Zero Week

UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019
TBS ORIENTATION/ STANDARDS OF CONDUCT B00O151 STUDENT HANDOUT
Basic Officer Course
B00O151
TBS Orientation/Standards of Conduct

Introduction In this course we will discuss the standards of conduct and administrative procedures per applicable policies and programs of the Marine Corps and The Basic School (TBS) with respect to equal opportunity, sexual harassment, fraternization, and substance abuse. These issues are important because they greatly effect the morale, and good order and discipline within a unit. You will encounter each of these issues during your time in the Marine Corps. Importance In this lesson you will be presented with the knowledge necessary to properly address the below issues. Making the right decision in each instance will be your leadership challenge. This lesson covers the following topics: Topic Equal Opportunity Sexual Harassment Fraternization Hazing Homosexual Conduct Pregnancy and Parenthood Substance Abuse Summary References Glossary of Terms and Acronyms Learning Objectives Terminal Learning Objectives MCCS-CORE-1007 Without the aid of references, describe the Marine Corps Policy on the use of illegal drugs without error. MCCS-CORE-1008 Without the aid of references, describe the Marine Corps policy on substance abuse without error. MCCS-CORE-1009 Without the aid of references, describe the Marine Corps policy on sexual harassment without error. MCCS-CORE-1010 Without the aid of references, describe the Marine Corps policy on equal opportunity without error. Page 4 9 12 17 19 20 22 33 34 34
In This Lesson
B00O151
MCCS-CORE-1011 Without the aid of references, describe the Marine Corps policy on hazing without error. MCCS-CORE-1012 Without the aid of references, describe the Marine Corps policy on fraternization without error. MCCS-CORE-1013 Without the aid of references, describe issues concerning pregnancy and parenthood without error. MCCS-CORE-1015 Without the aid of references, describe the Marine Corps Policy on homosexual conduct without error. Enabling Learning Objectives
MCCS-CORE-1007a Without the aid of references, define illegal drugs without error. MCCS-CORE-1008a Without the aid of references, define substance abuse without error. MCCS-CORE-1009a Without the aid of references, define sexual harassment without error. MCCS-CORE-1010a Without the aid of references, define equal opportunity without error. MCCS-CORE-1011a Without the aid of references, define hazing without error. MCCS-CORE-1012a Without the aid of references, define fraternization without error. MCCS-CORE-1015a Without the aid of references, define homosexual conduct without error.
B00O151
Equal Opportunity
General The Marine Corps' fight to provide equal opportunity is not new. The Corps has always been comprised of persons drawn from varied backgrounds. An individual does not automatically set aside prejudices, bias, and perceptions upon joining our ranks. In the early 1970's, for example, the Marine Corps suffered from an outbreak of racially-related problems ranging from simple name calling to killings. Today's Marine Corps still faces potential problems with discrimination based on race, color, sex, religion, age, and national origin. Discriminatory behaviors directed at any one of these areas erode morale and discipline and have the potential to destroy unit readiness. In order to address such bias we must be pro-active; we must establish a command climate that allows every Marine to reach his or her potential without regard to race, color, religion, sex, age, or national origin. Minority. A group which differs from the predominant section of a larger group in one or more characteristics and as a result is often subject to differential treatment; for example, ethnic background, language, culture, or religion. Prejudice. The holding of a judgment or opinion without regard to pertinent facts; typically prejudice is expressed in suspicion, fear, hostility, or intolerance of certain people, customs, and ideas. Discrimination. An act, policy, or procedure that arbitrarily denies equal opportunity to an individual or group of individuals because of race, color, religion, sex, age, or national origin. Institutional discrimination. Policies, procedures, and practices that, intentionally or unintentionally, lead to differential treatment of selected identifiable groups and through usage and customs have attained official or semiofficial acceptance in the routine functioning of the organization/institution. Equal opportunity. A concept which requires that the objectives of fair and equal treatment and equality of opportunity for all be applied to all management functions and leadership actions.
The Solution is Leadership
Definitions
B00O151
Equal Opportunity (Continued)

Definitions (Continued) Affirmative action. Any action directed toward implementing and advancing the concept of equal opportunity. Goals/milestones. Result-oriented projections to which the command aims within the context of the equal opportunity concept. Cultural diversity. A desirable condition brought about by the gender, religious, racial, cultural, and social differences Marines bring to our organization.
Policy
The Marine Corps' policy (in fact, Department of Defense [DoD] Policy) is to provide equal opportunity for all military members without regard to race, color, religion, sex, or national origin consistent with the law and regulations and the requirements for physical and mental abilities. The achievement and maintenance of this goal is integral to the full development of esprit de corps, pride, and individual readiness, which are essential to combat readiness. Ensuring, to the fullest extent under the law and regulations, that fairness and equality of opportunity are extended to all personnel concerning every action which affects Marines, is an inherent function of leadership and will be given appropriate consideration in performance evaluation. Commanders are responsible for both military and civilian equal opportunity programs. Recently, the Quality Management Board formed by the Commandant to study minority issues released the following vision statement concerning cultural diversity. "Our cultural diversity programs will focus on understanding diversity, appreciating and respecting diversity, and recognizing and fostering (managing) diversity in keeping with organizational goals and Core Values. The Marine Corps as an institution, and Marines as individuals, must promote an atmosphere and manage programs which both welcome and capitalize upon cultural diversity. Such programs will serve to maximize our warfighting capability and promote individual career satisfaction."
Marine Corps Policy on Cultural Diversity
B00O151

Marine Corps Policy on Cultural Diversity (Continued) Although cultural diversity programs are still in the developmental stages, it should be recognized that our philosophy of leadership promotes the idea of using the different capabilities of our Marines to the greatest advantage. An appreciation of and respect for the diversity of our Marines will only help us in doing this. As stated in the vision statement above, we should manage our diversity "...in keeping with organizational goals and Core Values..." Accepted standards of conduct, good order and discipline, and unit cohesion cannot be compromised in this effort. Equal Opportunity Program Objectives Understand the effects of past discriminatory practices in order to formulate specific equal opportunity objectives, and then initiate affirmative actions to eliminate deficiencies resulting from these practices. Eliminate, correct, or prevent institutional and individual discriminatory practices. Eliminate prejudice and promote harmonious relationships among Marines. Ensure the opportunity and encouragement for personal and professional advancement of individual Marines, without regard to race, color, religion, sex, age, or national origin. Publish a written policy that supports the program's intent. (Major commands.) Direct the unit's equal opportunity efforts in activities, programs, and facilities over which units have cognizance. Designate, in writing an equal opportunity program officer down to the battalion/squadron level. Maintain and review statistical data provided by the Equal Opportunity Program Officer to alert other commanders to the development of adverse trends and patterns in time to analyze and correct the situation. Assume a pro-active, visible role. Incorporate equal opportunity efforts in all activities, programs, and facilities within your charge. Promote an appreciation and respect for the different capabilities that our Marines bring with them to the Corps.
Role of the Commanding Officer
Actions of a Junior Officer
B00O151

Actions of a Junior Officer (Continued) Spread the word on the command's equal opportunity policy and programs, troop information programs, bulletin boards, formations, and welcome aboard briefs. Be receptive to complaints. Do not allow reprisals against a complainant. Use the chain of command as the primary and preferred channel for correcting discriminatory practices. Establish the policy of requesting mast as the primary means for filing a complaint. Article 138 is an alternate means. Record, report through the chain of command, investigate, and analyze. No incident with discriminatory overtones can be overlooked. It is very important that the commands response to the incident be visible to the Marines in the unit. The absence of a visible response can result in increased apprehension and polarization. Provide for a prompt investigation of complaints conducted by an individual not directly in the chain of command. If the complaint is against the commander (which could mean you) the next higher command in the chain should convene the investigation. Take prompt action if o The allegation is substantiated. o Retaliation is taken against the complainant. o Someone intentionally files a false complaint. Monitor the command climate. Defuse perceptions and eliminate rumors. Some indicators to look for are o Increase in racial/ethnic tensions. o Increase in request masts, Congressional Interest Items, Special Interest Items, etc., relating to racial/ethnic discrimination and prejudice. o Request masts by those who purport to speak for certain organizations or racial/ethnic groups within the command. o Discovery of ritualistic incidents with racial/ethnic overtones, both on base and in the surrounding civilian community. o Appearance of racist, religiously intolerant, or prejudicial literature, signs, etc. o Marines wearing civilian clothing with organizational insignia that are racist in tone.
B00O151

Actions of a Junior Officer (Continued) o De facto, group-imposed segregation in command billeting, mess halls, clubs, and recreation areas. o Disputes, name-calling, racial slurs, and minor confrontations. o Increased interest in, or preoccupation with, issues of "backlash" or "reverse discrimination." Ensure timely and ongoing career development counseling. Encourage individuals with educational deficiencies to participate in off duty education. (This is a prime example of managing one aspect of diversity in our Corps.) Ensure that assignment to primary duty is based on grade and occupational skill requirements, and that a Marine is not otherwise denied assignment to any billet for which he or she is qualified because of race, color, religion, sex, age, or national origin. Ensure that the same standards are applied to all members of the command when recommending individuals for recognition. Ensure that military justice is administered with absolute fairness. Make every effort to dispel perceptions that minority Marines receive disproportionate punishment. This program is an important means for providing each Marine with instruction to enhance the development of professional capabilities necessary for increased grade and responsibility. The "Users Guide to Marine Corps Leadership Training" (NAVMC 2767) provides leadership training materials for use by field commanders in developing, conducting, and evaluating their leadership programs. Some examples of classes contained in NAVMC 2767 include: o Prevention of sexual harassment. o Equal opportunity. o Foundations of leadership.
Marine Corps Leadership Training Program
B00O151

Affirmative Action Program This is a written list of affirmative actions with projected goals, used to move toward equal opportunity. The primary purpose of the Equal Opportunity Program is to establish procedures for evaluating the progress of the equal opportunity program within the Marine Corps. Additionally, it provides the framework for consolidated and standardized documentation and develops or revises equal opportunity objectives. A copy of this document is held by the unit equal opportunity officer. Goals are planned objectives. It is a level we hope to attain while maintaining requisite standards and qualifications.
Sexual Harassment
Leadership: The Point of Departure The meaning of your commission/special trust and confidence o Fidelity. o Integrity. o Honor. o Respect. Moral high ground o America's expectation. o Moral compass. Over 200 years of tradition o Leadership from the front. o Challenges of the past (e.g., the race and drug issues of the 70's). Challenges of present o Societal problems HIV. Spouse and child abuse. Drug problems. Violence. Current media coverage.
B00O151
Sexual Harassment (Continued)

Leadership: The Point of Departure (Continued) o Another challenge which we continually face today is DISCRIMINATION. This is an assault on good order and discipline and the Commandant's policy is one of ZERO TOLERANCE. o A form of discrimination, which is often not considered as such, is SEXUAL HARASSMENT. Unwelcome sexual advances. Requests for sexual favors. Verbal/physical conduct of a sexual nature. Complicity.
Definition
Who is involved?
This is not just a male to female- oriented problem, it is also female to male, male to male, and female to female. Behavior can be classified through the use of a traffic light-from green, to yellow, to red. Most sexual harassment complaints originate from yellow zone behavior. Green zone behavior includes: Performance counseling, correcting appearance, showing concern, a sincere compliment, non-intimate touching, social interaction, encouragement, and friendly conversation. Yellow zone behavior includes: Violating space, questions about a Marine's personal life, off- color jokes, leering, unwanted requests for dates from peers or subordinates, wearing sexually suggestive clothing in the workplace or during work-related activities, whistling, lewd comments, suggestive posters or calendars, staring, foul language, unwanted letters or poems, sexual gestures. Red zone behavior includes: Sexual assault -ranging from forcibly grabbing an arm to rape, sexually explicit pictures, sexist/racist remarks, obscene letters or comments, sexual favors in return for rewards, threats if sexual favors are not provided, using position to request dates.
Classification of Behavior
Formatted: Underline
10
B00O151

Categories Touching (e.g., sexually suggestive touching, leaning over, cornering, pinching and brushing against). Language (e.g., sexually suggestive teasing, jokes, remarks, questions, whistles, calls or yells, and pressure for sexual favors or dates). Gestures (e.g., sexually suggestive looks, gestures, body language, letters, and telephone calls). Climate (e.g., materials, pictures, cartoons, or posters of a sexual nature in work spaces). Leadership o Commanding Officer (CO)'s responsibility Climate. Role model. Educate. Protect victim/punish offender. o Understanding and support at all levels Education o Annual command responsibility. o Raise awareness. o Advertise. Policies. Complaint process. Confront the offender. Inform chain of command. Request mast or pursue a complaint under Article 138 of Uniform Code of Military Justice (UCMJ). See local base inspectorate if own chain of command is not responsive. Enforce standards of conduct o Page 11 counseling. o Nonjudicial Punishment (NJP). o Courts-Martial. Mandatory administrative requirements o Reflect behavior in fitness report. o Report all complaints of sexual harassment to Headquarters, US Marine Corps. o Publicize actions taken if incident is substantiated. o As of 1 March 1992, process any substantiated first offender for separation.
Solutions
11
B00O151

Solutions (Continued) Objective o ERADICATION OF BEHAVIOR. o To possess a higher level of thinking.
Fraternization
Introduction Fraternization is the term used to describe improper personal and business relationships among Marines of different ranks or positions. Fraternization was not mentioned in the UCMJ when it was first enacted; improper relationships between seniors and subordinates were prosecuted as conduct unbecoming an officer. In 1984, however, fraternization was explicitly recognized as an offense under military law. Not all contact between superiors and subordinates is improper. The Marine Corps has always fostered the fraternal concept of the "Brotherhood of Marines." Teacher-Scholar. Comrades-in-Arms. Band of Brothers.
When contact and relationships exceed these standards and become those of "buddies" or peers, then fraternization likely exists. Look at the facts and circumstances of each case: Is there a compromise of the chain of command? Is there an appearance of partiality? (REMEMBER: when dealing with the subject of fraternization, perceptions are as deadly as reality.) Is there the potential for good order, discipline, morale, or authority to be undermined?
12
B00O151
Fraternization (Continued)
Background The Marine Corps policy regarding improper fraternization is the product of naval service customs. The Marine Corps specifically, and military society in general, has historically imposed social constraints on personal relationships between individuals of different rank, grade, or position. It is important to keep in mind that because customs vary between branches of the armed forces, the Marine Corps' view of fraternization can be expected to be different (stricter) than that of the Air Force or the Army. Fraternization rules date back to the time of the Roman army. The purpose of such constraints is to Maintain good order and discipline. Promote relationships of mutual respect and confidence between juniors and their seniors. Prevent adverse impact upon a junior's response to orders, the senior's exercise of command, or the perception of others regarding the senior's impartiality. Preserve the integrity of the chain of command. Definition Fraternization is a social or business relationship between Marines of different grades in violation of a custom of the naval service which, in the eyes of one experienced in military leadership, impacts adversely on good order and discipline, or degrades or at least threatens to degrade the character or status of the position that a Marine holds. "...a social or business relationship between Marines of different grades...." Some examples of activities encompassed by the term "fraternization" are Drinking alcoholic beverages together. Playing cards or gambling together. Going to private homes or clubs together. Dating or engaging in sexual activities. Engaging in commercial transactions, except for onetime sales or leases. Showing favoritism or partiality. Using one's authority for personal gain.
13
B00O151
Definition (Continued) Military court decisions and the Manual for Courts-Martial make clear that fraternization can occur between enlisted Marines, between officers, or between officers and enlisted Marines. The classic case involves an officer-enlisted relationship, but it is not the only case. The key issue is whether a relationship has developed in which mutual respect of grade is ignored. The relationship need not be male-female. Though not a rigid test, normal social or business relationships between Marines within the following six divisions do not constitute fraternization. (However, under some circumstances, i.e., same chain of command, or an instructor-student relationship, even relationships within a particular group would be considered fraternization.) General officers. Field grade officers. Company grade officers (to include warrant officers). Staff noncommissioned officers (SNCO). Noncommissioned officers. Junior enlisted Marines. While improper relationships within the same chain of command are the most obvious, there is no blanket requirement under the UCMJ that the relationship be within the same chain of command to be improper. "...in violation of a custom of the naval service...." "Custom" is a long-established practice which, by common consent, has attained the force of law within the military. The relevant custom within the Marine Corps is that "duty, social, and business contacts among Marines of different grades will be consistent with traditional standards of good order and discipline and the mutual respect that has always existed between Marines of senior grade and those of lesser grade."
14
B00O151
Definition (Continued) ""...which, in the eyes of one experienced in military leadership, impacts adversely on good order and discipline or degrades or at least threatens to degrade the character or status of the position a Marine holds." Improper personal relationships between Marines occupying different positions may influence the senior's judgment as to mission accomplishment. The threat to discipline and order need not be perceived by the parties involved in the fraternization. It is enough that the ill effects could be perceived by a reasonably prudent Marine experienced in military leadership. Thus, each case must be scrutinized by applying this " hypothetical leader" test.
This final section of the definition not only defines, but also explains, the policy behind the rules prohibiting fraternization. The policy is further described in the Court of Military Appeals case of US v Free: The military services demand a regard for authority by juniors towards their seniors which experience has shown is enhanced by the observance of decorum, tradition, custom, usage, and conventions which are peculiar to the services alone. The regard and respect for authority upon which rests the unquestioned obedience of the serviceman which is mandatory in time of battle or stress (emphasis added) is lessened by the failure to observe niceties of military courtesy and other traditions and customs. Marriage: A Special Problem The Marine Corps cannot legally act to prevent marriages between service members. A marriage between Marines of differing grades will constitute fraternization when the impact of the marriage detracts or tends to detract from the respect due a senior, or is perceived by others to do so. A marriage stemming from a previously- existing improper relationship does not excuse those involved from responsibility for their activities prior to the marriage. The Marine Corps accepts officer/enlisted marriages which occur before the officer receives a commission/appointment or before the officer reverts to an enlisted grade.
15
B00O151
Avenues for Prosecution Article 134, UCMJ (fraternization) o Fraternization has been a listed offense under the UCMJ since 1984. o Maximum punishment is dismissal, forfeiture of all pay and allowances, and confinement for two years. Article 133, UCMJ (conduct unbecoming an officer and gentleman) o Whenever a commissioned officer, cadet, or midshipman engages in behavior which dishonors or disgraces the officer, such as dishonesty, unfair dealing, indecency, lawlessness, injustice, or cruelty, that officer may be prosecuted under Article 133. o Maximum punishment is dismissal, forfeiture of all pay and allowances, and confinement for a period usually not longer than one year. Article 92, UCMJ (violation of a lawful general order) o Whenever a local command has established regulations or orders as to the conduct of relationships or fraternization, a Marine may be subject to prosecution for fraternization as a violation of an order. o Published orders are often used by commands to define acceptable conduct in the context of officer-officer and enlistedenlisted relationships. o If the order is a general order or regulation, actual knowledge is not required (knowledge of the order is implied). o If the order does not constitute a general order or regulation, specific knowledge must be shown for a violation to occur. o Maximum punishment is a dishonorable discharge, forfeiture of all pay and allowances, and confinement for two years.
16
B00O151
Remedies Nonpunitive administrative remedies o Formal or informal counseling. o Transfer of one or both parties. o Fitness report comments. Nonjudicial punishment (often followed, in the case of officers, by processing for administrative separation). Court-martial.
Solution
The responsibility for maintaining the customary and traditional standards of conduct lies with the senior. The line between acceptable conduct and fraternization will not be crossed unless the senior allows it to happen. The leader must be careful to avoid even the perception of fraternization without destroying the traditional fraternal bond between Marines of all grades. Educate your Marines about both the Marine Corps policy on fraternization and the reasons behind it. Talk examples.
Hazing
Background The individual Marine is the Corps. How we recruit, train, and instill in Marines our core Corps values and a sense of integrity and accountability, equip them to do their jobs, and treat them with dignity, care and concern must be our principal emphasis. This is a leadership issue. This is a warfighting issue. Marines do not go into harms way, make the sacrifices they always have, or give up their precious lives because they have been hazed or initiated into some self-defined, "elite" sub-culture. They perform these heroic acts of selflessness because they are United States Marines and because they refuse to let their fellow Marines down. Marines are also our most precious asset. We will protect them through fair, scrupulous, and unbiased treatment as individuals-caring for them, teaching them, leading them. It is the obligation of each member of the chain of command, from top to bottom, to ensure that this sense of fairness is constant and genuine. Every Marine will treat every other Marine with dignity and respect.
17
B00O151
Hazing (Continued)
Definition Hazing is defined as any conduct whereby one military member, regardless of Service or rank, causes another military member, regardless of Service or rank, to suffer or be exposed to an activity which is cruel, abusive, humiliating, or oppressive. Hazing includes, but is not limited to, any form of initiation or congratulatory act that involves physically striking another to inflict pain, piercing anothers skin in any manner, verbally berating another, encouraging another to excessively consume alcohol, or encouraging another to engage in illegal, harmful, demeaning or dangerous acts. Soliciting or coercing another to participate in any such activity is also considered hazing. Hazing need not involve physical contact among or between military members; it can be verbal or psychological in nature.
Policy
Hazing does not include mission or operational activities; the requisite training to prepare for such missions or operations; administrative corrective measures; extra military instruction as defined in the reference; command authorized physical training; authorized incentive training permitted at the Marine Corps Recruit Depots; and other similar activities authorized by the chain of command. ______________________________________________________ Hazing is prohibited. No Marine, or service member attached to a Marine command, including Marine detachments, may engage in hazing or consent to acts of hazing being committed upon them. No one in a supervisory position may, by act, word, or omission, condone or ignore hazing if he or she knows or reasonably should have known that hazing may occur. No one can legally consent to hazing accordingly, Cconsent to hazing is not a defense to violating this Order. Any violation, attempted violation, or solicitation of another to violate this order, subjects involved members to disciplinary action under Article 92 of the Uniform Code of Military Justice (UCMJ). This Order does not prevent charging those who have engaged in acts of hazing under other applicable UCMJ articles to include, but not limited to Article 80 (attempts), Article 81 (conspiracy), Article 93 (cruelty and maltreatment), Article 124 (maiming), Article 128 (assault), Article 133 (conduct unbecoming an officer and gentleman) and Article 134 (indecent assault, drunk and disorderly conduct, and/or solicitation). This Order is a lawful general order and is effective immediately without further implementation.
18
B00O151
Homosexual Conduct
Definitions Homosexual means a person, regardless of sexgender, who engages in, attempts to engage in, has a propensity to engage in, or intends to engage in homosexual acts, and includes the terms "gay" and "lesbian." Bisexual means a person who engages in, attempts to engage in, has a propensity to engage in, or intends to engage in homosexual and heterosexual acts. Homosexual conduct means a homosexual act, a statement by the service member that demonstrates a propensity or intent to engage in homosexual acts, or a homosexual marriage or attempted marriage. Homosexual act means any bodily contact, actively undertaken or passively permitted, between members of the same sex gender for the purposes of satisfying sexual desires; and any bodily contact which a reasonable person would understand to demonstrate a propensity or intent to engage in an act (described above). Statement that a member is a homosexual or bisexual, or words to that effect. Language or behavior that a reasonable person would believe was intended to convey the statement that a person engages in, attempts to engage in, or has a propensity or intent to engage in homosexual acts. Propensity to engage in homosexual acts means more than an abstract preference or desire to engage in homosexual acts; it indicates a likelihood that a person engages in or will engage in homosexual acts.
Policy
Sexual orientation. An abstract sexual preference for persons of a particular sex, as distinct from a propensity or intent to engage in sexual acts. ____________________________________________________________ General. It is the policy of the DoD to judge the suitability of persons to serve in the armed forces on the basis of their conduct and their ability to meet required standards of duty performance and discipline. A person's sexual orientation is considered a personal and private matter and is not a bar to service entry or continued service unless manifested by homosexual conduct in the manner described below.
19
B00O151
Homosexual Conduct (Continued)

Policy (Continued) o When a member engages in homosexual conduct, he or she is subject to administrative separation. Homosexual conduct includes a homosexual act, a statement by the member that demonstrates a propensity or intent to engage in homosexual acts or a homosexual marriage or attempted marriage. o A statement by a member that demonstrates a propensity or intent to engage in homosexual acts -- such as a statement by the member that he or she is a homosexual -- is grounds for separation not because it reflects the member's sexual orientation, but because the statement indicates a likelihood that the member engages in or will engage in homosexual acts. Neither commanders' inquiries (for administrative reasons or for minor offenses) nor military criminal law enforcement investigations (for criminal violations) will be conducted absent credible information of homosexual conduct. o Credible information exists when the information, considering its source and the surrounding circumstances, supports a reasonable belief that there is a basis for discharge. It requires a determination based on articulated facts, not just a belief or suspicion. Service members may be discharged if they are found to have engaged in homosexual conduct.
________________________________________________________________
Pregnancy & Parenthood
20
B00O151
Background
Pregnancy is a natural event that can occur in the lives of Marines and Sailors, and can be compatible with a successful naval career. There are responsibilities that come with parenthood, and for those in uniform, these responsibilities require increased consideration and planning due to military commitments. Marines are expected to balance the demands of a naval career with their family plans and responsibilities. The overriding concern for commanding officers (COs), supervisory personnel, and health care providers responsible for pregnant servicewomen serving with the Marine Corps is to provide for the health and safety of the servicewoman and her unborn child while maintaining optimum job and career performance.
21
B00O151
Pregnancy & Parenthood (Continued)

Background (Continued) Marine Corps Order 5000.12E outlines the USMCs Marine Corps policy concerning pregnancy and parenthood. A few elements of that policy are highlighted below. Pregnancy should not restrict tasks normally assigned to servicewomen, but may temporarily limit the ability to perform routine tasks associated with their current military occupational specialty (MOS) and/or billet, and may require temporary reassignment. If a Marine is pregnant, they are non-deployable. Pregnant servicewomen may not embark upon naval vessels, even when the naval vessel is tied to a pier, after the 20th week of pregnancy. After confirmation of pregnancy, a pregnant service woman shall be exempt from: o Routine physical training and the PFT during pregnancy and for 6 six months following return to full duty. However, the servicewoman will participate in an exercise program approved by her OB healthcare provider. A servicewoman whose pregnancy terminates prematurely or results in a stillborn should inform her command and consult with her OB healthcare provider to determine when it would be advisable to resume physical training and take the PFT. o Exposure to chemical or toxic agents/environmental hazards that are determined unsafe by the cognizant occupational health professional or the health care provider. o Standing at parade rest or attention for longer than 15 minutes. o Participation in weapons training, swimming qualifications, drown proofing, and any other physical training requirements that may affect the health of the servicewoman/fetus. Diving duty is hazardous and carries an increased hyperbaric risk to the fetus; therefore, any type of diving during pregnancy is prohibited. o Servicewoman reassigned due to pregnancy will be returned to the same billet, in the same command whenever possible.
Formatted: Left, Tab stops: Not at 93.6 pt
Policy
22
B00O151
Pregnancy & Parenthood (Continued)

Policy (Continued) Individual Responsibilities o All pregnant servicewomen and Marines of either gender adopting a child, regardless of component/grade (except Individual Ready Reserve (IRR) and Standby Reserve Marines), will notify their commanding officer/ Commanding General, Marine Corps Mobilization Command (MOBCOM) (the latter by Individual Mobilization Augmentee (IMA) personnel only) in writing within 2 weeks of medical confirmation of pregnancy or 1 month prior to obtaining legal custody of the adopted child. o Any Marine anticipating the responsibilities associated with parenthood is required to make arrangements for child care to cover regular working hours, duty, exercises, war, and combat contingency deployment. This applies to Marine reservists on active duty/inactive duty for training (ADT/IDT) and upon being mobilized. All single service members and dual military couples with eligible family members are responsible for initiating a formalized family care plan. o Commanders will maintain a command environment that promotes the education of male and female Marines concerning the enduring individual responsibilities of family planning and parenthood. ______________________________________________________
Substance Abuse
"First to fight for right and freedom, Aand to keep our honor clean." --THE MARINES HYMN Since 1775, the United States Marine Corps has enjoyed the reputation of an elite, disciplined, well-trained fighting force. It is founded upon the unfailing trust of one Marine in another, unwavering confidence in teamwork, and the dogged determination of unit leaders to meet the challenges at hand. We are at war. The enemy is illegal drug use. It threatens both our Corps and our society and is more devastating than a holocaust, more debilitating than a disease. Marines must again rise to the challenge. They must be the driving force in the war to eliminate illegal drug use in our Corps. Marine leaders must "take the point" in this campaign. (NAVMC 2750)
23
B00O151
Substance Abuse (Continued)

Drug Abuse The previous statement was written in 1982, a time when the negative impact of illegal substances on the health and welfare of our Corps seemed insurmountable. A DoD worldwide drug and alcohol survey, published only two years before, indicated that the Marine Corps had the highest incidence of drug use amongst all other services; in some age categories even more than that of civilians. Substance abuse has a decided impact on individual performance. Marines who are psychologically and physiologically drug dependent or under the influence of drugs are not reliable. Through scientific testing it has been proven that they have difficulty completing physical tasks requiring stamina and endurance, as well as those requiring precision and judgment. This creates a dangerous work environment for all Marines in both peace and war. As future leaders of Marines, you are about to be faced with many unique and difficult leadership challenges. None can be more damaging as the real and present threat of illegal substances on your unit and personnel. The pervasive effects that these substances can have on units and individuals can be enormous -- and often deadly. Despite our best efforts to combat drug use in the Marine Corps, we must recognize that it still exists as a significant problem and do all things possible to eradicate its use from the environment in which we operate. Policy "The distribution, possession or use of illegal drugs is not tolerated in the United States Marine Corps." -- General R. H. Barrow The Marine Corps policy on the use of illegal substances is set forth in MCO P5300.12, "The Marine Corps Substance Abuse Program." This policy is crystal clear in its meaning and intent. Recent changes to the order in 1993 have mandated harsher disciplinary measures on those who choose to violate the established policies. The enforcement of the Marine Corps standards, and the elimination of illegal drug use is a task which requires an intensive, dedicated, thoroughly knowledgeable and total leadership effort on the part of all Marine Corps leadership.
24
B00O151

