environment. Trigger lines can be used to report the enemys location or to control the advance of counterattacking units. Principal streets, rivers, and railroad lines are suitable phase lines, which should be clearly and uniformly marked on the near or far side of the street or open area. Checkpoints aid in reporting locations and controlling movement. Contact points are used to designate specific points where units make physical contact. Target reference points (TRPs) can facilitate fire control. Many of these points can be designated street intersections. These and other control measures ensure coordination throughout the chain of command.

SECURITY PLAN Urban terrain places new constraints and considerations on an effective security plan. On more complex terrain LP/OPs will be closer to squad battle positions. Security patrols may need to be reinforced to account for numerous danger areas and threats presented by UO. ELEMENTS OF THE DEFENSE Squad Battle Positions The infantry battalion is normally assigned a sector to defend. However, depending on METT-TC, it may be assigned to defend from a battle position or strongpoint. The battalion will usually assign its companies to either a battle position, a strongpoint, or a sector. These battle positions, strong points, or sectors are placed along avenues of approach to block or restrict the enemys movement. Depending on the type of built-up area, a company may be employed on the forward edge of the flanks of the area. This forces the enemy to deploy early without decisive engagement because it deceives the enemy as to the true location of the main defense. Other companies may then be employed in a series of battle positions and/or strong points in the center of the city or town. In all cases, mutual support between positions is vital. Companies and platoons should have designated alternate and supplementary positions. Once the rifle platoon commander has received his battle position or sector, he then selects the positions for his squads and crew-served weapons. Squad positions within the built-up area may be separated by rooms within buildings or be deployed in different buildings. Squad positions must be mutually supporting and allow for overlapping sectors of fire Main Engagement Area The decisive battle is fought in the main engagement area. However, the commander may deploy units on the forward edges of the engagement area or in battle positions in depth. The defensive scheme should include forces to defend along the flanks. The commander normally employs security forces to the front to provide early warning and to deny the enemy intelligence on the units defensive dispositions. Command Post This is a location that you can best command and control your troops from. This location should have a great view of the selected main engagement area IOT allow the platoon commander or squad leader the opportunity to coordinate fires. This location should be centralized and known by all members of the defense in the case they need to communicate with the CP. As the defense continues to improve and expand the location of the CP may have to be relocated IOT maintain command and control over the entire defense.

21

3 ELEMENTS OF A DEFENSE

A2 A1 B1 B2 B3 C1
t en in gem a M nga E rea A

AB 1002

M M M

-5 BBCB

A4 A3 B4 C6 C7 B5

C8

C2 C3

C4 C5

FIRE SUPPORT MOUT operations present unique fire support considerations. On urbanized terrain, buildings provide excellent cover and concealment to the enemy while limiting friendly observation and targeting efforts. Targets are generally exposed for brief periods of time and are often in close proximity to friendly forces. Observers will experience difficulty in finding OPs with adequate fields of observation. Terrain masking by tall buildings may restrict the delivery of indirect fires. Collateral damage and rubble effects must be considered during ammunition selection. The importance of effective communications, ROE, control measures, and procedures to prevent fratricide is magnified. In the defense, fire support plans address fires to disrupt and slow the enemy attack. Fires are delivered at maximum ranges along avenues of approach to separate armor and infantry forces, to canalize the enemy into killing zones, and to deny the enemy use of key facilities in the city, such as communications and transportation facilities. Defensive fires planned at lower echelons support fighting within the builtup area. Defensive fire support plans identify fire support coordination procedures necessary to execute the delivery of fire support.

COMMAND AND SIGNAL In all defensive situations, commanders should position themselves well forward so that they can control the action. In urban terrain, this is even more critical due to obstacles, poor visibility, difficulty in communication, and intense fighting. Other key leaders may be placed in positions to report to the commander and to make critical, time-sensitive decisions. Communications Restrictions. Radio communications is initially the primary means of communication for controlling the defense of an urban area and for enforcing security. Structures and a high concentration of electrical power lines may degrade radio communication in urban areas. Wire is emplaced and used as the primary means of communications as time permits. However, wire can be compromised if interdicted by the enemy. Messengers can be used as another means of communication. Visual signals may also be used but are often not effective because of the screening effects of buildings and walls. Signals must be planned, widely disseminated, and understood by all assigned and attached units. Increased battle noise makes the effective use of sound signals difficult.

22

Summary The fundamentals of defensive operations do not change in an urban fight. There are many factors that must be considered when planning for and executing defensive operations in an urban environment, but a proper planning will help the commander ensure that all aspects of the fight are addressed. As in any defensive operation, the devil is in the details. A successful defensive operation requires a commander who is able to conduct a detailed METT-TC, develop a well-thought out centralized plan, and ensure that his or her subordinates are capable of decentralized execution. REFERENCES Reference Number or Author Reference Title MCDP 1 Warfighting MCDP 1-0 Marine Corps Operations MCWP 3-11.1 Marine Rifle Company/Platoon MCWP 3-35.3 Military Operations on Urbanized Terrain (MOUT) MCRP 3-11.1B Small Unit Leaders Guide to Weather and Terrain MCRP 3-16C Tactics, Techniques, and Procedures for Fire Support for the Combined Arms Commander MCWP 3-33.5 Joint Marine Corps/Army COIN Manual MCWP 3-11.3 Scouting and Patrolling TTECG Mojave Viper Urban Warfare Training CD-ROM CQB School Curriculum Materials and Student Handouts B4R5379 Urban Operations II Offensive and Defensive Operations 14 Basic Officer Course

Glossary of Terms and Acronyms Term or Acronym Definition or Identification GEOMETRY OF FIRES Active and continuous placement of units, Marines, and sectors of fire to ensure that, in the moment when fires are needed, the ability to fire is not masked by Marines or by innocents. GUARDIAN ANGEL/COVERT OVERWATCH These are the alert Marines placed in ambush, unseen by the enemy, watching over their units. The purpose of these Marines is to occupy a position of advantage over any approaching hostile force or individual. QUICK REACTIONFORCE A unit that is on an alert status and capable of responding throughout an assigned area of operations in order to provide assistance across the spectrum of conflict. HESCO BARRIERS Canvas and wire mesh containers filled with loose dirt designed to provide cover from enemy fire.

23

NOTES
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

24

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

COUNTERINSURGENCY MEASURES B4T5499 STUDENT HANDOUT

Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency Measures
Introduction This lesson will focus on the basics of counterinsurgency (COIN), and will provide the provisional rifle platoon commander with a basic understanding of insurgency, and provide the student with the start point to begin their own study of insurgency and counterinsurgency. The United States possesses overwhelming conventional military superiority. This capability has pushed its enemies to fight US forces unconventionally, mixing modern technology with ancient techniques of insurgency and terrorism. Most enemies either do not try to defeat the United States with conventional operations or do not limit themselves to purely military means. They know that they cannot compete with US forces on those terms. Instead, they try to exhaust US national will, aiming to win by undermining and outlasting public support. MCWP 3-33.5. While the United States maintains it dominance in conventional dominance, it forces our enemys to look at other methods to attack us. Counterinsurgency is one method that our enemys have at their disposal to mitigate our conventional dominance. In This Lesson This lesson will give you an introduction to insurgency, and provide you with a model to assess an insurgency and subsequently make decisions as a counterinsurgency. This lesson covers the following topics: Topic Studying Counterinsurgency Insurgency Counter Insurgency Summary References Glossary of Terms and Acronyms Notes Page 4 5 15 23 24 24 25

Importance

Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency Measures
Learning Objectives Terminal Learning Objectives MCCS.29.01 Given a tactical scenario involving a terrorist threat, employ measures to combat terrorism, per MCRP 302D, MCRP 3-02E, MCRP 3-33A, and MCWP 3-33.5. MCCS.29.02 Given a tactical scenario involving enemy insurgents, employ counter-insurgency measures, per MCRP 3-02D, MCRP 3-02E, MCRP 3-33A, and MCWP 333.5. Enabling Learning Objectives MCCS.27.02c Given a tactical scenario in a combat environment, higher's operation order, and with the aid of the Commander's Tactical Handbook, wearing individual field equipment, and a weapon, search vehicles and locations, per MCWP 2-1, MCWP 2-12, FMFRP 12-16, and MCDP 2. MCCS.29.02a. Given a tactical scenario involving enemy insurgents, determine appropriate counter-insurgency measures, per MCRP 3-02D, MCRP 3-02E, MCRP 3-33A, and MCWP 3-33.5. MCCS.29.02b. Given a tactical scenario involving enemy insurgents, discuss counter-insurgency operations, per MCRP 3-02D, MCRP 3-02E, MCRP 3-33A, and MCWP 333.5.

Basic Officer Course

B4T5499

Counterinsurgency Measures

Studying Counterinsurgency
Why Study COIN? Counterinsurgency is not just thinking mans warfare it is the graduate level of war. Special Forces Officer in Iraq, 2005 With our conventional dominance our enemys will continue to look for new ways to influence U.S. interests, and counterinsurgency is one method they have. Why not only study COIN? This should be obvious to Marine Leaders; if we lose our conventional dominance, then if one looks at the spectrum of conflict, it follows that our enemys could attack us in a conventional manner, and the threat to our nation increases as we move up the spectrum of conflict.

Many of the skill sets that the military will be required to use as counterinsurgents are the basic skills that are required to conduct conventional war (patrolling, raids, etc.)

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency
Terms Insurgency - an organized movement aimed at the overthrow of a constituted government through the use of subversion and armed conflict. (JP 1-02) Insurgent - member of an insurgency. So whats an insurgency? Doctrinally, an organized resistance movement that uses subversion, sabotage, and armed conflict to achieve its aims. Insurgencies are typically a part of (and subordinate to) a larger resistance movement that includes other, non-violent aspects, such as political actions and international coordination Guerrilla - The overt military aspect of the insurgency. Terrorist One who uses violence or the threat of violence to create fear; the intent is to coerce or to intimidate governments or societies in pursuit of goals that are generally political, religious, or ideological.

Terrorism and guerilla warfare are techniques that may or may not be employed in pursuit of an overall insurgent strategy. Guerillas are a subcomponent of an insurgency that works overtly toward the goals of that insurgency. The following Venn diagram establishes links between insurgents, guerrillas, and terrorists:

Insurgent Terrorist Guerrilla

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency (Continued)
Aspects of an Insurgency Insurgency is typically a form of internal war, one that occurs primarily within a state and has at least some elements of civil war. The exception being resistance movements where indigenous elements seek to expel or overthrow what they perceive as a foreign or occupation government. Insurgency goals fall between two extremes: to overthrow the existing social order and reallocate power within a single state, or to break away from state control and form an autonomous entity or ungoverned space that they control. Terrorism, on the other hand, is a technique that may be employed independently or as part of an insurgency (by guerrilla forces or not). The goals of a terrorist are not necessarily specific to governments; they typically focus on broader ideological goals. They may not even focus their attacks on governments, but on societies directly. Analyzing an Insurgency Each Insurgency is unique. In all cases, insurgents aim to force political change; any military action is secondary and subordinate, a means to an end. (MCWP 3-35 1-24) Understanding specific aspects of the insurgency allows for more appropriate methods to counter. To create that understanding it is critical to identify the following: Root cause(s) of the insurgency o What is their motivator: Power, money, religion, end occupation?

Extent to which the insurgency enjoys internal and external support o Material: finance, equipment, personnel o Tactical: military training and development of TTPs

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency (Continued)
Analyzing an Insurgency (Continued) Basis on which insurgents appeal to the target population o What issues galvanize the population, what factions exist? Insurgents motivation and depth of commitment o If their goal is to redistribute power and wealth will they be likely to engage in a protracted battle and to die for their cause as someone whose motivation is religiously based and fanatical in nature? Likely insurgent weapons and tactics o Where in the continuum does the insurgency fall? Are they utilizing sticks and stones, small arms and explosives, or heavy machine guns and advance explosives? Operational environment in which insurgents seek to initiate and develop their campaign and strategy o Densely populated urban areas vs. open, agrarian small towns? To form a coherent COIN strategy, it is important to understand not only the motivation but also the approach being used to advance the insurgency. Insurgent approaches include, but are not limited to, the following: Conspiratorial o Involves a few key leaders and a militant cadre seizing control of government structures or exploiting a revolutionary situation. o Lenin used this approach in 1917 during the Bolshevik revolution.

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency (Continued)
Analyzing an Insurgency (Continued) Military-focused - Aims to create revolutionary possibilities or to seize power primarily by applying military force. Asserts that an insurrection itself can create the conditions needed to overthrow a government. Urban - Protracted urban terrorism waged by small, independent cells requires little or no popular support. General aims to sow disorder, incite sectarian violence, weaken the government, and intimidate the population. Protracted popular war - Uses popular support and asymmetry to try political will of the state. Identity-focused - Mobilizes support based on the common identity of religious affiliation, clan, tribe, or ethnic group. Communities often join the insurgent movement as a whole; insurgent leaders often try to mobilize the leadership of other clans to increase the movements strength.

Composite and coalition - Insurgents may use different approaches at different times by applying tactics that take advantage of circumstances. Mobilization Means and Causes The primary struggle in an internal war is to mobilize people in a struggle for political control and legitimacy. Insurgents and counterinsurgents seek to mobilize popular support for their cause. Both try to sustain that struggle while discouraging support for their adversaries. Mobilization Means: Persuasion o In times of turmoil, political, social, security, and economic benefits can often entice people to support one side or the other. Ideology and religion are powerful means of persuasion.

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency (Continued)
Mobilization Means and Causes (Continued) Mobilization Means (Continued): Coercion o Insurgents may use coercive force to provide security for people or to intimidate them and the legitimate security forces into active or passive support. Kidnapping or killing local leaders or their families is a common insurgent tactic to discourage working with the government. Reaction to abuses o Firmness by security forces is often necessary to establish a secure environment; a government that exceeds accepted local norms and abuses its people or is tyrannical generates resistance to its rule. Security force abuses and the social upheaval caused by collateral damage from combat can be major escalating factors for insurgencies. Foreign support o Foreign governments can provide the expertise, international legitimacy, and money needed o start or intensify a conflict. o Nongovernmental organizations (NGO) can wittingly or unwittingly support insurgencies; i.e. legitimizing charitable agencies and/or raising funds overseas that are diverted through corrupt local agencies. Apolitical motivations o Insurgencies attract criminals, mercenaries, and individuals inspired by the romanticized image of the revolutionary or holy warrior. It is important to note that political solutions might not satisfy some of them enough to end their participation.

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency (Continued)
Mobilization Means and Causes (Continued) Mobilization Causes: A cause is a principle or movement militantly defended or supported. Insurgent leaders often seek to adopt attractive and persuasive causes to mobilize support. These causes often stem for the unresolved contradictions existing within any society or culture. These contradictions may be real; however, insurgents may create artificial contradictions created using propaganda and misinformation. Deep-seated, strategic causes vs. temporary and local ones: Insurgents can gain more support by not limiting themselves to a single cause, adding or deleting them as circumstances demand. They attract supporters by appealing to local grievances; then they lure followers into the broader movement.

Successful COIN operation must address the legitimate grievances insurgents use to generate popular support. Elements of Insurgency Insurgencies take many forms; however, most share common attributes. The proportion of each element relative to the larger movement depends on the strategic approach (conspiratorial, military, etc) the insurgency adopts. Movement Leaders provide strategic direction to the insurgency. They usually exercise leadership through force of personality, the power of revolutionary ideas, and personal charisma. In some insurgencies, they may hold their position through religious, clan, or tribal authority. Combatants (main, regional, and local forces/militias) do the actual fighting and provide security. They exist only to support the insurgencys broader political agenda and to maintain local control. Political Cadre forms the political core of the insurgency; they are actively engaged in the struggle to accomplish the insurgent goals and implement the guidance and procedures provided by the movement leaders. They are the local face of the insurgency; they assess local grievances and carry out activities to satisfy them.

10

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency (Continued)
Elements of Insurgency (Continued) Auxiliaries Active followers who do not participate in combat operations but provide important support services such as running safe houses, storing weapons and supplies, providing passive intelligence collection, and giving early warning or counterinsurgent movements. Mass base consists of the followers of the insurgent movement, the supporting populace; they may continue in their normal positions in society or lead clandestine lives for the insurgent movement. Dynamics of an Insurgency Insurgencies are shaped by several common dynamics which can be used by counterinsurgents to assess their strengths and weaknesses. Leadership - An insurgency is not simply random violence; it is directed and focused violence aimed at achieving a political objective. It requires leadership to provide vision, direction, guidance, coordination, and organizational coherence. Their key tasks are to break the ties between the people and the government and to establish credibility for their movement. Objectives - Effective analysis of an insurgency requires identifying its strategic, operational, and tactical objectives. The strategic objective is the insurgents desired end state. Operational objectives are obkectives that insurgents pursue to destroy government legitimacy and progressively establish their desired end state. Tactical objectives are the immediate aims of insurgent acts. Objectives can be psychological or physical. Ideology and Narrative - The movements ideology explains its followers difficulties and provides a means to remedy those ills. The most powerful ideologies tap latent, emotional concerns of the populace. Examples of these concerns include religiously based objectives, a desire for justice, ethnic aspirations, and a goal of liberation from foreign occupation. The central mechanism through which ideologies are expressed and absorbed is the narrative. A narrative is an organization scheme expressed in story form. Narratives are central to representing identity, particularly the collective identity of religious sects, ethnic groupings, and tribal elements.

11

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency (Continued)
Dynamics of an Insurgency (Continued) Environment and geography (including cultural and demographic factors) affect all participants in a conflict; most noticeably at the tactical level where they influence all tactics, techniques and procedures. Insurgencies in urban environments present different planning considerations from insurgencies in rural environments. External Support and Sanctuaries - External support can provide political, psychological, and material resources that might otherwise be limited or unavailable. Insurgencies may turn to transnational criminal elements for funding or use the Internet to create a support network. Sanctuaries traditionally were physical safe havens, such as training bases, but insurgents today can also draw on virtual sanctuaries in the Internal, global financial systems, and in the international media. Phasing and Timing - Insurgencies often pass through common phases of development; however, not all insurgencies experience such phased development, and progression through all phases is not required for success. Moreover, a single insurgent movement may be in different phases in different parts of a country, or may move fluidly forward and back between phases when threatened. Strategic Initiative (Insurgents) vs. Advantage in Resources (State) - At the beginning of a conflict, insurgents typically hold the strategic initiative. They initiate the conflict, choosing the ground and terms on which to engage the state. During the initial stages, these attacks are aimed at showing government vulnerability and at building popular support for their cause. The State usually has a tremendous advantage in resources: military personnel and equipment, police force, and access to funds. This advantage is counterbalanced by the requirement to maintain order, protect the population and critical resources, and provide basic functions (i.e. power, water, infrastructure, sanitation).

12

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency (Continued)
Three phases of an Insurgency Mao defined three different Developmental Phases, which we use in our own doctrine. They are:

Phase I: Latent and Incipient Phase II: Guerilla Warfare Phase III: War of Movement

o Latent and Incipient: The insurgency is most vulnerable during the Latent and Incipient stage. The insurgents are gathering strength and will mostly lay low as they can not afford attention from the regime. Any overt acts, violent or otherwise, will be carefully selected for maximum potential for success with minimal or no possibility of reprisal (i.e. sabotage vs. direct offensive action). If the goal of the insurgency is to replace the regime, then the shadow government will begin to be formed in this stage. In any case, the insurgencys own infrastructure is being developed in this stage. o Guerilla Warfare: Characterized by overt political and military action. The insurgency still does not match the regime in strength. As the title suggests, guerrilla attacks will be the norm rapid, carefully focused attacks that allow the insurgent to take advantage of surprise, minimize his own losses, and highlight the regimes inability to provide security and minister to the needs of the people. Eventually (the insurgent hopes) the regime is forced to defend everywhere which means he is strong nowhere and a stalemate ensues. o War of Movement: The insurgency is capable of both ministering to the needs of the people (political side) and waging conventional warfare. The guerrilla forces are still active but they are complemented by conventional formations.

13

Basic Officer Course

B4T5499

Counterinsurgency Measures

Insurgency (Continued)
A Systemic Model We can also look at an insurgency as a system. Not surprisingly, this view was advanced by two economists, Leites and Wolfe. As you can see in the following diagram, in a supply-side system there are inputs, conversion mechanisms, and outputs.

INPUT CONVERSION MECHANISMS

OUTPUT
So if we expand on this supply-side model of insurgency, we arrive at Leites and Wolfe systemic model of an insurgency. There are multiple sources of input, both internal and external. These inputs lead to conversion mechanisms, such as training an IED cell, and then the output are the insurgents activities. The key is understanding that the outputs in this case lead to legitimacy for the insurgents, which subsequently lead to more inputs from both their internal and external sources.

INTERNAL SOURCES INPUT

EXTERNAL SOURCES

(PEOPLE, FOOD, MATERIAL, INFO)

CONVERSION MECHANISMS
(PRODUCTION FUNCTIONS FOR TRNG, LOG, OPS)

OUTPUT
(ACTIVITIES)

LEGITIMACY
14 Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency
The Rule of Law The endstate of the counterinsurgency campaign plan is the establishment or sustainment of the rule of law, which as defined as (MCWP 3.33-5) A government that derives its powers from the governed Sustainable security institutions Fundamental human rights

One important thing to understand is that this may not be the Rule of Law that westerners think of. One must understand what the culture wants its government to be, not what we think it needs to look like. The true end state of a counterinsurgency campaign plan is to achieve active participation of the populace in the host nations government, and draw them away from the insurgent. Long term objective: acceptance of one sides claim to political power by the people of the state or region. Victory is achieved when the populace consents to the governments legitimacy and stops actively and passively supporting the insurgency Counterinsurgents face a populace containing an active minority supporting the government and an equally small militant faction opposing it. Success requires the government to be accepted as legitimate by most of that uncommitted middle, which also includes passive supporters of both sides.

15

Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency (Continued)
Legitimacy The primary objective of any COIN operation is to foster the development of effective governance by a legitimate government. All governments rule through a combination of consent and coercion. Governments described as legitimate rule primarily with the consent of the governed. In Western liberal tradition, a government that derives its just powers from the people and responds to their desires while looking out for their welfare is accepted as legitimate. Theocratic societies fuse political and religious authority; political figures are accepted as legitimate because the populace views them as implementing the will of God. Medieval monarchies claimed the divine right of kings. Imperial China governed with the mandate of heaven. Iran, since the 1979 revolution, has operated under the rule of the jurists (theocratic judges). It is imperative that commanders determine and understand what the Host Nation (HN) population defines as effective and legitimate governance. The populations expectations will influence all ensuing operations. Indicators of legitimacy: The ability to provide security for the populace; Selection of leaders at a frequency and in a manner considered just and fair by a substantial majority of the populace (Western vs. Non-western views); A high level of popular participation in or support for political processes; A culturally acceptable level of corruption; A culturally acceptable level and rate of political, economic, and social development; A high level of regime acceptance by major social institutions.

16

Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency (Continued)
Legitimacy (Continued) Indicators of legitimacy (Continued): Governments scoring high in these categories probably have the support of a sufficient majority of the population. Different cultures, however, may see acceptable levels of development, corruption, and participation differently. For some societies, providing security and some basic services may be enough for citizens to grant the government legitimacy. The presence of the rule of law is a major factor in assuring voluntary acceptance of a governments authority and therefore its legitimacy. A governments respect for preexisting and impersonal legal rules can provide the key to gaining it widespread, enduring societal support. Security under the Rule of Law The cornerstone of any COIN effort is establishing security for the civilian populace; one that allows for follow-on political and social progress/reforms. Using a legal system established in line with local culture and practices to deal with such criminals enhances the HN governments legitimacy. Illegitimate actions are those involving the use of power without authority whether committed by government officials, security forces, or counterinsurgents. Such actions include unjustified or excessive use of force, unlawful detention, torture, and punishment without trial. Counterinsurgent aims Understanding the population within the Area of Operations Organization of key groups in society Relationships and tensions among groups Ideologies and narratives that resonate with groups Values of groups, interests, and motivations The societys leadership system

17

Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency (Continued)
Unity of Effort Unity of effort must be present at every echelon of a COIN operation; otherwise, well-intentioned but uncoordinated actions can cancel each other or provide vulnerabilities for insurgents to exploit. This is true among tactical adjacent units and between different agents on the levels of war (tactical, operational, and strategic). Effective operations are shaped by timely, specific, and reliable intelligence, gathered and analyzed at the lowest possible level. A cycle develops where operations produce intelligence that drives subsequent operations. Dynamic insurgencies can replace losses quickly. Skillful counterinsurgents must thus cut off and isolated from the sources of that recuperative power. This can be done by readdressing the social dynamics under which the insurgents gain support from the populace or by limiting financial and physical support, via legal actions and border security. Manage Information and Expectations Creating and maintaining a realistic set of expectations among the populace, friendly military forces, and the international community will limit discontent and build support. Managing expectations involves demonstrating economic and political progress to show the populace how life is improving. Increasing the number of people who feel they have a stake in the success of the state and its government is a key to successful COIN operations.

Intelligence Drives Operations

Isolation

Tactical Level Imperatives of Counterinsurgency

Use of appropriate Level of Force Any use of force generates a series of reactions, it is vital for commanders to adopt appropriate and measured levels of force and apply that force precisely so that it accomplished the mission without causing unnecessary loss of life or suffering. Determining the appropriate escalation of force and rules of engagement for the phase of operation allows counterinsurgents to use lesser means of force when such use is likely to achieve the desired effects without endangering themselves.
18 Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency (Continued)
Tactical Level Imperatives of Counterinsurgency (Continued) Proportion of Effort COIN operations are a combination of offensive, defensive, and stability operations. Commanders weight each operation (and use of offensive/defensive/SASO tactics) based on the assessment of the campaigns phase and the situation in their AO. The proportion of effort devoted to offensive, defensive, and stability operations within COIN is changed over time in response to the situation and can vary geographically and by echelon.

Seven Guidelines for COIN

There are thousands of possible variations for an insurgency movement, and therefore the response must be just as flexible. There is no practical way to prepare for every type of possible counterinsurgency. However, there are some guidelines that can be followed to guide the development of an effective counterinsurgency campaign. First Guideline - Analysis before action. As discussed at the beginning, a detailed analysis must precede development of a counterinsurgency campaign. This is no different than what you already know about doing an estimate of the situation. Does it make sense to develop a SOM before doing the METT-T? Second Guideline Popular support is as critical for counter-insurgent as for insurgent. Victory in counterinsurgency, therefore, is not achieved through destruction of insurgent forces or infrastructure in a given area. Those are usually easy to replace. Victory is achieved through permanently isolating the insurgent from the population. This isolation is not enforced upon the population, rather it is achieved through and maintained by the population.

19

Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency (Continued)
Seven Guidelines for COIN (Continued) Third Guideline Gain support through active opposition. A basic tenet of politics is that for any cause, a portion of the population will be actively in favor, a portion will be neutral, and a portion will be actively opposed. The counterinsurgents focus of effort should initially be with that portion actively opposed to the insurgent. Fourth Guideline Popular Support is Conditional. When a mans life (family, livelihood, etc) is at stake, it will take more than propaganda to budge him. David Galula o Political action must be preceded by effective military and/or police action in order to provide security for active opposition. Throughout the campaign, political and military/police action must go hand-in-hand. As popular or necessary as they might be, social, political, and economic reform are ineffective while the insurgent still has control. In those cases, the population benefiting from the reform is punished by the insurgency. The counterinsurgent must demonstrate the ability and will to win by achieving a convincing success as early as possible. The counterinsurgent can not safely enter into negotiation except from a position of strength, or the population will go over to the insurgent. Fifth Guideline - Military and police action is integrated with and in support of political action. Destruction of a portion of the insurgency strength is meaningless unless it has the desired affect on the population. The counterinsurgent must account for the non-kinetic effects of all of their actions. Sixth Guideline - Focused and intense application of effort. Assets can not be uniformly applied. They must be selectively applied following an analysis of insurgent strength by region and selection of an overall strategy.

20

Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency (Continued)
Seven Guidelines for COIN (Continued) Sixth Guideline (Continued) o In Galula, regions are designated red, pink, white, with red being the areas most under insurgent control. Start on one end or the other. Starting with red is quicker, but more asset-intensive, which may not be possible. Starting with white is another option. This does two things. First, the insurgency is fought with increasing momentum (as white areas are cleared more assets become available for red area). This takes the initiative back from the insurgent. By concentrating forces in selected areas, the insurgent is forced to either accept the challenge and assume a defensive posture or leave the area and become powerless to oppose the counterinsurgents action on the population. Seventh Guideline - Continuous analysis and adaptation of method and effectiveness is measured through the population. The counterinsurgent must continually evaluate his methods and remain flexible throughout the campaign. As with any other scheme of maneuver, it does not make sense to mindlessly drive on with a plan that is not effective. The difference here, though, is that effectiveness is measured through the population. Sometimes the measures of success that we use have little to do with effective counterinsurgency. As Marines we tend to focus on numbers of weapons captured or destroyed, insurgents killed, number of attacks in a certain zone, etc. Sometimes this is the right measure of success but often it is not. A lack of attacks, for example, might just mean that the enemy is preparing or has shifted focus to a different zone temporarily.

21

Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency (Continued)
Five COIN Strategies We can now use our systemic model and our seven guidelines to create our counterinsurgent campaign plan. If we look our systemic model, we need to create a counter to each step in the process.

The counterinsurgent must include each of these policies in his campaign plan, militaries usually focus on the counter-output (guerilla attacks, IED defeat, ambushes, etc.). You can see how this would only address part of the problem.

The defensive buffer is those things which prevent the insurgency from gaining legitimacy from their outputs, through such things as propaganda or through use of the information operations. The fifth counterinsurgent strategy is referenced to as IDAD, or Internal Defense and Development. From JP 3-07-1, Appendix B: The IDAD strategy is the full range of measures taken by a nation to promote its growth and to protect itself from subversion, lawlessness, and insurgency. The strategy focuses on building viable political, economic, military, and social institutions that respond to the needs of society. Its fundamental goal is to prevent an insurgency or other forms of lawlessness or subversion by forestalling and defeating the threat and by working to correct conditions that prompt violence. The government mobilizes the population to participate in IDAD efforts. Thus, IDAD is ideally a preemptive strategy; however, if an insurgency, illicit drug, terrorist, or other threat develops, IDAD becomes an active strategy to combat that threat. FID planners must understand the HNs IDAD strategy if they are to plan effectively to support it. In some cases one of the objectives of FID may be to assist the HN to formulate appropriate IDAD strategy.

22

Basic Officer Course

B4T5499

Counterinsurgency Measures

Counterinsurgency (Continued)
Five COIN Strategies (Continued) Notice that IDAD is primarily for use by a nation to defend itself, ideally preemptively. However, nations assisting in Foreign Internal Defense must understand how to support the host nations IDAD strategy.

According to joint doctrine, that in order for a IDAD strategy to work, the host nation must utilize all the elements of National Power, referred to as DIME: (Diplomatic, Information, Military, & Economic) The following are the Principles of an IDAD Strategy: Unity of effort Maximum use of intelligence Maximum use of PSYOP & CA Minimum use of violence Responsive government

Summary
Political Factors are Primary At the beginning of a COIN operation, military actions may appear predominant as security forces conduct operations to secure the populace and kill or capture insurgents. Counterinsurgents must consider how operations contribute to strengthening the HN governments legitimacy and achieving U.S. political goals. In the end, victory comes, in large measure, by convincing the populace that their life will be better under the HN government than under an insurgent regime. COIN is an extremely complex form of warfare. At its core, COIN is a struggle for the populations support. The protection, welfare, and support of the people are vital to success. Gaining and maintaining that support is a formidable challenge. Achieving these aims requires synchronizing the efforts of many nonmilitary and HN agencies in a comprehensive approach.

23

Basic Officer Course

B4T5499

Counterinsurgency Measures

Summary (Continued)
You should walk away from this class with the following points: Insurgencies are another form of warfare that we will e required to deal with in the future. Insurgencies must be assessed holistically prior to developing a counterinsurgent campaign plan. While no two insurgencies are the same, there are principles the counterinsurgent can follow that will help develop a counterinsurgent plan.

