Military Studies

MCI 8201
MARINE CORPS INSTITUTE
STAFF NONCOMMISSIONED OFFICERS

ADVANCED DISTANCE EDUCATION
PROGRAM
MILITARY STUDIES
MARINE BARRACKS
WASHINGTON, DC
MILITARY STUDIES (8201)
Course Introduction
Scope The responsibilities of SNCOs increase with every rank reached. As an NCO,
you will need continuing education on a variety of subjects to master these
additional responsibilities.
Technical and tactical proficiency is the hallmark of the Marine Gunnery

Sergeant. This course covers a wide range of subjects that will enhance your
abilities in maintaining the high standards expected of the senior non-
commissioned officer ranks.
Table of The following is the table of contents for this course.

Contents
Study Unit Title Page

-- Course Introduction i
1 Strategy 1-1
2 Joint Operations 2-1
3 Evaluating Unit Readiness 3-1
4 Advising Marines on Financial Planning 4-1
5 Ceremonial Drill 5-1
6 Developing a Land Navigation Course 6-1
Review Lesson Exercise R-1
Estimated You will spend about 13 hours, 30 minutes completing this course. This
Study Time includes the time you will need to study the text, complete the exercises, and
take the final examination.
Continued on next page
MCI Course 8201 i Course Introduction

Course Introduction, Continued
Reserve You earn 5 retirement credits for completing this course. You earn reserve
Retirement retirement credits at the rate of one credit for each 3 hours of estimated study
Credits time.
Note: Reserve retirement credits are not awarded for the MCI study you do
during drill periods if awarded credits for drill attendance.
Summary The table below summarizes all important “gateways” needed to successfully
complete this course.
Step When you Then you will For more

information
1 Enroll in the program Receive your Refer to the Program
program material Introduction
2 Complete the self- Arrange to take the Refer to the Program
paced text final examination Introduction
3 Pass the final Receive a course Refer to the Program
examination completion Introduction
certificate
MCI Course 8201 ii Course Introduction

STUDY UNIT 1
STRATEGY
Overview
Estimated 3 hours
Study Time
Unit Scope This study unit is designed to give Marine leaders a common understanding
of the fundamental nature of military strategy that is inherent in each military
action. Its intent is to give the student the basic knowledge required to think
“strategically,” that is, to be able to examine the particulars of any specific
situation and understand the political and military factors behind the use of
military force. The majority of this study unit, including the unit scope,
comes from MCDP 1-1.
Learning After reading MCDP 1-1, you should be able to

Objectives
• Identify what makes up a strategic environment.
• Identify the relationship between ends and means.
• Define the different types of opposing strategies.
• Describe how strategy is made.
• Identify the components of the trinity.
In This Study This study unit contains the following lessons:

Unit
Topic See Page

Lesson 1 The Strategic Environment 1-3
Lesson 2 Strategy: Ends and Means 1-7
Lesson 3 Strategic Opposites 1-11
Lesson 4 The Making of Strategy 1-17
MCI Course 8201 1-1 Study Unit 1

(This page intentionally left blank.)

LESSON 1
THE STRATEGIC ENVIRONMENT
Introduction
Estimated 30 minutes
Study Time
Lesson Scope In this lesson, you will learn about the relationship between war and politics.
Also, you will gain a better understanding of the complex nature of
identifying, understanding, and devising solutions in the strategic
environment.
Learning After reading chapter 1 of MCDP 1-1, you should be able to

Objectives
• Identify the nature of politics and war.
• Define war.
• Describe the challenges in developing a lasting effective strategy.
• Identify some strategic constants and norms.
Required To complete this lesson, you must read chapter 1 of MCDP 1-1. After you
Reading have completed the chapter, answer the lesson questions.
In This Lesson This lesson contains the following topics:
Topic See Page

Introduction 1-3
The Nature of Politics and War MCDP 1-1 p. 9
Further Defining War MCDP 1-1 p. 14
The Nature of War-Making Political Entities MCDP 1-1 p. 16
Strategic Constants and Norms MCDP 1-1 p. 20
The Trinity MCDP 1-1 p. 31
Lesson 1 Exercise 1-4
MCI Course 8201 1-3 Study Unit 1, Lesson 1

Lesson 1 Exercise
Study Time
Directions Complete the following items. Check your answers against the correct
answers at the end of this lesson. If you have any questions, refer to the
reference page listed for each item.
Item 1 Politics is the process by which power is _____________ in any society.
a. manifested
b. distributed
c. communicated
d. produced
Item 2 Any use of organized force for political purposes best describes which of the
following?
a. Politics
b. Strategy
c. War
d. Coup d’etat
Item 3 To understand the nature of a problem, strategists must
a. have insight into human political constructs.

b. understand the role of the physical environment in each situation.
c. understand the networks and structures that create their own rules.
d. identify the importance of national character and how each citizen affects
its development.

Lesson 1 Exercise, Continued
Item 4 When one or more participants in the system rebel is a reason
a. the physical environment constantly changes.

b. patterns in national character change very slowly through history.
c. that every enemy has political fault lines that can be exploited.
d. the “balance of power system” breaks down.
Item 5 Which of the aspects below is considered one of the trinities in the
environment of war and strategy?
a. Violence
b. Government
c. Subordination
d. Rational thought

Solutions The table below lists the answers to the lesson examination items. If you
have questions about these items, refer to the reference page.
Item Number Answer Reference

1 b MCDP 1-1 p. 11
2 c MCDP 1-1 p. 15
3 b MCDP 1-1 p. 23
4 d MCDP 1-1 p. 29
5 b MCDP 1-1 p. 32

LESSON 2
STRATEGY: ENDS AND MEANS
Introduction
Study Time
Lesson Scope In this lesson, you will learn how the ends concerning national strategy,
determine what course of action is taken and how ends and means relate to
each other. Additionally, you will have an understanding of the role military
strategy plays in achieving national strategy.

Objectives
• Explain national strategy.
• Define the two ends in national strategy.
• Describe the types of national strategy.
• Explain how we adapt ends to means, and vice versa.
• Define ends in military strategy.
Topic See Page

Introduction 1-7
National Strategy MCDP 1-1 p. 37
Ends in National Strategy MCDP 1-1 p. 42
Means in National Strategy MCDP 1-1 p. 46
Adapting Ends to Means MCDP 1-1 p. 51
Ends in Military Strategy MCDP 1-1 p. 54

Lesson 2 Exercise
Study Time
Item 1 “The art and science of developing and using the political, economic, and
psychological powers of a nation, together with its armed forces, during peace
and war, to secure national objectives” is the definition of
a. military strategy.
b. political ends.
c. political means.
d. national strategy.
Item 2 Two fundamental national strategic goals in any conflict are
a. survival and victory.

b. peace and stability.
c. existence and perseverance.
d. erosion and annihilation.
Item 3 The means used to influence the perception and attitudes of allies,
adversaries, and interested observers, is the___________ instrument.
a. diplomatic
b. economic
c. military
d. informational

Item 4 The strategy of “flexible response” requires
a. time, determination, and creativity to achieve reasonable goals.

b. relying on nuclear superiority to deter aggression.
c. forces capable of deterring and fighting at all levels of conflict.
d. an emphasis of a series of bilateral and multilateral alliances.
Item 5 The strategy that seeks to pursue a limited political objective when one
combatant is either unable or unwilling to destroy the opponent’s war-making
capability is an example of
a. annihilation.
b. erosion.
c. flexible response.
d. unlimited objective.


1 d MCDP 1-1 p. 37
2 a MCDP 1-1 p. 42
3 d MCDP 1-1 p. 48
4 c MCDP 1-1 p. 53
5 b MCDP 1-1 p. 55

LESSON 3
STRATEGIC OPPOSITES
Introduction
Study Time
Lesson Scope In this lesson, we will examine several sets of strategic opposites that are
helpful in understanding the nature of the strategic problem. Not all of these
pairs of opposites necessarily apply to every strategic situation, nor do these
approaches necessarily influence each other.

Objectives
• Explain the goals of an attacker and a defender.
• Describe the differences between symmetrical and asymmetrical

strategies.
• Explain the strategies of reprisal or denial.
• Explain the differences between standardized and tailored strategies.
• Describe the differences between intent or default strategies.
• Explain the purpose of evaluating opposing strategies.

Introduction, Continued
Topic See Page

Introduction 1-11
Defensive and Offensive Strategies MCDP 1-1 p. 63
Symmetrical and Asymmetrical Strategies MCDP 1-1 p. 66
Strategies of Reprisal or Denial MCDP 1-1 p. 68
Standardized or Tailored Strategies MCDP 1-1 p. 70
Strategy by Intent or Default MCDP 1-1 p. 72
Evaluating Opposing Strategies MCDP 1-1 p. 74

Lesson 3 Exercise
Study Time
Item 1 At what levels may the attacker and defender roles frequently change hands?
a. Logistical and operational

b. Political and strategic
c. Tactical and operational
d. Political and psychological
Item 2 A symmetrical strategy is one that
a. pursues different kinds of goals or dissimilar means.

b. undermines the legitimacy and credibility of a government.
c. seeks to create new advantages based on similarities.
d. attempts to match or overmatch the enemy strength for strength.
Item 3 Denial and reprisal as means of deterrence, are often more effective
a. when applied in tandem.

b. convincing an enemy that his actions will fail.
c. convincing an enemy that his actions are not worth the price.
d. when applied independently of each other.

Item 4 The strategy that builds a certain reputation that may strongly influence the
behavior of friends, foes, and neutrals is
a. tailored.
b. standardized.
c. intent.
d. reprisal.
Item 5 Dictated by circumstances or determined by ideologies, unconscious

assumptions, and prejudices is a description of which strategy?
a. Intent
b. Unintentional
c. Coalition warfare
d. Default
Item 6 The process of evaluating opposing strategies serves which of the following?
It
a. helps us understand what we, our allies, our enemies, and relevant neutral
forces are doing and why.
b. provides a prescription for defeating our opponents.
c. isn’t an analytical perspective of concepts.
d. prepares us to deal with the constants and norms of conflict.


1 c MCDP 1-1 p. 65
2 d MCDP 1-1 p. 67
3 a MCDP 1-1 p. 69
4 b MCDP 1-1 p. 71
5 d MCDP 1-1 p. 72
6 a MCDP 1-1 p. 74


LESSON 4
THE MAKING OF STRATEGY
Introduction
Study Time
Lesson Scope Having considered the nature of the environment within which strategy is
made, the fundamental goals of all strategies, and ways to categorize, we now
consider how strategy is actually made.
Learning After completing this lesson, you should be able to

Objectives
• Explain the strategy-making process.
• State who makes strategic decisions.
• Explain the criteria that comprise a “just war.”
• Describe some pitfalls of strategy-making.
Topic See Page

Introduction 1-17
The Strategy-making Process MCDP 1-1 p. 79
Who Makes Strategy MCDP 1-1 p. 91
Just War MCDP 1-1 p. 93
Strategy-making Pitfalls MCDP 1-1 p. 95

Lesson 4 Exercise
Study Time
Item 1 Which factor does a strategist look for when assessing the strategic
landscape?
a. Observation-orientation-decide-act loop
b. The problem solving process
c. Fundamental relationships between the ends and means of the problem
d. The interplay between the states
Item 2 “What is the political objective the war seeks to achieve?” is a question that
should be answered by
a. politicians.
b. civilian leadership.
c. military leaders.
d. the commander of forces

Items 3 through Matching: In the space provided, place the letter of the definition from
9 column 2 that matches the rightness of going to war in column 1. The answer
in column 2 may be used only once.
Column 1 Column 2
Criteria Definition
___ 3. Just Cause a. There is no other logical
___ 4. Right authority alternative.
___ 5. Right intention b. Establishment of stability and
___ 6. Proportionality of ends peace.
___ 7. Last resort c. Hope for success must exist.
___ 8. Reasonable hope of success d. Representative of a sovereign
___ 9. The aim of peace political entity.
e. The protection and preservation
of value.
f. No selfish aim masked as a just
cause.
g. Harm in war cannot outweigh
overall good.
Item 10 An action where the political and military objective is achieved in one action
is the
a. strategic panaceas.
b. fait accompli.
c. limited and unlimited.
d. paralysis and recklessness.

Item Answer Reference

1 d MCDP 1-1 p. 81
2 b MCDP 1-1 p. 91
3 e MCDP 1-1 p. 93
4 d MCDP 1-1 p. 94
5 f MCDP 1-1 p. 94
6 g MCDP 1-1 p. 94
7 a MCDP 1-1 p. 94
8 c MCDP 1-1 p. 94
9 b MCDP 1-1 p. 94
10 b MCDP 1-1 p. 97

STUDY UNIT 2
JOINT OPERATIONS
Overview
Estimated 2 hours, 15 minutes

Study Time
Unit Scope This study unit is designed to give you a broad understanding of joint
operations.
Learning After completing this study unit, you should be able to

Objectives
• Identify the participants in national security.
• Identify the instruments of national power.
• Summarize the strategic security environment.
• Explain the U.S. military power.
• Identify the elements of combined operations.

Unit
Topic See Page

Lesson 1 National Security Participants 2-3
Lesson 2 Instruments of National Power 2-13
Lesson 3 Strategic Security Environment 2-23
Lesson 4 United States Military Power 2-33
Lesson 5 Combined Operations 2-45


LESSON 1
NATIONAL SECURITY PARTICIPANTS
Introduction
Study Time
Lesson Scope This lesson discusses the participants who are directly involved in the
national security of the United States and the national security organizations
they belong to.

Objectives
• Identify the members of the National Command Authority.
• Identify the functions of the National Command Authority.
• Identify the members of the National Security Council.
• Identify the functions of the National Security Council.
• Identify the members of the Department of Defense.
• Identify the functions of the Department of Defense.
Topic See Page

Introduction 2-3
National Command Authority 2-4
National Security Council 2-6
Department of Defense 2-8

National Command Authority
Members The two members of the National Command Authority (NCA) are the
• President of the United States (Commander-in-Chief)

• Secretary of Defense
Function The NCA exercises executing authority over the Armed Forces. It can do this
in several ways. Its executes actions to ensure national security through the
following channels:
• Combatant commander CinCs of forces assigned to unified combatant

commands who are the generals and admirals of the unified commands
that control the forces in a theatre of conflict. Examples are Central,
Pacific, and European Commands.
• The Chairman of the Joint Chiefs of Staff (CJCS), who plans and
coordinates; however, the operational control (OPCON) falls under the
CinC once in the theatre of operation.
• Secretaries of the military departments for those forces not assigned to

combatant commands including the Secretaries of the Army, Navy, Air
Force, and (through the Secretary of Transportation) the Coast Guard.
Channels The diagram below depicts the channels through which the NCA exercises
authority.
Military Departments Service Secretaries Chairman of Joint Chiefs of Staff

Train and Equip Plan and Coordinate Operations
Unified Commands
• Conduct Geographic Operations
à Pacific, European, Central,
Southern, and Joint CinC’s
• Conduct Worldwide Operations
à Space, Spec Ops, Strategic Forces,
and Transportation CinC’s
Note: Unified Commands are composed of forces from two or more services, have a broad
and continuing mission, and are organized on a geographical or worldwide basis.

National Command Authority, Continued
Limits of The power of the NCA is not unlimited. The President may commit U.S.
Authority Forces to engage in military operations; however, Congress must be notified
within a certain time as set forth by the War Powers Act Resolution. When
Congress is notified, they will review the President’s actions to approve
continued action and to determine the funding for the operations.
Exclusive A powerful authority that belongs solely to the NCA is the ability to call for a
Authority nuclear weapons release. The NCA has the final authority for the use of
nuclear weapons by the Armed Forces.

