NEWEST 2d MAW DRAFT_FMF Study Guide and PQS.pdf

Table of Contents Introduction 2 CORE 101 Safety 3 102 U. S. Marine Corps History, Traditions, and Rank Structure 9 103 U. S. Marine Corps Mission and Organization...

Table of Contents Introduction 2 CORE 101 Safety 3 102 U. S. Marine Corps History, Traditions, and Rank Structure 9 103 U. S. Marine Corps Mission and Organization 21 104 Combat Leadership and Force Protection 33 105 Tactical Combat Casualty Care (TCCC) 43 106 U. S. Marine Corps Field Communications 61 107 U. S. Marine Corps Weapons 67 108 U. S. Marine Corps Tactics 84 109 U. S. Marine Corps Operations 91 110 Chemical, Biological, Radiological and Nuclear (CBRN) Defense 112 111 Land Navigation 128 ACE 101 Marine Corps Aviation Fundamentals 135 102 Marine Air Control Group Fundamentals 141 103 Marine Aircraft Group Fundamentals 146 104 Marine Corps Aviation Safety Fundamentals 155  FMF WARFARE DEVICE The Eagle, Globe, and Anchor (Marine Corps Emblem) is centered on the breast insignia as the capstone of the warfare device, making a clear statement that the wearer is a member of the Navy/Marine Corps team. At the time the device was designed, “Forward…From the Sea” was the Navy and Marine Corps joint vision for the future. This is represented in the background of the device; a surf wave crashing on the sandy beach (the littoral zone), the place where Sailors have served alongside Marines as they earned their reputation, “on the shores of Tripoli” and the “sands of Iwo Jima”. The littoral (or costal) regions of the world are also where the Navy and Marine Corps team will exert the U.S. Interests in future conflicts as reflected in the doctrine of the time, “Operational Maneuver from the Sea”. Warfare programs have served the purpose of instilling warrior ethos in Sailors as well as enhancing mission effectiveness in both individual and unit survivability since their inception. On ships and submarines, every Sailor is trained as a firefighter and damage control man to fight and save the ship in an emergency. With the Marines, it is essential in combat for every person to have the knowledge and skill of a rifleman, if the unit is to survive. The two crossed rifles symbolize the rifle ethic the warfare program is designed to instill in Sailors assigned to the Marines. The scroll along the bottom of the breast insignia is emblazoned with “Fleet Marine Force” Although Marine componency was established in 1992, significantly changing the operational environment in which Marine Corps forces deploy and operate in a joint environment. The Navy continues to utilize the title Fleet Marine Force in their role as a Naval Type Commander, therefore since warfare programs are a distinct part of Navy culture, it is appropriate our warfare program be titled after the role in which Marine Forces are tied to the Navy.  101 SAFETY FUNDAMENTALS References: [a] MCO 3500.27C, Risk Management (RM) [b] MCO P5100.8F, Marine Corps Occupational Safety and Health Program [c] OPNAVINST 5100.19E, Navy Occupational Safety and Health Program Manual for Afloat [d] MNP E-Learning, Department of the Navy website___________________________________ 101.1 Discuss the RM fundamentals. [ref. a, encl. 1, p. 1-1] Risk Management. Force preservation does not have a single solution. However, every effort should be made to prevent a situation that will degrade mission capability rather than planning to deal with the situation after it occurs. Risk mitigation is central to the idea of readiness and must not be an afterthought in actions during combat, in training, and in garrison. RM is one of the best means available to eliminate senseless and needless loss of life, injury, and materiel damage. Active participation of every Marine in the RM process of identifying, assessing, and controlling risks arising from factors experienced on a daily basis such as uncertainty, ambiguity, and change will allow for informed decisions. This process is one in a range of tools to be used by personnel at all levels for minimizing risk to an acceptable level commensurate with completing the task at hand or accomplishing the mission. Inherent Risk. Risk is inherent in every phase of tasking, missions, and operations due to today’s complex and dynamic environment. Additionally, off duty activities present their own set of hazards and risks requiring the application of RM processes and principles. As hazards and risk are present both on and off duty, it is incumbent upon all Marines, both military and civilian, to understand how to assess and manage risk to achieve mission success and preserve combat readiness. 101.2 Explain the four principles of RM. [ref. a, encl. 1, p. 1-2, 1-3] Accept Risk When Benefits Outweigh the Cost. Our Marine Corps tradition is built upon principles of seizing the initiative and taking decisive action. The goal of RM is not to eliminate risk, but to manage the risk so the mission can be accomplished with the minimum amount of loss. The process of weighing risks against the benefits and value of the task or mission helps maximize success. Balancing costs and benefits is a subjective process. Therefore, personnel with knowledge and experience of the mission or task must be engaged when making risk decisions. Accept No Unnecessary Risk. An unnecessary risk is any risk that, if taken, will not contribute meaningfully to task or mission accomplishment or will needlessly jeopardize personnel or materiel. Risk is managed through relentless training, awareness of the risk being confronted, and a clear- eyed understanding of the mission at hand. Training and the confidence derived from it will directly result in increased performance and a better control of those risks that are an inescapable part of daily existence. The acceptance of risk does not equate to the imprudent willingness to gamble. Additionally, if all detectable hazards have not been identified then unnecessary risks are being accepted. The RM process, in conjunction with sound safety principles, identifies hazards that might otherwise go unidentified and provides tools to reduce or offset risk. End state: take only risks that are necessary to accomplish the task, activity, or mission. Anticipate And Manage Risk by Planning. Integrating RM into planning at all levels, and as early as possible, provides the greatest opportunity to make 3  101 SAFETY FUNDAMENTALS well-informed risk decisions and to implement effective risk controls. This engaged approach enhances the overall effectiveness of RM by reducing mishaps, injuries, and costs. Hazards and controls that have been identified during reconnaissance and preplanning should be in the operations order. Make Risk Decisions at The Right Level. RM decisions are made by the leader directly responsible for the operation. While anyone can make a risk decision, the appropriate decision level should reside whereby the leader can make decisions to accept, eliminate, or reduce the risk. Prudence, experience, judgment, intuition, and situational awareness of leaders directly involved in the planning and execution of the mission are the critical elements in making effective RM decisions. When leaders responsible for executing a mission determine that the risk associated with that mission cannot be controlled at their level, or goes beyond the commander’s stated intent, the risk decision shall be elevated within their chain of command to the first staff noncommissioned officer or officer within the unit. If unable to mitigate the risk at the unit level, the risk decision shall be elevated to the next commander in the chain of command. 101.3 Discuss the three levels of RM. [ref. a. encl. 1, p. 1-3, 1-4] In-Depth Level. The in-depth level refers to situations when available time for planning is not a limiting factor and involves a very thorough risk assessment. Research of available tactical, engineering, and safety data, use of diagram and analysis tools, trends, formal testing, or long-term tracking of the hazards associated with the operation or activity (sometimes with the assistance from technical experts) are some of the tools used to identify and assess hazards at this level. The in-depth level of RM 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. Deliberate Level. The deliberate level refers to situations when there is ample time to apply the RM process to the mission planning evolution. This level uses primarily experienced personnel and brainstorming to identify hazards, review mishap trends, and develop controls. It is, therefore, most effective when done in a group. The USMC Rapid Response Planning Process (R2P2) is a good example of RM application integrated at the deliberate level. Other examples of deliberate applications include planning of upcoming operations; review of standard operating, maintenance, or training procedures; and the development of damage control and disaster/emergency response plans. Time Critical. This is the level at which personnel operate on a daily basis both on and off duty. The time critical level is the normal RM level used during the execution phase of training or operations as well as in planning during crisis response scenarios. At this level, there is little or no time to make a plan resulting in an “on the spot” mental or verbal review of the situation. Since time is limited, the application of the formal RM process cannot be practically applied. As such, to facilitate use of RM at the time critical level, personnel are encouraged to use the Time Critical Risk Management (TCRM) ABCD Model as a tool to successfully mitigate time compressed decision making. 4  101 SAFETY FUNDAMENTALS 101.4 Explain the five-step process for RM. [ref. a, encl. 1, p. 1-4 thru 1- 10] Identify Hazards. A hazard is defined as any condition with the potential to negatively impact the task or mission. Hazards can also cause property damage, injury to personnel, or death, which highlights the importance of hazard identification as the foundation of the RM process. Personnel need to ensure a larger portion of available time is allotted to this step due to the fact that, if a hazard is not identified, it cannot be controlled. There are three actions to be completed in this step. Conduct an Operational Analysis. Begin with an outline or chart listing the major steps in the operation. Review plans, orders, and supporting documentation pertaining to the mission or tasking and the requirements needed for mission success. Next, break down the task or mission into manageable phases in chronological order providing a clear picture of expectations and potential sources of risk. Conduct a Preliminary Hazard Analysis (PHA). With the phases broken down into manageable events in sequential order, each event is reviewed for associated hazards. During the PHA, ensure a list is generated identifying these hazards for each event. Brainstorming and asking “what if” questions regarding what could go wrong throughout the task or mission could uncover additional hazards. Determine Root Causes of Hazards. For each identified hazard, make a list of the associated causes with emphasis on clearly identifying the root cause. Hazards may often have multiple causes, but the root cause is the first link in the safety chain of events potentially leading to mission degradation. With causes identified, risk controls can be applied to mitigate or minimize risk. Assess Hazards. For each hazard identified, determine the