Policy (Continued) The Marine Corps recognizes the need to develop an illegal drug prevention program in order to curb illegal drug use. Although there is no standard or recognized model, any successful program must address four inherent elements: leadership, enforcement of standards, identification, and education. Experience over the last decade has indicated that a successful substance abuse program must consist of the following five components

EDUCATION. PREVENTION. IDENTIFICATION. REHABILITATION. DISCIPLINE.
Education
Education must be continuous, comprehensive, and must actively involve all leaders within a unit. The information provided must be factual and informative; Marines have already received too much misinformation about drugs. Education begins for all Marines at the Recruit Depots or at Officer Candidate School. Marine Corps orders require all commands to continue to incorporate illegal drug use prevention education for all Marines and civilians. Additionally, the leadership role played by all officers and SNCOs has great impact upon the success of any substance abuse program. Leadership by example is perhaps the first and most significant step. The most difficult task of Marine leaders is one of creating or fostering negative peer pressure toward the use of drugs or the tolerance of your unit towards policy violators. This one aspect of leadership can have the greatest impact upon the decision of individual Marines to use illegal substances. Recognize the fact that you cannot observe or control an individual Marine's actions at all times. Despite this limitation, what our Marines do off duty is our business. Marines are responsible for adhering to the set of values and rules we live by 24 hours a day.
25
B00O151

Education (Continued) As leaders we must impress upon Marines the fact that any member of our unit who is involved with illegal drugs is endangering the lives of others. Drug use undermines organizational values and unit readiness. This requires a continuous effort not only on your part, but also on the part of all your subordinate leaders as well. We must also educate ourselves in order to better educate our Marines. Only by being knowledgeable about the physical and disciplinary ramifications of drug use can we expect to convince Marines that drug use is fundamentally wrong as well as destructive to the individual and unit. Inform your Marines about the consequences, administrative and punitive, that they will face. We must attempt to change existing attitudes held by our Marines regarding drugs and the drug culture. Provide alternatives to these temptations and be concerned about the quality of life that your Marines lead both in CONUS and abroad. Identification Commanders must use every available and lawful means at their disposal to identify Marines involved with illegal drugs. Some available means are

NCIS and law enforcement agencies. Urinalysis testing. Use of drug detection dogs. Health and welfare inspections. Random vehicle searches.
All personnel upon accession into the Marine Corps will be advised of the Marine Corps policy of zero no tolerance to drugs and then urinalysis tested for the presence of any illegal substances. Those who show the presence of an illegal drug will be processed for separation. The Urinalysis Program was established to provide a systematic screening of all Marines for the presence of drugs as prescribed by the Department of Defense and SECNAVINST 5300.28.
26
B00O151

Identification (Continued) The Urinalysis Program uses biochemical testing of urine samples to provide

Deterrence for Marines disposed to the use of illegal drugs. Early identification of Marines involved with the use of illegal drugs. Confirmation of drug presence necessary for administrative and/or disciplinary action.
Urinalysis is a means to identify the presence of drugs. A subsequent command evaluation is necessary to determine if a legal reason exists to seek prosecution under the UCMJ. Stringent collection requirements have been established to ensure a high level of program reliability and to ensure fairness to all personnel; observers during collection, stringent chain-of-custody requirements, and strict testing procedures at a DOD certified laboratory. Screening requirements include an aggressive periodic screening program including

Command directed screening. Random screening. Special testing.
Results may be used as evidence in disciplinary proceedings under the UCMJ and/or administrative separations. Upon detection of an illegal substance, the following disciplinary measures may be enforced
Officer o appropriate discipline. o processed for separation. NCO and above o appropriate discipline. o processed for separation. All other Marines o appropriate discipline. o processed for separation.
Note: No disciplinary or adverse administrative action may be taken until appropriate confirmation/verification of drug use is obtained.
27
B00O151

Identification (Continued) There are additional administrative measures that a commander may enforce to further dissuade Marines from becoming involved with drug use. These measures include

Ineligibility for reenlistment. Not eligible for promotion within six months of confirmation. Security clearances revokedcation. Service record book (SRB) documentation/ adverse Fitness Report (FITREP).
Commanders also have the ability to impose immediate disciplinary actions through

Denial of on-base driving privileges for drug offenders when drug use is confirmed. Withdrawal of authorization to live off-base to unmarried Marines. Eviction from government quarters (if drugs were maintained, used, or sold there). Administrative reduction.
Treatment and Rehabilitation
Past policy ordered that drug dependent Marines attend Level III treatment at the Navy Drug Rehabilitation Center (NDRC), Miramar, California. Present policy pursues the separation of Marines under the provisions of paragraph 2204. Marines will be provided the opportunity to receive treatment at a Veterans Administration medical facility nearest their place of residence in conjunction with their separation. The Marine may refuse this treatment and merely be separated. Alcohol abuse is contrary to the effective performance of Marines and the Marine Corps mission, and will not be tolerated in the US Marine Corps. The Marine Corps objective is to identify, treat, and return alcoholics to full duty and to eliminate alcohol abuse, wherever possible.
Alcohol Abuse
28
B00O151

Alcohol Abuse (Continued) Alcohol abuse is any use of alcohol that adversely affects individual performance, debilitates physical and mental health, interferes with financial responsibility, personal relationships, leads to the violation of civilian or military laws, or contributes to disorderly conduct. Alcoholism is a medically-recognized disease manifested by the continued abusive use of alcohol and characterized by the development of psychological and/or physical dependency. In accordance with Public Law 92-129, Title V, section 501(a), the Marine Corps is required to implement procedures "to identify, treat, and rehabilitate" members and to deny service entry to any alcohol dependent individuals. Our overall objective is to eliminate alcohol abuse throughout the Marine Corps. This requires total leadership from officers, SNCOs, and NCOs. All leaders must be alert to the characteristics of alcohol abuse and fully familiar with the associated symptoms. The end goal is to influence positive behavioral changes before disciplinary or adverse administrative action is necessary. This may be accomplished through changing attitudes of Marines toward alcohol use. All leaders should set the example by demonstrating responsible consumption or even abstinence. Marine Corps Alcohol Abuse Program. The Marine Corps Alcohol Abuse program has essentially two phases: Proactive and Reactive.
Proactive phase. This phase consists of various measures used to preclude the abuse of alcohol. This phase is preventative in nature and has both education and deterrent measures. It is obvious that the consumption of alcohol is not essential to unit deployment capabilities and the fostering of Marine Corps pride. Activities that encourage drinking should be avoided. Official functions and activities must offer nonalcoholic beverages when alcoholic beverages are served.
29
B00O151

Alcohol Abuse, Marine Corps Alcohol Abuse Program, Proactive Phase (Continued) Commanders should begin to institute policies which support the responsible consumption of alcohol by following certain guidelines during functions such as:

Offering nonalcoholic beverages. Ensuring that food is readily available. Discouraging drinking contests. Not offering alcohol as a prize. Not offering alcohol to those Marines underage unless authorized by SECNAV or CMC directives.
Unit commanders should also cooperate fully with civilian programs to enhance the educational aspect of prevention. Alcoholics Anonymous and other programs aimed at reducing alcohol related incidents can be very supportive and assist in developing individual awareness. Leaders should consider providing alternative leisure activities to promote an active life-style that will not revolve around bars and drinking. This is especially important during deployments overseas where Marines are limited in their ability to pursue normal off duty activities. o Education. Units are directed to provide preventative education on a regular basis that informs Marines of the health risks as well as the disciplinary actions that can be enforced due to alcohol related incidents. The goal is to educate Marines so that they may make responsible decisions regarding their own personal use of alcohol. Officers, SNCOs, and NCOs will receive supervisor level training in alcohol abuse/alcoholism within 60 days of joining a unit. All Marines must receive a class on alcohol abuse/alcoholism within a similar time period. o Deterrent measures. The most common deterrent measures that may be utilized in the fight against alcohol abuse are o Health and Welfare inspections. o Random vehicle checkpoints for Driving while intoxicated (DWI)/Driving under the influence (DUI).
30
B00O151

Alcohol Abuse, Marine Corps Alcohol Abuse Program, Reactive Phase (Continued)
Reactive Phase Objectives. The objectives of the reactive phase are to confirm that an alcohol related incident has occurred; take appropriate disciplinary, judicial, or administrative action; and evaluate the individual. Individuals are screened to determine the level of alcohol abuse involvement and, if necessary, the appropriate level of treatment. Once a Marine has been evaluated the following may occur relevant treatment provided. return the Marine to full duty.
Those who do not successfully complete treatment programs may be separated. o Identification. The prompt and accurate identification of potential alcoholics allows for the single best method of preventing a potential problem. By diagnosing or recognizing alcohol abuse in its early stages, treatment often times can be conducted at the unit/local level allowing for minimal impact upon the individual and the unit. Commanders must establish programs that allow for the early identification of alcohol abuse. Possible methods of building these programs include health and welfare inspections of billet and work areas. - random vehicle checks. - daily review of incident reporting systems. - daily review of medical treatment facility records.
Disciplinary measures. Any alcohol related act of misconduct, incident or unsatisfactory performance will be the subject of prompt and appropriate disciplinary action. In any case, formal command counseling will be conducted as indicated below: o Officer Qualification Record (OQR)/SRB entry after first incident
31
B00O151

Alcohol Abuse, Marine Corps Alcohol Abuse Program, Reactive Phase (Continued) o DWI with .10% BAC or more - Base driving privileges suspended temporarily within 24 hours pending adjudication. - Suspended for one year upon conviction. - Additional two years for each subsequent DWI/DUI within five year period. - Commanders may make exceptions as appropriate. o OQR/SRB mandatory entry following DWI conviction - Commandant of the Marine Corps (CMC) directed comment on normal FITREP if convicted of DWI. - CMC directed FITREP following second DWI conviction if SGT or above. Administrative measures. Retention and reenlistment. In most cases, a developing alcohol problem manifests itself in a series of acts of misconduct and/or steadily declining performance. Often, by the time a Marine has been identified as an alcohol abuser, administrative separation is likely to occur. Commands have the option and responsibility to fully consider all aspects regarding the needs of both the Marine and the Marine Corps. Consideration should be made as to whether a Marine is medically diagnosed as an alcoholic or simply an alcohol abuser. Abusers should be considered fully responsible for their actions and dealt with accordingly. Marines should be either processed for separation if deemed appropriate by the commanding officer or retained on active service. Those to be retained must undergo rehabilitation treatment for their abusive tendencies. This treatment requires completion and compliance with an aftercare program. If the Marine fails to successfully complete this rehabilitation they may be reevaluated for separation. In every case where a Marine is discharged as an alcohol abuse treatment failure or where alcohol abuse was a significant factor in separation, that Marine will be provided with the name, address, and telephone number of the Veterans Administration Medical Facility with alcohol treatment capabilities nearest the place of residence. Marines diagnosed as alcoholics must be afforded treatment. Decision whether to retain these Marines on active duty should be made only after such treatment has been completed.
32 Basic Officer Course
B00O151
33
B00O151
Substance Abuse (continued)

Alcohol Abuse, Marine Corps Alcohol Abuse Program, Reactive Phase, Administrative Measures (Continued) Promotion. Unless otherwise not qualified, a Marine diagnosed and successfully treated for alcohol abuse/alcoholism will be promoted. Following such treatment, Marines should be expected to perform at their present grade and handle responsibilities appropriate to that rank. Any acts of misconduct or substandard performance resulting from their alcohol abuse/alcoholism should be considered when evaluating the Marine for promotion. Security clearancesClearances. Alcohol abuse/alcoholism alone is not cause for automatic revocation of a security clearance. Only when believed to be a security risk will the security clearance be revoked. Treatment and rehabilitation. It is recognized that alcohol abuse and alcoholism are conditions which can be treated through counseling, treatment, and rehabilitation programs. These programs are required by public law and have also proven to be cost effective in retaining Marines who can continue to provide useful service. The Marine Corps Substance Abuse Program establishes three levels of treatment services.
Formatted: Underline Formatted: Underline
Level I (Unit Programs). These are somewhat informal and are conducted at regiment, group, battalion, squadron, separate battalion, or barracks level to provide command counseling, basic preventative education, discipline, and rudimentary screening for a nondependent, first-time alcohol abuser. Unit commanders are responsible for the conduct of Level I programs and will be assisted by Substance Abuse Control Officers and other personnel within the unit. These programs are designed to deal with minor alcohol abuse such as the first alcohol related incident. Level II (Major Command Programs). These are conducted at division, wing, Force Service Support Group (FSSG), base, station, or depot level to provide in-depth screening and evaluation for possible alcohol dependency and outpatient and/or short-term residential care for the nondependent alcohol abuser who failed to benefit from Level I treatment programs.
34
B00O151
Substance Abuse (continued)

Alcohol Abuse, Marine Corps Alcohol Abuse Program, Reactive Phase, Treatment and Rehabilitation (Continued)
Level III (Navy Residential Treatment Programs). These programs are conducted at established Naval Medical facilities and provide residential treatment for Marines diagnosed as alcohol dependent. Marines are admitted and receive appropriate treatment based upon their individual needs and degree of dependency.
A Marine who undergoes either Level II or Level III treatment and is returned to duty will undergo a 360-day aftercare rehabilitation period which is tailored to meet individual needs of the Marine. The command should be active in assisting the Marine through this difficult adjustment period by supporting the Marine and tracking his or her progress. Failure of the Marine to adhere to the rehabilitation program may be grounds for separation, and any misconduct should be handled accordingly. Furthermore, Marines in Level III aftercare will not be transferred/Permanent change of station (PCS) overseas or to a deployable unit.
Summary
A major function of a leader is to mold Marines into a team. In order to do this all members, regardless of race, gender, or background, must trust and believe in each other. They need to know their leaders are making an honest attempt to solve complaints of discrimination in a fair and reasonable manner. When they perceive that their leaders are fair and that the leaders' decisions are based on what is best for their unit and the Marine Corps, they will respond positively. Our equal opportunity, cultural ddiversity, and affirmative action programs can help achieve this end.
Formatted: Lesson Text
As you can readily see, the Marine Corps Substance Abuse Program is one that requires active participation and vigilant efforts on the part of leaders at all levels. As you assume responsibility for Marines in the fleet, you will be at the forefront of the Marine Corps fight against drug and alcohol abuse. Although we pride ourselves on being premier fighting forces, rest assured that these problems exist now and will continue to exist throughout your career. As long as society continues to promote and tolerate drug and alcohol abuse, the Marine Corps will experience some aspects of these negative influences. Our efforts must be directed at minimizing and ultimately stamping out the adverse effects that substance abuse has on our Marines, their lives, and ultimately the Corps itself.
35
B00O151
References
Reference Number or Author Public Law 92-129 SECNAVINST 5300.28 SECNAVINST 5370.2H NAVMC 2750 NAVMC 2767 ALMAR 288/91 MARADMIN 259/02 MCO 1000.9 MCO P1020.34G MCO 1700.25 MCO 5000.12E MCO P5300.12 MCO P5354.1D= MCO 6100.12 UCMJ Reference Title Identification and Treatment of Drug and Alcohol Dependent Persons in the Armed Forces Military Substance Abuse Prevention and Control Standards of Conduct Marines War on Drugs User's Guide to Marine Corps Leadership Training Standards of Personal Conduct Homosexual Conduct Policy Sexual Harassment Marine Corps Uniform Regulations Marine Corps Hazing Policy Marine Corps Policy Concerning Pregnancy & Parenthood The Marine Corps Substance Abuse Program Marine Corps Equal Opportunity Manual Marine Corps Physical Fitness Test and Body Composition Program Manual Uniform Code of Military Justice
Glossary of Terms and Acronyms

Term or Acronym CMC CO DoD DUI DWI FITREP FSSG NDRC NJP PCS PFT OQR SNCO SRB UCMJ US Definition or Identification Commandant of the Marine Corps Commanding Officer Department of Defense Driving under the influence Driving while intoxicated Fitness Report Force Service Support Group Navy Drug Rehabilitation Center Nonjudicial punishment Permanent change of station Physical fitness test Officer Qualification Record Staff noncommissioned officers Service record book Uniform Code of Military Justice United States
36
B000515XW UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019
Review Exam
Review Exam
Introduction The Basic Officer Course (BOC) program of instruction (POI) is based on Marine Corps Common Skills (MCCS). Some of these are identical to MCCS required at commissioning sources like Officer Candidate School (OCS) and the United States Naval Academy (USNA). To evaluate these skills, students will be required to take a 20 question review exam on the last day of zero week. This student handout is a resource to prepare for this exam. Students should also review the Standards of Conduct student handout and the USMC Uniform Regulations in preparation for the review exam. This handout will provide all the information required to successfully pass the review exam, which is graded, weighted, and therefore affects your final standing. You will review material already presented to you at your commissioning source. This lesson covers the following topics: Topic Page Marine Corps Mission Marine Corps Organization Customs and Courtesies Marine Corps Core Values Code of Conduct Preparing For Combat Fire Team Formations Squad Formations Hand and Arm Signals References Glossary of Terms and Acronyms Notes 4 6 15 23 25 26 27 29 30 31 32 33
Importance
REVIEW EXAM B000515XW STUDENT HANDOUT
In This Lesson
B000515XW
Review Exam
B000515XW
Review Exam
Review Exam (Continued)

Lesson Purpose Without the aid of reference, define the Marine Corps mission and functions, without omission. Without the aid of references describe Marine Corps organizational structure without omission Given the requirement, perform required military courtesies and honors, without omission. Without the aid of references, describe the Marine Corps' Core Values without omission. Without the aid of reference, describe the Code of Conduct, without omission. Given a mission and commanders intent, prepare for combat to accomplish the mission.
Marine Corps Mission

Experience in Word War II showed that shortcomings in military policies, specifically the mission and function of the services. As defined in the National Security Act of 1947, "functions" includes functions, powers, and duties; it assigns duties, responsibilities, missions, and tasks to an individual office or organization. "Mission" represents just one facet of the "function." A mission assigns tasks that clearly define what actions a given service may take and the reason that service is assigned that task. National Security Act of 1947 Created after intense battle in Congress, the National Security Act of 1947 assigned functions to each armed service. The Marine Corps was assigned the following seven functions: Provide Fleet Marine Forces of combined arms together with supporting air components for service with the United States Fleet in the seizure or defense of advanced naval bases and for the conduct of such land operations as may be essential to the prosecution of a naval campaign. Provide detachments and organizations for service on armed vessels of the Navy and security detachments for the protection of naval property at naval stations and bases. Develop, in coordination with the Army, Navy, and Air Force, the doctrines, tactics, techniques, and equipment employed by landing forces in amphibious operations. The Marine Corps shall have primary interest in the development of those landing force doctrines, tactics, techniques, and equipment which are of common interest to the Army and the Marine Corps. Provide, as required, Marine forces for airborne operations, in coordination with the Army, Navy, and Air Force and in accordance with doctrines established by the Joint Chief of Staff. Develop, in coordination with the Army, Navy, and Air Force, doctrines, procedures, and equipment of interest to the Marine Corps for airborne operations which are not provided for by the Army.
Without the aid of reference, described fire team formations without omission. Without the aid of reference, described squad formations without omission Without the aid of reference, describe basic tactical hand and arm signals without omission
B000515XW
Review Exam
B000515XW
Review Exam
Marine Corps Mission (Continued)

National Security Act of 1947 (Continued) Be prepared, in accordance with integrated joint mobilization plans, for the expansion of the peacetime components to meet the needs of war. Perform such other duties as the President may direct. (However, the line following the seventh function is key: These other such duties must not interfere with the primary functions for which the Marine Corps was established.)
Marine Corps Organization

In order to keep the Marine Corps a "Force in Readiness," the Commandant relies on four different establishments within the Marine Corps organization: Headquarters. Operating Forces. Supporting Establishment. Marine Corps Reserve. Headquarters, United States (US) Marines Corps is located at the Pentagon in Arlington, Virginia. Headquarters is the executive part of the Marine Corps--literally the Headquarters of the Commandant. It contains such departments as Manpower; Installations and Logistics; and Plans, Policies, and Operations. Operating Forces are divided into three different organizations: Marine Corps Forces (MARFORs) which are organized as Marine air-ground task forces (MAGTFs) and are either employed as part of naval expeditionary forces or separately as part of larger joint or combined forces. Marine Corps Security Forces (MCSFs) which include approximately 3,400 Marines who protect key naval installations and facilities worldwide. Marine Security Guards (MSGs) which provide forces to the Department of State for embassy security. As of 2005, Marines are assigned to 138 diplomatic posts in 124 countries throughout the world.
Headquarters
Organization of the Department of the Navy
The distinct services within the Department of the Navy, responsible to the Secretary of the Navy, are the United States Navy, commanded by the Chief of Naval Operations. Operating Forces
United States Marine Corps, commanded by the Commandant of the Marine Corps. The Marine Corps is part of the Department of the Navy, but not part of the Navy. Secretary of the Navy The Secretary of the Navy is the civilian head of the Department of the Navy. This civilian is selected by the President and approved by Congress and is responsible for the policies and control of the Department of the Navy, to include its organization, operation, and efficiency. The CNO is the senior military officer of the Navy and, as such, commands the operating forces of the Navy. The CNO sits as a member of the Joint Chiefs of Staff, whose main function is to train and equip the Navy and advise the President. The Commandant is responsible to the Secretary of the Navy for the administration, discipline, internal organization, unit training, efficiency, and overall readiness of the Corps. In addition, the Commandant is responsible to the CNO for the readiness of the Marine Corps' operating forces serving with the Navy's operating forces (i.e., the Fleet Marine Forces). Only for these reasons does the Commandant report to the CNO.
Chief of Naval Operations (CNO)
Commandant of the Marine Corps
Supporting Establishment
The Supporting Establishment consists of those personnel, bases, and activities that support the Marine Corps Operating Forces.
B000515XW
Review Exam
B000515XW
Review Exam
Marine Corps Organization (Continued)

Marine Corps Reserve Marine Corps Forces Reserve (MARFORRES) provides a trained force of qualified officer and enlisted personnel to be available for active duty in the Marine Corps during a time of war or national emergency and such times as the national security may require. MARFORRES consists of the Ready Reserve Ready Reserve. Standby Reserve. Retired Reserve.

Marine Division A major general commands a Marine division; its mission is to execute amphibious assault operations and such other operations as may be directed. A fully manned Marine division consists of approximately 1,000 Marine officers. 50 Navy officers. 16,000 enlisted Marines.
The Ready Reserve consists of those units and members of a reserve component who are liable for active duty in time of war or national emergency as proclaimed by the President or declared by Congress or when otherwise authorized by law. Included in the Ready Reserve are the Selected Marine Corps Reserve (SMCR) which includes units and individual members who participate in scheduled drills and two-week annual active duty period for training purposes (annual training duty). Individual Ready Reserve (IRR) which generally consists of Marines who have recently served in the active forces or SMCR and have a period of obligated service remaining on their contract. The majority of IRR members do not participate in reserve training and are not members of the SMCR. Members of the Delayed Entry Program also belong to the IRR.
900 Sailors. Divisions are given numerical designators, such as "1st Marine Division," and consist of organizations designed to provide command and control, maneuver, fire support, and logistic capabilities. The primary subordinate units of a division are three infantry regiments, but it also contains An artillery regiment. A tank battalion. A headquarters battalion. An assault amphibian battalion. A light armored reconnaissance battalion.
A combat engineer battalion. The four Marine divisions are located as follows: Marine Infantry Regiment 1st Marine Division: Camp Pendleton, CA. 2d Marine Division: Camp Lejeune, NC. 3d Marine Division: Camp Butler, Okinawa, Japan. 4th Marine Division: New Orleans, LA.
Standby Reserve
The Standby Reserve is composed of Marines not in the Ready or Retired Reserve who are subject to recall to active duty in time of war or a national emergency as declared by Congress. The Retired Reserve includes reservists who are retired under various laws and regulations. Retired Reserves may be mobilized under conditions similar to those for Standby Reserve mobilization.
Retired Reserve
The Marine infantry regiment consists of approximately 3,000 Marines commanded by a colonel. Its mission is to locate, close with, and destroy the enemy by fire and maneuver or to repel enemy assault by fire and close combat. Regiments receive a numerical designator, such as "7th Marine Regiment." The primary subordinate units in an infantry regiment are three infantry battalions, but it also contains a headquarters company.
B000515XW
Review Exam
B000515XW
Review Exam

Marine Infantry Battalion The Infantry Battalion consists of approximately 1,350 Marines commanded by a lieutenant colonel. Its mission is to locate, close with, and destroy the enemy by fire and maneuver or to repel enemy assault by fire and close combat. Battalions are also given numerical designators, which state both the battalion and the regiment, such as, "1st Battalion of the 7th Marine Regiment." The primary subordinate units in an infantry battalion are three rifle companies, but it also contains Marine Rifle Company A weapons company. A headquarters and service company.

Marine Aircraft Wing (MAW) (Continued) The MAW mission is to participate as the air component of the MAGTF in the seizure and defense of advanced naval bases and to conduct such land operations as may be essential for the prosecution of a naval campaign. In order for Marine aviation to perform its mission properly, air operations are broken down into six functions: Offensive air support (OAS): o Close air support (CAS). o Deep air support (DAS). Anti-air warfare (AAW): o Offensive AAW. o Air defense. Assault support. Aerial reconnaissance: o Visual reconnaissance. o Multi-sensor imagery reconnaissance. o Electronic reconnaissance. Electronic warfare (EW): o Electronic attack (EA). o Electric protection (EP).
The infantry company, or rifle company, is commanded by a captain. Its mission is to locate, close with, and destroy the enemy by fire and maneuver, or to repel enemy assault by fire and close combat. Companies are given letter designators, such as "Company B, 1st Battalion, 7th Marine Regiment." The primary subordinate units in an infantry company are three rifle platoons, but it also contains a weapons platoon. A lieutenant commands the infantry platoon, or rifle platoon. Its mission is to locate, close with, and destroy the enemy by fire and maneuver, or to repel enemy assault by fire and close combat. Platoons are given number designators, such as "1st Platoon, Company B." The primary subordinate units in an infantry platoon are three rifle squads. The Marine Rifle Squads mission is to locate, close with, and destroy the enemy by fire and maneuver, or to repel enemy assault by fire and close combat. Squads are given number designators, such as "1st Squad, 2nd Platoon." The primary subordinate units in an infantry squad are three fire teams. Each fire-team contains a Team Leader, Automatic Rifleman, Assistant Automatic Rifleman, and a Rifleman
Marine Rifle Platoon
Marine Rifle Squad
Control of aircraft and missiles. The numerous units that make up the aviation community are each structured to conduct at least one of these six functions. A major general commands the MAW which is task organized to provide a flexible and balanced air combat organization capable of providing the full range of aviation functions. The primary subordinate units (two each) of a MAW are: Marine Air Group (Rotary). Marine Air Group (Fixed Wing). The MAWs are designated and located as follows: 1st MAW: Camp Butler, Okinawa, Japan. 2d MAW: MCAS Cherry Point, NC. 3d MAW: MCAS Miramar, CA. 4th MAW: New Orleans, LA.
10
B000515XW
Review Exam
B000515XW
Review Exam

MAG (Rotary) A colonel commands the MAG (Rotary) whose primary mission is to provide assault support. The MAG is an administrative and tactical combat element. It is the smallest aviation unit that is designed for independent operations with no outside assistance except access to a source of supply. Each MAG is task organized for the assigned mission. The primary subordinate unit for a MAG (Rotary) is a Marine Aircraft Squadron (Rotary). A colonel also commands the MAG (Fixed Wing) whose primary mission is to conduct AAW and OAS operations for advanced bases, forward operating bases, and aircraft carriers. The MAG is an administrative and tactical combat element. It is the smallest aviation unit that is designed for independent operations with no outside assistance except access to a source of supply. Each MAG is task organized for the assigned mission. The primary subordinate unit for a MAG (Fixed Wing) is a Marine Aircraft Squadron (Fixed Wing). A lieutenant colonel commands the squadron whose mission is to provide assault transport or combat utility helicopter support, attack helicopter fire support, and/or fire support coordination during amphibious operations and subsequent operations ashore. The four different types of rotary/tiltrotor squadrons are the Marine Heavy Helicopter Squadron (HMH). Medium Helicopter Squadron (HMM). Light/Attack Helicopter Squadron (HMLA). Medium Tiltrotor Squadron (VMM)

Marine Aircraft Squadron (Fixed Wing) The primary mission of the Marine aircraft squadron (fixed wing) is to conduct AAW and OAS operations for advanced bases, forward operating bases, and aircraft carrier. The five different types of fixed wing squadrons are the Marine Marine Logistics Group (MLG) Fighter/Attack Squadron (VMFA). All-Weather Fighter/Attack Squadron (VMFA (AW). Attack Squadron (VMA). Aerial Refueling/Transport Squadron (VMGR) Tactical Electronic Warfare Squadron (VMAQ)
MAG (Fixed Wing)
Marine Aircraft Squadron (Rotary/Tiltrotor)
A brigadier general commands the MLG whose mission is to provide general and direct support and sustained combat service support above the organic capabilities of supported elements of MAGTFs in the functional areas of combat service support during deployment and employment of the Marine expeditionary force (MEF) and smaller, geographically separated MAGTFS in all levels of conflict. An MLG contains many different battalions in order to provide combat service support: Headquarters and Service Battalion. Maintenance Battalion. Supply Battalion. Engineer Support Battalion. Landing Support Battalion. Motor Transport Battalion. Military Police Battalion. Medical Battalion.
Dental Battalion. The MLGs are designated and located as follows: 1st MLG: Camp Pendleton, CA. 2d MLG: Camp Lejeune, NC. 3d MLG: Camp Butler, Okinawa, Japan. 4th MLG: New Orleans, LA.
11
12
B000515XW
Review Exam
B000515XW
Review Exam

Marine Air-Ground Task Force (MAGTF) The MAGTF is the Marine Corps principle organization for the conduct of all missions across the range of military operations. MAGTFs are balanced, combined-arms forces with organic ground, aviation, and sustainment elements. Each MAGTF has four core elements: A command element (CE) which is the MAGTF headquarters. It is task organized to provide command and control capabilities (including intelligence and communication) necessary to effectively plan, direct, and execute all operations. A ground combat element (GCE) which is task organized to conduct ground operations in support of the MAGTF mission. An aviation combat element (ACE) which is task organized to support the MAGTF mission by performing some or all six functions of Marine aviation. A combat service support element (LCE) which is task organized to provide the full range of CSS functions and capabilities needed to support the continues readiness and sustainability of the MAGTF as a whole.