National Security Council
Origination The National Security Act of 1947 established the National Security Council
(NSC). Amended by the National Security Act Amendment of 1949, the
Council was placed under the control of the Executive Office of the President.
Function The National Security Council is the executive office of the President's
principal forum for considering national security and foreign policy matters
with his senior national security advisors and cabinet officials. The function
of the Council is to
• Advise the President on national security and foreign policies
• Prepare, disseminate, and oversee the execution of Presidential national

security decisions and directives, the U.S. national security strategy, and
other directives that provide the basis for military action
Breakdown The diagram below depicts the position the NSC holds to perform its mission
and its statutory members.
Chairman of Joint Chiefs of Staff
National Security Council

Military Departments • Advises President and Sec. of Defense
• Prepares, disseminates, and oversees
Unified Commands execution of directions from President
Main Members The President chairs the NSC. Congressionally mandated members include
the
• Vice President
• Secretary of State
• Secretary of Defense
• Chairman of the Joint Chiefs of Staff—the military advisor to the Council
• Director of Central Intelligence--the intelligence advisor to the Council

National Security Council, Continued
Additional In addition to the mandated members, additional members who are invited to
Members attend include the
• Secretary of the Treasury
• Assistant to the President for National Security Affairs (otherwise known

as the National Security Advisor)
• Chief of Staff to the President
• Counsel to the President
• Assistant to the President for Economic Policy

Department of Defense
Origination In 1947, Congress
• Established a civilian Secretary of Defense with cabinet rank
• Created a new overreaching department called the “National Military

Establishment” (NME)
• Converted the War Department to the Department of the Army
• Put the three services, Army, Navy, and Air Force, under the direct
control of the Secretary of Defense
To further consolidate authority, a 1949 amendment to the National Security

Act renamed the National Military Establishment to the Department of
Defense and established it as an executive department.
Function The function of the officials within the Department of Defense includes, but
is not limited to, the following areas.
• Providing advice and recommendations on defense matters to the National

Command Authority and National Security Council to include the
following:
• Service capabilities
• Limitations
• Implications of military action
• Executing military operations, as authorized, to support the defense of the

United States and its interests abroad.
Additionally, military officials are responsible for commanding the military

forces through the Joint Chiefs of Staff.

Department of Defense, Continued
Members In the American system of civil-military relations, civilian elected officials,

and their duly appointed subordinates, have primary responsibility for broad
national policies and procedures that reflect the will of the people. The
appointed civilian representatives in the DOD, in addition to the Secretary of
Defense, are:
• Secretary of the Army - representing the Army

• Secretary of the Navy - represents both the Navy and Marine Corps
• Secretary of the Air Force - representing the Air Force
• Secretary of Transportation - representing the Coast Guard
These groups provide advice and recommendations through the Secretary of

Defense and Chairman of the Joint Chiefs of Staff.
Breakdown The diagram below depicts the organization of the Department of Defense.
Department of Defense
Operational Other
Sec Of the Army Control Orders and Directives
- Dept of the Army
President President or Sec of Defense
Sec of the Air Force
- Dept of the Air Force
Sec of Defense Chairman of JCS
Sec of the Navy
- Dept of the Navy
- Navy Unified CinCs Service Commanders
- Marine Corps
Sec of Transportation
- Coast Guard

Lesson 1 Exercise
Estimated
10 minutes
Study Time
Directions Complete exercise items 1 through 6 by selecting the best answer to each
exercise item. Check your responses against those listed at the end of this
study unit.
Item 1 The two members of the National Command Authority (NCA) are the
a. President and the Secretary of Defense.

b. Vice-President and the Secretary of State.
c. Chairman of the Joint Chiefs of Staff and the Secretary of Defense.
d. Vice-President and the Chairman of the Joint Chiefs of Staff.
Item 2 The functions of the National Command Authority include
a. executing operational control over joint forces.

b. controlling the direct operation of strategic operations.
c. executing authority over the armed forces.
d. directing the operational control over the armed forces.
Item 3 The statutory members of the National Security Council (NSC) are the
a. Counsel to the President and Secretary of Treasury.

b. Secretary of State and Director of CIA.
c. President and Chief of Staff to the President.
d. Secretary of the State and Chief of Staff to the President.

Item 4 The National Security Council functions under the control of the
a. legislative branch of government.

b. Executive office of the President.
c. Vice-President.
d. judicial branch of government.
Item 5 Part of the Department of Defense functions are to
a. provide advice on defense matters to the national military establishment.

b. execute military operations as it deems appropriate and necessary.
c. provide advice on defense matters to the National Command Authority.
d. execute the advice given, as it deems necessary, from the Vice-President.
Item 6 Which of the following represents the Coast Guard within the Department of
Defense?
a. Secretary of Transportation
b. Secretary of Navy
c. Secretary of the Coast Guard
d. Secretary of Commerce

Solutions The table below provides the correct answers to the exercise items. If you
have any questions, refer to the reference page listed for each item.
Item Number Answer Reference Page

1 a 2-4
2 c 2-4
3 b 2-6
4 b 2-6
5 c 2-8
6 a 2-9

LESSON 2
INSTRUMENTS OF NATIONAL POWER
Introduction
Estimated
Study Time 15 minutes
Lesson Scope This lesson discusses the instruments available to the United States
government to advance and defend U.S. values, interests, and objectives. The
instruments the United States uses to execute its influence are
• Diplomacy
• Economics
• Information
• The military
The United States uses these tools to apply its sources of power including its
human potential, economy, industry, science and technology, academic
institutions, geography, and national will.

Objectives
• Identify the members responsible for exercising each instrument of
national power.
• Identify the coordination required among instruments of national power.

Topic See Page

Introduction 2-13
Diplomatic 2-15
Economic 2-17
Informational 2-18
Military 2-20

Diplomatic
Broad View The principal instrument of national power is diplomacy. It is through this
instrument that we engage other states and foreign groups to advance U.S.
values, interests, and objectives.
When directed by the National Command Authority (NCA), the combatant

commander employs military forces in concert with the other instruments of
national power. However, in these circumstances, the U.S. ambassador and
the country diplomatic team also engage in complementary activities
(employing diplomacy) that do not involve control of military forces. Those
forces remain under command authority of the combatant commander.
Personnel The primary personnel the diplomatic process relies on include
• Secretary of State: Serves as a member of the National Security Council

and advises the National Command Authority.
• Ambassadors: The U.S. ambassador and the corresponding country’s

team are normally in charge of diplomatic-military activities in countries
abroad.
• Military Leaders: Leaders of the Armed Forces of the United States have
a responsibility to understand U.S. foreign policy and to ensure that those
responsible for U.S. diplomacy have a clear understanding of the
capabilities, limitations, and consequences of military action.

Diplomatic, Continued
Military- Military strength is vital to diplomacy in protecting national interests.

Diplomatic Without the credible threat of force, diplomacy has historically proven to be
Coordination inadequate against a determined and powerful adversary. In simplistic terms,
the military is the muscle behind the handshake and smile.
To maximize the credibility of force, combatant commanders are responsible

for integrating military activities with diplomatic activities in their geographic
regions. An example of this is military training operations near an area to
support diplomatic needs such as executing Marine Expeditionary Unit
(MEU) operations off the coast of a country, or basing combat aircraft in
nearby countries.
Example The U.S. attempted to bring to justice Osama Bin Laden, who was implicated
in the terrorist attack on military members in Dhahran, Saudi Arabia 1996.
This individual was located in the country of Sudan where he was running
training camps for terrorists. The U.S. Government used diplomatic pressure
on the Sudanese government to force them to expel Osama Bin Laden and his
supporters that same year.

Economic
Broad View American individuals and entities have enjoyed broad freedom of action
abroad. This is largely the result of a strong U.S. economy and U.S. dollar.
Our strong domestic economy, with free access to global markets and
resources, has become a great material asset to the U.S. Government and is
the fundamental engine that has supported the following:
• General welfare of Americans, domestic and abroad

• Underwriting of a strong national defense through a strong base of
industry and technology
• Potential for economic expansion by U.S. industry worldwide
Government The economic instrument of national power is partially controlled and

Influence influenced by the U.S. government which does its part by
• Developing an atmosphere where domestic companies can prosper and

expand their business internationally
• Facilitating economic and trade relationships worldwide
• Supporting a basic U.S. objective by promoting the general welfare and
supporting security interests and objectives of other countries
NSC The National Security Council (NSC) has primary responsibility for the
Coordination of integration of the economic and military instruments of power abroad. The
Economic and leaders of the armed forces, having an integral role in coordinating with U.S.
Military government agencies, will ensure employment of military action to enhance
the NSC’s abilities.

Informational
Broad View The informational instrument of national power has a diffuse and complex set
of components with no single center of control. In the American culture,
information is freely exchanged with minimal government controls.
• Information itself is a strategic resource vital to national security.
• This reality extends to the Armed Forces at all levels.
• Information, readily available from multiple sources, influences domestic

and foreign audiences including citizens, adversaries, and governments.
Personnel It is important for the official agencies of government, including the Armed
Forces, to recognize the fundamental role of the media as a conduit of
information, both incoming and outgoing.
The Armed Forces must assure that information access by the media is
consistent with
• Classification requirements
• Operation security (OPSEC)
• Legal restrictions
• Individual privacy
Coordination The Armed Forces are responsible for
• Conducting defensive and offensive information operations

• Protecting information that should not be disclosed
• Aggressively attacking an adversary’s information systems

Informational, Continued
Considerations The following principles must be considered when employing the

informational instrument:
• Success in military operations depends on acquiring and integrating

essential information and denying it to the adversary.
• Military operations, in particular, are dependent on many simultaneous

and integrated activities that, in turn, depend on information and
information systems.
• Information operations may involve complex legal and policy issues that
require approval, review, and coordination at the national level.
The Armed Forces must also provide timely and accurate information to the
public. However, constraints on public access to U.S. government
information may be imposed for national security and individual privacy
reasons.
Example Consider the following scenario:
The United States has the specific goal of apprehending someone who is
suspected of committing a terrorist act, which has inflicted irreparable
damage to the country, such as the bombing of a building. The evidence
we collect indicates the terrorist is located within a specific country. As
part of its campaign, the U.S. allows the media access to specific
information, via press briefings and anonymous tips, that there is a buildup
of military personnel in preparation of military action. While there may or
may not be the buildup, the public and the world are led to believe there is,
and we are seen to be in a very offensive posture. This offers a grim but
powerful picture to the leaders of the foreign country that knowingly
harbor the terrorist in its borders. As a result, the country’s leaders hand
the terrorist over to the U.S. for questioning. In such a scenario, the
information presented, coupled with the diplomacy, has provided a
combination that was exponentially greater than either instrument by itself,
and without loss of additional life.

Military
The Military The military instrument is inseparable from all the other instruments.
Instrument Notwithstanding this, wielding of the Armed Forces as an instrument of
national power must be in adherence to the values and constitutional
principles of American society. To achieve public support, employment of
the military must also meet the standards for the profession of arms demanded
by American society, which include but is not limited to these elements:
• The U.S. Government must follow rules set forth by the Geneva
Convention, Hague Convention, Code of Conduct, etc.
• The U.S. Government must have exhausted all other reasonable

instruments, diplomatic, economic, and information, before using military
force.
Coordination The following elements act to coordinate the application of military force:
• The NCA establishes the rules for, and integrates, military power with the
other instruments of national power to advance and defend U.S. values,
interests, and objectives.
• U.S. military leaders are responsible for providing the advice and
recommendations necessary to properly incorporate the military instrument
with the other instruments of national power.
• The Armed Forces interact with the other responsible agencies to ensure
mutual understanding of the capabilities, limitations, and consequences of
military and civilian actions.
• Military leaders identify the ways in which military and nonmilitary

capabilities best complement each other.
Example Had the Armed Forces extended the momentum of the decisive initial assault
of the Gulf War beyond the President’s direction, the action could have
undermined our economic as well as political goals. What it did was to
strengthen the other instruments by demonstrating our nation’s ability to
“walk the walk” as well as “talk the talk.”

Lesson 2 Exercise
Estimated
10 minutes
Study Time
Item 1 Who is normally in charge of diplomatic-military activities in countries

abroad?
____________________________________________________________
Item 2 Who establishes the rules for, and integrates military power with, the other
instruments of national power to advance and defend U.S. values, interests,
and objectives?
___________________________________________________________


1 Ambassador and the corresponding
2-15
country’s diplomatic team.
2 National Command Authority 2-20

LESSON 3
STRATEGIC SECURITY ENVIRONMENT
Introduction
Estimated
15 minutes
Study Time
Lesson Scope In the previous lessons, you learned about those primarily responsible to
protect our national security and what instruments of power they have at their
disposal. During this lesson, you will learn about the strategic security
environment in which Marines operate.

Objectives
• Identify threats to the interests of the United States.
• Identify how a National Security Situation Assessment occurs.
• Identify the relationship between national political objectives and military

action.
Topic See Page

Introduction 2-23
Threats to United States Interests 2-24
National Strategic Situation Assessment 2-26
Relationship Between Political Objectives and Military Action 2-28

Threats to United States Interests
World Wide The international security environment is dynamic and uncertain, with
Environment recurring disputes, crises, and conflicts in many regions. Challenges and
threats may arise from adversaries who are inherently opposed to U.S. values,
power, and international role or from adversaries for whom the United States
presents an obstacle to their specific objectives.
Adversaries
Our adversaries may be states or groups of states as well as nonstate groups.
Examples of nonstate groups include
• Terrorists
• Criminals
• Ethnic, religious, and special interest organizations
While states have defined territorial and population bases of power, nonstate
groups may rely on state sponsorship, have transnational bases of power, or
rely on the support of adherents to their points of view regardless of
citizenship or place of residence.
Sources of Some states aspire to global influence and act to achieve that influence in
Direct Threats ways that are harmful to U.S. interests. Other states may seek to enhance
to U.S. Interests their power and influence by opposing U.S. interests and objectives within
their regions. Direct threats to regional and international peace include
territorial disputes and armed conflicts spurred on by social, ethnic, and
religious differences, as well as civil wars.
Manmade or natural disasters may also directly threaten U.S. interests within
the United States and abroad.
The Two
It is essential to understand clearly what is being threatened. The United
Primary Vital
U.S. Interests States considers threats to its fundamental well-being, territory, and safety as
most dangerous. The two primary vital interests of these are the U.S. social
and economic infrastructures.

Threats to United States Interests, Continued
Major Threats The United States also has an interest in promoting the values of individual
to the Values of worth, human rights, and democratic self-determination that are at the core of
U.S. Allies the American social contract. Threats to those values abroad compromise
U.S. efforts to create a hospitable international environment. Threats also
compromise
• Vital interests of U.S. allies

• International norms of state behavior
• Global democratic and economic progress
• The global environment
Sources of Threats may constrain or interrupt the flow of resources and commerce that
Global Threats are vital to the economic well-being of the United States, its allies, and other
states. The following are threats to the values and existence of the U.S.:
• Regional and Space Threats: Long-range delivery systems as well as

clandestine means to threaten the United States and its allies. Similarly,
regional powers may have the capability to threaten the flow of vital
information and communications that rely on space-based systems.
• Transnational Threats: Nonstate groups, whose objectives directly

threaten U.S. vital interests, may include organizations that have the
means and motivation to employ terrorism, attack critical infrastructures
and engage in international crime.
• Weapons of Mass Destruction. Weapons capable of a high order of

destruction pose a significant threat to U.S. interests worldwide.
• Spread of Dangerous Technologies: Such technologies include

advanced weapon and missile technologies.
• Failed States. The uncontrolled violence in failed states, including loss

of control of their armed forces and armed conflict with neighboring
states, can threaten neighboring states and U.S. citizens and interests in
the region. Dealing with this situation requires U.S. assistance.
• Foreign Intelligence Collection. Foreign threats may exploit the

versatility of human intelligence as well as the advances in science and
technology.