associated degree of risk in terms of probability and severity. The result of the risk assessment is a prioritized list of hazards ensuring controls are first identified for the most serious threat to task or mission success. Risk Assessment Pitfalls. The following pitfalls should be avoided during the assessment. -Over optimism – not being totally honest or not looking for root causes. -Misrepresentation – individual perspective may distort the data. -Alarmism – worst case scenarios are used regardless of their possibility. -Indiscrimination – all data is given equal weight. -Prejudice – subjective or hidden agendas are used vice facts. -Inaccuracy – bad or misunderstood data nullify accurate risk assessment. -Enumeration – difficulty in assigning a numerical value to human behavior. Make Risk Decisions is accomplished in two sub steps in order to make informed risk decisions: identifying and assessing risk control options and ultimately making risk decisions. Identify and Assess Risk Control Options. Starting with the most serious hazard, develop one or more control options that will either avoid the hazard or reduce the risk to an acceptable level consistent with task or 5  101 SAFETY FUNDAMENTALS mission accomplishment. There are myriad control options which can either reduce risk or avoid it altogether. These options include: Reject the risk. If overall risk exceeds the benefit, then do not take the risk. This is a valid option when you do not have the authority to apply proper or necessary controls and ensure risk is elevated to the proper level. Avoid the Risk. It may be possible to avoid specific risks altogether or by conducting the task or mission in a different way. Be aware that conducting a mission by an alternate means may present new hazards to be considered. Delay an Action. If there is not a hard timeline or other benefit to a quick accomplishment of a task or mission, it may be prudent to reduce the risk by delaying the action until favorable conditions present themselves. Transfer the Risk. Risk may be reduced by transferring all or some portion of a particular task or mission. Transferring risk to another individual, unit, or platform that is better positioned to face the risk decreases the probability or severity of the risk to the total force. Compensate for the Risk. Compensating for potential losses by assigning redundant capabilities ensures the success of critical tasks or missions. Types of Controls. Controls can take many forms, but they fall into three basic categories: Engineering Controls. These are controls that use engineering methods to reduce risks by design, material selection, or substitution when technically or economically feasible. An example is using an extension rod for cleaning rather than climbing a ladder. Administrative Controls. These are controls that reduce risk through specific administrative actions such as providing suitable warnings, markings, placards, signs, and notices; establishing written policies, programs, instructions, and standard operating procedures; training personnel to recognize hazards and take appropriate precautionary measures; and limiting the exposure to a hazard. An example is limiting the number of alcohol beverages you consume. Physical Controls. These are controls that take the form of barriers or guards to warn individuals and units that a hazard exists. Additionally, personal protective equipment (PPE) falls into this category. This is the least desirable control type to use. This control should be used only after engineering and administrative controls have been fully implemented. An example is wearing body armor and Kevlar helmets while traveling on a main supply route. Criteria for Evaluating the Effectiveness of Selected Controls. Make Risk Decisions. With selected controls in place, decide if the residual risk is acceptable and the benefit outweighs the risk. This decision must be made at the right level and by the appropriate individual who can balance the risk against the task or mission and its potential benefit. If it is determined that the risk level is too high, then the development of 6  101 SAFETY FUNDAMENTALS additional controls, modification of the plan, or rejection of the course of action becomes necessary. Additionally, if risk outweighs the benefit or if assistance is required to implement controls, communication with higher authority in the chain of command is recommended. Implement Controls. The critical check for this step is to ensure that controls are converted into clear, simple execution orders understood at all levels. This requires that the plan is clearly communicated to all involved personnel, accountability is established, and the requisite support is provided. Supervise. Supervision involves conducting follow-up evaluations of the controls to ensure they remain in place and have the desired effect. Engaged supervision includes three basic actions: monitoring the effectiveness in the implementation of risk controls; conducting a continuous systematic review determining the need for further assessment of all or a portion of the task or mission due to unanticipated change; and ensuring a feedback system is established for capturing lessons learned, and identifying any new hazards that may arise or subsequent adjustments needed to previously established controls. 101.5 Discuss severity and probability and how they are used to access hazards. [ref. a, encl. 1, p. 1-6, 1-7] Determine Severity. This is an assessment of the worst credible consequence that can occur as a result of a hazard. Severity is defined by potential degree of injury, illness, property damage, loss of assets, or effect on task or mission. Consideration must be given to the number of personnel and resources potentially exposed to a hazard when determining potential severity. The greater the number of resources exposed to a hazard, the greater the severity. Additionally, the combination of two or more hazards may increase the overall level of risk. Hazard severity categories are assigned as Roman numerals according to the criteria. Category Description Loss of the ability to accomplish the mission Death or permanent total disability Loss of a mission-critical system or equipment I Major facility damage Severe environmental damage Mission-critical security failure Unacceptable collateral damage Significantly degraded mission capability or unit readiness Permanent partial disability or severe injury or illness Extensive damage to equipment or systems II Significant damage to property or the environment Security failure Significant collateral damage Degraded mission capability or unit readiness Minor damage to equipment, systems, property, or the III environment Minor injury or illness Little or no adverse impact on mission capability or unit IV readiness 7  101 SAFETY FUNDAMENTALS Minimal threat to personnel safety or health Slight equipment or systems damage, but fully functional and serviceable Little or no property or environmental damage Determine Probability. This is an assessment of the probability that a hazard will result in a mishap or loss and is defined by assessment of such factors as location, exposure (cycles or hours of operation), affected populations, experience, or previously established statistical information. Category Description Likely to occur immediately or within a short period of time. Expected to occur frequently to an individual item or person A Expected to occur continuously over a service life for a fleet, inventory of items, or group Probably will occur in time Expected to occur several times to an individual item or person B Expected to occur frequently over a service life for a fleet, inventory of items or group. May occur in time Can reasonably be expected to occur sometime to an individual C item or person Can reasonably be expected to occur several times over a service life for a fleet, inventory of items, or group D Unlikely to occur, but not impossible. 101.6 Explain the logic behind the risk assessment code (RAC). [ref. a, encl. 1, p. 1-7 thru 1-8] Assign the Risk Assessment Code (RAC). The RAC is an expression of risk that combines the elements of hazard severity and mishap probability. The RAC is a level of risk for each hazard expressed as a single Arabic number as portrayed in the Basic Risk Assessment Matrix in Figure 1-3. Although not required, the matrix is helpful in identifying the RAC and in determining hazard abatement priorities. In some cases, the worst credible consequence of a hazard may not correspond to the highest RAC for that hazard. For example, one hazard may have two potential consequences. The severity of the worst consequence (I) may be unlikely (D), resulting in a RAC of 3. The severity of the lesser consequence (II) may be probable (B), resulting in a RAC of 2. Therefore, it is important to consider less severe consequences of a hazard if they are more likely than the worst credible consequence since this combination may present a greater overall risk. Probability Risk Assessment Matrix A B C D I 1 1 2 3 II 1 2 3 4 Severity III 2 3 4 5 IV 3 4 5 5 Risk Assessment Codes 1-Critical 2-Serious 3-Moderate 4-Minor 5-Negligible 8  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS References: [a] History Division of the United States Marine Corps, https://www.usmcu.edu/Research/History-Division/ [b] Naval History and Heritage Command, http://www.history.navy.mil [c] United States Marine Corps, https://www.marines.com/who-we-are/our legacy/battles-through-time.html [d] Marine Corps Times Archive [e] Marine Expeditionary Brigade-Afghanistan Presidential Unit Citation [f] 15th Marine Expeditionary Unit, https://www.15thmeu.marines.mil/About/History/ [g] 26th Marine Expeditionary Unit, https://www.26thmeu.marines.mil/About/History/ [h] Lioness Program Article, https://www.29palms.marines.mil/Articles/Article/498488/lioness-program-pride-of- the-corps/ [i] MCO P10520.3B [j] U.S. Dept. of Defense, https://www.defense.gov/Our-Story/Insignias/ [k] The Hall of Valor project, https://valor.militarytimes.com/ [l] NAVPERS 15665I 102.1 Discuss the significant events, battles, and people in Marine Corps History: [ref. a, b, c, d, e, f, g, h, k] Formation of the U.S. Marine Corps - On November 10, 1775, the Second Continental Congress meeting in Philadelphia passed a resolution stating that "two Battalions of Marines be raised" for service as landing forces with the fleet. This resolution established the Continental Marines and marked the birth date of the United States Marine Corps. Serving on land and at sea, these first Marines distinguished themselves in a number of important operations, including their first amphibious raid into the Bahamas in March 1776, under the command of Captain (later Major) Samuel Nicholas. The first commissioned officer in the Continental Marines, Nicholas remained the senior Marine officer throughout the American Revolution and is considered to be the first Marine Commandant. Battle of Nassau - March 3, 1776: Five companies of Marines carry out the Corps’ first amphibious landing on foreign soil, successfully seizing stockpiles of British gunpowder and munitions. Battle of Derna - April 27, 1805: The Marines rescue the kidnapped crew of the USS Philadelphia on the shores of Tripoli. They receive the nickname “Leatherneck” due to the high collar they wore as protection against the sabers of pirates. Brigadier General Archibald