References
Reference Number or Author MCWP 3-33.5 Gaula, David Greenburg, Lawrence Reference Title Counterinsurgency Counterinsurgency Theory and Practice The Hukbalahap Insurrection: A Case Study of a Successful Anti-Insurgent operation in the Philippines, 1946-1955 The Ugly American The Army and Vietnam Rebellion and Authority: An Analytical Essay on Insurgent Conflicts Twenty-eight Articles: Fundamentals of Company Level Counterisnrgency available at: http://www.d-n-i.net/fcs/pdf/kilcullen_28_articles.pdf

Lederer, William J. and Burdick Krepinevich, Andrew R. Leites, Nathan and Wolf, Charles Killcullen, David

Glossary of Terms and Acronyms


Term or Acronym COIN DIME IDAD Definition or Identification Counterinsurgency Diplomatic, Information, Military, & Economic Internal Defense and Development

24

Basic Officer Course

B4T5499

Counterinsurgency Measures

Notes

25

Basic Officer Course

Notes

Basic Officer Course

B4T5579

Urban Patrolling

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

Urban Patrolling
Introduction The purpose of this handout is to help you, the student, gain a working knowledge of the application of patrolling operations in the urban environment. This class also provides principles based TTPs for use as a basic reference during execution. Many of the concepts and planning considerations in this class are an extension of materials taught in Patrolling, and Urban Operations I and II. Patrolling in an urban environment varies drastically from patrolling in rural and less inhabited areas due to the increase in complexity and the introduction of a three dimensional threat. The principles taught in your previous patrolling classes are still relevant but must be applied in slightly different ways in order to deal with the change in environment. In this lesson, the student officer will study the application of command and control, mounted and dismounted patrols, urban patrol planning, and principle based TTPs in order to facilitate execution. This lesson covers the following topics: Topic Introduction Individual and Unit Actions 3-Block War Planning an Urban Patrol Conducting an Urban Patrol TTPs Information Operations Debriefing an Urban Patrol Summary References Glossary of Terms and Acronyms Notes Page 5 5 6 6 8 9 11 11 11 12 12 13

Importance

URBAN OPERATIONS III PATROLLING B4T5579 STUDENT HANDOUT

In This Lesson

Urban Patrolling

Basic Officer Course

B4T5579

Urban Patrolling

B4T5579

Urban Patrolling

Learning Objectives

Terminal Learning Objectives 0311-MOUT-2001 Given a squad, an objective within an urban environment, and an order with commanders intent, lead a squad in urban operation to accomplish the commanders intent. 0300-PAT-1008 Given a patrol order, an assigned weapon, and an assignment in a patrol, while wearing a fighting load, perform individual actions in a patrol without compromising the patrol. MCCS-PAT-2103 Given a unit, a mission, commanders intent, with required weapons and equipment, lead immediate action drills to accomplish the mission. 0311-PAT-2002 Given a squad and a mission with commanders intent, lead a squad patrol to accomplish the mission.

Learning Objectives (continued)

MCCS-PAT-2102f Given a baseline of an area observed with or without observation aiding equipment detect anomalies to determine threats. 0311-PAT-2002a Without the aid of reference, identify patrol types without error. 0311-PAT-2002p Without the aid of reference, describe urban patrol force protection measures without omission. 0311-PAT-2002q Given a unit, a mission with commanders intent, lead an urban patrol to accomplish the mission.

Enabling Learning Objectives 0302-MOUT-1105b Without the aid of references, describe the three block war environment without omission. 0302-MOUT-1105c Given a unit, a mission, a commanders intent, analyze civilian considerations using ASCOPE to develop a complete mental estimate of the situation. 0302-MOUT-1105d Given a unit, a mission, a commanders intent, and a mental estimate of the situation, integrate 5-3-5 into execution to accomplish the mission. MCCS-PAT-2103a Without the aid of references, identify types of halts without error. MCCS-PAT-2103b Without the aid of references, describe patrol immediate actions without omission. MCCS-PAT-2103c Without the aid of references, describe patrol actions while crossing danger areas without omission. MCCS-PAT-2102e Given an area to observe with or without observation aiding equipment establish a baseline to detect anomalies in the area observed.

Basic Officer Course

Basic Officer Course

B4T5579

Urban Patrolling

B4T5579

Urban Patrolling

Introduction
The concepts behind patrolling remain the same when we move from the treeline to the urban environment. Thorough planning and preparation remain essential to successful patrolling. However, due to the increase in complexity of the terrain, ASCOPE, an increased emphasis on detailed planning in regards to the three dimensional threat, intra-patrol communication and pattern avoidance will facilitate an increase in command and control functionality.

Combat Hunter
Always the hunter, never the hunted. Use memory pegs to remember events for debriefs. Use binoculars to increase situational awareness and see into shadows. Coopers Color Code.

3-Block War Individual and Unit Actions 5-3-5


Pre-combat and post-combat actions Pre-combat checks (PCCs) / pre-combat inspections (PCIs) Check gear and mental readiness before every patrol. Rehearsals A final reinforcement of TTPs and Immediate Action Drills (IADs) for the patrol. Confirmation briefs / back briefs A detailed brief by all participants, ensures full understanding of the mission. After action reports Conducted after every patrol, ensures that lessons learned are documented and passed on. AARs lead to rehearsals and improved TTPs. Debriefs Every member of the patrol is an intelligence collector. Gather information of intelligence or tactical value. Habits of Action Guardian Angel Placing Marines in covert overwatch positions increasing security and situational awareness for the patrol. Geometry of Fire Always be aware of firm bases, snipers, other patrols, and adjacent units. Actively adjust orientation of fires to avoid fratricide. Unity of Command When reaction forces arrive everyone must understand who the on scene commander is. Habits of Thought Sturdy professionalism Discipline at all times, steadfast attention to detail. Make yourself hard to kill Do not set patterns, always wear protective equipment. No better friend, no worse enemy honor, courage, and commitment on the battlefield. First, do no harm accomplish the mission while keeping your honor clean. Be professional; be polite; have a plan to kill only the enemy that hides amongst the innocent people we are here to protect positively distinguish between enemy and innocent. As we discussed in the Introduction to Urban Operations class, the idea of the 3-Block War focuses on flexibility and being prepared to operate in dramatically different environments at any given time. Due to the increased uncertainty in an urban environment, you and your Marines must be ready to seamlessly transitioning from one block to the next; to escalate and de-escalate violence as required. The 3-Block war concept is a mindset. You understanding and application of it will be reflected in your units attitude, posture, decisions and actions.

Planning an Urban Patrol


Just like patrols in any other environment, detailed planning and productive, realistic rehearsals are part of successful patrolling. Task Organization Task organization is similar to a conventional patrol with the unit being broken down into assault, headquarters (support at platoon level), and security elements. In addition to the generic task organization requirements such as a pointman and navigator, urban patrols require more specific, individual taskings. These may include: Talker- The primary communicator, co-located with the interpreter, always a leader, often the patrol leader. Vehicle Search Team Personnel Search Team Car Man Individual for identifying suspicious vehicles. Spotter Identifies suspicious people. There are a number of attachments that are common to urban patrols: Local security or police forces Interpreters Explosive Ordnance Disposal Military Working Dogs Combat Engineers Civil Affairs personnel

Basic Officer Course

Basic Officer Course

B4T5579

Urban Patrolling

B4T5579

Urban Patrolling

Methods of Movement We can categorize patrols by the method of movement. This gives us three types of patrols: dismounted, mounted (motorized or mechanized), and a combination of the two. Each of these has distinct advantages and disadvantages in an urban environment. Dismounted Patrols Pros Increased interaction with the local populace Route flexibility Increased situational awareness Cons

Civil Considerations (ASCOPE) Security patrols in a high intensity conflict will probably just focus on the enemy. However, security patrols in counterinsurgency operations will likely have a primary mission that deals with the population. Whether you are going to talk to a leader, assess a hospital, or protect an election, understanding the civil considerations will help you accomplish your mission. Use ASCOPE to evaluate all the demographic aspects of your patrol.

Conducting an Urban Patrol


Formations for Movement

Increased vulnerability due to limited armor Physical fatigue Slow rate of movement Reduced firepower capabilities

When planning to conduct a dismounted patrol in an urban environment there are three primary formations for movement: Single Column- Unit conducts movement in a column on one side of the road. This increases command and control but limits the ability to mitigate the three dimensional threat. Double Column- Unit conducts movement in two columns with one on each side of the road. Command and control are still relatively good but now there is increased depth and the ability to provide a higher level of security in covering the three dimensional threat. Satellite- A system of urban patrolling developed by the British military based on their experience in Northern Ireland. The HQ element will move normally, but the other elements will move in front of, behind, or parallel to the HQ element. They act similarly to the flanks of other patrols, but they will move in an irregular manner around the HQ element, appearing to enemy observers that they are moving randomly. Satelliting makes it very difficult for the enemy to keep track of the entire patrol. This makes the enemy uncertain if there are already Marines behind their position cutting off the enemys escape route. This keeps the enemy off balance, making them less likely to attack. The downside is that satellite patrolling is difficult to control and communication is difficult.

Mounted Patrols Pros Cons Increased firepower Increased armor Speed Psychological impact More communications assets Fast, organic casevac capability

Restricted by terrain High profile target Decreased situational awareness, especially passengers Decreased interaction with local populace Engine noise makes surprise impossible

Terrain Considerations (OCOKA-W) Your patrol route and the actions you take along the patrol should be tailored to the terrain. Know when your movement is concealed and when you are exposed. Understand the terrain the enemy is most likely to use to observe you. Excellent cover from walls and buildings is readily available. If you know the obstacles in your area, fences, canals, rubble, etc., you can plan to avoid them, or be prepared to treat them as danger areas. Your patrol may need to occupy key terrain, or check key terrain to ensure the enemy is not there. Understand all the different avenues of approach available to you, so that you can move with the best combination of speed and security.

Depending on the level of threat as well as geographic and demographic obstacles patrol formations should be adjusted to facilitate execution. Command and Control Well planned radio communication between every element is essential, because buildings and walls will separate the patrol leader from some elements. Marines may be within 50 meters of each other, but if they are on different blocks, or in different buildings, communication becomes much more difficult. Urban patrolling is radio intensive.

Basic Officer Course

Basic Officer Course

B4T5579

Urban Patrolling

B4T5579

Urban Patrolling

Force Protection Ensuring all Marines have appropriate personal protective equipment is only the beginning of force protection. Make sure every Marine hard targets by not staying stationary for any period of time. Small unit leaders should use short tactical pauses, or going firm, to reorient themselves and prepare their unit for the next action.

Tactics, Techniques, and Procedures for Urban Patrolling


Principle Based TTPs The TTPs listed represent a few of the more common scenarios patrols will confront while operating in the urban environment. These TTPs are based on principles and can be modified to the environment as required. By sticking to the principles, but varying the techniques and procedures we will be less predictable, and keep the enemy guessing. Danger Areas Urban patrols will encounter many danger areas during a single patrol. Some danger areas can be avoided, while others must be crossed. Crossing a danger area may require overwatch or just an adjustment to the patrol formation or rate of movement. In the urban environment danger areas are places that pose a major threat to the patrol, such as local political and religious headquarters, extremely exposed intersections, routes that canalize movement, and any area with a history of contact. At some point your patrol will have to cross a danger area. When you reach the danger area continue to maintain security and awareness in all directions, but have part of your unit focus on the area from where you anticipate being attacked. This could range from Marines taking cover on the street and orienting their weapons in that direction, all the way to establishing overwatch in a building. Once security is established, you will bound across the danger area, exposing a small portion of your patrol at any moment. Reaction to a Sniper Snipers in urban environments have several advantages that they do not have in other terrain. First, they can use excellent cover and concealment by shooting from deep inside a room, or even two rooms into a building. While this narrows the snipers field of vision, it makes it very difficult to see the sniper. Second, echoes from buildings make it difficult to audibly identify the source of a shot. Finally, in populated environments, snipers will try to escape by blending into the population. Still, we can prepare to defeat enemy snipers. Patrol element or team leaders should constantly try to identify likely firing points and anticipate their own reactions to a sniping. Normally, snipers in an urban environment have a detailed withdrawal plan. Once a patrol comes into contact with a sniper, the patrol leader must immediately assess the situation and maneuver the patrol accordingly. The goal is to kill the sniper or cut off his escape and capture him. There are three phases for reaction to a sniper: initial contact, immediate follow-up, and subsequent follow-up.
9 Basic Officer Course

Initial Contact - The initial contact begins when the sniper fires the first shot. The patrol will seek cover and try to locate the shooter. The element or team in contact will attempt to identify the firing position while that element leader determines appropriate cut-off positions and relays them to flanking elements. Flank elements then set up along likely escape routes, preventing the sniper from escaping. The period of contact ends when the gunman is located, or the patrol leader decides to continue on with the patrol without pursuing the sniper. Immediate Follow-Up - Flanking elements maintain their positions and prevent civilians from entering the area. The patrol leader moves to link-up with the element in contact (if not his own), and makes an estimate of the situation. The patrol leader sends a report to higher headquarters, coordinating casevac or quick reaction force assistance if necessary. Subsequent Follow-Up - The aim of the subsequent follow-up is to clear the building. You may be able to do this with just your patrol, or you may need support from other patrols or a quick reaction force. Once you have the necessary combat power you attack the building. Recon and isolation of the objective have already been done, so you can begin gaining a foothold and seizing the objective.

Reaction to an Improvised Explosive Device (IED) IEDs are a common ambush tactic employed by terrorists and insurgents in urban environments. The appropriate response to a suspected IED has five steps known as the five Cs CONFIRM: The patrol leader confirms the presence of the suspicious item. This must be done from a safe distance, always assuming that the IED will be detonated at any time. Use binoculars, or other optics to assist in confirming the IED from a safe distance. Report the device to higher and coordinate for support. CLEAR: Every Marine moves to a safe distance away from the IED, at least 300 meters, or a combination of distance and sturdy cover. Look for secondary IEDs and begin the five steps again if any are discovered. Clearing has to happen very quickly for the safety of the Marines. CORDON: The area must be cordoned to prevent unauthorized personnel, friendly or civilian, from exposing themselves to the IED. CHECK: Marines check the area for suspicious personnel. CONTROL: The patrol leader controls the area, allowing only necessary personnel inside the cordon. The patrol provides security for EOD personnel on the scene. Sometimes IEDs are used to initiate an ambush, or used in conjunction with a sniper or secondary IEDs. Always expect and plan for the worst. Reaction to a Complex Ambush Marines' greatest danger during urban patrols is a complex ambush. These can involve IEDs, RPGs, snipers, machinegun fire, and small arms fire. Here we will focus on an ambush that starts with an IED, and is followed by small arms fire.

10

Basic Officer Course

B4T5579

Urban Patrolling

Contact Phase Marines in the kill zone must get out as soon as possible. The rest of the patrol seeks cover and concealment. If the patrol can orient on the source of SAF, it should immediately return fire attempting to gain fire superiority. Immediate Follow Up If possible, the Support Element will establish a SBF pos IOT to suppress the enemy. If possible, HE should be employed to break enemy fortified positions prior to assault element making entry to a fortified position. Support Element provides CASEVAC support with an aid and litter team. The Security Element will isolate adjacent buildings and BPT provide CASEVAC support while the assault element closes with and destroys the enemy. Subsequent Follow Up Once enemy threat has been eliminated, Patrol sweeps the kill zone for possible secondary IED's and moves casualties to CCP. Patrol leader calls in 9-line CASEVAC report and coordinates extract of all casualties. QRF support should also be requested as soon as possible. In urban fighting, the streets are typically killing zones while courtyards and buildings provide cover. One of the very first reactions to an ambush in an urban environment should be to get inside a courtyard or building. Marines should begin returning fire from the building. Marines should begin returning fire from the buildings as they prepare to maneuver against the enemy. The urban environment will make the ambush even more disorienting than in the tree line. Marines should expect to have a great deal of difficulty identifying the source of the fire. Be very careful when handling casualties early in the ambush. The initial IED or small arms fire may be used to lure Marines into a daisy chain of IEDs. Be aware of the secondary IED threat and understand the risks involved when moving toward initial casualties. The ambush may be a hit-and-run attack, or it could be a sustained ambush. As the siituation unfolds, the patrol leader must decide how to respond. Information Operations (IO) Countering enemy propaganda and spreading our message is a critical component of counter insurgency. We use IO to gain support, build the legitimacy of the host nation, and to discredit insurgents. Urban patrols are one of the best times to conduct IO, whether posting and handing out flyers, or talking to civilians. Work with the IO officer to get materials and confirm talking points. Debriefing Urban Patrols The patrol debrief is when information about the enemy and civlian population is gathered sent to the intelligence section. Every Marine on patrol is an intelligence collector. It is impossible to know who may have seen something of value until a detailed debrief is conducted. In addition to enemy TTPs, urban patrol debriefs should collect valuable information about the population. How did they react to the Marine patrol? Was their reaction different today than in the past? Changes in behavior can indicate enemy activity, or provide feeback on the effectiveness of Marine operations. Summary Urban patrols share many traits with traditional patrols. However, the complex environment creates specific planning requirements and counters to enemy threats. Knowing the fundamentals behind the TTPs will allow you to tailor TTPs to your environment and your patrol. Understand and plan for how the civilian population will affect a patrol.

References
Reference Number or Author MCDP 1 MCDP 1-0 MCWP 3-11.1 MCWP 3-35.3 MCRP 3-11.1B MCRP 3-16C MCWP 3-33.5 TTECG MCWP 3-11.3 Reference Title Warfighting Marine Corps Operations Marine Rifle Company/Platoon Military Operations on Urbanized Terrain (MOUT) Small Unit Leaders Guide to Weather and Terrain Tactics, Techniques, and Procedures for Fire Support for the Combined Arms Commander Joint Marine Corps/Army COIN Manual Mojave Viper Urban Warfare Training CD-ROM Scouting and Patrolling

Glossary of Terms and Acronyms


Term or Acronym GEOMETRY OF FIRES Definition or Identification Active and continuous placement of units, Marines, and sectors of fire to ensure that, in the moment when fires are needed, the ability to fire is not masked by Marines or by innocents. Going firm is taking a tactical pause (short security halt) in order to regain direction and control, improve situational awareness, conduct resupply if needed, and redistribute assets to include ammunition and gear. These are the alert Marines placed in ambush, unseen by the enemy, watching over their units. The purpose of these Marines is to occupy a position of advantage over any approaching hostile force or individual. Originally the British term for varying the rate of movement ranging from short halts to brief periods of double-timing. Now the term also includes never standing still for long, making it difficult for a sniper to aim in. A unit that is on an alert status and capable of responding throughout an assigned area of operations in order to provide assistance across the spectrum of conflict.

GO FIRM

GUARDIAN ANGEL

HARD TARGETING

QUICK REACTION FORCE

12

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

URBAN OPERATIONS IV SECURITY OPERATIONS IN AN URBAN ENVIRONMENT B4T5619 STUDENT HANDOUT

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Security Operations in an Urban Environment


Introduction The purpose of this handout is to assist in your understanding of the application of security operations in an urban environment. The complementary class is approximately one hour long and introduces you to theory and planning considerations associated with security operations; specifically vehicle checkpoint and cordon and search operations. Two of the most common operations conducted in an Urban environment are vehicle checkpoints and the cordon and search. Understanding the basics principles of these two types of operations, in addition to what you have already learned, will enable you to operate effectively in the uncertain urban environments. As provisional rifle platoon commanders, all Marine officers are required to understand the tactics, techniques, and procedures associated with these types of missions. In this lesson, you will learn types and components of vehicle checkpoints and planning considerations for each. You will also learn the elements of a cordon and how to plan and task organize for cordon and searches. This lesson covers the following topics: Topic Vehicle Checkpoints Vehicle Searches Cordon and Search Operations Summary References Glossary of Terms and Acronyms Notes Page 4 7 10 29 30 30 30

Importance

In This Lesson

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Security Operations In An Urban Environment


Learning Objectives Terminal Learning Objectives 0311-MOUT-2002 Given a squad with attachments, vehicle control point equipment, and a mission with commanders intent, lead a squad in a hasty vehicle / personnel checkpoint to accomplish the mission in accordance with commanders intent. 0302-MOUT-1004 Given a Platoon, Vehicle Control Point (VCP) equipment, and a mission with commanders intent, lead a unit in a deliberate vehicle / personnel checkpoint to accomplish the mission in accordance with commanders intent. 0302-MOUT-1107 Given a Platoon, an objective, a mission and a commanders intent, lead a cordon and search operation to accomplish the mission in accordance with commanders intent. Enabling Learning Objectives 0302-MOUT-1004a Without the aid of references describe the three types of vehicle checkpoints without omission. 0302-MOUT-1004b Without the aid of reference, describe escalation of force procedures without omission. 0302-MOUT-1004c Without the aid of reference, describe vehicle / personnel checkpoint task organization without omission. 0302-MOUT-1004d Without the aid of reference, describe components of a vehicle / personnel checkpoint without omission. 0302-MOUT-1105d Given a Platoon, a mission, a commanders intent and a mental estimate of the situation integrate 5-3-5 into execution to accomplish the mission. 0302-MOUT-1107a Without the aid of reference describe cordon and search task organization without omission.

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Vehicle Checkpoints (VCPs)


Introduction. Terrorists and Insurgents commonly use vehicles to transport personnel, weapons, explosives, and equipment. The enemy also employs vehicles as weapons systems; specifically as Vehicle Born Improvised Explosive Devices (VBIEDs). This creates the necessity to plan for and employ active defensive measures to guard against and disrupt vehicle specific threats. Vehicle checkpoints are established to screen vehicles and disrupt enemy vehicular operations in order to influence the area of operations. Types. The three types of vehicle checkpoints (VCPs) are as follows: Deliberate. A deliberate VCP is a permanent, fortified checkpoint usually placed along an approach to a built up or restricted area i.e. Forward Operating Base (FOB). Hasty. A hasty VCP is a pre-planned, temporary checkpoint in support of a specific operation or during a specific time of day/year. Snap. A snap VCP is an immediate checkpoint employed during a patrol based on a fragmentary order from higher or at the patrol leaders discretion. Components. Vehicle checkpoints can be categorized in to four components: Security. Positions in support of and around a VCP are established in order to provide security from external threats and cover vehicles within the checkpoint itself. Posture, Personal Protective Equipment (PPE), terrain, control measures, and standoff all must be employed effectively to provide protection. Sector of fire, trigger lines, Escalation of Force (EOF) measures and engagement criteria are used to control fires. See example below. Guardian Angel. Marines are placed in a covert overwatch position(s) in order to provide situational awareness and counter-ambush capabilities. Guardian angels are specifically tasked for this mission; they cannot accomplish this mission in conjunction with other VCP responsibilities. Serpentine. Physical barriers are emplaced to slow, canalize, turn and stop vehicles entering the checkpoint. The serpentine component can range from a single set of spike strips employed in conjunction with smoke at a snap VCP to multiple layers of concertina wire and concrete barriers at a deliberate VCP. The overall goal of the serpentine is to control the approach speed of a vehicle to a manageable level. Search Area. Marines conduct vehicle and personnel searches at a designated area within the established serpentine to look for and prevent the flow of enemy personnel, weapons, explosives and equipment. Planning Considerations. The static nature of checkpoints increases the using units vulnerability. Times and locations of hasty and snap VCPs should be varied and checkpoint locations should be selected to provide enough distance in order to allow Marines to conduct EOF procedures appropriately if vehicles do not stop. Additional equipment is often required for VCPs. Integration of local security forces and translators can be extremely beneficial. More detail on planning considerations can be found in Section 3-23, MCRP 3-33A Counterguerilla Operations.

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Vehicle Checkpoints (Continued)


Examples trigger line and Escalation of Force (EOF) steps for VCP.
Engage tires or engine Pen flare, pop-up

From MCWP 3-11.1 Scouting and Patrolling

Buddy team
Engage driver Elevate weapon & sight in Hand & Arm Signals Horn , Siren, light

Distances between trigger lines are extended as far as the terrain allows the lines must be clearly identified. Buddy team works together to institute steps.

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Vehicle Checkpoints (Continued)

Hasty vehicle checkpoint conducted by a mounted patrol

Note If only 4 Vehicles; eliminate one at conduct vehicle / personnel search and chase and use Block Road and Chase Vehicle IOT pursue

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Vehicle Searches
Overview. Search techniques are divided into three categories. The categories vary according to the intensity of the search. There is no clear boundary between the categories and the extent of the investigation at each stage depends on the suspicion aroused. Categories include: Initial Check. The initial check is the first part of the searching process carried out on all vehicles and used to select vehicles for a more detailed examination. Occupants are asked to step out of the vehicle and are quickly searched. Search personnel may ask the driver to open the trunk and hood. Search personnel at the entrance to barracks and other installations should know the threat from large vehicle mounted bombs. Up to three personnel are required for the search, and the search normally takes about 3 minutes per vehicle. o o o o o o Ensure at least two people conduct the search: One guard (driver and occupants) One searcher (vehicle) Stop the vehicle at the search site. Have all occupants exit the vehicle and move them to one location. Instruct the driver to turn off the engine, and then open the hood, trunk, and all doors. Get phrases from interpreter prior to mission or tape record phrases from an interpreter. Continue the search once the above is complete. Question or search of the driver and occupants is optional. Begin and end the exterior search at the front of the vehicle, moving in a clockwise direction. Visually search of the exterior and top of the vehicle. Visually search of the underside of the vehicle. Search the interior starting at the front compartment, then the right side, then the rear compartment, then the left side, ending at the front. Complete the search. Instruct the driver and occupants to continue.

o o o o o o o o

Primary search. This is a full search of select vehicles. Vehicles may be selected randomly, In Accordance With (IAW) screening guidelines or due to similarities to vehicles associated with previous events (a Be-On-the-Look-Out (BOLO) list). This search usually entails checking the interior, exterior, engine and trunk compartments and mirror checks of the vehicle underside. It should take two to five minutes. Primary search include those of those of the initial search and may add the following o Question or search the driver and occupants. o Check the inside of the front hood. o Check the rear compartment.

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Secondary search. This is a detailed search of a suspect vehicle. A vehicle becomes suspect usually due to screening or discovery of items during a primary search. This thorough search is manpower and time intensive. It may include disassembling panels, checking interiors of wheels, and so on. At the basic level, to conduct a secondary search of a vehicle o Ensure at least four people conduct the search: Two for the driver and occupants. Two more for the vehicle. o Assume that the driver and occupants or the vehicle itself is suspect. o If possible, have the vehicle stop in a safe and secure location. o Instruct the driver to turn off the engine, open the hood, open the trunk, and open all doors. o Obtain the keys from the driver. o Move the driver and occupants to a separate location. o Detain and search driver and occupants while searching the vehicle. o Begin the vehicle search at the front and end at the rear. One searcher searches the right front, right side, and right rear. The other searcher searches the left front, left side, and left rear. o Conduct a visual search of the exterior and top. o Conduct a visual search of the underside of the vehicle. o Without entering, conduct a visual search of the interior of the vehicle. o Ensure the engine is off, and then ensure the hood, trunk, and all doors are open. o Check the inside of the front hood. o Check the interior left and right sides. o Check the rear compartment. o Complete the search. o Return keys to driver. o Instruct driver and occupants to continue.

Search Considerations. Be quick, thorough, and efficient. This will reduce complaints. Children, babies, pets, old people, young women, and infirmed civilians should not deter operations. If necessary, request special or additional assistance. Use common sense. Look for anything unusual, i.e., scratched screw heads, repaired upholstery, new bodywork etc. Low-riding or overloaded vehicles. Nervous driver or passengers. Remembering details of searched vehicles could be useful in future operations. Vehicle Types Vehicles are generally categorized into four types: Automobiles (cars), motorcycles and bicycles, buses, and heavy goods vehicles (trucks). Search considerations for the car are covered above as part of basic vehicle considerations. Search considerations for the three additional vehicles follow:

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Vehicle Searches (Continued)


Motorcycles and Bicycles Basic motorcycle and bicycle search procedures include Ensure at least two people conduct the search. o One for the driver and passenger. o One for the vehicle. Have the driver or a passenger turn off the engine and dismount. Visually inspect the vehicle and any compartments on the vehicle. Complete the search. Instruct driver and passenger to mount up and continue.

Heavy Goods Vehicles (Trucks)


Basic heavy goods (truck) vehicle search procedures include Ensure at least three personnel conduct the search. o One for the driver and occupants. o Two for the vehicle. Set aside an area to search these vehicles due to their length and amount of cargo. Instruct the driver to turn off the engine, open the hood, and open all doors. Check the drivers credentials and cargo manifests. Inspect to the degree required for the cargo. Complete the search. Instruct driver and occupants to secure load and continue. Buses Basic bus search procedures include Ensure at least four people conduct this search. Two for the driver and occupants. Two for the bus itself. Set aside an area to search buses due to their length, potentially large number of occupants, and lots of luggage. Instruct only the driver to turn off the engine and open all exterior compartments. Initially, board the bus, check all occupants' identification, note seating arrangements, and check carry-on baggage. If a full search is required, have all occupants exit the bus with their baggage, and then detain them while you search the bus and baggage. Complete the search. Instruct driver and occupants to reload and continue.

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Cordon and Search Operations


Purpose. A cordon and search mission is conducted to systematically search for enemy personnel, weapons, supplies, explosives or communications equipment. Cordon and search missions can be conducted on varying scales, either large cities which harbor significant insurgent infrastructure or searching one house or building identified by intelligence as a possible weapons cache.
(1) Terms. The following three terms are used when discussing cordon and search operations: (a) Objective Area - The area where the cordon and search takes place. (b) Target Area - The area immediately surrounding the target, which may be a house, a series of houses, etc. (c) Target - The location of the High Valued Target (HVT), weapons cache, etc.

Principles. Cordon and search operations are almost always inextricably linked with counterinsurgency operations. Accordingly, the basic principle of searching a populated area is to conduct it with limited inconvenience to the population. Target selection is based on a variety of intelligence developed through local sources or higher level assets. Task organization and levels of force employed are varied to mitigate effects on the populace. This is done based on the threat level of the target. A target where enemy contact or capture is less likely is executed with a lower level of force. This is often referred to as a cordon and knock; the search element knocks on the door of the target and requests permission to search. Cordon and search missions in more hostile areas or targets based on higher quality intelligence are usually executed more like raids; a breach usually mechanical is executed to gain entry into the target.
Principles of Cordon and Search (1) Speed - Cordons should be rapidly established with an immediate transition to a search of the target. Rapid tempo is critical to maintain the initiative and to reduce the enemys ability to react or escape. Speed will limit the enemys capability to react and mitigate organized opposition by the local populace. (2) Surprise - All efforts must be made to deny the enemy the opportunity to react. (3) Isolation - The target area and the target must be physically isolated by establishing a cordon around each site. The cordon serves to prevent escape from the area, repositioning by enemy elements, or reinforcement. (4) Target Identification - Personnel must be properly tasked and trained to identify, capture, and/or exploit targeted enemy personnel and material. (5) Timeliness - It is critical to strike a balance between actionable intelligence, target activities, desired end state, and execution of the cordon and search. Failure to do so allows the enemy to gain the initiative, reposition as he desires, and escape. (6) Accountability - Frequently during a cordon and search several elements are executing decentralized operations. It is critical that all personnel and assets are accounted for and not left behind during the egress.