National Strategic Situation Assessment
Roles Played in U.S. national security demands periodic assessments of the adequacy of
Assessing strategies and resources available to achieve national security objectives.
Security Unity of effort is essential for timely and accurate assessments and for actions
Effectiveness taken in light of the assessments. Ordinarily, the National Security Council
(NSC) is the lead agency for this effort.
The armed forces routinely carry out assessments of the effectiveness of the
military instrument in accomplishing national objectives and they also
contribute to the assessment of the effectiveness of the other instruments
(diplomatic, economic, and informational).
Military Role in Military leaders have fundamental responsibilities and roles in the assessment
Assessing of national strategic issues. Participation will be stipulated in NCA directives
National and instructions from the Chairman of the Joint Chiefs of Staff.
Military To support national assessments of strategic issues, the combatant
Strategic Issues commanders provide assessments of the following
• Threats
• Strategies
• Resources
To fulfill military responsibilities in the U.S. system of civil-military

relations, senior military leaders provide advice and recommendations on the
feasible military options, resources required, and anticipated consequences of
military action.
Executive The NSC may organize an executive committee consisting of high-level

Committee officials of participating agencies, including the following:
Participation
• Those not normally part of the NSC structure
• Appropriate professional military representatives
This committee may develop organizational arrangements to integrate

interagency efforts, monitor their progress, and assess their operations.

National Strategic Situation Assessment, Continued
Political- Due to their complexity, situations that call for significant military and
Military Plans nonmilitary participation will require specific political-military plans
and Rehearsals cooperatively developed by the participants. To the maximum extent feasible
prior to execution of the planned operations, all participants at the appropriate
level will rehearse these political-military plans.

Relationship Between Political Objectives and Military Action
Commanders National political objectives guide military action. No matter how you look
Intent at it, the U.S. has a military to support the political objectives of the country.
Military The military is tasked with establishment of supporting military objectives,

Tasking development of strategies and plans to achieve the objectives, conduct of
operations, and definition of criteria for cessation of operations (withdrawal
plans). The national objectives also influence requirements for military
operations and support to achieve the desired end state and maintain it in the
theater following cessation of operations.
Political Military plans and operations support the attainment of the overarching
Considerations political objectives that give rise to military involvement. This calls for
planning based on the desired political end state, ensuring that the longer-term
post conflict environment called for by U.S. political objectives is preserved
following conclusion of military involvement.
Military Leader Senior military leaders have a responsibility to clarify to the National
Responsibilities Command Authority (NCA) the following:
• The manner in which military forces will achieve and sustain political
objectives
• Considerations for conflict termination
• The potential need for follow-on operations
Nevertheless, combatant commanders must be prepared to adapt to

unforeseen events and to the evolution of political objectives as the situation
develops.

Relationship Between Political Objectives and Military
Action, Continued
Political and Military advice and recommendations on conflict termination have political
Military and military dimensions which include the following:
Dimensions.
• Clear political objectives established in advance of military planning and
operations to facilitate determination of supporting military objectives
aimed at achieving the desired end state
• Preparation by combatant commanders to adapt to unforeseen events and

to the evolution of political objectives as the situation develops
• The responsibility of the combatant commander to execute the military

dimensions of conflict termination as directed by the NCA

Lesson 3 Exercise
Estimated
10 minutes
Study Time
Item 1 The United States holds as most dangerous the threats to its fundamental
well-being, territory, and safety. What are the two primary vital interests of
these?
____________________________________________________________
____________________________________________________________
Item 2 Of what three areas does the combatant commander provide assessments to
support national assessments of strategic issues?
____________________________________________________________
____________________________________________________________
____________________________________________________________
Item 3 No matter how you look at it, what must the military support?
____________________________________________________________


1 U.S. social and economic infrastructures. 2-24
2 Threats, strategies, resources. 2-26
3 The political objectives of the country. 2-28


LESSON 4
UNITED STATES MILITARY POWER
Introduction
Study Time
Lesson Scope In this lesson you will learn about the purpose of the United States military,
as well as the national military objectives. Also covered are joint warfare
values and fundamentals and considerations for the use of military force.
This lesson will conclude with an overview of military strategies.

Objectives
• State the purpose of the United States military.
• Identify national military objectives.
• Identify the values of joint warfare.
• Identify the fundamentals of joint warfare.
• Identify the considerations for use of military force.
• Identify military strategies to implement military power.
Lesson Content This lesson contains the following topics:
Topic See Page

Introduction 2-33
Military Purpose and Objectives 2-34
Values of Joint Warfare 2-35
Fundamentals of Joint Warfare 2-37
Consideration for Use of Military Forces 2-39
Strategies 2-40

Military Purpose and Objectives
Constitutional The Armed Forces of the United States fulfills the constitutional imperative to
Roles provide for the common defense and is the sole instrument for enforcing
national will by the threat or employment of organized violence.
Purpose Success in combat for the defense of national sovereignty, territorial integrity,
societal values, and national interest is the essential goal and measure of value
of the profession of arms in American society.
The first fundamental purpose of the Armed Forces is to win our nation’s war.
It maintains, as its inherent secondary purpose, to advance and protect our

national interest in Military Operations Other Than War (MOOTW), which
include humanitarian relief, peacekeeping missions and multi-national task
forces.
Two Primary Operations of the Armed Forces focus on military objectives derived from
Objectives of preeminent national political objectives. The range of military capabilities
the Armed determines how the U.S. applies its power. Its military objectives are to:
Forces
• Promote peace and stability
• Defeat adversaries
The United States promotes peace and stability by maintaining a high

visibility to act rapidly and decisively in regions of U.S. interests. Deterrence
is a central concept in shaping and employing the Armed Forces. If high
visibility and deterrence fail, the military objective switches to winning the
war. This is done with a decisive and combined use of all military assets
available.

Values of Joint Warfare
Five Joint The American military is based on values that U.S. military experience has
Warfare Values shown to be the bedrock of combat success. These values come from the
most idealistic societal norms, are common to all the services, and represent
the essence of American military professionalism. Listed below are the five
joint warfare values.
• Integrity
• Competence
• Physical Courage
• Moral Courage
• Teamwork
Integrity Integrity is the cornerstone for building trust. Service members must be able
to rely on each other, regardless of the challenge at hand. They must
individually and collectively say what they mean and do what they say.
Integrity inspires confidence in others to carry out assigned tasks and is a
fundamental requirement for building effective teams.
Competence Competence is at the core of the profession of arms. Competent performance

includes both the technical competence to perform the relevant task to
standard as well as the ability to integrate that skill with others according to
joint doctrine. Successful joint action relies on each service to deliver trained
and ready, competent, and confident forces and leaders, able to fight
decisively under joint force commanders.
Physical Physical courage defines a warrior. Even in today’s military with all the
Courage sophisticated technology, individual fighting spirit and courage remain the
inspiration that bond units in all conditions.

Values of Joint Warfare, Continued
Moral Courage Moral courage is the ability to stand up for what one believes to be right, even
if the stance is unpopular or contrary to conventional wisdom. Other aspects
of moral courage involve risk taking and tenacity, making bold decisions in
the face of uncertainty, accepting full responsibility for the outcome, and
holding to the chosen course despite the challenges and roadblocks.
Three Teamwork is the cooperative effort by the members of a group to achieve

Teamwork common goals. Every military organization to the lowest level is a team.
Requirements Common goals for military teams are deterring the adversary and winning
their nation’s wars. Successful teamwork requires:
• Trust and confidence

• Delegation of authority
• Cooperation

Fundamentals of Joint Warfare
Eight Joint The fundamentals that guide joint operations of the Armed Forces of the
Warfare United States are anchored in the application of the time-tested principles of
Fundamentals war and the actual experience of American arms in warfare. Listed below are
the eight joint warfare fundamentals.
• Unity of effort
• Concentration
• Initiative
• Agility
• Extension
• Freedom of action
• Clarity
• Knowledge
Unity of Effort Unity of effort demands that all undertakings be directed toward achievement
of common aims. Common aims are first achieved at the national level when
the President develops national security strategy.
Concentration Concentration of military power is a fundamental consideration. It is not only

based on our ability to commit overwhelming forces and material, but also on
the quality of our planning and ability to make full use of these forces and
material in combat. Careful establishment of priorities aids concentration at
the decisive point and time.
Initiative Seizing and maintaining the initiative is an American tradition. Retaining the
initiative relies on the ability of military people to think for themselves and
execute orders intelligently.

Fundamentals of Joint Warfare, Continued
Agility Agility is the ability to move quickly and easily. Agility is not primarily
concerned with speed itself, but about timeliness; thinking, planning,
communicating, and acting faster than the enemy can effectively react to the
ever-changing combat conditions.
Extension Extension means operating to the fullest breadth and depth feasible given
political, physical, and logistic constraints. This fundamental requires the
enemy to disperse forces over a broad area which can render them ineffective
and complicate enemy planning.
Freedom of Effective diplomatic, economic, military, and informational instruments of

Action power are essential to providing freedom of action at a national level.
Deception plays a major role as well by confusing the enemy, causing them to
miscalculate friendly strengths and weaknesses while helping to preserve
friendly freedom of action.
Clarity Because modern warfare is inherently complex, plans and operations should
be kept as simple as possible. Clarity of expression should predominate,
using common terms and procedures. This is why it is so important to keep
language clear and concise.
Knowledge Knowledge of self is a requirement for effective joint operations. Component

commanders know best the unique capabilities that their forces bring to
combat and how those capabilities can help attain military objectives.
Commanders should also know how these capabilities mesh with the forces of
the other components.
Knowledge of the enemy is a preeminent but difficult responsibility. It is

important to understand the enemy’s capabilities and his intentions.
Anticipating the enemy’s intentions permits timely and effective action to
blunt them.
Finding and attacking the enemy’s center of gravity (COG) is a singularly

important concept because it attacks the enemy’s sources of strength. This
will not be easy.

Considerations for the Use of Military Force
Introduction When force is used as a last resort, it adheres to its fundamental societal
values and moral precepts. Uses of military force become the most important
military decisions that the United States can make. Each decision must be
weighed on its own merit and in its own context. However there are clear
parameters and considerations, based on law, values, and experience, which
inform decisions about managing crises and the use of force. Among these
are the legality, propriety, and likelihood of success of the use of force; the
commitment to decisive yet proportional action; the integration of the other
instruments of national power; and accountability to the American people.
Military Force The use of military force can be broken down into three broad categories:
• Protection of vital interests

• Protection of important national interests
• Protection of other interests including humanitarian interests
Vital Interests Vital interests are those that directly impact the survival and vitality of the
United States and its way of life. Such issues as safety of American citizens
at home and abroad, the security of U.S. territory or that of her allies, and
protection of U.S. economic well-being are examples. When force is used in
combat for defending these interests, it must be overwhelming and decisive.
Important This category includes those sorts of issues, short of national survival, that
National affect national well-being and the character of the world in which Americans
Interests live. In these kinds of situations, where there is a threat to important interests,
the use of military force is an option if the cost and risks associated with its
use are commensurate with the threatened interest. In these situations, use of
force must be selective, depending on circumstances at hand.
Other Interests, Other interests frequently require the use of military organizational
Including capabilities and resources rather than their combat power and use of force.
Humanitarian These efforts should have a clearly defined end state, entail minimal risk to
the military, and be designed to give the affected country or region the
opportunity to restore its own basic services.

Strategies
Fundamental National military strategies (NMS) guide the Armed Forces in employing
Principles their resources in the most effective manner to achieve national security and
Guiding defensive objectives. The NMS express the relationships between key U.S.
National national military objectives worldwide and the capabilities available to the
Military Armed Forces in order to achieve their objectives.
Strategies
(NMS)
Joint doctrine includes fundamental principles concerning how best to employ
military power to achieve strategic ends. Therefore, joint doctrine influences
professional military participation in the development of military strategy and
provides authoritative guidance for its implementation. There are two
fundamental principles that guide strategy:
• Influencing the international security environment

• Preparing for an uncertain future
Influencing the The U.S. has developed capabilities, maintained readiness postures, and
International operated abroad as an arm of the nation to influence international events.
Security Guided by inherently defensive national policies, the military has capabilities
Environment to influence the international environment in ways that advance and defend
U.S. interests and support the following key U.S. objectives abroad:
• Promoting stability
• Preventing or reducing conflicts and threats
• Acting across the range of military operations
• Deterring aggression and coercion in crises
• Fighting and winning major wars
• Conducting multiple, concurrent, small-scaled contingency operations
Preparing for The Armed Forces of the United States are living, learning institutions.
an Uncertain Learning from the past and preparing for the future shape delivery of the
Future military power of today. Senior military leaders providing advice and
recommendations to the National Command Authority, Congress, and
responsible civil authorities shape strategies for the future.

Lesson 4 Exercise
Estimated
10 minutes
Study Time
Directions Complete items 1 through 6 by performing the action required. Check your
answers against those listed at the end of this lesson.
Item 1 State the purposes of the United States military.
____________________________________________________________
____________________________________________________________
____________________________________________________________
Item 2 List the two primary national military objectives.
____________________________________________________________
____________________________________________________________
Item 3 List the five values of joint warfare.
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________

Item 4 List the eight fundamentals of joint warfare.
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
Item 5 List the three considerations for use of military force.
____________________________________________________________
____________________________________________________________
____________________________________________________________
Item 6 List the two fundamental principles that guide military strategies.
____________________________________________________________
____________________________________________________________

Solutions The table below lists the answers to the lesson exercise. If you have
questions about these items, refer to the reference page.

1 • To win our nation’s war
• The advancement and protection of 2-34
national interest in Military Operations
Other Than War (MOOTW)
2 • Promote Peace and Stability
2-34
• Defeat the Adversaries
3 • Integrity
• Competence
• Physical Courage 2-35
• Moral Courage
• Teamwork
4 • Unity of effort
• Concentration
• Initiative
• Agility
2-37
• Extension
• Freedom of action
• Clarity
• Knowledge
5 • Protection of vital interests
• Protection of important national
interests 2-39
• Protection of other interests, including
humanitarian interests
6 • Influencing the international security
environment 2-40
• Preparing for an uncertain future


LESSON 5
COMBINED OPERATIONS
Introduction
Study Time
Lesson Scope In this lesson, you will identify the elements of the joint operational art,
command relationships, fundamentals of multinational operations, and
command structures.

Objectives
• Identify the fourteen elements of the joint operational art.
• Identify the four unified command relationships.
• Identify the four fundamentals of multinational operations.
• Identify the three types of combined command structures.
Topic See Page

Introduction 2-45
Joint Operational Art 2-46
Command Relationship 2-49
Fundamentals of Multinational Operations 2-50
Command and Control 2-51

Joint Operational Art
Introduction The joint operational art encompasses the translation of strategy into
operational design for the joint employment of forces at all levels of war. It
integrates all force capabilities into a unified whole focused on the
command’s major objective.
Elements Elements of the joint operational art guide the development, organization,
integration, and execution of strategies, campaigns, major operations, and
battles. The elements are applied in a continuous cycle and are listed below.
ELEMENTS OF JOINT OPERATIONAL ART
SYNERGY
TERMINATION SIMULTANEITY AND

DEPTH
CULMINATION ANTICIPATION
DECISIVE POINTS BALANCE
DIRECT VERSUS LEVERAGE

INDIRECT
TIMING AND
CENTERS OF GRAVITY TEMPO
ARRANGING OPERATIONAL REACH

OPERATIONS AND APPROACH
FORCES AND
FUNCTIONS

Joint Operational Art, Continued
Synergy Synergy is achieving the greatest effect from the combination of all relevant
and available forces. The degree of synergy achieved depends in large part
on the friendly forces’ shared understanding of friendly and enemy situations,
including friendly commander’s intent and enemy intentions.
Simultaneity Simultaneity and depth means bringing the appropriate elements of the force
and Depth to bear simultaneously against the enemies’ entire structure to the depth of the
theater in order to multiply the combined effects and increase synergy.
Anticipation Anticipating events, achieving surprise, and seizing opportunities can be

accomplished once friendly forces have an accurate and shared awareness of
the situation, and can operate more rapidly than the enemy can react.
Balance To assure freedom of action and maintain the initiative, commanders should
strive to maintain balance in the forces posture. They do this by having
forces both committed and in reserve, both decisively engaged and able to
accept changes in mission, which permits forces to adapt to rapidly changing
situations.
Leverage Attaining leverage is the centerpiece of the operational art. Joint Force
Commanders (JFCs) attain leverage by properly integrating and employing
their forces to gain, maintain, and exploit advantages in combat power across
all its dimensions, employing, to the maximum, all other elements of the
operational art.
Timing and Control of timing and tempo allows the JFC to remain unpredictable, operate
Tempo beyond the enemy’s ability to react, and achieve dominance throughout the
battle space.
Operational The JFC needs a clear understanding of the operational reach of friendly
Reach and capabilities. To establish an operational approach, proper line of operations
Approach and sequencing operations need to be established.