Henderson - Colonel (Brevet Brigadier General) Archibald Henderson, fifth Commandant of the Marine Corps, was born in Colchester, Virginia, on 21 January 1783. He was appointed a Second Lieutenant in the Marine Corps on 4 June 1806; promoted to first Lieutenant 6 March 1807; to Captain 1 April 1811; and was appointed a Major, by brevet, in the year 1814. On 17 October 1820, at the age of 37, LtCol Henderson was appointed as the Commandant of the Marine Corps. He served in this position for a little over 38 years--the longest of any officer to hold that position. Battle of Chapultepec - The Battle of Chapultepec was an assault by American forces on a small contingent of Mexican forces holding the strategically located Chapultepec Castle just outside Mexico City. The battle was fought on 12-13 September 1847 during the Mexican American War. The entire campaign involved about 400 Marines and 7,000 Army personnel. The assault on the 9  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS castle included 40 Marines, with over 90% casualties. The Mexican forces surrendered the castle at 0900 hours on 13 September 1847, opening the way to Mexico City. Sergeant Major John Quick - Medal of Honor Citation: In action during the Battle of Cuzco, Cuba, 14 June 1898. Distinguishing himself during this action, Quick signaled the U.S.S. DOLPHIN on three different occasions while exposed to a heavy fire from the enemy. Sergeant Major John J. Quick died in St. Louis, Missouri, on 10 September 1922. He was buried at Memorial Park Cemetery in Jennings, Missouri. WWI The Battle of Belleau Wood - June 1, 1918: Marine forces launch a last- ditch close combat assault against German soldiers and completely shred the defensive counterattack. Surviving German soldiers nicknamed their adversaries “Devil Dogs,” due to their relentless fighting spirit. Sergeant Major Dan Daly - Sergeant Major Daly is recognized for earning two Medals of Honor: (1) Chinese Boxer Rebellion and (2) First Caco War in Haiti. He is perhaps best remembered for a famous battle cry delivered during the desperate fighting in Belleau Wood in June 1918. Marines took a terrific pounding on the outskirts of Lucy le Bocage ("Lucy Birdcage" to the American Expeditionary Forces) at the fringe of Belleau Wood. They were outnumbered, outgunned, and pinned down. Then, 1stSgt Daly, ordered an attack. Leaping forward, he yelled to his tired men, "Come on, you sons of b-----s, do you want to live forever?" Private Opha Mae Johnson - Opha Mae Johnson, who was working at Headquarters Marine Corps as a civil service employee, was enrolled into the Marine Corps on 13 August 1918 and holds the honor of being America's first woman Marine. Pvt. Johnson was assigned as a clerk in the office of the Quartermaster General, Brigadier General Charles McCawley, and by the war's end was the senior enlisted woman with the rank of sergeant. WWII Pearl Harbor - World War II came to the United States of America on Sunday morning, 7 December 1941, with a massive surprise attack by the Imperial Japanese Navy. "Like a thunderclap from a clear sky," Japanese carrier attack planes (in both torpedo and high-level bombing roles) and bombers, supported by fighters, numbering 353 aircraft from six aircraft carriers, attacked the U.S. Pacific Fleet at Pearl Harbor in two waves, as well as nearby naval and military airfields and bases. The enemy sank five battleships and damaged three; and sank a gunnery training ship and three destroyers, damaged a heavy cruiser, three light cruisers, two destroyers, two seaplane tenders, two repair ships and a destroyer tender. Navy, Army, and Marine Corps facilities suffered varying degrees of damage, while 188 Navy, Marine Corps, and U.S. Army Air Force planes were destroyed. Casualties amounted to: Killed or missing: Navy - 2,008 Marine Corps – 109 Army – 218 10 102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS Civilian – 68 Wounded: Navy – 710 Marine Corps – 69 Army – 364 Civilian – 35 Note: Japanese losses amounted to fewer than 100 men and 29 planes. Women in the Marine Corps - Women Marines became a permanent part of the regular Marine Corps on 12 June 1948 when Congress passed the Women's Armed Services Integration Act (Public Law 625). The Marine Corps Women's Reserve was established in February 1943. Before World War II ended, a total of 23,145 officer and enlisted women reservists served in the Corps. Unlike their predecessors, women Marines in World War II performed over 200 military assignments. In addition to clerical work, their numbers included parachute riggers, mechanics, radio operators, map makers, motor transport support, and welders. By June 1944, women reservists made up 85 percent of the enlisted personnel on duty at Headquarters, Marine Corps and almost two-thirds of the personnel manning all major posts and stations in the United States and Hawaii. Montford Point Marines - African Americans were prohibited from serving in the Marine Corps from its founding in 1775 until June 25, 1941, when President Franklin D. Roosevelt issued Executive Order 8802 directing the Armed Forces of the United States to accept recruits. On June 1, 1942, the Marine Corps began to recruit qualified "colored male citizens of the United States between the ages of 17 and 29, inclusive, for service in a combat organization.” The Marine Corps established a separate and segregated cantonment at Camp Lejeune for the new African American recruits called the Montford Point Camp. The first recruits arrived on August 26, 1942. By the beginning in January 1943, 1,000 African Americans would enter the Marine Corps each month. All these Marines would be trained at Montford Point. The first African American Marine Corps combat unit was the 51st Defense Battalion activated on August 18, 1942, at Montford Point. On average two to three new combat support companies were activated every month between April 1943 and October 1945. In total almost 20,000 African Americans served in the Montford Point Marine units during World War II. Of these, 12,738 were deployed overseas in defense battalions or combat support companies or as stewards in the Messman Branch. Amphibious Operations in the Pacific - The amphibious nature of the war in the Pacific imposed on the Marine Corps greater tasks than any it had ever been called upon to perform. The expansion of the Corps and equipping it with the weapons and support facilities necessary for modern amphibious undertakings was an administrative achievement of the greatest magnitude. Between 7 and 9 August 1942, Marines landed on the beaches of Guadalcanal and Tulagi in the Solomon Islands. These landings marked the first Allied land offensive in the Pacific and were the first amphibious assaults against the enemy forces by the 1st Marine Division (Reinforced). Amphibious landings followed on the remaining Solomon Islands including New Georgia, Bougainville, and Choiseul. 11 102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS Marine Corps’ Navajo Code Talker Program - The Marine Corps’ Navajo Code Talker Program was established in September 1942 as the result of a recommendation made the previous February by Mr. Philip Johnston to Major General Clayton B. Vogel, USMC, Commanding General, Amphibious Corps, Pacific Fleet, whose headquarters was at Camp Elliott, California. Mr. Johnston, the son of a missionary to the Navajo tribe, was fluent in the language, having lived among the Navajos for 24 years. He believed that the use by the Marine Corps of Navajo as a code language in voice (radio and wire) transmission could guarantee communications security. By August 1943, a total of 191 Navajos had joined the Marine Corps for this specific program. Estimates have placed the total number of Navajos in the code talker program variously between 37 and 420 individuals. Battle for Iwo Jima - On 19 February 1945, Marines landed on Iwo Jima in what was the largest all-Marine battle in history. It was also the bloodiest in Marine Corps history. The Marine Corps suffered over 23,300 casualties. Of the savage battle, Admiral Chester W. Nimitz said, "Among the Americans who served on Iwo Island, uncommon valor was a common virtue.” Major Gregory R. “Pappy” Boyington - Major Boyington is recognized for Marine prowess in aerial dogfights. "Pappy" commanded VMH-214, the "Black Sheep," during World War II. By the end of the War, the Major was recognized as the Marine Corps' top ranking flying ace with 28 victories ("kills"). Battle of Okinawa - On 1 April 1945, U.S. ground forces began the Battle of Okinawa. The objective was to secure the island, thus removing the last barrier standing between U.S. forces and Imperial Japan. With Okinawa firmly in hand, the U.S. military could finally bring its full might upon the Japanese, conducting unchecked strategic air strikes against the Japanese mainland, blockading its logistical lifeline, and establishing forward bases for the final invasion of Japan. The battle was one of the most ferocious of the war with American casualties reaching a staggering 49,151, of which 12,520 were killed or missing. On an individual basis, 23 service members received the Medal of Honor for actions performed during the Battle of Okinawa. Thirteen went to the Marines and Navy corpsmen, nine to Army troops, and one to a Navy officer. Hospital Apprentice First Class Robert E. Bush - Hospital Apprentice First Class Bush landed with 1st Marine Division during the invasion of Okinawa on Easter Sunday, 1 April 1945. On 2 May, HA1c Bush’s platoon was pinned down by enemy gunfire and its lieutenant wounded well forward of the rest of the unit. Disregarding his own safety, HA1c Bush moved into the open to administer life-giving aid to the Marine. Perilously exposed on a ridge top during a Japanese counteroffensive, HA1c Bush’s own life was in jeopardy as he drew enemy gunfire and grenades. He suffered several wounds, including the loss of his right eye. Undeterred, he established an I.V. in his patient and then used the Marine’s rifle to neutralize the threat posed to his platoon by the onslaught of enemy soldiers. His actions in battle earned him the Medal of Honor, the youngest Navy man to do so in WWII. 12  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS Korea Chosin Reservoir - After pushing far into North Korea during November of 1950, Marines were cut off after the Chinese Communist Forces entered the war. The major significance of this retrograde movement was that Marines brought out all operable equipment, properly evacuated their wounded and dead, and maintained tactical integrity. 