Marine Expeditionary Brigade (MEB) The MEB is capable of rapid deployment and employment via amphibious shipping, strategic airlift, marrying with maritime pre-positioning force (MPF) assets, or any combination thereof. A MEU, capable of deploying with 30 days of sustainment, consists of the Marine Expeditionary Unit (MEU) CE: brigadier general and his staff. GCE: infantry regiment (reinforced), commonly referred to as a regimental landing team. ACE: MAG, which contains several squadrons capable of performing the six functions of Marine aviation. LCE: brigade service support group.
The MEU (Special Operations Capable) is the standard forward-deployed Marine expeditionary organization. A MEU, capable of deploying with 15 days of sustainment, consists of the CE: colonel and his staff. GCE: battalion landing team (BLT), which is normally composed of an Infantry Battalion, reinforced with artillery, reconnaissance, armor, assault amphibious units, and other detachments as required. ACE: a medium helicopter/tiltrotor squadron reinforced with assault support, utility, and attack aircraft, a detachment of vertical/short takeoff and landing (V/STOL) fixed-wing attack aircraft, and other detachments as required. LCE: Marine expeditionary unit service support group (MSSG), a task organized LCE.
Marine Expeditionary Force (MEF)
The MEF, the primary Marine Corps fighting organization, is capable of missions across the range of military operations through amphibious assault and sustained operations ashore in any environment. A MEF, capable of deploying with 60 days of sustainment, consists of the CE, normally commanded by a lieutenant general and his staff. GCE. A MEF rates one or more Marine divisions, reinforced. ACE. A MEF rates one or more MAWs, reinforced, organized, and equipped for establishment ashore. LCE. A MEF rates one or more Marine Logistics Group (MLG). Special Purpose Marine Air-Ground Task Force (SPMAGTF)
SPMAGTF is a MAGTF configured to accomplish the specific mission(s) for which one of the three MAGTF types would be inappropriate or too large to employ. SPMAGTFs can be organized, trained, and equipped to conduct a wide variety of expeditionary operations in response to a crisis or peacetime mission and consists of the CE, as required. GCE, as required. ACE, as required. LCE, as required.
13
14
B000515XW
Review Exam
B000515XW
Review Exam
Customs and Courtesies

Saluting Military courtesy is the traditional form of politeness in the profession of arms. Purpose. The purpose of the hand salute is to demonstrate mutual respect and courtesy to members of military organizations and to show respect to national colors. You may salute without command From attention. While walking. When walking, it is not necessary to halt to salute.
Customs and Courtesies (Continued)

When Not to Salute In some situations, the salute is not appropriate. In general, do not salute when Engaged in routine work when a salute would interfere. Indoors, except when under arms. Carrying articles with both hands or being otherwise so occupied as to make saluting impractical. The rendition of the salute is obviously inappropriate. Engaged in driving an automobile. However, whenever practical, you should return the salutes of others providing the vehicle can be driven safely. In places of public assemblage such as theaters or churches and in public conveyances. You are in the ranks of a formation. However, if at ease in a formation, you come to attention when addressed by a senior. When within sight of enemy soldiers. Enlisted Marines may give and receive salutes from other enlisted Marines when in formation and rendering reports. After a senior has been saluted, if he remains nearby and no conversation takes place, no further salutes are necessary. A Marine salutes indoors only when under arms. This normally means a duty status with a weapon. In the naval services, protocol does not call for saluting when uncovered except for the return of uncovered salutes rendered first by Army and Air Force personnel. The exception in this case follows the general rule that, "social customs or military courtesy should always be interpreted so as to prevent awkward situations." Therefore, the naval service establishes an exception whereby an uncovered salute may be returned. When uncovered, naval officers initiate salutes by coming to a position of attention.
While seated in a vehicle. The salute is rendered when the person or colors to be saluted is at a six-pace distance or at the nearest point of approach if it is apparent that the person or color is not going to approach within six paces. The salute will not be rendered if the person or colors to be saluted do not approach within 30 paces. Whom to Salute Individuals Entitled to a Salute. Salute all officers senior to you in rank in any of the Armed Forces of the US or of friendly foreign governments, officers of the Coast Guard, Geodetic Survey, and of the Public Health Service who are serving with the armed forces of the US. Appointed and Elected Officials. Individuals of the US customarily saluted are President of the US. Vice President of the US. State Governors. Secretary of Defense. Deputy Secretary of Defense. Senators and Congressmen. Secretaries of the Army, Navy and Air Force.
Special Situations
Assistant Secretaries of the Army, Navy Air Force. Foreign Governments. Among the members of the friendly foreign governments whom you salute are Heads of State. Ambassadors. Ministers of Defense or other civilian leaders of defense establishments and their assistants at or above the Assistant Secretary of the Army, Navy and Air Force.
16
B000515XW
Review Exam
B000515XW
Review Exam

Saluting Officers and Uncased Colors Rules for saluting officers and uncased colors are as follows: Out-of-doors. Salute in the open air, the interior of such buildings as drill halls and gymnasiums when used for drill or exercises of Marines, on the weather decks of a man-of-war, or under roofed structures such as covered walks and shelters open at one or both sides to the weather. Under Arms. A Marine is under arms when he has a weapon in his/her hand, is equipped with side arms, or when wearing equipment pertaining to arms such as sword sling, pistol belt, or cartridge belt. When Not in Formation. When an officer approaches enlisted Marines who are not in a formation, the first to recognize the officer calls the group to attention as soon as the officer comes within six paces. The salute is held until returned. The Marines remain at attention until the officer has passed or until he/she commands, "Carry on." Overtaking. When you overtake an officer proceeding in the same direction, draw abreast on the left, render a hand salute and say, "By your leave, Sir/Ma'am." The officer acknowledges the salute and replies, "Granted." When you overtake a Marine junior to you, pass on the right if possible. Saluting Distance. The maximum distance within which salutes are rendered and exchanged is prescribed as 30 paces. The salute should be rendered when six paces from the person (or color) to be saluted. Uncased Colors. Colors and standards not cased are saluted when either you or they approach or pass within six paces. Hold your salute until the colors have passed or you have passed the colors by six paces. Prisoner Chaser. An exception to the normal saluting practice is in the case of the prisoner chaser. A prisoner chaser does not salute an officer except when addressed by an officer in the line of duty. Morning and Evening Colors. Members of the color detail render the hand salute as appropriate during the o Raising of the flag at morning colors. o Lowering of the flag at evening colors.

Marine Corps Rank StructureEnlisted The Marine Corps rank structure is divided into two categories: Enlisted and officer. The enlisted rank structure is presented in the diagram below. Enlisted Marines will wear only the grade insignia prescribed for their grade/gender, as available through the DOD Supply System or MCCSs.
17
18
B000515XW
Review Exam
B000515XW
Review Exam

Marine Corps Rank StructureOfficer The officer rank structure is presented in the diagram below. Officers will wear only the grade insignia prescribed for their grade. Insignia is made of metal with clutch-type fasteners except for the evening dress uniform, upon which full-size shoulder grade insignia will either be embroidered directly on the shoulder strap or embroidered on dark blue cloth, stitched to the shoulder straps of the jacket.

Report to an Officer Outdoors When ordered to report to an officer outdoors, the procedures are as follows: Step Action Approach the officer and halt at the position of attention about two paces in front of the officer. 2 Render a salute. 3 Report, "Good morning/afternoon/evening, Sir or Ma'am, state your rank and name, reporting as ordered. For example: "Good morning, Sir; Lieutenant Jones reporting as ordered." 4 Hold the salute until it is returned or acknowledged. When you receive the command, "Dismissed", you will say, "Aye aye sir," take one step back, render a salute and proper greeting, i.e., "good morning sir", then execute an about face and expeditiously leave. Report to an Officer Indoors When reporting to an officer indoors, use the following procedure: Step Action 1 2 Center yourself 6 inches at the front of the officers desk. If under arms render a salute. Under arms means that you are either armed with a weapon or are wearing a duty belt (cartridge belt). Report in the same manner as outdoors. 1
When not under arms, follow the same procedure except you will not salute.
19
20
B000515XW
Review Exam
B000515XW
Review Exam

Report to a New Command Whenever you travel on orders and are required to report to a new command, you must observe certain regulations: Have in your possession your orders with "original orders" stamped across the top. Report before 2400 on the day you are required to report or no later than the orders state, if the time of day is specifically stated. Be in the proper uniform when you arrive. If you are reporting for duty o Ashore, the uniform is Service A. o On ship, the uniform is Dress Blue B. Have in your possession all required items so stated in your orders.

Addressing Officers and Enlisted Marines Addressing Officers and Enlisted Personnel. When addressing officers and enlisted people, it is appropriate and strongly recommended to greet them by name and grade; e.g., "Good morning, Captain Jones," or "Good evening, Corporal Clark." If you are unsure of the Marine's name or grade, "Good morning, Marine," is appropriate; "Good morning, Sir," or "Good Morning, Ma'am," is appropriate for officers. Addressing Officers. Use "Sir" or "Ma'am" whenever addressing officers more senior; however, if acquainted with the officer, it is preferable to use both grade and name; e.g., "Good afternoon Colonel Sands." Whenever addressing a general officer, it is customary to use "General" in lieu of "Sir" or "Ma'am." When verbally addressing generals, lieutenant colonels, and first and second lieutenants, use their short title; i.e., "How are you, Lieutenant?" or "Good morning, Colonel." Speaking to Enlisted Marines. Address enlisted Marines by name and grade, avoid casual use of first name or nicknames. Senior enlisted Marines should also be addressed by their full grade and name. Always refer to a Marine by grade, not pay grade. Informal Situations. . First names and nicknames are proper with contemporaries or junior officers during social functions, during business hours in the privacy of the office, and in the Club. Skipper. A common word which refers to a Marine captain is "Skipper"; however, it is more proper when used in addressing a captain company commander ("Skipper" is reserved for the Captain of the ship when at sea). Note also that a Marine warrant officer wearing the bursting bomb insignia may be called "Gunner."
Forms of Address in Written Correspondence
In written correspondence, both formal and social, full rank precedes the name and is written out. In conversation, all generals are General; all colonels are Colonel, etc.
21
22
B000515XW
Review Exam
B000515XW
Review Exam
Marine Corps Core Values

The standards of our Corps run the spectrum of ideals, from not showing cowardice by leaving our dead on the battlefield, to not going without a haircut even while on leave. But the Code of Ethics for Marines can be summed up in three words: honor, courage, and commitment. The 31st Commandant, General Charles C. Krulak said in July 1996 that Our challenge is to be a Corps of men and women who consistently represent the highest moral character in and out of uniform. Character creates a foundation of which successful military units are built. From this foundation, Honor, Courage, and Commitment will always be evident, providing the perfect description of a United States Marine. Marines are a special breed, feared by enemies, respected by allies, and beloved by the American people. This reputation was gained and is maintained by a set of enduring Core Values which form the cornerstone, the bedrock, and the heart of our character. These values are the guiding beliefs and principles that give us strength, influence our attitudes, and regulate our behavior. Honor The Marine Corps is a unique institution, not just to the military, but to the nation and the world. As the guardians of the standards of excellence for our society, Marines must possess the highest sense of gallantry in serving the United States of America and embody responsibility to duty above self, including, but not limited to: Integrity demonstrating the highest standards of consistent adherence to right, legal, and ethical conduct. Responsibility personally accepting the consequences for decisions and actions. Honesty telling the truth. Overt honesty in word and action and clarifying possible misunderstanding or misrepresentation caused by silence or inaction. Tradition demonstrating respect for the customs, courtesies, and traditions developed over many years, which produce a common Marine Corps identity. Respect for the heritage and traditions of others, especially those we encounter in the execution of our duties around the world.
Marine Corps Core Values (Continued)

Courage Moral strength to resist opposition and face danger, and hold yourself and others accountable to doing what is right in the face of it. Self-discipline Marines hold themselves responsible for their own actions. Patriotism devotion to and defense of the nation. The freely chosen and informed willingness to support and defend the Constitution of the United States. Loyalty steady reliability to do what is right in the execution of ones duty of service to the United States of America. While one should be loyal to ones command and fellow Marines, the requirement to do what is right takes precedence when there exists a conflict. Valor boldness and determination in facing danger in battle. The daily commitment to excellence and honesty in all actions.
Commitment
The promise or pledge to complete a worthy goal by worthy means which requires identification with that goal and demonstrated actions to support that goal. Competence maintaining and improving ones skill level to support the team. Teamwork individual actions which support the accomplishment of the teams mission. Selflessness Marines take care of their subordinates, their families, and their fellow Marines before themselves. Concern for people Everyone is of value, regardless of race, nation of origin, religion, or gender. On the battlefield, a Marine is the fiercest of all warriors and the most benevolent of conquerors. Spiritual heritage Marines maintain spiritual health and growth to nurture enduring values and acquire a source of strength required for success in battle and the ability to endure hardship.
23
24
B000515XW
Review Exam
B000515XW
Review Exam
Code of Conduct
Approximately 1.6 million Americans served during the Korean War. Of those, 4,428 service members were taken into captivity. The conditions of captivity were less than desirable. Some US service members lost faith and cooperated with the enemy. Of those held captive, 192 were found to have been guilty of chargeable offenses against the US. Put in perspective, approximately one in twenty three prisoners of war (POWs) committed serious misconduct, and eleven of those received courts-martial. In response to the concern for our service members in captivity, President Eisenhower and his staff developed the Code of Conduct in order to better prepare US service members for combat and the eventuality of captivity and to articulate an expected standard of conduct in those situations. He signed it into law as Executive Order 10631 in 1955. It was amended in 1988 to make the text of the articles gender neutral. The article was not designed as a regulation but rather as guidance for service members during times of distress during captivity. The Code of Conduct is composed of six articles, and it demands all service members uphold a standard of behavior. It applies to service member actions and conduct in combat, in captivity, and in other situations where the Geneva Convention applies. The articles are straightforward, but powerful. There is a logical progression throughout the Code of Conduct. The first two articles relate to actions in combat and the last four articles relate to actions in captivity. The Code of Conduct is not a punitive regulation, which means there are not legal penalties associated with breaking it. However, it is a moral code. As Marine officers, we are bound to uphold it by our sense of duty, integrity, and honor. As military professionals we hold ourselves to ethical standards that are more stringent than those of most civilians. Your sense of honor as a Marine officer should compel you to abide by the code more than any fear of legal repercussions associated with breaking a law. However, if you engage in an action that violates the Code of Conduct, that action may also be a violation of the Uniformed Code of Military Justice. The Code of Conduct is made up of six articles described below. Article I I am an American fighting in the forces which guard my country and our way of life. I am prepared to give my life in their defense. I will never surrender of my own free will. If in command, I will never surrender the members of my command while they still have the means to resist. If I am captured, I will continue to resist by all means available. I will make every attempt to escape and aid all others to escape. I will accept neither parole nor special favors from the enemy. If I become a prisoner of war, I will keep faith with my fellow prisoners. I will give no information nor take part in any action which might be harmful to my comrades. If I am senior, I will take command. If not, I will obey the lawful orders of those appointed over me and will back them up in every way.
Code of Conduct (Continued)

Article V When questioned, should I become a prisoner of war, I am required to give name, rank, service number, and date of birth. I will evade answering further questions to the utmost of my ability. I will make no oral or written statements disloyal to my country and its allies or harmful to their cause. I will never forget that I am an American fighting for freedom, responsible for my actions, and dedicated to the principles that made my country free. I will trust in my God and in the United States of America.
Article VI
Preparing for Combat

During Phase II of the BOC POI, you will receive multiple periods of instruction on mission analysis, decision making, tactical planning, and combat orders. Throughout your Marine Corps career you will have to make timely decisions based on the mission and situation at hand, conceive a plan, communicate that plan to subordinate unit leaders, and have bias for action to accomplish the mission. Below are just a few tools to assist in guiding planning, orders development, and mission execution. Each will be expounded upon in Phase II. Six Troop Leading Steps Begin Planning Arrange for Reconnaissance Make Reconnaissance Complete the Plan Issue the Order Supervise Mission Enemy Situation (SALUTE / DRAW-D/EMLCOA) Terrain and Weather Troops and Fire Support Available Time
Article II
Estimate of the Situation/Mission Analysis
Article III
Article IV
Five Paragraph Order Situation (Enemy/Friendly/Attachments & Detachments) Mission Execution (COs Intent/ConOps/Tasks/Coord Instructions) Administration and Logistics Command and Signal
25
26
B000515XW
Review Exam
B000515XW
Review Exam
Fire Team Formations

Fire team Symbols
Fire Team Formations (Continued)

Fire Team Echelon Fire Team Fire Team Leader Automatic Rifleman Assistant Automatic Rifleman Rifleman Facilitates control and rapid movement. Favors fire power and maneuver to the flanks. Is vulnerable to fire from the front. Fire to the front is limited. Used when speed and control are governing factors, such as when moving through densely wooded areas, fog, smoke, and along roads and trails. Facilitates control. Provides all around security. Formation is flexible. Fire is adequate in all directions. Used when enemy situation is uncertain and terrain and visibility require dispersion.
A
(Skirmishers Right)
Difficult to control. Movement is slow, especially under conditions of reduced visibility. Provides heavy firepower to the front and in the direction of the echelon.\ Used to protect an open or exposed flank.
A A
(Echelon Left)
Fire Team Column
Fire Team Skirmishers
Difficult to control. Provides maximum firepower to the front. Used when the location and strength of the enemy is known, during the assault, and crossing short open areas.
Fire Team Wedge
27
28
B000515XW
Review Exam
B000515XW
Review Exam
Squad Formations
Squad Column A column facilitates control and favors firepower and maneuver to the flanks. Firepower to the front is limited. Use this formation for speed and control.
Hand and Arms Signals

Assemble Raise the arm vertically to the full extent of the arm, fingers extended and joined, palm to the front, and wave in large horizontal circles with the arm and hand. Raise either arm to the vertical position. Drop the arm to the rear, demonstrating complete circles in a vertical plane parallel to the body. Face the unit being signaled, and extend one are 45 degrees above the horizontal and the other arm 45 degrees below the horizontal, palms to the front. The lower arm indicates the direction of echelon. Raise both arms laterally until horizontal, arms and hand extended, palms down. To determine direction, turn head and move hand up and down, in the appropriate direction. Extend both arms downward and to the side at an angle of 45 degrees below the horizontal, palms to the front. Extend arms at an angle of 45 degrees above the horizontal forming the letter V with the arms and torso. Face and move to the desired direction of march, at the same time extend the arm horizontally to the rear, then swing it overhead and forward in the direction of movement until it is horizontal, palm down. Carry the hand to the shoulder, palm to the front then thrust the hand upward vertically to the full extent of the arm and hold it in the position until the signal is understood. Make the signal for a halt and make a fist with the hand. Extend the arm horizontally and sideward, palm, facing front, and wave arm downward several times, keeping the arm straight. The arm does not move above a horizontal plane. Carry the hand to the shoulder, fist closed rapidly thrust the fist upward vertically to the full extent of the arm and back to the shoulder several times. Extend arm horizontally to the side, palm to the front. Raise the hand that is on the side toward the new direction across the body, palm to the front; then swing the arm in a horizontal arc, extending arm and hand to point in the new direction.
Form Column
Echelon
Squad Wedge A wedge provides all around security and is a flexible formations, providing firepower in all directions. Use this formation when the enemy situation is uncertain.
Skirmisher
Wedge Vee
Squad Vee A squad vee is a flexible formation providing excellent firepower to the front and flanks and provides all around security. Use this formation when the enemy is to the front and their strength and location are known.
Forward
Halt
Squad Echelon An echelon provides heavy firepower to the front and in the direction of the echelon. This formation is slow and difficult to control. Use this formation to protect an open or exposed flank.
(Sqd Echelon Left)
Freeze Decrease speed
Double Time
Squad Line
A squad line provides maximum firepower to the front. Use this formation in an assault when the enemys strengths and location are known.
Change Direction Shift
29
30
B000515XW
Review Exam
B000515XW
Review Exam
Hand and Arms Signals (Continued)

Close Up Start signal with both arms extended sideward, palm forward, and bring hand together in front of the body momentarily. Start signal with arm extended in the front of the body, palms together, and bring arms to the horizontal position at the sides, space palms forward. Extend either arm vertically overhead; wave the hand and arm to the front, left, right, and rear, the palm toward the direction of each movement. Extend arm sideward at an angle of 45 degrees above horizontal, palm down, and lover it to the side. Hold the rifle horizontally, with the stock on the shoulder, the muzzle pointing in the direction of the enemy. Extend the arm in front of the body, hip high, palm down, and move it through a wide horizontal arc several times. Raise the hand in front of the forehead, palm to front, and swing the arm and forearm up and down several times in the front of the face.

Term or Acronym AAW ACE AWC BLT CAP CAS CCF CE CNO DAS DMZ EA EP EW FMF MLG GCE HMH HMLA HMM HQMC IRR LCE LVT MAG MAGTF MARFOR MARFORRES MAU MAW MCSF MEB MEF Definition or Identification Anti-air warfare Aviation combat element all-weather coat Battalion Landing Team Combined Action Platoon Close air support Communist Chinese Forces Command element Chief of Naval Operations Deep air support Demilitarized zone Enemy attack Enemy protection Electronic Warfare Fleet Marine Force Marine Logistics Group Ground combat element Marine Heavy Helicopter Squadron (CH-53E) Marine Light/Attack Helicopter Squadron (AH/UH-1) Marine Medium Helicopter Squadron (CH-46) Headquarters Marine Corps Individual Ready Reserve Logistics Combat Element Landing Vehicle Tracked Marine Aircraft Group Marine Air-Ground Task Force Marine Corps Forces Marine Corps Forces Reserve Marine Amphibious Unit Marine Aircraft Wing Marine Corps Security Forces Marine Expeditionary Brigade Marine Expeditionary Force
Open Up/Extend
Disperse
Get Down/Take Cover Enemy in Sight Commence Fire Cease Fire
References
Reference MARINE CORPS MANUAL MCO 3120.8A MCO P1020.34G MCO P5060.20 MCRP 6-11B SECNAVINST 6222.1 Marine Corps Manual Policy for the Organization of the Fleet Marine Forces for Combat Marine Corps Uniform Regulations Marine Corps Drill and Ceremonies Manual Marine Corps Core Values: A Users Guide for Discussion Leaders General Military Training Program in the Prevention of Sexually Transmitted Diseases (STD) Uniform Fitting and Alteration Title
TM 10120-15/1B
31
32
B000515XW
Review Exam
Glossary of Terms and Acronyms (Continued)

Term or Acronym MEU MLG MPF MSSG NVA OAS PLO PT SMCR SPMAGTF US VMA VMAQ VMFA VMFA (AW) VMGR VMM V/STOL Definition or Identification Marine Expeditionary Unit Marine Logistics Group Maritime Prepositioning Force Marine Expeditionary Unit Service Support Group North Vietnamese Army Offensive air support Palestine Liberation Organization Physical training Selected Marine Corps Reserve Special Purpose Marine Air-Ground Task Force United States Marine Attack Squadron (AV-8) Marine Tactical Electronic Warfare Squadron (EA-6) Marine Fighter Attack Squadron (F/A-18 A+/C) Marine All-weather Fighter Attack Squadron (F/A-18D) Marine Aerial Refueling/Transport Squadron (KC-130) Marine Medium Tiltrotor Squadron (V-22) Vertical/short takeoff and landing
Notes
33
MILITARY CORRESPONDENCE B030096 STUDENT HANDOUT
B030096
Military Correspondence
Military Correspondence Introduction Effective writing is essential for successful communication. As platoon commanders or staff officers, written communication must be clear, concise, thorough and correct. This lesson will discuss several different writing responsibilities you will have as a Marine officer and familiarize you with types of military correspondence. Written communication is an effective way to disseminate information and often vital to ensure mission accomplishment. The intent of this lesson is to familiarize you with military correspondence, especially the importance of proper correspondence format, and provide examples of various types of correspondence. This lesson will give you an understanding of basic military correspondence and familiarize you with using the Correspondence Manual to prepare correspondence correctly the first time, every time. This lesson covers the following topics: Topic Types of Correspondence Directives Marine Corps Order Summary References Additional Readings Glossary of Terms and Acronyms Notes Page 4 9 11 12 13 13 13 13
Importance
In This Lesson
Learning Objectives
Terminal Learning Objectives MCCS-LDR-2205 Given materials and references, process administrative correspondence, to support the unit's mission.
B030096
Military Correspondence (Continued) Learning Objectives Enabling Learning Objectives MCCS-LDR-2205a Without the aid of references, define types of military correspondence, without omission. MCCS-LDR-2205b Without the aid of references, identify types of directives, without omission. MCCS-LDR-2205c Given materials and references, draft administrative correspondence to support the unit's mission. MCCS-LDR-2205d Given materials and references, edit administrative correspondence to support the unit's mission. MCCS-LDR-2205e Given materials and references, produce administrative correspondence to support the unit's mission.
B030096
Types of Correspondence Several formats are associated with military correspondence. The styles you will be frequently required to use are: Standard letter. Endorsements. Memorandums. Business letters. Position/Point/Talking papers. Email. Administrative action (AA) forms. The standard letter is the militarys version of a business letter. Use it to correspond officially within the Department of Defense (DOD). Margin Settings. 1-inch margin on the bottom and sides of the page. Letterhead starts on the fourth line from the top of the page. Style of Type. The standard letter is left justified. This means that in the text there is no indenting except for the first line of every subparagraph and every line of long quotations. Size 10-12 point of a block style font (Courier New). Letterhead. The first thing on a standard letter is letterhead, and identifies the unit that originates correspondence. Standard Subject Identification Code Block Standard Subject Identification Code (SSIC). An SSIC is a four or five digit number that identifies the subject of a document. They are required on all Naval and Marine Corps correspondence. The use of SSICs provides a tested method for filing documents consistently and quickly. The SSIC you choose should be the one that best suits the subject of your letter. Found in the Navy SSIC Manual (SECNAV M-5210.2) and included in this handout.
Standard Letter
B030096
Types of Correspondence (Continued) Standard Letter (Continued) Standard Subject Identification Code Block (Continued) Originator's Code. The next line in the sender's symbol block is the originator's code. It is typed on the next line below the first number in the SSIC and is the symbol for the office preparing the letter. Each command creates its own originator's codes Date. The last item in the sender's symbols is the date. It is typed on the next line below the originator code. The date is typed in what is called "standard letter format." Follow a day-month-year order without punctuation. Type the day, abbreviated month (first letter capitalized only) and the abbreviated year. From Block. The "from" block, which is required on every standard letter, is typed on the second line below the date line. To Block. This block is for the action addressee (who you want your letter to go to) and is typed on the next line below the "From" line. Via Block. The "Via" block is directly related to your chain of command. Via format, whether sending correspondence up or down the chain of command, send correspondence to each unit between the sender and recipient. These units are to be named as vias. No Vias. If there are no units between the sender and recipient then skip the "Via" block. One Via. When there is only one via then simply state the unit in the same format as the "To" or "From" block. Do not number only one "Via". Place the "Via:" on the first line below the "To:" block on the left margin. Place the unit name blocked under the "To:" block. Two or more Vias. When two or more vias are used, number them. The first command in the chain of command to receive the correspondence will be numbered "(1)". The rest will be numbered in succession. Subject Block. The subject block is typed in all caps on the second line below the last line of the previous heading. The subject block is a sentence fragment, or phrase that will give the reader a good idea of what the letter is about.
B030096
Types of Correspondence (Continued) Standard Letter (Continued) Reference Block. This block is typed on the second line below the subject line. Use a lower case letter in parenthesis before every reference. Use references to keep your letter from becoming too detailed. Enclosure Block. This block is typed on the second line below the reference line. Like references, enclosures are used to help keep letters from being too cluttered with details. Enclosures are identified with numbers in parentheses. Paragraph. The paragraph format for a standard letter is a lot like an outline: simple paragraph/subparagraph format. The paragraphs/subparagraphs are identified in the following sequence: 1., a., (l), (a), ~., ~., (~), (~). Start all continuation lines at the left margin. All paragraphs are single spaced, with double spacing between paragraphs and subparagraphs. Dont begin a paragraph at the bottom of a page unless there is enough space for at least two lines of text on the page and at least two lines are carried over to the next page. A signature page must have at least two lines of text. (See figure 7-8, page 7-23 of Naval Correspondence Manual). Signature Block. A letter can be from the Commanding Officer (CO) and signed by the CO or signed by another person with delegated signature authority. All signature blocks have the same basic format: name in all capital letters on the fourth line below the text, starting at the center of the page. Signature Format. There are three signature blocks that are used. (1) When the Commanding Officer (CO) Signs. When the CO is signing the letter, you simply type the name (in all caps). The CO decides if you type a first name and initial or just initials. (2) When the CO is Not Present for Signature. If the CO is on leave, TAD, or otherwise unable to sign a document, the Executive Officer assumes the duties of the CO and is empowered to sign as Acting. All correspondence signed as the Acting Commanding Officer shows the Acting Commanders name in all caps and the word "Acting" directly beneath his name. Notice Acting is in natural capitalization. Use Acting when the CO is gone and the Executive Officer is taking the place of the Commander temporarily. The Executive Officer must be designated in writing as the Acting Commanding Officer.
B030096
Types of Correspondence (Continued) Standard Letter (Continued) (3) When Others Sign for the CO. Commanding Officers don't sign most routine correspondence. Rather, others have the authority to sign correspondence for them. This is called "By direction" authority and is the most common of all of the signature blocks. Whenever someone other than the CO is signing for the CO, By direction is typed below their name to indicate that someone is signing for the Commander. Copy To Block. An optional block used to send an information copy of your letter to someone outside your own command that is not already listed in the Via line. Second and Subsequent Pages. The subject line will start on the sixth line of the paper and will be the same as the subject line on the first page. Left and right margins are set at one inch with a .5 inch bottom margin. Second and subsequent pages will be numbered, with the number centered on the page .5 inches from the bottom without punctuation. See SECNAV M-5216.5 (Naval Correspondence Manual) Chapters 2 & 7 Endorsements When a letter is transmitted Via your activity, use an endorsement to forward comments, recommendations, or information. Endorsements normally transmit correspondence through the chain of command but can also redirect a letter. See SECNAV M-5216.5, Chapter 9. Memorandum The memorandum provides an informal way to correspond within an activity or between Department of the Navy (DON) activities. Subordinate units use memorandums for routine business. See SECNAV M-5216.5, Chapter 10. Point/Position/Talking Paper Point, position, and talking papers are staff action documents that an action officer prepares. They are used to develop and recommend an official position; present key points, facts or positions; advance a point of view; or summarize action. See MCO 5216.20, page 67-68 & 71-75.
B030096
Types of Correspondence (Continued)