Joint Operational Art, Continued
Forces and Understanding the functioning capabilities and the forces available to the
Functions enemy assists the JFC’s ability to focus campaign objectives, phasing, and
timing. If an enemy does not have full force capabilities, an opportunity may
exist allowing friendly forces to attack weakened forces. With an enemy that
has a full range of functions and types of forces, friendly operations may be
more effective by simultaneously engaging them all.
Arranging Elements of a campaign are arranged in specific time and space to exploit key
Operations friendly strengths and the enemy’s vulnerability. This is accomplished by
combing simultaneous and sequential actions to achieve campaign objectives
most effectively and rapidly.
Center of The characteristics, capabilities, or localities from which a military force

Gravity derives its freedom of action, physical strength, or will to fight is called center
of gravity. A consideration in applying the operational art is the location and
nature of the enemy’s center of gravity.
Direct vs. The center of gravity assists in the overall campaign planning and in decisions
Indirect by the JFC on the merits of a direct or indirect attack on the enemy.
Decisive Points Supporting the assessment of the center of gravity is the identification of
decisive points. These points may be geographic in nature, key events, or
systemic conditions. Destroying or controlling these decisive points can yield
a marked advantage.
Culmination Culmination is the point at which a JFC determines, in advance, that his
forces no longer have the capability to continue its form of operation, offense
or defense.
Termination Termination is the end state envisioned for a campaign or major operation and
is defined as the point at which military operations may be brought to an end.
For the U.S., this is usually when the post-conflict objectives and interests are
met.

Command Relationship
Unified Command is central to all military action, and unity of command is central to
Command the unity of effort. Unified action begins with a unified direction. This is
Relationships normally accomplished by assigning a mission or objective to a single
commander, and providing that commander sufficient forces, resources, and
authority to accomplish the assigned mission or objective. The four
command relationships are:
• Combat command
• Operational control
• Tactical control
• Support
Exercise of The primary emphasis in command relations should be to keep the chain of
Command command short and simple so that it is clear who is in charge and of what.
Unity of command is the guiding principle of war in the exercise of
command.
In the exercise of command and the control of operations, commanders

should adhere to two key elements: clarity in the statement of commander’s
intent, so that all subordinates understand the conditions to be established by
successful operations and simplicity of orders.
Supporting Supported and supporting relationships between commands facilitate unified

Relationships action in planning and conducting operations. Support is command authority
established by a superior commander among subordinate commanders
providing guidance for when an organization should aid, protect,
complement, or sustain another force.

Fundamentals of Multinational Operations
Four All U.S. force commanders, participating in multinational operations, have

Fundamental key roles that require acute political sensitivity in addition to military
Principles leadership skills. They must build the mutual confidence that is the basis for
effective multinational cooperation. The armed forces have four
fundamentals that guide them:
• Respect
• Rapport
• Knowledge of partners
• Patience
Respect The importance of genuine partnership, based on mutual respect between the
U.S. and its foreign comrades, cannot be underestimated. This includes
respect for each partner’s culture, religion, customs, history, and values.
Rapport Commanders must establish the environment and set the example for
developing rapport among subordinate commanders, staff, and individual
members of the U.S. command. This sets the tone for harmonious relations
among participants in multinational operations, and facilitate teamwork that
results in unity of effort.
Knowledge of U.S. commanders must devote time and resources to know and understand
Partners their comrades. Taking the initiative, learning your comrade’s culture,
religion, customs, and history, builds a bond of understanding and mutual
respect for each other.
Patience Developing mutual respect, rapport, and knowledge of your partners takes
time. Leaders must exhibit patience and understanding when working with
other nations. Focus should be placed on eliciting the best possible
performance from the integration of U.S. and multinational forces.

Command and Control
Goals Assuring unified action for multinational operations requires clear and
effective command and control focused on common objectives, plans, and
rules of engagement. Multinational commanders must have the authority
from their government to achieve the multinational goals. Consensus and
compromise are vital in multinational military operations characterized by
commanders who retain their sovereignty and national interests.
Command The President of the United States retains command authority of U.S. forces
Authority involved in multinational operations. When prudent or advantageous, the
President may agree to place U.S. forces under the control of foreign
commanders to achieve specific military objectives. While under the
command of foreign commanders, U.S. commanders maintain the right to
report separately and directly to higher U.S. authority. If orders are
considered illegal or outside the mandate of the mission the U.S. has agreed
to, the U.S. commander will attempt to resolve the issue with the joint
commander. The chain of command, from the President to the lowest ranking
commander, remains intact under any circumstances.
Combined Formal alliances typically establish integrated command structures, with

Command participation reflecting the composition of the alliance. Temporary coalitions
Structures formed to pursue specific, limited multinational operations generally rely on
three types of command structure:
• Parallel
• Lead nation
• Combination
Parallel In a parallel command, participating countries retain command and control of

Command their deployed forces. Unity of effort and unified action are effected through
Operations multinational coordinating councils at the level of the national commanders.

Command and Control, Continued
Lead Nation In a lead nation command, nations subordinate their forces to the commander
of the partner providing the preponderance of the forces and resources.
Combinations Parallel and lead nation command structures may exist simultaneously in a
multinational operation. This combination may occur when two or more
partners control a number of participants.

Lesson 5 Exercise
Estimated
10 minutes
Study Time
Item 1 List the fourteen elements of the joint operational art.
________________________ ________________________
________________________ ________________________
________________________ ________________________
________________________ ________________________
________________________ ________________________
________________________ ________________________
________________________ ________________________
Item 2 List the four unified command relationships.
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________

Item 3 List the four fundamentals of multinational operations.
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
Item 4 List the three types of combined command structures.
____________________________________________________________
____________________________________________________________
____________________________________________________________

Solutions The table below lists the answers to the lesson exercise. If you have
questions about these items, refer to the reference page.

1 • Synergy 2-46
• Simultaneity and Depth
• Anticipation
• Balance
• Leverage
• Timing and Tempo
• Operational Reach and Approach
• Forces and Functions
• Arranging Operations
• Centers of Gravity
• Direct Verses Indirect
• Decisive Points
• Culmination
• Termination
2 • Combat command 2-49
• Operational control
• Tactical control
• Support
3 • Respect 2-50
• Rapport
• Knowledge of partners
• Patience
4 • Parallel 2-51
• Lead nation
• Combination


STUDY UNIT 3
EVALUATING UNIT READINESS
Overview
Estimated 1 hour, 45 minutes

Study Time
Unit Scope History has shown that Marines must be ready to deploy and fight at a
moment’s notice as they did in Desert Storm. This ability to maintain such
high levels of readiness sets us apart as a service. Our units train continually
to specific standards to develop and maintain combat-ready Marines who can
perform assigned tasks under combat conditions. As a senior SNCO in your
unit, you are a key part of making sure your unit is ready. This study unit will
discuss how the Marine Corps assesses unit readiness and some of the tools it
uses to do so.

Objectives
• Identify inspections used to evaluate readiness.
• Prepare a Marine for both personal and family readiness.
• Coordinate the development of a training and evaluation plan.
• Assess mission readiness.
• Advise commanders on unit readiness.

Unit
Topic See Page

Lesson 1 Assessing Unit Readiness 3-3
Lesson 2 Personal and Family Readiness 3-15
Lesson 3 Mission Readiness 3-25


LESSON 1
ASSESSING UNIT READINESS
Introduction
Study Time
Lesson Scope Maintaining unit readiness is the responsibility of all Marines. The Marine
Corps assesses unit readiness in many ways using a variety of tools. It is
important to know your unit’s mission—this knowledge will enable you to
point your junior Marines in the right direction, thereby improving mission
readiness and contributing to mission success

Objectives
• Identify the basic principles for evaluation of unit readiness. These
include the need for
• Mission focus of inspections

• Mission Essential Task List
• Mission Performance Standards
• Identify the fundamental goals of the Marine Corps Combat Readiness

and Evaluation System.
• Identify functions of the Inspector General Marine Corps (IGMC).
• Identify functional areas evaluated during an IGMC inspection.
• Identify Non-IGMC inspections that evaluate readiness.
In This Lesson This lesson contains the following topics.
Topic See Page

Introduction 3-3
Evaluating Readiness Through Inspection 3-4
Inspector General Marine Corps (IGMC) 3-7
Non-IGMC Inspections 3-9

Evaluating Readiness Through Inspection
Purpose of The fundamental purpose of an inspection is to assess and enhance the ability
Readiness of a unit to prepare for and perform its assigned mission. The unit’s mission
Inspections should be the focus of the inspection at all times.
Mission Focus A basic principle of unit readiness evaluation is that inspections

of Inspections
• Reinforce the importance of all aspects of unit readiness
• Evaluate the critical areas essential for mission performance
• Serve as a tool for commanders to assess their units and plan future
training
Inspection At a minimum, senior commanders and inspectors must apply consistent

Principles standards based on official guidelines when conducting inspections.
Inspectors should also be able to
• Uphold the unit commander’s authority

• Be positive and provide a productive learning experience for all Marines
• Conduct a debrief that provides follow-up and resolution of problems that
are beyond the ability of the inspected unit to solve
• Provide a written report that documents all findings
Mission Another basic principle of unit readiness evaluation is to use a unit’s mission
Essential Task essential task list (METL), which is the compilation of tasks critical to
List (METL) combat mission accomplishment. The importance of the METL is that it
provides the warfighting focus to a unit’s training program by providing the
commander with a listing of tasks the unit must be able to perform in combat.

Evaluating Readiness Through Inspection, Continued
Preliminary Keeping the grading system within the overall parameters associated with the
Standards: Marine Corps mission, the following grades shall be assigned to assess
Mission/Non- readiness:
mission
Capable
• Mission Capable - The command/unit possesses and uses the requisite
skills, equipment, personnel, and understanding to accomplish its assigned
mission, tasks, and functions.
• Non-Mission Capable - The command/unit does not possess or does not

use the requisite skills, equipment, personnel, and understanding to
accomplish its assigned mission, tasks, and functions.
Mission Once your unit is found to be “mission capable,” the mission performance
Performance standards to satisfy combat requirements apply. MPS are mission-oriented,
Standards collective training standards that establish minimum acceptable operational
(MPS) performance criteria for each type of Marine Corps FMF unit and element.
Mission performance standards are derived from the Mission Essential Task
List (METL), which is developed using the Systems Approach to Training
(SAT) process. Each MPS has five parts:
• Tasks - Each MPS will consist of two or more tasks.
• Conditions – These describe the environment for performing each task.
• Standards – These are detailed descriptions of the performance criteria

for the successful completion of each task.
• Evaluator Instructions – These are administrative instructions to aid in

the evaluation of tasks.
• Key Indicators – These are detailed explanations of performance criteria

provided to assist the trainer/evaluator.

Evaluating Readiness Through Inspection, Continued
Marine Corps The Marine Corps Combat Readiness and Evaluation System (MCCRES)
Combat provides timely and accurate determination of the combat readiness of FMF
Readiness and units. It uses the Systems Approach to Training (SAT) to develop a Mission
Evaluation Essential Task List (METL) and an evaluation system based on principles that
System establish Mission Performance Standards (MPS’s) to conduct a trend analysis
(MCCRES) of formal training needed to satisfy combat requirements. Compliance with
the MCCRES program will be reviewed during a Commanding Generals
Inspection (CGI).
MCCRES These MCCRES standards, establishing acceptable performance levels,

Mission include all mission areas that a particular type of unit may be called upon to
Performance perform in combat. MCCRES Mission Performance Standards (MPS’s) must
Standards reflect wartime missions, correspond to published doctrine, be objective,
define the performance criterion that is desired, and be simple to use.
MCCRES The Commanding Generals (CG’s), MARFORPAC, MARFORLANT, and

Reporting MARFORRES initiate and conduct formal Marine Corps Combat Readiness
System and Evaluation System (MCCRES) exercises to evaluate units such as a
Marine Expeditionary Unit (MEU), Ground Combat Element (GCE),
Aviation Combat Element (ACE), and Combat Service Support Element
(CSSE).
MCCRES report formats standardize the input and feedback from all
MCCRES exercises.
Fundamental The goals of MCCRES are to

Goals of
MCCRES • Conduct trend analysis on staffing, equipment, and formal training
• Revise and update MPS
• Present CMC with a readiness assessment of all units

Inspector General Marine Corps (IGMC)
Background Inspections reinforce the importance of combat readiness, evaluate critical

areas essential for mission accomplishment, and serve as a tool for
commanders to assess their units.
In 1988, the inspection concept and inspector responsibilities within the

Marine Corps changed. Inspection authority and responsibility shifted to
commanders. The IGMC, fulfilling the duties and responsibilities of the
Deputy Naval Command, is now responsible for the performance of the
mission and function of the Naval Inspector General as it applies to the
Marine Corps.
Functions of Under the direction of the Secretary of the Navy (SECNAV) and the
the Inspector Commandant of the Marine Corps (CMC), the Inspector General of the
General of the Marine Corps (IGMC) will
Marine Corps
(IGMC)
• Coordinate, conduct, and evaluate inspections of Marine Corps programs
that affect readiness for combat and non-combat missions.
• Serve as the principal advisor to the CMC on all inspection matters.
• Investigate matters such as allegations of inefficiency, misconduct,

impropriety, mismanagement, or violations of law.
• Hear request mast during inspections.
IGMC The IGMC inspects personnel and training

Inspection
Schedules • Biennially (every other year) within the Unit Inspection Program (UIP).
• Triennially (every third year) under the umbrella of the Command

Inspection Program (CIP), the Commanding General’s Inspection
Program (CGIP).
Note: The unit’s assignment and location determine which inspection a unit
will receive.

Inspector General Marine Corps (IGMC), Continued
Commanding The biennial inspections of all subordinate units and personnel by the
General’s Commanding General promote economy, efficiency, effectiveness, and
Inspection readiness.
(CGI)
Command The purpose of the triennial CIP is to assess the overall effectiveness of the
Inspection Commanding General’s Inspection Program (CGIP). These inspections will
Program (CIP) be conducted on short notice.
Inspector The purpose of the IGUIP is to inspect those independent units/activities of

General Unit the Marine Corps that are not in the operational or administrative chain of
Inspection command of a Major Subordinate Commander (MSC).
Program
(IGUIP)
IGMC Upon completion of a unit’s evaluation, the command inspector will submit
Reporting an inspection report to the commander of the inspected unit, via the
System commanding general, within 30 days.
Automated The Automated Inspection Reporting System (AIRS) contains inspection

Inspection checklists that are updated by the HQMC/MCCDC functional area sponsor
Reporting and maintained by the Inspector General of the Marine Corps (IGMC). These
System (AIRS) checklists contain those areas that should be inspected in any one functional
Checklists area and provide commands with the basic guidelines necessary to perform
day-to-day administration and operation. Following are some key functional
areas inspected:
• Personnel Administration
• Logistics
• Personnel
• Training
• Medical and Dental
• Safety
• Security
• Environmental Compliance
• Intelligence

Non-IGMC Inspections
Examples Other inspections/audits are considered non-IGMC inspections but they also
contribute to the evaluation of unit readiness. Such inspections include
• Field Supply Maintenance Analysis Office (FSMAO)

• Marine Corps Administrative Analysis Team (MCAAT)
• Assistance Visit
• Audit
Field Supply The FSMAO team conducts a complete and comprehensive unit analysis of
Maintenance all matters pertaining to the management of the Marine Corps Supply and
Analysis Office Maintenance Management program, including administrative procedures.
(FSMAO) FSMAO analyses are scheduled in 1, 2, and 3 year cycles.
Marine Corps CMC established the MCAAT to evaluate the effectiveness of the Marine
Administrative Corps Total Force System (MCTFS) and make recommendations concerning
Analysis Team all associated field management procedures related to problem areas in
(MCAAT) personnel administration of pay and allowances for regular and reserve
component units.
Assistance Visit An assistance visit is an unofficial evaluation requested by the unit or directed
by a senior commander. The results will be used exclusively for training unit
personnel and will not be used to compare against past performances. The
results will only be provided to the commander or the officer in charge of the
visited unit.
Audit An audit is an independent and objective examination of financial statements,

internal controls, and/or the efficiency and effectiveness of management
activities. Government audits are highly formalized reviews that must be
performed in accordance with Generally Accepted Government Auditing
Standards (GAGAS) and by professionally qualified auditors.