100,000 Chinese troops had infiltrated into North Korea. Lieutenant General Lewis B. “Chesty” Puller - Lieutenant General Puller served in Nicaragua through several periods of political unrest and rebellious activity. Puller and a force of about 32 Marines became famous for their ability to engage rebel groups and bandits while scouring the jungles in a wide area of Nicaragua to the Honduran border. Puller became known as the "Tiger of the Mountains" (1930). The Marine Corps’ mascot, an English bulldog named “Chesty,” is named for this brave and fine Marine Corps officer. Vietnam Petty Officer Robert R. Ingram - During a fierce engagement on 8 February 1966, HM3 Ingram rushed forward while under fire to treat between 12 and 14 wounded Marines. For his actions that day, he received the Silver Star. On 28 March 1966, HM3 Ingram’s unit was attacked by a much larger Vietnamese enemy force. Within minutes, over 300 automatic weapons opened fire, killing or wounding all in the lead squad of Company C, 1st Battalion, 7th Marines. Immediately, HM3 Ingram moved into the fire-swept field to aid the downed Marines. Hospital Corpsman Third Class Ingram was shot through the hand while treating a wounded Marine but continued on. He was rushing to another casualty when another bullet tore through his knee. Although he was struggling to move, HM3 continued to respond to calls for aid when an enemy soldier shot him in the face, directly below the right eye. Still, he continued to assist the wounded Marines. Throughout the battle, HM3 Ingram seized weapons and ammunition from his patients, firing to suppress enemy attacks and thereby protect the Marines. Finally, while tending to a fallen hospital corpsman, a fourth shot went through HM3 Ingram’s groin and buttocks. Despite blood loss and agonizing pain, he managed to crawl back to friendly lines. Even then, he tried to delay his medical evacuation, asking that the injured Marines go first. His recovery took eight months, but HM3 Ingram eventually was able to return to duty. For his selflessness, he was nominated for the Medal of Honor. Lieutenant Vincent R. Capodanno - In December 1965, Father Capodanno received his commission as a Lieutenant in the Navy Chaplain Corps. He was assigned to the First Marine Division in Vietnam in April 1966. While serving as Chaplain with the Third Battalion, Fifth Marines, during combat with enemy forces in Quang Tin Province. On 4 September 1967, Lieutenant Capodanno left the relative safety of the Company Command Post and ran through an open area raked with fire, directly to the beleaguered platoon. Disregarding the intense enemy small-arms, automatic-weapons, and mortar fire, he moved about the battlefield administering last rites to the dying and giving medical aid to the wounded. When an exploding mortar round 13  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS inflicted painful multiple wounds to his arms and legs, and severed a portion of his right hand, he steadfastly refused all medical aid. Instead, he directed the corpsmen to help their wounded comrades and, with calm vigor, continued to move about the battlefield as he provided encouragement by voice and example to the valiant Marines. He lost his life as he provided assistance and comfort to Marine casualties. For his heroism on this occasion, Lieutenant Vincent R. Capodanno was posthumously awarded the Medal of Honor. Brigadier General Margaret A. Brewer - Brigadier General Brewer, then a Colonel, served as the seventh and last Director of Women Marines (WM) from 1973-1977, the only post-World War woman to hold the position. Margaret Brewer became the Marine Corps' first woman general officer on 11 May 1978. Beirut Bombing - In 1982, Marines deployed to Lebanon as part of a multinational peacekeeping force to restore peace and order to this war-torn country. This action further displayed the Marine concept of a "Force in Readiness." On 23 October 1983, a suicide truck bomb attack on the headquarters building killed 241 Americans and wounded 70 others. The last Marine unit withdrew in July 1984. Operation Desert Storm - Operation Desert Storm was launched after the Iraqi government invaded Kuwait and refused to comply with United Nations resolutions demanding their withdrawal. Marine aviation was heavily used when the air phase commenced in January of 1991. When massive bombing failed to dislodge Iraqi forces, Marine ground forces swept into Kuwait and liberated the country, causing severe damage to the Iraqi military capability. Operation Enduring Freedom Operation Strike of the Sword - Operation Khanjar was an American-led military offensive against the Taliban in Helmand province in southern Afghanistan. Approximately 4,000 Marines from the 2nd Marine Expeditionary Brigade along with 650 Afghan Army soldiers took part in the offensive. The operation began when the U.S. and Afghan forces entered the Helmand River Valley in the early morning of 2 July 2009. This operation was the largest Marine offensive since the Battle of Fallujah in 2004. The operation was also the biggest offensive airlift by the Marines since the Vietnam War. Units involved in the offensive include 2nd Battalion, 8th Marines; 2nd Light Armored Reconnaissance Battalion and 1stBattalion, 5th Marines. The Battle of Marjah - Also known as Operation Moshtarak (Dari word for “together”). In February 2010, Operation Moshtarak reclaimed Marjah, a strategic agricultural hub and narco-terrorist safe haven in the Helmand River Valley. Together with thousands of Afghan National Security Forces, the Marines tangibly improved the geo-political landscape of Southwestern Afghanistan. Corporal Dakota Meyer - Corporal Meyer maintained security at a patrol rally point while other members of his team moved on foot into the village Ganjgal in Kunar Province, Afghanistan on 8 September 2009. More than 50 enemy fighters ambushed the patrol: firing rocket propelled grenades, mortars, and machine guns from houses and fortified positions on the slopes above. He took the exposed gunner's position in a gun-truck as they 14  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS made several trips in to evacuate the dead and wounded members of his team as well as Afghan soldiers. Corporal Meyer was awarded the Medal of Honor for his daring initiative and bold fighting spirit throughout the 6-hour battle significantly disrupted the enemy's attack. Petty Officer First Class Justin A. Wilson - On 28 September 2011 while on a mounted patrol, Petty Officer Wilson volunteered to accompany the team's Explosive Ordnance Disposal (EOD) Technician to clear an improvised explosive device (IED) from an Afghan Local Police checkpoint. As the EOD Tech entered the checkpoint's barriers to inspect the IED, there was a large explosion. Despite being disoriented by the dust and overpressure from the blast, and knowing the enemy's tactic of emplacing multiple IEDs in proximity, Petty Officer Wilson immediately left the safety of his position and searched the checkpoint until he located the severely wounded EOD Tech. Two other team members arrived and were helping move the casualty when a second device exploded, severely wounding Petty Officer Wilson and mortally wounding the others. Ignoring the pain of his own injuries, Petty Officer Wilson focused solely on treating his fellow team members. He dragged one outside the checkpoint and rendered aid until he succumbed, and then searched for the other casualties, who had been blown over the barriers by the second blast. Only after confirming they were already dead did he allow treatment of his own wounds. By his decisive actions, Petty Officer Wilson was awarded the Navy Cross. Operation Iraqi Freedom The First Battle of Fallujah - Codenamed Operation Vigilant Resolve was an unsuccessful attempt by the United States Military to capture the city of Fallujah, Iraq. On 4 April 2004, 1st Battalion, Fifth Marine Regiment (1/5) attacked the city’s industrial center, and the 2nd Battalion, 1st Marines (2/1) pushed south through the northwestern urban district. They met harsh resistance, and by 10 April, 3/4 and 2/2 were committed to the still raging conflict. The Second Battle of Fallujah - Two distinct operations (Operation Al-Fajr and Operation Phantom Fury) took place during the Second Battle of Fallujah on 7 November 2004. Operation Al Fajr - The operation represented a major success for the Iraqi Government and coalition forces. The attack force included nine U.S. Army and Marine battalions, six Iraqi battalions, and attack aviation from all of the Military Services, to include naval air flying off an aircraft carrier. The full assault force included some 12,000 Marines, Soldiers, Sailors, Airmen, and Iraqi Security Forces (ISF). The keys to successful integration of this joint and coalition force were complementary war fighting capabilities, a single chain of command, advances in technology, and the unifying vision of liberating a city from the oppressive grip of the insurgents and terrorists. The assault and subsequent reconstruction efforts turned Fallujah from an insurgent base of operations into the cornerstone of progress in the Al Anbar Province. Operation Phantom Fury - Operation Phantom Fury was a joint U.S.-Iraqi - British offensive led by the U.S. Marine Corps against the Iraqi insurgency stronghold in the city of Fallujah, which was authorized by the U.S.-appointed Iraqi Interim Government. The carefully designed and skillfully executed attack took place on 7 November 2004 and employed 15  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS Regimental Combat Teams (RCTs) 1and 7 attacking south into the city. The Marines were well supported by Army mechanized infantry and cavalry units. This inter-service and fully coordinated air-ground approach gradually overwhelmed the insurgents trapped in the city. The dense urban fighting was fierce and conducted house by house and rooftop to rooftop. Marine Corps Lioness Program - Since Muslim tradition does not allow a man to touch a woman who is not related to them and knowing American military personnel would not search them unless a female service member was present, insurgents began to use women to smuggle contraband and act as suicide bombers. To counter this threat, the Marine Corps developed the Lioness Program, which was formed in 2004 to provide culturally sensitive searches on Iraqi women. The Lioness Program attaches female Marines to combat units to search Iraqi women and children who may be trying to smuggle money or weapons through security checkpoints in Iraq. The “lionesses” also train Iraqi women how to conduct proper searches on other women. Corporal Jason Lee Dunham - Corporal Dunham led his Combined Anti-Armor Team towards an engagement in Husaybah, Iraq on 14 April 2004 to provide fire support to their Battalion Commander's convoy, which had been ambushed. While wrestling an insurgent to the ground he, saw a grenade being released. Aware of the imminent danger and without hesitation, he covered the grenade with his helmet and body, bearing the brunt of the explosion and shielding his Marines from the blast. He was posthumously awarded the Medal of Honor, and a US Navy Destroyer now bears his name. Hospitalman Apprentice Luis E. Fonseca - During the assault and seizure of the Saddam Canal Bridge, an amphibious assault vehicle was struck by a rocket-propelled grenade inflicting five casualties. Without concern for his own safety, Hospitalman Apprentice Fonseca evacuated the wounded Marines from the burning amphibious assault vehicle and tend to their wounds. He established a casualty collection point inside the unit's medical evacuation amphibious assault vehicle, stabilizing two casualties with lower limb amputations by applying tourniquets and administering morphine. He continued to treat and care for the wounded until his vehicle was rendered immobile by enemy direct and indirect fire. Under a wall of enemy machine gun fire, he directed the movement of four casualties from the damaged vehicle. He personally carried one critically wounded Marine over open ground to another vehicle. Following a deadly artillery barrage, Hospitalman Apprentice Fonseca again exposed himself to enemy fire to treat Marines wounded along the perimeter. Returning to the casualty evacuation amphibious assault vehicle, he accompanied his casualties South through the city to a Battalion Aid Station. After briefing medical personnel on the status of his patients, Hospitalman Apprentice Fonseca returned North through the city to Company C's lines and to his fellow Marines that had been wounded in his absence. His timely and effective care undoubtedly saved the lives of numerous casualties. Hospitalman Apprentice Fonseca was awarded the Navy Cross for his extraordinary heroism. Operation Inherent Resolve - Operation Inherent Resolve (OIR) is the United States military's operational name for the international war against the Islamic State (IS), including both a campaign in Iraq and a campaign in Syria, with a closely related campaign in Libya. The campaign is primarily waged by American and British forces in support of local allies, most 16  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS prominently the Iraqi security forces and Syrian Democratic Forces (SDF). Combat ground troops, mostly special forces, infantry, and artillery have been deployed, especially in Iraq. Of the airstrikes, 70% have been conducted by the military of the United States, 20% by the United Kingdom and the remaining 10% being carried out by France, Turkey, Canada, the Netherlands, Denmark, Belgium, Saudi Arabia, the United Arab Emirates, Australia, and Jordan. 