10

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

(7) Minimization and Mitigation of Collateral Damage - Cordon and search operations are focused on eliminating threats or potential threats. If the operations cause excessive or unnecessary collateral damage, this may create resentment, which emboldens the enemys cause. Actions that cause extensive collateral damage may also constitute violations under both the law of war and the Uniform Code of Military Justice (UCMJ). (8) Detailed Search - Target areas must be thoroughly and extensively searched to ensure all of the enemys assets are captured. This requires proper coordination, marking, and adherence to unit SOPs. Target areas cannot simply be cleared they must be properly searched. Train elements within your unit to conduct Sensitive Sight Exploitation (SSE). (9) Legitimacy - Cordon and search operations focus on supporting the efforts of a legitimate Host Nation government. The use and integration of properly trained Host Nation Security Forces are a requirement toward this end. Phases of a Cordon and Search. (1) Planning - The planning phase is used to define the sequence of action by each element to synchronize their tasks to ensure mission success. As time available to plan and prepare for a cordon and search mission is generally limited, it is often necessary to conduct planning while reconnaissance and intelligence collection are ongoing. As additional information becomes available, it is integrated and the plan updated as necessary. While many of the tasks required by a cordon and search is part of a unit SOPs, it is necessary that pre-mission rehearsals be conducted to identify any gaps or seams and that all mission elements and teams understand their tasks (i.e. BAMCIS). (2) Reconnaissance - Every target area should be reconnoitered prior to execution using many of the available resources. The reconnaissance plan must not provide the enemy with indicators of an impending cordon and search. For example: A reconnaissance patrol should not be conducted in an area where our forces do not habitually operate since it could compromise execution of the cordon and search. Often reconnaissance is conducted with overhead imagery (UAV/Satellite). (3) Movement to the Objective - The timing, routes, and execution of movement to the objective should consider the factors of METT-TC and whether it should be simultaneous or phased. A route recon should be conducted both during the day and night for planning purposes. (4) Isolation - This is key to successful execution of the search. It consists of an outer cordon and an inner cordon. The objective may be isolated simultaneously or sequentially. Frequently, the search may have to be executed immediately after the cordon is established. The outer cordon isolates the area and the inner cordon isolates the objective. (5) Search - This includes everything from clearing and search of target areas, consolidation and reorganization, and mitigation of negative effects caused by the search. The search should be conducted by trained members of the Assault Force. (6) Withdrawal - During this phase the unit may be the most vulnerable. To mitigate risk, staybehind elements may be left to cover the withdrawal, different routes and timing may be used, or other techniques may be employed such as simultaneous or phased withdrawals to mitigate the enemys ability to attack.

11

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

d. METT-TC Considerations. A commander should use the full range of intelligence from his subordinates and staff and apply all lessons learned about his Area of Operations (AO) to each mission (civilian considerations may change on a daily basis). (1) MISSION - Most cordon and search operations are enemy-oriented and designed to capture or destroy enemy forces, material, or capability to operate covertly. (2) ENEMY - Enemy considerations drive the tactical planning. Commanders should consider the following enemy actions when planning a cordon and search: (a) Enemy resistance in the route or routes into the target area - This includes the emplacement and use of IEDs and booby traps as well as ambushes. Using aviation, unmanned aircraft systems (UAS), or mounted patrol reconnaissance just ahead of the cordon and search force will assist the commander in finding and using the path of least resistance into the target area. (b) Enemy resistance in the objective area - In an urban area the commander must consider the possibility of enemy outposts in adjacent houses or courtyards, on the roofs of adjacent buildings, in subterranean hide positions, etc. The cordon forces must be aware of these suspected enemy positions. (c) Enemy resistance at the target - During planning the commander must assess the type and level of resistance expected. Intelligence and other information sources will assist in defining the necessary Scheme of Maneuver (SOM) based on the threat. (d) Enemy resistance departing the objective area - Again, this includes emplacement and use of mines, booby traps, and ambushes. Using aviation or UAS reconnaissance assets will assist the commander in a quick egress. Commanders should strongly consider using a separate ingress and egress route or a stay behind force. (3) TERRAIN - Terrain considerations for a cordon and search are similar to those for most other operations in urban terrain. Commanders must consider obstacles, avenues of approach (to include enemy avenues of withdrawal), key terrain, observation/fields of fire, and cover and concealment when evaluating the terrain. (4) TIME - The time available before mission execution determines whether the unit will execute a hasty or deliberate cordon and search. Commanders must also consider the time of day they are conducting these operations, whether they want to conduct them in the early morning hours before people arise and go to work or if in warmer climates they want to conduct them in the middle of a hot afternoon when people are likely to be indoors trying to escape the weather. Plan for the time of day the HVT is most likely to be home. (5) TROOPS AVAILABLE - Commanders must thoroughly evaluate the number of assets available for each cordon and search mission. The composition of each element of the cordon and search will vary from unit to unit, but commanders must ensure they have adequately resourced each element to meet the possible threats and accomplish their task and purpose. Plan for attachments. (6) CIVILIAN CONSIDERATIONS - Most cordon and search operations will occur in populated areas and civilians must be considered in the planning process. (a) Occupants and Neighboring BuildingsCommanders must consider the various categories of occupants they will find and how to separate them from the search activities. Units

12

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

must be prepared to deal with women, children, ill, and elderly occupants of the target and to provide for their security and safety. The cordon and search elements must be prepared to search buildings immediately neighboring the target site. Neighboring buildings may share walls or fences with the target site and provide either a covered means of escape or additional cache sites for equipment. (b) Neighbor(s)Units must plan to communicate with the people in the surrounding area. Commanders must plan to use a megaphone or tactical psychological operations (PSYOP) team to inform the neighbors of any specific instructions the unit needs the community to follow. (c) Cultural SensitivityMarines must be aware of cultural taboos and ensure that their action or inaction does not incite the non-combatants in the target area. (d) Perception Management (Neighborhood Follow-up)Units may plan to follow-up with the neighborhood after a cordon and search. Either through a Provisional Reconstruction Team (PRT) or civil affairs (CA) team or through conversations with local leaders, the unit may communicate some information about the cordon and search. For instance, if the unit found an insurgent with bomb-making materials, the unit may communicate that to the neighborhood. If a unit fails to communicate that information to them, then the neighborhood may perceive the detention of their neighbor as a sign of American cruelty or unfairness. The benefit of the neighborhood understanding cordon and search operations could be the difference between that neighborhood supporting and harboring insurgents or that neighborhood denying safe haven to future insurgents. It may be necessary to prepare a PRT or CA team to document damage caused during a search and reimburse the occupants on-site.

Task Organization
The elements within the Cordon and Search Force are similar to the methods used in task organizing a patrol or raid force, in that a general organization to conduct major tasks is established. This breaks the unit into sub-elements. Sub-elements can be further broken down into teams to conduct special tasks based on mission requirements. The below figure depicts the task organization of a cordon and search force.

(HQ)

(Outer Cordon)

(Inner Cordon)

(1) Command Element - The command element is the headquarters of the unit conducting the mission. It provides command and control for the operation, coordinating the various assets. (2) Security Element - The security element is responsible for isolating the objective area. The security element prevents possible outside influence affecting the mission of the search/assault and Support force and prevents ingress/egress of enemy and indigenous personnel from the objective area. (a) Outer cordon prevents anyone from entering the objective area and assists the inner cordon in preventing the enemy from escaping from the objective. Possible tasks include: Block - to deny the enemy access to a given area or to prevent enemy advance in a given direction or an avenue of approach.

13

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Interdict - to prevent, hinder, or delay the use of an area or route by enemy forces. To seal off an area by any means; to deny use of a route or approach. Isolate - to seal off, both physically and psychologically, an enemy from his sources of support, to deny an enemy freedom of movement, and to prevent an enemy unit from having contact with other enemy forces.

(3) Support Element - The support element is responsible for isolating the objective. The security element prevents possible outside influence affecting the mission of the search/assault and prevents ingress/egress of enemy and indigenous personnel from the target objective. (b) Inner cordon accomplishes a similar task as the outer cordon but only for a specific area such as a block, building, or portion of a building. An inner cordon is established to isolate the specific objective in which the target is located. An inner cordon prevents enemy movement within the specific area and prevents enemy ingress into and egress from the target objective. Fixto prevent the enemy from moving any part of his force from a specific location for a specific period of time. Isolateto seal off, both physically and psychologically, an enemy from his sources of support, to deny an enemy freedom of movement, and to prevent an enemy unit from having contact with other enemy forces. Blockto deny the enemy access to a given area or to prevent enemy advance in a given direction or an avenue of approach. Interdictto prevent, hinder, or delay the use of an area or route by the enemy forces. To seal off an area by any means; to deny use of a route or approach. Suppressto temporarily degrade the performance of a force or weapons system below the level needed to accomplish the mission. Contain--To stop, hold or surround enemy forces or to keep the enemy in a given area and prevent his withdrawing any part of his forces for use elsewhere. (4) Assault Element - The assault/search elements mission is to clear, search, and assault targets within the specific building or area that the target(s) are located and to capture, kill, or destroy the target. The assault element initiates action once the outer and inner cordons are in place. It is imperative that this element not only understands but can comply with Rules of Engagement (ROE) in a dynamic environment and this issue is addressed upfront during planning and throughout all phases of the cordon and search. The commander of the unit conducting the cordon or the assault/search element leader may break this element down into separate groups to accomplish its assigned tasks. Possible tasks include: Search - to conduct a movement to go over or look through with the intent of finding something. (b) Seize - to clear the target area and obtain control of it. (c) Clear - to remove all enemy forces and eliminate organized resistance in an assigned zone, area, or location by destroying, capturing, or forcing the withdrawal of enemy forces. (d) Secure - to gain possession of a position or terrain feature with or without force and to prevent its destruction or loss by enemy action. Destroy - to physically render an enemy force combat ineffective. To render a target so damaged it cannot function as intended nor be restored to a usable condition without being entirely rebuilt. Special Teams and Assets. The following special teams and assets should be considered during planning. Team leaders should be included where applicable in the planning phase of the operation to enhance commanders on their capabilities. These functions may be performed by multiple personnel/teams and may include: (1) Host Nation Security Forces

14

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

(2) Field Interview Teams (3) Documentation Teams (4) Demolition Teams (5) Mine Detection Teams (EOD) (6) Tunnel Reconnaissance Teams (7) Fire Support Teams (8) Joint Terminal Attack Controller (9) Aviation assets (10) Tactical HUMINT Teams (11) Tactical PSYOP Teams (12) Civil Affairs (CA) Teams / Provisional Reconstruction Teams (PRT) (13) Interpreters (14) Detainee Teams (15) Military Working Dogs (16) Medical Teams (17) Sniper Teams

Geometry of Fire and Indirect Fire Planning


The commanders fire plan must explain how the unit will achieve its purpose while maintaining the safety of his unit members. This is enabled by taking into account the dispositions of the friendly elements conducting the cordon and search operation and the ballistics of the direct and indirect fire weapons supporting the operation. (1) Direct Fire Planning Considerations Specific to Cordon and Search. (a) Outer Cordon - The outer cordon force commander needs to establish clear sectors of fire that are oriented away from the cordon. Planners must analyze the area of the outer cordon and identify local conditions that will restrict or limit direct fire capability. Weapons mix and capabilities will be adjusted based on the analysis of the objective area. (b) Inner Cordon - The inner cordon element must use strict and well planned fire control measures to avoid fratricide with the assault/search element and the outer cordon. The personnel of assault/search element must recognize the hazard to both the inner and outer cordon forces caused by firing through exterior doors and windows. Planning for the cordon and search must position each element and establish clear fire control measures to prevent fratricide. (2) ROE and Escalation of Force Training. ROE specify the circumstances and limitations under which forces may engage. They include definitions of combatant and noncombatant elements and prescribe the treatment of noncombatants. Factors influencing ROE are national command policy, the operational requirements, and the law of war. ROE always maintain the right of US personnel to use the force necessary to accomplish selfdefense and specify the conditions which allow the use of deadly force. ROE must be briefed and checked during the preparation phase of the operation to ensure all members of the cordon and search have a clear understanding. Changes to the ROE must be immediately disseminated by the chain of command and briefed to each Service member and leader in the cordon and search mission. Both lethal force and nonlethal force are included in the planning for the various conditions or circumstances that require force escalation. Escalation procedures are briefed and rehearsed during the preparation phase of the cordon and search mission. Escalation procedures should be planned for and briefed during the orders process to include transitions to a higher threat environment; i.e., assault or raid. The procedures should be based on the theater ROE.

15

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

The Outer Cordon The outer cordon isolates the objective area and prevents enemy or civilian influence. As such it requires detailed planning, effective coordination, and meticulous integration and synchronization to achieve the combined arms effects, lethal and nonlethal, required for mission execution. (1) Some considerations for the outer cordon include: (a) Vehicles for VCPs and/or blocking positions (b) Battlespace geometryfire planning and coordination (c) Overwatch positions (d) Aviation assets to observe target area and inform outer cordon if vehicles or persons leave the target area. Constant communication between the aviation element and the outer cordon will better facilitate the isolation of the target area. (e) An initial detainee collection point for the receipt and temporary holding of detainees. (f) An initial material collection point for consolidation of captured material. (2) Each subordinate outer cordon element (VCP, blocking position) must have a designated leader and a clear task and purpose. Weapon systems to consider for outer cordon positions are tracked and wheeled vehicles with weapons systems, crew-served weapons, javelin with the Command Launch Unit (CLU), and snipers or designated marksman. (3) The leader of the outer cordon element must develop and maintain situational awareness (SA) of his area of responsibility as well as the areas of the inner cordon and the search elements. This will enable him to anticipate threat activity, control direct and indirect fires, and facilitate the achievement of the outer cordons task and purpose. Aviation assets, communications systems, and reporting procedures must be implemented to facilitate SA for the entire element. (5) Methods to consider when establishing outer cordon positions: (a) Hasty VCP. One method of executing the outer cordon is by the employment of hasty VCP, which will allow personnel and/or vehicles to depart or enter the outer cordon at the commanders discretion. VCPs will typically be used in long duration cordon and search operations. Subordinate elements use Class IV materials to construct a VCP to facilitate personnel and vehicle searches IAW the cordon and search commanders intent. This method is used when cleared traffic will be allowed through. Construction of vehicle, personnel, and material holding areas will aid in security and improve overall operations. See the tactical control measures section of this chapter for detailed information. (b) Blocking Position. Another method of executing the outer cordon is the blocking position. Differing from the VCP, the blocking position does not allow for the passage of personnel or vehicular traffic. When planning cordon and search operations consider the ramifications of not allowing any traffic through the outer cordon during the operation. This impact may be minimal during low traffic hours, but may cause a riot if conducted when people are attempting to get to work. (c) Screening Forces. The outer cordon area may be too large to be covered entirely by blocking positions or VCPs. The use of mounted or dismounted patrols, listening posts (LPs)/observation posts (OPs), guardian angels and snipers may augment the outer cordon. If employed, ensure that each element knows the routes and positions of the screening forces. The elements can be used to provide observation of fleeing personnel or deter infiltration along secondary routes. Ensure that screening forces have adequate combat power.

16

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Depicts an outer cordon element arrayed around an objective to block enemy or insurgent forces. The element employs a combination of blocking positions and screening forces.

(7) The outer cordon is NOT an independent operation. Rather it is an integral part of the cordon and search. The outer cordon secures the objective area and in doing so contains the enemy and is the initial barrier to enemy reinforcements. The Inner Cordon (1) The inner cordon isolates the target in order to protect the assault/search element from threat activity such as direct fire, grenades, explosives, or civil disturbances and prevents escape from the objective area. As such it requires detailed planning and effective coordination, as well as meticulous integration and synchronization to achieve the combined arms effects, lethal and nonlethal, sought by the commander. (See figure III-2.) Inner cordon tasks include the following: (a) Serves as overwatch/support by fire/security for the assault/search element. (b) Serves as an immediate reserve for civil disturbances and for the assault/search element. (c) May establish multiple inner cordons for multiple targets. (d) Maintains communication with the search element and coordinating fires within the inner cordon element. (f) Uses supporting structures in built up areas. This may require forces to clear and secure surrounding buildings to provide overwatch to the target/building. (2) The unit performing the inner cordon (SBF, overwatch positions) must have a designated leader and a clear task and purpose. Weapon systems to consider for inner cordon positions include, but are not limited to, medium or light crew-served weapons and small arms, light antitank weapons (LAWs), and grenades.

17

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

(3) The leader of the unit conducting the inner cordon must develop and maintain situational awareness of his area of responsibility as well as the areas of the outer cordon and the assault/search element. Close coordination with the assault/search element is essential. This will enable him to anticipate threat activity, control direct fires, and facilitate the achievement of the inner cordons task and purpose. Aviation assets may be able to assist the inner cordon force in locating and tracking escaping personnel, but typically the inner cordon commander does not control the air assets. The mission command element will direct the air assets and relay information to either the inner or outer cordon as necessary. (4) The inner cordon is typically established by emplacing SBF or overwatch positions where they can best isolate the target area with overlapping sectors of observation and fires. Depending on the size or complexity of the target area, multiple inner cordons may be required.

(5) The inner cordon is also not an independent operation. Rather it is an integral part of the cordon and search. The inner cordon isolates the target area, provides security for the assault/search element and prevents potential enemy forces from escaping.

Assault/Search Element
a. The assault/search elements mission is to assault, clear, and search the target to capture kill or destroy the targeted individuals and/or materials. The assault/search element initiates action once the outer and inner cordons are in place. The element accomplishes its mission by gaining a foothold on or in the target to clear all enemy and noncombatant personnel, and by conducting a systematic search of the target. These areas may be searched selectively (only specific rooms/buildings/blocks) or systematically (everything within a given area). Due to the split second decisions that have to be made by small unit leaders, it is imperative that this element not only understands but can comply with rules of engagement (ROE) in a dynamic environment. b. To accomplish its mission the assault/search element has three primary tasks: securing, clearing, and searching the target. The assault/search element may be task organized into four teamsassault, search, security, and supportin order to facilitate accomplishing its mission.

18

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

All of these teams must understand and be prepared to assume the role of the other teams in the search/assault element. The assault/search element teams may conduct the following tasks: (1) Assault Team(s). The assault team/teams are responsible for entering, clearing, and searching buildings in order to capture or destroy enemy forces or equipment. The assault team conducts the initial assault into the target and uses speed and violence of action to move through the target to completely clear and seize the objective. In most circumstances, the target must be cleared of enemy forces, noncombatants, and/or booby traps before the search begins. The assault team can transition into the search team once the target is cleared (i.e., the assault team clears a house from bottom to top, transitions into the search team, and conducts a search from top to bottom). (2) Search Team(s). Once the target is cleared of combatants and secure, the search team will conduct its primary task of searching the target to capture or destroy the targeted individuals and/or materials. (3) Security Team(s). The security team provides immediate overwatch inside the target to the unit conducting the search. The security team also provides immediate security of detainees and noncombatants.

Movement to the Target


a. Techniques of Movement. Movement techniques to and from the target will be dictated by METT-TC. Commanders and staffs should make every effort to have subordinate units travel along different but converging avenues of approach, thus aiding in security, speed,

19

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

and surprise. Commanders must develop primary and alternate routes and be prepared to react to any contingency while traveling to the target (i.e., small arms, IED, vehicle damage/breakdown, etc.). b. Order of March. The Order of March (OOM) will be dictated by the commanders overall plan and scheme of maneuver formed during Course of Action (COA) development. c. Method of Movement. There are two primary methods of movement to the target: single point ingress and multidirectional ingress. (1) Single Point Ingress-- Movement to the target in a column along a single path facilitates easier command and control. All units approach the target and assume their position as a single unit and break off from the main body at predetermined release points. This technique reduces problems with command and control, timing and deconfliction of fires. However, this movement technique produces a much larger signature and is slower to seal off a cordon area. See figure III-4 for an example of a single point ingress to the target. (2) Multidirectional Ingress. Ideally, a cordon and search force moves to the target from multiple directions. Movement to the target through multiple directions provides a lower signature with fewer vehicles collocated during approach. This technique can be more effective by sealing off multiple avenues of egress simultaneously. Drawbacks to this technique include difficulty with command and control, division of forces, and deconfliction of fires. The multidirectional approach will require units to depart from the same assembly area at different times or from multiple assembly areas. See figure III-5 for an example of a multidirectional approach to the target.

Emplacement Techniques and Timing of the Cordon and Search Elements


a. Techniques. There are two techniques for emplacement of the cordon and search elements: simultaneously or sequentially. Careful consideration must be given to both as there are advantages and disadvantages to each technique. b. Simultaneous Occupation. (1) This occurs when the cordon and search elements occupy multiple positions at the same time. (a) Security elements may occupy the outer cordon simultaneously to completely isolate the objective area at one time. This requires precise timing and control. (b) Security elements (both inner and outer cordons), search elements, and support elements can occupy their initial positions simultaneously. (2) Simultaneous occupation facilitates the element of surprise, with rapid, synchronized emplacement of the inner cordon and search elements. It maximizes the units ability to ensure that targeted individuals/materials do not escape. (3) Some disadvantages of this technique are that it requires multiple routes, control measures/battle tracking (i.e., phase lines or check points to ensure that the positions are emplaced simultaneously), makes control a little more difficult for the commander, potentially makes CASEVAC more difficult, and spreads out the elements' combat power. It may also increase the probability of the outer cordon elements coming into contact with IEDs or direct fire engagements. Vehicles and the Local National (LN) populace may get trapped between the inner and outer cordon and cause unnecessary panic and control issues. In summary, disadvantages include: (a) Difficult to control. (b) Multiple routes required. (c) Additional control measures required. (d) CASEVAC is more difficult. (e) Combat power is spread out.

20

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Simultaneous Occupation

c. Sequential Occupation. This occurs when the elements occupy multiple positions in sequence. (See figures III-7, III-8, and III-9.) (1) The outer cordon is established first to isolate the objective. (2) The inner cordon is the next step to further isolate specific target areas and entry points. (3) The support element should be positioned where it can best support the other elements based upon established planning priorities. (4) The assault/search element should move in and begin executing when conditions have been set by the other elements. (5) Advantages (a) Ease of control. (b) Simplicity for planning and execution. (6) Disadvantages (a) Less effective at timely isolation of the objective area and the target. (b) Allows the enemy initial freedom to reposition or hide personnel and materials.

21

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Sequential Occupation (Sequence 1 Outer Cordon)

22

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Sequential Occupation (Sequence 2 Inner Cordon)

23

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Sequential Occupation (Sequence 3 Search Element)

d. Sequential emplacement of the outer cordon elements, or using one route in, and having outer cordon elements pass through the objective area is another technique. This technique facilitates C2, keeps combat power massed, facilitates CASEVAC, requires less planning, and the need for additional control measures and battle tracking to ensure synchronization. However, the elements approaching the objective from one side may be observed by the enemy and the targeted individual(s) may be able to escape, hide, prepare a counter attack, or emplace an IED.

Withdrawal from the Objective


a. Methods of Egress (1) Simultaneous. The simultaneous egress method is least preferred. It lacks overwatch as units leave the area. Moreover, the major element of surprise is lost. If this method is employed, care should be taken to use different egress and ingress routes whenever possible to avoid ambush.

24

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Simultaneous Egress

(2) Sequential. A sequential withdrawal from a cordon and search objective area will provide greater security for forces leaving the cordon area.

25

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Sequential Egress (Sequence 1 Search Element)

26

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Sequential Egress (Sequence 2 Inner Cordon)

27

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Sequential Egress (Sequence 3 Outer Cordon)

Egress Route Selection (1) Single Point. (See figure III-14.) Single point egress provides simplicity in movement from the objective area to a predestinated rally point. However, a single assigned point of egress may not be the simplest route off target for all elements of the cordon and search force as elements may have to move through the cordon site itself to reach the designated egress route. Depending on the terrain surrounding the target area a single point egress may be the only option. Care must be taken to ensure that the route is properly secured to avoid the possibility of enemy attack. (a) Advantage. C2 of all cordon and search force elements will generally be easier with this type of movement, as well as, ability to mass fire power if attacked. (b) Disadvantage. Single point egress canalizes the cordon and search force with the possibility of the egress route being blocked or overrun by insurgents entrapping them. (2) Multidirectional. (See figure III-15.) Multidirectional egress requires greater coordination for each cordon and search element. Accountability of personnel, detainees and equipment is essential. Well established rally points are essential for multidirectional egress. (a) Advantages Flexibility Security Speed (b) Disadvantages Accountability Control

28

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

Requires greater communication assets Ability to reinforce

Summary
This class exposes you to basic TTPs and planning considerations for vehicle checkpoints, vehicle searches, and cordon and search operations. There are many different ways to execute these operations. The threat level and enemy situation should guide the unit leader with respect to levels of violence, aggressiveness and force protection required. The guidelines outlined here are intended more for consideration and application at the platoon level and below.

29

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

References
Reference Number MCDP 1 MCDP 1-0 MCWP 2-6 MCWP 3-11.3 MCWP 3-33A MCWP 3-33.5 MCWP 3.33.8 MCWP 3-35.3 Reference Title Warfighting Marine Corps Operations Counterintelligence Scouting and Patrolling Counterguerilla Operations Counterinsurgency Multi-Service TTP for Conducting Peace Operations Military Operations on Urban Terrain (MOUT) Small-Unit Leaders Guide to Counterinsurgency

Glossary of Terms and Acronyms


Cordon and Knock Guardian Angel/Covert Overwatch ROE TTP VCP Term used to describe a cordon and search operation with a low level threat; the search team knocks on the door of the target and asks to search the objective. These are the alert Marines placed in ambush, unseen by the enemy, watching over their units. The purpose of these Marines is to occupy a position of advantage over any approaching hostile force or individual. Rules of engagement Tactics, techniques, and procedures Vehicle checkpoint

Notes

30

Basic Officer Course

B4T5559

Security Operations in an Urban Environment

INTERPRETER CONSIDERATIONS
1. Interpreter Considerations
a. Enablers. Enable communication between a provider and a client who do not speak the same language. (1) Enable communication as if no language barrier existed. (2) Culture mediation. (3) Recognize cultural barriers that impede effective communication. Social Values Time Authority (4) Styles of communication. (5) Determine in advance any specialized vocabulary to be used. (6) Maintain a professional relationship with both parties in order to appear unbiased. (7) Strive to remain objective without display of personal emotion. (8) Perform duties as unobtrusively as possible. b. Interpreter's Role. (1) Accurate interpretation of what is said, without embellishments, omissions, or editing. Including vulgar or embarrassing comments. (2) Maintain the tone and style of the speaker. (3) Never correct facts presented by a speaker. (4) Conduct communication in the first person. Note: The interviewer speaks directly to the subject, not through the interpreter. Example: Use the phrase What is your name? NOT Ask him what his name is. c. Modes of Interpreting. (1) Consecutive. Recommended. Speaker completes a phrase or thought followed by the interpreter's re-stating in the target language. (2) Simultaneous. NOT recommended. Interpreter speaks almost contemporaneously with the speaker. (3) Summary. NOT recommended. Interpreter listens to the speech of a speaker then summarizes and condenses the thoughts. Opportunity is great for omission of necessary information. (4) Intervention. An interpreter may at times need to intervene, or interrupt, during an interpreted session. For instance when: They did not hear correctly or completely. They need to clarify a technical term. They were interrupted by other parties. They state the interpretation is not yet complete. d. Tactical Questioning with the interpreter. (1) Place the interpreter behind the LN that you are communicating with in order to read the body language of the LN. Do not let the interpreter and LN look at each other when translating. Ensure the LN maintains eye contact with you the entire time.

31

Basic Officer Course

Notes

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

MECHANIZED PLATFORMS AND EMPLOYMENT B4U5939 STUDENT HANDOUT

Basic Officer Course

B4U5939

Mechanized Platforms and Employment

Mechanized Platforms and Employment


Introduction The Marine Corps is not a mechanized force, but by using assets from the tank, amphibious assault vehicle (AAV) battalions, and light-armored reconnaissance (LAR) battalions, the Marine Corps has the capability to "task organize" into a formidable mechanized force. You must have a sound understanding of the capabilities and limitations of mechanized forces to determine their proper employment. The information provided here will allow you to identify the Marine Corps mechanized platforms as well as understand the basic employment considerations. This lesson covers the following topics: Topic Amphibious Assault Vehicle (AAV) M1A1 Main Battle Tank Light Armored Vehicle (LAV) Characteristics of Mechanized Platforms Mechanized Employment Considerations Fundamentals of Mechanized Movement Summary References Glossary of Terms and Acronyms Notes Learning Objectives Enabling Learning Objectives MCCS-OFF-2103y Without the aid of reference, describe mechanized asset capabilities, without omission. MCCS-OFF-2103z Without the aid of reference, define team tank without error. MCCS-OFF-2103aa Without the aid of reference, define team mech without error. Page 3 8 13 18 20 22 25 25 25 25

Importance

In This Lesson

Basic Officer Course 2

B4U5939

Mechanized Platforms and Employment

Amphibious Assault Vehicle (AAV)


The AAV is the vehicle which separates the Marine Corps from other armed forces in the United States (US). It is the only truly amphibious vehicle in the US inventory. It can launch from amphibious shipping well offshore, swim to the beach through heavy surf, and then assault inland. Through all these phases, the AAV can provide heavy machine gun support from its up-gun turret which contains a MK-19 grenade launcher and an M-2 .50 cal machine gun, providing light armor protection for reinforced rifle squad of up to 21 combat loaded Marines. The Marine Air-Ground Task Force (MAGTF) uses AAVs, primarily as armored personnel carriers for its infantry forces during every stage of the battle from the amphibious assault to exploitation far inland. Mission. Amphibious Assault (AA) units are organized and equipped to land the surface assault elements of the LF and their equipment in a single lift from assault shipping during amphibious operations to inland objectives and to conduct mechanized operations and related combat support in subsequent operations ashore. In addition, AA units can conduct shore-to-shore assault operations, riverine operations, sea control operations in littoral areas, and other missions in support of MAGTF operations. Types of AAVs. The three AAV variants are:
Crew

AAVP7A1 RAM/RS troop carrier AAVC7A1 RAM/RS command and control variant AAVR7A1 RAM/RS recovery variant
AAVP7A1 RAM/RS
3 Combat-equipped: 52,120 pounds (EAAK, crew, fuel, OEM, and ammunition) 21 combat-equipped troops (at 285 pounds each) or 10,000 pounds of cargo Land at 25 miles per hour: 200 miles Water at 2,600 rotations per minute: 7 hours Land: 45 miles per hour Water: 8.2 miles per hour 8-foot trench span, 3-foot vertical wall Negotiate 6-foot plunging surf, cargo-loaded and survive 10-foot plunging surf without sustaining mission failure Daylight 1X or 7X power Night 7.1X power (passive vision assembly) Rate of fire (cyclic): 450-550 rounds per minute Muzzle velocity: 3,050 feet per second Maximum effective range: 2,000 yards (1,830 meters) Rate of fire (cyclic): 325-375 rounds per minute Muzzle velocity: 790 feet per second Maximum effective range: 1,640 yards (1,500 meters) Caliber .50: 200 ready rounds, 1,000 rounds stowed in 10 ammunition boxes 40 millimeters: 96 ready rounds, 768 rounds stowed in 16 ammunition boxes Visor kit Litter kit Winterization kit MK 154 linear explosive mine clearance system

Weight

Load capacity Cruising range Maximum speed Obstacle ability Surf ability Gunner's sight M36E2 M2 caliber .50 machine gun MK-19 model 3 40millimeter machine gun Ammunition Special mission kits

Basic Officer Course 3

B4U5939

Mechanized Platforms and Employment

Amphibious Assault Vehicle (AAV) (Continued)


Types of AAVs (Continued) AAVP7A1 RAM/RS troop carrier (Continued)

AAVP7A1 RAM/RS troop carrier

Basic Officer Course 4

B4U5939

Mechanized Platforms and Employment

Amphibious Assault Vehicle (AAV) (Continued)


Types of AAVs. (Continued) AAVC7A1 RAM/RS command and control variant
AAVC7A1 RAM/RS
Crew

Weight

Load capacity Cruising range Max speed Obstacle ability Surf ability

Armament and Ammunition

Same Same 9 combat-equipped troops of battalion staff Same Same Same Same Communication Vehicle System 1 AN/VRC-89D (consists one long-range radio and one short-range radio). 1 AN/PRC-104 radio set for HF communications. 1 AN/VRC-83 radio set for UHF communications. 2 AN/VRC-89D SINCGARS VHF radio sets (each set consists of two long-range) 2 AN/VRC-92D SINCGARS VHF radio sets (each set consists of two long-range) M240G, machine gun, pintle-mounted Ammunition 7.62 millimeters; 1,000 rounds stowed

AAVC7A1 RAM/RS command and control variant

Basic Officer Course 5

B4U5939

Mechanized Platforms and Employment

Amphibious Assault Vehicle (AAV) (Continued)


Types of AAVs. (Continued) AAVR7A1 RAM/RS recovery variant
AAVR7A1 RAM/RS
Crew 5 Same 5 combat-equipped troops Same Same Same Same Recovery Equipment Operating pressure 145 to 175 pounds per square inch gauge Miller Maxtron 300 Breaking strength: 23,000 pounds Length: 85 feet Breaking Strength: 48,600 pounds Length: 278 feet capacity 6,000 pounds M240G, machine gun, pintle-mounted Ammunition 7.62 millimeters; 400 rounds stowed

Weight

Load capacity Cruising range Max speed Obstacle ability Surf ability Air compressor Welder unit Crane winch Recovery winch Hydraulic crane:

Armament and Ammunition

AVR7A1 RAM/RS Recovery Vehicle

Basic Officer Course 6

B4U5939

Mechanized Platforms and Employment

Amphibious Assault Vehicle (AAV) (Continued)


Unit Organization. There are two AAV battalions in the Marine Corps: 2d Assault Amphibian Battalion (AABN) at Camp Lejeune and 3rd AABN at Camp Pendleton. 3rd AABN at Camp Pendleton rotates one company to Okinawa and has a separate company in Twenty-nine Palms. There are also two AAV platoons in Hawaii and a reserve battalion, 4th AABN, is headquartered in Florida. The battalions contain five or six companies and are capable of mechanizing an infantry regiment. The AA company is usually employed to lift the assault elements of a reinforced infantry battalion. The AA company commander and subordinate commanders work in harmony with their supported unit counterparts to achieve unity of command and effort according to the supported infantry commanders concept of operation. The AA company consists of three line platoons, a headquarters platoon and a maintenance platoon. The company has 45 AAVs and approximately 180 Marines.