Lesson 1 Exercise
Study Time
Item 1 Inspections are expected to
a. reinforce the importance of all aspects of unit readiness.

b. prepare a unit for deployment.
c. inform a commander of leadership negligence.
d. identify financial requirements.
Item 2 A unit’s ____________ is the compilation of tasks critical to combat mission

accomplishment.
a. Mission Performance Standard (MPS)

b. Task Analysis Worksheet (TAW)
c. Mission Essential Task List (METL)
d. Inspection Checklist
Item 3 Principles that establish performance criteria for Marine Corps units to satisfy
combat requirements are
a. Marine Corps standards.

b. Mission Performance Standards (MPS’s).
c. Goal oriented standards.
d. Training standards.

Item 4 What is a fundamental goal of Marine Corps Combat Readiness and

Evaluation System (MCCRES)?
a. To prepare a unit for combat

b. To provide an insight of efficiency to all commanders
c. To develop a training program
d. To conduct a trend analysis of formal training
Items 5 Matching: In the spaces provided, place the letter of the actions from column
Through 8 2 that best represents the inspection program in column 1. The answers in
column 2 will be only used once.
Column 1 Column 2
Inspection Program Functions
___ 5. IGMC a. Inspects units not in chain of

___ 6. IGUIP command of an MSC
___ 7 CIP b. Assesses overall effectiveness
___ 8 CGI of the CGIP
c. Advises CMC on all inspection
matters
d. Inspects units and personnel
biennially to promote economy,
efficiency, effectiveness, and
readiness
Item 9 Which functional areas are evaluated during an IGMC inspection?
a. Personnel Administration and Hazardous Material

b. Medical and Dental and Semper Fit
c. Personnel and training
d. Logistics and deployment procedures

Item 10 Which is evaluated during a (Non-IGMC) MCAAT inspection?
a. Marine Corps Total Force System (MCTFS)

b. Supply and Maintenance
c. Training
d. Accounting procedures

Solutions The table below provides the answers to the exercise items. If you have any
questions, refer to the reference page listed for each item.

1 a 3-4
2 c 3-4
3 b 3-5
4 d 3-6
5 c 3-7
6 a 3-8
7 b 3-8
8 d 3-8
9 c 3-8
10 a 3-9


LESSON 2
PERSONAL AND FAMILY READINESS
Introduction
Study Time
Lesson Scope The personal readiness of Marines is directly affected by the arrangements
they have made for the care of their families when they must deploy. This
lesson will identify procedures that are necessary to prepare a family for a
Marine’s deployment. It will also address the functions of the Personal
Services Branch and their role in family readiness.

Objectives
• Define the Family Care Plan.
• Identify the responsibility of the SNCO to the Marine when developing a

Family Care Plan.
• Identify the components of Family Care Plans.
• Explain the objectives of the Marine Corps Community Services Personal

Services Branch.
• Identify the functions of the Personal Services Branch.
Topic See Page

Introduction 3-15
Family Care Plan 3-16
Personal Services Branch (PSB) 3-19

Family Care Plan
Information The personal readiness of Marines is directly affected by the arrangements

they make for the care of their families when they must deploy. The more
thorough the family care plan, the easier it will be on Marines when they
deploy.
Responsibility Commanding officers of Marines of the regular component, reservists on

active duty, and selected Marine Corps reservists have the primary
responsibility to ensure that Marines have an up-to-date family care plan.
Definition The family care plan is a document that outlines the person(s) who shall
provide care for the Marine’s children, disabled, elderly, and/or other family
member(s). Those persons are dependent on the Marine for financial,
medical, or logistical support (housing, food, clothing, transportation) in the
absence of the Marine due to military duty (training exercises, temporary
duty, deployments, etc.)
Conditions Marines in the following categories are solely responsible for initiating a
family care plan with their command:
• Marines who are single parents.
• Dual military couples with dependents, in which case both service

members must have a plan.
• Marines who assume sole responsibility for the care of children under the
age of 19.
• Marines with family members who are unable to care for themselves in
the Marine’s absence.
• Situations in which the Marine becomes solely responsible for the

complete care of another family member who may or may not reside in
the same household.

Family Care Plan, Continued
Guidance Senior SNCOs are responsible for discussing and assisting their Marines in
the following:
• Preparation of a thorough family care plan.
• Informing Marines that failure to provide an adequate family care plan

may subject the Marine to disciplinary action
• Recommending to their Marines to seek assistance from the organizations

listed below:
• Personal Services Branch (PSB).

• Legal Assistance Office.
• Child Development Programs.
Personal Upon request from the commander, PSBs shall provide information and
Services assistance in developing a family care plan. PSB directors shall ensure their
Branch (PSB) staff have information that covers all aspects of deployment including
• Stress management
• Financial arrangements
• Referrals
• Guidelines for selection of caregivers
Requirements Each military child-development center and command-approved family child-

for Family care home shall keep a copy of the family care plan for each child who is
Care Plans enrolled on a regular basis, whose sponsor is on active duty, and who is
required to have a family care plan.
CMC’s CMC verifies that family care plans are included in the inspection process
Responsibility during the conduct of inspections. The Family Programs Branch ensures
PSBs are providing appropriate assistance to commanders and individuals.

Family Care Plan, Continued
Family Care Family care plans shall include provisions for short and long term absences.
Plan The following is a list of recommended contingencies to be included in the
Components plan.
• Designation of caregiver
• Legal
• Wills
• Power of Attorney
• Financial
• Allotments for care of dependents
• Bank accounts/access/arrangements
• Logistical
• Movement/transportation arrangements
• Family contact
• Personal Services Branch
• Assistance provided
• Family Advocacy assistance

Personal Services Branch (PSB)
Purpose of Personal Services Branches were established to help families meet the
Personal challenge of the military way of life. The ever-changing demographics of the
Services Marine Corps necessitates a review of the role of PSB to better support the
Branch commander in the accomplishment of the mission. PSBs are known for
providing a myriad of programs to the Marine family.
History The PSB program was established in 1980 to improve morale, improve
retention, and ensure combat readiness. With the introduction of the Family
Advocacy Program, PSBs began to respond to numerous inquiries each year
on topics ranging from food stamps to child abuse.
Objectives The PSB supports unit commanders by providing information, aid, and
guidance to Marines and their families. The PSB will
• Serve as the focal point for family concerns in the military community.
• Develop needed services not currently available within existing support
programs.
• Provide the opportunity for Marines and their families to achieve a more
satisfying quality of life.
• Operate the Family Advocacy Program.
• Operate the Employment Resource Center.
Locations PSBs are located at each major command. The following locations have
established a PSB:
MCAS Cherry Point, NC MCB Camp Lejuene, NC

MCAS MCAS Beaufort, SC MCB Camp Pendleton, CA
MCAS Iwakuni, Japan MCB Camp Butler, Okinawa, Japan
MCAS Yuma, AZ MCCDC Quantico, VA
MCAS Kaneohe Bay HI MCLB Albany, GA
MCAS New River, NC MCLB Barstow, CA
MCAGCC Twentynine Palms, CA MCRD San Diego, CA
Henderson Hall, Arlington, VA

Personal Services Branch (PSB), Continued
Functions of The PSB supports commanders and provides help to the families. Assistance
the PSB is also provided in the following areas:
• Information & Referral

• Relocation Assistance Program
• Personal Financial Management
• Child Development Services
• New Parent Support Program
• Life-Long Learning Center
• Career Resource Management Center
• Volunteer Program
• Substance Abuse Counseling Center
• Intervention & Treatment/Education & Prevention Programs
• Exceptional Family Member Program
Twenty-Four The PSB offers a critical service to Marines and their families. To make
Hour information on these services more readily available, a 24-hour telephone
Answering answering service will be available at each PSB. This allows the PSB to
Machine make information more accessible and allow families to leave messages
during off-duty hours.
Mobilization The PSB is an effective agency for many Marine reservists and their families
during traumatic times, especially during mobilization. It is in the best
interest of the Marine Corps to integrate the Reserves into the fabric of the
corps before mobilization. The services offered by the PSB can ease this
integration.
Family Upon mobilization, the FAMTM will be activated to help families with the
Assistance transition from reserve to active duty status. The FAMTM will work closely
Teams with the PSB to ensure that families are cared for during mobilization. The
(FAMTM) PSB will support family assistance requirements of the FAMTM.

Lesson 2 Exercise
Study Time
answers against the correct answers at the end of this lesson. If you have any
Item 1 What is a family care plan?
____________________________________________________________
____________________________________________________________
____________________________________________________________
Item 2 Which of the following is a responsibility of the SNCO to the Marine when
developing a family care plan?
a. Informing a Marine that failure to provide an adequate plan will result in

disciplinary action
b. Allowing a Marine adequate time to prepare a plan
c. Identifying discrepancies within a plan
d. Preparing the plan for the Marine
Item 3 Which of the following components should be included in a family care plan?
a. Legal, dental, financial provisions

b. Financial, shopping limitations, logistics provisions
c. Family advocacy assistance, legal, financial arrangements
d. Credit card procedures, logistics provisions, personal services branch
(PSB) facilities

Item 4 Serving as the focal point for family concerns in the military community is
the objective of the
a. commanding officer.
b. personal services branch.
c. childcare center.
d. legal office.
Item 5 Which of the following are functions of the personal services branch?
a. Family advocacy, relocation assistance, will preparation

b. Medical counseling, employment resource, special needs program
c. Financial counseling, tutoring, personal best program
d. Information and referral, career resource management, personal financial
management


1 A family care plan is a document that 3-16
outlines who shall provide care for the
Marine’s children, disabled, elderly and/or
other family member(s) dependent on the
Marine for financial, medical, or logistical
support in the absence of the Marine due to
military duty (training exercises, temporary
duty, deployments, etc.)
2 a 3-17
3 c 3-18
4 b 3-19
5 d 3-20


LESSON 3
MISSION READINESS
Introduction
Study Time
Lesson Scope Unit readiness includes more than personal/family and training readiness. By
including an assessment of mission capabilities, you will be able to admit to a
unit’s weaknesses and strengths to help prepare for combat.

Objectives
• Identify the unit commander’s roles in maintaining unit readiness.
• Identify administrative requirements when analyzing readiness.
• State the primary billet responsible for monitoring maintenance

management.
• Identify the categories of equipment readiness.
• Identify how the METL is developed.
• Identify the different training standards.
• Identify the primary techniques for evaluating training performances.

Topic See Page

Introduction 3-25
Commander’s Guidance 3-27
Administrative Analysis 3-29
Equipment Readiness 3-31
Training and Evaluation 3-34

Commander’s Guidance
Training Role The Commandant of the Marine Corps tasks different inspecting
Delegated by organizations to provide timely and accurate determination of the combat
the readiness of the operating forces. In January of 1985, the Deputy Chief of
Commandant Staff for Training, HQMC was given the responsibility for establishing
of the Marine training standards for mission performance, for identifying deficiencies in
Corps
unit readiness, and for formulating training plans to increase combat
readiness.
Unit Commanders at all levels are responsible for training their unit and for
Commander’s maintaining and/or improving its readiness. To meet specific needs,
Role in commanders develop overall unit training programs based on the best
Readiness combination of available resources, materials, guidance, and time.
Commanders must
• Provide clear commander’s intent/guidance throughout the process.

• Identify training objectives clearly.
• Plan training events and activities.
• Arrange for support.
• Ensure that the resources needed to conduct training are available.
• Supervise and evaluate individual and unit proficiency.
• Supervise and evaluate training sessions, instructional quality, and Unit
Training Management (UTM) procedures.
Subordinate These leaders are responsible for training Marines under their command.
Leaders’ Battalion, squadron, and company-level training is best planned and
Training conducted by the leadership at each respective level. Therefore, higher-level
Programs commanders must coach and critique subordinate commanders to help them
achieve their training objectives.
SNCO Training Staff Non Commissioned officers (SNCOs) are the key trainers. They must
Responsibility be trained as leaders of Marines and possess the requisite skills to train others.
SNCOs will primarily conduct individual training and integrate individual
training requirements of Marines under their supervision into the unit-training
plan.

Commander’s Guidance, Continued
Receiving Commanders convey information and instructions to subordinate units of

Guidance their command via combat plans and orders. SNCOs and officers are
required to carry out the commander’s orders in preparing the unit for the
mission.
Combat plans and orders are classified as
• Operation plans
• Operation orders
Operation Plan An operation plan is the basis for preparing a unit for a specific mission or
missions. An operation plan usually based on stated assumptions, provides
the plan for operations extending over considerable space and time. An
operation plan may cover a single operation or a series of connected
operations carried out simultaneously or sequentially.
Although an operation plan may be effective immediately for planning

purposes or for specified preparatory action, it is not executed until the
commander directs its execution in a separate order of execution or until
specified conditions exist.
Note: When a commander directs its execution, an operation plan becomes an

operation order.

Administrative Analysis
Mission Once the mission has been defined, the readiness status of the unit must be
Defined analyzed. To better prepare a command for the mission, it is necessary to
evaluate personnel and specific requirements.
Table of The table of organization (T/O) is the basic, time-sensitive document which
Organization prescribes the mission, structure, and description in billet line detail, of the
T/O composition of every Marine unit. A five digit alphanumeric code and an
effective date describe each T/O.
The T/O must be reviewed to ensure staffing goals are met.
Personnel Using a personnel roster, a list of personnel inbound/outbound, and local

Gains/Losses SOP, the adjutant is responsible for reviewing the T/O for staffing of
personnel to ensure personnel are properly joined, dropped, or transferred.
Recall A recall roster must be maintained and checked frequently to ensure accuracy.
Procedures The following information, at least, should be included on the roster:
• Name
• Address
• Phone number(s) (home, work, cell)
• Name of spouse
• Name of children
Individual and A SNCOs responsibility is to ensure that subordinates have prepared

Family themselves as well as their families for deployment. A family care plan is
Preparedness essential to provide up-to-date information that is useful to the family
member and provides a basis to the commander for evaluation.

Administrative Analysis, Continued
Medical and A unit’s medical and dental preparedness must be evaluated before
Dental Reports deployment. Medical records should be checked to see if immunizations and
physicals are up-to-date. A physical should be conducted every 5 years.
The dental unit readiness shall be at least 85 percent (defined as classes 1 and
2) for all units.
Deployment A deployment checklist is a detailed roster that prepares the Marine for an
Checklist for assignment. This checklist is used to evaluate the Marine’s readiness status.
Individual Many units will maintain a sample of a deployment checklist in their Standing
Marines Operating Procedures (SOPs) that will contain at least the following required
elements.
• Completed Record of Emergency Data (RED)
• SRB, health and dental records indicating that the Marine is medically and
dentally qualified
• Prepared will and Power Of Attorney (POA)
• Record of counseling concerning family member travel

Equipment Readiness
Commander’s Command is the single most important element of maintenance and

Responsibility equipment readiness. While commanders cannot be expected to possess the
expertise of technicians or mechanics, they must demonstrate genuine interest
in and enthusiasm for their respective unit’s maintenance efforts.
Commanders at all levels will assign a maintenance management officer

(MMO) in writing when their command is authorized second echelon or
higher maintenance for more than one commodity area.
Maintenance The commander and staff, mainly the MMO, influences the distribution of
Management maintenance resources through budget submissions, table of organization
Officer (MMO) (T/O) revisions, and table of equipment (T/E) changes. The emphasis at the
unit level is on internal distribution and efficient use of resources.
Maintenance Maintenance resources are time, personnel, repair parts, tools and support
Resources equipment, facilities, publications, and funds. The authority to hold and use
resources is contained in the table of organization (T/O) and table of
equipment (T/E).
Unit’s Table of The unit’s T/O indicates the maintenance authority based on the capabilities,
Organization personnel, rated equipment, and careful consideration of the unit’s wartime
(T/O) mission.
The unit’s T/O logistical capabilities statement determines the personnel

skills and equipment the unit requires.
Table of The T/E is a list of equipment the unit is authorized and required to possess
Equipment and maintain to accomplish its mission. Equipment needed to fill deficiencies
(T/E) is procured through supply.