102.2 Discuss the following Naval and Marine Corps customs and traditions. [ref. a, b][COMDTMIDINST 3500.1] Promotions and Re-enlistments The following procedures are considered appropriate to mark promotions and reenlistments of Navy and Marine Corps men and women: -The promoted or reenlistee’s desires be considered in determining the time and place of the ceremony. -The commanding officer or, in his absence, the executive officer preside over the ceremony. Notwithstanding the above, the member’s desires for a particular officer to administer the oath should be accommodated. -The family, special guests and shipmates desired by the promoted or reenlistee be invited to the ceremony, as appropriate. -Photographic coverage be made of the ceremony and presented to the reenlistee. Wherever possible, press releases should be made to the appropriate media, i.e., ship/station, hometown, local newspapers. -A brief social gathering, with simple refreshments, for the reenlistee and his guests following the ceremony. -Transportation within a naval installation be provided to and from the ceremony for the guests, if appropriate. -Special liberty and/or leave should be granted as soon as possible following the ceremony. Dining In The following examples are considered appropriate Dining In procedures: -Dining-Ins are formal dinner events meant to honor achievements, honor guests and fallen comrades, and to promote good morale and camaraderie within the company or organization. -The event is meant to be fun and in good taste. -A Dining-In will have no family members or "non-official" guests. An "official" guest and/or speaker will have their expenses covered by the members of the company. -Personal guests may only be invited with the permission of the President of the Mess. The dinner and bar expenses of personal guests are covered by the member who invites them. -The traditions, customs, and special ceremonies associated with Dining- Ins have significant historical precedence and meaning. As such, they may only be used at an official Dining-In. Marine Corps Birthday Traditionally, the first piece of Birthday cake is presented to the oldest Marine present and the second piece to the youngest Marine present. When and where this tradition began remains unknown. Some records indicate this 17  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS practice, and others vary it depending on the dignitaries present at the ball. First pieces of cake have been presented to newlyweds, the Secretary of the Navy, governors, and others, but generally speaking, the first pieces of cake go to the oldest and youngest Marines at the ball. At present, celebrations of the Marine Corps Birthday on 10 November differ at posts and stations throughout the Corps. All commemorations include the reading of Marine Corps Order No. 47, and the Commandant's message to those assembled. Most commands sponsor a Birthday Ball of some sort, complete with pageant and cake ceremony as prescribed in the Marine Corps Manual. Like the Corps itself, the Birthday Ball developed from simple origins to become the polished, professional function that all Marines commemorate on 10 November around the world. Wet Down A party thrown by a newly promoted Staff NCO or officer to celebrate his/her new rank. It must be pointed out that this is not an initiation. At no time will anyone be humiliated, hazed, or forced to do something against their will. The following general guidelines should be followed: The Wet Down should be held soon after the promotion, usually within a month or so. It is usually held at the Staff NCO Club. The amount of money spent by the recently promoted Marine is normally one month's pay raise. If several Marines from the same unit have been promoted within a short period of time they can get together and have one single Wet Down. This permits a more lavish celebration. The money is spent on beverages and sometimes on food. The invited guests are usually fellow Marines of equal or superior rank to that of the recently promoted Marine. The warrant of the newly promoted Marine is displayed prominently. In the past, the warrant was doused with alcohol at some point during the gala, thus the term "Wet Down." This practice is rarely followed today. Hail and Farewell Hail and Farewell (a translation of ave atque vale, last words of the poem Catullus 101) is a traditional military event whereby those coming to and departing from an organization are celebrated. This may coincide with a change in command, be scheduled on an annual basis, or be prompted by any momentous organizational change. It is a time to honor those who have departed the unit and thank them for their service. At the same time, it is a welcome to those who are joining and introduces them to the special history and traditions of their new organization. This celebration builds organizational camaraderie and esprit de corps. It supports a sense of continuity through change. 102.3 Discuss the procedures for boarding and leaving a Naval vessel. [ref. i, Ch. 10 p A-1 – A-2] Render honors while boarding and departing ships: 18  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS Boarding a naval ship between 0800 to sunset. -Face aft upon reaching the top of the gangway (brow). -Salute the National Ensign. -Salute the officer of the deck (OOD), who will be standing on the quarterdeck at the head of the gangway. -Request “Permission to come aboard.” Departing a naval ship between 0800 and sunset. -Salute the OOD and request “Permission to go ashore.” -Go to the brow, turn aft, and salute the National Ensign. Board and depart a naval ship between sunset and 0800. -Follow the above procedures but do not turn aft and do not salute the National Ensign. NOTE: Board a small boat or ship by inverse order of rank; the junior goes first, and the others follow according to rank. 102.4 Discuss the circumstances when a hand salute is rendered and when it is not. [ref. i] When/how to salute: -Begin your salute in ample time (at least six, but not more than 30 paces away). -Hold your salute until it is returned or acknowledged. -Accompany the salute with an appropriate greeting. -Look squarely at the person or colors being saluted. -Render the salute only once if a senior remains in the immediate vicinity. -Render the salute again if conversation takes place when a senior leaves or when you depart. NOTE: Do not interrupt the conversation to salute another senior unless the officer to who you are speaking salutes a senior. Salute in a group: -If Your group is not in formation -Then the first person to notice an officer approaching calls the group to attention and Salutes for the group, or entire group salutes the officer. -If Your group is in formation - Then the Senior person calls the formation to attention and salutes for the group Salute when passing an officer who is going in the same direction as you: -Come abreast of the officer, salute and say, “By your leave, sir (ma’am).” -Officer returns the salute, and say, “Carry on” or “Granted.” -Terminate your salute and pass ahead. Salute officers, regular and reserve, of the Navy, Army, Air Force, Marine Corps, Coast Guard, and foreign military and naval officers whose governments are formally recognized by the U.S. Government. Do not salute when: -At work indoors (except when under arms) -A prisoner or guarding prisoners -Under battle conditions -In ranks, at games, or part of a working detail -At crowded gatherings, in public conveyances, or in congested areas, unless you are addressing or are being directly addressed by a senior 19  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS -Doing so would physically interfere with your performance of an assigned duty or would create a hazard -While your blouse or coat is unbuttoned -With a smoking device in your hand 102.5 Identify the Marine Corps rank and pay grade in order of seniority from E-1 to O-10. [ref. j] 102.6 Identify Navy Rates that serve with the Fleet Marine Force. [ref. l] Hospital Corpsman (HM) Religious Program Specialist (RP) Master-at-Arms (MA) Logistics Specialist (LS) Personnel Specialist (PS) Navy Diver (ND) Navy Career Counselor (NC) Aviation Electronics Technician (AT) 20  102 U.S. MARINE CORPS HISTORY, TRADITIONS AND RANK STRUCTURE FUNDAMENTALS Intelligence Specialist (IS) Electronics Technician (ET) Yeoman (YN) Boatswain Mate (BM) Engineman (EN) 21  103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS References: [a] Marine Corps Manual w/Ch 1-3 (PCN 50100342500) [b] MCRP 1-10.1, Organization of the United States Marine Corps (PCN14400005000) [c] MCDP 1-0, Marine Corps Operations (PCN14200001400)__________________________ 103.1 Discuss the seven elements of the Marine Corps mission. [ref. a, p. 1- 3, 1-4] 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, the Navy, and the Air Force and in accordance with doctrines established by the Joint Chiefs of Staff. Develop, in coordination with the Army, the Navy, and the Air Force, doctrines, procedures, and equipment of interest to the Marine Corps for airborne operations which are not provided for by the Army. 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. 103.2 Discuss the two parallel chains of command that exist within the Marine Corps. [ref. b, p. 1-1] Service – the President of the United States, through Secretary of Defense (SECDEF), through the Secretary of the Navy (SECNAV) and the Commandant of the Marine Corps (CMC), and to Marine Corps units not assigned to the Combatant Commander’s (CCDRs). Operational - the President, through SECDEF, and directly to commanders of combatant commands for missions and forces allocated to their commands. 