Business Letter Use the business letter to correspond with agencies, businesses, or individuals outside the DOD, who are unfamiliar with the standard letter. It may also be used for official correspondence between individuals within the DOD, when occasion calls for a personal touch. See SECNAV M-5216.5, Chapter 11. Electronic Mail In todays computer driven age, email has become an increasingly popular form of communication. Several important points to remember about sending emails are: Email should never take the place of a phone call when the opportunity exists. Never counsel via email. Do not chastise via email. Never send email when you are angry. Vital informationdo not rely on email. Email sent does not equal email received. Follow-up important email with a phone call. Dont put it in email if you do not want everyone to see it. Do not send personal information over email. Be respectful in tone. See SECNAV M-5216.5, Chapter 4. Administrative Action (AA) Form The AA form was designed to reduce the administrative workload and to standardize certain routine actions. It may be used through normal correspondence channels up to and including Headquarters Marine Corps (HQMC). Use of the AA form is in no way intended to replace verbal communications between a Marine and the commanding officer. When a Marine uses the AA form to make an official request and that request is denied, the immediate endorsing senior in the chain of command will personally return the request with the commanders disapproval endorsement to the originator. The immediate endorsing senior will verbally counsel the Marine regarding the denial of the request and forward a copy of the request and disapproval endorsement to the Commandant of the Marine Corps (CMC) (MM). See MCO 5216.19 (Administrative Action (AA) Form).
B030096
Directives
What Directives Are A directive is a formal written communication that accomplishes at least one of the following: Where Directives are Located Establishes or revises policy. Delegates authority or assigns responsibility. Assigns a mission, function, or task. Issues plans or programs. Directs courses of action or conduct or regulates administrative practices. Establishes a procedure, standard, or method of performing a duty, function, or task. Modifies, changes, or cancels another directive.
Most directives are maintained on-line. A library of mission essential directives that are commonly used will be maintained in the directives control point (DCP) or S-1 of your unit. An order is first distinguished by an appropriate abbreviation for the command issuing the directive. For example, HQMC is MC; a battalion is Bn. The Basic School is BS. The letter O will follow to distinguish an order from a bulletin. For example, BSO indicates that the directive is a Basic School Order. A P may follow next to indicate that the directive is a manual type order vice a letter type order. If the directive is classified CONFIDENTIAL, a zero, 0, will precede the standard subject identification code (SSIC), a four or five digit number. A double zero, 00, preceding the SSIC indicates that the directive is classified SECRET. For example, BSO P00 indicates a manual type order issued by The Basic School that is classified SECRET. Every order and bulletin receives an SSIC. This code identifies the primary focus of the directive. SSICs are also used to identify and file other naval correspondence.
Order Identification
B030096
Directives (Continued) Order Identification (Continued) The code system is divided into fourteen major subject groups. The Marine Corps routinely uses only twelve of these:
1000-1999 2000-2999 3000-3999 4000-4999 5000-5999 6000-6999 7000-7999 8000-8999 10000-10999 11000-11999 12000-12999 13000-13999
Military Personnel Telecommunications Operations and Readiness Logistics General Administration and Management Medicine and Dentistry Financial Management Ordnance Material General Material Facilities and Activities Ashore Civilian Personnel Aeronautical and Astronautical Material
An R following the SSIC indicates that the directive is applicable only to the Marine Corps Reserve establishment (MCO P1070R.2). Each order must also be assigned a consecutive point number. The consecutive point number follows the SSIC or the Reserve designation. Its purpose is to distinguish between orders issued by the same echelon of command with the same SSIC. For example, MCO 1560.7 would identify a letter type order issued by HQMC. When an order is substantially changed or revised, a new one is distributed and a revision letter is placed after the consecutive point number. A indicates the first revision, B the second, and so forth (BnO 3570.4C). To save money, minor changes may be made with a black ink pen or by inserting a whole new page. Such changes will be recorded on the first page of a letter type order and on the record of changes page issued with every manual type order. This is important because you should never use a directive for guidance which is not current in both revision and change.
10
B030096
Directives (Continued) Message Identification Messages are identified by serial numbers assigned throughout the year by HQMC.
Marine Corps Order The Marine Corps order is the only written communication for establishing or changing Marine Corps policy. An order is a directive of continuing authority or information and/or a permanent reference. It generally requires continuous action. It is directed at overall functions and remains in effect for nine years unless canceled or otherwise altered. An order is distinguished in the filing system by the assignment of a consecutive point number that follows the SSIC. The two types of orders are: A letter type order, which contains less than thirty pages and is referred to less frequently than a manual type order. It may contain a cancellation date in order to reduce the effective period to less than nine years. A manual type order is referred to frequently, has a promulgation page, a change page, a locator page, and is maintained in a separate binder.
Marine Corps Bulletin
A bulletin is a directive that is not of continuing authority because it must have a cancellation date not in excess of 12 months from the date of issue. A NAVMC prescribes a method or a specific plan of action for carrying out policy, provides directions or details for operating a program or activity, and assigns responsibilities when there is no implementing MCO. (A NAVMC is the how to of policy.) An ALMAR is only released from the Commandant and serves as the CMCs personal communication to all Marines. A MarAdmin is released from HQMC to disseminate all routine (not just administrative) message traffic to all Marines.
NAVMC
ALMAR
MarAdmin
11
B030096
Marine Corps Order (Continued) Other Directives Not all important directives are issued through the Marine Corps directives system. Nevertheless, you must be familiar with the contents of the following publications, which are maintained in the master directives file of your unit: DOD Pay and Entitlements Manual. Joint Federal Travel Regulations. Manual for Courts-Martial. SECNAVINSTs: Secretary of the Navy issued instructions on various topics including the Navy and Marine Corps Awards Manual. OPNAVINSTs: Chief of Naval Operations issued instructions on various subjects.
The following are not issued nor maintained in your units master file: Marine Corps technical publications. Marine Corps stocklist publications. Doctrinal publications such as FMFMs. Combat plans and orders. Special orders detailing individuals to specific duties or assignments. CMC White Letters: Personal messages from the Commandant to his commanders and officers in charge (OICs).
Summary Todays Marine Corps needs effective writing more than ever before. Our complexity is growing and with it grows the need for writing that helps us cope with that complexity. Writing well can do no harm. Writing well can increase productivity, raise your credibility, and improve overall efficiency.
12
B030096
References Reference Number or Author

SECNAV M-5216.5 SECNAVINST 1650.1H SECNAV M-5210.2 MCO 5215.1K MCO 5216.19 MCO 5216.20
Reference Title
Naval Correspondence Manual Navy and Marine Corps Awards Manual Standard Subject Identification Code Manual The Marine Corps Directives Management System Administrative Action (AA) Form HQMC Supplement to the DON Correspondence Manual
Additional Readings Reference Number or Author

Government Printing Office
Reference Title
The GPO Style Manual
Glossary of Terms and Acronyms Term or Acronym AA CMC CO DCP DOD HQMC OIC SSIC Definition or Identification Administrative Action Commandant of the Marine Corps Commanding Officer Directives control point Department of Defense Headquarters Marine Corps Officer in charge Standard subject identification code
Notes
13
UNIFORMS B0X0256 STUDENT HANDOUT
B0X0256
Uniforms
Uniforms
Introduction Wearing the uniform should be a matter of personal pride to all Marines. Marines are known not just for their battlefield prowess, but also for their unparalleled standards of professionalism and uncompromising personal conduct and appearance. A Marines duty and personal obligation is to maintain a professional and neat appearance. Marines maintain their uniforms and equipment in a neat and serviceable condition in order to maintain a professional appearance and set the example. This lesson discusses approved uniforms and accessories. More importantly, it looks at the proper wearing of these uniforms and accessories. Refer to FM 21-15, Care and Use of Individual Clothing and Equipment; MCO P1020.34G w/CH 1-4, Marine Corps Uniform Regulations; TM 10120-15/1B, Uniform Fitting and Alterations available at: http://www.usmc.mil/marinelink/ind.nsf/publications
Importance
In This Lesson
Topic Blue Dress A Blue Dress B & Service A C Uniform Shirts Marine Corps Combat Utility Uniform (UCCUU) MCCUU Wear Uniform Restrictions Military/Civilian Equivalents Hair Styles Summary
Page 4 5 6 7 8 8 8 9 10
Learning Objectives
Terminal Learning Objectives MCCS-UNIF-1002 Given the required military clothing, marking equipment, and cleaning materials, maintain military clothing, per commanders guidance. MCCS-UNIF-1003 As a Marine officer, maintain personal appearance, per commanders guidance. MCCS-UNIF-1004 As a Marine officer, wear civilian attire in
B0X0256
Uniforms
accordance with commanders guidance. MCCS-UNIF-1008 Given authorized uniforms, insignia, and awards, wear authorized uniforms, per commanders guidance. ________________________________________________ Enabling Learning Objectives MCCS-UNIF-1002 Without the aid of references, state the Marine Corps Order governing Uniform Regulations. MCCS-UNIF-1002 Without the aid of references, identify the placement of officer rank insignia on the Blue Dress coat epaulet. MCCS-UNIF-1002 Without the aid of references, identify the placement of medals, shooting badges, and ribbons on the mens Service A and Dress B uniforms. MCCS-UNIF-1002 Without the aid of references, identify the placement of officer rank insignia on the Service A coat. MCCS-UNIF-1002 Without the aid of references, identify the placement of officer rank insignia on the Service Bravos and Service Charlie Uniform shirts. MCCS-UNIF-1002 Without the aid of references, identify the placement of officer rank insignia on the MARPAT utility uniform. MCCS-UNIF-1002 Without the aid of references, identify the authorized MCCUU during summer and winter months. MCCS-UNIF-1002 Without the aid of references, identify the DOD Uniform Restrictions. MCCS-UNIF-1002 Without the aid of references, identify the Marine Corps Uniform Restrictions. MCCS-UNIF-1002 Without the aid of references, identify Marine Corps Uniforms not authorized during Leave and Liberty Periods. MCCS-UNIF-1002 Without the aid of references, identify the difference between each Civilian and Military Equivalents. MCCS-UNIF-1002 Without the aid of references, identify activities that are prohibited while walking in uniform or
B0X0256
Uniforms
while in formation. MCCS-UNIF-1002 Without the aid of references, identify (4) prohibited male hair styles. MCCS-UNIF-1002 Without the aid of references, identify (4) authorized female hair lengths.
Blue Dress A
Placement Midpoint Center 3/4 Long Axis Perpendicular of Rank Insignia
Males
Placement of EGA Inboard & parallel to collar seam Medals - Centered between 1st and 2nd button above left pocket - 7 Medals Max Across (can not overlap 50%) Ribbons - 1/8 above right pocket
B0X0256
Uniforms
Females
Placement of EGA Inboard & parallel to deck Medals Placed 1 above highest point of left pocket
Blue Dress B & Service A

Placemen Midpoint Center 3/4 t of Rank Long Axis Perpendicular Insignia
Males
Placement of EGA Inboard & parallel to the deck Shooting Badges 1/8 above pocket Ribbons 1/8 above shooting pocket Badges 1/8 above breast insignia
B0X0256
Uniforms
Breast Insignia 1/8
Ribbons 1/8
Badges 1/8
Females
Placement of EGA Inboard & parallel to deck Shooting Badges 1/8 above highest point of left pocket Ribbons 1/8 above shooting badges
B0X0256
Uniforms
C Uniform Shirts
Placement of Rank Insignia Placed at appropriate center of the collar 1 from the front edge Parallel to the deck
Marine Corps Combat Utility Uniform (MCCUU)

Placement - Parallel to the Deck - Centered of Rank - Approximately 1 from bottom edge of collar Insignia - Use the center of the lower edge of the insignia to measure 1
B0X0256
Uniforms
MCCUU Wear
ALMAR 035/07 Off-Base Stops - Summer Months = Desert MCCUU with sleeves up - Winter Months = Woodland MCCUU with sleeves down - No off-base stops are authorized except for true emergencies - Authorized to wear MCCUU at off base establishments when using drive-thru services and Marines does not leave vehicle Women are not authorized to wear earrings with utilities
Earrings
Uniform Restrictions
- Anti- Democratic DOD (11002.1.a.) - Political Sponsorship - Public Backing - Discredit MCO P1020.24G - Soliciting Funds - Advertising/Endorsing - Compromise Dignity All Uniforms are authorized EXCEPT: - Blue Dress A or Blue-White Dress A - MCCUU - PT Gear - Evening Dress
Leave & Liberty
Military/Civilian Equivalents
Service C Casual Males Collared open-neck shirt & slacks Females Dressy slacks/skirt with blouse or business casual dress Informal Males Coat & Tie/Suit Females Cocktail Dress
Service A or Blue Dress B Blue A or Evening Dress B
Formal Males Black Tie/Tuxedo Females Formal Gown
B0X0256
Uniforms
Hair Styles
Prohibited Male Hair Styles - Horseshoe - Tear Drop - Mohawk or Landing Strip - Low Reg
Horseshoe
Mohawk
Tear Drop
Low Reg
Authorized Female Hair Lengths
- Short Hair Length - Medium Hair Length - Long Hair Length - Bulk of Hair
B0X0256
Uniforms
Short Hair
Medium Hair Length
Long Hair
Bulk of Hair
Summary
The information in this lesson will enable you to properly wear and care for United States Marine Corps approved uniforms. As a Marine officer, you must maintain high standards of personal conduct and appearance.
10
B0X0256
Uniforms
References
Reference Number or Author Reference Title www.marcorsyscom.usmc.mil/sites/mcub Marine Corps Uniform Board Website MCO P1020.34G Marine Corps Uniform Regulations The Basic School Policy Letter 3-08 Liberty & Civilian Attire
Notes
11
Notes
OPERATIONAL RISK MANAGEMENT B130786 STUDENT HANDOUT
B130786
Operational Risk Management
Operational Risk Management (ORM)

Introduction This purpose of this class is to provide basic instruction on the fundamentals of Operational Risk Management (ORM) and to highlight the procedures and responsibilities that all Marines must take in both an operational and nonoperational environment in order to identify hazards and eliminate or reduce the risks associated with them. Operational Risk Management is every Marines duty and responsibility, regardless of rank. By properly applying the fundamentals of ORM, Marines have the ability to correctly identify hazards and eliminate unnecessary risk or reduce necessary risk to an acceptable level.
Importance
In This Lesson This lesson covers the following topics: Topic Risk Management Fundamentals Operational Risk Management (ORM) Principles ORM 5 Step Process/ BAMCIS/METT-T ORM Levels Summary/CMC Guidance References Glossary of Terms and Acronyms Notes Page 4 5 6 13 13 14 14 15
B130786
Operational Risk Management (ORM) (Continued)

Learning Objectives Terminal Learning Objectives MCCS-LDR-1011 Without the aid of references, describe Operational Risk Management (ORM), wihtout error MCCS-LDR-2102 Given any situation, manage risk to minimize hazards to personnel and equipment at all times. Enabling Learning Objectives MCCS-LDR-1011a Without the aid of references, describe Operational Risk Management (ORM) process, without omission. MCCS-LDR-1011b Without the aid of references, describe Operational Risk Management (ORM) principles, without omission. MCCS-LDR-1011c Without the aid of references,define hazard severity, without error MCCS-LDR-1011d Without the aid of references,define mishap probability, without error MCCS-LDR-1011e Without the aid of references, describe risk assessment codes, without error. MCCS-LDR-1011f Without the aid of references, describe MC Policy on the use of the Risk Assesment Matrix, wihtout error MCCS-LDR-2102a Given any situation, conduct Operational Risk Management to minimize hazards to personnel and equipment at all times.
B130786
Risk Management Fundamentals

Risk management is the process of identifying, assessing, and controlling risks arising from operational factors and making decisions that balance risk costs with mission benefits. Leaders and Marines at all levels use risk management. It applies to all missions and environments across the wide range of Marine Corps operations. Risk management is fundamental in developing confident and competent leaders and units. Proficiency in applying risk management is critical to conserving combat power and resources. Commanders must firmly ground current and future leaders in the critical skills of the five-step risk management process. What is risk? Risk is characterized by both the probability and severity of a potential loss that may result from hazards due to the presence of an enemy, adversary, or some other hazardous condition. Perception of risk varies from person to person. What is risky or dangerous to one person may not be to another. Perception influences leaders decisions. A publicized event such as a training accident or a relatively minor incident may increase the publics perception of risk for that particular event and time sometimes to the point of making such risks unacceptable. Failure to effectively manage the risk may make an operation too costly politically, economically, and in terms of combat power (Marines lives and equipment). o The two types of risk that exist across the wide range of Marine Corps operations are tactical risks and accident risks. Tactical risk is risk concerned with hazards that exist because of the presence of either the enemy or an adversary. It applies to all levels of war and across the spectrum of operations. Accident risk includes all operational risk considerations other than tactical risk. It includes risks to the friendly force. It also includes risks posed to civilians by an operation, as well as an operations impact on the environment. It can include activities associated with hazards concerning friendly personnel, civilians, equipment readiness, and environmental conditions. Risk management applies to all situations and environments across the wide range of Marine Corps operations, activities, and processes. Risk management is useful in developing, fielding, and employing the total Marine Corps force. Risk management assists the commander or leader in: Conserving lives and resources and avoiding unnecessary risk. Making an informed decision to implement a COA. Identifying feasible and effective control measures where specific standards do not exist. Providing reasonable alternatives for mission accomplishment.
B130786
Risk Management Fundamentals (Continued)

Risk management does not: Inhibit the commanders and leaders flexibility and initiative. Remove risk altogether, or support a zero defects mindset. Require a GO/NO-GO decision. Sanction or justify violating the law. Remove the necessity for standard drills, tactics, techniques, and procedures. BOTTOM LINE - As commanders we must educate ourselves on managing risk proficiently in order to mitigate unnecessary and costly losses of combat power and resources in training or on the battlefield.
Operational Risk Management (ORM) Principles

ORM enhances hazard identification in the operational environment in order to eliminate risks or reduce them to acceptable level. The commander directs the organization and sets priorities and the command climate (values, attitudes, and beliefs). Successful preservation of combat power requires embedding risk management into unit behavior. This requires commitment and creative leadership innovative planning, careful management. It also requires the chain of commands demonstrated support of the risk management process. Only then will the Marine Corps begin to capture the full power of risk management. Commanders establish a command climate favorable for risk management integration by:
Demonstrating consistent and sustained risk management behavior through leading by example habitually doing risk management and actively participating throughout the risk management process. Providing clear guidance, when appropriate, on where or what risk to accept. Obtaining and providing to subordinates the necessary assets to control risk. Knowing their own limitations, their leaders and Marines limitations, and their units capabilities. Preventing a zero-defects mindset from creeping into their commands culture. Allowing subordinates to make mistakes and learn from them. Demonstrating full confidence in subordinates mastery of their trade and their ability to execute a chosen course of action. Keeping subordinates informed; consulting with subordinate leaders before making a decision, if feasible. Listening to subordinates.
B130786
Operational Risk Management (ORM) Principles (Continued)

PRINCIPLES OF ORM Accept no unnecessary risk. Accept risks only when benefits outweigh cost. Make risk decisions at the right level. Anticipate and manage risk by planning.
ORM 5-Step Process/ BAMCIS/METT-T

BAMCIS and ORM Risk management is the process of identifying and controlling hazards to conserve combat power and resources. The five steps of risk management are: Step 1. Identify hazards Step 2. Assess hazards to determine risk Step 3. Develop controls and make risk decisions Step 4. Implement controls Step 5. Supervise and evaluate This five-step process is integrated into the decision-making process (BAMCIS) - Begin Planning - Arrange for Reconnaissance - Make Reconnaissance - Complete the Plan - Issue the Order - Supervise Risk Management Steps Step 2 Step 3 Assess Develop Hazards Controls/Make Risk Decision
Decision-Making Process (BAMCIS)
Step 1 Identify Hazards
Step 4 Implement Controls
Step 5 Supervise and Evaluate
Mission Receipt Begin Planning Arrange for Reconnaissance Make Reconnaissance Complete the Planning Issue the Order Supervise
X X X X
X X X X
X X X X X
B130786
ORM 5-Step Process/ BAMCIS/METT-T (Continued)

STEPS 1 AND 2 Together these steps comprise the risk assessment. In Step 1, individuals identify the hazards that may be encountered in executing a mission. In Step 2, they determine the direct impact of each hazard on the operation and prioritize the risks. The risk assessment provides for enhanced situational awareness. This awareness builds confidence and allows Marines and units to take timely, efficient, and effective protective measures. STEPS 3 THROUGH 5 Steps 3 through 5 are the essential follow-through actions to effectively manage risk. In these steps, leaders balance risk against costs political, economic, environmental, and combat power and take appropriate actions to eliminate unnecessary risk. During execution, as well as during planning and preparation, leaders continuously assess the risk to the overall mission and to those involved in the task. Finally, leaders and individuals evaluate the effectiveness of controls and provide lessons learned so that others may benefit from the experience. THE FIVE STEPS APPLIED STEP 1. IDENTIFY HAZARDS A hazard is an actual or potential condition where the following can occur due to exposure to the hazard: o Injury, illness, or death of personnel. o Damage to or loss of equipment and property. o Mission degradation. Hazards are sources of danger or risks due to enemy or adversary presence and other conditions not due to enemy or adversary capabilities. Hazards are found in all operational environments. Combat operations, stability operations, base support operations, and training present unique hazards for units involved in these kinds of missions. Hazards are identified during nearly all levels of the decisionmaking process: mission receipt, begin planning, arrange for reconnaissance, and make reconnaissance. The factors of METT-T provide a sound framework for identifying hazards when planning, preparing, and executing operations. Mission Leaders first analyze the assigned mission. They look at the type of mission to be accomplished and consider possible subsequent missions. Certain kinds of operations are inherently more dangerous than others. Identifying missions that routinely present great risk is imperative. Enemy Commanders look for enemy capabilities that pose significant hazards to the operation.
B130786

METT-T Factors (Continued) Terrain and Weather In addition to those due to the enemy or adversaries, the most obvious hazards to military operations are due to terrain and weather. Terrain and weather affect the type of hazard encountered. When the enemy uses terrain to his advantage, the risk is clearly tactical. The aspects of terrain and weather may create situations where accident risks predominate. When looking at this from a purely mission perspective, familiarity of the unit with the terrain and its associated environment must be paramount. Troops Leaders analyze the capabilities of available friendly troops. Associated hazards impact both the Marine and unit. Key considerations are level of training, manning levels, the condition and maintenance of vehicles and equipment, morale, availability of supplies and services, and the physical and emotional health of Marines. All Marines must be vigilant to the fact that hazards in these areas can adversely affect a mission, even when all tactical considerations point to success. Time Available The hazard is insufficient time to plan, prepare, and execute operations. Planning time is always at a premium. Leaders routinely apply the one-third/two-thirds rule to ensure their subordinate units are given maximum time to plan. Failure to accomplish a mission on time can result in shortages of time for subordinate and adjacent units to accomplish their mission. STEP 2. ASSESS HAZARDS Step 2 completes the risk assessment. Risk is the chance of hazard or bad consequences. This step examines each hazard in terms of probability and severity to determine the risk level of one or more hazardous incidents that can result from exposure to the hazard. This step is conducted during four steps of the decision-making process begin planning, arrange for reconnaissance, make reconnaissance, and complete the plan. This step is also conducted after controls are developed. The hazardous incident must be credible in that it must have a reasonable expectation of happening. Substep A o Leaders and staffs assess each hazard in relation to the probability of a hazardous incident. The probability levels estimated for each hazard may be based on the mission, COAs being developed and analyzed, or frequency of a similar event. The table provides a summary of the four degrees of probability. The letters in parentheses following each degree (A through D) provide a symbol for depicting probability.
B130786

Hazard Probability Description Likely to occur immediately or within a short period of time. Expected to occur frequently to an individual item or person or continuously to a fleet inventory, or group. Probably will occur in time. Expected to occur several times to an individual item or person or frequently to a fleet, inventory, or group. May occur in time. Can reasonably be expected to occur some time to an individual item or person or several times to a fleet, inventory, or group. Unlikely to occur.
Degree of Probability Likely (A)
Probably (B)
May (C)
Unlikely (D)
Substep B o Substep B addresses the severity of each hazard. It is expressed in terms of: Degree of injury or illness. Loss of or damage to equipment or property. Environmental damage. Other mission-impairing factors such as lost combat power. The degree of severity estimated for each hazard may be based on knowledge of the results of similar past events. The table provides a summary of the four degrees of hazard severity. Hazard severity categories are assigned Roman numerals to depict each degree of severity (I through IV) in descending order. For example, Category I represents the highest degree of severity and Category IV represents the lowest degree of severity. Hazard Severity
CATEGORY Category I Category II
DEGREE OF SEVERITY The hazard may cause death, loss of facility/asset or result in grave damage to national interests. The hazard may cause severe injury, illness, property damage, damage to national or service interests, or degradation to efficient use of assets. The hazard may cause minor injury, illness, property damage, damage to national, service or command interests or degradation to efficient use of assets. The hazard presents a minimal threat to personnel safety or health, property, national, service or command interests, or efficient use of assets.
Category III
Category IV
B130786

Substep C o In this substep leaders and staffs expand what they understand about probable hazardous incidents into estimates of levels of risk for each identified hazard and an estimate of the overall risk for the operation. Estimating risk follows from examining the outcomes of Substeps A and B; that is, both the probability and severity of hazardous incidents. Assessment of risk requires good judgment. Risk Assessment Matrix. The Marine Corps policy on using a risk assessment matrix is that it should be used to accomplish the second step of the ORM process. Using a matrix to quantify and prioritize the risk(s) does not lessen the inherently subjective nature of risk assessment. However, a matrix does provide a consistent framework for evaluating risk. Although different matrices may be used for various applications, any risk assessment tool should include the elements of hazard severity and mishap probability. The Risk Assessment Code defined in the matrix represents the degree of risk associated with a hazard considering these two elements. While the degree of risk is subjective in nature, the RAC does accurately reflect the relative amount of perceived risk between various hazards. The example matrix described below is used in naval occupational safety and health assessments. The following is a standardized matrix that can be used to assist in this process. Leaders and staffs enter the estimated degree of severity and probability for each hazard in Substeps A and B from the severity row and probability column, respectively. The point where the severity row and probability column intersect defines the level of risk, and is known as the Risk Assessment Code (RAC). Risk Assessment Matrix PROBABILITY A B C 1 1 2 3 1 2 3 4 2 3 4 5
CATEGORY I SEVERITY II III IV
D 3 4 5 5
10
B130786

Number 1 2 3 4 5 Risk Assessment Code (RAC) Corresponding Level of Risk Critical Serious Moderate Minor Negligible
STEP 3 DEVELOP CONTROLS/ MAKE RISK DECISION Step 3 is accomplished in two substeps: develop controls and make risk decisions. This is done during arrange for reconnaissance, make reconnaissance, and complete the plan steps of the decision-making process. Substep A: Develop Controls After assessing each hazard, leaders develop one or more controls that either eliminate the hazard or reduce the risk (probability and/or severity) of a hazardous incident. When developing controls, they consider the reason for the hazard not just the hazard itself. o Types of Controls. Controls can take many forms, but they fall into three basic categories educational controls, physical controls, and avoidance. Educational controls. These controls are based on the knowledge and skills of the unit and individuals. Effective control is implemented through individual and collective training that ensures performance to standard. Physical controls. These controls may take the form of barriers, guards, or signs to warn individuals and units that a hazard exists. Additionally, special controller or oversight personnel responsible for locating specific hazards fall into this category. Avoidance. These controls are applied when leaders take positive action to prevent contact with an identified hazard. o Criteria for Controls. To be effective, each control developed must meet the following criteria: Suitability. It must remove the hazard or mitigate (reduce) the residual risk to an acceptable level. Feasibility. The unit must have the capability to implement the control. Acceptability. The benefit gained by implementing the control must justify the cost in resources and time. The assessment of acceptability is largely subjective.
11
B130786