Equipment Readiness, Continued
Maintenance Equipment will be inducted into the maintenance cycle mainly for preventive
Procedures maintenance checks and services (PMCS) or corrective maintenance (CM).
• PMCS- These checks are conducted daily, monthly, quarterly,

semiannually, annually, and biennially. The objective of PMCS is to
reduce CM.
• CM- Corrective maintenance consists of all maintenance actions

performed because of failure to restore equipment to a specific condition.
During this time, it will be determined if the equipment is readiness
reportable.
Equipment Equipment readiness relates the condition of the material resources allocated
Readiness to a command. It is a measure of a command’s readiness or ability to perform
Defined its mission. Equipment readiness may be maintained by either replacing
unserviceable materiel or restoring unserviceable materiel to a serviceable
condition.
Equipment readiness is broken into two categories
• Reportable Principal End Items (PEIs)

• Mission-Essential Equipment (Pacing)
Reportable Reportable PEI’s are those PEI’s that have been nominated by Marine Forces
Principal End or supporting commands to monitor readiness. These items have been
Items (PEIs) designated as “combat essential” and are 85 percent fielded within the
operating forces.
A listing of this equipment is published annually in Marine Corps Bulletin

3000.
Mission Pacing items are items of equipment whose availability is essential and
Essential crucial for the execution of the mission of the unit. Although current
Equipment directives establish what equipment is mission-essential, force commanders
(Pacing) make the final recommendation as to whether this equipment or other items
are mission-essential for their command.

Equipment Readiness, Continued
ATLASS/ Marine Corps Asset Tracking Logistics and Supply System (ATLASS) and
MIMMS Maintenance Integrated Maintenance Management System (MIMMS) are
automated information systems. These systems are used to track the
maintenance efforts of Marine Corps equipment.
Marine Corps MCGERR is a subsystem of ATLASS and MIMMS. MCGERR retrieves,

Ground integrates, and processes the unit’s provided data to reflect the status of
Equipment selected ground equipment authorized and possessed by reporting units.
Resource
Reporting
(MCGERR)
Status of All Marine Force (MARFOR) units will track ground equipment status.
Resources and MCGERR data is used for SORTS reporting. SORTS is an internal
Training management tool for use by the services and Joint Chiefs of Staff (JCS), to
System indicate, at a selected time
(SORTS)
• The status of a unit’s personnel resources
• The amount and condition of equipment relative to its prescribed mission
requirements
• The level of unit training relative to service standards.
Command It is the responsibility of the commander, commodity managers, and the

Responsibility MMO to analyze the command’s readiness status and quickly correct problem
areas. In addition, an assessment of upcoming maintenance requirements will
help prepare a unit for any future mission requirements.

Training and Evaluation
Unit Training Training is an integral part of the Marine Corps’ preparation for going
Management anywhere, taking on an adversary, and winning. Unit training management
(UTM) (UTM) results from the application of the systems approach to training (SAT)
and Marine Corps training principles to maximize training results and to
focus the unit’s training requirements on the wartime mission.
Systems SAT is a logical process for effectively and efficiently determining what,
Approach to where, when, and how tasks should be taught. It consists of the five
Training interrelated phases: analysis, design, development, implementation, and
(SAT) evaluation. Its most important product is the unit’s mission essential task list
(METL).
Development of The following fundamentals apply to METL development:

the METL
• Unit Training Management guides commanders in the development of the
METL.
• The METL is derived from the organization’s T/O mission statement,

doctrinal employment, combat missions, and other related tasks.
• The METL is an unconstrained statement of the tasks required to

accomplish combat missions.
• Each organization’s METL must support and complement higher

headquarters’ METLs.
• The availability of resources does not affect METL development.
Planning Planning is a centralized process in that the commander, the staff, subordinate
Process commanders, and experienced SNCOs produce the training plan. The
planning process results in METL-based training at all levels within a unit.

Training and Evaluation, Continued
METL and The commander provides two principal inputs at the start of the planning
Training process:
Assessment
• METL-The METL is the focus for effective and efficient training. A
commander sets training priorities and allocates resources based on how
well the unit executes its METL tasks and the related collective and
individual tasks drawn from MCCRES volumes, training and readiness
manuals, mission requirements, and individual and collective standards.
• Training Assessment-A training assessment compares the unit’s current

level of proficiency with the desired level of warfighting proficiency.
Assessment of The following steps must be taken during the assessment of a unit’s training
Training proficiency:
Proficiency
• Identify unit missions and requirements
• Determine individual and collective proficiency
• Establish training priorities
• Prepare a long-, mid-, and short-range training plans
Training Training standards provide the baseline for commanders to determine

Standards deficiencies and strengths, to conduct training, and to evaluate the results of
training. They are a product of the SAT process and are expressed as
• Individual training standards

• Collective training standards
Individual Individual training standards (ITSs) establish specific performance objectives

Training based on a Marine’s military occupational specialty (MOS). All Marines
Standards must acquire the skills and knowledge they need to execute their MOS.
(ITSs) Repetitive practice sustains individual skills.
Collective Collective training standards are the mission performance standards (MPSs)
Training of the MCCRES. The primary purpose of collective training is to develop
Standards units that can accomplish their combat missions.

Formal Not only are Marines required to maintain individual and collective standards,
Training they are required to maintain formal training requirements as well. The table
Requirements below lists some training requirements in the Marine Corps and their
respective time requirements.
Training Requirement Time Requirement

Marksmanship annually
Physical Fitness 3 times per week
Physical Fitness Test semiannually
Marine Corps Common Skills (MCCS) command directed
Combat water Survival Training CWS4 every year
(Swimmer’s ability determines CWS3 every 2 years
requalification times) CWS2 every 3 years
CWS1 every 4 years
WSQ every 6 years
Nuclear, Biological, and Chemical 6 hours annually
Marine Corps MCTEEP provides the Marine Corps with a standard scheduling/planning
Training, tool. MCTEEP software is designed to be a management tool that is capable
Exercise, and of identifying unit, personnel, and resource conflicts before the execution of
Employment training exercises, deployments, or actual contingency operations. It
Plan standardizes training, exercise, and employment plan formats throughout the
(MCTEEP)
Marine Corps.
Evaluation of Evaluations help determine if the training program is meeting its training
Training goals. The evaluation phase measures the efficiency and effectiveness of the
training program. Training effectiveness is determined by how well Marines
meet or exceed the established training standards. Training efficiency is
determined by how well the trainer uses available resources to train Marines.
Primary There are four primary techniques for evaluating training performances:
Techniques for
Evaluating • Post training checks
Training
• Sampling
Performances
• On-the-job observation
• Evaluation by higher headquarter

Post Training They are the evaluations of training effectiveness. They also assess the need
Checks for sustainment training.
Sampling Sampling determines if Marines and units can still perform specific tasks to
standard. Marines are given minimal notice so that they cannot prepare in
advance.
On-the-Job Leaders can conduct performance evaluations by watching Marines perform

Observations their daily tasks. Leaders then compare the results of the Marines’ work to
the standards
Evaluation by The chain of command conducts several kinds of performance evaluations at

Higher regular intervals. These evaluations include:
Headquarters
• Marine Corps Common Skills (MCCS), which tests Marines on, selected
common tasks.
• Internal/external MCCRES evaluations. Internal MCCRES evaluations

identify weaknesses. Higher headquarters evaluates the ability of
subordinate units to demonstrate selected tasks by conducting external
MCCRES evaluations.
Evaluation After the evaluation, evaluators provide their findings and recommendations
Results to the evaluated unit commander and to others in the chain of command.
Leaders use evaluation results to determine the strengths and weaknesses of

their Marines and subordinate units. During training meetings, they
recommend future training based on this information.

Lesson 3 Exercise
Study Time
Item 1 Identifying training objectives clearly, arranging for support, supervising, and
evaluating individual and unit proficiency are roles of the
a. maintenance management officer.

b. staff noncommissioned officer.
c. unit commander.
d. Marine in charge of training.
Item 2 An administrative requirement for analyzing readiness is the T/O because it
a. is a document which prescribes the mission, structure, and description of a

unit.
b. lists all Marines by name, SSN, and MOS.
c. identifies the weaknesses of each unit.
d. stands alone as a document that identifies the mission.
Item 3 The primary billet responsible for monitoring maintenance management is the
a. commodity manager.
b. maintenance management officer.
c. training officer.
d. inspecting officer.

Item 4 What are the two categories of equipment readiness?
a. Mission capable, non mission capable

b. Components, end items
c. Ready equipment, non ready equipment
d. Reportable PEIs, mission essential equipment
Item 5 1. The METL is derived from the organizations T/O mission statement,
2. Unit Training Management guides commanders in the development of the

METL. Each organization’s METL must support and complement higher
headquarters’ METL.

METL.
4. The METL states whether a unit is ready for war or not.
From the list above, which fundamentals apply to METL development?
a. 1, 3, and 4
b. 2, 3, and 4
c. 1, 2, and 3
d. 3 and 4
Item 6 Individual training standards establish specific performance objectives based

on a Marine’s
a. line number.
b. military occupational specialty (MOS).
c. billet requirements.
d. training assessment.

Item 7 MCCRES evaluations are used during which technique when evaluating
training performances?
a. Post training checks

b. Sampling
c. On-the-job observation
d. Evaluation by higher headquarters


1 c 3-27
2 a 3-29
3 b 3-31
4 d 3-32
5 c 3-34
6 b 3-35
7 d 3-37


STUDY UNIT 4
ADVISING MARINES ON FINANCIAL PLANNING
Overview

Study Time
Unit Scope To advise Marines on their finances, you need to have the tools and
knowledge necessary to do so. This study unit is designed to give you, the
leader, information to advise Marines on financial planning with confidence.
Learning After completing this study unit, you should be able to identify processes and
Objectives terminology for advising Marines to establish short-, medium-, and long-term
financial goals.
Unit Content This study unit contains the following lessons.
Topic See Page

Lesson 1 Financial Plans 4-3
Lesson 2 Types of Investments 4-25
Lesson 3 Retirement Financing 4-57


LESSON 1
FINANCIAL PLANS
Introduction
Study Time
Lesson Scope Most Marines are familiar with what is involved in getting ready for
deployment. We have goals and objectives to prepare our unit for an assigned
mission and often a pre-deployment checklist helps guide us. But what about
our personal financial life? Where is the checklist? Unfortunately, there is no
checklist. Before you can start investing, you need to evaluate your financial
status and establish a financial plan.

Objectives
• Identify the steps to calculate net worth.
• Identify short-, medium-, and long-term financial goals.
• Identify the information necessary to set up a budget.
• State the purpose of the financial pyramid.

Topic See Page

Introduction 4-3
Calculating Net Worth 4-5
Financial Goals 4-6
Using Financial Goals 4-8
Setting Up a Budget 4-10
Financial Pyramid 4-14

Calculating Net Worth
Definition Before you can advise Marines on financial planning, you need to know how
to calculate their net worth. Calculating net worth can be very easy, provided
all of the necessary information is readily available.
Your net worth is the total value of what you have (assets) minus the total
amount you are obligated to pay (liabilities). Determining the net worth,
provides you with a snapshot of the Marine’s current financial condition.
Net worth = assets-liabilities
Worksheet The following table is a net worth calculation worksheet. Use the table to
determine your net worth. Fill in relevant data as it is gathered and write in
calculations and/or decisions directly on the sheet itself.
Step Action Calculation

1 List the current value of all your $
fixed assets, such as real estate and
automobiles. Subtract any money
that you owe on these assets, such
as your mortgage or car loan.
2 List all of your liquid assets: cash, $
certificates of deposit, stocks,
bonds, and bank accounts.
3 List the current value of all your $
jewelry, furniture, and household
items.
4 Add lines 1, 2, and 3. These are $
your total assets.
5 Subtract all of your debts (except $
those you already subtracted in step
1) such as credit cards and personal
and student loans from your total
assets.
The result is your net worth.

Financial Goals
Priorities Goals are anything we want to achieve. After establishing a budget, all
Marines need to prioritize their financial goals. Your financial goals should
be realistic and fall in one of these three categories:
• Short-term goals
• Mid-term goals
• Long-term goals
Short-Term Short-term financial goals are the building blocks for attaining long-term and
mid-term financial security. Short-term goals are the small steps taken that
will eventually lead you to the long-term objective.
Three critical short-term financial goals are to
• Obtain employment – get an income

• Establish a budget – determine your expenses
• Plan to save money – savings are key to financial planning
Mid-Term Once you have obtained the three basic short-term goals, you can strive to
reach mid-term financial goals. Mid-term financial goals include
• Saving for emergencies

• Purchasing major necessary items (an automobile, major appliances, etc.)
or luxury or non-essential items (jewelry, new television, stereo, etc.)
• Taking a trip or vacation
• Paying down your debt
In addition, mid-term goals are the means by which you strive to reach long-
term goals:
• Establish credit – so you can purchase necessary items and manage

financial budget (buy now, pay later)
• Invest to increase savings through stocks, mutual funds, and individual
retirement accounts
• Purchase insurance to prepare for emergencies and care for your loved
ones in the event of your death

Financial Goals, Continued
Long-Term Long-term financial goals are things you hope to achieve in the future. Some
long-term financial objectives are to
• Purchase a home or pay off your mortgage

• Purchase a new car, boat, etc.
• Establish a business
• Pay for college (for yourself or your children)
• Plan for an active retirement

Using Financial Goals
Work Suppose your long-term objective were to buy a house. What steps would
Backwards you take to reach that goal? That is, what would be your short-term
objectives?
One way to uncover these short-term goals is to work backwards. Thinking

backwards in terms of time, what do you need to consider? These become
your short-term goals. The table below is an example of working backward
from the long-term objective of buying a house to the short-term objective of
enrolling in courses or training.
Stage Description
1 You would need savings (a healthy bank account) to buy a house.
How would you get a healthy bank account?
2 You would have to get a steady job with a steady income. How
would you get a steady job with a steady income?
3 You would have to get education/training/certification/skills.
What is the first step toward getting qualified?
4 Take a realistic look at your abilities and background with a career
planner. After you evaluated your abilities and background
against careers, what would be your next step?
5 Obtain education by enrolling in courses or training.
Plan You do not need a crystal ball to plan for your future. You must always be
guided by your plans and be prepared to adjust.
Take time to figure out the details as much as possible. Whenever you do not
have enough money, extend your timeframe for obtaining a goal.
Commit Once you have made realistic plans, commit yourself to fulfilling them. Your
commitment is directly related to the degree of success that you will have
reaching your goals. Determination is the edge you need to succeed!

Using Financial Goals, Continued
Review Financial planning is an on-going process. You should review your income,
expenditures, and short-, mid-, and long-term goals frequently.
Your life situation affects your financial planning. Review your financial
plans when you experience a life-changing event such as
• Changing jobs
• Promotions
• Attending college
• Getting married
• Having a child
• Inheriting substantial sums of money or items of value
Remember, your goals can be achieved if you plan, commit, review, and
adjust. But without a financial plan, you are trusting luck to provide for your
future and success.