The AA platoon is organized into four sections of three AAVP7A1s. Each section provides support to a reinforced rifle platoon and each vehicle provides support to a reinforced rifle squad. The AA platoon normally conducts operations attached to or in direct support/general support of an infantry company.

Basic Officer Course 7

B4U5939

Mechanized Platforms and Employment

M1A1 Main Battle Tank


The Marine Corps' main battle tank is the M1A1. It is the most powerful and survivable tank in the world. Equipped with a stabilized 120mm main gun, thermal sights, and a gas turbine engine, it can make first round kills against enemy armor at 3000 meters when traveling in excess of 30 mph. Its deadly accuracy is not degraded by darkness or battlefield haze. Without support, tanks are impressive weapons, pair them with the infantry and it is truly a formidable weapon. In order to fully exploit the M1A1s capabilities, the MAGTF uses the tanks supported by infantry to punch holes in enemy defenses, allowing rapid penetrations deep behind enemy lines. Mission. The tank units mission is to close with and destroy the enemy by using armor-protected firepower, shock effect, and maneuver and to provide anti-mechanized fire in support of the Marine division. Types of Vehicles. The three vehicles in a tank battalion are:
Crew

M1A1 Tank M88A2 heavy recovery vehicle M60A1 Armored Vehicle-Launched Bridge (AVLB)
M1A1 Tank
4

Weight

Cruising range Maximum speed Obstacle ability

Armament
Sight

Machine Guns

Ammunition

68 tons 273 to 298 mi 42 mph Forward climb of a vertical obstacle: 49 in, Maximum ditch: 108 in Fording depth: Without kit: 48 in Main gun, M256, 120mm laser rangefinder can range on targets 200 to 7,990 meters thermal imaging system can be viewed at 3or10-times magnification. Coaxial machine gun, M240, 7.62mm Loaders machine gun, M240, 7.62mm Maximum effective range: 900 meters (tracer burnout) Commanders machine gun: M2 heavy-barrel, caliber .50 Maximum effective range: 1,200 to 1,600 meters (tracer burnout) 120mm (main gun), 40 rounds M240, 7.62mm (coaxial machine gun), 10,000 rounds M240, 7.62mm (loaders machine gun), 1,400 rounds .50 cal (commanders machine gun), 900 rounds

Basic Officer Course 8

B4U5939

Mechanized Platforms and Employment

M1A1 Main Battle Tank (Continued)


Types of Vehicles (Continued). M1A1 Tank

M1A1 Tank

Basic Officer Course 9

B4U5939

Mechanized Platforms and Employment

M1A1 Main Battle Tank (Continued)


Types of Vehicles (Continued). M88A2 heavy recovery vehicle.
M88A2 heavy recovery vehicle
Crew 5

Weight

139,000 lb
5 combat-equipped troops

Load capacity Cruising range Max speed Obstacle ability

300 mi 25 mph vertical wall: 42 in, trench crossing width: 8.5 ft


Recovery Equipment

Draw bar pull Boom lift height

107,000 lb At 8-ft reach: 22.5 ft At 4-ft reach: 25.0 ft 70,000 lb 140,000 lb


capacity 6,000 pounds

Crane winch Recovery winch Hydraulic crane:

Armament and Ammunition

M2 heavy-barrel, caliber .50 machine gun with 900 rounds

M88A2 heavy recovery vehicle

Basic Officer Course 10

B4U5939

Mechanized Platforms and Employment

M1A1 Main Battle Tank (Continued)


Types of Vehicles (Continued). M60A1 Armored Vehicle-Launched Bridge (AVLB)
M60A1 Armored Vehicle-Launched Bridge (AVLB)
Crew 2

Weight Cruising range Max speed Bridge

121,700 lb (61 tons) 300 mi 30 mph


Bridge Equipment

Bridge span Armament and Ammunition

Extended: 63 ft Folded: 32 ft Weight capacity: one MLC 60 vehicle (waived for M1 series tank during combat operations) Launching time: 2 to 5 minutes using only the two-man AVLB crew 60 ft with prepared abutments 17 ft with unprepared abutments unarmed

M60A1 Armored Vehicle-Launched Bridge (AVLB)

Basic Officer Course 11

B4U5939

Mechanized Platforms and Employment

M1A1 Main Battle Tank (Continued)


Unit Organization There are two active duty tank battalions in the Marine Corps, 1st Tank Battalion at 29 Palms and 2nd Tank Battalion at Camp Lejeune. There are also two reserve battalions. A typical tank battalion consists of four tank companies, a headquarters and service company (H&S Co), one antitank (tube-launched, optically tracked, wire-command link guided missile [TOW]) platoon, and one scout platoon. The antitank platoon provides anti-mechanized support to the battalion. The battalion scout platoon performs reconnaissance, provides limited security, and assists in controlling movement of the battalion. Each tank battalion has 58 M1A1 tanks, 26 TOW weapons systems, 4 armored vehicle-launched bridges (AVLBs) and 6 M88A1 tank recovery vehicles. The tank companies are the basic tactical unit with which the battalion accomplishes its mission. These companies have 14 tanks (three platoons of four tanks each, and one tank each for the Commanding Officer and Executive Officer) and one tank retriever. Tank Battalion

The Tank platoon is organized into two sections of two tanks and typically supports an infantry company or battalion. Units with tank attachments must be aware of the logistical and tactical challenges inherent with armor. A tank unit attached to an infantry battalion or regiment implies that the infantry unit assumes full responsibility for the tank units logistical requirements. As with most supporting relationships, a tank unit is subordinate to the infantry commander to which it is attached.

Basic Officer Course 12

B4U5939

Mechanized Platforms and Employment

Light Armored Vehicle (LAV)


The LAV is the Marine Corps' armored reconnaissance asset. LAVs are organized into Light Armored Reconnaissance (LAR) Battalions which perform several missions. LAVs are used to gather information, protect flanks, perform screen missions, raids, and conduct route and area reconnaissance. The capabilities of an LAR unit provide the MAGTF commander situational awareness, stand-off distance, and operational flexibility in battle. The LAV is an all-terrain, all-weather vehicle with night capabilities. It is air transportable via C-130, C-141, C-5 and CH-53E. The LAV crewmen are proficient in mobile screening and reconnaissance techniques. Noncommissioned officers are assigned as vehicle commanders and as LAR squad leaders. The LAV is capable of fording streams, rivers, and inland water ways with minimal preparation. Mission. The mission of the LAR battalion is to conduct reconnaissance, security, and economy of force operations and, within its capabilities, to conduct limited offensive or delaying operations that exploit the unit's mobility and firepower. The LAR battalion may function as an independent maneuver element, or its subordinate units may support other tactical units. LAR units may support the MAGTF or the ground combat element (GCE). Types of Vehicles. The seven LAV variants are: LAV-25 LAV-AT, armed with a dual TOW missile launcher LAV-M, armed with an 81mm mortar LAV-C2, a command and control vehicle LAV-R, a recovery variant LAV-L, the logistics vehicle

Basic Officer Course 13

B4U5939

Mechanized Platforms and Employment

Light Armored Vehicle (LAV) (Continued)


Types of Vehicles (Continued). LAV-25
LAV-25
Crew 4

Weight
Cruising range Maximum speed Load capacity Obstacle ability

12.6 tons 410mi 60 mph on land 6 mph in water


6 combat-equipped troops scouts

Armament

Ammunition

Forward climb of a vertical obstacle: 49 in, Maximum ditch: 108 in Fording depth: Without kit: 48 in 25 mm M242 chain gun Maximum effective range 2,000m 2-M240 7.62 mm MG coax and pintle-mounted Maximum effective range 900m 260 rounds in AP/HE ready boxes and feeder chutes 1000 rounds stowed

LAV-25

Basic Officer Course 14

B4U5939

Mechanized Platforms and Employment

Light Armored Vehicle (LAV) (Continued)


Types of Vehicles (Continued). LAV-AT, armed with a dual TOW missile launcher
LAV-AT 4 12.6 tons 410mi 60 mph on land 6 mph in water Maximum ditch: 81 in TOW II ATGM M240E 7.62mm machine gun 16 TOW II ATGMs 1000, 7.62mm founds

Crew Weight Cruising range Maximum speed Obstacle ability Armament Ammunition

LAV-AT LAV-M, armed with an 81mm mortar


LAV-M 5 12.6 tons 410mi 60 mph on land 6 mph in water Maximum ditch: 81 in M252 81mm mortar (360 degrees traverse) M240E 7.62mm machine gun 94 rounds 81mm mortar plus 20 fuses 1000, 7.62mm founds

Crew Weight Cruising range Maximum speed Obstacle ability Armament Ammunition

Basic Officer Course 15

B4U5939

Mechanized Platforms and Employment

Light Armored Vehicle (LAV) (Continued)


Types of Vehicles (Continued). LAV-C2, a command and control vehicle
Crew Weight Cruising range Maximum speed Obstacle ability LAV-C2 7 12.6 tons 410mi 60 mph on land 6 mph in water Maximum ditch: 81 in Communication Vehicle System (4) VHF SINCGARS Radios (1) UHF Radio AN/VRC-83 (1) UHF Position Location Reporting System (1) HF Radio AN/GRC-213 (7) Antenna M240G, machine gun, pintle-mounted Ammunition 7.62 millimeters; 1,000 rounds stowed

Armament and Ammunition

LAV-R, a recovery variant


LAV-R 3 12.6 tons 410mi 60 mph on land 6 mph in water Maximum ditch: 81 in M240E 7.62mm machine gun 1000, 7.62mm founds Miller Syncron 300 9,000 lb. Length: 85 feet 30,000 lb

Crew Weight Cruising range Maximum speed Obstacle ability Armament Welder unit Crane winch Recovery winch

LAV-L, the logistics vehicle


LAV-L 3 12.6 tons 410mi 60 mph on land 6 mph in water Maximum ditch: 81 in M240E 7.62mm machine gun 1000, 7.62mm founds 5,240 pounds

Crew Weight Cruising range Maximum speed Obstacle ability Armament Load capacity

Basic Officer Course 16

B4U5939

Mechanized Platforms and Employment

Light Armored Vehicle (LAV) (Continued)


Unit Organization There are four LAR battalions in the Marine Corps, located in Camp Pendleton, Camp Lejeune, 29 Palms, and one in the reserve. Each battalion has four line companies, consisting of 14 LAV-25s, 4 LAV-ATs, 2 LAV-Ms, 1 LAV-R, 3 LAV-Ls, and 1 LAV-C2.

LAR Company

Basic Officer Course 17

B4U5939

Mechanized Platforms and Employment

Characteristics of Mechanized Platforms


Strengths of Mechanized Platforms Armor-protected firepower: The armored vehicle is a powerful weapon that can defeat most targets on the battlefield. The vehicle's armor provides protection against small arms fire, shell fragments, and some direct hits. The armor allows the vehicle to close with the enemy and maneuver while under enemy fire or friendly supporting fires with relative immunity. The armored vehicle gun is a high velocity, direct fire weapon that can be used against a variety of targets. Mobility Mechanized: forces can conduct ground combat operations over a broad area. This mobility affords a rapid and deadly transition from dispersed operations to concentrated formations and fire power at the decisive time and place. Mechanized forces can exploit their mobility by hitting the enemy in several places over a short period of time. Fully-tracked armored vehicles have a high degree of cross-country mobility. Shock: This is the effect of masses of large, powerful, and relatively invulnerable armored vehicles smashing through an enemy position or striking deep into his rear; it can have a devastating effect on enemy morale. This shock effect can be so tremendous that many theorists maintain that the ability of mechanized forces to destroy enemy morale is considerably more important than the actual physical destruction mechanized forces can cause. The more vehicles committed to the assault, the stronger the shock effect. Shock is best exploited using mechanized forces aggressively and en masse. Extensive communications: Armored vehicles carry extensive communications systems, with vehicle intercoms, powerful radios, and the capability to use ground wire. Armored vehicles normally can monitor at least two radio nets. The advanced communication assets allow mechanized forces to operate over great distances, with sophisticated maneuver and fire support plans. Speed: Mechanized forces can navigate many types of terrain, quickly covering distances that it may take foot mobile troops days to traverse. They can respond rapidly to the ever-changing environment of the battlefield. Units engaged with the enemy can, with the proper use of supporting arms, disengage and be given new assignments. Mechanized forces can group, disperse, and regroup quickly to meet the needs of changing tactical situations.

Basic Officer Course 18

B4U5939

Mechanized Platforms and Employment

Characteristics of Mechanized Platforms (Continued)


Limitations of Mechanized Platforms Size: Armored vehicles are large, distinct and are difficult to conceal. This can be overcome by using terrain to hide them from enemy observation until the mechanized forces are ready to be employed. Weight: Many bridges and roads, and some terrain will not support the weight of armored vehicles. The bridges and roads in the area of operations may have to be modified and strengthened. Also, special recovery vehicles are required to rescue armored vehicles should they become stuck or disabled. Careful selection of routes and areas of operation, as well as planning for necessary support, can minimize this limitation. Noise: Engine and track noise will warn the enemy of the presence of armored vehicles. Mechanized forces can still achieve surprise by moving forward just prior to commitment and by advancing rapidly under the cover of supporting arms. Visibility: When engaged and buttoned up, armored vehicle crews use periscopes and other protected vision devices. While the crew can look in all directions, the field of view is very narrow, and the vehicle is extremely vulnerable to enemy action, especially to the flanks or rear. Mechanized forces are susceptible to ambush by tank-killer teams when operating in close terrain (urban areas, forests, or jungles). Infantry forces must accompany armored vehicles in close terrain to provide security. Logistics: Mechanized forces consume enormous quantities of fuel, lubricants, and ammunition. They also require considerable maintenance on a regular (at least daily) basis. Patton's Third Army ground to a halt in the fall of 1944 because they ran out of fuel while racing across France. Mechanized forces will quickly die if their logistics needs are not met. This can be avoided with careful and detailed planning. Obstacles: The most decisive limiting factor is terrain. In most situations, terrain dictates the number of vehicles which can be employed, but it will seldom prohibit their use entirely. Minefields, tank ditches, tank traps, and roadblocks can restrict the movement of armored vehicles or canalize them into kill zones. Communications: Heavy reliance on radios for command and control makes mechanized forces vulnerable to enemy electronic warfare and/or signals intelligence efforts. Mechanized forces must practice radio discipline, use of SOPs, and alternate signals in order to operate in the face of enemy EW attacks.

Basic Officer Course 19

B4U5939

Mechanized Platforms and Employment

Mechanized Employment Considerations


Task Organization The first step in mechanized employment is task organization of the mechanized force. Based on METT-T analysis, commanders can determine how to task organize their armor, mechanized, and infantry units in order to accomplish specific missions. When talking about task organization there are two sized units to consider, task forces and teams. Mechanized/Armored Task Force A mechanized/armored task force is created around a nucleus of either tanks or infantry or more rarely, LAR and its headquarters. For example, a mechanized/armored task force could be formed around an infantry regiment and include a tank battalion, an artillery battalion, a combat engineer company, an LAR company, and combat service support attachments. The three types of task organization are described by the mix of infantry and armor within the mechanized/armored task force. Tank Heavy Task Force: Composed mainly of armor assets, with some infantry support. It is preferred when maximum shock action and firepower are required, terrain is open with few obstacles, and enemy anti-armor fire can be suppressed. It provides all the advantages of armor forces with the additional ability to take and hold ground. Mech Heavy Task Force: Composed mainly of mechanized infantry (in AAVs) with some attached armor support and used when specific terrain must be controlled, in built-up areas or other close terrain, when visibility is limited, when enemy anti-armor fires are intact, or when obstacles are expected. Pure: Composed entirely of armor or mechanized infantry. This is unusual, but may be done for specific mission requirements. For instance, a counterattack force is often armor pure. Pure mechanized forces could be used in terrain that will not support tanks (marshy, soft areas).

Basic Officer Course 20

B4U5939

Mechanized Platforms and Employment

Mechanized Employment Considerations (Continued)


Team Tank/Team Mech An infantry battalion is normally formed into a mechanized/armored task force through cross-attachment with a tank battalion and an AAV company. The tank battalion gives the infantry battalion a tank company and receives in return a mechanized infantry company. The infantry battalion further cross-attaches to form company teams by having the tank company give a tank platoon to a mechanized infantry company in exchange for a mechanized infantry platoon. Cross-attachment provides more flexibility to the mechanized/armored task force and more options for the commander, in this case the infantry battalion commander. The final organization would look like this: Team Tank: The tank heavy team; two platoons of tanks and one of mechanized infantry under the command of the tank company commander. Team Mech: The mech heavy team; two platoons of mechanized infantry and one platoon of tanks under the command of the infantry company commander. Pure: Mech pure, only mechanized infantry or tank pure, only tanks.

Basic Officer Course 21

B4U5939

Mechanized Platforms and Employment

Fundamentals of Mechanized Movement


Understand Terrain Move quickly across open areas and high ground Back out of defilade Understand good and bad terrain Understand threats and how to mitigate risks

Techniques of movement Similar to movement techniques for ground infantry forces. Consider the likelihood of enemy contact, speed, and terrain in choosing a movement technique. Traveling: The fastest and most easily controlled technique but also the least secure. All elements of the units move continuously and at a constant rate. Interval and dispersion are based on visibility, terrain, and vehicle weapons. Traveling overwatch: More secure than traveling but slower and more difficult to control. The leading element moves continuously, as in traveling, while the overwatch element moves at variable speeds, sometimes pausing to overwatch from a stationary position when the situation permits. The overwatch element keys its movement to the terrain and to its ability to support the leading element by direct fire. Bounding overwatch: The most secure technique but slowest and most difficult to control. Elements move by bounds with one element always in a stationary position to overwatch the movement of the other. Units may move by successive bounds, one element always leading and the other always conducting overwatch and then bounding to join the leading element. Basic formations Similar to formations used on the ground by infantry forces, mechanized units utilize: Wedge Vee Column On line

Basic Officer Course 22

B4U5939

Mechanized Platforms and Employment

Fundamentals of Mechanized Movement (Continued)


Basic Immediate Action Drills Bull Dog: All units get on line and assault through the enemy objective, Bounding techniques can be used.

Panther: Two elements provide a base of fire and one element maneuvers in an action left or right.

Basic Officer Course 23

B4U5939

Mechanized Platforms and Employment

Fundamentals of Mechanized Movement (Continued)


Hammerhead: One element provides a base of fire while two elements maneuver in an action left or right.

Support By Fire: Mechanized assets provide a base of fire in order to allow the infantry the ability to maneuver in an action left or right.

Basic Officer Course 24

B4U5939

Mechanized Platforms and Employment

Summary
Mechanized operations are complex operations. By knowing the mechanized platforms the Marine Corps possesses and some techniques to employ those assets, you will have a better understanding of how to capitalize on the strengths and minimize the limitations of mechanized vehicles.

References
Reference Number or Author MCWP 3-11.1 MCWP 3-12 MCWP 3-13 MCWP 3-14 Reference Title Marine Rifle Company/Platoon Marine Corps Tank Employment Employment of Amphibious Assault Vehicles Employment Of The Light Armored Infantry Battalion

Glossary of Terms and Acronyms


Term or Acronym AA AABN AAV AVLB EFV GCE LAR LAV MAGTF METT-T MG US Definition or Identification Amphibious assault Assault Amphibian Battalion Amphibious assault vehicle Armored vehicle-launched bridge Expeditionary fighting vehicle Ground combat element Light armored reconnaissance Light armored vehicle Marine Air-Ground Task Force Mission, enemy, terrain and weather, troops and support available-time available Machine gun United States

Notes

Basic Officer Course 25

Notes

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

AMPHIBIOUS AND EXPEDITIONARY OPERATIONS B4V6059 STUDENT HANDOUT

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Amphibious and Expeditionary Operations


Introduction For over 200 years, the United States Marine Corps has been conducting expeditionary operations around the world. Many forms of operations fit into the category of amphibious and expeditionary operations, and the Marine Corps is prepared to conduct a variety of these tasks. These operations have become synonymous with the term Marine, and the student officer needs to understand and be able to operate in these types of missions. The information provided here will help you understand amphibious and expeditionary operations, as well as understand the junior officer role in the execution of these operations.

Importance

In This Lesson This lesson covers the following topics: Topic Expeditionary Operations Reasons for Conducting Expeditionary Ops Characteristics of Expeditionary Ops Sequence in Projecting Expeditionary Forces Amphibious Operations Characteristics of Amphibious Operations Types of Amphibious Operations Phases of Amphibious Operations Amphibious Command Relationships Amphibious Operations Planning Expeditionary Maneuver Warfare Maritime Pre-Positioning Force Summary References Glossary of Terms and Acronyms Notes Page 4 5 6 7 8 10 11 12 14 15 16 19 20 20 20 21

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Amphibious and Expeditionary Operations (Continued)


Learning Objectives Enabling Learning Objectives MCCS-OFF-2104a. Without the aid of reference, describe the characteristics of expeditionary operations without omission. MCCS-OFF-2104b. Without the aid of reference, describe the reasons for conducting expeditionary operations without omission. MCCS-OFF-2104c. Without the aid of reference, describe the sequence of projecting expeditionary forces without error. MCCS-OFF-2104d. Without the aid of reference, describe the purpose of amphibious operations without omission. MCCS-OFF-2104e. Without the aid of reference, describe the characteristics of amphibious operations without omission. MCCS-OFF-2104f. Without the aid of reference, describe the types of amphibious operations without omission. MCCS-OFF-2104g. Without the aid of reference, describe the five phases of amphibious operations without omission. MCCS-OFF-2104h. Without the aid of reference, describe the amphibious supported/supporting command relationships without omission. MCCS-OFF-2104i. Without the aid of reference, describe the tenets of amphibious operational planning without omission. MCCS-OFF-2104j. Without the aid of reference, describe the concept of operational maneuver from the sea (OMFTS) without error. MCCS-OFF-2104k. Without the aid of reference, describe the concept of ship-to-objective maneuver (STOM) without error.

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Expeditionary Operations
An expedition is a military operation conducted by an armed force to accomplish a specific objective in a foreign country. The defining characteristic of an expeditionary operation is the projection of force into a foreign setting. By definition, an expedition thus involves the deployment of military forces and their requisite support some significant distance from their home bases to the scene of the crisis or conflict. All expeditions involve the projection of power into a foreign setting. However, it is important to recognize that not all power projection constitutes expeditionary operations; power projection is a necessary component but not a sufficient condition by itself to constitute an expeditionary operation. Operations that do not involve actual deployment of forces are not expeditionary operations. Expeditionary forces vary significantly in size and composition. Expeditionary operations may also vary greatly in scope, ranging from full-scale combat to humanitarian missions. The term expeditionary implies a temporary duration with the intention to withdraw from foreign soil after the accomplishment of the specified mission. The term expeditionary also implies austere conditions and support. This does not mean that an expeditionary force is necessarily small or lightly equipped, but that it is no larger or heavier than necessary to accomplish the mission. Supplies, equipment, and infrastructure are limited to operational necessities; amenities are strictly minimized. Expeditionary bases or airfields, for example, provide less than the full range of support typically associated with permanent stations. Operational considerations such as force protection and intelligence prevail over administrative, quality-of-life, or other considerations. This tendency toward austerity is derived from security considerations, the temporary nature of expeditionary operations, and the imperative to minimize lift and support requirements.

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Reasons for Conducting Expeditionary Operations


There are many policy aims or military missions that can be accomplished only by establishing a potent military force on foreign soil. In numerous situations, physical destruction alone cannot achieve policy aims, or massive destruction is inconsistent with political goals. Expeditionary operations will thus be required for a variety of reasons, including:

Assurance that policy objectives pursued by other means have in fact been secured; for example, to ensure compliance with established diplomatic solutions such as the adherence to cease-fire arrangements or an agreement to hold free elections. Seizing or controlling key physical objectives such as airports, ports, resource areas, or political centers in order to ensure their safe use by all groups, to deny their use to an enemy or disruptive element, or to facilitate future actions such as the introduction of follow-on forces. Controlling urban or other restrictive terrain. Establishing a close, physical, and highly visible presence in order to demonstrate political resolve, deter aggressive action, or compel desired behavior. Establishing and maintaining order in an area beset by chaos and disorder. Protecting or rescuing U.S. citizens or other civilians. Separation of warring groups from each other or from the population at large, especially when enemy or disruptive elements are embedded in the population. Providing physical relief and assistance in the event of disaster.

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Characteristics of Expeditionary Operations


Expeditionary Mindset. Expeditionary Marine forces must establish and maintain an expeditionary mindsetan expeditionary culturedevoted to readiness and the mental agility and adaptability to accommodate changing conditions and accomplish rapidly changing missions with the forces and capabilities at hand. Tailored Forces. Marine forces are task-organized into MAGTFs to conduct expeditionary operations. MAGTFs are designed to accomplish the mission assigned and do not include forces or capabilities not required by the mission. Therefore, those forces needed to do the joband only those forcesare employed. Forward Deployment. The presence of forward-deployed MAGTFs close to the crisis or objective area can expedite accomplishing the mission. They allow for a real deterrence, as the threat of employment is imminent and credible. Forwarddeployed MAGTFs also can serve as a precursor to larger follow-on forces. Rapid Deployment. Expeditionary forces must be able to get to the crisis or AO quickly with all their capabilities ready to be employed. MAGTFs can rapidly deploy using airlift, sealift or movement or maneuver from a forward expeditionary site. Marines are always prepared to deploy anywhere in the world. Expeditionary Basing. Marines are prepared to take advantage of any opportunity to use expeditionary basing or sites to support rapid deployment and employment within the AO. Amphibious shipping, forward expeditionary sites, and intermediate staging bases are all methods the MAGTFs can employ to ensure the rapid buildup and effective employment of combat power. Forcible Entry. Expeditionary forces must be able to gain access to the AO despite the efforts of the enemy to prevent it. While Marines strive to avoid enemy strengths and take advantage of the enemys weakness, MAGTFs must be prepared to defeat the enemy to allow follow-on operations. Marines are highly trained in forcible entry techniques such as amphibious assaults and helicopterborne (air assault) operations. Marines also train with allied, multinational, and joint forces such as United Kingdom Royal Marines, Republic of Korea Marines, and United States Army airborne forces. Sustainment. Expeditionary operations are often conducted in austere theaters or undeveloped areas of the world. Forces must be able to sustain their operations, providing the essential supplies and services necessary to keep the force manned and equipped to accomplish the mission. MAGTFs are well-suited to operate in these conditions as MAGTFs bring robust logistic and combat service support to the operation. Sea-basing, expeditionary sites, and the use of pre-positioned supplies and equipment assist in sustaining the force.

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Sequence in Projecting Expeditionary Forces


The projection of an expeditionary force generally occurs in the following sequence: Pre-deployment actions. All military expeditions begin with planning and predeployment actions. These actions include the commanders organization of the deployment to ensure that forces arrive in the objective area in a logical sequence, at the right time, and with the correct equipment and sustainment to support the concept of operation. Deployment. Deployment is the movement of forces, their equipment, and their sustainment to either a theater of operations or an objective area in accordance with the commanders plan. Airlift is normally the quickest way to deploy forces, although it requires the presence of a secure airhead at the destination. The quickest way to introduce significant, sustainable forces is by sealift. Maritime Prepositioning Force (MPF) operations combine the advantages of both airlift and sealift. Entry. Entry refers to the initial introduction of forces onto foreign soil. During this period, expeditionary forces are often at their greatest risk, and for this reason, the introduction of forces is often a complicated military evolution. Entry is normally accomplished by seaborne or airborne movement, although in some cases forces may be introduced by ground movement from an expeditionary base in an adjacent country. Enabling Actions. Enabling actions refer to those preparatory actions taken by the expeditionary force to facilitate the eventual accomplishment of the mission. Deployment and entry could also be thought of as enabling actions, but because of their importance and particular requirements, we have considered them separately. Enabling actions may include, for example, seizing a port or airfield to facilitate the secure introduction of follow-on forces. They may include establishing the necessary logistics and other support capabilities. Decisive Actions. Decisive actions are those actions intended to create the conditions that will accomplish the political objective -- in other words, to accomplish the mission. In disasters, they include relief operations. Redeployment. Because expeditions are by definition temporary, all expeditionary operations involve redeployment; the departure of the expeditionary force or a transition to a permanent presence of some sort. This is often one of the most difficult aspects of expeditionary operations. Departure is not as simple as the tactical withdrawal of the expeditionary force from the scene. It requires the withdrawal of the forces in a way that maintains the desired political situation as well the security of the forces.

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Amphibious Operations
An amphibious operation is a military expeditionary operation launched from the sea by an amphibious force embarked in ships or craft with the primary purpose of introducing a landing force ashore in hostile or potentially hostile area(s) to accomplish an assigned mission. An amphibious force is defined as an amphibious task force (ATF) and a landing force (LF) together with other forces that are trained, organized, and equipped for amphibious operations. Amphibious operations apply maneuver principles to expeditionary power projection in joint and multinational operations in order exploit the element of surprise and capitalize on enemy weakness. There are four main purposes for conducting amphibious operations. They are: Prosecute further combat operations ashore. Obtain a site for an advance naval, land or air base. Deny use of an area or facilities to the enemy. Fix enemy forces and attention, providing opportunities for other combat operations.

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Amphibious Operations (Continued)


Capabilities and Strengths Strategic mobility and flexibility. The sea allows for maximum strategic, operational and tactical mobility, and flexibility. Once ashore, units can be sustained through sea-based logistics for extended periods of time. Ability to strike at a point of our choosing. Vast coastlines make it impossible for a defender to be strong everywhere. Amphibious operations allow the attacker to maximize the initiative and strike at the enemys weakest point. Projection of power ashore. The only way to truly project power and influence ashore is to introduce ground combat troops. Forcible entry. If all else fails, the ability to make a forcible entry from the sea is the most important strength of amphibious operations. Disadvantages The salient requirement of an amphibious operation is the necessary swift and uninterrupted build-up of sufficient combat power ashore from an initial zero capability to full striking power as the attack progresses toward its objectives. This requirement is the primary difference between an amphibious operation and sustained land warfare. Other disadvantages include: Initial vulnerability. The landing force is extremely vulnerable during the assaults early hours. Strength ashore must be built up from zero combat power to a balanced force capable of accomplishing the assigned mission. Once ship-to-shore movement is launched, the assault is relatively inflexible until the necessary strength is established ashore. Natural hazards. The special effects of weather, surf, and hydrography are potent hazards affecting amphibious operation conduct. These hazards can be overcome through: effective planning (landing sites, times, etc.), the use of helicopters and amphibious assault vehicles (AAVs), and good reconnaissance. Complexity. The technical, operational, and logistical problems inherent with amphibious operations require detailed planning and realistic rehearsals.