Residual Risk. Once the responsible leader develops and accepts controls, he determines the residual risk associated with each hazard and the overall residual risk for the mission. o Residual risk is the risk remaining after controls have been selected for the hazard. Residual risk is valid (true) only if the controls for it are implemented. o Overall residual risk of a mission must be determined when more than one hazard is identified. The residual risk for each of these hazards may have a different level, depending on the assessed probability and severity of the hazardous incident. Overall residual mission risk should be determined based on the incident having the greatest residual risk. Determining overall mission risk by averaging the risks of all hazards is not valid. If one hazard has high risk, the overall residual risk of the mission is high, no matter how many moderate or low risk hazards are present.
STEP 4. IMPLEMENT CONTROLS Leaders and staffs ensure that controls are integrated into SOPs, written and verbal orders, mission briefings, and staff estimates. The critical check for this step, with oversight, is to ensure that controls are converted into clear, simple execution orders understood at all levels. Implementing controls includes coordination and communication with: Appropriate superior, adjacent, and subordinate units and those executing the mission. Civilian agencies that are part of the force. The media, NGOs, and PVOs must be included in coordination when their presence impacts or is impacted by the force.
STEP 5. SUPERVISE AND EVALUATE Leaders supervise mission rehearsal and execution to ensure standards and controls are enforced. Techniques may include spot-checks, inspections, situation reports and brief-backs, buddy checks, and close supervision. During the mission, leaders continuously monitor controls to ensure they remain effective, and modify them as necessary. Leaders and individuals anticipate, identify, and assess new hazards to implement controls. They continually assess variable hazards such as fatigue, equipment serviceability, and the environment. Leaders modify controls to keep risks at an acceptable level.
12
B130786
ORM Levels
Time Critical. An on the run mental or oral review of the situation using the fivestep process without recording the information on paper is often all that time will allow. The time-critical level of ORM is employed by experienced personnel to consider risk while making decisions in a time-compressed situation. It is the normal level of ORM used during the execution phase of training or operations, as well as in planning during crisis response scenarios. It is particularly helpful in choosing the appropriate course of action when an unplanned event occurs during the execution of a planned operation or daily routine. Deliberate. Application of the complete five-step process will aid in planning an operation or evaluating procedures. This level uses primarily experience and brainstorming to identify hazards and develop controls; and is therefore, most effective when done in a group. Examples of deliberate applications include planning of upcoming operations, review of standard operating, maintenance or training procedures, damage control, and disaster response planning. In-depth. A process involving a very thorough risk assessment (first two of the five steps). Research of available data, use of diagram and analysis tools, formal testing, or long term tracking of the hazards associated with the operation (sometimes with assistance from technical experts) are used to identify and assess the hazards. The in-depth level of ORM is used to more thoroughly study the hazards and associated risk in a complex operation or system, or one in which the hazards are not well understood. Examples of in-depth applications include long-term planning of complex operations, introduction of new equipment, materials and missions, development of tactics and training curricula, and major system overhaul or repair.
Summary/CMC Guidance
As per MCO 3500.27B, the primary objective of ORM is to avoid unnecessary risk. Successful implementation of the ORM process will increase mission effectiveness while minimizing unnecessary loss of assets, both personnel and materiel. All Marine Corps activities shall apply the ORM process in planning, operations, training, and nonoperational activities to optimize operational capability and readiness. Individuals shall apply ORM concepts in operational and non-operational activities. The ORM process provides an additional tool for commanders to use in reducing risks inherent in military operations. It is not a complete change in the way we approach the operational risk management problem, but rather provides a specific methodology for personnel to anticipate hazards and evaluate risk. Just as we have trained our personnel to focus on the mission, we can train our personnel to evaluate risk as part of the decision making process. As personnel are trained in and use the process, ORM will become intuitive, and applied automatically as a means to aid in quickly developing an effective course of action to accomplish the mission. Remember, it is your responsibility and duty to apply the ORM fundamentals in order to optimize our operational capabilities and readiness.
13
B130786
References
Reference Number or Author MCO 3500.27B ORM 1-0 Reference Title
Operational Risk Management (ORM) Operational Risk Management (ORM)

Term or Acronym BAMCIS Definition or Identification Begin planning, Arrange for reconnaissance, Make reconnaissance, Complete the plan, Issue the Order, Supervise. Commandant of the Marine Corps Any issue, real or potential that can cause personal injury, death, property damage, mission degradation or damage to environment. An assessment of the expected consequence, defined by degree of injury, occupational illness, property damage, or equipment loss that could occur from exposure to a hazard. An assessment of the likelihood that, given exposure to a hazard, a mishap will result. Operational Risk Management. The process of dealing with risk associated with military operations, including risk assessment, risk decision making and implementation of effective risk controls. Operational Risk Assessment Mission, Enemy, Terrain and Weather, Troops Time available Risk Assessment Code. An expression of risk associated with a hazard that combines the hazard severity and mishap probability into a single Arabic numeral. Risk remaining after controls have been identified and selected. Chance of adverse outcome or bad consequences; such as injury, illness, or loss. Risk level is expressed in terms of hazard probability or severity. A structured process to identify and assess hazards. An expression of potential harm, described in terms of hazard severity, mishap probability, and exposure to hazards. The worst credible consequence which can occur as a result of a hazard.
CMC Hazard
Hazard Severity
Mishap Probability ORM
ORA METT-T RAC
Residual Risk Risk
Risk Assessment
Severity
14
B130786
Notes
15
Notes
OPERATIONAL TERMS AND GRAPHICS B130836
B130836
Operational Terms and Graphics

Introduction In this lesson, you will be conducting self paced instruction (SPI) in order to familiarize yourself with Marine Corps operational terms and graphics. This lesson covers the fundamentals of military symbology. This programmed text is self-instructional. No attempt has been made to depict all operational symbols in this text; however, the symbols that you will study will provide you with techniques and uniform methods for graphically portraying various units, weapons, and activities. You will be allocated two hours to complete this self paced text. In order to fight, commanders and their staffs must issue orders to subordinates, which are directly tied to the commanders intent. These orders may be issued orally or in writing or by a combination of both. They may be issued in person or by electronic means. Words may be used as the principal means to communicate orders or sometimes only graphics are used to represent the intent of the commander. As a general rule, both are used; one complements the other. All Marines need a common language of operational terms and military symbols so that commanders intent can be communicated rapidly and with minimum risk of misunderstanding. Some of the things to be discussed herein can give you the ability to communicate effectively in the Marine Corps. This text is not a test. It is designed to teach you individually and at your own pace.
Importance
In This Lesson
B130836
Operational Terms and Graphics (Continued)

This lesson covers the following topics: Topic Use of Operational Symbols Questions on Use of Operational Symbols Answers on Use of Operational Symbols Marine Corps Divisions Questions on Marine Corps Divisions Answers on Marine Corps Divisions Operational Symbols Overlays Tactical Control Measures Tactical Tasks Enemy Oriented Tactical Tasks Terrain Oriented Tactical Tasks Friendly Oriented Tactical Tasks Fire Plan Overlay Symbols Summary Self-Test Self Test Answer Key References Glossary of Terms and Acronyms Notes Learning Objectives Enabling Learning Objectives MCCS-OFF-2102a Without the aid of reference, identify operational graphics without error. MCCS-OFF-2102c Given a mission and a commander's intent, employ operational terms to completely represent the situation and execution in accordance with MCRP 512A. MCCS-OFF-2102d Given a mission and a commander's intent, employ tactical tasks to accomplish the mission. Page 4 5 6 7 10 11 12 42 46 58 59 63 65 67 71 72 76 80 80 81
B130836
Use of Operational Symbols

Leaders at all levels must be able to graphically depict units, weapons, and equipment by using doctrinally accepted military symbology. Knowledge and use of operational symbols provide the small unit leader with an effective medium of communications that is clear, concise, and uniform. Description The term, operational symbol, refers to a diagram, number, letter, abbreviation, color, or any combination of these, which is used to identify and distinguish a particular military unit, activity, or installation. These symbols are used on operational graphics, situation maps, and overlays. Operational symbols must be clear, concise, and uniform to be of value to the small unit leader in the field or the tactician in the planning room. Such value is attained by thorough knowledge and understanding of the organization of the Marine Corps. Knowledge of the organization of the Marine Corps is the key to construction and interpretation of military symbols.
Keys to Symbol Use
B130836
Questions on Use of Operational Symbols

Question 1 As a means of communication, operational symbols are effective when properly employed because they are __________________, __________________, and __________________. Where are operational symbols used? __________________, __________________, and __________________ Question 3 What is the key to constructing and interpreting operational symbols? ___________________________________.
Question 2
B130836
Answers on Use of Operational Symbols

Answer 1 As a means of communication, operational symbols are effective when properly employed because they are clear, concise, and uniform. Operational symbols are used on operational graphics, situation maps, and overlays. The key to constructing or interpreting operational symbols comes from the knowledge of the organization of the Marine Corps.
Answer 2
Answer 3
B130836
Marine Corps Divisions

There are presently four divisions in the Marine Corps. Each division has three infantry regiments and one artillery regiment. You must know which regiments are in which division because a regiment is a parent unit. Divisions Component Regiments The table below lists the regiments that make up the four Marine Corps divisions. Division 1st Marine Division 2d Marine Division 3d Marine Division 4th Marine Division Component Regiments 1st, 5th, and 7th Marine Infantry Regiments 11th Marine Artillery Regiment 2d, 6th, and 8th Marine Infantry Regiments l0th Marine Artillery Regiment 3d and 4th Marine Infantry Regiments l2th Marine Artillery Regiment Is a reserve division 23d, 24th, and 25th Marine Infantry Regiments l4th Marine Artillery Regiment 9th Marine Regiment was cadred in 1994
Divisions Component Regiments (Continued)
The composition of these divisions, except 3d Marine Division, is relatively stable. Thus, a Marine regiment need only be identified by its numerical designation, without mentioning the division designation or whether the regiment is infantry or artillery. For example, the 6th Regiment (infantry, 2d Marine Division) is simply called or written 6th Marines; the11th Regiment (artillery, 1st Division) is simply called the 11th Marines, and so on. The 4th Marines, headquartered in Camp Schwab, Okinawa, have only a permanent headquarters staff. The battalions rotate through on a six-month basis on the Unit Deployment Program (UDP). described in the 3d MARDIV portion of the table on page .
Comment [vma1]: Where is this?
B130836
Marine Corps Divisions (Continued)

Infantry Regiments All infantry regiments are organized generally the same: Each has three infantry battalions: 1st, 2d, and 3d. Three rifle companies are in each infantry battalion, so each regiment has nine rifle companies. In addition to the rifle companies, each battalion has a Headquarters and Service Company (H&S Co) and a Weapons Company (Wpns Co) o Companies A, B, and C are always in the 1st Battalion. o Companies E, F, and G are always in the 2d Battalion. o Companies I, K, and L are always in the 3d Battalion. Note: Notice that the letter "J" is not used. (This avoids any confusion between "I" and "J"). o Companies D, H, and M are contingency units, to be manned on special directive only. Infantry Battalions Remember, infantry regiments are all organized identically, and each contains three battalions. 1st Battalion Companies A B C Wpns H&S 2d Battalion Companies E F G Wpns H&S 3d Battalion Companies I K L Wpns H&S
B130836
Marine Corps Divisions (Continued)

Artillery Regiments Both 10th and 11th Marines have four battalions within the regiment; 12th Marines has two battalions within the regiment. Each regiment also has a headquarters battery. The l0th and 11th Marines are comprised of the following batteries: Batteries A, B, and C are found in 1st Battalion. Batteries E, F, and G are found in 2d Battalion. Batteries K, L, and I are found in 3d Battalion. Batteries R, S, and T are found in 5th Battalion.
12th Marines is comprised of the following batteries: Batteries A, B, and C are found in 1st Battalion. Batteries K, L, and I are found in 3d Battalion.
Each battalion also has a headquarters battery. Combat Support and Combat Service Support Units In addition to the three infantry regiments and one artillery regiment in each Marine division, several support units are within each division (see diagram on page 9). These support units take on the numerical designator of the division they support. That is, 2d Reconnaissance Battalion supports 2d Marine Division; 1st Tank Battalion supports 1st Marine Division, etc.
XX MAR DIV
Recon Bn
Infantry Regiment
Artillery Regiment
Tank Bn
AAV Bn
Combat Engr Bn
LAR Bn
Headquarters Battalion
HQ Co (Bn & Div HQ)
SVC Co
Truck Co
MP Co
Comm Co
Combat Support and Combat Service Support Units
B130836
Questions on Marine Corps Divisions

Question 4 Question 5 The 8th Marine Regiment is in the ______ Marine Division. The artillery regiment in the 3d Marine Division is the ______. Company "B" is always in the ______ Battalion. The 3d Battalion, 7th Marines contains the following companies: ______, ______, ______, ______, and ______.
Question 6 Question 7
10
B130836
Answers on Marine Corps Divisions

Answer 4 Answer 5 The 8th Marine Regiment is in the _2d_ Marine Division. The artillery regiment in the 3d Marine Division is the _12th_. Remember 1st Marine Division 1st Marines 5th Marines 7th Marines 11th Marines (Arty.) 2d Marine Division 2d Marines 6th Marines 8th Marines 10th Marines (Arty.) 3d Marine Division 3d Marines 4th Marines: UDP battalions (one each from 3d Marines, 7th Marines, and 2d Marine Division) in six month rotations 12th Marines (Arty.) Answer 6 Answer 7 Company "B" is always in the _1st Battalion. The 3d Battalion, 7th Marines contains the following companies: _I_, _K_, _L_, _Weapons_, and _Headquarters and Service_. Remember: Infantry regiments are all organized identically and each contains three battalions. 1st Battalion Companies A B C Wpns H&S 2d Battalion Companies E F G Wpns H&S 3d Battalion Companies I K L Wpns H&S
11
B130836
Operational Symbols
Definition Operational symbols are graphic representations of units, equipment, installations, control measures, and other elements relevant to military operations. An operational symbol can be considered a form of military shorthand, which is used in the context of a map, such as a situation map, to describe the disposition of units on that map. Standardization of operational symbols is essential if operational information is to be passed among military units without misunderstanding. Certain geometric figures are used as foundations for the construction of military symbols. The following figures are those used most frequently: A rectangle is used to represent units and command posts.
Units and Installations
For a command post, a staff is extended from the lower left corner of the rectangle, at a right angle to the base.
An observation or listening post is depicted with a triangle.
12
B130836
Operational Symbols (Continued)

Size Indicators Now that you know the basic symbols for units, command posts, combat service support installations or activities, and observation or listening posts, you are ready to proceed to the next step, depicting size. The table below shows symbols used to represent the size of a unit below company level: Unit Size Squad Section (larger than a squad, but normally smaller than a platoon. For example, a machine gun section contains 22 men.) Platoon or detachment Symbol
Note: The symbol for a fire team is
This symbol will not be used in construction of unit symbols but will be used on overlays and fire plan sketches at the small unit level. The table below shows symbols used to represent the size of units from company to regimental or group level: Unit Size Company or battery Battalion (or squadron in aviation) Regiment (or group in aviation) Symbol
13
B130836

Size Indicators (Continued) The symbols for brigade or higher-level units are Xs. Unit Size Brigade (as task organized unit formed around a Marine regiment) Symbol
Division or wing XX
Questions on Units and Installations and Size Indicators
8. Dots are used to indicate the size of units below company level. Represents a __________________.
Represents a __________________.
Represents a __________________. 9. Identify the size of the units depicted below. Symbol Identification ________ or _______ ________ or _______ ________ or _______ X XX _______________ _________ or _______
14
B130836

Questions on Units and Installations and Size Indicators (Continued) 10. The size of a particular unit is depicted with an operational symbol by placing the size indicator immediately above and centered on the unit symbol. What do the symbols below represent? ______ ______
______
______
______
______
Answers on Units and Installations and Size Indicators
8. Dots are used to indicate the size of units below company level. Represents a _squad .
Represents a _section .
Represents a _platoon .
15
B130836

Answers on Units and Installations and Size Indicators (Continued) 9. The size of the units depicted below are Symbol Identification _company or _battery _battalion or _squadron in aviation _regiment or _group in aviation X XX brigade as task organized unit formed around a Marine regiment_ _division_or _wing_
10. The symbols represent _company _squad_
_battalion/ squadron _regiment/ group____ _
_section_
_platoon_
16
B130836

Unit Symbol Modifiers Unit symbol modifiers are combined with role indicators (discussed later in this text) to create composite symbols representing a unique or specific type of unit. All modifiers, with the exception of airborne, mountain, and light modifiers, are placed in either the Center of the frame. Upper half. Above the basic function symbol.
Airborne, mountain, and light modifiers are placed below the basic function/role indicator symbol. In addition to the modifier symbols, text may be used inside the symbol frame to further clarify the symbol. Examples: Mechanized/ Armored (tracked) Gun system equipped (w/30mm Bushmaster, Vulcan, ZSU, etc.) Motorized (truck or HMMWV mounted, etc.) Ski-mobile
Mechanized/Armored (Wheeled, crosscountry ) Amphibious
Missile
Riverine
Air Assault (modifier for ground units)
Attack (modifier for aviation units)
17
B130836

Role Indicator Symbols Role indicator symbols describe the basic role or mission of the unit. Combined with size indicators and any applicable unit symbol modifiers (discussed previously in this text), a detailed and informative symbol is created. The examples below include both the "raw" role indicators for common units and some combinations with unit symbol modifiers that describe units common in the Marine Corps (remember that these symbols describe unit roles, not individual pieces of equipment). Artillery
Infantry
Tank
Reconnaissance
Engineer
Supply
Air Defense
Communication
Maintenance
Motor Transport
Medical
Anti-Armor
Helicopter Unit
Fixed-Wing Aviation Unit
Mechanized Infantry
Infantry Mechanized in AAVs
Assault Amphibian Vehicle Unit (AAV) Light Armored Reconnaissance (LAR)
18
B130836

Role Indicator Symbols (Continued) Motorized Anti-Armor (CAAT) Motorized Stinger (AntiAir) Unit Riverine Assault Craft Unit Attack Helicopter S
Air Assault Infantry
Fixed-Wing Attack Aviation
Marine Expeditionary Unit Symbols
The symbol with the appropriate size and unit designators depict Marine expeditionary units, which combine ground, aviation, and combat service support units. Marine Expeditionary Units Marine Air Ground Task Force (MAGTF)
Marine Expeditionary Unit (MEU)
Marine Expeditionary Force (MEF)

X X X
19
B130836

Questions on Size and Type of Unit 11. What is the size and type of unit represented by each of the following symbols? For example, the following symbol represents a rifle squad:
_________
__________
_________
__________
_________
__________
_________
__________
_________
__________
20
B130836

Answers on Size and Type of Unit 11. The size and type of unit represented by each of the following symbols are
Rifle platoon Motorized anti-armor section Marine division (all

ground combat divisions in the Marine Corps are considered infantry)
Artillery battery
LAR company
Rifle company mechanized in AAVs
Tank company Stinger (anti-air missile) platoon
Engineer section
Maintenance battalion
21
B130836

Reinforcements and Detachments If a unit has other units or elements attached ("reinforced") or has detached some elements from itself ("reduced"), this is indicated to the upper right corner of the basic symbol with the following indicators: Reinforced (Rein): (+) Reduced (has units detached): (-) Reinforced and reduced ()
For example: Rifle Company (Rein) LAR Company (Reduced) Infantry Battalion (Rein) (Reduced)
(+)
(-)
()
Task Force Indicator
If a unit is temporarily organized or "task-organized" for a specific operation, into a task force or company team, a "hood" is placed over the size indicator. If a hood example: is used, () symbols are not used. For
Company Team: Controlled by the tank commander
Battalion Task Force: Commanded by the infantry battalions command element
NOTE: At a minimum, a battalion task force must include the battalion headquarters, one organic element, and one attached unit of comparable size of an unlike combat or combat support. An example would be an infantry battalion with at least its headquarters elements and one rifle company and one tank company.
22
B130836

Task Force Indicator (Continued) A company is referred to as a company team when it has one or more platoons of another combat arm attached. At a minimum, a company team must include either a rifle or tank company headquarters with at least one rifle or tank platoon attached. 12. A unit that has been reinforced with elements of another unit has a __________________ symbol at its upper right corner. A unit that has elements detached has a __________________ symbol at its upper right corner. 13. A _________________ is placed above the size indicator of a unit symbol to show that it is task-organized for a specific mission or operation. 14. Depict the following organizations: Rifle Co (Rein) Infantry Battalion (Rein) (minus HMGs) Rifle Co (Rein), in trucks Co-level MAGTF
Questions on Reinforcements, Detachments, and Task Force Indicators
Rifle Plt (Rein) 1st Plt (Rein), Skimobile
23
B130836

Answers on Reinforcements, Detachments, and Task Force Indicators 12. A unit that has been reinforced with elements of another unit has a _(+)_ symbol at its upper right corner. A unit that has elements detached has a _(-)_ symbol at its upper right corner. 13. A _ _ is placed above the size indicator of a unit symbol to show that it is task-organized for a specific mission or operation. 14. The organizations should look like these: Rifle Co (Rein)
(+)
Infantry Battalion (Rein) (minus HMGs)
()
Rifle Plt (Rein)
(+)
Rifle Co (Rein), in trucks
(+)
1st Plt (Rein), Skimobile
(+)
Co-level MAGTF
24
B130836

Creating Symbols Now that we know how to construct the geometric form and indicate the size and type of unit, we must learn how to identify the specific unit by number and letter designator. This can be accomplished in a step-by-step procedure using all the information presented to this point, including our knowledge of the organization of the Marine Corps. Let's draw the symbol for the 2d Squad, 1st Platoon, Company "C," 1st Battalion, 3d Marines, 3d Division: Step 1 Action Begin with the basic symbol for a unit. Symbol
Since it is an infantry unit, add the crossed rifles inside the basic symbol to identify the unit's role indicator. The size indicator for this unit is that of a squad, and is placed above the basic symbol. The squad to be designated is the 2d squad. This unique designation for the unit to be represented is placed to the immediate left of the basic symbol.
2
5 The next higher unit of which the 2d squad is a component is the lst platoon. The designation for the 1st platoon is placed to the immediate right of the basic symbol. The 1st platoon is part of company "C". Therefore, the designator for company "C" is placed to the right of the unit symbol after the 1st platoon designation.
2
7 The next stop in the hierarchy of units is the regimental level. Since all infantry regiments have a first battalion and therefore a Company "C", the numerical designator of the regiment must be placed to the right of the symbol. Since this squad is part of 1st Platoon, Company "C", 1st Battalion, 3d Marines, then the number 3 will be placed to the immediate right of the last subordinate unit.
1/C
1/C/3
25
B130836

Creating Symbols (Continued) NOTE: There is no need to indicate that company "C" is in the 1st Battalion since the organization of the Marine infantry regiment requires that the 1st Battalion be composed of Companies "A," "B," and "C"; Wpns Company; and HqSvc Company. The symbol is now complete. There is no need to indicate that the 3d Marines are in the 3d Marine Division. Remember that the infantry and artillery regiments are permanently assigned to certain divisions. The 3d Marines are always organic to the 3d Marine Division along with the 4th, 9th, and l2th (Arty) Marines. Remember that the unit is identified from the smallest subunit to the parent organization omitting those designators that are unnecessary or redundant. The symbol contains the following elements:
Size Indicator Unit Role Indicator + Symbol Modifier
Unique Unit Designation
Higher Echelon Unit Designation
26
B130836

Questions on Creating Symbols 15. What are the complete written designators of the following units? ________________
________________
2/C/7
________________
11
________________
G/1
12
________________
27
B130836

Answers on Creating Symbols 15. The complete written designators are
1st Sqd, 2d Plt, Company C, 1st Bn, 7th Mar, 1st 2/C/7 MARDIV 3d Plt, Company G, 2d Bn, 1st Mar, 1st MARDIV
11
Battery B, 1st Bn, 11th Mar, 1st MARDIV 3d Bn, 12th Mar, 3d MARDIV
G/1
12
G
Enemy Units
Company G, 2d Bn, 6th Mar, 2d MARDIV
Enemy units and equipment are denoted as diamonds; for example: Basic Enemy Unit
Enemy Artillery Battery
Enemy Units Questions
Construct the unit symbols for the following units: Enemy Rifle Squad
Enemy Rifle Company
28
B130836

Enemy Units Answers Enemy units should look like these Enemy Rifle Squad
Enemy Rifle Company
Basic Weapon Symbols
Symbols are used to indicate the Type Location Number
of weapons or groups of weapons. NOTE: Unlike unit symbols, weapons symbols are oriented on a map or overlay in the same direction they are actually oriented on the ground, with the base of the symbol shaft indicating the location of the weapon. To indicate the size of the weapon, add horizontal bars to the shaft of the basic weapon symbol: Basic weapon symbol (light) Basic weapon symbol (medium) Basic weapon symbol (heavy)
29
B130836

Basic Weapon Symbols (Continued) Light rifle/automatic weapon For example:
Medium rifle/automatic weapon
Heavy rifle/automatic weapon
Many other modifiers are used in conjunction with the basic weapon symbol (above) and size indicators to indicate the weapons Role Capabilities Functions
For example: Antitank Rocket Indirect fire/high trajectory
Direct fire gun
Anti-air/air defense
Surface-to-surface missile
30
B130836

Mobility Modifiers Additional modifiers are added to weapon or equipment symbols to annotate its mobility capabilities. These are generally placed at the bottom of the equipment symbol. Wheeled (limited crosscountry) Wheeled (cross-country)
Track self-propelled
Wheeled (cross-country), armor-protected
Amphibious
Over-snow
The following types of equipment have their own unique symbol: Tank Infantry fighting vehicle Limited cross-country cargo/personnel carrier (e.g. 5-ton; HMMWV)
31
B130836

Type/Caliber Modifiers To reduce confusion or to clarify the meaning of a given symbol, it is sometimes necessary to specify, to the immediate left of the weapon symbol, the weapon Types or models (such as M249). Calibers (.50 cal)
M249 squad automatic weapon (SAW)
M2 .50 cal machine gun
M249
OR
SAW
M2
OR
.50
Quantity. The quantities of weapons or pieces of equipment at a given location are enumerated at the top of the symbol.
Three M249 SAWs 3 SAW
Two M240G machine guns 2 7.62
The following symbols identify weapon systems common to the Marine Corps. 60mm mortar 81mm mortar 120mm mortar
AT-4 84mm antitank rocket 84
83mm SMAW
Stinger anti-air missile
83
32
B130836

Type/Caliber Modifiers (Continued) M203 grenade launcher Mk-19 grenade launcher LAV-25
Javelin Anti-Tank Missile
TOW antitank missile
M40A1 7.62mm sniper rifle
S SASR .50 cal sniper rifle 105mm howitzer 155mm howitzer
S Fixed-wing attack aircraft Attack helicopter (Cobra) Heavy-lift assault helicopter (CH-53)
33
B130836

Type/Caliber Modifiers (Continued) Medium-lift assault helicopter (CH-46) Assault amphibious vehicle (AAV) M1A1 tank (the three vertical lines identify this as a heavy tank)
Unit Identification Labeling Fields
If it is necessary to identify the unit to which a given weapon belongs, the weapon symbol is labeled similar to a unit symbol. The unit to be represented is placed at the bottom left of the basic symbol, and the higher unit information is placed at the bottom right of the basic symbol. Two M240G machine guns belonging to Weapons Plt, Kilo Co, 3d Bn, 6th Mar 2 84 1 Wpns K/6 1/K/8 One AT-4 rocket belonging to 1st Sqd, 1st Plt, Kilo Co, 3d Bn, 8th Mar
34
B130836

Unit Identification Labeling Fields (Continued) The following graphic provides general, overall guidance on the construction of an entire weapon system complete with typically used labeling fields. Other labeling fields can be found in MCRP5-12A, Operational Terms and Graphics. Other modifiers to specify the weapons roles, capabilities, or functions Size indicator (light, medium, heavy) Higher unit information Mobility modifier Questions on Enemy, Weapons, and Unit Identification Field Symbols 16. Draw the symbol for each of the following descriptions.
Quantity of weapons at this location Weapon caliber or model Unit to which weapon belongs
Cobra attack helicopter
Medium machine gun
M203 grenade launcher
TOW anti-tank missile mounted on a limited cross-country vehicle
Three AAVs
Two 155mm howitzers of Battery C, 1st Bn, 10th Mar
Stinger-variant of the LAV from 2d LAR Bn
Six SMAWs from Wpns Plt, B Co, 1st Bn 8th Mar
Two TOW missiles mounted on HMMWVs, from Wpns Co, 1st Bn, 5th Mar
Four 81mm mortars from 2d Bn, 6th Mar
35
B130836

Answers on Enemy, Weapons, and Unit Identification Field Symbols 16. The symbols for the following descriptions are
Cobra attack helicopter
Medium machine gun
M203 grenade launcher
TOW anti-tank missile mounted on a limited cross-country vehicle
Three AAVs
Two 155mm howitzers of Battery C, 1st Bn, 10th Mar
3 2
C
Stinger-variant of the LAV from 2d LAR Bn Six SMAWs from Wpns Plt, B Co, 1st Bn 8th Mar
10
Two TOW missiles mounted on HMMWVs, from Wpns Co, 1st Bn, 5th Mar
6 2
83 Wpns B/8 Wpns 1/5
Four 81mm mortars from 2d Bn, 6th Mar
36
B130836