Setting Up a Budget
Definition A budget is a master plan for sound financial management. Your budget
helps you set goals for spending and saving your money. Budgeting actually
brings you face-to-face with reality and makes you think about alternatives in
spending.
Budget A budget worksheet lists

Worksheet
• Net income.
• List all monthly sources of income.
• Be sure to use your net pay (income minus social security, taxes, etc.)
• Do not use gross pay.
• Fixed expenses.
• List those expenses that are the same or almost the same every month
(rent, utilities, car payments, insurance, etc.).
• Not paying these bills would cause legal problems.
• Variable expenses.
• List those expenses that vary from month to month (food, clothing,
travel, entertainment, etc.).
• Variable expenses allow you to make changes that will balance your
budget.

Setting Up a Budget, Continued
Sample Budget A sample budget worksheet is presented below.

Worksheet
Category Monetary Record Total

Net Income Record the total of all sources of income $
minus social security, taxes, etc. to get
the total net income
Fixed Expenses Record the amount you spend each $1,096
month on each item. Add them together
to get your total monthly fixed expenses.
• Rent/mortgage $525
• Utilities
• Gas $34
• Electric $101
• Water $18
• Telephone $45
• Automobile payment $310
• Furniture/appliance $38
• Other (identify and $25
list separately)
Cable TV
Variable Expenses Record the amount you spend each week $799
on each item. Add everything together
to get your total monthly variable
expenses.
Week Week Week Week Monthly
1 2 3 4 Total
• Food $75 $48 $43 $39 $205
• Auto expenses $21 $30 $29 $25 $105
• Clothing $49 $12 $21 $16 $98
• Other necessities $28 $12 $37 $23 $100
• Entertainment $25 $10 $16 $40 $91
• Savings $100 $100 $200
• Unexpected expenses
(Any category not
listed)

Determining Use the following table to determine the percentage of income you are
Expenditure spending on each expense category. To compute the percentage, divide the
Percentage of amount spent on that item by your net income.
Income
Monthly Expenditure Computation Percentage of Income

(Total amount spent
divided by net income)
Clothing
Food (Groceries and
eating out)
Housing
(Rent/mortgage, utilities,
telephone)
Medical
Savings/Investment
Transportation
(Automobile payment,
gas, maintenance)
Other
Expenditure The following expenditure table shows the average percentage of income that
Percentages Per is typically spent for one person on each item.
Person
Expenditure Percentage of Income

Clothing 5%
Food 15%
Housing 30%
Medical 5%
Savings/Investment 5% to 10%
Transportation 15% to 20%
Other 15%
Comparison Compare the percentages you spend with the average percentages to see
where you might be overspending and where you can cut back to add to your
savings.

Accurate Part of planning your budget is to get realistic figures for your budget. The
Records key to proper budgeting is keeping complete and accurate records that
consider all known foreseeable expenses and tracking expenditures.
You can identify your monthly expenses by keeping an accurate record of

your income and expenses for at least three consecutive months.
Evaluate Once you have evaluated your financial situation and established your
Financial Goals financial goals, you can adjust your budget and spending habits to allow you
to achieve your set goals. Continue to track your spending to ensure you stick
to your budget as closely as possible.

Financial Pyramid
Definition A financial pyramid (shown below) is a way to evaluate where an individual

stands in achieving short-, mid-, and long-range financial security.
Understanding the financial planning pyramid and at what level in the

pyramid you are functioning is the place to start. Look at the diagram and
determine at what level you are working. You must begin by building a
strong financial base before you get to the top.
Long-term Investments
Emergency/
Mid-term Liquidity Fund
Short-term Risk Management

(such as insurance)
Will

Financial Pyramid, Continued
Will A will directs how you want to distribute your assets. This legal document—
when prepared, witnessed, and signed—makes sure that the courts will
respect your wishes.
If you are on active duty and are going on or have gone on a deployment, you
have probably prepared a will. Your will is particularly important if you have
children since you certainly want to decide who will become their guardian if
something should happen to both parents. Your will also determines who
gets the assets that are in your name alone.
However, be aware that any assets that you own jointly (most likely your
house and possibly mutual funds) or that have beneficiaries (for example,
individual retirement accounts [IRAs], life insurance, etc.) do not always pass
on to your heirs according to your will. Instead, the state in which you had
your principal residence at the time of your death may determine how your
assets will be distributed.
Risk To protect your financial resources, you must recognize and reduce the
Management financial risks in your life. To do this you need to understand what risks you
are exposed to and how they might impact your resources. You will also
need to learn how to manage those risks.
The important concept to understand in risk management is that you always

obtain insurance against the major financial risks in your life. The corollary
to this rule is to “self insure” for the minor risks in your life.

Preparing for Risk is a part of life, especially in the military. We all face potential financial
Financial loss from death, disability, illness, accident, injury, fire, or negligence. We
Disaster face property losses due to theft or vandalism.
Risk cannot be totally avoided or compensated for financially, but an

adequate, effective program of risk management can reduce the impact of a
financial disaster. Creating such a program requires you to
• Accept the need for managing risk

• Identify potential risk exposures
• Recognize the alternatives to managing risk—that is gambling with
disaster
• Establish and maintain an appropriate risk management program by
insuring against risk
Major Risk A major risk is defined as one that could seriously affect you or your
survivor’s financial position. For most of us, that means the cost of a major
health problem, loss of a $15,000 car, death of a primary wage earner, etc.
The major risks in your financial life are normally covered through health,
disability, automobile, homeowners (or renters), liability, long-term care
(nursing home), and life insurance.
Some insurance you purchase privately, while your employer may provide
others. For active duty Marines, your military benefits provide all but
automobile, homeowners, and long-term care insurance.
Minor Risk Although everyone must decide for themselves what their minor risk
threshold is, risk includes periodic expenses that can occur such as a repair on
an appliance, automobile, or other piece of equipment. Risk management
theory instructs that if you have your financial life in order, you should be
“self-insured” for these minor risks. These risks will not “wipe you out”
financially. Minor risks should be easily handled by your
emergency/liquidity fund.

Relative Value Since you cannot prevent all risks, you need to determine how likely it is that
of Risk a major disaster might occur and how badly it could hurt you. This is more
important than how frequently something might occur. As the relative value
of risk increases, the expense it would cause you increases as well.
Use the following formula to determine the relative value of risk:
Relative value of risk = Dollar amount of risk

Net worth
Example Should the Davis family protect their home against the risk of fire? The
house is valued at $120,000, and the family’s net worth is $145,000. (Net
worth is the current market value of what the family owns minus their total
debts.)
Relative value of risk = $120,000 = 83 or 83 percent

$145,000
If the Davis’ house burned down, 83 percent of their financial resources

would be destroyed. We can see that they should insure against this loss.
Since the chances of a house fire occurring are high for everyone, your family
should carry fire insurance on its home. In fact, all mortgage companies
require it.

Emergency/ The emergency/liquidity fund is the third level up on the financial pyramid.
Liquidity Fund Seventy percent of the American public never gets above the risk
management level. These Americans are never able to establish an
emergency/liquidity fund because they live from paycheck to paycheck. As a
result, they have to insure even the minor risks in their lives because they
cannot handle an unexpected $300 automobile repair. Such expenses would
break their budget.
The liquidity of an investment is the ease with which that investment can be
converted to cash without loss. An emergency liquidity fund is a cash fund
that helps you avoid converting your other investments to cash.
You need to be able to get your cash quickly if you need it for an emergency.
Therefore, emergency/liquidity funds should be kept in bank, credit union, or
money market funds with a check writing ability. Be sure the fund is earning
a competitive rate of return. Compare the rates of return among several
funds. You can obtain your money from a savings account or money market
account quickly without any penalty.

Use of Three major reasons for emergency/liquidity funds are that they
Emergency/
Liquidity • Allow you to self-insure for minor risks
Funds
• Provide living expenses if you lose your job
• Enable you to never carry credit card balances from month to month
The table below explains the benefits of emergency/liquidity funds.
Major Benefit Explanation

Allows you to self-insure for • As your own insurance company, you
minor risks save insurance premiums.
• You can opt to
• Decline maintenance contracts
• Raise deductibles on insurance
(automobile, homeowners, etc.)
• Drop collision insurance on old
automobiles
Provides living expense if you • Normal recommendation is that the
lose your job fund should equal three to six months of
essential household expenses
• A secure job might enable you to keep
this balance to three months of expenses
Enable you to never carry • Paying off your credit card debts is the
credit card balance from month best investment you can make
to month • You can make 12 to 21 percent
(guaranteed) on your money after taxes
without taking any risk. When you pay
off your credit card, you pocket the
interest that you would have paid on the
balance.

Obtaining Setting aside money for a rainy day is never a mistake. Instead, it is a
Investment practice that will help you find money to invest. For example, if you buy a 2-
Dollars year old car instead of a new car, you will let someone else pay for the
depreciation in the first two years and use the extra money for investing.
Here are some other tips to help you obtain dollars to invest:
• If you must go on a vacation, go locally by car instead of flying to an

exotic location.
• Rent or buy reasonable housing instead of obtaining the largest residence
you can get. Consider living on post when housing is available.
• Pay yourself first. Paying yourself first means depositing money into
savings at the beginning of the month instead of at the end when you have
no money left. Electronic transfers or allotments are an excellent way to
pay yourself first.
Once you have your financial plan in order, including your

emergency/liquidity fund, you are ready to start investing.

Lesson 1 Exercise
Study Time
Item 1 After gathering the relevant data, what is the sequence of steps to calculate
your net worth?
a. List the current value of all of your fixed assets. List all of your liquid
assets. List the current value of all of your jewelry, furniture, and
household items. Add the above values and then divide all of your debts
b. List the current value of all of your fixed assets. List all of your debts.
Subtract your debts from the value of your fixed assets
c. List the current value of all of your fixed assets. List all of your liquid
assets. List the current value of all your jewelry, furniture, and household
items. Add the above values and subtract all of your debts
d. List the current value of all your fixed assets. List all of your liquid
assets. Add the above values and subtract all of your debts

Items 2 Matching: In the space provided, place the letter of the financial term in
Through 7 column 2 that matches each definition in column 1. The answers in column 2
may be used only once.
Column 1 Column 2
Definition Financial Term
___ 2. Building blocks for attaining a. Long-term goals

long-term financial security b. Mid-term goals
___ 3. The means to reach long- c. Short-term goals
term goals d. Variable expenses
___ 4. What you hope to achieve e. Net income
___ 5. Those expenses that are the f. Fixed income
same or almost the same g. Goals
every month h. Fixed expenses
___ 6. Those expenses that vary
from month to month
___ 7. All monthly sources of
income
Item 8 A financial pyramid is a concept or tool used to
a. keep complete and accurate records that consider all known foreseeable
expenses.
b. help you set goals for spending and saving your money.
c. determine your net worth and financial status.
d. evaluate where you stand in achieving short-, mid-, and long-range
financial security.


1 c 4-5
2 c 4-6
3 b 4-7
4 g 4-6
5 h 4-10
6 d 4-10
7 e 4-10
8 d 4-14


LESSON 2
TYPES OF INVESTMENTS
Introduction
Study Time
Lesson Scope Savings and investing are two of the primary means to achieve long-term
financial security as well as other long-term goals. Income that is not spent
should be saved or invested for future use. Your personal financial goals will
determine how you allocate this extra money between savings instruments
and investments.

Objectives
• Define investment terminology.
• Identify the factors of investing.
• Identify the risks of investing.
• Define dollar cost average.
• Define compounding interest.
• Identify the types of investment markets.
• Identify steps to take when choosing a financial advisor.

Topic See Page

Introduction 4-25
Investment Terminology 4-27
Choosing to Invest 4-29
Types of Risks 4-31
Dollar Cost Averaging 4-32
Compound Interest 4-34
Investment Markets 4-39
Stocks 4-41
Mutual Funds 4-43
Money Market Mutual Funds 4-46
Government Bonds and Bills 4-47
Certificate of Deposit 4-49
Choosing a Financial Advisor 4-50

Investment Terminology
Investing Investing means putting your money to work in ways that make it possible for
you to reasonably project how many dollars your money will earn for you in
future years.
Risk Risk is the possibility of loss from an investment. Most investments are not
guaranteed to succeed, so you may experience a decline over time in the value
of the dollars you invest in a specific vehicle.
Return The reason you invest is to earn money on the money you invest. Return is
the potential gain from an investment. The challenge of investing is to weigh
the risks of an investment against the potential rewards and choose an
investment vehicle whose risk you can weigh and whose risk is acceptable.
Risks and return are directly related. Generally the more opportunity you
have for higher yields, the bigger the risk you take that you may lose your
principal dollars.
Yield Yield is the rate of financial return that you earn from your investment. You
want your investment to have the largest possible yield.
Safety of Safety of principal is the degree to which the principal dollars you invest will
Principal remain intact. If you invest a dollar, you will get that dollar back. If you
place $1,000 in a certificate of deposit (CD), you will get your $1,000 plus
earnings when you withdraw your money.
Diversification If the possibility that an investment may lose value causes the investor to lose
sleep or appetite, it may be the wrong investment for them. Investors need to
protect themselves if they want to take risk by dividing their investments
between those that are relatively safe and those involving more risk. Doing
so is called diversification.
Liquidity Liquidity is the ease with which your investment can be converted to cash
without loss. When an investment has a high degree of liquidity, you can get
your cash quickly if you need it for an emergency.

Investment Terminology, Continued
Marketability Marketability is the degree to which there is an active market to sell or trade
your investment. If you own real estate and need to sell, there may not be a
buyer at that time.
Cost of When selecting investment products, be aware of investment costs. Before

Investing buying, get disclosures in writing about management fees and commissions.
Is there a sales charge, commission, service charge, or annual management
fee?
Size of The amount of money you have to invest at any one time will determine the
Investment investment options available to you. Some investments may have a minimum
Unit or maximum amount that can be invested.
Tax Income tax can have a major impact on your investment earnings. Consider
Consequences how taxes will affect your earnings before you invest. Tax consequences are
important, but they should not be the only consideration when choosing
investments.

Choosing to Invest
Financial Savings and investing are important financial objectives. If you do not spend
Objectives all of your income, the excess can be saved or invested for future use. Your
personal financial goals will determine whether you put your money in
savings instruments or in investments.
Personal Where you place your money depends on many factors. All of your
Factors investment decisions relate to how much risk you are willing to accept based
on the following factors:
• Age
• Number and age of dependants
• Job security and income
• Your spending habits
• Additional sources of income
• Personal temperament
• Stage of life cycle (school, work, transition, retirement)

Choosing to Invest, Continued
Alternatives To Before you choose where you will place your money, you need to evaluate
Consider your investment options to see which best meets your needs. When deciding
where to place your money, you will want to consider the following:
• Your knowledge of investments

• Types of investment risks
• Risk of investment
• Amount of risk you are willing to take
• Liquidity
• Marketability
• Return on your money
• Time
• How you will receive your yield
• Cost of investing
• Size of investment unit
• How you will be taxed

Types of Risks
Investment As an investor, you must ask yourself, “How much risk am I comfortable
Risks with?” Investors have different temperaments along with different tolerance
limits of the amount of risk they are willing to take with their hard earned
savings.
When deciding how to invest your money, ask yourself
• Are you willing to take substantial risk hoping to realize substantial

financial gains?
• Are you willing to take moderate risk hoping to achieve above average
gains?
• Are you willing to take only a small amount of risk hoping to realize a fair
return?
Market Risks Market risks affect several types of investments at the same time. A company
may be doing well but its stock may fall because stock prices as a whole are
falling. Stock prices in general tend to fall when interest rates rise and rise
when interest rates fall.
Interest Rate Changes in the general level of interest rates cause interest rate risk.
Risk Investments that offer a fixed periodic return are affected most by interest rate
fluctuations.
Purchasing Purchasing power risk is the risk associated with changes in price levels
Power Risk within the economy and refers to how inflation or deflation impacts an
investment.
Financial Risk Financial risk is the risk related to the way debt and equity are used to finance
a business. The more debt the business has, the greater its financial risk.