103.3 Discuss the purpose of the Headquarters Marine Corps (HQMC). [ref. b, p. 1-2,1-3,15-1,15-2] Headquarters, United States Marine Corps (HQMC) consists of the CMC, the Assistant Commandant of the Marine Corps (ACMC), deputy commandants (DCs), Staff Judge Advocate (SJA) to the CMC, directors, other members of the Navy and Marine Corps assigned or detailed to HQMC, and civilian employees in the Department of the Navy (DON) assigned or detailed to HQMC. Headquarters, United States Marine Corps is located at the Pentagon; Henderson Hall; 21 103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS Marine Barracks Washington DC; Marine Corps Base (MCB) Quantico, Virginia; and the Washington Navy Yard. Under the authority, direction, and control of the SECNAV through the CMC, HQMC shall prepare for such employment of the Marine Corps and for such recruiting, organizing, supplying, equipping (including research and development), training, servicing, mobilizing, demobilizing, administering, and maintaining of the Marine Corps, and will assist in the execution of any power, duty, or function of the Secretary or the CMC. The CMC is directly responsible to the SECNAV for the administration, discipline, internal organization, training requirements, efficiency, and readiness of the Marine Corps. The CMC is also responsible for the operations of its material support system and its performance. The CMC is appointed by the President, by and with the advice and consent of the Senate, for a term of 4 years. In time of war or during a national emergency declared by Congress, the CMC may be reappointed for a term of not more than 4 years. The individual commander’s staff within the Marine Corps is organized under a basic structure. This construct allows for units to mirror similar functions and create a unity of effort when performing duties laterally throughout the staff. General staffs are designated G-1 through G-10 while staffs of other commanders are designated S-1 through S-10. These like functions are grouped into staff areas: -G-1/S-1 Personnel and Administration -G-2/S-2 Intelligence and Counterintelligence -G-3/S-3 Operations and Training -G-4/S-4 Logistics -G-5/S-5 Plans -G-6/S-6 Communications -G-7/S-7 Information Environment -G-8/S-8 Finance/Resource Management -G-9/S-9 Civil Affairs -G-10/S-10 Force Preservation 22  103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS 103.4 Identify and discuss the Marine Corps Operating Forces. [ref. c, p. 1- 19 thru 1-21] The Marine Corps operating forces consist of Marine Corps forces assigned to combatant commanders or retained under the control of the Commandant, the Marine Corps Reserve under the control of the Commandant, security forces under the control of designated fleet commanders, and special activity forces under the control of the Secretary of State. Marine Corps Forces consist of combat, combat support, and combat service support units that are normally task-organized as MAGTFs. The content of this publication focuses primarily on expeditionary operations by Marine Corps forces and those elements of the Marine Corps Reserve activated to augment or reinforce them. Within the Secretary of Defense memorandum, the Forces for Unified Commands section assigns designated Marine Corps operating forces to three combatant commanders—Commander, United States Pacific Command; Commander, USSOCOM; and Commander, United States Strategic Command, who exercise combatant command (command authority) through Commander, United States Marine Corps Forces, Pacific (MARFORPAC); Commander, United States Marine Corps Forces, Special Operations Command (MARSOC); and Commander, United States Marine Corps Forces, Strategic Command, respectively. The remaining Marine Corps forces are under Service control, which the Commandant exercises through the Commander, United States Marine Corps Forces Command (MARFORCOM). In that capacity Commander, MARFORCOM provides 23 103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS forces to the combatant commanders when tasked through the Global Force Management process. Whether assigned to a combatant commander or retained under Service control, Marine Corps forces are apportioned to the geographic combatant commanders to plan for contingencies and are provided to these unified combatant commands when directed by the Secretary of Defense. Whether assigned, attached, transiting through, or training in a geographic combatant commander’s area of responsibility, a Marine Corps component commander commands those forces. The Marine Corps Reserve consists of the Ready Reserve, the Retired Reserve, and the Standby Reserve. The Ready Reserve’s personnel are liable for active duty in time of war or national emergency as proclaimed by the President, declared by Congress, or when otherwise authorized by law. Included in the Ready Reserve are the Selected Reserve and the Individual Ready Reserve: The Selected Reserve consists of Marine Corps Forces Reserve units and personnel assigned to individual mobilization augmentation billets who are required to participate in inactive duty training periods and annual training. Also classified as Selected Reserves are those Active Reservists who serve on full time active duty to support the training and administration of the reserves. These units at the regiment/group level and below are deployable formations that generally mirror their Active Component counterparts in structure, capability, and operational readiness. (Headquarters above the regiment/group level perform administrative duties.) With the exception of a few unique capabilities that are typically employed during major operations and campaigns, Reserve Component units are indistinguishable from those of the Active Component with regard to the range of missions they are capable of performing. They can augment or reinforce MAGTFs primarily composed of Active Component units or task-organize into MAGTFs composed entirely of Reserve Component units. The Individual Ready Reserve generally consists of Marines who have recently served in the active forces or Selected Marine Corps Reserve and have a period of obligated service remaining on their contract. Members of the Delayed Entry Program also belong to the Individual Ready Reserve. 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. 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 Marine Corps Security Force Regiment provides armed antiterrorism and physical security trained forces to designated naval installations, vessels, or units. Fleet antiterrorism security team companies provide fleet commanders with forward-deployed fleet antiterrorism security team platoons for responsive, short term security augmentation of installations, ships, or vital naval and national assets when force protection conditions exceed the capabilities of the permanent security forces. Marine Corps Security Force companies operate under the operational control of the designated Navy commanding officer and under the administrative control of the Commandant through Commander, MARFORCOM. 24  103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS Special Activity Forces provide security and services or perform other special duties for agencies other than the Department of the Navy. Assignment of the missions of these forces and the personnel to them are specified by the supported agency and approved by the Commandant. For example, detachments from the Marine Corps Embassy Security Group guard foreign service posts throughout the world. Marines belonging to these security guard detachments provide internal security services to selected Department of State embassies, consulates, and legations. They prevent the compromise of classified material and equipment and protect United States citizens and government property. Marine security guard detachments operate under the operational control of the Secretary of State and under the administrative control of the Commandant. 103.5 Describe in general a Marine Air Ground Task Force (MAGTF). [ref. b, p. 1-3] The Marine Corps generally operates as MAGTFs, which are integrated, combined arms forces that include air, ground, and logistic units under a single commander. Marine air-ground task forces are organized, trained, and equipped from the operating forces of Marine Forces Pacific (MARFORPAC), Marine Forces Command (MARFORCOM), and Marine Forces Reserve (MARFORRES). Commander, MARFORPAC and Commander, MARFORCOM provide the geographic combatant commanders (GCCs) with scalable MAGTFs that possess the unique ability to project mobile, reinforceable, sustainable combat power across a range of military operations. Commander, MARFORRES provides ready and responsive Reserve Marine forces and Marines who augment and reinforce Active Component MAGTFs in their mission accomplishment. As depicted below, a MAGTF consists of four key elements: a command element (CE), a ground combat element (GCE), an aviation combat element (ACE), and a logistics combat element (LCE). 103.6 Identify the four types of MAGTFs. [ref. b, p. 1-4, figure 1-2] 25  103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS Marine Expeditionary Force Marine Expeditionary Brigade Marine Expeditionary Unit Special Purpose Marine Air-Ground Task Force. 103.7 Discuss the mission and organization of the Marine Expeditionary Forces (MEF). [ref. b, p. 1-3, 1-4] The Marine Expeditionary Force (MEF) is the principal Marine Corps warfighting organization. It is capable of missions across a range of military operations, to include amphibious assault and sustained operations ashore in any environment. With appropriate augmentation, the MEF CE is capable of performing as a Joint Task Force (JTF) headquarters. Each standing MEF consists of: A permanent CE - provide command, control, direction, planning and coordination of corps-level air, ground, and logistical operations of assigned forces, normally consisting of one or more Marine Divisions, Marine Aircraft Wings, and force service support groups, and other separate units. One Marine Division (MARDIV): -Task-organized to conduct ground operations in support of the MAGTF mission. -Normally formed around an infantry organization reinforced with requisite artillery, reconnaissance, armor, and engineer forces and can vary in size and composition from a rifle platoon to one or more Marine Divisions. One Marine Aircraft Wing (MAW): -Task-organized to support the MAGTF mission by performing some or all of the six functions of Marine aviation. -Normally built around an aviation organization that is augmented with appropriate air command and control, combat, combat support, and CSS units. -Operates effectively from ships, expeditionary airfields, or austere forward operating sites and can readily and routinely transition between sea bases and expeditionary airfields without loss of capability. -Varies in size and composition from an aviation detachment with specific capabilities to one or more MAWs. One Marine Logistics Group (MLG): -Task-organized to provide the full range of CSS functions and capabilities needed to support the continued readiness and sustainability of the MAGTF as a whole. -It is formed around a CSS headquarters and may vary in size and composition from a support detachment to one or more Marine MLGs. These major commands constitute the primary reservoir of combat capabilities from which MAGTFs are sourced. The size and composition of a deployed MEF can vary greatly depending on the requirements of the mission. It can deploy with not only its own units, but also units from the other standing MEFs, the Marine Corps Reserve, other 26 103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS Services, and the United States Special Operations Command (USSOCOM). A MEF typically deploys by echelon with up to 60 days of sustainment. The lead echelon of the MEF, tailored to meet the specific mission, is designated the Marine Expeditionary Force (Forward) (MEF [FWD]) and may be commanded by the MEF commander personally or by a designated commander. The MEF (FWD) prepares for the subsequent arrival of the rest of the MEF or other joint or combined forces. MEFs may conduct sustained operations ashore upon completion of an amphibious operation or by deploying from the sea, land, or air and linking up with maritime prepositioning ships carrying equipment and supplies. 