Mobility and Survivability Symbols The following mobility and survivability symbols are frequently used on situation maps and are for the most part self-explanatory. Antitank ditch (top of triangles is toward enemy)
Strong point
Fortified line
Roadblock, completed
Unspecified wire obstacle
Singe strand concertina
ROAD
Antitank minefield
Booby trap
Mobility and Survivability Questions
17. What are the complete written descriptions of the following mobility and survivability symbols? b. __________________
a. __________________
c. __________________
d. __________________
e. __________________
f. __________________
37
B130836

Mobility and Survivability Answers 17. The complete written descriptions of the mobility and survivability symbols are b. Unspecified wire obstacle
a. Antipersonnel minefield
c. Strongpoint
d. Double-strand concertina wire
e. Booby trap
f. Antitank ditch
Colors
A situation map is a map upon which the tactical intelligence and/or logistical situation is represented graphically. Colors are sometimes used on situation maps to allow them to be read more quickly and easily. The following colors are standard: Blue for friendly units and/or equipment. Red for enemy units and/or equipment (diamond shape or ENY if only one color is used). Yellow for unknown or pending identification. Green for neutral forces and all obstacles whether friendly, enemy, or neutral. Black for all friendly control measures; used as the single color for all graphics if colors above are not available.
Color Question
18. What color is used to describe each of the following on a situation map: a. Friendly units: ____________________ b. Neutral forces: ____________________ c. Enemy obstacles: ____________________ d. Enemy units: ____________________
38
B130836

Color Answer 18. What color is used to describe each of the following on a situation map: a. Friendly units: blue b. Neutral forces: green c. Enemy obstacles: green and identified with ENY markings d. Enemy units: red or identified with ENY markings Determining Unit and Equipment Location A units location is either at center mass of the symbol or is identified by a straight or bent line (without an arrow) leading to its exact location. A headquarters units location is either at the end of its staff or at the end of its bent staff. Non-headquarters units
Headquarters unit
A future or projected location for a unit is identified using a broken/dashed line:
39
B130836

Below is an example of groups of units or headquarters units at the same location: Groups of non-headquarters units Groups of headquarters units
Unit and Equipment Location Question
19. A units present location is identified either from its __________________ __________________ or by a __________________ extending from the bottom center of the unit symbol. A broken line around the symbol identifies a units __________________ or __________________ location.
40
B130836

Unit and Equipment Location Answer 19. A units present location is identified either from its center mass or by a line extending from the bottom center of the unit symbol. A broken line around the symbol identifies a units future or projected location
41
B130836
Overlays
An overlay is a transparent or translucent medium upon which special military information has been plotted at the same scale of a map, photograph, or other graphic. An overlay can be used to make changes in unit Positions. Weapons. Movements. First an overlay must be oriented to the map. Register marks are drawn to align with grid square corner and are labeled. New details or changes in the map are then plotted on the overly. Finally, marginal information is added. Marginal information includes: Title Time and date of information Map reference to include o o o o Sheet name Sheet number Map series number Scale
Using Overlays
Prepared by, to include o Name and rank o Organization
Date and time of preparation Legend Classification
The classification is also placed on the top and bottom of the overlay. A legend must only be added when nonstandard symbols are used.
42
B130836
Overlays (Continued)
Overlay Question 20. What is the marginal information that must be included on an overlay? __________________ __________________ __________________ o __________________ o __________________ o __________________ o __________________ __________________ o __________________ o __________________ o __________________ __________________ __________________
A __________________ must only be added when nonstandard symbols are used.
43
B130836
Overlay Answer 20. Marginal information that must be included on an overlay is Title Time and date of information Map reference to include o o o o Sheet name Sheet number Map series number Scale
Prepared by, to include o Name and rank o Organization o Date and time of preparation
Legend Classification
A legend must only be added when nonstandard symbols are used.
44
B130836
Overlay Example The following is an example of an overlay. Note the labeled grid register marks and the locations of the enemy strongpoint, rifle platoon, and rifle company CP. If this were an actual overlay, it would be on transparent or translucent paper.
UNCLASSIFIED 88 71
EN Y
D/6
Enemy strong point
68 85 UNCLASSIFIED
200800ZAPR06 AN LOU 405 III E731 1:25,000 CAPT L.M. ROCK D/2/6 201000ZAPR06 UNCLASSIFIED
45
B130836
Tactical Control Measures

This portion of the text will discuss the techniques and graphic portrayal of control measures. They are used to Coordinate Limit Define Direct
a units movement or responsibilities. Assembly Area An assembly area is the area where a unit assembles to prepare for further action. Assembly areas are enclosed with a solid line and the unit symbol is placed inside the circle. The CP symbol may be used if the CP location is known. A future or proposed assembly area is shown with a broken line. For example, here is the representation for an assembly area occupied by 2d Bn, 9th Marines:
AA 2 9
Assault Position
This is the last covered and concealed position short of the objective and is occupied by elements to allow final coordination and to deploy in the final attack formation. A unit designation, number, or code name may be used for identification. Assault position: Co K, 3d Bn, 6th Mar (planned)
Assault position: Co K, 3d Bn, 6th Mar
ASLT PSN K/6
ASLT PSN K/6
46
B130836
Tactical Control Measures (Continued)

Objectives An objective is usually a key terrain feature, area, or an enemy force, which is to be seized or engaged in an attack. Objectives are enclosed with a solid line and identified by the abbreviation OBJ and number, letter, code name or unit designation. Examples are Objective A Company objective B Amphibious task force objective 2
OBJ A
Co OBJ B
ATF OBJ 2
NOTE: When numbers are used to identify objectives, the numbers do not necessarily establish importance, priority, or sequence of seizing objectives.
Battle Position
A battle position (BP) is a defensive location normally established relative to an avenue of approach or enemy route of advance. Battle positions are enclosed by a solid black line broken by a unit size symbol on the side of the blocking position opposite the enemy or suspected enemy advance. Examples are Battle position, Company K Battle position, 3d Platoon
Company battle position
47
B130836

Tactical Control Measures Questions 21. Depict below the proper symbols for Battalion Landing Team Objective One and Lime Companys battle position defending against an enemy advancing from the bottom of the page. Battalion Landing Team Objective One Battle position, Company L
22. Using Co A, 1st Bn, 4th Mar and Company Objective B as a tactical control measure, graphically portray and correctly label the following control measures Assembly area Assault position Objective
48
B130836

Tactical Control Measures Answers 21. The proper symbols for Battalion Landing Team Objective One and Lime Companys battle position defending against an enemy advancing from the bottom of the page are Battalion landing team objective one Battle position, Company L
BLT OBJ 1
22. Using Co A, 1st Bn, 4th Mar and Company Objective B as a tactical control measure, the graphic portrayal and correctly label of the control measures are Assembly area Assault position Objective
AA ASLT PSN A/4 A 4 CO OBJ B
Miscellaneous Areas
In addition to the symbols you have seen represented with a solid closed line, miscellaneous areas are also enclosed with a line. These areas are identified by the purpose placed within the symbol. For example, Landing zone (LZ) LZ Crow
LZ
LZ CROW
49
B130836

Abbreviations Abbreviations are frequently used with military symbols on maps and overlays. Only standard abbreviations may be used. When there are no authorized standard abbreviations, the word is spelled out. In either case, only capital letters are used and all words and abbreviations are horizontal with the map oriented north to the top. The only exceptions to the horizontal labeling rule are when labeling a route or axis of advance, which are labeled along the longitudinal axis. Notations are made on operation maps and overlays to be read from left to right with the map oriented north to the top, regardless of the position or direction of movement of friendly forces. Boundaries Boundaries control the maneuver and fire of adjacent units and establish Zones of action in the offense Sectors of responsibility in the defense
Boundaries are normally drawn along easily recognizable terrain features and are situated so key terrain features and avenues of approach are inclusive to one unit. For example, the boundary separating 1st Marine Division from 2d Marines would look like this:
1 MAR
2 MAR
NOTE: The size symbol of the larger unit is always indicated on the boundary. Any supplemental information to clarify the arm, branch, or national designation of the units involved may be included.
50
LD
200630RJUL06
B130836

Line of Departure A line designated to coordinate the departure of attacking elements. The LD should be generally perpendicular to the direction of the attack and on easily identifiable terrain features. The time of attack should be written below the LD.
LD
LD
200630RJUL06
Axis of Advance
200630RJUL06
The axis of advance indicates a general direction of movement for a unit. A commander assigned an axis of advance may deviate from the axis; however, a major deviation must be reported. It is labeled with a code name, letter, or unit designation.
DODGE
Airborne Axis of Advance
The airborne axis of advance is the same as a ground axis of advance except it has a twist in the shaft of the open arrow.
WREN
51
B130836

Direction of Attack The direction of attack is a specific direction that the center of mass of a unit must follow. It is the most restrictive measure and is not labeled. This example also includes a PD, or point of departure, which is the exact point through which a unit will cross the line of departure (usually for night operations), and an RP, or release point, where one or more units will break off from the rest and continue on a different route to the objective. A line with a double arrowhead is the main effort or main attack, and a line with a single arrowhead is a supporting effort.
RP PD
LD 200630RJUL06 Checkpoint
LD 200630RJUL06
A checkpoint is an easily identifiable location on the map and on the ground designated as a reference point for reporting the locations of friendly units. A checkpoint is depicted with the symbol shown and a number, letter, or code name placed inside the symbol. For security, random numbering of checkpoints is essential. 9
Passage Point
A passage point is a location in which one unit passes through another unit that is in contact with the enemy or a location where a unit withdraws through another unit occupying rearward positions. It will be labeled with a number or letter for identification. PP 9
52
B130836

Linkup Point A linkup point is a point at which two converging friendly forces make physical contact. The point should be mutually agreed upon and should be readily recognizable by both forces. LU
Contact Point
A contact point is a location where two or more units are required to make physical contact. It is a square with a number placed inside. 2
Phase Line
A phase line is used for the control of forward movement and coordination of units. It should be extended across the entire zone or sector, preferably along an easily identifiable terrain feature or man-made object. It is labeled with a code name, letter, or number for identification. PL GREEN PL GREEN
Coordinating Point
A coordinating point is a designated point at which, in all types of combat, adjacent units/formations must make contact for purposes of control and coordination.
53
B130836

Coordinating Point (Continued) Coordinating points are placed at the intersection of the forward edge of the battle area (FEBA) and any lateral boundaries. Additionally, coordinating points may be used where phase lines are used to control security forces forward of the FEBA. When possible, coordinating points should be located on readily identifiable terrain that the commander wants subordinate commanders to coordinate observation and fires in a defensive situation. The subordinate commanders determine at these points whether the area between their units should be covered by Fires. Barriers. Physical occupation. A combination of these means.
Restrictive Fire Line (RFL)
A restrictive fire line is a line established between converging friendly forces (one or both may be moving) that prohibits fires or the effect of fires across the line without coordination with the affected force.
RFL 6TH MAR 200630RJUL06

Coordinated Fire Line (CFL)
RFL 6TH MAR 200630RJUL06
A coordinated fire line is a line beyond which conventional surface fire support means (mortars, artillery, naval gunfire) may fire at any time within the zone of the establishing headquarters without additional coordination.
CFL 6TH MAR 200630RJUL06
CFL 6TH MAR 200630RJUL06
54
B130836

Fire Support Coordination Line (FSCL) A fire support coordination line is a line the senior ground unit commander prescribes forward of which air elements may attack targets without danger or references to the ground forces. Behind this line, all fires must be closely coordinated with the ground unit commander.
FSCL 6TH MAR 200630RJUL06

Final Coordination Line (FCL)
FSCL 6TH MAR 200630RJUL06
A final coordination line is a line close to the enemy position used to coordinate the lifting and shifting of supporting fires with the final deployment of maneuver elements.
FCL 6TH MAR 200630RJUL06

Zone of Action
FCL 6TH MAR 200630RJUL06
A zone of action is a tactical subdivision of a larger area, the responsibility of which is assigned to a tactical unit, generally applied to offensive combat. Zones of action assigned to subordinate units prevent interference among units operating in adjacent areas. At platoon and squad levels, the zone of action is frequently expressed as a frontage. At company level and above, zone of action is normally defined by a line of departure, an objective (or objectives), and a boundary on one or both flanks. A battalion zone of action is shown graphically as:
The example on the next page portrays a zone of action for the 6th Marines conducting a combination helicopter borne and surface assault. PL GREEN and the proposed boundaries give the 2d Battalion CO the means to control the forward rate of advance of his companies and provides inherent flexibility in changing the plan should circumstance beyond PHASE LINE GREEN warrant.
55
B130836
Tactical Control Measures (Continued) 8

LD 120500ZJUN98
RLT OBJ A
BULLS
LZ DOVE
1
PL GR EEN
BN OBJ 1
I
RLT OBJ D
L
BN OBJ 2
LD 120500ZJUN98
PL N EE GR
56
B130836

Defensive Sector The defensive sector is that defensive area, designated by boundaries, within which a unit operates and for which it is responsible. It is the defensive equivalent of the zone of action used in offensive operations. In general, the same restrictions apply to boundaries in the defensive operations as apply in offensive operations; one commander is responsible for the coordination of all fires and maneuver employed inside the boundaries. The commander to whom the sector is assigned is not required to occupy the entire battle area. The battle area is defined as that area organized for defense by a single forward committed unit and extends rearward from the FEBA to the units rear boundary or to the rearward extension of the lateral boundaries. That portion of the defensive sector which is forward of the FEBA is called the security area. A commander to whom a defensive sector is assigned is responsible for maintaining security forces within his security area. A battalion defensive sector is shown graphically:
SECURITY AREA
FEBA
FEBA
MAIN BATTLE AREA
NOTE:
FM 101-5-1 (MCRP5-12A) and OH 6-1 contain additional tactical control measures and military symbols. Those publications should be used as the standard reference documents for graphic portrayal of military units and activities.
57
B130836
Tactical Tasks
Definition A tactical task is the specific activity performed by a unit while executing a form of tactical operation or form of maneuver. It may be expressed as enemy-, terrain-, or friendly-oriented tasks. Tactical tasks describe the results or effects the commander wants to achieve: the what and why of a mission statement. The following is a list of commonly used tactical mission tasks; this list is not all allinclusive. Terrain-Oriented Tactical Tasks Clear Control Occupy Reconnoiter Retain Secure Seize Friendly-Oriented Tactical Tasks Breach Cover Disengage Displace Exfiltrate Follow and Assume Follow and Support Guard Protect Screen
Enemy-Oriented Tactical Tasks Ambush Attack by Fire Block Breach Bypass Canalize Contain Destroy Disrupt Exploit Feint Fix Interdict Neutralize Penetrate Reconnoiter Rupture Support by Fire Suppress
58
B130836
Enemy-Oriented Tactical Tasks

Ambush A surprise attack by fire from concealed positions on a moving or temporarily halted enemy.
Attack By Fire
A tactical mission task in which a commander uses direct fires, supported by indirect fires, to engage an enemy without closing with him to destroy, suppress, fix, or deceive him
Block
A tactical mission task that denies the enemy access to an area or prevents his advance in a direction or along an avenue of approach.
Breach
The employment of any means available to break through or secure a passage through an obstacle.
59
B130836
Enemy-Oriented Tactical Tasks (Continued)

Bypass A tactical mission task in which the commander directs his unit to maneuver around an obstacle, avoiding combat with an enemy force.
Canalize
A tactical mission task in which the commander restricts enemy movement to a narrow zone by exploiting terrain coupled with the use of obstacles, fires, or friendly maneuver.
Contain
To stop, hold, or surround the forces of the enemy or to cause the enemy to center activity on a given front and to prevent the withdrawal of any part of the enemys force for use elsewhere.
Destroy
A tactical mission task that physically renders an enemy force combat-ineffective until it is reconstituted.
60
B130836

Disrupt A tactical mission task in which a commander integrates direct and indirect fires, terrain, and obstacles to upset an enemys formation or tempo, interrupt his timetable, or cause his forces to commit prematurely or attack in piecemeal fashion.
Exploitation
Taking full advantage of success in military operations, following up initial gains, and making permanent the temporary effects already achieved. Taking full advantage of any information that has come to hand for tactical, operational, or strategic purposes. See An offensive operation that usually follows a successful attack and is designed to disorganize the enemy in depth. A limited objective attack involving contact with the enemy, varying in size from a raid to a supporting attack. Feints are used to cause the enemy to react in three predictable ways: To employ reserves improperly. To shift supporting fires. To reveal defensive fires.
Comment [vma2]: Huh? See where?
Feint
Fix
A tactical mission task where a commander prevents the enemy from moving any part of his force from a specific location for a specific period of time.
Interdict
A tactical mission task where the commander prevents, disrupts, or delays the enemys use of an area or route.
61
B130836

Neutralize To render enemy personnel or material incapable of interfering with a particular operation.
Penetration
To break through the enemys defense and disrupt his defensive system.
Reconnoiter
A mission undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy or potential enemy. To create a gap in enemy defensive positions quickly. A tactical mission task in which a maneuver force moves to a position where it can engage the enemy by direct fire in support of another maneuvering force.
Rupture Support by Fire
Suppress
A tactical mission task that results in temporary degradation of the performance of a force or weapons system below the level needed to accomplish the mission.
62
B130836
Terrain-Oriented Tactical Tasks

Clear A tactical mission task that requires the commander to remove all enemy forces and eliminate organized resistance in an assigned area.
Control
A tactical mission task that requires the commander to maintain physical influence over a specified area to prevent its use by an enemy. A tactical mission task that involves a force moving into an area so that it can control the entire area. Both the forces movement to and occupation of the area occur without enemy opposition.
Occupy
Reconnoiter
To secure data about the meteorological, hydrographic or geographic characteristics of a particular area. A tactical task to occupy and hold a terrain feature to ensure that it is free of enemy occupation or use.
Retain
63
B130836
Terrain-Oriented Tactical Tasks (Continued)

Secure A tactical mission task that involves preventing a unit, facility, or geographical location from being damaged or destroyed as a result of enemy action.
Seize
To clear a designated area and obtain control of it.
64
B130836
Friendly-Oriented Tactical Tasks

Breach To break through or secure a passage through a natural or friendly obstacle. Offensive or defensive actions to protect the force.
Cover
Disengage
A tactical mission task where a commander has his unit break contact with the enemy to allow the conduct of another mission or to avoid decisive engagement. To leave one position and take another. Forces may be displaced laterally to concentrate combat power in threatened areas. The removal of personnel or units from areas under enemy control. A tactical mission task in which a second committed force follows a force conducting an offensive operation and is prepared to continue the mission if the lead force is fixed, attrited, or unable to continue.
Displace
Exfiltrate
Follow and Assume
Follow and Support
A tactical mission task in which a committed force follows and supports a lead force conducting an offensive operation
65
B130836
Friendly-Oriented Tactical Tasks (Continued)

Guard A form of security operation whose primary task is to protect the main force by fighting to gain time while also observing and reporting information and to prevent enemy ground observation of and direct fire against the main body by reconnoitering, attacking, defending, and delaying. A guard force normally operates within the range of the main bodys indirect fire weapons.
Protect
To prevent observation, engagement or interference with a force or location. A form of security operation whose primary task is to observe, identify, and report information, and which only fights in self-protection.
Screen
66
B130836
Fire Plan Overlay Symbols

Fireplan A tactical plan for using the weapons of a unit, integrating them with the fires assigned by higher authority of other supporting weapons, is known as a fire plan. Fire plans are normally prepared and submitted in overlay form. A point target is a target of such small dimension that it requires the accurate placement of ordnance to neutralize or destroy it. AB100
Point Target
Linear Target
A linear target is a target whose length is More than 200 meters. Less the 600 meters.
Targets longer than 600 meters will require fire support other than indirect fire or may be subdivided into multiple targets for attack with indirect fire. A linear target is designated on the target list or list of targets by Two grids. A center grid, length, and attitude. AB 1002
Rectangular Target
A rectangular target is a target wider and longer than 200 meters. It is designated on the target list or list of targets by Four grids. A center grid, length, width, and attitude. AB 1003
67
B130836
Fire Plan Overlay Symbols (Continued)

Circular Target A circular target is circular in nature or is vague as to its exact shape. It is designated by a center grid and a radius on the target list or list of targets.
AB 1004
Group of Targets
A group is two or more targets that are attacked simultaneously. Groups give the maneuver commander the ability to hit different enemy positions at the same time without having to request individual targets. A group of targets is designated by an alpha/numeric combination. It is depicted on a map as in the example below.
AB 1005 AB 1006 AB 1007 A 16
68
B130836

Series of Targets A series is a number of targets and/or groups of targets fired in a timed sequence to support a maneuver phase. A series is indicated by a nickname.
AB 1005 AB 1006 AB 1007
A 16 AB 1009 AB 1008
BOB Final Protective Fire (FPF) The FPF is normally drawn to scale as a linear target. The symbol used includes the Target number. Designator of FPF. System/unit to deliver the fires.
AC1015
FPF C/1/10
69
B130836

Target Reference Point (TRP) Maneuver elements use an easily identifiable TRP to orient direct-fire weapons systems. TRPs should be dually identified in terms of the direct-fire system and the target numbering system. The symbol is the same as that for a standard target with a target number and TRP letter. Only essential TRPs are integrated into the fire plan. TRP 1
NOTES: 1. The difference in rectangular symbol for a barrage and an area target is the numbering. That is, an area target will have a regular target designation, and a barrage will show the unit designated to fire that particular barrage. 2. Mortar concentrations and barrages are numbered clockwise, regardless of size.
70
B130836
Summary
The purpose of this programmed text has been to teach you to graphically portray units, installations, and activities on situation maps and overlays. The basic symbol diagram distinguishes the type of unit. The specific type is designated within the unit symbol. The unit size is shown above the unit symbol, and the weapons are diagrammed below. The unit designator (letter or number) is placed to the left of the unit symbol. The designators of senior units, up to the parent unit, are placed to the right. Most symbols for non-division units and for fortifications and obstacles are selfexplanatory. A situation map graphically represents the tactical, intelligence, and/or logistical situation as it exists at a particular time. The map employs all the unit and activity symbols as well as colors to distinguish friendly, enemy, contaminated, and obstacle areas. Present and proposed unit locations and various tactical control measures are all symbolized on the situation map. An overlay is a transparent or translucent medium upon which special military information has been plotted at the same scale of a map, photograph, or other graphic. Now proceed to the self-test. The answers are provided at the end of the programmed text. You should not refer to the answer key before you have attempted to solve the problems.
71
B130836
Self-Test
Self-Test Question 1 How many divisions are presently in the Marine Corps? Answer: ________________________________________ Self-Test Question 2 The 2d Marine Division is composed of the ___________________, __________________, and __________________ Marines (infantry regiments) and the __________________ Marines (artillery regiment). Self-Test Question 3 Company I is always in the __________________ Battalion. Self-Test Question 4 The 2d Battalion, 5th Marines contains the following companies: __________________, __________________, __________________, __________________, and __________________. Self-Test Question 5 Battery G is always in the __________________ Battalion. Self-Test Question 6 The 3d Battalion, 12th Marines is in support of the __________________ Marine Division. Self-Test Question 7 What are the complete written descriptions of the following units? a. ___________________
1/E/8 b. ___________________
72
B130836
Self-Test (Continued)
Self-Test Question 7 (Continued) c. ___________________
d. ___________________
Self Test Question 8 a. 2d Section, (Motorized) Antiarmor Platoon, Wpns Co, 3d Bn, 8th Mar, 2d Mar Div b. Btry A 1st Bn, 11 Mar, 1st Mar Div
Construct the unit symbols for the following units. c. Company B, 1st Bn, 8th Marines
d. 60mm Mortar Sect, Wpns Plt, Co G, 2d Bn, 7th Mar, 1st Mar Div
e. Command Post, Co F, 2d Bn, 3d Mar, 3d Mar Div
73
B130836
Self Test Question 9 What are the complete written descriptions of the following weapons? c. _____________ 2
a. _____________
b. _____________
d. _____________
e. _____________
Self Test Question 10 a. AT-4 rocket launcher in antitank role
Construct the symbols for the following weapons. c. .50 cal MG
b. Four 105mm howitzers
d. Two heavy mortars
74
B130836
Self Test Question 11 What are the complete written descriptions of the following symbols?
a. ____________ ____________ b. ____________ ____________

EN Y
c. ____________ ____________ d. ____________ ____________ e. ____________ ____________
Self Test Question 12
What color is used on a situation map to show enemy units, installations, or equipment? Answer: ______________________________________
A proposed or future location of a unit is shown with a _____________________________________ line symbol.
A transparent or translucent medium upon which special military information has been plotted at the same scale of a map is a/an _____________________________________.
75
B130836
Self-Test Answer Key

Self-Test Answer 1 How many divisions are presently in the Marine Corps? Answer: Presently the Marine Corps has four divisions (three active and one reserve). Self-Test Answer 2 The 2d Marine Division is composed of the 2d, 6th, and 8th Marines (infantry regiments) and the 10th Marines (artillery regiment). Self-Test Answer 3 Self-Test Answer 4 Company I is always in the 3d Battalion. The 2d Battalion, 5th Marines contains the following companies: E, F, G, Weapons Company, and Headquarters Service Company. Self-Test Answer 5 Self-Test Answer 6 Battery G is always in the 2d Battalion. The 3d Battalion, 12th Marines is in support of the 3d Marine Division. Self-Test Answer 7 What are the complete written descriptions of the following units? a. 3d Sqd, 1st Plt, Co E, 2d Bn, 8th Mar, 2d Mar Div 3 1/E/8 b. Co A, 2d LAR Bn, 2d Mar Div A 2
76
B130836
Self-Test Answer Key (Continued)

Self-Test Answer 7 (Continued) c. Enemy artillery battery
d. Combat engineer section
Self Test Answer 8 a. 2d Section, (Motorized) Anti-armor Platoon, Wpns Co, 3d Bn, 8th Mar, 2d Mar Div b. Btry A 1st Bn, 11 Mar, 1st Mar Div
Construct the unit symbols for the following units. c. Company B, 1st Bn, 8th Marines
2 Wpns/3/8
11
d. 60mm Mortar Sect, Wpns Plt, Co G, 2d Bn, 7th Mar, 1st Mar Div
60mm
G/7
e. Command Post, Co F, 2d Bn, 3d Mar, 3d Mar Div F 3
77
B130836

Self Test Answer 9 What are the complete written descriptions of the following weapons? 2 c. Mk19 40mm grenade launcher
a. Two 7.62mm machine guns
b. TOW antitank missile
d. Light howitzer (105mm)
e. 81mm mortar
Self Test Answer 10 a. AT-4 rocket launcher in antitank role
Construct the symbols for the following weapons. c. .50 cal MG 84
b. Four 105mm howitzers
d. Two heavy mortars
78
B130836

Self Test Answer 11 What are the complete written descriptions of the following symbols?
a. Four assault amphibian vehicles (AAVs)
c. Double concertina wire
b. Heavy tank (M1A1)
d. Antitank ditch
EN Y
e. Enemy strongpoint
Self Test Answer 12
What color is used on a situation map to show enemy units, installations, or equipment? Answer: Red is used on a situation map to show enemy units, installations, or equipment
Self Test Answer 13
A proposed or future location of a unit is shown with a broken line symbol.
Self Test Answer 14
A transparent or translucent medium upon which special military information has been plotted at the same scale of a map is a/an overlay.
79
B130836
References
Reference Number or Author MCWP 3-1, MCRP 5-12 A MCRP 5-12 C MCDP 1-0 Reference Title Ground Combat Operations Operational Terms and Graphics Marine Corps Supplement To The Department Of Defense Dictionary Of Military And Associated Terms Marine Corps Operations

Term or Acronym AA AAV Bn Arty Aslt BLT Bn & Div HQ BP CFL Combat Engr Bn Comm Co CP CP ENY FCL FEBA FPF FSCL H&S Co HQ Co LAR Bn LD LU LZ MAGTF Mar Div MEF MEU MP Co Obj PD PL Pos Definition or Identification assembly area Amphibious assault vehicle battalion artillery assault battle landing team Battalion and division headquarters battle position coordinated fire line Combat engineer battalion Communications company command post check point enemy final coordination line forward edge of the battle area final protective fire fire support coordination line Headquarters and Service Company Headquarters company Light armored reconnaissance battalion line of departure linkup point landing zone Marine Air Ground Task Force Marine division Marine Expeditionary Force Marine Expeditionary Unit Military police company objective point of departure phase line position
80
B130836
Glossary of Terms and Acronyms (Continued)

Term or Acronym PP Recon Bn Rein RFL RP SPI SVC Co TRP UDP Wpns Co Definition or Identification passage point Reconnaissance battalion reinforced restricted fire line release point self paced instruction Service company target reference point Unit Deployment Program Weapons Company
Notes
81
B141116
Marine Corps Education Programs

Introduction The purpose of this lesson is to familiarize you with the various Marine Corps education programs in order to provide information to your Marines. This lesson covers both degree seeking programs for enlisted Marines and education benefits that are available for all Marines. This lesson covers the following topics: Topic Military Academic Skills Program (MASP) US Naval Academy/Preparatory School (USNA/NAPS) Marine Corps Enlisted Commissioning Program (MECEP) Broadened Opportunity for Officer Selection and Training (BOOST) Marine Option Naval Reserve Officers Training Corps (ROTC) Staff Noncommissioned Officer Degree Completion Program (SNCODCP) Marine Corps Lifelong Learning Program Veterans Educational Assistance Benefits Summary References Glossary of Terms and Acronyms Notes Page 4 4 5 6 7 8 9 9 10 10 11 11
Importance
In This Lesson
MARINE CORPS EDUCATION PROGRAMS B141116 STUDENT HANDOUT
B141116
B141116
Marine Corps Education Programs (continued)

Learning Objectives Terminal Learning Objective MCCS-LDR-1004 Without the aid of reference, describe Marine Corps education programs to coordinate academic assistance for Marines.
Military Academic Skills Program (MASP)