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Characteristics of Amphibious Operations


Integration of Naval & Landing Forces The key characteristic of an amphibious operation is close coordination and cooperation between the ATF, LF, and other designated forces. The salient requirement of an amphibious assault is the necessity for swift, uninterrupted buildup of sufficient combat power ashore from an initial zero capability to full coordinated striking power as the attack progresses toward amphibious force objectives. ________________________________________________ Capable of multiple missions across the full range of military operations to enable joint, allied, and coalition operations, amphibious forces are task-organized based on the mission. The complexity of amphibious operations and the vulnerability of forces engaged in amphibious operations require an exceptional degree of unity of effort and operational coherence.

Rapid Buildup of Combat Power from the Sea to Shore

Task Organized Forces

Unity of Effort and Operational Coherence

10

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Types of Amphibious Operations


Amphibious Assault The principal type of amphibious operation; involves establishing a force on a hostile or potentially hostile shore. A limited type of amphibious operation; is a landing from the sea on a hostile or potentially hostile shore involving a swift incursion into, or a temporary occupation of, an objective followed by a planned withdrawal. Raids are conducted to: Inflict loss or damage Secure information Create a diversion Capture or evacuate individuals and/or materials Execute deliberate deception operations Destroy enemy information-gathering systems ________________________________________________ An amphibious operation conducted to deceive the enemy by a show of force with the expectation of deluding the enemy into a course of action unfavorable to him.

Amphibious Raid

Amphibious Demonstration

________________________________________________ Amphibious Withdrawal An amphibious operation involving the extraction of forces by sea in naval ships or craft from a hostile or potentially hostile shore. ________________________________________________ Not all amphibious operations conducted can be categorized by these four types. Forces may be called upon to conduct non-conventional amphibious operations that may closely parallel one of the four types, such as noncombatant evacuation operations and foreign humanitarian assistance.

Other Amphibious Operations

11

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Phases of Amphibious Operations


Amphibious operations follow a well-defined pattern, sequence of events, or activities. The general sequence is a succession of phases, which may overlap in time, but usually occur in this sequence: PERMA, which stands for planning, embarkation, rehearsal, movement, and action. Planning The planning phase normally denotes the period extending from the issuance of an order that directs the operation to take place and ends with the embarkation of landing force. However, planning is continuous throughout the operation. Although planning does not cease with the termination of this phase, it is useful to distinguish between the planning phase and subsequent phases because of the change that may occur in the relationship between amphibious force commanders at the time the planning phase terminates and the operational phase begins. The planning phase is the only phase in which the Commander, Amphibious Task Force (CATF) and Commander, Landing Force (CLF) are co-equal. The planning phase begins with the Initiating directive an order from an establishing authority to the CATF to conduct an amphibious operation. The initiating directive provides for the establishment of the Amphibious Task Force (ATF), states the mission, provides forces required, designates the CATF, CLF, and other COs, and defines the amphibious operation area (AOA) in terms of land, air, and sea. The embarkation phase is the period during which the landing forces, with their equipment and supplies, embark in assigned shipping. The organization for embarkation needs to provide flexibility to support changes to the original plan. The landing plan scheme of maneuver ashore are based on conditions and enemy capabilities existing in the operational area before embarkation of the landing force. A change in conditions of friendly or enemy forces during the movement phase may cause changes in either plan with no opportunity for reconfiguration of the landing force. The extent to which changes in the landing plan can be accomplished may depend on the ability to reconfigure embarked forces.

Embarkation

12

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Phases of Amphibious Operations (Continued)


Embarkation (Continued) Embarkation plans are the plans prepared by the landing force and appropriate subordinate commanders containing instructions and information concerning the organization for embarkation, assignment to shipping, supplies and equipment to be embarked, location and assignment of embarkation of the landing force. The landing plan and scheme of maneuver will drive the embarkation plan and will result in combat loading. Combat loading is the arrangement of personnel and the stowage of equipment and supplies in a manner designed to conform to the anticipated tactical operation of the organization embarked. Each individual item is stowed so that it can be unloaded at the required time. Rehearsal The rehearsal phase is the period during which the prospective operation is rehearsed for the purpose of: Testing the adequacy of plans, timing of detailed operations, and combat readiness of participating forces. Ensuring that all echelons are familiar with plans. Providing an opportunity to reconfigure embarked forces and equipment. Tests communications.

Rehearsal may consist of an actual landing or may be conducted as a command post exercise. Movement The movement phase is the period during which various elements of the amphibious force move from points of embarkation or from a forward-deployed position to the operational area. This move may be via rehearsal, staging, or rendezvous areas. The movement phase is completed when the various elements of the amphibious force arrive at their assigned positions in the operational area. The decisive action phase is the period from the arrival of the amphibious force in the operational area, through the accomplishment of the mission and the termination of the amphibious operation.

Action

13

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Amphibious Command Relationships


Command relationships in amphibious operations should facilitate cooperative planning between the joint force, the Navy, and the Marine forces. While doctrine should not specify a normal command relationship, typically a support relationship is established between the amphibious task force commander (Navy) and the LF commander (Marine or Army) based on the complementary capabilities of the ATF and the LF. The establishing authority should consider the following factors when developing the establishing directive and designating the supported commander at various phases and events during the amphibious operation (not all inclusive): Responsibility for the preponderance of the mission. Force capabilities. Threat. Type, phase, and duration of the operation. Command and control capabilities. Operational environment assigned. Recommendations from subordinate commanders.

An amphibious force is an amphibious task force and a landing force together with other forces that are trained, organized, and equipped for amphibious operations. An ATF is a Navy task organization formed to conduct amphibious operations. The ATF, together with the landing force and other forces, constitutes the amphibious force. A LF is a Marine Corps or Army task organization formed to conduct amphibious operations. The LF, together with the ATF and other forces, constitute the amphibious force. Supported/Supporting Relationship During the initial planning phase of amphibious operations, the CATF, the CLF, and any other designated commanders are coequal. During the planning phase, the CATF and CLF will identify the events and conditions for any shifts of the support relationship and forward them to the establishing authority. The supported commander has the authority to exercise general direction of the supporting effort. The supporting commander has the responsibility to ascertain the needs of the supported force and take full action to fulfill them within existing capabilities, consistent with priorities and requirements of other assigned tasks. These relationships can change based upon the mission, and can also change based upon when certain criteria is met, such as when the CLF has sufficient combat power ashore to continue operations.

14

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Amphibious Operations Planning


The tenets of successful amphibious planning are top-down planning, unity of effort (within the designated operational area), and an integrated planning effort. Top-Down Planning Planning is a fundamental responsibility of commanders. The complexity of amphibious operations requires amphibious force commanders to drive the planning process. Their guidance and intent are central to planning and must be translated into a design for action by subordinates. Unity of effort in the operational area allows the CATF and CLF to effectively focus the amphibious force on mission accomplishment. They must view their operational environment as an indivisible entity, for operations or events in one area may have profound and often unintended effects on other areas and events. Integrated planning in amphibious operations has two parts. The first part is the assembly of the amphibious force commanders and their staffs in the same locality. When such arrangements are not practicable, the exchange of liaison officers qualified to perform planning functions and the use of advanced technology, collaborative planning aids, and video teleconferencing are necessary. The second part of integrated planning occurs across functional areas. The use of functional areas, such as maneuver, supporting arms and fires, intelligence, C2, logistics, and force protection enable amphibious force planners to integrate the planning effort and supervise the plan. The use of functional areas helps the planners to consider all relevant factors and minimize omissions.

Unity of Effort

Integrated Planning Effort

15

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Expeditionary Maneuver Warfare


Operational Maneuver from the Sea (OMFTS). OMFTS applies across the range of military operations, from major theater war to smaller-scale contingencies. OMFTS applies maneuver warfare to expeditionary power projection in naval operations as part of a joint or multinational campaign. OMFTS allows the force to exploit the sea as maneuver space while applying combat power ashore to achieve the operational objectives. It reflects the Marine Corps expeditionary maneuver warfare concept in the context of amphibious operations from a sea base, as it enables the force to: Shatter the enemys cohesion. Pose menacing dilemmas. Apply disruptive firepower. Establish superior tempo. Focus efforts to maximize effect. Exploit opportunity. Strike unexpectedly.

The force focuses on an operational objective, using the sea as maneuver space to generate overwhelming tempo and momentum against enemy critical vulnerabilities. OMFTS provides increased operational flexibility through enhanced capabilities for seabased logistics, fires, and command and control. Sea-basing facilitates maneuver warfare by eliminating the requirement for an operational pause as the LF builds combat power ashore and by freeing the MAGTF from the constraints of a traditional beachhead. OMFTS is based on six principles: Focus on the Operational Objective. The operation must be viewed as a continuous event from the port of embarkation to the operational objective ashore. Everything the force does must be focused on achieving the objective of the operation and accomplishing of the mission. Intermediate objectives or establishing lodgments ashore assume less importance in OMFTS as the force is centered on decisive maneuver to seize the force objective. Use the Sea as Maneuver Space. Naval forces use the sea to their advantage, using the sea as an avenue of approach and as a barrier to the threats movement. This allows the force to strike unexpectedly anywhere in the littorals and to use deception to mislead the enemy as to actual point of attack. Generate Overwhelming Tempo and Momentum. The objective of maneuver warfare is to create a tempo greater than that of the enemy. The tempo generated through maneuver from the sea provides the commander freedom of action while limiting the enemys freedom of action. Pit Friendly Strength Against Enemy Weakness. The commander identifies and attacks critical vulnerabilities where the enemy is weak, rather than attacking his center of gravity when it is strong.

16

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Expeditionary Maneuver Warfare (Continued)


OMFTS (continued) Emphasize Intelligence, Deception, and Flexibility. Deception enhances force protection while reconnaissance and intelligence are essential in identifying fleeting opportunities. Integrate all Organic, Joint, and Multinational Assets. To realize the maximum effectiveness the commander must ensure the coordinated use of all available forces and capabilities.

When operating as part of a naval expeditionary force, MEFs will normally focus on conducting operations using OMFTS. The Marine commander, in concert with his Navy counterpart and higher-level direction, will orchestrate the employment of amphibious forces, MPFs, and Marine forces operating from land bases to shape events and create favorable conditions for future combat actions. The amphibious forces will normally execute tactical-level maneuver from the sea to achieve decisive action in battle. For the action to be decisive, the battle must lead to the achievement of the operational objectives. OMFTS should not be viewed as a revolutionary new way of conducting amphibious and MPF operations. The brilliant amphibious operation at Inchon in 1950 is a classic example of OMFTS. It is an evolutionary way of using expeditionary forces assisted by greatly increased enhancements to current capabilities such as sea-basing. These enhancements will be in the form of new doctrine, organization, training and education, equipment, and technology.

Ship-to-Objective Maneuver (STOM). STOM is the tactical implementation of OMFTS by the MAGTF to achieve the joint force commanders operational objectives. It is the application of maneuver warfare to amphibious operations at the tactical level of war. STOM treats the sea as maneuver space, using the sea as both a protective barrier and an unrestricted avenue of approach. While the aim of ship-to-shore movement was to secure a beachhead, STOM thrusts Marine Corps forces ashore at multiple points to concentrate at the decisive place and time in sufficient strength to enable success. This creates multiple dilemmas too numerous for the enemy commander to respond to, disrupting his cohesiveness and diminishing his will or capacity to resist. This concept focuses the force on the operational objective, providing increased flexibility to strike the enemys critical vulnerabilities. Sea-basing of some of the fire support and much of the logistics support reduces the footprint of forces ashore while maintaining the tempo of operations. Emerging command and control capabilities will allow commanders to control the maneuver of their units the moment they cross the line of departure at sea, to include changing the axis of advance or points where they cross the beach during the assault.

17

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Expeditionary Maneuver Warfare (Continued)


STOM (continued) In STOM, rather than an amphibious assault to establish a force on a hostile or potentially hostile shore, an amphibious attack may occur. An amphibious attack may be defined as an attack launched from the sea by amphibious forces directly against an enemy operational or tactical center of gravity or critical vulnerability.

18

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Maritime Pre-positioning Force


The Maritime Pre-positioning Force (MPF) is an integral part of the Marine Corps expeditionary capability. Rapid response to regional contingencies is its primary role. An MPF consists of the MPS squadron (MPSRON), Navy support element, and MAGTF flyin echelon. Together they provide the joint force commander with a proven, flexible force that can quickly respond to a full range of missions from combat to humanitarian relief. Fundamental to the MPF is its interoperability with joint forces and its rapid introduction of combat forces into austere environments. Comprised of specially designed ships, organized into three squadrons, MPSRONs carry equipment and supplies for 30 days of combat operations by a Marine expeditionary brigade (MEB) of approximately 16,000 Marines and Sailors. When deployed together, these squadrons provide equipment and supplies to support a MEF. These squadrons are forward-deployed to ensure rapid closure to the crisis area within a 514 day sailing period. See figure 2-1. MAGTF and Navy support element personnel are airlifted to a previously seized lodgment, a benign or host nation port and airfield or to an intermediate support base where they link up with equipment and supplies offloaded from the MPSRON. If a port is not available, the squadron may be offloaded in-stream. A unique characteristic of the MPF is that the embarked equipment is maintained aboard ship and is combat-ready immediately upon offload. The entire squadron or selected capability sets from designated ships can be offloaded to support a wide range of MAGTF missions.

Movement of Marine forces and their combat essential equipment must be fully integrated with ongoing tactical operations ashore. The MPF, consisting of the MPS and the fly-in echelon of Navy and Marine forces, can then integrate with the MAGTF commanders scheme of maneuver while delivering combat service support and force sustainment, enabling a rapid force buildup or providing support and sustainment for a prolonged period from offshore. MPFs can tailor support packages to accommodate a variety of missions to include MOOTW of varying scope and complexity.

19

Basic Officer Course

B4V6059

Amphibious and Expeditionary Operations

Summary
BY PROJECTING COMBAT POWER PRECISELY AT THE MOST ADVANTAGEOUS LOCATION AND TIME, AMPHIBIOUS OPERATIONS CAPITALIZE ON THE MARINE CORPS CORE COMPETENCIES AND EXPEDITIONARY MINDSET, AND SEEK TO EXPLOIT THE ELEMENT OF SURPRISE AND CAPITALIZE ON ENEMY WEAKNESS. By understanding amphibious and expeditionary operations, differences between the two, and how they are related, the student officer will have a better understanding of his/her role in the operating forces.

References
Reference Number or Author JP 3-02 JP 3-02.1 JP 3-02.2 MCDP 1-0 MCDP 3 Reference Title Joint Doctrine for Amphibious Operations Joint Doctrine for Amphibious Landing Force Operations Joint Doctrine for Amphibious Embarkation Marine Corps Operations Expeditionary Operations

Glossary of Terms and Acronyms


Term or Acronym AAV AOA ATF CATF CLF LF MPF NEO OMFTS OPCON PERMA STOM TACON UNAAF Definition or Identification Amphibious assault vehicle Amphibious operation area Amphibious Task Force Commander, Amphibious Task Force Commander, Landing Force Landing Force Maritime Prepositioning Force Noncombatant evacuation operations Operational Maneuver from the Sea Operational control Planning, embarkation, rehearsal, movement, and action Ship-to-Objective Maneuver Tactical control Unified Action Armed Forces

20

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

INTRODUCTION TO DRILL B4W6299 STUDENT HANDOUT

Basic Officer Course

B4W6299

Introduction to Drill

Introduction to Drill
Refer to MCO P5060.20, Drill and Ceremonies Manual, on student CD, and available at: http://www.usmc.mil/marinelink/ind.nsf/publications

Learning Objectives

Terminal Learning Objective MCCS-COD-2301. Given a formation of Marines, acting as the detail commander, conduct drill in accordance with the Marine Corps Drill Manual.

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

MANUAL OF SWORD B4W6319 STUDENT HANDOUT

Basic Officer Course

B4W6319

Manual of Sword

Manual of Sword
Refer to MCO P5060.20, Chapter 5, Drill and Ceremonies Manual, on student CD, and available at: http://www.usmc.mil/marinelink/ind.nsf/publications Learning Objective Enabling Learning Objective MCCS-COD-2301a. Given a formation of Marines, acting as the detail commander, armed with a sword; conduct sword manual in accordance with the Marine Corps Drill Manual.

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

MARINE CORPS BIRTHDAY STUDENT HANDOUT B4W6459

Basic Officer Course

B4W6459

Marine Corps Birthday

Marine Corps Birthday


Introduction On November 10th, 1775, the Continental Congress raised first and second battalions of American Marines. Every year on November 10th Marines around the world take time out to celebrate the birthday of our Corps. The Marine Corps takes pride in its history and traditions. The Marine Corps Birthday is a time every year when we pause to reflect on the courage and commitment of the Marines who fought in touchstone battles since the Corps inception. This lesson covers the history of the Marine Corps Birthday celebration and the observances associated with it. This lesson covers the following topics: Topic History of the Marine Corps Birthday Observing the Marine Corps Birthday General John A. Lejeunes Message Cake Cutting Ceremony Summary References Notes Page 3 4 5 6 6 6 6

Importance

In This Lesson

Learning Objective

Enabling Learning Objective MCCS-HIST-2302b. Without the aid of reference describe the customs associated with the Marine Corps Birthday celebration without omission.

Basic Officer Course

B4W6459

Marine Corps Birthday

History of the Marine Corps Birthday


Marines have not always celebrated our founding on 10 November. Formal commemoration of the birthday of the Marine Corps began on 10 November 1921. That particular date was chosen because on that day the Second Continental Congress resolved in 1775 to raise two battalions of Continental Marines. Until 1921 the birthday of the Corps had been celebrated on another date. An unidentified newspaper clipping from 1918 refers to the celebration of the 120th birthday of the Marine Corps on 11 July "as usual with no fuss." It is doubtful that there was any real celebration at all. The July date was commemorated between 1798 and 1921 as the birthday of the Corps. During the Revolution, Marines had fought on land and sea, but at the close of the Revolution the Marine Corps and the Navy were all but disbanded. On 11 July 1798, President John Adams approved a bill that recreated the Corps, thereby providing the rationale for this day being commemorated as the birthday of the United States Marine Corps. On 21 October 1921, Major Edwin McClellan, Officer-in-Charge, Historical Section, Headquarters Marine Corps, sent a memorandum to Major General Commandant John A. Lejeune, suggesting that the original birthday on 10 November 1775 be declared a Marine Corps holiday to be celebrated throughout the Corps. Major McClellan further suggested that a dinner be held in Washington DC, to commemorate the event. Guests would include prominent men from the Marine Corps, Army, and Navy, and descendants of the Revolution. Accordingly, on 1 November 1921, Major General Lejeune issued Marine Corps Order No. 47, Series 1921. The order summarized the history, mission, and tradition of the Corps, and directed that it be read to every command on 10 November each subsequent year in honor of the birthday of the Marine Corps. This order has been duly carried out. Some commands expanded the celebration during the next few years. In 1923 at Fort Mifflin, Pennsylvania, the celebration of the Marine Corps' 148th birthday took the form of a dance in the barracks that evening. Marines at the Navy Yard, Norfolk, Virginia, staged a mock battle on the parade ground in commemoration of the birthday. The battle lasted about twenty minutes, and was witnessed by Portsmouth and Norfolk citizens. At Naval Station, Guantanamo Bay, Cuba, the birthday was celebrated on the 12th, since a special liberty to Santiago had been arranged on the 10th. The morning activities included field and water sports, and a shooting match. In the afternoon the Marines won a baseball game, 9-8, over a Cuban team. In the evening, members of the command put on a variety show followed by four boxing bouts. The first so-called "Birthday Ball," such as suggested by Major McClellan, was probably held in 1925 in Philadelphia. No records have been located of one prior to 1925. Guests included the Secretaries of War and Navy, Major General Lejeune, famous statesmen, soldiers, and sailors. The principle event was the unveiling of a tablet on the site of Tun Tavern. The tablet was a gift from the Thomas Roberts Reath Post, American Legion, whose membership was composed exclusively of Marines.
3 Basic Officer Course

B4W6459

Marine Corps Birthday

History of the Marine Corps Birthday (continued)


The celebration was held in conjunction with the annual convention of the Marine Corps League. A parade included Marines, Regular Army, and Navy detachments, National Guard, and other military organizations. The evening banquet was held at the Benjamin Franklin Hotel and a ball followed at the Bellevue-Stratford. It is not possible to determine precisely when the first cake ceremony was held, but there is evidence of a ceremony being held at Quantico, Virginia, in 1935. Also on record was one held at Marine Barracks, Washington, DC, in 1937 where Major General Commandant Thomas Holcomb presided at an open house for Marine Corps Officers. Ceremonies included the cutting of a huge cake designed after the famous Tun Tavern in Philadelphia. From 1937, observances of the Marine Corps Birthday appeared to develop spontaneously throughout the Corps as if they had a life of their own. The celebrations were publicized through every media. In 1951, a formal Birthday Ball Pageant was held at Headquarters Marine Corps. Similar to the pageant today, the script described the Marines' period uniforms and the cake ceremony. Although this is the first substantive record of a pageant, Leatherneck magazine of 10 November 1925 pictures Marines at a pageant in Salt Lake City, Utah, which had taken place "several years ago." On 28 October 1952, the Commandant of the Marine Corps, General Lemuel C. Shepherd, Jr., directed that the celebration of the Marine Corps Birthday be formalized throughout the Corps, and provided an outline for the cake ceremony, as well as other formal observances. This outline was included in the Marine Corps Drill Manual, approved 26 January 1956. At present, celebrations of the Marine Corps Birthday on 10 November differ at posts and stations throughout the Corps. All commemorations include the reading of Marine Corps Order No. 47, and the Commandant's message to those assembled. Most commands sponsor a Birthday Ball of some sort, complete with pageant and cake ceremony as prescribed in the Marine Corps Manual.

Observing the Marine Corps Birthday


Birthday Observances will take the following general form: Troop formations will include parades when practicable. Social observances to include the traditional cake cutting ceremony. The pageant prescribed by the Commandant of the Marine Corps will be conducted when feasible. This pageant includes Marines dressed in the different uniforms of the Marine Corps since its inception. The most formal uniform generally available and suitable for existing conditions should be prescribed for evening ceremonies.

Basic Officer Course

B4W6459

Marine Corps Birthday

Observing the Marine Corps Birthday (Continued)


The commander or the senior Marine officer present will determine the scale of the observance. Guest lists or other arrangements should not impose an excessive financial demand on the command. Marines can be required to attend Birthday celebrations, but they cannot be required to pay for the events. All commands will read General Lejeunes message.

General John A. Lejeunes Message


The following message from our 13th Commandant, Major General John A. Lejeune is required to be read by all commands on each Marine Corps Birthday: On November 10, 1775, a Corps of Marines was created by a resolution of Continental Congress. Since that date many thousand men have borne the name Marine. In memory of them it is fitting that we who are Marines should commemorate the birthday of our corps by calling to mind the glories of its long and illustrious history. The record of our corps is one which will bear comparison with that of the most famous military organizations in the world's history. During 90 of the 146 years of its existence the Marine Corps has been in action against the Nation's foes. From the Battle of Trenton to the Argonne, Marines have won foremost honors in war, and is the long eras of tranquility at home, generation after generation of Marines have grown gray in war in both hemispheres and in every corner of the seven seas, that our country and its citizens might enjoy peace and security. In every battle and skirmish since the birth of our corps, Marines have acquitted themselves with the greatest distinction, winning new honors on each occasion until the term Marine has come to signify all that is highest in military efficiency and soldierly virtue. This high name of distinction and soldierly repute we who are Marines today have received from those who preceded us in the corps. With it we have also received from them the eternal spirit which has animated our corps from generation to generation and has been the distinguishing mark of the Marines in every age. So long as that spirit continues to flourish Marines will be found equal to every emergency in the future as they have been in the past, and the men of our Nation will regard us as worthy successors to the long line of illustrious men who have served as Soldiers of the Sea since the founding of the Corps.

Basic Officer Course

B4W6459

Marine Corps Birthday

Cake Cutting Ceremony


Although the origins of the cake cutting ceremony are unknown, the first was thought to have taken place in Quantico in 1935. Traditionally, the first piece of Birthday cake is presented to the oldest Marine present and the second piece to the youngest Marine present. When and where this tradition began remains unknown. Some records indicate this practice, and others vary it depending on the dignitaries present at the ball. A sample cake-cutting script: Traditionally Regardless of location Marines pause to observe our birthday by sharing a cake and usually, a holiday meal. A sword is used to cut the cake as a reminder that we are a band of warriors, committed to carrying the sword, so that our nation may live in peace. The first piece of cake is presented to the Guest of Honor. The second piece is presented to the oldest Marine in the command, signifying the honor and respect accorded to experience and seniority. The oldest Marine this evening is . who was born on

Symbolically, the eldest Marine present passes a piece of cake to the youngest Marine present, just as for years our experienced Marines have nurtured and led young Marines that will fill our ranks and renew our Corps. The youngest Marine present this , who was born . evening is

Summary
Like the Corps itself, the Marine Corps Birthday developed from simple origins to become the polished, professional function that all Marines commemorate on 10 November around the world. The Marine Corps Birthday is a time to celebrate the history of our Corps and it is incumbent upon you as an officer of Marines to uphold this tradition.

References
Reference Number or Author Reference Title Marine Corps Manual Marine Corps Historical Division

Notes

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

JOINT OPERATIONS B4W6819 STUDENT HANDOUT

Basic Officer Course

B4W6819

Joint Operations

Joint Operations
Introduction The Armed Forces of the United States hold in trust for the American people the military power of the Nation and are the ultimate guarantors of its territorial integrity and independence. Challenges and threats may arise from adversaries who are opposed to US values and interests. The fundamental purpose of the Armed Forces is to win the Nations wars. The employment of American military power adheres to Constitutional and other legal imperatives, the highest societal values, and the concepts of proportionality, decisiveness, and accountability to the American people. Military commanders at all levels are responsible for infusing in the fighting forces an attitude of willing joint integration of effort that recognizes that all forms of combat power present advantages for exploitation. The importance of this period of instruction is to understand where and how the United States Marine Corps fits into the Unified Command Structure of the Department of Defense. This lesson will introduce you to some of the basic fundamentals of joint operations and expose you to the various unified combatant commands, their missions and responsibilities. This lesson covers the following topics: Topic Historical Context Joint Chiefs of Staff The Joint Staff Unified Combatant Command US Armed Forces Summary References Glossary of Terms and Acronyms Notes Page 4 5 6 7 13 14 15 15 16

Importance

In This Lesson

Basic Officer Course

B4W6819

Joint Operations

Joint Operations
Learning Objectives Terminal Learning Objectives MCCS-JOPS-2304. Given a joint operating environment, explain joint warfare fundamentals to prepare for possible service in a joint task force. MCCS-JOPS-2305. Given a joint operating environment, explain joint campaigning to prepare for possible service in a joint task force. Enabling Learning Objectives MCCS-JOPS-2304a. Without the aid of reference, describe the history of the current joint environment, without omission. MCCS-JOPS-2304b. Without the aid of reference, describe the role of the Chairman of the Joint Chiefs of Staff, without omission. MCCS-JOPS-2304c. Without the aid of reference, describe the role of the Joint Staff, without omission. MCCS-JOPS-2304d. Without the aid of reference, describe the role of the Combatant Commanders, without omission. MCCS-JOPS-2304e. Without the aid of reference, describe the role of the Service Chiefs, without omission.

Basic Officer Course

B4W6819

Joint Operations

Historical Context
During WWII, each of the Services generally fought as homogeneous entities with minimal cooperation among the Services. The Army was focused in Europe and the SW Pacific, the Navy and Marines primarily operated in the central Pacific, and the Army Air Corps had attained Service-like status while conducting strategic bombing of Germany and Japan. Although there were excellent examples of inter-Service cooperation during WWII, the norm was to give each Service a theater of operations and allow them to prosecute the war as their Service doctrine prescribed. Although this technique provided some advantages including decreasing the amount of coordination required to conduct an operation, it failed to capitalize on the unique capabilities each Service brought to the fight. Despite great military success during WWII, the U.S. military recognized the need to evolve its command structure for future conflicts. After much heated debate within the military and in Congress, the National Security Act of 1947 was signed into law. Important elements of this legislation included: Creation of the Joint Chiefs of Staff Creation of the Joint Staff Creation of several standing unified (i.e. joint) and specified (mission specific) commands Creation of the U.S. Air Force JCS and Services Secretaries report to single civilian Secretary of Defense (SECDEF) Despite the National Security Act of 1947, the post-war era was characterized by Service infighting as each Service developed their own strategies and sought to purchase Service-specific equipment that reflected their vision of the nature of war. Operations during this period were characterized by stove-piped Service-oriented chains of command that stretching from the battlefield to the Service Chiefs in Washington D.C. For example, General Westmorland, the Commanding General of the Military Advisory Command Vietnam (MACV) did not have control of the Air Force assets based in Vietnam or the Navy assets sitting just of the coast of Vietnam. Thus, each Service was free to fight the war as they saw fit. This organizational chaos contributed to the failure of the U.S. counterinsurgency in Vietnam. Military operations during the 1980s also highlighted the fact that the U.S. military was unprepared to fight effectively as a joint force. Operation EAGLE CLAW (Iran hostage rescue attempt), Marine peacekeeping operations in Beruit, and Operation URGENT FURY (U.S. invasion of Grenada) all highlighted the inability of the Services to cooperate effectively on the battlefield. As a result, Congress passed the Goldwater-Nichols Department of Defense Reorganization Act of 1986. This important legislation established the framework for the way the Department of Defense operates today. Key components: CJCS became the principal military advisor to the President of the United States, the SECDEF, and the National Security Council

Basic Officer Course

B4W6819

Joint Operations

Forces were assigned to the Combatant Commands (COCOMs) for employment Service Chiefs retained responsibility to train, organize, and equip but do not employ forces

Although the concept of joint force employment continues to evolve, the tenets have been proven successful on the battlefield with Operation DESERT STORM in 1991, Operation ENDURING FREEDOM in 2001, and Operation IRAQI FREEDOM in 2003 to the present.

Joint Chiefs of Staff


The Joint Chiefs of Staff (JCS) is a grouping comprised of the following: Chairman (CJCS) Vice Chairman Chief of each major branch of armed service in the US Armed Forces o Army: Army Chief of Staff o Air Force: Air Force Chief of Staff o Navy: Chief of Naval Operations (CNO) o Marine Corps: Commandant of the Marine Corps (CMC) Today, the primary responsibility of each member of the JCS is to ensure the readiness of the respective military services. The JCS also acts in an advisory military capacity for the President of the United States and the Secretary of Defense. The CJCS acts as the chief military advisor to the President and the Secretary of Defense. In this strictly advisory role, the JCS constitutes the second-highest deliberatory body for military policy, after the National Security council (which includes the President and other officials besides the CJCS). Chairman of the Joint Chiefs of Staff (CJCS): The Goldwater-Nichols DOD Reorganization Act of 1986 identifies the CJCS as the senior-ranking member of the Armed Forces. As such, the CJCS is the principal military advisor to the President. He may seek the advice of and consult with other JCS members and combatant commanders. When he presents his advice, he presents the range of advice and opinions he has received, along with any individual comments of the other JCS members. Vice Chairman of the Joint Chiefs of Staff (VCJCS): The DOD Reorganization Act of 1986 created the position of Vice Chairman of the Joint Chiefs of Staff, who performs such duties as the CJCS may prescribe. By law, he is the second-ranking member of the Armed Forces and replaces the CJCS in his absence or disability. Though the Vice Chairman was not originally included as a member of the JCS, Section 911 of the National Defense Authorization Act of 1992 made him a full voting member of the JCS. Armed Forces Service Chiefs Function as Military Advisors: Any member of the JCS may submit advice or opinions to the CJCS whether or not in agreement with the opinion of the CJCS, and this advice or opinion is required to be submitted by the CJCS as the same time his own advice/opinion is submitted. Members of the JCS shall also

Basic Officer Course

B4W6819

Joint Operations

provide advice to the President, National Security Council, or Secretary of Defense (SecDef) as requested by that individual. Members are also allowed to make recommendations to Congress, relating to the Department of Defense (DoD), after first informing the SecDef. Naval Service Chiefs: Both the Chief of Naval Operations (CNO) and the Commandant of the Marine Corps (CMC) are members of the JCS but report to the Secretary of the Navy. As with the Army and Air Force Chiefs of Staff, the CNO and CMC are responsible for ensuring organization and readiness of their respective branches, yet they have no operational command forces.