27  103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS 103.8 Identify the location of the three standing MEFs. [ref. b, p. 1-3] There are three standing MEFs: I MEF, based in Southern California and Arizona II MEF, based in Virginia, North Carolina, and South Carolina III MEF, based in Japan and Hawaii. 103.9 Discuss the mission and organization of the Marine Expeditionary Brigades (MEBs). [ref. b, p. 1-4 thru 1-7] As a subordinate command of the MEF, the Marine Expeditionary Brigade (MEB) accomplishes such operational missions as may be assigned based on augmentation. The MEB is a mid-sized MAGTF that conducts major security cooperation operations, responds to larger crises or contingencies, or participates in major operations and campaigns. Each MEB orients toward its respective GCC’s Area Of Responsibility (AOR) and provides general officer- level crisis response JTF command. Marine expeditionary brigades provide the building blocks for forcible entry and other power projection operations—the landing forces for amphibious assault and the fly-in echelons that marry-up with equipment and supplies delivered by maritime prepositioning ships. MEBs accomplish such operational missions as may be assigned based on augmentation. The MEB is a MAGTF built around a Reinforced Infantry Regiment, an Aircraft Group, and components of an MLG. The MEB is normally commanded by a Brigadier General. A MEB can consist of 3,000 to 20,000 Marines and Sailors once its subordinate units are assigned and deploys with up to 30 days of sustainment. Command Element. The MEB CE is responsible for the command and control (C2), direction, planning, and coordination of air, ground, and logistic operations as well as operations in the information Ground Combat Element. The GCE is composed of an infantry regiment reinforced with artillery, reconnaissance, engineer, light armored reconnaissance (LAR) units, assault amphibian units, and other attachments as required. Aviation Combat Element. The ACE is composed of combat assault transport helicopter/tiltrotor aircraft, utility and attack helicopters, fixed-wing (FW) attack vertical and/or short takeoff and landing aircraft (V/STOL), fighter/attack aircraft, unmanned aircraft systems (UASs), air refueler/transport aircraft, and requisite aviation logistic and command, control, computers, communications, and intelligence capabilities. 28  103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS Logistics Combat Element. The LCE is task-organized around components of an MLG consisting of the MLG headquarters and two combat logistics regiments (CLRs). These components support the following logistic functions: engineering, supply, services, transportation, medical/dental, and maintenance, as well as, landing support for beach, port, and airfield delivery operations. In garrison, all routine operational support for the MEB CE is provided by Marine expeditionary force support battalion (MSB). However, during training and contingency operations any logistic support that is required beyond MSB capability will be provided by the LCE of the MEB. As an expeditionary force, a MEB is capable of rapid deployment and employment via amphibious shipping, strategic airlift, marrying with maritime prepositioning force (MPF) assets, or any combination thereof. If the scope of operations expands beyond the capability of the MEB, additional forces can readily deploy to expand to a MEF. Thus, the MEB becomes the forward echelon of the MEF. Additionally, the MEB bridges any potential gap that exists regarding crisis response. It exercises command and control over Marine Corps forces, while enabling a general officer-level command and control of crisis response operations when requested by the GCC through the Marine Corps component commander. 103.10 Discuss the regional focus and organizational alignment of the three standing MEBs. [ref. b, p. 1-6] There are three regionally oriented MEBs: 1st MEB aligned to I MEF (United States Indo-Pacific Command [USINDOPACOM]/United States Central Command [USCENTCOM]) 2d MEB aligned to II MEF (United States European Command [USEUCOM], United States Africa Command [USAFRICOM], USCENTCOM) 3d MEB aligned to III MEF (USINDOPACOM). 29  103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS 103.11 Discuss the mission and organization of the Marine Expeditionary Units (MEUs). [ref. b, p. 1-8,1-9] The MEU is the standard forward-deployed Marine expeditionary organization. Forward-deployed MEUs are maintained by MARFORCOM and MARFORPAC in the Mediterranean Sea, the western Pacific, and the Indian Ocean or Arabian Gulf region. The MEU can be thought of as a self-contained operating force capable of missions of limited scope and duration and as a forward-deployed extension of the MEF or MEB. The MEU undergoes an intensive 26-week, standardized pre-deployment training program that includes an exercise and a final evaluation in order to receive its certification as a MEU. The MEU must demonstrate competence across the entire range of required capabilities, be able to plan and execute any assigned mission within 6 hours of notification, and conduct multiple missions simultaneously. Marine expeditionary units are augmented with selected personnel and equipment to provide enhanced conventional and selected maritime special operations capabilities. Each MEU is task-organized with up to 15 days sustainment and consists of A standing CE. A GCE consisting of an Infantry Battalion reinforced with Artillery, Reconnaissance, Engineer, Armor, Assault Amphibian units, and other 30 103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS detachments as required. This Reinforced Infantry Battalion forms a Battalion Landing Team (BLT). An ACE consisting of a Marine Medium Tiltrotor Squadron (VMM) reinforced with detachments from a Marine Heavy Helicopter Squadron (HMH), Marine Light Attack Helicopter Squadron (HMLA), Marine Attack Squadron (VMA), Marine Unmanned Aerial Vehicle Squadron (VMU), Marine Air Traffic Control Detachment (MATCD), Marine Wing Support Squadron (MWSS), and Marine Aviation Logistics Squadron (MALS) An LCE consisting of a Combat Logistics Battalion (CLB). The MEU’s mission is to provide a forward-deployed, sea based, rapid crisis response capability to execute a full range of military operations. It is organized, trained, and equipped as a self-sustaining, general-purpose expeditionary MAGTF that possesses the capability to conduct a range of military operations in support of various contingency requirements, including such selected maritime special operations as: Reconnaissance and Surveillance Tactical recovery of aircraft and personnel Seizure/recovery of selected personnel or materiel Visit, board, search, and seizure of vessels. Embarked aboard the ships of a Navy amphibious ready group, a deployed MEU provides a CCDR or other operational commander with a quick, sea-based reaction force for a wide variety of situations. In many cases, the MEU embarked on amphibious warfare ships may be the first US force at the scene of a crisis and can conduct enabling actions for larger follow-on forces. It can provide a visible and credible presence in many potential trouble spots and can demonstrate the willingness of the United States to protect its interests overseas 31  103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS 103.12 Identify the seven MEUs and the MEFs in which they reside. [ref. b, p. 1-9] There are seven MEUs: I MEF -11th, 13th, and 15th MEUs (SOC) II MEF -22nd, 24th, and 26th MEUs (SOC) III MEF -31st MEU (SOC) 103.13 Discuss the mission and organization of the Special Purpose Marine Air-Ground Task Force (SPMAGTF). [ref. a, p. 1-9] Each standing Special Purpose Marine Air-Ground Task Force (SPMAGTF) CE will serve as the nucleus of a SPMAGTF, which is a MAGTF formed to conduct a specific mission. It is normally formed when a standing MAGTF or other type force is either inappropriate or unavailable. A SPMAGTF is organized, trained, and equipped to conduct a wide variety of missions that include: Crisis response Regionally-focused training exercises Peacetime missions 32  103 U.S. MARINE CORPS MISSION AND ORGANIZATION FUNDAMENTALS The SPMAGTF designation derives from the mission it is assigned, the location in which it will operate, or the name of the exercise in which it will participate (e.g., SPMAGTF (X), SPMAGTF Somalia, SPMAGTF UNITAS, SPMAGTF Andrew). A SPMAGTF may be any size, but is normally smaller than a MEU with tailored capabilities chosen to accomplish a particular mission. It may be task- organized deliberately from the assets of a standing MEF, or it may be formed on a contingency basis from an already deployed MAGTF to perform an independent, rapid response mission of limited scope and duration. The SPMAGTF includes all four of the basic elements of a MAGTF. It is generally employed in the same manner as a MEU; however, under certain circumstances it may be deployed via commercial shipping or aircraft, inter-theater airlift, or organic Marine aviation. 103.14 Discuss the mission of the Marine Corps Installation Command (MCICOM) and identify the three regional Marine Corps installations commands, also known as the 5th element of the MAGTF, currently supporting the MEFs. [ref. b, p. 16-1] The mission of Marine Corps Installations Command (MCICOM) is to exercise command and control of regional installation commands, establish policy, exercise oversight, and prioritize resources to optimize installation support to the operating forces and tenant commands, Marines, and family members. It is the single authority for all Marine Corps installation matters. The MCICOM is the command and staff echelon responsible for providing policy, oversight, and support to all Marine Corps installations (MCI). It contributes to the Marine Corps operating forces’ readiness by providing training support, mobilization and deployment support, facilities, housing, legal services, and other installation services. The MCICOM installations also support TECOM, other US Services, allied forces, DOD and Federal agencies, various other tenant organizations, and Service family members who reside at installations. It provides individual augmentation to Marine Corps operating forces to meet operational contingencies. Marine Corps Installations Command installations are critical national defense assets that are the force projection platforms supporting the basing, training, sustainment, mobilization, deployment, embarkation, redeployment, reconstitution, and force protection of the operating forces. The primary supported commands are the MEFs. Under the oversight and policy guidance of MCICOM and the regional MCI, MCICOM provides a wide array of physical infrastructure and installation services to support the readiness and mission accomplishment of Marine