Purpose The Military Academic Skills Program (MASP) is a 4-week education program designed to increase the skill levels of Marines in the areas of reading, mathematics, and communication/writing. It is designed to improve competence, promotion potential, and reenlistment potential of individual Marines in order to strengthen the enlisted personnel base of the Marine Corps. MASP is not meant to be a general educational development (GED) preparation course. Marines who have reading, mathematics, or communications skills below the 10th grade level or a general technical (GT) score of 99 or below are eligible to attend MASP. Anyone can refer a Marine to MASP based on the observation of that Marine. A Marine can also be selfreferred to MASP.
Eligibility
Application
US Naval Academy and Preparatory School (USNA/NAPS)

Purpose USNA/NAPS provide an opportunity for qualified Marines to embark on careers as officers. If accepted, students are considered midshipmen, US Navy, receiving appropriate midshipmen pay, tuition, and room and board. To apply for USNA/NAPS, Marines must: Be a US citizen. Be at least 17 years of age but less than 22 by 1 July of the year entering (can not be waived). Be medically qualified. Not be pregnant. Be unmarried. Have no dependent children for which they are legally responsible. Have good moral character. Be motivated. Have a combined SAT score of 1050 or ACT score of 45.
Requirement
B141116
B141116
US Naval Academy and Preparatory School (USNA/NAPS) (Continued)

Application Regular and reserve Navy and Marine Corps service members compete for 170 appointments by applying via their commanding officers in accordance with MCO 1530.11 series. The commanding officers endorsement must accompany the application. The NAPS provides an excellent means to get back into the school environment for service members who have been out of the classroom. It prepares selected candidates morally, mentally, and physically with emphasis on strengthening the academics foundation of individuals for accession through the US Naval Academy. The ten-month course emphasizes preparation in English composition, mathematics, chemistry, physics, and information technology.
Marine Corps Enlisted Commissioning Program (MECEP) (Continued)

Eligibility (Continued) Application Agree to reenlist or extend to have 6 years obligated service upon assignment to college. Not have unsatisfactorily participated in any other officer commissioning program. Be able to obtain a SECRET clearance.
Preparatory School
The US Marine Corps solicits applications through MCO 1560.15L and annual Marine Corps bulletins. All Marines selected for participation in MECEP are assigned to attend a 9-week MECEP preparatory school prior to reporting to their college or university unless waived by Marine Corps Recruiting Command or the MECEP selection board.
Preparatory School
Marine Corps Enlisted Commissioning Program (MECEP)

Purpose MECEP is designed to provide outstanding enlisted Marines the opportunity to become Marine Corps officers. Selection is based on potential for commissioned service as demonstrated by the Marines service record, previous academic record, and evidence of career and academic self-improvement. To apply, Marines must: Be a US citizen. Be active duty. Be a corporal or above. Be at least 20 years of age but less than 26 by the year applying. Meet physical standards. Have been in the top 50 percent of their high school class or successfully passed the GED with a minimum score of 75 percent in each of the five areas of the GED requirement. Have a minimum combined SAT score of 1000, minimum 400 verbal (waiverable if EL is 115 or higher on the Armed Services Vocational Aptitude Battery).
Broadened Opportunity for Officer Selection and Training (BOOST)

Purpose The BOOST program provides an opportunity for personnel of educationally deprived or culturally differentiated backgrounds to compete more equitably for selection to commissioning programs. To apply, Marines must: Application Be active duty or active reserve. Be a lance corporal or above. Have one year of active duty completed after recruit training. Be at least 19 years of age but no older than 25. Have a high school diploma or GED equivalent with a minimum score of 45 percent in each of the five areas. Have a SAT score with a minimum of 800 combined or a minimum EL of 110 on the Armed Services Vocational Aptitude Battery. Agree to reenlist/extend to have 3 years obligated service upon assignment to BOOST. Be a US citizen. Be eligible to receive a SECRET clearance. Be medically qualified.
Eligibility
Eligibility
The USMC solicits applications through MCO 1560.24D and annual Marine Corps bulletins.
B141116
B141116
Broadened Opportunity for Officer Selection and Training (BOOST) (Continued)

Preparatory School Based on academic evaluations, Marines selected for BOOST attend a 3-, 6-, or 9-month preparatory school. Upon completion of the BOOST program, Marines are assigned to another commissioning program.
Staff Noncommissioned Officer Degree Completion Program (SNCODCP)

Purpose The SNCODCP provides SNCOs the opportunity to obtain a degree which fulfills Marine Corps requirements and concurrently satisfies personal educational goals. The SNCODCP is based on the need for SNCOs with skills in specific educational disciplines above those associated with normal grade and military occupational specialty (MOS) requirements. To apply, Marines must: Be active duty. Be staff sergeant through master sergeant. Have sufficient college credit to obtain a degree within 18 months. Be accepted to an accredited college. Have an associates degree or at least 2 years advanced standing towards a baccalaureate degree. Be accepted in a degree program designed to fill a specific discipline to which the Marine Corps is petitioning. Be a single major study area with a minimum of 24 semester hours.
BOOST Completion
Marine Options Naval Reserve Officers Training Corps (ROTC)

Purpose The purpose of the Marine Option Naval Reserve Officer Training Corps Program is to educate and train highly qualified young men and women for careers as commissioned officer in the US Marine Corps. To apply, candidates must: Be US citizens. Not have reached their 27th birthday by June 30 of the year in which college graduation and commissioning is anticipated. (Applicants who have prior active duty military service may be eligible for age adjustments for the amount of time equal to their prior service on a month-for-month basis, for a maximum of 36 months, provided they do no reach their 30th birthday by June 30 of the year in which graduation and commissioning are anticipated.) Be a high school graduate or possess a GED. Be physically qualified by Navy or Marine Corps standards. Apply for and gain admission to NROTC colleges. Achieve a SAT score of 1000 combined or an ACT score of 45 combined.
Eligibility
Eligibility
Application
The USMC solicits applications per MCO 1560.21D and annual Marine Corps bulletins. Upon completion of degree requirements, a new primary or additional MOS is assigned that is commensurate with the participants field of study. Assignment to the payback tour is made based on the needs of the Marine Corps.
SNCODCP Completion
Application
The Marine Corps conducts two selection boards per year. While attending a university as a scholarship student, active duty Marines who are selected as Marine Option NROTC scholarship recipients are released to the inactive ready reserve (IRR) and do not receive active duty pay and allowances. Midshipmen receive full tuition, books, and a monthly stipend.
B141116
B141116
Marine Corps Lifelong Learning Program

Purpose The Marine Corps Lifelong Learning Program provides personal and professional learning opportunities to the Marine Corps community. The program is available to all active duty Marines and provides up to 100 percent (not to exceed $4500 per year) of the cost of any off-duty or voluntary education at accredited colleges and universities. Enlisted Marines incur no additional service obligation; officers incur two additional years obligated service from the completion of the course for which tuition assistance is used.
Veterans Educational Assistance Benefits (Continued)

Montgomery GI Bill The modern GI Bill is for service members who entered active duty after 30 June 1985 and contributed $1200 during their first year of service. Benefits are available after continuous service of 3 years or entitlements remained from a Vietnam Era GI Bill. The Montgomery GI Bill provides up to 36 months of education benefits and is good for 10 years from date of release from active duty (extensions are available). The service member must have received an honorable discharge and have a high school diploma or GED. For a $600 contribution made while on active duty, Marines receive an additional $5400 in GI Bill benefits. The increased benefit is only payable after leaving active duty.
Tuition Assistance
$600 Buy-up Program Defense Activities for Non-Traditional Education Support (DANTES) DANTES provides nationally recognized examination and certification programs and facilitates the availability of independent study courses, distance learning programs, external degree programs from civilian educational institutions, and contracts various examination programs. The United States Military Apprenticeship Program (USMAP) is a formal military training program that provides active duty Marines the opportunity to improve their job skills and to complete their civilian apprenticeship requirements while they are on active duty. The US Department of Labor (DOL) provides the nationally recognized Certificate of Completion upon program completion.
Summary
This lesson covered both degree seeking opportunities and the education benefits available to Marines. These programs allow officers to instill the lifelong learner concept in subordinates.
United States Military Apprenticeship Program
References
Reference Number or Author MCO 1530.11G MCO 1560.15L MCO1560.21D MCO 1560.24D MCO1560.25C MCO 1560.28B Reference Title Application for Nomination to the US Naval Academy and Naval Academy Preparatory School Marine Corps Enlisted Commissioning Education Program Staff Noncommissioned Officer Degree Completion Program Broadened Opportunity for Officer Selection and Training Marine Corps Lifelong Learning Program Veterans Education Assistance Benefits
Veterans Educational Assistance Benefits

Purpose Veterans educational assistance benefits provide information on educational benefits available to veterans. This program is known as the Vietnam Era GI Bill. It applies to service members who entered the service between 1 January 1977 and 30 June 1995 and started contributing before 1 April 1987. VEAP provides 1 to 36 months of benefits depending on contribution and is good for 10 years from date of release from active duty (extensions are available). This program may only be used if the service member is discharged for any reason other than dishonorable.
Veterans Educational Assistance Program (VEAP)
10
B141116

Term or Acronym BOOST DANTES DOL GED GT IRR MASP MCO MECEP NAPS NROTC ROTC SAT SNCO SNCODCP US USMAP USNA VEAP Definition or Identification Broadened Opportunity for Officer Selection and Training Defense Activities for Non-Traditional Education Support Department of Labor General Educational Development General technical Individual ready reserve Military Academic Skills Program Marine Corps Order Marine Corps Enlisted Commissioning Education Program United States Naval Academy Preparatory School Naval reserve officers training corps Reserve officers training corps Scholastic Aptitude Test Staff noncommissioned officer Staff Noncommissioned Officer Degree Completion Program United States United States Military Apprenticeship Program United States Naval Academy Veterans Educational Assistance Program
Notes
11
B1Z0615
Role of the Chaplain

Introduction The Chaplain Corps is directed to provide religious ministry and ensure the free exercise of religion for military members. Knowing your Marines and their spiritual condition is as important as knowing their performance level. The Chaplain is here to assist you in knowing your Marines. Having a Chaplain Corps is of vital importance to maintaining religious freedom within the Department of the Navy. It serves not to force faith on Sailors and Marines but to guarantee that they may worship while serving their country. Some of the information in this lesson can give you, as a leader, an edge on understanding the purposes for having chaplains and what their roles are while serving as special staff officers. Also, this lesson discusses the entire religious ministry concept and how it can help you as a company grade officer. This lesson covers the following topics: Topic What is a Chaplain? What do They do? What is a Command Religious Program? What is a Religious Ministry Team? Summary References Glossary of Terms and Acronyms Notes Page 3 3 4 4 4 5 5
Importance
In This Lesson
ROLE OF THE CHAPLAIN B1Z0615 STUDENT HANDOUT
Learning Objectives
Enabling Learning Objective: MCCS-LDR-1001a Without the aid of references, describe the role of the Chaplain, to support personal, family, and Marine problem solving.
B1Z0615
B1Z0615
What is a Chaplain? What do they do?

The chaplain serves as an ethical and spiritual advisor to the commanding officer and as a pastor, counselor and educator to the command. Chaplains provide religious services and/or sacraments to those of their own faith group. They also facilitate the free exercise of religion of those of other faith groups while providing care and counsel to all regardless of religious affiliation. Chaplains are members of the clergy who volunteer to minister within the military service. They bring special talents and abilities to the battlefield that are extremely useful to the commander. They have a unique viewpoint of the human soul. This ability to provide soulful care is a force multiplier to the commander that many do not fully utilize. Use your chaplains as another set of eyes on the welfare of your unit. Also, seek them for your own benefit. They can often be a source of unbiased, wise counsel. With this understanding of the chaplains role, the most important thing to remember is that all meetings with the chaplain are completely confidential.
What is a Religious Ministry Team?

The religious ministry team (RMT) consists of chaplains, religious program specialists (RPs), and volunteer lay leaders from the unit. Religious Program Specialist RPs are not required to be religious. They assist the chaplain daily providing support which may include but is not limited to Providing administrative support. High-Mobility Multipurpose Wheeled Vehicle (HMMWV) licensed driving. M16 and pistol qualified due to combatant status. Chaplains are not combatants; therefore, the RP protects the chaplain in a hostile situation. Rig for services whether in a chapel or in a field environment.
What is a Command Religious Program?

The commanding officer of the unit to which the chaplain is assigned is responsible for the Command Religious Program. The Command Religious Program consists of these tasks: Advising the commanding officer and other members of the command on religious and morale issues. Conducting divine services and administering the sacraments. Pastoral care and counseling. Deck plate ministry (workspace, field, hospital visits, etc.). Religious education (Bible study, baptisms, marriage seminars). Professional military education (PME) on subjects such as suicide prevention, ethics/core values, combat stress management, warrior transition, world religions, and pre- and post-deployment briefs.
Volunteer Lay Leaders
The right to free exercise of religion ensures that individuals belonging to a faith group with no chaplain present can worship according to their own tradition. Command endorsed lay leaders normally function in expeditionary settings; e.g., in the field, on board ship. However, lay leaders may function in garrison if their faith group is not represented in the base chapel or community.
Summary
This lesson has covered the role of the chaplain, the command religious program, and the religious ministry team. These are valuable resources for you at TBS and as future leaders of Marines.
References
Reference Number or Author MCO 3500.44B Reference Title Religious Ministry Team Training and Readiness Manual
B1Z0615

Term or Acronym PME RMT RP HMMWV Definition or Identification Professional military education Religious ministry team Religious program specialist High-Mobility Multipurpose Wheeled Vehicle
Notes
ANTITERRORISM/ FORCE PROTECTION (AT/FP) B4S5459 STUDENT HANDOUT
B4S5459
Antiterrorism/Force Protection
Antiterrorism/Force Protection (AT/FP)

Introduction Over the past three decades, terrorists have committed acts of extreme violence to further a variety of goals. As representatives of the United States, we are all potential victims of a terrorist attack. Terrorism may be the greatest threat our country currently faces. Terrorists have reached new levels of organization, sophistication, and violence. Their tactics and techniques will continue to evolve. An understanding of terrorist organizations and how they operate will enable us to better protect ourselves against terrorist attacks. This class will examine the principles and philosophies of terrorism to help you understand the motivations of terrorist groups. This lesson covers the following topics: Topic Definition/Origins of Terrorism Perspectives and Ideologies Support Mechanisms Goals of Terrorism Organization of Terrorist Groups Understanding Terrorist Operations Measures to Combat Terrorism Physical Security Personnel Security Significant Incidents Summary References Glossary of Terms and Acronyms Notes Page 5 6 7 8 9 10 14 16 17 18 26 26 27 27
Importance
In This Lesson
Basic Officers Course
B4S5459
Learning Objectives
Terminal Learning Objectives MCCS-ATFP-1004 Without the aid of references, describe the characteristics of terrorism without error. MCCS-ATFP-1005 Without the aid of references, execute measures of self-protection against terrorist attacks without error. MCCS-ATFP-1006 Without the aid of references, describe the "Guardian Angel" Concept without error. MCCS-ATFP-2101 Without the aid of references, employ measures to combat terrorism without error. MCCS-LDR-1014. Without the aid of reference, perform operational security (OPSEC) without error. Enabling Learning Objectives MCCS-ATFP-1004a Without the aid of reference, define terrorism without error. MCCS-ATFP-1004b Without the aid of reference, describe the goals of terrorism without omission. MCCS-ATFP-1004c Without the aid of reference, describe terrorist ideologies to minimize terrorist threat to personnel and equipment. MCCS-ATFP-1004d Without the aid of reference, describe terrorist operations to minimize terrorist threat to personnel and equipment. MCCS-ATFP-1005a Given a terrorist threat, during operations or daily routine, apply self protective measures to remain a hard target. MCCS-ATFP-1005b Given a terrorist threat, during operations or daily routine, safeguard personal property to prevent loss or damage due to terrorist acts. MCCS-ATFP-2101a Without the aid of references, define anti-terrorism, without error. MCCS-ATFP-2101b Without the aid of references, define counter-terrorism, without error.
B4S5459
Learning Objectives (Continued)
Enabling Learning Objectives MCCS-ATFP-2101c Without the aid of references, describe operational security, without omission. MCCS-ATFP-2101d Without the aid of references, describe physical security, without omission. MCCS-ATFP-2101e Without the aid of references, describe personal security, without omission. MCCS-ATFP-2101f Given a terrorist threat, identify physical security measures to protect an installation from terrorist attack. MCCS-LDR-1014a. Without the aid of reference, define operational security without error.
B4S5459
Definition/Origins of Terrorism
Terrorism is the calculated use of unlawful violence or threat of unlawful violence to inculcate fear; intended to coerce or to intimidate governments or societies in the pursuit of goals that are generally political, religious, or ideological. A terrorist group is any element regardless of size or espoused cause, which repeatedly commits acts of violence or threatens violence in pursuit of its political, religious, or ideological objectives. Terrorism has been a traditional tactic of the weak since the beginning of recorded history. In 50 B.C., Julius Caesar, who was himself held hostage as a young boy, practiced the taking of political prisoners to ensure obedience of conquered tribes. Other Roman emperors such as Tiberius (A.D. 14-37) and Caligula (A.D. 37-41) used banishment, expropriation of property, and execution as means to discourage opposition to their rule. History also shows that Americans have been subject to terrorist attacks since the birth of our nation. On 30 November 1782, a tentative peace treaty with the British was signed, and the new nation quickly disbanded its military establishments. In September 1783, the last Continental Marine officer was discharged. The United States soon learned, however, that a nation unable to defend itself fell prey to every bully on the globe. In July of 1785, 21 American sailors were taken hostage in the Middle East. After ten years of secret negotiations had failed, the United States Congress appropriated $10 million (20 percent of the government's total revenue) to ransom those who had not already perished. That same year, Congress authorized the construction of six naval frigates, reestablishing the United States Navy. The commissioning of these ships and a 1798 congressional act "establishing and organizing a Marine Corps" were accomplished to project U.S. power abroad in response to piracy and terrorism on the high seas. Modern terrorism has its roots in the French Revolution. The period from 5 September 1793 to 27 July 1794 is known as the "Reign of Terror." Terrorism was advocated as a method of encouraging revolutionary virtue. During this period, over 200,000 people were arbitrarily arrested; no fewer than 16,000 French men and women were executed by guillotine. This was the first time in history that the use of violence and fear to attain political goals was labeled as terrorism. Volumes could be written on the history of terrorism and its evolution toward the violent political tool it has become today. Four major events in post-World War II history have directly fueled present-day terrorism: The success of the communist insurgent movements in China, Cuba, Rhodesia, Angola, and Nicaragua, proving that relatively small, poorly equipped movements with proper leadership can defeat larger established powers. These countries now provide footholds in their respective regions for the spread of communism. Although the fall of the Soviet Union has lessened communist inspired terrorism, many movements worldwide are still seeking to create a "true" communist state.
B4S5459
Examples are Sendero Luminoso (Shining Path) in Peru, Asala in Armenia, and the Red Brigade of Italy. The disastrous consequences, from the Pan-Arab point of view, of the Zionist movement and the resulting Arab-Israeli wars. The Arab defeats of the 1960s and 1970s demonstrated the futility of attempts to remove Zionists through conventional tactics. Arab nations used terrorism to attempt to destroy Israel through surrogacy. The civil unrest that was so pervasive during the 1960s and 1970s attracted many young people to radical causes. Issues such as human rights, environmental concerns, political radicalism, and anti-Vietnam war fervor amplified this unrest. Organizations that formed as a result of this social turmoil included the Weather Underground, the Japanese Red Army, and Symbionese Liberation Army (SLA). The rise of ethnic nationalism following the fall of the Soviet Union spawned a multitude of terrorist acts and movements. Examples include Serb state-directed terrorism in Bosnia, numerous incidents in Somalia and Rwanda, and terrorist campaigns in the former Soviet states of Georgia and Azerbaijan.
In addition to these four events, the development of the terrorist's most powerful tool, modern electronic media, greatly enhanced the impact of terrorism. Any act of violence is sure to attract millions of television viewers. The terrorist is able to capitalize on this by gaining widespread recognition and intimidating large populations.
Perspectives and Ideologies

Terrorism can be an emotional topic because different people will view the same act and interpret it according to their own values, experience, and prejudice"One man's terrorist is another man's freedom fighter." The differences between the freedom fighter and terrorist might sometimes appear clouded, but the philosophical differences are stark and fundamental. Terrorists deliberately target innocent noncombatants. A freedom fighter will adhere to international law and civilized standards of conduct. Freedom fighters will attack military targets; noncombatant casualties are an aberration, attributed only to the chaos of war. Ideology is defined as a collection of beliefs or values characteristic of an individual, group, or culture. The ideology of a terrorist group is what binds together the members and justifies the use of violence to attain objectives. The ideology, which motivates a terrorist, can be broken into four general categories:
B4S5459
Political. The beliefs of terrorist groups can range from the far left to the far right. The table below cites some examples of different political ideologies. Political Ideology Marxist Leninist Maoist Description Believe in a revolution of the urban workers led by a small group of revolutionary elite Similar to Marxist-Leninists Seek to foment revolution from the rural areas by rallying the peasants. The revolution will then encircle the urban areas Attempt to join all aspects of society under one supreme leader who is morally and legally authorized to make all decisions for the good of the state Typically believe in merging of state and business leadership
Fascist
Dictatorships
Nationalist-Separatist. Nationalist-separatists are devoted to the interests or culture of a group of people or a nation. Typically, nationalists share a common ethnic background and wish to establish or regain a homeland. Religious. Throughout history, religion has provided the impetus for many violent excesses. Religious terrorist groups often view modernization efforts as corrupting influences on their society or traditional religious culture. Special Interest. Various other groups such as radical environmentalists, antiabortionists, and anti-vivisectionists (opposed to experimentation on live animals) resort to terrorism.
Support Mechanisms
Terrorist organizations can be labeled according to how they receive support. The three basic categories into which most terrorist organizations will fall are:
State Directed
This organization's activities are conducted primarily at the direction of a controlling state. The group may even be an element of the state's security organization. These groups often represent the "establishment" in their long-range objectives. This group receives substantial outside support, but its actions are autonomous. Its support may be conditional on certain political objectives, though the group has discretion on how these objectives will be achieved. Most terrorist organizations today are state supported.
State Supported
B4S5459
Non-State Supported
This terrorist organization receives no external support and is the most dangerous type of terrorist organization. The group must justify its actions only to itself; it has no obligation to adhere to any standards of conduct. The nonstate supported terrorist organizations ability to sustain itself creates an extreme challenge to any attempt to eliminate the group. The New Peoples Army (NPA) of the Philippines and The Shining Path (Sendero Luminoso) in Peru are examples of non-state supported terrorist groups.
Goals of Terrorism
The long-range goals of terrorism will generally fall into one of three broad categories: Revolutionary: Terrorism is used to force the complete overthrow of an existing government. Sub-revolutionary: Terrorism is used to influence the government against its will. Most nationalist terrorist movements around the world are this type. The changes sought are usually political, social, or economic in nature. Establishment: A regime directs terrorism against its enemies within its borders or abroad in order to protect the state from dissenting influence. Right-wing death squads in El Salvador prior to the Durate regime are considered establishment-type terrorists.
A terrorist group cannot expect to achieve its long-range goals by a single action. Terrorist groups, therefore, have typical immediate goals, which will support their longrange objectives. These typical immediate goals are to Obtain worldwide or local recognition for their cause Cause an overreaction by the government Harass, weaken, or embarrass government security forces Obtain money and/or equipment Destroy facilities and disrupt lines of communication Discourage foreign investment and assistance programs Influence government decisions Free prisoners Satisfy vengeance Turn the tide in a guerrilla war
B4S5459
Organization of Terrorist Groups

Because of the clandestine nature of terrorist groups, the driving consideration behind their organization is security. The basic operational unit within the organization is the cell. While the size of the cell varies, a working figure of three to five members is generally used. The number and size of individual cells are dependent on various factors: Function. The cell is task organized toward a specific job or mission. For example, a cell that constructs a bomb might only contain one or two members, while the size of the cell that will plant the bomb might be much larger, depending on the security posture of the target. Government security forces. The efficiency of security measures employed by the government in the terrorist's operational area will affect the organization's size. Typically, the larger a group is, the more susceptible it is to compromise. Sophistication of the group. The more experienced an organization is, the more efficiently it can operate. Because of their superior communication capability, sophisticated organizations generally have smaller cells than less experienced organizations.
The types of cells found in a well-organized terrorist group will normally include the Operational cell: The action arm of the group; it conducts the operational activities for the organization. Intelligence cell: The most highly trained and valuable of the group's cells; it performs reconnaissance and surveillance. Auxiliary cell: Generally provides logistical support for the group; it is normally larger and less compartmentalized than the other cells and may consist entirely of terrorist sympathizers rather than active cadre.
A typical terrorist group is organized in a pyramid configuration, similar to most military organizations. At the top will be a command responsible for ideological and political direction as well as operational planning. Sub-commands are responsible for cells within their area of influence. At the base are the individual cells. Communication between cells is clandestine. Members of adjacent cells will not know one another or the members from whom they take orders to ensure operational security.
B4S5459
Understanding Terrorist Operations

As a Marine officer, you are familiar with the philosophy of warfighting outlined in MCDP 1. So is the terrorist. Without the benefit of our publications and formal schooling, necessity has driven him to adopt a maneuverist's approach. The terrorist, numerically and materially inferior to the established military or security forces he strives to defeat, seeks success not through the physical destruction of his enemy, but through the erosion of his enemy's moral ability to resist. The terrorist Chooses targets that will have a maximum psychological impact Methodically studies his enemy for any sign of weakness that he can exploit Will generally avoid decisive confrontations with military or paramilitary forces Seeks to circumvent his enemy's strength through surprise, boldness, and his own ability to leave the attack site before his enemy can react Fully understands his own strengths and weaknesseshis success bears testimony to this
We must respect the tactical and strategic capabilities of terrorists. Remember that as terrorists they do not differentiate between combatants and noncombatants. Their willingness to wage battle without regard for the lives or property of innocent individuals has made us all vulnerable to their violent, unlawful activity. Regardless of your job or place of work, you must understand how the terrorist operates in order to minimize the threat to you and your Marines. This class is designed to help you understand the planning and execution of a terrorist operation so you can determine defensive measures you and your unit might employ to minimize the threat of terrorist attacks. Although attacks carried out by terrorists cover a broad spectrum of acts, a few operational characteristics are common to virtually all terrorist attacks. Terrorist operations are Dynamic Terrorist operations are considered dynamic because of the instant, intense interaction with large populations that modern electronic media provides. Terrorist operations are, by definition, simple because they are relatively easy to command, control, and support. Imagine the difficulties a covert organization would have orchestrating and conducting a complex operation involving a large number of individuals in a hostile environment. Terrorists try to keep operations simple and limit the numbers involved to small groups of well-trained and dedicated individuals.
Relatively Simple
10
B4S5459
Usually hit and run
Designed for their impact
By design, terrorist operations are always offensive. The terrorists have neither the manpower nor logistical support to stand toe-to-toe with government forces. By using hit and run tactics, the terrorist will use his smaller size and mobility to an advantage over larger, often cumbersome government forces. Terrorist operations are designed for maximum impact on the population; this impact goes beyond the immediate victims of the attack. Consider the difficulties and delays often experienced while traveling overseas by commercial aircraft because of increased security measures. Additionally, x-ray machines, metal detectors, other sophisticated detection equipment, and the personnel to operate them are costlyan economic impact.
Though simple by design, terrorist operations are planned to the finest detail. Extensive intelligence and sound operational considerations support this planning. The terrorists cannot afford failure. When they fail, they lose credibility and may suffer a loss in popular support. Small, specially trained elements that are task organized from the operations, intelligence, and auxiliary cells conduct terrorist operations. Normally, at least three units are involved in the actual execution of a terrorist act: command, assault, and security, in keeping with the principle of simplicity while providing an offensive capability. Terrorists employ strict security measures throughout the planning and conduct of the operation. Terrorists Use the principle of compartmentalization. Each element is isolated from the others during the planning and rehearsal stages to prevent information leaks and compromise. Consider multiple targets. The primary target is not confirmed until the last possible moment. Several teams train to attack various targets without individual teams knowing about the other operations. One attack group can act as a diversion for the others, increasing the likelihood of a successful attack.
The most important characteristic of a terrorist group's operation is that they target the weak and undefended. Terrorists will attack the easiest target that will make maximum impact.
11
B4S5459
Common terrorist acts include:
Bombings
Kidnappings and Hostage-Takings
Bombings are the most common type of terrorist act. The purpose of a bombing is to gather headlines, create fear, and destroy personnel and property. Relatively low-risk and inexpensive, bombings provide an excellent way for a small, relatively weak organization to attack a stronger opponent. Bombs may range from small soap dish-type devices to vehicles carrying tons of explosives. From watching the media, we are all familiar with the variety of methods terrorist groups use to plant explosive devices. Terrorists use kidnappings and hostage takings to establish a bargaining position and elicit publicity. Although kidnapping is one of the most difficult acts for a terrorist group to accomplish, if it is successful, it can gain a terrorist group money, release of jailed comrades, and publicity for an extended period of time. Hostage-taking involves the seizure of a facility or location and the taking of hostages. Unlike kidnapping, hostage taking provokes a confrontation with the authorities. It forces authorities to either make dramatic decisions or comply with the terrorists demands. Hostage-taking is overt and designed to attract media attention. The terrorists intended target is the audience affected by the hostages confinement, not the hostage himself. Armed attacks include raids and ambushes. Assassinations are the killing of a selected victim, usually by bombings or small arms. Drive-by shootings are a common technique employed by loosely organized terrorist groups. Historically, terrorists have assassinated specific individuals for psychological effect. Incendiary devices are cheap and easy to hide. Arson and firebombings are easily conducted by terrorist groups that may not be as well organized, equipped or trained as major terrorist organizations. Arsons or firebombings against utilities, hotels, government buildings or industrial centers are common tactics used by terrorists to portray an image that the ruling government is incapable of maintaining order.
Armed Attacks and Assassinations
Arsons and Firebombings
12
B4S5459
Hijackings and Skyjackings
Hijacking is the seizure by force of a surface vehicle, its passengers and/or cargo. Skyjacking is the taking of an aircraft, which creates a mobile, hostage barricade situation. It provides terrorists with hostages from many nations and draws heavy media attention. Skyjacking also provides mobility for the terrorists to relocate the aircraft to a country that supports their cause and provides them with a human shield, making retaliation difficult. On 11 September 2001, commercial airplanes were skyjacked, but only to gain control of the aircraft. The terrorists intent was not to create a hostage situation, but to ensure the passengers did not interfere with their desire to crash the aircraft into their intended targets. In addition to the acts of violence discussed, numerous other types of violence exist under the framework of terrorism. Terrorist groups conduct maimings against their own people as a form of punishment for security violations, defections, and informing. Terrorist organizations also conduct robberies and extortion when they need to finance their acts and are without sponsorship from sympathetic nations. Cyber terrorism is a new, increasing form of terrorism that targets computer networks. Cyber terrorism allows terrorists to conduct their operations with little or no risk to themselves. It also provides terrorists an opportunity to disrupt or destroy networks and computers. The result is interruption of key government or business-related activities. Although this type of terrorism lacks a high profile compared to other types of terrorist attacks, its impact is just as destructive. Historically, terrorist attacks using chemical, biological, radiological, and nuclear devices have been rare. These devices are also referred to as weapons of mass destruction (WMD) due to their ability to produce a large number of casualties. It is believed that future terrorist groups will have greater access to WMD because unstable nations or states may fail to safeguard their stockpiles of WMD from accidental losses, illegal sales, or outright theft. Although an explosive nuclear device is believed to be beyond the scope of most terrorist groups, chemical, biological or radiological dispersion weapons that use nuclear contaminants are not.
Other
13
B4S5459
Measures to Combat Terrorism