The Joint Staff


The Joint Staff (JS) assists the CJCS in accomplishing his responsibilities for: the unified strategic direction of the combatant forces the operation of combatant forces under unified command the integration of combatant forces into an efficient team of land, naval, and air forces. The JS is composed of officers from the Army, Air Force, Navy and Marine Corps in numbers that roughly correspond to the relative size of the Services, and is organized in the following manner: Director, JS Manpower & Personnel (J-1) JS Intelligence (J-2) Operations (J-3) Logistics (J-4) Strategic Plans & Policy (J-5) Command, Control, Communications and Computer Systems (J-6) Operational Plans and Joint Force Development (J-7) Force Structure, Resources, and Assessment (J-8) Directorate of Management In practice, the Marines make up about 20 percent of the number allocated to the Navy. Since its establishment in 1947, statute has prohibited the Joint Staff from operating or organizing as an overall armed forces general staff; therefore, the Joint Staff has no executive authority over combatant forces.

Basic Officer Course

B4W6819

Joint Operations

Unified Combatant Command


The Goldwater-Nichols Department of Defense Reorganization Act (1986) Gave operational command to the Unified Combatant Commander Established formal linkages between Service operating forces and Unified Combatant Commander As a result of the 1986 reorganization of the military, undertaken by the GoldwaterNichols Act, the JCS no longer execute operational command of U.S. military forces. Responsibility for conducting military operations goes from the President to the Secretary of Defense, directly to the Unified Combatant Commanders. There are nine (9) unified combatant commands. Five of these combatant commands are responsible for a specific region of the world, and as such have regional responsibility. The remaining four combatant commands are functionally organized, and as such have functional responsibility.

GEOGRAPHIC COMBATANT COMMANDS

Basic Officer Course

B4W6819

Joint Operations

Unified Combatant Command (cont)


US European Command Headquarters Location: Stuttgart, Germany. Mission: USEUCOM will maintain ready forces to conduct the full range of operations unilaterally or in concert with coalition partners; enhance transatlantic security through support of NATO; promote regional stability; counter terrorism; and advance U.S. interests in the area of responsibility. Geographic Area of Responsibility: Covers 21 million square miles and 92 countries and territories to include: Europe, Turkey, Greenland, and the former Soviet Union EXCEPT for the five (5) Central Asian Republics (Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan and Uzbekistan) and Africa EXCEPT for Egypt, Sudan, Djibouti, Somalia, Eritrea and Ethiopia. Headquarters Location: Camp H.M. Smith, Honolulu, Hawaii Mission: U.S. Pacific Command, in concert with other U.S. government agencies and regional military partners, promotes security and peaceful development in the AsiaPacific region by deterring aggression, advancing regional security cooperation, responding to crises, and fighting to win. Geographic Area of Responsibility: 43 countries, 20 territories and possessions and 10 U.S. territories to include: Australia, Bangladesh, Bhutan, Burma (Myanmar), Cambodia, China, Comoros, Brunei, Cook Islands, Fiji, New Caledonia/French Polynesia (France), India, Indonesia, Japan, Kiribati, South Korea, North Korea, Laos, Madagascar, Malaysia, Maldives, Republic of Marshall Islands, Mauritius, Federated States of Micronesia, Mongolia, Nauru, Nepal, Niue, New Zealand, Republic of Palau, Papua New Guinea, Philippines, Russia, Samoa, Singapore, Solomon Islands, Sri Lanka, Taiwan, Thailand, Tonga, Tuvalu, Vanuatu, Vietnam.

US Pacific Command

Basic Officer Course

B4W6819

Joint Operations

Unified Combatant Command (cont)


US Southern Command Headquarters Location: Miami, FL. Mission: USSOUTHCOMs mission is to conduct military operations and promote security cooperation to achieve U.S. strategic objectives. To fulfill this mission, SOUTHCOM relies on a number of tools: -Counter Drug / Counter Terrorism (CD/CT) -Humanitarian Assistance / Disaster Relief (HA/DR) -Operations / Exercises -Theater Security Cooperation (TSC) Strategic goals include: -Win the War on Terrorism in the area of responsibility (AOR) -Support the Colombian governments efforts to defeat terrorists, reduce drug trade and gain control of their territory, while adhering to the international human rights norms and the rule of law -Strengthen and maintain stable, democratically elected governments throughout the AOR -Build regional coalitions to resolve regional issues and respond to contingencies throughout the AOR -Transform USSOUTHCOM to meet future challenges more effectively -Obtain the resources and support necessary to achieve our goals and objectives -Improve quality of life for all members of the command Geographic Area of Responsibility: SOUTHCOM AOR covers 15.6 million square miles and encompasses thirty (30) countries (19 in Central and South America and 11 in the Caribbean) to include: Argentina, Belize, Bolivia, Brazil, Chile, Colombia, Costa Rica, Dominican Republic, Eastern Caribbean, Ecuador, El Salvador, Guatemala, Guyana, Haiti, Honduras, Jamaica, Nicaragua, Panama, Paraguay, Peru, Suriname, Trinidad & Tobago, Uruguay, and Venezuela.

Basic Officer Course

B4W6819

Joint Operations

Unified Combatant Command (cont)


US Central Command Headquarters Location: MacDill AFB, Tampa, FL. Mission: USCENTCOM, with our components and standing Joint Task Forces, in partnership with the Joint Staff, Department of Defense and regional partners will: -Focus shaping in the Central Region through integrated engagement and forward presence that enhances regional security and stability, promotes peace, and deters aggression -Remain ready to SELECTIVELY RESPOND to the full-spectrum of military operations and, when necessary, fight and win our nation wars, and; -Prepare our command and families for the challenges and opportunities of an uncertain future through modernization and transformation throughout the Central Region in order to promote and protect United States interests. Geographic Area of Responsibility: Extends to twentyseven (27) countries: Afghanistan, Bahrain, Djibouti, Egypt, Eritrea, Ethiopia, Iran, Iraq, Jordan, Kazakhstan, Kenya, Kuwait, Kyrgyzstan, Lebanon, Oman, Pakistan, Qatar, Saudi Arabia, Seychelles, Somalia, Sudan, Syria, Tajikistan, Turkmenistan, United Arab Emirates (UAE), Uzbekistan, and Yemen. International waters included are the Red Sea, Persian Gulf and western portions of the Indian Ocean. **Although surrounded by CENTCOM countries, Israel remains under USEUCOM because it is more politically, military and culturally aligned with Europe.

10

Basic Officer Course

B4W6819

Joint Operations

Unified Combatant Command (cont)


US Northern Command Headquarters Location: Peterson Air Force Base, Colorado Springs, Colorado. Mission: Conduct operations to deter, prevent, and defeat threats and aggression aimed at the United States, its territories and interests within the assigned area of responsibility (AOR); and as directed by the president or secretary of defense, provide defense support of civil authorities including consequence management operations Geographic Area of Responsibility: USNORTHCOMs AOR includes air, land and sea approaches and encompasses the continental US, Alaska, Canada, Mexico and the surrounding water out to approximately 500 nautical miles. It also includes the Gulf of Mexico and the Straits of Florida. Headquarters Location: Norfolk, Virginia Mission: The United States Joint Forces Command provides mission ready joint capable forces, and supports the development and integration of joint, interagency, and multinational capabilities to meet the present and future operational needs of the joint force. This happens through a variety of activities focused in three areas by: -supporting current operational needs, -supporting the integration of joint, interagency and multinational capabilities, -supporting the development of future operational capabilities. USJFCOM works every day in helping to win The Long War by supporting the operational commanders today and changing how we will fight in the future. Functional Responsibility: The commands priorities include: -improving the way we manage and provide forces and capabilities -enhancing the interoperability of command and control so decision makers at all levels have the right information at the right time -organizing, training and equipping joint task force headquarters -merging operations and intelligence so we can find as well as fix/finish/analyze and exploit the enemy -providing enabling capabilities that support the joint force commanders so that they can rapidly and effectively stand up their headquarters and execute their assigned missions.

U.S. Joint Forces Command

11

Basic Officer Course

B4W6819

Joint Operations

Unified Combatant Command (cont)


U.S. Special Operations Command Headquarters Location: MacDill Air Force Base, Tampa, Florida Mission: USSOCOM leads, plans, synchronizes, and as directed, executes global operations against terrorist networks. USSOCOM trains, organizes, equips and deploys combat ready special operations forces to combatant commands. Functional Responsibility: Oversees the special operations components of each service, to include Army Special Operations Command, Naval Special Warfare Command, Air Force Special Operations Command, Marine Corps Forces Special Operations Command, and the Joint Special Operations University. Headquarters Location: Scott Air Force Base, Illinois Mission: Provide air, land and sea transportation for the Department of Defense, both in time of peace and time of war. Functional Responsibility: USTRANSCOM is responsible for creating and implementing world-class global deployment and distribution solutions in support of the President, Secretary of Defense, and Combatant Commander-assigned missions

U.S. Transportation Command

U.S. Strategic Command

Headquarters Location: Offutt Air Force Base, Nebraska Mission: Provide the nation with global deterrence capabilities and synchronized DoD effects to combat adversary weapons of mass destruction worldwide. Enable decisive global kinetic and non-kinetic combat effects through the application and advocacy of integrated intelligence, surveillance and reconnaissance (ISR); space and global strike operations; information operations; integrated missile defense and robust command and control. Functional Responsibility: USSTRATCOM is a global integrator charged with the missions of Space Operations; Information Operations; Integrated Missile Defense; Global Command & Control; Intelligence, surveillance and Reconnaissance; global Strike; and Strategic Deterrence. USSTRATCOM is also the lead Combatant Command for integration and synchronization of DoD-wide efforts in combating weapons of mass destruction.

12

Basic Officer Course

B4W6819

Joint Operations

US Armed Forces
United States Army (USA) The United States Army is the largest branch of the U.S. Armed Forces and has primary responsibility for land-based military operations. As of 2004, the Army consisted of 494,295 soldiers on active duty, 342,918 in the Army National Guard (ARNG) and 204,134 in the United States Army Reserve (USAR). The Army has been very active in recent years since September 11, 2001 in the wars in Iraq and Afghanistan. Currently the Army is undergoing a period of transformation, which will result in five (5) geographical commands aligned with the five geographical Unified Combatant Commands. The United States Navy is primarily responsible for conducting naval operations. The mission of the Navy is to maintain, train and equip combat-ready Naval forces capable of winning wars, deterring aggression and maintaining freedom of the seas. Currently, the Navy has approximately 500,000 sailors on active duty or in the Naval Reserve and operates 282 ships in active service and more than 4,000 aircraft. The 21st century Navy maintains a sizeable presence in the world, deploying in such areas as East Asia, Southern Europe, and the Middle East. Its ability to project forces into the littoral regions of the world, engage in forward areas during peacetime and rapidly respond to regional crises makes it a tremendous asset in American foreign and defense policy. The United States Air Force is the aerospace branch of the United States Armed Forces. The USAF is the largest and most technologically advanced modern air force in the world, with over 4,000 aircraft in service and about 352,000 men and women on active duty. According to the National Security Act of 1947 which created the Air Force, In general the United States Air Force shall include aviation forces both combat and service not otherwise assigned. It shall be organized, trained, and equipped primarily for prompt and sustained offensive and defensive air operations. The Air Force shall be responsible for the preparation of the air forces necessary for the effective prosecution of war except as otherwise assigned and, in accordance with integrated joint mobilization plans, for the expansion of the peacetime components of the Air Force to

United States Navy (USN)

United States Air Force (USAF)

13

Basic Officer Course

B4W6819

Joint Operations

US Armed Forces (cont)


United States Air Force (USAF) (Continued) Meet the needs of war. The stated mission of the USAF today is to deliver sovereign options for the defense of the United States of America and its global intereststo fly and fight in Air, Space, and Cyberspace. The United States Marine Corps is the branch of the US military responsible for providing power projection from the sea, utilizing the mobility of the U.S. Navy to rapidly deliver combined-arms task forces to global crises. The Marine Corps serves as an amphibious and expeditionary force in readiness. Today, it has three primary areas of responsibility, originally introduced under the National Security Act of 1947: The seizure or defense of advanced naval bases and other land operations to support naval campaigns. The development of tactics, technique and equipment used by amphibious landing forces. Such other duties as the President may direct.

United States Marine Corps (USMC)

The Marine Corps has the unique ability to rapidly deploy a combined-arms task force to almost anywhere in the world within days. The basic structure for all deployed units is a Marine Air-Ground Task Force (MAGTF) that integrates a ground combat component, an air component, and a combat service support component under a common command element. The Marine Corps ability to permanently maintain integrated multi-element task forces under a single command provides a smoother implementation of combined-arms warfare principles.

Summary
This lesson served to introduce you to the Joint World. It is important to understand how the Marine Corps fits into the Unified Command Structure of the DoD because the majority of the operations conducted by the US Armed Forces are joint in nature. This includes every type of mission, ranging from combat operations to humanitarian assistance.

14

Basic Officer Course

B4W6819

Joint Operations

References
Reference Number or Author MCDP 1-0 Joint Pub 1-0 Joint Pub 3-0 Reference Title Marine Corps Operations Joint Warfare of the Armed Forces of the United States Joint Operations

Glossary of Terms and Acronyms


Definition or Identification Connotes activities, operations, organizations, etc in which elements of two or more military departments participate. A general term applied to a force composed of significant Joint Force elements, assigned or attached, or two or more military departments, operating under a single joint force commander authorized to exercise operational control. Involving two or more forces or agencies of two or more Combined allies. Military actions conducted by forces of two or more nations, Multinational typically organized within the structure of a coalition or Operations alliance. A command with a broad continuing mission under a single Unified Command commander and composed of significant assigned components of two or more military departments that is established and designated by the president. A command that has a broad continuing mission, normally Specified Command functional, and is established by the president. It is normally composed of forces from a single military department. One of the unified or specified combatant commands Combatant Command established by the president. Combatant Commander A commander of one of the unified or specified combatant commands established by the president. Joint Force Commander A general term applied to a combatant commander, subunified commander, or JTF commander authorized to exercise COCOM or OPCON over a joint force. Term or Acronym Joint

15

Basic Officer Course

B4W6819

Joint Operations

Notes

16

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

MESS NIGHT B4W6975 STUDENT HANDOUT

Basic Officer Course

B4W6975

Mess Night

Mess Night
Introduction It has long been an established custom of the officers and/or noncommissioned officers of a military organization to dine together periodically. A mess night is a formal dinner in mess by all members, or by the officers and noncommissioned officers of a particular post or unit. The mess night is a formal stag dinner where spouses and dates do not attend. The object of a mess night may vary from a wish to foster good comradeship among fellow Marines, to celebrate the anniversary of significant events in a units history, to dineout members being detached, or to honor guests from another unit, service or country. Except for the annual celebration of the Marine Corps Birthday, no social function associated with the smaller of Americas naval services is more enjoyed, admired and imitated than the mess night. The purpose of Marine Corps Mess Night is to recognize and pay homage to the Marines who came before. We will discuss The Basic School Student Company Mess Night procedures as well as the history, traditions, and etiquette associated with a Mess Night. This lesson covers the following topics: Topic Mess Night Traditions Mess Night Etiquette Summary References Notes Learning Objectives Terminal Learning Objective MCCS-HIST-2302. Given commander's guidance and references, organize a traditional Marine Corps event in accordance with Marine Corps traditions and commander's guidance. Enabling Learning Objective MCCS-HIST-2302a. Without the aid of reference, describe the customs associated with a Mess Night without omission. Page 3 5 6 6 6

Importance

In This Lesson

Basic Officer Course

B4W6975

Mess Night

Mess Night Traditions


Formal dinners in wardrooms afloat and messes are among the finest traditions of military institutions. The history of the Navy and Marine Corps is replete with examples of such occasions, undoubtedly a carryover from the British practice of formal gatherings of men in an atmosphere of dignity which they felt contributed to the unity and esprit of an organization. Similarly, this reasoning gave impetus to many such occasions beginning in the highly patriotic era of the early 1800s. In 1816, a dinner was given in honor of Commodore Stephen Decatur and Captain Charles Steward as reported by the National Intelligencer in these words: "The company sat down to dinner at five o'clock and spent the evening with the purest harmony and good humor. After the cloth was removed, many toasts were drunk, accompanied with high patriotic songs and music by the Marine Band." The same newspaper reported a dinner on July 4, 1816, as "a large party of gentlemen assembled to celebrate the glorious festival of the anniversary of American Independence... Accompanied with songs and music from the Marine Band, and announced by repeated discharges of artillery, many toasts were drunk." Some have suggested that this is the origin of "having a shot". Similar affairs were noted for many years thereafter, always with Marine Officers, Marine Artillery, and the Marine Band in attendance. However, these dinners were not traditional Marine Corps Mess Nights as we know them today, although they contributed much of the fostering influence. The only significant mess nights during the 19th Century which were sponsored by the Corps for its officers were at the Old Center House, Marine Barracks, Washington, which must have seen some gay evenings in the old days. The Evening Star of Washington, D.C., on February 16, 1908, printed a large photograph of the Old Center House (then torn down) with the following caption; "Tales are told of nights of revelry, when the wine flowed and souls of great men, freed from the cares of state, allowed their wit and spirit to soar unhampered while gracing the Officer's Mess beneath the beams of the old house. The rafters which once rang with the laughter of Presidents now lie in grim disorder." Fortunately, the tradition is carried on and each summer or early fall, Marine Barracks, Washington, Center House Mess is honored by the presence of the Commandant at a Mess Night. The general routine which is a good guideline for Mess Night, subject to modification as required, is outlined below. The dress is Mess dress, Blues, Whites; or black tie for civilian guests. The affair is always stag. At 1920 the officers assemble in the anteroom for cocktails and to meet the Commandant and guests. At 2000, a drummer and a fifer, smartly turned out in Blues, sound The Roast Beef of Old England, announcing dinner. All proceed to their places in the dining room, remain standing behind their chairs until a short Grace is pronounced, after which all are seated and the first course is served. Officers are seated according to rank: the Commanding Officer or another who is designated to act as President of the Mess is at the head of the table, the junior officer at the other end.

Basic Officer Course

B4W6975

Mess Night

Mess Night Traditions (Continued)


The ranking guest is served first, the serving then continues counter-clockwise, not according to rank. Simultaneously the other side of the table is served, beginning with the officer seated to the right of the junior officer. The long table is not covered with a cloth. Instead, narrow runners are placed along both sides of it to lay the table service. This permits the soft glow of the candlelight and the silver candelabra to be reflected on the polished mahogany as well as facilitating the complete removal of all the table service, including the runners themselves, before the port is passed. Two or three table wines may accompany the meal, depending on the number of courses. The dinner ends with a savory, rather than a sweet dessert, since the latter spoils the taste of port. The table is then cleared. Smoking ceases until after the formal toasts. Many messes do not smoke at any time during the dinner, so as not to acquire an insensitive taste for excellent food. A wine glass is placed before each officer. The port is passed, each officer pouring from the decanter and passing it to the left until all the glasses are charged. More than one decanter may be passed simultaneously starting at various points at a large table, in order to shorten this interval and obviate the necessity of refilling them. The Commanding Officer or President of the Mess then rises to propose the first toast. The first toast (or toasts) is always to the sovereign or president of any and all foreign countries represented at the Mess Night. After about a minute the president raps his gavel for silence. The senior foreign officer present rises and gives the toast "Gentlemen, the President of the United States." With the formal toasts over, ashtrays reappear on the table. Coffee is served, as well as cigars and cigarettes. The port is passed again. Conversation becomes general and the atmosphere becomes informal. All remain at the table until the senior officers and guests arise. The remainder of the evening may be spent more or less as impulse and ingenuity suggest. Singing is always in order, and by this time many officers are often pleasantly surprised to discover how really well they can produce harmony. There are also any number of parlor games and feats of strength, some of which are of such a nature that the temporary removal of dress coats and shoes may be advisable. Anyone should feel free to leave at any time after a decent interval. If the usual custom is observed, that no one is at liberty to leave prior to the departure of the Senior Officer, it will place the latter in an awkward position. He will feel he must leave early, even though his inclination is to stay on, in order not to inconvenience those who may have important duties the following day and wish to leave at an early hour.

Basic Officer Course

B4W6975

Mess Night

Mess Night Traditions (Continued)


Circumstances will frequently not permit a Mess Night with all formalities as to uniform, catering or table service as outlined here. This should not deter an organization, however, and adaptations should be made to meet the "situation and terrain." Do not in particular, let yourself become stupefied by the apparent formality of mess nights; the object is the pleasure and camaraderie of all hands. So, as the Revolutionary War recruiting poster of the Continental Marines stated ( the latter portion of which is often used as the final "bottoms-up" toast of the evening to the Corps )... "Take courage then, seize the fortune that awaits you, repair to the Marine Rendezvous where, in a flowing bowl of punch, and three times three, you shall drink." Long Live the United States, and success to the Marines.

Mess Night Etiquette


Drinks shall be finished or left in the reception area before departing to the Hanson Room. Smoking is permitted in the reception area after the meal. Permitted time to smoke will be indicated by the lighting of the smoking lamps. It is considered entirely improper to leave the Hanson Room until the head table has cleared the room. Photographs may be taken; however, please exercise discretion when photographing Distinguished Guests. Several wines will be served throughout the meal. All glasses shall be filled, whether or not they will be drunk. All courses of the meal shall be served to every Member of the Mess whether or not they are eaten. Members shall not request seconds. During the introduction of the head table, it is proper to wait until all Guests have been introduced before applauding. The port wine should only be drunk after the first toast. There is no requirement to drink the wine. However, the appropriate drink should at least be brought to the lips for each toast. Outside of the prescribed toasts, extemporaneous toasts should not be made. All three stanzas of The Marines Hymn shall be sung by the Members of the Mess. It is expected for all Members to wait for the Guest of Honor to depart before leaving.

Basic Officer Course

B4W6975

Mess Night

Summary
The Marine Corps Mess Night is a time honored tradition in the United States Marine Corps of dining in with formal mess dress. The purpose of Marine Corps Mess Night is to recognize and pay homage to the Marines who came before.

References
Reference Number or Author MCO P5060.20, Appendix D Reference Title Marine Corps Drill and Ceremonies Manual

Notes

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

THE ENLISTED MARINE B4X6379 STUDENT HANDOUT

Basic Officer Course

B4X6379

The Enlisted Marine

The Enlisted Marine


Introduction As officers the most important responsibility in our Corps is leading Marines. Leading Marines: Describes a leadership philosophy that reflects our traditional strengths as an institution and attempts to define the very ethos of being a Marine Is about the inseparable relationship between the leader and the led, and is as much about the individual Marine the bedrock upon which our Corps is built as it is about any leader. There is less a line between the leader and the led than a bond. Is also about the Corps about that unspoken feeling among Marines that is more than tradition or the cut of the uniform and about the indefinable spirit that forms the character of our Corps Flows from the common but unique forge from which Marines come Draws from the shared experiences of danger, violence, the adrenaline of combat, and the proximity to death.

Importance

To successfully lead Marines, you must first understand who this Marine is, the process that turns civilians into Marines, and finally the issues that will confront you, as a Marine leader, when dealing with your Marines. This lesson covers the following topics: Topic Marine Profile Requirements for Enlistment Enlistment Contracts Recruit Training Officers Role Summary References Glossary of Terms and Acronyms Notes Page 4 4 5 6 11 13 13 13 14

In This Lesson

Basic Officer Course

B4X6379

The Enlisted Marine

The Enlisted Marine


Learning Objectives Terminal Learning Objectives MCCS-LDR-1003. Without the aid of reference, describe the factors affecting career development without error Enabling Learning Objectives MCCS-LDR-1003a. Without the aid of reference, describe the enlistment process without omission. MCCS-LDR-1003b. Without the aid of reference, describe the assignment process without omission.

Basic Officer Course

B4X6379

The Enlisted Marine

Marine Profile
The Research and Planning Department of J. Walter Thompson, U.S.A. Inc., periodically completes surveys for the Enlisted Advertising Section, Headquarters Marine Corps by interviewing several hundred poles at various Marine Corps Recruiting Stations. One of the main objectives is to construct a profile of the person most likely to join the Marine Corps. Major findings from one such survey indicate that the individual most likely to join the Marine Corps is: Between 17 and 18 years of age. Single. 69" in height, 165 pounds. Currently in high school with plans to graduate. Involved in inter-school sports. Living at home with a low to moderate average income of $17,500 annually. The middle child in a large family and the first to join. From a city environment 42 percent of the time and declining. Not a minority (28 percent are from minority backgrounds).

This describes the average Marine. In reality, Marines come from all parts of the American mosaic. Our Corps is as diverse as the nation that sustains us. We are a cross section of economic, social, racial, and ethnic backgrounds. As it has done for our Nation, this diversity has added to the strength of our Corps.

Requirements for Enlistment


Todays Marine Corps is a recruited force. Our recruiters carefully screen the young people who come to our door seeking admittance. We embrace and validate those who have: Solid character Good moral standards Personal values

We reinforce the values they hold. We fill those with undamaged characters who are among our societys many empty vessels with the ideals and values they so desperately need and seek. We evaluate each candidate based on the whole person and accept or reject a candidate through an analysis of risk versus potential. Before prospective recruits can become a Marine, they must meet certain basic requirements. The Marine recruiter is primarily responsible for ensuring that each prospective recruit is properly screened and meets the six requirements described in the following table.

Basic Officer Course

B4X6379

The Enlisted Marine

Minimum Requirements for Enlistment (Continued)


Criteria Age Description Must be between the ages of 17 and 28. If 17 years of age, must have parental consent (parent or legal guardian). Must be at least a high school graduate or have earned a General Equivalency Diploma (GED). Must pass with a minimum score in the 31st percentile.

Education Armed Services Vocational Aptitude Battery (ASVAB) General Technical (GT) Score

Is an average of four of the ASVAB sub-tests. o Arithmetic reasoning o Paragraph comprehension o Mathematical knowledge o Word knowledge Is used for quality control and MOS selection. Felony Records Can be waived at Headquarters Marine Corps Appropriate Commanding General, Marine Corps Recruit Depot, may waive misdemeanors Medical/Physical Must be fit for duty. Military Entrance Processing Station (MEPS) conduct complete medical physical. Delayed entry program candidates undergo another complete physical exam to ensure qualification. Arrival at recruit depot, undergo another physical screening. Each medical screening includes a urinalysis.

Enlistment Contracts
The two enlistment contracts available to prospective recruits are: Guaranteed contract. Normally, o Discussed with the recruiter. o Are indicated on the recruit's enlistment processing package. o Guarantee promises the recruit follow-on training in an occupational field vice specific military occupational specialty (MOS).

Basic Officer Course

B4X6379

The Enlisted Marine

Enlistment Contracts (Continued)


Guaranteed contract. (Continued) o Individual's ultimate MOS selection is determined by score on the second ASVAB, administered at the Recruit Depot, and on the needs of the Marine Corps o Contract guarantees an occupational field only. Open contract. If the individual: o Meets our enlistment standards. o Is only concerned with getting into the Marine Corps. o MOS comes from one of five hundred different skills in over 30 occupational fields as determined by: The ASVAB test, GT score, and the needs of the Marine Corps. Testing and assignment of MOSs for Marines enlisting on open contract done during recruit training.

Recruit Training
Recruit training for male Marines is conducted at: Marine Corps Recruit Depot (MCRD) San Diego, CA for those Marines enlisting west of the Mississippi River. MCRD Parris Island, SC for those enlisting east of the Mississippi River. MCRD Parris Island, SC for all female recruits.

All subjects taught at both recruit depots are identical, although allowances are made in sequencing due to the geographic differences between the two recruit depots. Training for male and female Marines is identical except for the difference of the physical fitness test (PFT). Male and female recruits are segregated during training so they can focus on their transformation into Marines. Recruit training is divided into twelve weeks of training described in the table below.

Basic Officer Course

B4X6379

The Enlisted Marine

Recruit Training (Continued)


Recruit Training Processing and forming Weeks 1 - 4 Description Generally lasts four to seven days upon arrival at the recruit depots. Does not count as a training week. Basically indoctrination to the Marine Corps way of life. Recruits attend classes on general military subjects to include: Physical training. Customs. Courtesies. History. Traditions. M-16A2 rifle. Close order drill. Interior guard. Martial arts. Inspections. Five-mile endurance march. Accomplish their swim qualification. Also increase their physical training (PT) run to three miles in length. "Junk on the bunk" inspections begin. 7.5-mile conditioning march. Interim PFT is conducted on the final day of the week. First work together as a team. o Without the close supervision of their drill instructor. o Learn the value of adapting and overcoming, as a team, to accomplish missions in support of training. In the past, "Team Week" was known as: o Mess and maintenance week. o Remediation week. Grass week teaches the skill of "Marine Marksmanship." The most dangerous weapon in America's arsenal is a Marine and his rifle! Instruction includes: o Safe weapon handling. o "Snapping In" (how to properly execute the different firing positions and aim at the target). o On the last three days of the week, run a final PFT and conduct a 10-mile conditioning march. Firing week is very rewarding. o Recruits witness the fruits of their labor through personal achievement of firing and qualifying with the M-16A2 rifle.

Week 5 Swim Week

Weeks 6 through 8 Team Week and Rifle Range

Basic Officer Course

B4X6379

The Enlisted Marine

Recruit Training (Continued)


Weeks 6 through 8 Team Week and Rifle Range (Continued) On the last day, participate in a "field meet," different platoons compete: o To enhance their competitive spirit. o To build morale. o To strengthen cohesion. o In field skills. o In strength competition. o In endurance competition. NOTE: The only difference between training at MCRD San Diego and MCRD Parris Island is the sequences of these three weeks. MCRD San Diego conducts Team Week during week 6, and MCRD Parris Island conducts Team Week during week 8. Instructed on: Rappelling. Nuclear, biological, and chemical warfare. Establishing a bivouac site. Field sanitation and hygiene. Confidence course. Camouflage techniques. Make a post exchange (PX) call. Take individual photos for their boot camp book. Start their initial fitting for their uniform issue. Conduct. Unknown distance firing. Gas mask firing. Any unqualified shooter has the opportunity to qualify. Weekends with physical training and close order drill. Transformation occurs while engaged in the challenging event known as the "Crucible." During the first three days, participate in the Company Commanders inspection, and final evaluation on conduct of drill. From 0200 Thursday through 0800 Saturday, engage in Crucible. o Physically demanding. o Mentally challenging. o Food and sleep deprivation. o Must, as a team, negotiate eight major events, which emphasize core values and teamwork.

Weeks 9 and 10 Basic Warrior Training and Field Firing

Week 11 Transformation Week

Basic Officer Course

B4X6379

The Enlisted Marine

Recruit Training (Continued)


Week 11 Transformation Week (Continued) o The last day of the event begins at 0400 with a nine-mile conditioning march and culminates with A morning color and emblem ceremony. Commandant, Marine Corps (CMC) video. A warrior breakfast. On Sunday, granted base liberty. No longer recruits. Begin their transition week by retrieving their civilian belongings from their arrival at the Recruit Depot. Classes on pregnancy and drug and alcohol abuse. Return 782 gear to supply. Participate in the battalion commanders inspection. Take final academic tests. Receive MOS assignments. Take platoon photos. Run a motivation run with the commanding general of the depot. Participate in "Family Day," conducted the day before graduation. On the last day of transition week the long awaited graduation ceremony is conducted.

Week 12 Transition Week

Marine Combat Training (MCT)


Normally, after graduation, the Marines go on leave for 10 days before reporting to one of two Schools of Infantry (SOI) to complete MCT. The two schools are located at: Camp Lejeune, N.C. - SOI East. Camp Pendleton, CA - SOI West.