Corps operating forces and other tenant organizations. The Commander, MCICOM exercises command via four subordinate regional MCI commands: Marine Corps Installations East (MCIEAST) Marine Corps Installations Pacific (MCIPAC) Marine Corps Installations West (MCIWEST) Marine Corps Installations National Capital Region (MCINCR) 33  104 COMBAT LEADERSHIP AND FORCE PROTECTION FUNDAMENTALS References: [a] MCRP 3-30.7 Commander’s Tactical Handbook [b] MCTP 6-10B, Marine Corps Values: A User’s Guide for Discussion Leaders [c] MCTP 11-10C, The Commander’s Handbook on the Law of Land Warfare [d] DoDD 5210.56 Carrying of Firearms and the Use of Force by DoD Personnel Engaged in Security, Law and Order or Counterintelligence Activities [e] DoDI 2000.16, DoD Antiterrorism (AT) Standards [f] MCO 5530.15 U.S. Marine Corps Interior Guard Manual [g] Joint Publication 1-02, Department of Defense Dictionary of Military and Associated Terms__________________________ 104.1 Identify and explain the nine common elements found in a combat environment. [ref. b, p. 21-4, 21-5] The combat environment varies for Marines depending upon MOS, duties, tactics, type of conflict, etc. It will also vary based on what they have experienced or expect to experience in Combat Some common elements found in the combat environment are: -Confusion and lack of information -Casualties -Violent, unnerving sights and sounds -Feelings of isolation -Communication breakdowns -Individual discomfort and fatigue -Fear, stress, and mental fatigue -Continuous operations -Homesickness 104.2 Explain the characteristics that enable Marines and Sailors to overcome fear. [ref. b, p. 21-8, 21-9] Identity. Our identity as Marines conveys a special meaning to our fellow Marines; one Marine will not let another Marine down. The "felt" presence of another Marine who is counting on you to do a particular job is usually sufficient to overcome most fears. Discipline. Everyone is afraid in combat, but this fear has to be controlled so that the job can get done. All Marines must have the will power to force fear out of their minds or to overcome it and replace it with action. Concentrate on your job and actively support your fellow Marines. Everything we do as Marines reflects on the quality of our discipline, something we recognize as essential to success in combat. Esprit de Corps. French expression meaning "Spirit of Corps". We are a Brotherhood of Marines. Fierce pride in our Corps and our unit is a source of enduring strength. "The Few, The Proud, The Marines" is more than a recruiting slogan; it's a way of life. Tradition. We fight and win. Every Marine must have knowledge of and pride in our history and traditional values. We will do no less than the Marines who have come before us. Training. Training develops confidence in our leadership, our fellow Marines, and ourselves. It builds morale, discipline, esprit, pride, and develops physical stamina and teamwork. 33  104 COMBAT LEADERSHIP AND FORCE PROTECTION FUNDAMENTALS 104.3 Discuss and explain the six troop-leading steps (BAMCIS). [ref. a, p. 1 thru 3] Begin Planning. Plan the use of available time. Estimate the situation based on mission, enemy, terrain and weather, troops and support available-time available (METT-T). Mission. The mission must identify— -Task assigned -Who, what, where, and when -Commander’s intent (why). Enemy. Commanders— -Estimate the enemy’s composition and disposition based on size, activity, location, unit, time, and equipment (SALUTE), and strength. -Estimate the enemy’s capabilities and limitations to defend, reinforce, attack, withdraw, and delay (DRAW-D). -Estimate the enemy’s most probable course of action. -Identify vulnerabilities that can be exploited. Terrain and weather are evaluated based on key terrain, observation and fields of fire, cover and concealment, obstacles, avenues of approach, and weather/astrological data (KOCOA-W). Troops and support available are evaluated based on the following: -People -Human factors -Equipment -Logistics -Fire support -Space Available Time. Commanders use the following to plan available time: -1/3 - 2/3 rule (allocate 2/3 of available time for subordinates) -Backward planning -Parallel and concurrent planning Issue warning order. Arrange Reconnaissance. Movement of unit (where, when, and how) Reconnaissance. -Select route, personnel, and use of subordinates. -Determine method (e.g., route, aerial, map, vantage point). Issue of order (notify subordinate leaders of time and place). Coordination (adjacent and supporting units). Make Reconnaissance. Update METT-T. Develop enemy’s most probable course of action. Confirm enemy’s vulnerabilities. Complete Plan. Remember the concept of operations is driven by METT-T with an emphasis on mission (including intent) and the enemy’s most probable course of action. Develop scheme of maneuver to exploit enemy’s vulnerability by placing them in a dilemma. Issue Order. 34  104 COMBAT LEADERSHIP AND FORCE PROTECTION FUNDAMENTALS Use the Five-Paragraph Order Format on page 5 (address the vantage point, use terrain modeling, use overlays, etc., if applicable). Supervise. Use brief backs, rehearsals, inspections, etc. 104.4 Define and discuss the five paragraphs of an Operations Order (SMEAC). [ref. a, p. 1-13-17] Situation. Friendly forces. -Higher unit mission (task and commander’s intent). -Adjacent unit missions (task and intent). -Left. -Front. -Right. -Rear -Supporting unit missions (task and intent). Enemy forces. -Composition, disposition, and strength is based on size, activity, location, unit, time, and equipment (SALUTE). -Capabilities and limitations to defend, reinforce, attack, withdraw, and delay (DRAW-D). -Enemy’s most probable course of action. -Attachments and detachments (date and time effective). Mission. Task to be accomplished and purpose (who, what, when, where, and why). Execution. Commander’s intent and concept of operations. -Commander’s intent. -Concept of operations (scheme of maneuver and fire support plan). Subordinate element missions (main effort, supporting efforts, and reserve). Coordinating instructions (identify and discuss instructions that are common to two or more elements). Administration and Logistics. Administration. Logistics (beans, bullets, bandages, bad guys, and batteries). Command and Signal. Signal. Command. -Location of key leaders. -Chain of command (command succession). 104.5 Explain the six articles of the Code of Conduct. [ref. b, p. 5-12 thru 5-16] The Code of Conduct was prescribed by the President of the United States in 1955 as a simple, written creed applying to all American fighting men. The words of the Code, presented in six articles, state principles that Americans have honored in all the wars this country has fought since 1776. 35  104 COMBAT LEADERSHIP AND FORCE PROTECTION FUNDAMENTALS The Code is not intended to provide guidance on every aspect of military life. For that purpose, there are military regulations, rules of military courtesy, and established customs and traditions. The Code of Conduct is in no way connected with the Uniform Code of Military Justice (UCMJ). The UCMJ has punitive powers; the Code of Conduct does not. The six articles of the Code can be divided into three categories. Articles I and II are general statements of dedication to country and freedom. Conduct on the battlefield is the subject of Article II. Articles III, IV and V concern conduct as a prisoner of war. Article I: “I am an American. I serve in the forces which guard my country and our way of life. I am prepared to give my life in their defense.” Article II” “I will never surrender of my own free will. If in command I will never surrender my men while they still have the means to resist.” Article III: “If I am captured, I will continue to resist by all means available. I will make every effort to escape and aid others to escape. I will accept neither parole or special favors from the enemy.” ARTICLE IV: “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 we'll back them up in every way.” 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 nor written statement disloyal to my country and its allies or harmful to their cause.” Article VI: “I will never forget that I am an American responsible for my actions, and dedicated to the principles which made my country free. I will trust in my God and in the United States of America.” 104.6 Discuss and explain the Rights of a Prisoner of War. [ref. c, p. 3-1, 3-2] Detainees in all circumstances must be treated humanely and protected against cruel, inhuman, or degrading treatment or punishment. Providing humane treatment to an individual or group of individuals does not affect the legal status of that individual, group, or any parties toa conflict. Detainees must be provided humane care and treatment and with respect for their dignity from the moment they fall into the hands of DOD personnel until their release, transfer out of DOD control, or repatriation. Further, inhumane treatment of detainees is expressly prohibited and is not justified by the stress of combat or deep provocation. Humane treatment and basic protections include, in part: -Adequate food, drinking water, shelter, and clothing 36  104 COMBAT LEADERSHIP AND FORCE PROTECTION FUNDAMENTALS -Reasonable access to the open air, reasonable educational and intellectual activities, and appropriate contacts with the outside world (including, where practicable, exchange of letters, phone calls, and video teleconferences with immediate family or next of kind, as well as family visits) -Safeguards to protect health and hygiene, and protections against the rigors of the climate and dangers of military activities -Appropriate medical care and attention required by the detainee’s condition, to the extent practicable -Free exercise of religion, consistent with the requirements of detention -Reasonable access to qualified interpreters and translators, where applicable and practicable -Respect for each as a human being without any adverse distinction founded on race, color, religion or faith, political or other opinion, national or social origin, sex, birth, or wealth, or other similar criteria -Protection against threats or acts of violence, including rape, forced prostitution, assault, theft, public curiosity, bodily injury, reprisals, torture, and cruel, inhuman, or degrading treatment or punishment; and -Prohibition on being subject to medical or scientific experiments or to sensory deprivation intended to inflict suffering or serve as punishment Detainees must not be subject to criminal punishment without a fair trial and other important criminal procedural protections. Detainees must be removed as soon as practicable from the point of capture and transported to a detainee collection point, temporary holding area, or DOD detention facility. Detainees not released or transferred from DOD custody or control from the detainee collection point or holding area will be transported to a DOD detention facility in a secure location within 14 days of capture, barring exceptional circumstances. Detainees will be promptly informed of the reasons for their detention in a language that they understand. Detainees will remain at a DOD detention facility until their release or transfer from DOD custody or control. Under DOD policy, detainees will receive certain procedural protections. Detainees will be registered, and property in their possession will