Anti-terrorism measures are defensive measures used to reduce the vulnerability of individuals and property to terrorist acts, to include limited response and containment by local military forces. Counter-terrorism measures are offensive measures taken to prevent, deter, and respond to terrorism. Combating terrorism refers to actions including anti-terrorism and counter-terrorism taken to oppose terrorism throughout the entire threat spectrum. A seven-step model for planning operations to defeat terrorism has been developed which, regardless of your level of command, can assist your planning in a terrorist environment. The model covers seven basic areas: The first seven areas are proactive: o o o o o o o Threat analysis Critical and vulnerability assessment (determine key assets) Operations security Personnel security Physical security Awareness education and training Planning crisis management
The final area is reactive: Performing crisis management counter-action operations.
Proactive steps are directed toward the planning and prevention of terrorist attacks. A study of terrorist operations shows that the best chance of success lies in the proactive phases; prevention is always the best posture. The reactive step involves your response once an attack has been initiated. Despite comprehensive preventative measures, a determined terrorist may attack a welldefended target if the end result can justify the risk. You must never become complacent. Some essential elements of the planning process are discussed in the following paragraphs. Threat Analysis Terrorism knows no rules or boundariesonly objectives. Effective counteraction requires knowledge of terrorist goals and capabilities. As with tactical planning, an effective counter-terrorism/anti-terrorism plan relies on a solid estimate of the situation. Various sources of information are available which can assist you in estimating the threat. Some of these sources are:
14
B4S5459
The S-2 Open source publications--perhaps the most overlooked, yet valuable sources of reliable information. These sources include: o Newspapers/Magazines o Internet o Commercial reports on threats to overseas businesses Persons familiar with the area DOD anti-terrorism schools US embassy/military group Host country sources such as police, military, and government agencies
Specific information to consider when assessing vulnerability to a terrorist group is as follows: Operational capability: mass casualty, personnel attacks, groups potential for violence Intentions: recent substantial attacks, attack elsewhere, anti-US, anti-host nation, preferred tactics Activity: present, safe haven, credible specific targeting, methods of operation Operating environment: external influences, host nation security, popular support
Use Information Gained. The knowledge you gain about the enemy is of no value unless it directs your actions. Security Security is defined as "those measures taken by a military unit, activity, or installation to protect itself against all acts designed to, or that may, impair its effectiveness. Every commander is responsible for the protection of his installation/unit whether in garrison, forward deployed, or in combat. No unit is secure unless it is protected in all directions from which an attack may come, whether from the front, the flanks, the rear, or the air. Operational Security (OPSEC). Operational security is a process of identifying critical information and subsequently analyzing friendly actions attendant to military operations and other activities to identify those actions that adversary intelligence systems can observe. OPSEC identifies indicators that hostile intelligence systems might obtain that could be interpreted or pieced together to derive critical information in time to be useful to adversaries. OPSEC allows you to select and execute measures that eliminate or reduce to an acceptable level the vulnerabilities of friendly actions to adversary exploitation. OPSEC is probably the least expensive, but most overlooked, aspect of security. The foundations of a good operational security program are: Deny intelligence and information to terrorists Avoid rigid operational routines Be familiar with techniques the terrorists use to collect information Integrate operational security into physical security and personal security programs
15
B4S5459
Develop essential elements of friendly information to facilitate and focus efforts to deny information to terrorists
The objective of OPSEC is to deny the enemy information. The most common sources of information are Signals intelligence. Signals intelligence is the acquisition of information through the interception of communication signals. Signals intelligence countermeasures include effective communication and information security. Image intelligence. Image intelligence can involve the photographing of activities from aircraft, high terrain, or automobiles. Counter-measures include counterintelligence, counter-surveillance, and access control. Human intelligence. Human intelligence most often provides information to the enemy through monitoring casual conversations and the planting of agents. Counter this by training personnel and generating awareness of the enemy intelligence threat, and through counter-surveillance and counterintelligence. Operational patterns. The enemy can gain information by observing operational patterns. Counter this by randomizing operations and employing deception.
Physical Security
Physical security is defined as "that part of security concerned with physical measures designed to safeguard personnel, to prevent unauthorized access to equipment, installations, material and documents, and to safeguard them against espionage, sabotage, damage, and theft" (JCS Pub 1-02). An effective physical security plan is designed to deny, delay, deter, and detect the enemy. Physical security consists of a defense in depth that involves both active and passive security measures. Passive Security Measures. Passive security measures may require considerable effort to establish, but once in place require few, if any, Marines for support. Several of these measures are obstacles; therefore, considerations taught during engineering and defensive classes regarding obstacle planning apply. Barriers are the most common passive security measure. They may be either natural or manmade. Fences are manmade barriers that can define a perimeter, canalize, and limit access points. To maximize the effectiveness of a fence, clear zones are generally established inside and outside the perimeter to deny the enemy cover and concealment while providing security forces with good fields of fire. Alarm systems can provide extensive surveillance while economizing manpower.
16
B4S5459
Lighting can be employed to increase the risk to the intruder. Eliminating the cover of darkness will restrict the enemy's free movement. Effective lighting can also provide concealment for security forces.
Active Security Measures. Patrols can detect, deter, apprehend, and/or destroy the enemy. The considerations for employing a patrol in support of physical security differ little from those of patrols supporting tactical security. Depending on the environment, rules of engagement (ROE) are likely to be an overriding concern. Ensure that all members of your unit understand and adhere to ROE. Sentries typically provide access control, surveillance, and random searches. When an interior guard is established, attention must be paid to guard orders and passive measures which will support the sentry. Guardian Angels are another type of active security measure that utilizes armed personnel in positions of overwatch, providing the ability to identify and if need be, engage threats.
Personnel Security
Take personnel security measures to reduce an individual's vulnerability to terrorist attacks. These measures include self-protection measures, personal security, and protective services. What follows are personal security and self-protection measures: actions you and your Marines might take to protect yourselves. Identify the Threat. Every person has a natural instinct to survive. Quite often, through ignorance, we also imagine ourselves as indestructible. Recognizing that a legitimate threat to our well-being exists is the first step to ensuring that you and your Marines incorporate proper individual protective measures. Deterrents to Terrorism. The terrorist is success oriented; he will attack the easiest target that will contribute to his goals. This principle forms the basis for a personnel security plan: You must attempt to make yourself a "hard" target. Keeping this in mind, a few measures are obvious but extremely effective in deterring the terrorist: Apply alertness, common sense, and personal initiative in taking security measures. Vary your routine. A terrorist planning a deliberate attack will be forced to find a more predictable target.
Self-Protective Measures. Additional measures you can employ to be a "hard" target are to Establish points of contact Stay mentally prepared for an attack and know what to do in emergencies Carry identification documents that are bilingual, state blood type, and carry necessary medical alerts Avoid revealing plans and don't talk to strangers Keep a low profile and avoid wearing your uniform in public. A terrorist may perceive you as a potential target by identifying you as an American or a representative of the United States government
17
B4S5459
Don't flash around large sums of cash Avoid civil disturbances/riots Vary methods of transportation. Use what the locals use, generally a bus Avoid shortcuts and deserted streets when walking. Stay on established and secure routes Avoid going out alone. Ensure that both you and your Marines use the buddy system.
Personnel Security is covered in depth in the computer based training which accompanies this class.
Significant Incidents
The following is a selection of incidents of historical importance including important lessons learned: Brigadier General James Dozier In 1981 the Red Brigades began a new campaign of terror. They opposed Italian membership in NATO, so they targeted senior US military officers to embarrass and destabilize the Italian government. On December 17, 1981 terrorists of the Italian Red Brigades kidnapped US Army Brigadier General James Dozier from his residence in Verona, Italy. At that time, BG Dozier was a Deputy Chief of Staff in the NATO Southern Command. He was the first non-Italian kidnapped by the Red Brigades. The terrorists considered three other US generals, but chose Dozier because his personal security was less rigorous. After studying his routines for a month, they were confident they could successfully kidnap him. Several aspects of his personal security made BG Dozier a vulnerable target. Building security at his apartment had been weak for years and BG Dozier maintained very predictable routines. The Doziers lived in an apartment building in Verona used by senior US officers for seven years. The building had been inspected, but none of the security recommendations had been implemented. Its only security measure, other than individual apartment door locks, was a buzzer and intercom at the main entrance. An Italian policeman served as driver for BG Dozier, but no other security personnel were assigned. He might have deterred this attack by challenging assumptions about the risks he faced. The terrorists studied the residence for over 30 days. They viewed it with binoculars from across the street and posed as young picnickers, with no children, in a park near the apartment. This should have been suspicious since children accompanied most of the couples. They often stood at a bus stop, looking at the apartment while buses passed, or took a bus and returned a short time later. One of them approached Mrs. Dozier at the bus stop. The terrorists also visited the Dozier home. A pair posing as utility meter readers made two visits. This was unusual since meter readers normally worked alone. A female terrorist posed as an opinion poll taker. Mrs. Dozier accepted the unscheduled visit and allowed her into the apartment.
18
B4S5459
One day, three men and a woman parked behind the building in a rented blue van. Two men in coveralls with tool bags rang the buzzer and BG Dozier asked who was there. They said they were plumbers and needed to check his apartment for a leak in the apartment below. Dozier ignored two warning signs. Visitors usually rang the outside bell before ringing the apartment bell. Also, his landlord had not scheduled the visit; but, the building was old and leaks were common so he let them in. They looked under a sink and saw no leak. They used an unfamiliar Italian word, so he turned his back to look in a dictionary. They grabbed him, put a gun in his face, and pushed him to the floor. Mrs. Dozier was pushed down and a pistol held to her head. General Dozier quit struggling when he saw his wife was threatened. The terrorists transported him in a large trunk to an apartment in Padua where they held him until his rescue by Italian police after 42 days. Key Lessons: You should be alert for unusual activities and individuals in your surroundings. You should also have preplanned rules for controlling access to your residence by strangers. Challenge assumptions about your personal security. Consider ways in which your habits might make you more vulnerable. Be aware of the normal routines in your environment. Small deviations from the norm might indicate suspicious activities. Frequently change your routines to be a more difficult target.
Beirut US forces were welcomed into Lebanon in September 1982 in a multinational force to establish conditions for withdrawal of foreign military forces and to assist the Lebanese government gain control of Beirut. As fighting among Lebanese factions intensified, US forces provided support to the Lebanese Armed Forces. Iran, Syria, and Lebanese dissident factions wanted to force the US Marines from Lebanon and this concentration of troops was a lucrative target. Although the security environment was permissive at the outset, it deteriorated over time. The situation worsened, and in April terrorists bombed the US Embassy. By August US forces were receiving hostile fire and car bomb and sniper attacks were increasing. As the Lebanese Armed Forces (LAF) fought to control the highlands near the airport, the National Security Council decided control of the highlands was essential for security of US forces, and in September US Naval guns fired in support of the LAF against dissident militias. US forces received over 100 intelligence warnings of terrorist car bomb attacks, however, the reports were not specific. On 23 October 1983, a large truck crashed the barricade of the US Marine compound at the Beirut International Airport and penetrated the entrance to the Marine Battalion Landing Team Headquarters (HQBLT) building. The truck penetrated the perimeter
19
B4S5459
barbed wire and concertina obstacle at 35 miles per hour. It passed two guard posts without being fired upon, then entered an open gate, circled past one sewer pipe obstacle and between two others, flattened the Sergeant- of-the-Guard booth, entered the building, and exploded. A guard heard the truck as it ran over the wire and inserted a magazine into his M16, chambered a round, and took aim. He did not fire since it was by then in the building. The Sergeant of the Guard was alone at his post at the main building entrance when he heard an engine revving. He turned to see the truck and ran, repeatedly yelling to hit the deck. The truck ran over his post, stopped in the lobby, and detonated after a second or two. It exploded with the force of 12,000 pounds of TNT and destroyed the building, killing 244. Key Lessons: The Long Commission investigating the attack concluded the US chain of command did not adequately adapt to new threats and provided confusing guidance on rules of engagement for use of deadly force. Extended deployments require a sustained and adaptable defense posture. Individual service members can play a key role by staying personally alert and bringing security concerns to their chain of command. Following this attack, DoD placed greater emphasis on the use of vehicle barriers and reexamined the rules of engagement for use of deadly force. Many of the factors in this incident were beyond the control of individual Marines at Beirut Airport. However, consider what could have been done differently. You can contribute to a better defensive posture for your organization by recognizing problems, raising questions, and being a strong team player.
TWA Flight 847 On June 14, 1985 two well-dressed terrorists smuggled two hand grenades and a 9-mm pistol on-board TWA flight 847. The flight departed Athens, Greece, enroute to Leonardo Da Vinci Airport in Rome, Italy with 153 passengers and crew on board, including 120 Americans. Twenty minutes after leaving Athens, the terrorists entered the cockpit and ordered the Captain to fly to Beirut. They moved male passengers to window seats and collected passports. Head flight attendant Uli Derickson, an ex-German national, was ordered to collect passports as one of the hijackers followed close behind. Onboard were four US Navy divers who had no passports but traveled on military ID cards. When Derickson translated sailor into German as kriegsmarina, the terrorists mistook the divers for US Marines and spoke of avenging the Marine role in Lebanon. Beirut Airport twice denied permission to land, so they seized 24-year old Robert Stethem and began to beat him with an armrest from a cockpit chair. When they saw the military ID of Robert Stethem, a US Navy diver, they beat him, shot him, and dumped his body on the tarmac in Beirut.
20
B4S5459
Finally yielding to pleas of the Captain, Beirut allowed the plane to land. In exchange for fuel, the terrorists released 19 women and children. Over a 17-day span, the plane made several flights between Beirut and Algiers, releasing passengers at each stop. On 30 June the hostages were released to Syria for their trip back to the United States. In exchange the terrorists demanded release of Lebanese radicals held by Israel, withdrawal of Israeli forces from Lebanon, and international condemnation of US and Israeli actions in the Middle East. Lessons Learned: An airport known for lax security was the start point for this tragedy. Consider this when you are making flight reservations. Terrorists attack US troops of all ranks and services. Generally, you should blend in and not be an obvious target. Try to avoid the most exposed locations in an aircraft, the aisle seats at the front and rear. Conceal your military ID and travel on a tourist passport.
Oklahoma City On 19 April 1995, Timothy McVeigh used a twenty-foot rental truck, loaded with approximately 5,000 pounds of explosives, to destroy the Alfred P. Murrah Federal Building in Oklahoma City. The attack was well planned and designed to maximize death and destruction. Ultimately, the blast from the vehicle-borne improvised explosive device killed 168 people, injured 853 others, destroyed the Murrah Federal building, damaged more than three hundred surrounding buildings, and blew out countless windows and doors within a fifty-block area. This tragic event demonstrates that the terrorist threat is multifaceted and can strike at anytime or any location. It also illustrates the role of terrorist planning and preparation, and the opportunity to recognize suspicious activity and potentially prevent an attack. You should always be vigilant and cognizant of activity occurring around you. Don't let your guard down just because you are in a CONUS location. Khobar Towers US troops at Khobar Towers operated the King Abdul Aziz Air Base, and enforced the no-fly zone in southern Iraq. Khobar Towers was a high-rise complex in a densely populated area. A vulnerability assessment after the OPM SANG bombing concluded a vehicle bomb posed a serious threat to the Towers. In response, Brigadier General Terryl Schwalier took steps to tighten security and counter the terrorist threat. Seven months before the attack on Khobar Towers, a 250 lb. car bomb exploded at the Office of the Program Manager, Saudi Arabia National Guard (OPM SANG) in Riyadh. The bomb killed 7, including 5 Americans, and injured 35. US intelligence indicated
21
B4S5459
terrorists were targeting US forces in Saudi Arabia, so US Central Command declared a HIGH threat level in the entire country. Shortly before 10:00 PM on June 25, 1996, 3 roof guards saw 2 men park a fuel truck at the edge of a nearby parking lot, about 80 feet from their building, and then race away in a car. Seeing the possibility of a truck-bomb, they reported the threat to the Central Security Control and started an evacuation, knocking on doors and alerting personnel to the danger. In about four minutes, the sentries were able to alert the top three floors of the 8-story dormitory. Meanwhile, the CSC tried to contact the Wing Operations Center to activate Giant Voice, a base-wide loudspeaker and siren system. Before Giant Voice could be activated, however, the truck-bomb exploded, causing a partial collapse of the building and damage to nearby buildings. Hundreds of US service members and Saudis were injured, mostly by flying glass. 19 US service members were killed. Fortunately, many of the troops evacuating from the top floors were in the interior stairwells when the bomb went off, saving them from serious injury. Key Lessons: Terrorists can mount devastating attacks anywhere, so teamwork and vigilance are essential. Unfortunately, unit security measures did not prevent this attack; but alert guards saved many lives. DoD investigated the attack and implemented new programs to promote the safety of US forces worldwide. After Khobar Towers, DoD renewed efforts to improve force protection against terrorism while remaining engaged in the Middle East region. Your best defense is to cooperate with unit security procedures and maintain vigilance. Immediately report changes in the local area such as reduced traffic, closed shops, and the absence of vendors. Respond immediately to evacuation orders. Be alert to changes in the general security environment. Take emerging threats seriously.
Embassy bombings in Kenya and Tanzania On August 7, 1998, two almost simultaneous explosions nearly destroyed the US embassies 420 miles apart in Nairobi, Kenya and Dar Es Salaam, Tanzania. The vehicle-borne explosives, detonated outside the embassies' perimeters, killed over 230 people, including 12 Americans, and wounded more than 5,000. These events demonstrated the ability of terrorists to execute carefully planned operations and strike at any time and place. Fortunately, embassy security personnel at both locations kept the terrorist vehicles from entering the perimeter. However, in Nairobi, the conflict between the terrorists and guards at the gate drew people to their windows out of curiosity. Moments later, when the car bomb exploded many of these people were killed or injured by flying glass and debris.
22
B4S5459
Prior to the August 7 attacks, Nairobi had been designated as a "medium" threat post. There were no specific threats against the embassy in the days before the attack, but earlier reports cited threats against a number of US diplomatic missions to include the embassy in Nairobi. These threats were largely discounted because of their nonspecific nature. Overall, the embassy in Nairobi met most of the State Department's security standards. However, it did not have the required standoff distance of 100-feet from the street. The embassy had been in operation at one of the busiest intersections in Nairobi since the early 1980s, before the standoff requirement was developed. Over the years, embassy staff had unsuccessfully attempted to gain control over additional areas to increase standoff from public areas. Key Lessons: Be alert to general changes in the threat environment. Take threats seriously, even if they are not specific. Your best defense is to avoid unnecessary danger. If you believe a terrorist attack may be in progress, do not go towards the incident. Get yourself and others to safety.
USS Cole On October 12, 2000, terrorists attacked the Arleigh Burke Class Destroyer USS COLE (DDG 67) during refueling in Aden Harbor, Yemen. Two individuals maneuvered a 35foot craft laden with explosives to the port side of the COLE and detonated it. The blast ripped a 32 by 36 foot hole, killing 17 and injuring 39 crewmembers. Heroic efforts by the crew saved the ship. The attackers showed no sign of hostile intent before the explosion and crewmembers believed the craft was involved in routine harbor activities. In fact, the attackers smiled and waved in a friendly manner as they maneuvered their craft alongside the USS COLE. US intelligence assessed the threat in Aden threat as Significant, and the crew of the COLE implemented many measures to protect their ship. However, these measures were not sufficient. A commission investigating the attack concluded better planning, training, and coordination with host nation and US authorities were needed. The terrorists attacked the USS COLE as a symbol of US policy in the Middle East. In response, DoD has intensified efforts to enhance safety for ships in port activities. The attack illustrated the way terrorists observe the routine patterns of their targets and use simple but deadly tactics to exploit vulnerabilities. You can help your organization by remaining observant of possible vulnerabilities and bringing them to the attention of your leadership. Be alert to activities that could become a threat.
9-11
23
B4S5459
On 11 September 2001, Middle-eastern extremists hijacked and destroyed four US commercial airliners in less than two hours. Three of the aircraft, used as guided missiles, collapsed both towers of the World Trade Center in New York City and extensively damaged the Pentagon in Washington, DC. The attacks cost the lives of approximately 3,000 innocent people and resulted in billions of dollars in damage and economic impact. The events of September 11 demonstrate the ability of terrorists to plan and execute complex operations at multiple locations within the US. However, the loss of life and destruction could have been much greater. The fourth hijacked aircraft, United Airlines Flight 93, crashed in an empty field in Shanksville, Pennsylvania, well away from population centers and symbolic targets. The passengers learned the intentions of the terrorist hijackers and decided to attempt to retake control of the aircraft an action that may have saved countless additional lives. At 8:42 a.m., United Flight 93 took off from Newark Liberty International Airport to begin its transcontinental flight to San Francisco. None of the seven crew members or thirtytwo passengers had heard that commercial aircraft had been hijacked earlier in the morning. The flight progressed normally until four terrorists attacked the cockpit at 9:28 a.m., well after the attacks on the World Trade Center Towers and only minutes before the attack on the Pentagon. After securing the cockpit, the hijackers changed course and directed the aircraft east, towards Washington DC. Specific details of events on Fight 93 are limited, but it is known that after the hijackers assumed control of the plane, passengers used onboard phones and cell phones to contact family members, colleagues, and law enforcement officials on the ground. From these discussions, passengers were able to confirm from multiple sources that similar commercial aircraft had been used to strike the World Trade Center Towers and the Pentagon. The passengers concluded that the hijackers of their plane had similar intentions and chose to attack the hijackers when the aircraft was over a rural area. At 9:57 a.m., passengers rushed the cockpit in an attempt to gain control of the aircraft. Shortly afterwards, the airliner crashed into an empty field in Shanksville, Pennsylvania at 10:02 a.m. killing all on board. While their actions provided the only option to save their own lives, they may have saved the lives of hundreds that would have been killed if the hijackers had successfully struck an additional target. The courage and decisiveness of these passengers have been immortalized by the last words heard by phone from Scott Beamer, "Let's Roll!" Key Lessons: Prior to the events of 11 September 2001, airplane hijackings usually ended in a hostage standoff and negotiations between government representatives and the terrorists. To avoid situations as encountered on TWA Flight 847 in which US military personnel were singled out by terrorists, DoD Service Members on hijacked aircraft were encouraged to remain inconspicuous and hide their identity. However, the employment of suicide tactics designed to inflict mass casualties requires every passenger on a hijacked aircraft to make a personal decision remain calm and inconspicuous or undertake active resistance. Either
24
B4S5459
option may be correct depending upon the circumstances, but should only be made after careful evaluation of developing events. Take time to decide how to react in a terrorist incident. At the first signs of trouble start evaluating available information. The decision to take action should be made on the best information possible. You should weigh your options and their potential consequences carefully.
Madrid On March 11, 2004, at 7:39 AM four bombs exploded in a passenger train as it approached a station during the morning rush hour in Madrid, Spain. Only seconds later, three more bombs exploded on another train already at the platform. In all, ten bombs detonated within three minutes at three busy commuting centers. A total of 191 persons were killed at the scene or later died of their wounds; 2,061 were injured. This attack reflected strategic goals of the terrorists coming only three days before Spanish national elections. The people of Spain voted out the government of Jose Maria Aznar and elected Jose Luis Rodriguez Zapatero, who soon fulfilled a campaign promise to withdraw Spanish troops from Iraq. Spain has long combated terrorist attacks. The Basque liberation organization ETA has detonated small bombs throughout the country for years. However, the magnitude of the March 11 train attacks shocked authorities and citizens. Like September 11, 2001, the attacks in Madrid demonstrate the terrorist desire to inflict mass casualties on civilian targets and that attacks can occur at any time and location. The attacks were linked to a Moroccan Islamic terrorist organization with ties to Al Qaida. Morning commuters were stunned and horrified as bombs detonated all around them. Most passengers fled the station, pushing and shoving their way to the street. Those too injured to flee waited for emergency crews to arrive on scene. Minutes after the first explosions, two more bombs exploded on a train at El Pozo del Tio Raimundo Station, two stops away from Atocha. One minute later, an additional bomb exploded on a train at Santa Eugenia Station, two stops further down the line. Though the ten bombs killed 191 and injured 2,061 commuters, the casualty rate could have been higher. Three bombs failed to detonate that were perhaps intended to explode as emergency personnel arrived on the scene. Following a forensic investigation, police raided an apartment in a Madrid suburb on April 3, 2004. The occupants detonated explosives killing seven suspects and one Spanish agent. Among the dead were Allekema Lamari of Algeria and Serkane Ben
25
B4S5459
Abdelmajid of Tunisia, believed to have planned the attacks. One year later, 19 additional suspects were either on trial or awaiting prosecution. Prior to the attacks, Spanish authorities had discovered and removed a bomb from railroad tracks in the countryside. Based on this, the Spanish Government issued warnings of possible attacks against the rail system. Key Lessons: Investigations indicated the terrorists used backpacks filled with dynamite triggered by cell telephones. Witnesses identified after the attacks described three men carrying large backpacks made repeated trips from a van parked outside one of the stations to one of the trains. None of the witnesses notified authorities or took any action. Had witnesses reported these suspicious activities many lives may have been saved. While planning your travel, you should always be alert to government warnings and recent events. You should also be aware of the possibility of secondary explosions during an attack. While unsuccessful in Madrid, secondary explosions could have caused many more casualties. In the event of a terrorist attack, you should quickly and calmly evacuate the area while making mental notes of any details that might be useful to authorities.
Summary
This class has covered quite a bit of information. Merely knowing this information will not deter a terrorist; however, knowing and applying it may. Whether or not your unit becomes the victim of a terrorist attack could largely depend on your action or inaction. Initiative is paramount. To acknowledge the threat only after an attack is to grant your enemy success.
References
Reference Number or Author MCRP 3-02E CJCS Guide 5260 Reference Title Individuals Guide for Understanding and Surviving Terrorism Anti-terrorism Personal Protection Guide DOD Level I Anti-terrorism Training Course
26
B4S5459

Term or Acronym Terrorism Definition or Identification Terrorism is the calculated use of unlawful violence or threat of unlawful violence to inculcate fear; intended to coerce or to intimidate governments or societies in the pursuit of goals that are generally political, religious, or ideological.
Notes
27
Notes

Zero Week

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Zero Week

Hochgeladen von

Copyright:

Verfügbare Formate

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

TBS ORIENTATION/ STANDARDS OF CONDUCT B00O151 STUDENT HANDOUT

Basic Officer Course

TBS Orientation/Standards of Conduct

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

The Solution is Leadership

Basic Officer Course

TBS Orientation/Standards of Conduct

Equal Opportunity (Continued)

Marine Corps Policy on Cultural Diversity

Basic Officer Course

TBS Orientation/Standards of Conduct

Equal Opportunity (Continued)

Role of the Commanding Officer

Actions of a Junior Officer

Basic Officer Course

TBS Orientation/Standards of Conduct

Equal Opportunity (Continued)

Basic Officer Course

TBS Orientation/Standards of Conduct

Equal Opportunity (Continued)

Marine Corps Leadership Training Program

Basic Officer Course

TBS Orientation/Standards of Conduct

Equal Opportunity (Continued)

Basic Officer Course

TBS Orientation/Standards of Conduct

Sexual Harassment (Continued)

Basic Officer Course

TBS Orientation/Standards of Conduct

Sexual Harassment (Continued)

Basic Officer Course

TBS Orientation/Standards of Conduct

Sexual Harassment (Continued)

Basic Officer Course

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

Homosexual Conduct (Continued)

Pregnancy & Parenthood

Basic Officer Course

TBS Orientation/Standards of Conduct

Basic Officer Course

TBS Orientation/Standards of Conduct

Pregnancy & Parenthood (Continued)

Basic Officer Course