The MCT battalions mission is "to train all Marines in infantry skills essential to operating in combat and to function as a member of a rifle squad or machine-gun team." Marines with an infantry MOS bypass MCT and go straight to infantry school for more in-depth training. MCT is similar to TBS in that it trains all enlisted Marines, regardless of MOS, to be basic riflemen just as TBS trains all lieutenants, regardless of MOS, to be provisional rifle platoon commanders. MCT is conducted in three phases described in the following table.

Basic Officer Course

B4X6379

The Enlisted Marine

Marine Combat Training (MCT) (Continued)


MCT Phase Phase I Arrival Description One day. Represents a Marine's arrival in theater. Receive orientation to theater operation. In processing and equipment issue. Secure personal effects. 14 days in a field environment. Series of connected training scenarios that help embed: o Individual training standards o Weapons training - learn The nomenclature and proper employment of individual weapons (M-16A2 rifle, M203, M249, and hand grenades) Proper handling and employment of crewserved weapons (M240G, M2 .50cal, and Mk 19 automatic grenade launcher) o Tactics (defense). During the defensive scenario, receive training involving: Mapping and land navigation. Communication. Chemical, Biological, Radiological and Nuclear (CBRN). Military Operations on Urban Terrain (MOUT) Mines and booby traps. Protective security measures. Night vision devices. Reporting intelligence information. Processing Enemy Prisoners of War (EPWs). Patrolling (security/ambush). o Tactics (offense). The offensive scenario: Involves movement to contact and clearing ops. Reinforces defensive individual training skills including combat formations, day and night squad tactics, fire and movement (live fire), and close combat training. Three days long. Prepare for departure to follow-on school. Clean and turn-in equipment. Out process.

Phase II Training

Phase III Departure

NOTE: During MCT, male and female recruits are segregated by platoons but participate in integrated training.

10

Basic Officer Course

B4X6379

The Enlisted Marine

Marine Occupational Specialty (MOS) Schools


Follow-on training at formal schools: Is structured to teach the enlisted Marine everything they need to know about their primary MOS. Vary in length depending upon the MOS. The Marine Corps uses both in-house MOS schools and joint service schools for MOS training. After the basic MOS is assigned, on-the-job training (OJT) is used extensively to upgrade or modify a MOS. Male and female Marines undergo fully integrated MOS training. At this point they have begun to develop the maturity and values necessary to work together.

Officers Role in the Transformation Process


The paragraphs above explained the first and second phase of the five phases of the transformation process. For the Marine Corps to be successful, you, as an officer, complete this process of transformation in all of your Marines. In the words of our 31st Commandant, General Charles C. Krulak: Our Corps does two things for America: we make Marines and we win our nations battles. Our ability to successfully accomplish the latter, of course, depends upon how well we do the former. We make Marines through a process called transformation. During this process, we change young mens and womens lives forever by imbuing them with our nations highest ideals. All Marine leaders are responsible for the last three steps in the transformation process strengthening cohesion, sustainment, and citizenship. Some of the challenges you will face in implementing this process are the many problems that a young Marine can encounter. Loss of confidence in leaders and disappointment in the institution. All Marines leave recruit training, MCT, and their MOS schools highly motivated and ready to become a part of the real Marine Corps. They are coming from an artificial, school environment that has greater controls than found in most Marine units. They are in fact undamaged goods until they arrive at their first unit where either by the actions of a few marginal leaders or the example of bad leadership these Marines can develop problems. As outlined in MCRP 6-11D, Sustaining the Transformation, Marines are most susceptible to becoming influenced by sea-lawyers or disillusioned by bad leadership during the initial period upon joining their first unit. More than anything this can cause Marines to get in trouble with any of the following problems. Ensure your Marines are exposed to solid leadership and positive influences.

11

Basic Officer Course

B4X6379

The Enlisted Marine

Officers Role in the Transformation Process (Continued)


Home sickness/depression/suicide. During recruit training Marines have little time to ponder their circumstances and become infected with homesickness, depression, or thoughts of suicide. MCT happens too quickly for homesickness to set in, and it is only to a small degree at MOS schools and then at their first units that these problems begin to arise. Leaders must be aware whenever a new Marine joins the unit and be attentive to the symptoms of these conditions. You can mitigate the effects of homesickness and prevent other problems from arising by: o Knowing your Marines. o Being active in their development. o Being aware of their off-duty habits. o Guiding them toward wholesome off-duty activities. Indebtedness/over-extended credit. For many Marines, the Marine Corps is the first job they have had with steady income. If they are single, they will usually find themselves with a large surplus of expendable income. If married, they will find that even with the additional money provided by basic allowance for housing (BAH) and commuted rations (comrats) they will have a hard time making ends meet. These situations are aggravated by the fact that most have never had to budget their money. The result is over-extended credit, indebtedness, and bounced checks that lead to administrative and punitive actions against the Marine by both civil authorities and the Marine Corps. Indebtedness/over-extended credit also can impact other problem areas. As a component of personal readiness, indebtedness/over-extended credit can and will affect your unit readiness. Marital problems. Young married Marines have problems for a variety of reasons, but chief among them is financial problems. It is hard to remember you are in love when you cant pay the bills. The stress financial problems cause for both the Marine and the spouse can lead to separations, abuse, and other problems. Additionally, the maturity of the Marine and spouse plays a part; the spouses lack of understanding of the Marine Corps as well as the separation caused by operations and deployments all contribute to young Marines marital difficulties. The old statement, If the Marine Corps had wanted you to have a wife they would have issued you one, no longer applies. Do everything you can to help your Marines maintain a solid home life. Housing. Housing is a problem for both single and married Marines. Many bachelor enlisted quarters (BEQs) in the Marine Corps need renovations and new furnishings. Additionally, they are overcrowded. For married Marines, the lack of adequate, affordable housing can cause financial problems as well as marital problems. As a leader, do everything you can to assist your Marines with this situation.

12

Basic Officer Course

B4X6379

The Enlisted Marine

Officers Role in the Transformation Process (Continued)


Physical fitness. PT is one of the most important leadership tools you have. For a small investment in time, you can ensure your Marines stay physically fit, increase their self-confidence, and are combat ready. This translates into higher morale, better discipline, and greater productivity regardless of MOS. Vary PT. Be imaginative; include water survival, martial arts, obstacle courses, and conditioning marchesthis is what they joined for. Failure to be imaginative may result in loss of confidence in leaders and disappointment in the institution.

Substance abuse. Substance abuse consists of the illegal use of drugs and the problems associated with alcohol abuse. As a leader, you need to be part of the zero tolerance force for illegal drugs that ensures they are not part of our culture. Constantly reinforce this idea with your Marines. For Marines who are old enough to drink, positively influence them to do so responsibly. Do not tolerate immature practices of binge drinking and alcohol abuse. Deployments. Finally, many of the above problems only become worse when the reality of extended separations for training, operations, and deployments are added to the equation. Married Marines suddenly find themselves homesick. Financial requirements change. Liberty patterns are different. Add to this the extra stress when a deployment becomes a real world mission. As a leader, you need to ensure your Marines and their families are fully prepared for deployments and the stresses that go with them.

Summary

References
Reference Number or Author Alpha/numeric order Alpha/numeric order Reference Title Reference Title Reference Title Alphabetical Order Reference Title

13

Basic Officer Course

B4X6379

The Enlisted Marine

Glossary of Terms and Acronyms


Term or Acronym ASVAB BAH BEQ CBRN CMC Comrats EPW GED GT Score MCRD MCT MEPS MOS MOUT OJT PFT PT PX SOI Definition or Identification Armed Services Vocational Aptitude Battery Basic allowance for housing Bachelor enlisted quarters Chemical, Biological, Radiological and Nuclear Commandant, Marine Corps Commuted rations Enemy Prisoners of War (EPWs) General Equivalency Diploma General Technical Score Marine Corps Recruit Depot Marine Combat Training Military Entrance Processing Station Military occupational specialty Military operations on urban terrain On-the-job training Physical fitness test Physical training Post Exchange School of Infantry

Notes

14

Basic Officer Course

CGDIR04

AMFEX

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

Amphibious Familiarization Exercise


Introduction AMFEX, in concert with (B4V6059) Amphibious and Expeditionary Operations; (CGDIR07) Amphibious Shipping and Landing Craft Capabilities and Limitations; and the enclosed readings, is designed to establish a foundation in amphibious doctrine and history for the junior MAGTF officer, which he can build upon in the operating forces. The purpose of this collection of text is to provide a brief history in the evolution of amphibious operations; provide a context for current and future amphibious doctrine; and provide a framework for the BOC Amphibious Familiarization Exercise (AMFEX) and Discussion Group. Importance Due to the current operating environment and deployment cycle, the Marine Corps Naval heritage and amphibious skill have begun to atrophy. History has proven that we cannot narrowly define the conditions for which our Marine Corps must be ready. Planning and preparedness in the Long War requires a talented, multi-dimensional force that is well trained and educated for employment in all forms of warfare. Therefore, it is imperative that the Marine Corps continues to train and educate its MAGTF officers in the art and science of amphibious warfare doctrine.

AMFEX CGDIR04 STUDENT HANDOUT


In This Lesson

This lesson covers the following topics: Topic Commandants Initial planning Guidance The Evolution of the Amphibious Assault Inchon Battle Study Operation Enduring Freedom/Task Force - 58 References Notes Page 3 4 22 40 50 50

Learning Objectives

Terminal Learning Objective MCCS-OFF-2104. Given Marines, an amphibious ship, landing craft, and a landing plan; conduct amphibious operations to accomplish the mission

Basic Officer Course

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

Commandants Guidance Amphibious Familiarization Exercise


Learning Objectives (Continued) Enabling Learning Objectives MCCS-OFF-2104a. Without the aid of reference, describe the characteristics of expeditionary operations without omission. MCCS-OFF-2104b. Without the aid of reference, describe the reasons for conducting expeditionary operations without omission. MCCS-OFF-2104c. Without the aid of reference, describe the sequence of projecting expeditionary forces without error. MCCS-OFF-2104d. Without the aid of reference, describe the purpose of amphibious operations without omission. MCCS-OFF-2104e. Without the aid of reference, describe the characteristics of amphibious operations without omission. MCCS-OFF-2104f. Without the aid of reference, describe the types of amphibious operations without omission. MCCS-OFF-2104g. Without the aid of reference, describe the five phases of amphibious operations without omission. MCCS-OFF-2104h. Without the aid of reference, describe the amphibious supported/supporting command relationships without omission. MCCS-OFF-2104i. Without the aid of reference, describe the tenets of amphibious operational planning without omission. MCCS-OFF-2104j. Without the aid of reference, describe the concept of operational maneuver from the sea (OMFTS) without error. MCCS-OFF-2104k. Without the aid of reference, describe the concept of ship-to-objective maneuver (STOM) without error. The below excerpts are taken from the Commandants 2006 Initial Planning Guidance: Our Marines and Sailors in combat are our number one priority. With this priority in mind, we will focus on the following over the next few years: Achieve victory in the Long War. Right-size our Corps to achieve a 1:2 deployment-to-dwell ratio. Provide our Nation a naval force that is fully prepared for employment as a MAGTF across the spectrum of conflict. Reset and modernize to "be most ready when the Nation is least ready." Improve the quality of life for our Marines and our families. Rededicate ourselves to our Core Values and warrior ethos. Posture the Marine Corps for the future.

Current wartime deployments dictate an almost singular focus on preparing units for their next rotation in irregular warfare operations. As a result, the skills Marines need for combined-arms maneuver, mountain warfare, amphibious, and jungle operations have deteriorated. Moreover, our major warfighting headquarters have been limited in their ability to exercise the sophisticated skill sets that have enabled Marine Expeditionary Forces to achieve such formidable success in all types of battletrain for any clime and place and fulfill our promise to be "most ready when the Nation is least ready." As our Nations naval force in readiness, the Navy-Marine Corps Team has the unique ability to provide forward-deployed expeditionary combat forces in response to crises. Within the last two years, the Navy-Marine Corps Team has conducted combat operations in Iraq and Afghanistan, brought relief to hundreds of thousands devastated by the tsunami in southern Asia, and evacuated our citizens in Lebanon in the largest non-combatant evacuation since the fall of Vietnam. No more responsive, no more lethal force provides our Nations leaders with such a powerful range of options. History has proven that we cannot narrowly define the conditions for which our military must be ready. With little warning, our Nation has repeatedly called our Corps front and center in the southern Pacific after Pearl Harbor, in Korea after the communist invasion in 1950, in the sands of Kuwait during DESERT STORM, in the mountains of Afghanistan after 9/11, and in southern Asia in the wake of the catastrophic tsunami of 2004. Each of these strategic surprises demonstrates the broad range of possibilities for which our Corps must be prepared. What we do today will ensure success in the decades to come but only if we plan and prepare with forethought and prudence. Planning and preparedness in the Long War requires a talented, multi-dimensional force that is well trained and educated for employment in all forms of warfare.

Basic Officer Course

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

Evolution of the Amphibious Assault

Basic Officer Course

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

Basic Officer Course

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

Basic Officer Course

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

10

Basic Officer Course

11

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

12

Basic Officer Course

13

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

14

Basic Officer Course

15

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

16

Basic Officer Course

17

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

18

Basic Officer Course

19

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

20

Basic Officer Course

21

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

Inchon Battle Study

22

Basic Officer Course

23

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

24

Basic Officer Course

25

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

26

Basic Officer Course

27

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

28

Basic Officer Course

29

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

30

Basic Officer Course

31

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

32

Basic Officer Course

33

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

34

Basic Officer Course

35

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

36

Basic Officer Course

37

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

38

Basic Officer Course

39

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

OEF/TF-58 Battle Study


I. Introduction: As technology has pushed the capabilities of all the warfighting functions over the years, the USMC has continued to refine its statutory responsibility to provide forces of combined arms through the Marine Air Ground Task Force (MAGTF) concept.1 The basic tenets of the MAGTF have always focused the exponential effect that each part of the air, ground, command, and support team has on each other in the single battle space. The expandable and flexible capabilities of the MAGTF during Operation Enduring Freedom (OEF) validated the transformational nature of the Marine Corp Expeditionary Maneuver Warfare (EMW) concept and provided insight into the development of Ship to Objective Maneuver concept. More specifically, by utilizing the unique rapid self-deployability of the Aviation Combat Element (ACE), TF-58 showed why the Marine Corps will continue to be ideally suited to Joint Task Force operations in the global war against terrorism.

seminal work, Advance Base Seizures in Micronesia. During the 1940s, WWII saw the refinement of amphibious operations and the use of Marine Close Air Support to a near science with the island hopping campaigns in the Western Pacific. Now codified in the 1947 National Security Act, the MAGTF concept would validate in Korea the new vertical envelopment concept in the form of the helicopter. In 1951, VMO-6 launched helicopters from the flight deck of an LST in support of the Inchon landing assault one day after the largest amphibious operation since Iwo Jima.3 On 17 September, just two days later, Marine helicopters carrying Gen Lemuel Shepard and Col Victor Krulak would be the first U.S. aircraft to land at Kimpo airport in support of the 5th Marines effort to liberate Seoul, Korea. Despite the limited distance and capabilities of the equipment at that time, this event is noteworthy for being the genesis of helicopter-based STOM concepts. Some things have remained constant over the years concerning helicopters and the MAGTF. Surprise, speed, mobility, and flexibility are all part of that nature of helicopter operations and consequently integral to the maneuver warfare philosophy. It was this flexible capability of the MAGTF that has placed the MEU units in the forefront of American military response. When CENTCOM was tasked to remove the Taliban regime and destroy the Al-Queda terrorist organization in Afghanistan, it reached for the tried and tested capabilities of the MAGTF. Because of this, the first conventional forces present would be the Marines. What was different about the seizure of Rhino is the operational sustainment that followed the initial assault. This was not just a raid but rather a watershed event in the development of the advance base seizure concept laid down 70 years earlier. Navy and Marine operational reach will no longer be limited to the littorals. Both services have begun to expand the EMW doctrinal concept to over the horizon objectives with existing training and equipment. This will only improve with developing equipment like the Expeditionary Strike Group (ESG), V-22 Osprey tilt rotor, Advanced Amphibious Assault Vehicle (AAV), and tactical missile platform SSGN. TF-58 actions were significant in how the role of aviation and logistics in maneuver warfare was viewed in the MAGTF concept. Traditionally, the role of the Ground Combatant Element (GCE) is the primary means in which we seek an advantage through maneuver. The supporting element roles fell to the Aviation Combat Element (ACE) or the Logistics Combat Element (LCE). There were examples of both the aviation and logistical assets being the primary means to seek and engage the enemy. By establishing a FOB in the heart of enemy territory through aviation assets, some of those same aviation assets sought out and destroyed Taliban forces. Finally, when the city of Kandahar fell to coalition forces, the emphasis on the MAGTF again shifted not to the GCEs ability to seek positional advantage but the LCE and their logistical capability to support the coalition forces.

When Task Force 58 (TF-58) launched a 28-plane assault force at sea, over 371.5 nm into the heart of the Taliban-controlled Afghanistan on 25 Nov 2001, it validated the decades of refinement to training, doctrine, and equipment of the USMC (See MAP 1).2 This expeditionary maneuver was the culmination of years of doctrinal development dating back to the 1930s when U.S. Marine visionary Pete Ellis created his
2 2

United States Marine Corps, Operations, MCDP 1-0, 2001, 3-10. Capt Jay Holtermann, The 15th MEU Seizure of Camp Rhino, Marine Corps Gazette, June 2002, 4.

Lynn Montross, Cavalry of the Sky, (New York:Harper & Brothers, 1961), 128.

40

Basic Officer Course

41

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

II. Creating and planning TF-58. By 24 September, a team of State Department and Department of Defense representatives obtained broad agreements for the use of Pakistani airspace and bases to support OEF.4 As details were identified, liaison officers (LNOs) formed cells and began laying the groundwork for forces to not only use basing rights but also receive Pakistani security and significant POL support. This would be a major undertaking in the most permissive of situations. The growing anti-U.S. sentiments in Pakistan made it much more risky.

On 19 October, TF Sword (composed of US Army Rangers), conducted a raid on an isolated airfield 60nm SW of Kandahar in conjunction with a Delta Force raid in the city of Kandahar. For the Marines the intelligence gathered and the reconnaissance would prove useful as this would eventually become Camp Rhino. The Rangers were successful if for no other reason than operating with impunity in the heart of Taliban country. However, the difference between a raid and a seizure is immense, as the Marines would later prove. On 27 October members of 1st MEB staff arrived in Bahrain to begin the preparation for a future task force involving the 15th MEU, additional I MEF forces and the 26th MEU. The Commanding Officer of Naval Forces Central Command, Vice Admiral Moore, appointed BGen Mattis, Deputy Commanding General for I MEF, as the commander of Naval Task Force 58 (TF-58), composed of approximately 8,000 Marines and Sailors. The guidance was simple and direct. Keep the TF-58 staff small and effective and begin planning for a series of raids into Afghanistan with TF-58 forces.5 Admiral Moore specifically did not want to form a MEB-sized staff as the TF was going to fall in on existing ARG ships and would not have the space necessary for such a large organization. The size would also match BGen Mattis desire to keep the staff focused, rapid, and autonomous while not duplicating existing MEU capabilities and structure. From 6 to 10 November TF-58 continued to focus on planning, creating an effective staff, and establishing liaison efforts to the growing number of coalition forces in theater.6 BGen Mattis was making direct liaison with TF Sword, under Maj Gen Dailey (USA), and getting critical insight and assistance from the Army Rangers. The MAGTF concept would be critical for the success of any mission. As the situation developed and intelligence became more available, CENTCOM directed TF-58 to plan for a Forward Operating Base seizure. The location was still undecided; it would be either Kandahar or the desert strip TF SWORD used in Operation Rhino. BGen Mattis made the unique decision that the 15th and 26th MEUs would fight as a single MAGTF, but would focus on two separate objectives. The original plan called for the 15th MEU to seize FOB Rhino and allow the 26th MEU to follow through to seize Kandahar.7 As the plan jelled, the real issues of logistical support over hundreds of miles from Navy shipping and the joint integration problem would be the two main areas of focus for the staffs. TF-58 would operate independently of a beachhead and would depend on air and naval-supplied Intermediate Support Bases (ISB). There were no overland routes for re-supply. During the last week of November TF-58 staff defined roles and responsibilities between the two MEUs as the plan began to fix on FOB Rhino. The decision by BGen Mattis not to issue a detailed OPORD and to initiate all FRAGOs from the highest level

On 7 October, security forces from the 15th MEU were placed in Jacobabad in support of USAF CSAR assets (See Map 2). That USAF detachment had joined the USS Peilelu ARG earlier at the end of September while they were in the Arabian Sea. BLT 1/1 provided the ground forces that went ashore unbeknownst to most of the world and more importantly, to most Pakistani citizens. This security force arrived in conjunction with the first military air strikes against the Taliban, along with USAF CSAR that would recover any downed U.S. aircrew safely to Pakistan.

5 6 4

LtCol Asad Khan, Pakistan-An Enduring Friend, Marine Corps Gazette, June 2002, 34.

TF-58 Unit History, 14. TF-58 Unit History,17. TF-58 Unit History, 27.

42

Basic Officer Course

43

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

would present several problems.8 Two key problems became apparent; the most significant being a lack of details and the other being that only a few people knew exactly what the plan entailed. Although the MEUs tended to work things out, friction was inevitable, especially in the competition for missions and who would be the supported and the supporting. On 21 November, members of the 26th MEU cross-decked for the first time to finalize planning efforts and receive detailed guidance from the TF-58 staff for a 23 November D-Day. TF-58 proved itself again as a functionary between the adjacent and higher units as the total force swelled to over 8,000 Marines and Sailors. The critical ATO process had been finalized for both ACEs through the Marine LNO at Bahrain.
III. Operations

Three CH-53Es departed the Peleliu at sunset carrying 66 Marines and two Fast Attack Vehicles. The second wave of three CH-53Es subsequently launched from the Peleliu carrying 95 combat loaded Marines. Both flights pushed north separately to the helicopter aerial refueling (HAR) track that stretched for 50nm south to 5nm south of the Afghanistan border. Each flight of three maneuvered as their own element and refueled from a single KC-130 The first wave of three CH-53's (carrying 66 Marines and two Fast Attack Vehicles ) successfully aerial-refueled and joined the pre-launched AH-1W Cobra attack escorts from Shamsi (see MAP 2). The rotary wing escorts were staggered in waves: two AH-1Ws, followed by three UH-1Ns, followed by two AH-1Ws. Successful coordination with the AWACS was critical for airspace deconfliction as well as the operational pause coordinated with TF Sword in the operating area. As the escorts approached the objective area, the P-3 and four AV-8B Harriers were in position to support.

Operation Swift Freedom (the original name for Marine Operations in Afghanistan) called for a package of six CH-53Es, four AH-1Ws, three UH-1Ns, six KC130s (two tanker and four cargo), one Navy P3 AIP (modified for ground force use), four AV-8Bs, one E3 AWAC and C Co from BLT 1/1. On call, in case organic firepower was insufficient until forces built up, were four F/A-18Cs and one AC-130 gunship. The preponderance of assets were from the 15th MEU, except three CH-53s that would come from the 26th MEU and the USS Bataan ARG and four HMH-361 CH-53Es that I MEF sent from CONUS. Potentially, the remaining assets of the MEU s, almost two reinforced BLTs and another 30 plus aircraft, could be utilized if necessary. The one piece of the MAGTF not brought would generate some concern and that was the lack of artillery. BGen Mattis chose not to bring in artillery. He had successfully argued to senior Marine staff that massive on call air support would cover the forces. The decision not to use artillery was one of the first examples of aviation-based fires establishing primacy in the Marine battle space. Any enemy movement towards the objective would be met with air-delivered ordinance the entire time ground forces were in the FOB. Part of the debate of artillery versus airpower is how effective artillery would have really been in that environment and for the follow on raid missions. This was critical in understanding the nature of the mission of putting a FOB in the middle of Taliban-controlled hinterland. The highly mobile Taliban targets became increasingly difficult to locate, visually confirm, and finally engage. With a large TF of Marines creating chaos in the rear area, Taliban forces could present themselves as targets for air-delivered forces. The mission began during daylight hours at 1615L, as the four AH-1W and three UH-1N lifted from the deck of the Peleliu and proceeded to a previously established forward arming and refueling point (FARP) in western Pakistan Shamsi (see map 2). From there the skids would refuel and proceed on timeline to meet the assault force in the objective area at L-Hour vicinity of Rhino.
8

TF-58 Unit History, 27.

The flight proceeded into the objective area with no resistance and the Assault Flight Lead (AFL) contacted the Escort Flight Lead (EFL) to establish the status of the LZ. Reconnaissance and surveillance in the form of a Navy SEAL team had been observing the objective area for some time. Additionally, the AIP P-3 had eyes on the

44

Basic Officer Course

45

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

objective area, AV-8Bs were overhead, and the flight was communicating with theater command and control. The RW escorts acted as the final screen for the landing of the assault force. The EFL in an AH-1W contacted the SEAL team in the vicinity of Rhino for the call to land and established a Battle Position north of the objective area. (See MAP 3) Despite a wave-off induced by severe brown-out conditions, the first wave of three CH-53Es landed in zone within thirty-seconds of the established L-Hour of 2100L. The assault force of 66 Marines quickly secured the objective area. The flood gates were now open for the buildup of combat power via KC-130s, which flew waves throughout the rest of the night and many nights following. Clausewitzian friction played its role in the assault. The first division of CH-53Es would encounter brownout conditions unlike any they had ever previously experienced before. Fortunately, all that was required for them and the following aircraft was a wave off or another pass at landing to recover safely. More significantly, the second division of CH-53Es with 95 Marines was unable to aerial refuel, and was 45 minutes late into the LZ. This meant that the second wave of CH-53E's would have to Rapid Ground Refuel (RGR) from the first wave of C-130s that were going to refuel the now low fuel attack helicopters. That second section of AH-1Ws would have to land immediately to maintain a strip alert status until replaced by the on-coming three UH-1Ns with more fuel. Although they had planned for this, it meant two enormously risky propositions.9 First, the attack aircraft would only have one Cobra section and one Huey division for strip alert, leaving the force dangerously limited for fire support. Secondly, the RGR evolution would put the second wave of returning CH-53s back at the USS Bataan almost 13 hours after initial launch, a dangerous and exhausting evolution. Shortly after securing the airfield Marine KC-130s began to bring in fuel, supplies, and additional forces. Within five days after the initial insert, the forward operating base (FOB) Camp Rhino could sustain air and ground operations for an entire MEU. C-17's delivered the 30-man detachment of Naval Mobile Construction Battalion 133 from Guam.10 The engineering and construction capabilities of the SEABEEs would be a critical component in developing the FOB into an effective facility. As planned, the TF-58 staff and their spider web of LNOs now focused on sustainment as the MEU staffs worked on the tactical missions.11 This integration of efforts into a single battle space while MARLNOs at the macro level would now have to organize the heavy air lift requirements from the C-17s, and C-130s. Marine aviation may have gotten TF-58 there, but Air Force heavy lift would keep it there by flying in the vehicles. For the Navy and Marines, this was by no means a pure Ship to Objective Maneuver. TF-58 would be heavily dependent on non-organic air support and distant

ISBs. Commodore Jezierski, Deputy CG of TF-58 stated that this was to be the most difficult amphibious landing in 20 years. 12 Within a few days Marine ground and aviation assets were cooperating with almost every special operations Task Force in the theater. Conducting typical MEU tasks such as the QRF, TRAP, escort, and re-supply were never a problem for the MEUs. Eventually the non-traditional missions, such as Sensitive Site Exploitation (SSE is intelligence exploitation of possible Weapons of Mass Destruction sites), would come quickly to the Marines. Marines were working harmoniously for the first time with the best Tier 1 forces in the world.13 Challenging SSE operations, conducted by Marines and SF teams, which were covered by joint Navy, USAF, and USMC aviation proved to be successful.14 What made the relationships so beneficial was the aviation and combat service support capabilities unique to the MAGTF and the absolute willingness on the part of every Marine, from BGen Mattis on down to support any agency. By early December, ATGs and SF teams entering Kabul would send the majority of Taliban forces fleeing into Western Pakistan and clear the path for the southern Pashtun ATGs to surround Kandahar.15 Marine and TF-64 LOC interdiction missions to the north of Rhino opened the way to Kandahar and made deeper penetration of Taliban-held territory possible. On Dec 7 2001, TF-58 would aid in the evacuation of 39 casualties from a fratricide incident that would test the medical personnel at Camp Rhino and the ARGs.16 The MAGTF concept does not solely focus on firepower, it includes the tremendous capabilities of the US Navy. That was the case as the best hospitals in a thousand miles performed 36 life saving procedures on the USS Peleliu and 29 on the USS Bataan. By 14 December, on the heals of an integrated ATG attack on Kandahar, TF-58s combined road march and air assault would place Kandahar International airfield in TF58s control. The attack into Kandahar proved much easier than anticipated but still had its share of problems, particularly with vehicles along route 1 (see Map 2). With Taliban forces in total retreat to mountain hideaways along the porous Pakistani border, a new Afghan government now took over. After two decades of civil war, the city of Kandahar was a disaster. It soon became clear that the logistical capabilities of the MAGTF would become the dominant warfighting function. The only capable support element for the growing number of non-government organizations (NGOs) and coalition forces in the now liberated town of Kandahar was the Marines.17

12 13 14 9

10 11

Ibid. TF-58 Unit History, 30. TF-58 Unit History, 43.

TF-58 Unit History, 31. TF-58 Unit History, 39. Capt Cris Lohman, TF-58 Archive files Personal Accounts (Washington DC: MCHB, 2001). 15 Dana Priest, Team 555 Shaped a New Way of War, Washington Post, April 3, 2002. 16 TF-58 Unit History, 33. 17 Khan , Pakistan Enduring Friend, 36

46

Basic Officer Course

47

Basic Officer Course

CGDIR04

AMFEX

CGDIR04

AMFEX

IV. Conclusion Although the word amphibious may be increasingly slipping from the Marine lexicon, replaced with the much more versatile sounding expeditionary, it was still very much a part of the operation. In fact, little in terms of real support and sustainment would have been available without amphibious shipping efforts by the 1st and 8th ARGs onto the beachhead at Pasni, Pakistan. The ARGs were preloading most of the Marines via boat and almost all of the supplies to Pakistani ISBs at Shamsi, Pasni, and Jacobabad(See MAP 2). This super extended beachhead basically allowed limited capabilities of the assault support helicopters to focus on much more critical and time sensitive items and avoid a three hour flight from ARG shipping to the FOB. The total reliance on Host Nation support was crucial in allowing the supply line to stay open. Marine aviation has always been part of the maneuver warfare philosophy and the MAGTF concept. Marine CAS and assault support are so intertwined with the GCE that separate functionality is often very hard to conceptualize or perform. One could offer that Marine aviation would not have shined so brightly had it not been for the polish provided by the myriad of ground support functions. SEABEES, USAF STS, and Marine ground aviation support help sustain over 1350 fixed and rotary wing sorties out of Camp Rhino. Marine KC-130s were the first to land in Rhino, Kandahar, and most of all other Pakistani locations. Based out of Jacobabad, the combined detachments of VMGR 252 and 352 flew more than 1400 sorties over 2500 hours, delivered more than 8400 passengers, 9 million lbs of cargo, and 1 million lbs of fuel.18 TF-58 obviously depended on both naval and joint aviation for logistical support to sustain operations. This dependence came through in the after action reports and comments of those who were there. The overall performance of the MEUs and support staffs from I MEF were highly praised by Marines and others outside of the chain of command. What will impact future training, doctrine, and equipment the most will be the political decisions based on perceived future capabilities of MAGTFs for the various joint force commanders and their missions. Across the board, the unit after actions reflected the difficulty of the environment, particularly the cold, dust, and extreme altitudes. Expeditionary operations are typically conducted in austere environments from sea, or forward bases, and this was never more true than in Afghanistan.19 The altitude and the dust ended up claiming more victims than enemy fire as was evident by a number of aircraft mishaps. The first item on TF-58 after action very simply states that the MAGTF concept was revalidated.20 This point by itself will be irrelevant unless the MAGTF amphibious concept continues to be utilized in the Joint environment. A combination of classic MAGTF maxims like well-established reconnaissance for every mission, single unified

Command Element, unassuming flexible plans, and a robust fire support plan can be greatly appreciated in the joint arena. Vice Admiral Moore and BGen Mattis stole a page out of Sun Tzus playbook at Camp Rhino. By establishing a sustainable and lethal FOB in the heart of Taliban country so early on in the war, they contributed without a doubt to the rapid downfall of the Taliban. By developing a near STOM operation they appeared at places that the enemy had to hasten and moved swiftly to where he did not expect.

18 19 20

TF-58 Unit History, 50. United States Marine Corps, Concept Paper Expeditionary Maneuver Warfare. A-4 TF-58 MCLLs report, Task Force 58 After Action, USMC Historical Branch,,Washington, 2002.

48

Basic Officer Course

49

Basic Officer Course

CGDIR04

AMFEX

References
Reference Number or Author James T. Conway (Gen, USMC) Victor H. Krulak (LtGen, USMC Ret) Robert D. Heinl (Col, USMC Ret) J. M. January (Maj, USMC) Jay M. Holterman (Capt, USMC) Reference Title Commandants 2006 Initial Planning Guidance First to Fight: An Inside View of the U.S. Marine Corps The Inchon Landing: A Case Study in Amphibious Planning TF-58 Developing 21st Century Warfighting Concepts The 15th Marine Expeditionary Units Seizure of Camp Rhino

Notes

50

Basic Officer Course

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019

AMPHIBIOUS SHIPPING & LANDING CRAFT CGDIR07 STUDENT HANDOUT

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Amphibious Shipping & Landing Craft


Introduction The purpose of this period of instruction is to familiarize the student with the amphibious shipping and landing craft currently fielded by he United States Navy; and utilized by the Fleet Marne Force for forward deployment and amphibious power projection ashore during expeditionary operations. The ships and landing craft outlined in this lesson are those that students will be exposed to at (CGDIR04) AMFEX, and are the ships and organic craft that make up the Amphibious Ready Group.

Importance

In This Lesson This lesson covers the following topics: Topic Amphibious Command Ship (LCC) Amphibious Assault Ship (LHA) Amphibious Assault Ship (LHD) Amphibious Transport Dock (LPD-4) Amphibious Transport Dock (LPD-17) Dock Landing Ship (LSD) Mechanized Landing Craft (LCM) Landing Craft Utility (LCU) Landing Craft, Air Cushion (LCAC) References Notes Lesson Purpose Page 2 4 7 10 12 14 16 18 20 22 22

At the completion of this lesson, you should be able to Given references, amphibious ship(s) and/or landing craft, determine the capabilities and limitations of those ships and/or landing craft to conduct amphibious operational planning.

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Amphibious Command Ship LCC-19 Blue Ridge Class

The assigned mission of the amphibious command ship (LCC) is to function as the command ship for a joint task force as the command, control, communications, computers, and intelligence (C4I) platform, or for a naval component commander; numbered fleet commander; commander, amphibious task force (CATF); Marine expeditionary force (MEF). The USS Blue Ridge (LCC-19) is distinctive in appearance. The ship can communicate in frequency ranges from high frequency to super high frequency, including two satellite systems for high speed/high volume communication links. The various internal command areas are highly automated to monitor and process information regarding the progress of an amphibious operation. This is the only class of ship designed from its hull up to support the command and control needs of the CATF; commander, landing force (CLF); and tactical air control center (TACC).

Specifications
Power Plant Length overall Beam extreme Draft Displacement Speed Crew Vehicle Square Cargo Cube Landing Craft (1) geared steam turbine, (2) boilers, (1) shaft (22,000 shp) 620 ft 180 ft 29 ft 18,646 tons (16,987 metric tons) full load 23 knots Staff: 217 / Crew: 774 Landing Force: 56 Officers / 153 Enlisted 3,015 sqft 2,175 cuft (2) LCPL

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

(1) Utility Boat Aircraft (1x Spot) Can accommodate all helicopters. Can carry all helicopters except the CH-53 Sea Stallion

Command and Control Command Information Center (CIC) Flag Plot Landing Force Operations Center (LFOC) Ships Signals Exploitation Space Joint Intelligence Center (JIC) Supporting Arms Coordination Center (SACC) Helicopter Direction Center (HDC) Helicopter Coordination Center Tactical Air Control Center (TACC) Armament Phalanx 20mm Close-in Weapon System (CIWS) MK-38 25mm Machine Gun M-2 .50 cal Heavy Machine Gun Mk-36 Chaff Rocket Super Rapid Booming Off-board Chaff (SRBOC) Launcher

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Amphibious Assault Ship LHA-1 Tarawa class

The primary war-fighting mission of the LHA-1 Tarawa class is to land and sustain United States Marines on any shore during hostilities. The ships serve as the centerpiece of a multi-ship Amphibious Readiness Group (ARG). Some 3,000 Sailors and Marines contribute to a forward-deployed ARG composed of approximately 5,000 personnel. The Tarawa class is designed to operate independently or as a unit of a force, as a flagship or individual ship unit in both air and/or surface assaults, these ships are key elements of the amphibious assault forces for the Navy. A capital ship, the Tarawa class can simultaneously fulfill six war-fighting requirements: flagship for embarked amphibious squadron, flag or general officer staff; aircraft carrier, with a 35-aircraft complement (the LHA's full length flight deck can handle ten helicopters simultaneously); amphibious assault launching platform, employing a variety of surface assault craft; hospital ship, equivalent to the nation's finest local hospitals with 17 ICU beds, 4 operating rooms, 300 beds, a 1,00-unit blood bank, full dental facilities, and orthopedics, trauma, general surgery, and x-ray capabilities; command and control (C4I) ship, with the Navy's most sophisticated SHF and EHF satellite communications capability; and assault provisions carrier able to sustain embarked forces with fuel, ammunition and other supplies. The ships have an extensive command, communication and control suite. These electronic systems give the amphibious task force commander nearly unlimited versatility in directing the assault mission. The ships have an extensive mechanical system for vertical and horizontal movement of containerized and palletized supplies from deep cargo holds to assault craft or helicopters. A system of five centerline elevators, conveyor lines and a monorail system move cargo and supplies. Two large elevators, one aft and one portside, move aircraft and equipment from the hangar deck to the flight deck. Wheeled vehicles, trucks, jeeps and tanks can be driven or pulled from any deck level storage position via inclined ramps to either awaiting craft in the well deck or helicopters on the flight deck. There are 5 active Tarawa class LHAs in the fleet..3 in San Diego and 2 in Norfolk

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Specifications
Power Plant Length Beam Draft Displacement Speed Crew Vehicle Square Cargo Cube Landing Craft (2) geared steam turbines, (2) boilers, (2) shafts (70,000 shp) 820 ft 106 ft 26 ft Light Displacement: 26,255 tons Full Displacement: 39,925 tons 24 knots (22 knots sustained) Ships Company: 82 officers, 882 enlisted Marine Detachment 1,900 plus 28,700 sqft 156,000 cuft (2) LCU (1) LCAC (4) LCPL (6) AV-8B Harrier attack planes (4) AH-1W Super Cobra attack helicopter (12) CH-46 Sea Knight helicopters (9) CH-53 Sea Stallion helicopters (4) UH-1N Huey helicopters Actual mix depends on mission/43X CH-46 equivalent Command Information Center (CIC) Integrated Tactical Amphibious Warfare Data System Flag Plot Landing Force Operations Center (LFOC) Ships Signals Exploitation Space Joint Intelligence Center (JIC) Supporting Arms Coordination Center (SACC) Helicopter Direction Center (HDC) Helicopter Coordination Center Tactical Air Control Center (TACC) 1 AN/SPS-48 radar 1 AN/SPS-49(V)7 radar 1 AN/SPS-64 radar 1 AN/SPS-67 radar AN/SYS-2 Detection/Tracking System 1 MK-23 Target Acquisition System (TAS) MK-91 Fire control System (4) Operating Rooms

Aircraft (9) Landing Spots

Command and Control

Medical

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

(17) Post-op/Intensive Care Beds (1) Isolation ward w/ (4) beds (1) Primary Care Ward w/ (48) Beds Ships Doctor Ships Dentist Armament (2) - 21 Cell Rolling Airframe Missile (RAM) (4) - 25mm MK38 Gun Mounts (2) - 20-mm Close In Weapons System Block 1 (5) - .50 Cal Mounts (2) - SLQ-25 NIXIE (6) - Mk 36 Chaff System

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Amphibious Assault Ship LHD-1 Wasp Class

The Wasp-class are the largest amphibious ships in the world. The LHD is an improved follow-on to the five ship Tarawa-class LHAs, sharing the basic hull and engineering plant. The LHD l has an enhanced well deck, enabling it to carry three LCACs (vice one LCAC in the LHAs). The flight deck and elevator scheme is also improved, which allows the ship to carry two more helicopters than its predecessor, the LHA. The LHA can transport one LCAC when the LCAC is placed in the well deck sideways, while the Wasp class amphibious assault (multipurpose) (LHD) ship carries two LCACs which drive in and drive out of the well deck fully loaded. The LHD has 20,000 more cubic feet storage capacity but 5,000 square feet less vehicle storage than an LHA. The LHD has more hangar and deck space than an LHA giving the LHD the capacity to carry three more CH-46 helicopters than the LHA. A Marine Expeditionary Unit (MEU) with an LHA as the large deck amphibious ship requires three additional ships to provide the capabilities required of an MEU. When an LHD is the large deck amphibious ship in the MEU, one to two fewer ships are needed to support the MEU. WASP class ships are the first to be specifically designed to accommodate the AV-8B Harrier jump jet and the LCAC hovercraft, along with the full range of Navy and Marine helicopters, conventional landing craft and amphibious assault vehicles to support a Marine Expeditionary Unit (MEU) of 2,000 Marines. The ships also carry some of the most sophisticated communications, command and control capabilities afloat, along with state of the art electronic systems and defensive weaponry. WASP-class ships can also provide command and control and aircraft facilities for sea control missions, while operating with an aircraft carrier battle group. They transport and land ashore not only troops, but also the tanks, trucks, jeeps, other vehicles, artillery, ammunition and various supplies necessary to support the amphibious assault mission. Monorail trains, moving at speeds up to 600 feet per minute, transport cargo and supplies from storage and staging areas throughout the ship to a 13,600 square foot well deck which opens to the sea through huge gates in the ship's stern. There, the cargo, troops and vehicles are loaded aboard landing craft for transit to the beach. Air cushion landing craft can "fly" out of the dry well deck; or the well deck can be ballasted down for conventional craft to float out on their way to the assault area. Helicopter flights also transfer troops and equipment to the beach, while the ship's air traffic control capability simultaneously directs close air tactical support provided by embarked jet aircraft and helicopter gunships. There are 7 active Wasp class LHDs in the fleet..2 in San Diego, 4 in Norfolk, and 1 in Sasebo Japan
8 Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Specifications
Power Plant Length Beam Draft Displacement Speed Crew Vehicle Square Cargo Cube Landing Craft (2) geared steam turbines, (2) boilers, (2) shafts (70,000 shp) 844 ft 107 ft 27 ft Full Displacement 40,532 tons 22 knots Ships Company 104 officers, 1,004 enlisted Marine Detachment: 1,900 plus 24,012 sqft 145,000 cuft (2) LCU Landing Craft, Utility or (3) LCAC Landing Craft, Air Cushion or (6) LCM-8 Landing Craft, Mechanized or (40) AAV Amphibious Assault Vehicle [normal] or (61) AAV Amphibious Assault Vehicle [stowed] (Actual mix depends upon mission) (6) AV-8B Harrier attack planes (4) AH-1W Super Cobra attack helicopter (12) CH-46 Sea Knight helicopters or (12) V-22 Osprey tilt-rotor (9) CH-53 Sea Stallion helicopters (4) UH-1N Huey helicopters Actual mix depends on mission/43X-CH-46 equivalent Command Information Center (CIC) Integrated Tactical Amphibious Warfare Data System Flag Plot Landing Force Operations Center (LFOC) Ships Signals Exploitation Space Joint Intelligence Center (JIC) Supporting Arms Coordination Center (SACC) Helicopter Direction Center (HDC) Helicopter Coordination Center Tactical Air Control Center (TACC) 1 AN/SPS-48 radar 1 AN/SPS-49(V)7 radar 1 AN/SPS-64 radar 1 AN/SPS-67 radar AN/SYS-2 Detection/Tracking System 1 MK-23 Target Acquisition System (TAS) MK-91 Fire control System
9 Basic Officer Course

Aircraft

Command and Control

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Medical

(6) Operating Rooms (18) Post-op/Intensive Care Beds (1) Isolation ward w/ (6) beds (1) Primary Care Ward w/ (36) Beds Ships Doctor Ships Dentist (2) - MK29 launchers for NATO Sea Sparrow (3) - MK15 20mm Phalanx CIWS mounts (8) - MK33 .50 cal. machine guns (1) - MK-36 Chaff System AN/SLQ-49 Chaff Bouys AN/SLQ-25 NIXIE Towed Torpedo Countermeasures AN/SLQ-32(V)3 Electronic Warfare (EW) system

Armament

10

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Amphibious Transport Dock LPD 4 Austin class

The LPD 4 Austin class of ship combines the functions of three different classes of ships; the landing ship (LSD), the tank landing ship (LST), and the attack cargo ship (LKA). The Amphibious Transport, Dock, is used to transport and land Marines, their equipment and supplies by embarked landing craft or amphibious vehicles augmented by helicopters in amphibious assault. The assigned mission of the LPD is to transport and land troops and their essential equipment and supplies in an amphibious assault by means of embarked landing craft or amphibious vehicles augmented by helicopter lift. The LPD is a general purpose amphibious ship with substantial lift capacities for troops, vehicles, landing craft, cargo, and bulk fuel. The LPD is capable of ballasting to permit loading and launching of landing craft and assault amphibious vehicles. Vehicles can move about the various decks by a series of power operated ramps. The well deck can accommodate all types of landing craft currently in the amphibious force inventory. A limited number of helicopters may be transported on the flight deck as the LPD serves as a helicopter platform for landing embarked troops and their supplies. It also serves as a refueling station for helicopters of the landing force. Troops, vehicles, and equipment can be loaded/off-loaded by helicopter and landing craft simultaneously. Although their capabilities are less than those of the new LSD-41 class, the ships of the Austin class, built between 1965-1971, were considered sufficiently modern to have their service lives extended, and the Navy had planned to inaugurate an overhaul program for all 11 of them commencing in early 1988. Their modernization could have extended their service lives to 2005. However, Congress did not authorize funding for the program. Although the predecessor LPD-1 Raleigh class was retired after three decades of service, the ships of this class will remain in service for nearly four decades until they began being replaced by the LPD-17 class beginning in 2003.

11

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Specifications
Power Plant Length Beam Draft Displacement Speed Crew Vehicle Square Cargo Cube Landing Craft (2) boilers, (2) Steam Turbines, (2) shafts (24,000 shp) 570 ft 84 ft 23 ft 16,905 tons 21 knots Ships Company: 24 officers, 396 enlisted Marine Detachment: 68 officers, 717 enlisted 14,000 sqft 51,000 cuft (1) LCU or (1) LCACs

Aircraft (2, w/ 4x (6) CH-46 Equivalents expanded) Landing Spots Command and Control Command Information Center (CIC) Troop Operations & Logistics Center (LFOC) Ships Signals Exploitation Space Flog Plot (Flag configured only) Supporting Arms Coordination Center (SACC) Helicopter Coordination Section SPS-40 Air Search Radar SPS-60 Surface Search Radar (1) Operating Rooms (12) Post-op/Intensive Care Beds (1) Phalanx 20mm Close-in Weapons System (CIWS) (2) Mk 38 25mm Machine Gun (2) M2 .50 Cal Machine Guns (1) MK 36 Chaff System

Medical Armament

12

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Amphibious Transport Dock LPD 17 San Antonio class

The SAN ANTONIO (LPD 17) Class of amphibious transport dock ships represents the Navy and Marine Corps' future in amphibious warfare, and is one of the cornerstones in the strategic plan known as "Forward...from the sea". The San Antonio class is the first designed, from the keel up, to execute Operational Maneuver from The Sea [OMFTS] and Ship to Objective Maneuver. It is designed to support embarking, transporting, and landing elements of a Marine landing force in an assault by helicopters, landing craft, amphibious vehicles, and by a combination of these methods to conduct primary amphibious warfare missions. The LPD 17 integrates with the existing amphibious ship force structure and the Navy's declining shore infrastructure. The LPD 17 class program is the replacement for three classes of amphibious ships that have reached the end of their service life -- the LPD 4, LSD 36, and LST 1179 classes - and one class that has already been retired, the LKA 113. LPD-17 brings to us a ship designed solely to support the mobility triad (LCAC, AAAV, and MV-22). LPD 17 is able to embark, transport, and land elements of the landing force in an assault by helicopters MV-22, landing craft including air cushion (LCAC) and conventional (LCU) landing craft, amphibious vehicles (AAV) and expeditionary fighting vehicles (EFV), and by a combination of these methods. The combat power of this ship is it's embarked Marines and their equipment.

13

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Specifications
Power Plant Length Beam Draft Displacement Speed Crew Vehicle Square Cargo Cube Landing Craft (4) Turbo Marine Diesel Engines, (2) boilers, (2) shafts (70,000 shp) 684 ft 105 ft 23 ft 25,296 tons 22+ knots Ships Company: 32 officers, 365 enlisted Marine Detachment: 77 officers, 535 enlisted 25,000 sqft 35,000 cuft (1) LCU or (2) LCACs or (4) LCM-8 Command Information Center (CIC) Troop Operations & Logistics Center (LFOC) Ships Signals Exploitation Space Joint Intelligence Center (JIC) Supporting Arms Coordination Center (SACC) Helicopter Coordination Section AN/SPQ-14 (V) - Advanced Sensor Distribution System AN/USQ-119E (V) 27 - Global Command and Control System Maritime (GCCS-M) AN/KSQ-1 Amphibious Assault Direction System (2) Operating Rooms (24) Post-op/Intensive Care Beds (2) Dental Operating Rooms (2) - Mk 31 Mod 1 RAM Guided Missile Weapon System (2) - Mk 46 Mod 1 30mm Gun (4) - MK 26 Mod 17 .50 Cal Machine Guns (1) - MK 36 Chaff System AN/SLQ-25 NIXIE Towed Torpedo Countermeasures AN/SLQ-32(V)3 Electronic Warfare (EW) system

Aircraft (2) Landing Spots (4) CH-46 Equivalents Command and Control

Medical

Armament

14

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Dock Landing Ship LSD-41 Whidbey Island class

The LSD 41 is a modified version of the LSD 36 class with design efforts directed to support emerging amphibious warfare concepts. The ships transport and launch loaded amphibious craft and vehicles with their crews and embarked personnel in amphibious assault operations. The ships feature a 440-foot well deck capable of holding four LCACs, a flight deck able to land and launch up to two CH-53E helicopters, the Navys latest diesel propulsion and engineering technology, advanced repair facilities, complete medical and dental facilities, and troop berthing accommodations for up to 627 embarked Marines. Limited docking and repair service are provided for both conventional and air cushion craft. The LSD 41 class ship program replaced the eight aging LSD 28 class ships which reached the end of their service lives during the period 1984-1990. LSD-41 was designed specifically to operate LCAC vessels. It has the largest capacity for these landing craft (four) of any U.S. Navy amphibious platform. The ships use a well deck which is flooded to launch and recover landing craft. LCACs are assault landing craft capable of speeds in excess of 40 knots when carrying a 60-ton payload.

Specifications
Power Plant Length Beam Draft Displacement Speed Crew Vehicle Square Cargo Cube Landing Craft (4) 16-cylinder Diesel Engines, (2) shafts (34,000 shp) 609 ft 84 ft 20 ft 15,165 tons 20+ knots Ships Company: 22 officers, 391 enlisted Marine Detachment: 34 officers, 470 enlisted 11,831sqft 8,970 cuft (2) LCPLs (4) LCACs, or
15 Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

(3) LCUs, or Aircraft (2) Landing Spots No Organic Aircraft Command and Control Command Information Center (CIC) Helicopter Coordination Section AN/SPS-49 Air Search Radar AN/SPS-67 Surface Search Radar AN/SPS-64 Navigation Radar (1) Operating Rooms (1) Post-op/Intensive Care Bed (5) Primary Care Beds (2) Isolation Ward Beds Ships Doctor Ships Dentist (2) - 25mm MK 38 Machine Guns (2) - 20mm MK 15 Phalanx CIWS mounts (2) - .50 cal. machine guns (2) - Mk 31 Mod 1 RAM Guided Missile Weapon System (2) - Mk 46 Mod 1 30mm Gun (4) - MK 26 Mod 17 .50 Cal Machine Guns MK 36 Chaff System AN/SLQ-25 NIXIE Towed Torpedo Countermeasures AN/SLQ-32(V)3 Electronic Warfare (EW) system

Medical

Armament

16

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Mechanized Landing Craft (LCM)

The LCM(6) is intended primarily for the transport of cargo and/or personnel from shipto-ship and ship-to-shore. The craft is a 56-foot twin-screw, welded-steel craft with forward cargo well and bow ramp. The design of the boat permits its transportation aboard larger vessels. In 1959, the LCM-3 was replaced with the larger 70 ton LCM-8. LCM-8 are manned by a four man crew, Boatswain mate Petty Officer, Enginerman Petty Officer, and a non-rate fireman and seaman. The LCM-8 is constructed of steel and powered by two 12 V-71 diesel engines. The LCM-8 has twin screws and rudders, which can be controlled from the pilothouse. LCM-8 is built of welded steel; it's bottom, however, is semi-flat.

17

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Specifications
LCM-6 Propulsion Engine (hp) Length Overall (nominal, hull) Beam (nominal, over guards) Draft (max. full load) Hoisting Weight (max) Displacement (full load, approx.) Cargo Capacity Speed Range Crew Hull Construction 600 shp per engine at 2300 rpm 56 ft. 14 ft. 4 in. 4 ft. 3 in. 69,600 lbs. 69 tons 68,800 lbs. or 80 troops 9 kts (10.3 mph, 16.6 kph) 130 miles at 9 kts 5 persons Steel 105 tons 1- M60 tank or 200 troops 12 kts (13.8 mph, 22.2 kph) 190 miles at 9kts full load 11 persons Steel or Aluminum LCM-8 2- Detroit 12V-71 Diesel engines; twin shafts; 680hp sustained 74 ft 21 ft. 1in 4 ft. 4 in

18

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Landing Craft Utility (LCU)

LCU 1610, 1627 and 1646 Class


The LCUs built in the 1970s are 135 feet long and can hold 11 crew members. Although the Navy now has a newer craft, the Landing Craft Air Cushion (LCAC), the LCUs have the backbone for heavier loads. It can carry 180 tons of equipment or 400 combat equipped Marines. Its development and design updated the landing craft used in World War II, made famous by the invasion of Normandy Beach and immortalized in numerous news reels and movies. However, the LCU requires a 9 foot draft beneath its keel to operate safely, making it less versatile than the LCAC, which flies on top of water or ground. Another difference between the two landing craft is the LCU is home away from home for its crew, because it can operate independent of the amphibious ships on which it embarks. It contains living compartments that include sleeping quarters, a wash room with shower, a clothes washer and dryer, a lounge with a television and a complete galley. The 189 ton LCU are designed to carry 3 M-60 tanks, as many as 450 combat equipped troops or a variety of other support equipment such as surf cranes, bulldozers, trucks or artilleries. An LCU has a complement of a ten man crew consisting of a Radioman, Engineman, Electricians, Mess Management Specialist, Quartermasters and Boatswain mate, under the command of a Chief or First Class Craftmaster. The Craftmaster is wholly responsible for this craft and crew.

LCU 2000
The LCU 2000 moves containers/general/ vehicular cargo. It is used for unit deployment and relocation. It has a bow ramp for Roll-on/Roll-off cargo, and a bow thruster to assist in beaching and beach extraction. The LCU 2000 can carry cargo from deep draft ships to shore ports or areas too shallow for larger ships. The LCU-2000 provides worldwide transport of combat vehicles and sustainment cargo, as well as intratheater movement and can execute cargo operations along coastal MSRs. It is capable of receiving cargo from a ship anchored in the stream and transporting that cargo to shore for discharge over the bow ramp. Because of its shallow draft, the LCU can carry cargo from deep drafted ships to shore ports or areas too shallow for larger ships.
19 Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Specifications
LCU-1600 Propulsion Length overall Beam Draft Displacement Deck area Payload Range Crew size (2) Diesels 135 ft 29.5 ft 6 ft. 10 in. 437 tons 1,850 sqft 170 tons of cargo, 3 tanks or 400 troops 1,200 nautical miles 11 LCU-2000 (2) Diesels 174 ft 42 ft 9 ft 575 long tons 2,500 square feet 350 tons (equivalent payload of 8 C-17 loads) 6,500 nautical miles at 10 knots 13

20

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Landing Craft Air Cushion (LCAC)

Error! The Landing Craft, Air Cushion (LCAC) Transport weapons systems, equipment, cargo and personnel of the assault elements of the Marine Air/Ground Task Force both from ship to shore and across the beach. The landing craft air cushion (LCAC) is a highspeed, over-the-beach fully amphibious landing craft capable of carrying a 60-75 ton payload. Capable of operating from existing and planned well deck ships, it is used to transport weapons systems, equipment, cargo and personnel from ship to shore and across the beach. The advantages of air-cushion landing craft are numerous. They can carry heavy payloads, such as an M-1 tank, at high speeds. Their payload and speed mean more forces reach the shore in a shorter time, with shorter intervals between trips.

The LCAC is capable of carrying a 60 ton payload (up to 75 tons in an overload condition) at speeds over 40 knots. Fuel capacity is 5000 gallons. The LCAC uses an average of 1000 gallons per hour. Maneuvering considerations include requiring 500 yards or more to stop and 2000 yards or more turning radius. The LCAC, like all "hovercraft," rides on a cushion of air. The air is supplied to the cushion by four centrifugal fans driven by the craft's gas turbine engines. The air is enclosed by a flexible skirt system manufactured of rubberized canvas. No portion of the LCAC hull structure penetrates the water surface; the entire hull rides approximately four feet above the surface. LCAC operates in waters regardless of depth, underwater obstacles, shallows or adverse tides. It can proceed inland on its air cushion, clearing obstacles up to four feet, regardless of terrain or topography), including mud flats, sand dunes, ditches, marshlands, riverbanks, wet snow, or slippery and icy shorelines. Equipment, such as trucks and track vehicles, can disembark via ramps located both forward and aft, there by shortening critical off load time. It is also important to point out the LCAC propulsion system makes it less susceptible to mines than other assault craft or vehicles.
21 Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

LCAC is a dramatic innovation in modern amphibious warfare technology. It provides the capability to launch amphibious assaults from points over the horizon, thereby decreasing risk to ships and personnel and generating greater uncertainty in the enemy's mind as to the location and timing of an assault, thereby maximizing its prospects of success. The LCAC is accessible to more than 80% of the world's coastlines. It can make an undisclosed, over the horizon (OTH) assault from up to 50 miles offshore. Its high speed complements a joint assault with helicopters, so personnel and equipment can be unloaded beyond the beach in secure landing areas.

Specifications
Power Plant Four Avco-Lycoming gas turbines; 12,280 bhp; two shrouded reversible-pitch propellers; four double-entry fans for lift 88 ft 47 ft 181 tons 1, 809 sqft 40 plus knots with payload 2 - 12.7mm MGs. Gun mounts will support: M-2HB .50 cal machine gun; Mk-19 Mod3 40mm grenade launcher; M-60 machine gun 5 200 miles at 40 kts with payload 300 miles at 35 kts with payload 24 Troops 180 w/PTM 12 HMMWVs per sortie 4 LAVs per sortie 2 AAVs per sortie 1 M1A1 per sortie 4 M923 per sortie 2 M923 5-Ton Trucks,2 M198 Howitzers, and 2 HMMWVs per sortie

Length Beam Displacement Deck Area Speed Armament

Crew Range Personnel Capacity Vehicles per Sortie

Support Ship Capacity:

LSD 41 Class..............4 LCAC LSD 36 Class..............3 LCAC LPD-4 Class................1 LCAC LPD-17 Class..............1 LCAC LHA Class...................1 LCAC LHD Class...................3 LCAC

22

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

References
Reference Number or Author MCRP 3-31B Reference Title Amphibious Ships and Landing Craft Data Book

Notes

23

Basic Officer Course

CGDIR07

AMPHIBIOUS SHIPPING & LANDING CRAFT

Notes

24

Basic Officer Course

INDEX
ZERO WEEK B000535XW B141116 B0X0256 B130786 B4S5459 B000151 B030096 B130836 B1Z0615B ReviewExam USMC Ed Prog Uniforms ORM ATFP Orientation Stds of Conduct Military Correspondence Ops Terms and Graphics Role of the Chaplain

PHASE 1 B130596 B130736, B130756, B4W6829 B130795 B130876 B130916 B130936 B141036 B141136 B141176 B181936 B181996 B182016 B182036 B182056 B191716 B191956 B1X0856

Military Speaking ETHICS I, II, & III Intro To Obs Theory Warfighting Human Factors Law of War ROE Individual Family Assistance Resp of Int Guard Security of Classified Materials Military Topographic Map I Direction Location Military Topographic Map II Lensatic Compass Communication Equipment Communication Equipment Practical Application Officership

PHASE 2 B151196 B151236 B151256 B283376 B2A2157 B2A2177 B2A2257 B2B2277 B2B2377 B2B2477 B2B2577 B2C2437 B2C2497 B2C2767 B2C2777 B2C2797 B2C3197

Combat Life Saving PREV TRTMT FLD REL INJ Casualty Eval and Evac Night Navigation Intel Enemy Threat Weapons EPW Decision Making Combat Orders Tactical Planning Using Terrain Models PrinciplesFS CALL FOR INDIRECT FIRE-WITHOUT SHIFT FROM KN PT Six Functions of Marine Aviation CAS FSPlanning Helo Capes & Ops

B2D2517 B2E2637 B2E2657 B2E2667 B2E2677 B2E2967 B2F2737 B2F2837 B2H3317 B2H3397 B2H3417 B2I3597 B2X2597

Munitions M203 M249 Day Optics and Observation Theory Night Optics and Observation Theory Combat Profiling Tactical Fundamentals Rifle Squad Tactics PatrolOperations Patrol Order and Overlay AmbushPatrol CBRN OCCFLD MOS

PHASE 3 B3J3638 B3J3718 B3J3778 B3J3838 B3L3998 B3L4038 B3L4118 B3L4258 B3M4078 B3M4178 B3M4238 B3N4478 B3N4638 B3O4818 B3O4858 B3P4878

INTRO TO RIFLE PLT RiflePlatoonInTheAttack Rifle Platoon in the Defense Final RIFLE PLATOON NIGHT ATTACKS FINAL IntroductiontoEngineering EnginOD IED Field Firing exercise IntroCrewServedWeapons M240B HMG MG Employment MovementToContact Mil Law JAGMAN Convoy

PHASE 4 B120636 B2G3217 B2G3237 B3K3738 B3K3958 B3K3978 B3K4058 B3X5178 B4Q5299 B4Q5319 B4R5359 B4T5499 B4T5579 B4T5619 B4U5939 B4V6059 B4W6299

MAGTF CSS MM Government Property B3K4018 FITREPS I, II, & III Personnel Records Enlisted Promotion System Awards Developing Training Plans Cultural Awareness Public Affairs UrbanOps I IntroV1.1 COIN UrbanOps III UrbanOps IV SecOpsInAnUrbanEnv Mechanized Platforms and Employment Amphib Expo Ops Intro to Drill

B4W6319 B4W6459 B4W6819 B4W6975 B4X6379 CGDIR04 CGDIR07 B4R5379

Manual of Sword USMC Birthday Joint Ops Mess Night The Enlisted Marine AMFEX08 Navy Capabilities and Limitations Urban Ops II

You might also like