Dollar Cost Averaging
Definition Dollar cost averaging is a strategy that can be used to purchase stocks, mutual
funds, or other investments over a long period of time. In dollar cost
averaging, you invest a fixed amount at regular intervals. After a period of
time, the value of your investments will have increased overall regardless of
the day-to-day market fluctuation.
Playing The Playing the market involves purchasing more shares of a stock or mutual fund
Market when the market is low. Over a long period of time, your average cost per
share will be lower than the average price on the dates you made the
purchase.
This method of investing is very risky and is not recommended for first time
investors. The risk to this method is that after your stock or fund has declined
sharply, there is no guarantee that it will rise again.
Effectiveness Dollar cost averaging is most effective because, although the market will
fluctuate over a period of time, it historically has always yielded a 17 to 20
percent gain. If the market generally advances, a lump sum investment made
at the beginning of the rise would probably produce larger profits than dollar
cost averaging.
Advantages The advantage of cost averaging is that even if the value of the share declines
for a few months/years due to poor company or market performance, you are
buying more shares by investing the same amount. When the market turns
around, your account will be worth much more due to the larger number of
shares you purchased at the cheaper price.

Dollar Cost Averaging, Continued
How Cost If you invest $100 per month, at the end of one year, you would have invested
Averaging $1,200. At $25 per share, you could purchase 48 shares if the value never
Works fluctuated. However, if the price of the shares drops at some point in the
year, you could purchase more shares. The table below shows an example of
the price of shares changing in the year.
At the end of the year, instead of owning 48 shares (as you would if the price
remained at $25) you now own 63.2.
As value increased over a long term, you have increased your value of the
investment by investing a fixed amount every month instead of trying to “play
the market.” When the value of shares increases your investment yield
increases.
Regular Investments Unit Price Purchase Units

$100 $25 4
$100 $25 4
$100 $20 5
$100 $20 5
$100 $18 5.6
$100 $16 6.3
$100 $15 6.7
$100 $15 6.7
$100 $17 5.9
$100 $20 5
$100 $20 5
$100 $25 4
Total invested Average price per Total shares
share
$1,200 $18.98 63.2
$1200/63.2 = $18.98. This is the average price per unit over time.
$1200/$25 = 48. At $25 per share, you could purchase only 48 shares.

Compound Interest
Definition How quickly your money grows will influence how quickly you can reach
your financial goals. Compounding means the interest you earn is added to
your account. Your balance in your investments has three parts:
• The principal or initial amount you invest.

• The interest you earn on your initial balance.
• The interest you earn on your interest that you left in your investments.
(This is the compound part)
Frequency of Interest may be compounded

Compounding
• Annually
• Quarterly
• Monthly
• Weekly
• Daily
Up to a limit, a greater frequency of compounding speeds up the rate at which

your account grows. Compounding makes the most difference if
• Your account is large

• You keep you money in the account a long time
• You get the highest rate possible

Compound Interest, Continued
Different Rates Here is how your money can grow if you invest $100 at the beginning of each
month. If you put aside $100 a month at the beginning of each month for 30
years you will have invested a total of $36,000.
• At 5 percent interest, you will accumulate a total of $83,573 at the end of

30 years.
• If you receive 10 percent interest, you will have accumulated $277,933.
A lump sum investment of $1,000 invested at 5.5 percent interest will grow to
• $2232 at the end of 15 years

• $5,118 at 11.5 percent interest over 15 years
The table below shows the effective yield at various compounding

frequencies.
Compounding Interest
6% 8% 10% 12%
Rate
Annually 6.0 8.0 10.0 12.0
Quarterly 6.14 8.24 10.38 12.55
Monthly 6.17 8.30 10.47 12.68
Daily 6.18 8.33 10.52 12.75

$1,000 Example Note the difference that compounding frequency makes. A $1,000 lump sum
investment compounded
• Annually at 6 percent, grows to $5,743 over 30 years

• Monthly at 6 percent, grows to $6,022 over 30 years
Compounding monthly yields an additional $279.
$6022 - $5,473 = $279
Remember, this is a one-time investment. Imagine how large the value of the
initial $1,000 would be if your employed dollar cost average by investing a
fixed amount at regular intervals.
The tables below show the differences between investing $1,000 at various
interest rates compounded annually and monthly.
Compounded 10 Years 20 Years 30 Years

Annually
6% $1,791 $3,207 $5,743
8% $2,159 $4,661 $10,063
10% $2,594 $6,727 $17,449
Compounded 10 Years 20 Years 30 Years

Monthly
6% $1,819 $3,310 $6,022
8% $2,219 $4,926 $10,935
10% $2,707 $7,328 $18,837

Rule of 72 The rule of 72 links the length of time it takes one initial deposit to
approximately double your money at a specific interest rate.
Computing To figure the length of time it will take for a sum to double at a particular
Time interest rate, divide 72 by the interest rate:
72 = time
rate
For example, to figure the length of time it will take for $1,000 to double at
10 percent interest rate, divide 72 by 10 percent.
72 = time
10%
This means $1,000 will become $2,000 in 7.2 years at a 10 percent interest
rate.
Computing To figure what rate of return you would need to receive to double your money
Rate of Return in a certain number of years, divide 72 by the number of years:
72 = rate
time
For example, to figure what rate of return you would need to receive to
double your money in five years, divide 72 by 5.
72 = 14.4 %
5
This means $1,000 will become $2,000 in five years at an annual interest rate
of 14.4 percent.

Computing The rule of 72 also can be applied to inflation to determine how many years it
Inflation takes for an item to double in cost at a certain rate of inflation:
72 divided by the rate of inflation = time
For example, at 6 percent inflation, a car that cost $10,000 today will cost
$20,000 in approximately 12 years:
72 = 12 years
6%

Investment Markets
Major Markets Investments such as stocks and individual funds are bought, sold, and traded
in environments known as financial markets. If you decide to use
investments (stocks, mutual funds, etc.) to achieve financial goals, you will
need to become familiar with and follow the performance of the market(s) in
which your particular investments exist. The three major American markets
which influence the market trades around the world are the
• New York Stock Exchange (NYSE)

• American Stock Exchange (AMEX)
• National Association of Securities Dealers Automated Quotation
(NASDAQ)
New York The New York Stock Exchange (NYSE) is the largest stock market in the
Stock Exchange United States. The NYSE uses an agency market system. Specialists on the
(NYSE) floor represent buyers and sellers of specific units of stock. Through a
bidding process, a price for purchase or sale is agreed on. The responsibility
of the specialists is to maintain a fair and orderly market in the stocks
assigned to them.
American Stock The AMEX is the nation’s second largest floor-based exchange that has
Exchange significant presence in common stocks, index shares, and equity derivative
(AMEX) securities. On the AMEX, trading is conducted through an advanced
centralized specialist system combining the speed of computer delivered
orders with the liquidity of customer driven markets.
Today AMEX is on the leading edge of exchanges worldwide in developing

successful new investment products and innovative services for companies
and investors.
NASDAQ The National Association of Securities Dealers Automated Quotation

(NASDAQ) is the world’s first electronic-based market and has become the
model for developing markets worldwide. The association operates using
today’s information technologies and a system under which market makers
compete with each other for the best buying and selling prices.

Investment Markets, Continued
Dow Jones The Dow Jones Industrial Average (DJIA) was launched in 1896. The DJIA
is the world’s most widely followed stock-market indicator, tracking the
world’s largest stock market.
The NYSE average indicates the market’s overall performance for a period of
time. The DJIA is computed in real-time, continuously throughout the
trading day and is maintained and updated by editors of the Wall Street
Journal.
Standard and The Standard and Poor’s 500 Index (S&P 500) was introduced in 1957 to try
Poor’s 500 to find a better way to measure the performance of the U.S. stock market.
This methodology made it possible for investment professionals to directly
compare the performance of their stock portfolios with a stock market
indicator that measured the changes in values of a market portfolio
represented by the companies in the S&P Index.
Over 233 specific companies are selected for the Standard and Poor’s 500
Index. They are not chosen because they are the largest companies in terms
of market value, sales, or profit. Rather, they are representatives of important
industries within the U.S. economy such as industrials, utilities, financials,
and transportation.

Stocks
Definition A stock is an equity security that represents a share of a company’s assets.

When you buy a stock, you become an owner of a “share” of that company’s
assets. Your shares prosper or decline along with the company’s profits or
losses.
If a company is successful, the price the investors are willing to pay for its
stock often goes up, causing the value of your shares to rise. Shareholders
who bought stock at a lower price stand to profit. On the other hand, if a
company does not do well, its stock will probably decrease in value and
shareholders can lose money.
Two Classes Two principal classes of stocks are common and preferred. Common stock
dividends are issued at the discretion of the company’s management.
Preferred stock pays a fixed dividend.
Common Stock Common stock produces income through dividends and/or capital gains.
Capital gains are gains from the sale of an asset at a higher price than its
original cost. Capital gains are realized only when the stock is sold. Many
people buy stock hoping that the price will increase, thereby allowing them to
sell at a profit.
Preferred Preferred stock represents a special type of ownership in a company.

Stocks Purchasers may expect to receive a stated dividend periodically. The amount
of this dividend is declared when the stock is first issued. The board of
directors of the issuing corporation can elect to not pay this dividend in any
period.
Stock Split A stock split occurs when a number of new shares of stock are issued in
exchange for each old share held by a shareowner. This results in a
proportional exchange in the number of shares and price per share owned by
each stockholder. This increases the number of your shares as well as their
value.

Stocks, Continued
Example The table below shows how a stock value fluctuates over a period of time. If
you purchased $500 worth of XYZ stock at $7.07 per share in February 1991,
you would have purchased 70.72 shares. If you sold in October 1992, you
would have lost $142.87. If you sold in April 1996, you would have gained
$808.32. If you sold in May 2001, you would gain only $571.41.
Date Price Per Share Number Of Dollar Value

Shares
02/91 $7.07 70.72 $499.99
06/92 12.00 70.72 $848.64
10/92 5.05 70.72 357.13
10/93 6.62 70.72 468.16
05/94 5.75 70.72 406.64
10/94 10.00 70.72 707.20
07/31/95 16.00 70.72 1,131.52
08/1/95* 8.00 141.44 1,131.52
02/96 9.10 141.44 1,287.10
04/96 9.25 141.44 1,308.32
02/28/97 10.50 141.44 1,485.12
03/1/97** 7.00 212.16 1,485.12
06/98 6.50 212.16 1,379.04
06/99 6.25 212.16 1,326.00
06/00 5.50 212.16 1,166.88
06/01 5.05 212.16 1,071.41
*08/1/95 2 for 1 stock split

**03/1/97 3 for 2 stock split

Mutual Funds
Definition A mutual fund is money pooled by many shareholders to invest toward a

common goal. Mutual funds combine dollars of many shareholders to invest
in a diversified list of securities. Each share represents a proportionate
interest in many individual companies.
Securities Securities are a broad range of investments that includes stocks, bonds, and
mutual funds.
Advantages Mutual funds are popular among shareholders who do not have the
background, time, or inclination to select stocks personally and monitor their
investment regularly. Each shareholder gets the benefit that otherwise could
be available only to wealthier and more sophisticated investors who have the
resources to spread their investments among various businesses and
industries. This allows the shareholder to purchase shares without paying a
commission or being taxed.

Mutual Funds, Continued
Types The table below defines the different kinds of mutual funds by different
investment objectives.
Type of Mutual Fund Investment objective

Balanced Funds A balanced lower risk portfolio; invests in
bonds, preferred stock, and common stock
Income Funds Current income rather than growth of
capital; usually invests in stocks and
bonds that normally pay higher dividends
and interest
Growth Funds Long-term capital growth; invests
principally in common stocks with growth
potential
Growth and Income Funds A balance between income and long-term
growth
Aggressive Growth Funds High risk for the highest possible capital
gains
Special Funds Invest in a narrowly defined sector such
as bonds, money market, gold,
international science and technology, etc.
Net Asset Value The price per share of mutual fund shares is called net asset value (NAV).
(NAV) NAV is calculated by dividing the total value of securities that the fund owns
by the number of shares that investors have purchased.
Process When securities purchased by the mutual fund increase in price, the net asset
value of the fund’s shares increases. If the securities held by the fund
decrease, your fund’s NAV decreases. Your mutual fund performs as the
securities, stocks, etc. that it holds perform. The measure of performance is
the increase or decrease of the fund’s NAV.

Mutual Funds, Continued
Classification Mutual funds can be classified as
• No load funds that have no initial sales charge. The mutual fund company
sells directly to the public.
• Load funds that charge an initial sales charge ranging from 3 to 8.5
percent. The charge is added to the net asset value per share when
determining the offering price. In some load fund cases, there may be
• An annual fee
• A fee on reinvested dividends
• A charge if you withdraw money from your account or redeem shares
Considerations When selecting a mutual fund, ask yourself

Before
Purchase • Is the fund’s investment objective in line with my goals? Is the fund too
risky for my taste?
• Does the fund have the same investment style as a fund I already have?
• How does the fund’s record compare with that of other funds with a
similar investment style?
• Has the fund performed consistently well?
• Were the funds good results really because of good management? Or
because it was heavily weighed with a single stock or stock industry or
waived all or part of annual fees?
• Is the manager responsible for the record still around?
• Has the fund grown so big that its past performance is unlikely to be
repeated?
• Have the fund’s gains come from income or capital gains? If retired, you
may need income. If not, you may need to avoid taxes on income and
prefer the growth of capital.
• Are the fund’s fees and expenses (sales commission, load, annual
expenses, etc.) reasonable?

Money Market Mutual Funds
Definition A money market is a mutual fund that pools the money from many investors
and invests in short-term debt instruments or securities. Money market
mutual funds purchase money market instruments such as U.S. treasury
obligations, U.S. government agencies, certificates of deposit (CDs) of banks,
bankers acceptances, and commercial paper. Roughly 200 mutual funds
invest in only money market securities, while others deal in municipal bonds,
corporate bonds and the stock market.
Money market mutual funds are available through major insurance

companies, banks, brokerage firms, and financial investment companies.
Purpose Money market mutual funds offer the small investor access to a diversified
portfolio of money market securities. Many of these funds require a
minimum initial investment while some offer check-writing privilege against
fund investments. The yield on your money market funds may change daily,
so there is no guaranteed return (unlike certificates of deposit).
Advantages Money market funds provide income and liquidity with very low risk to the
investor. An account may be opened in some funds for as little as $500. You
can add to a money market fund at anytime in varying increments depending
on the fund.
Money market funds offer liquidity as you may transfer into other mutual
funds offered by the same advisory service. They are generally considered
safe because they invest in U.S. government-backed instruments or in well-
rated corporations.
Dividends You may receive the yields (referred to as dividends) by check monthly or
Received quarterly, or you may have them automatically reinvested. Yields are tied to
the current cost of money. The yield varies daily, depending on changes in
the actual money market securities in which the funds invest.

Government Bonds and Bills
Definition A bond represents a loan from you to a company or a government entity. It is

a certificate that is evidence of a debt. The issuer promises to repay a specific
amount of money to the bond holder (you, once you have bought it) plus a
certain amount of interest within a fixed period of time
U.S. government treasury obligations are the safest of all securities. These
include EE and HH series bonds, treasury notes, bonds, and bills. Interest
paid on any U.S. government security is free of state and local income taxes.
Interest on The interest is usually a percentage of the amount loaned. When you buy a
Bonds bond, you are buying a fixed rate security. The return is set from the
beginning. Bond holders are entitled to receive the amount of interest
originally agreed upon, as well as a return of the principal amount of the bond
if the bond is held for the specified time period.
EE Bonds The U.S. government sells series EE bonds at a 50 percent discount. For
example, a bond with a $50 maturity value would cost $25. When you cash
in or redeem the bond upon maturity, you receive the maturity price. The
different between what you paid for the bond and what you receive is interest.
Savings bonds held for at least five years earn a market rate equal to 85
percent of the average yield on five-year treasury obligations. Computations
are based on semiannual compounding.
HH Bonds HH series bonds are issued in denominations of $500, $1,000, $5,000, and
$10,000. You cannot buy them with cash; they are available only in
exchange for EE series bonds. If you purchase a $500 bond, the amount you
receive at the redemption will be the same. HH bonds pay an interest rate of
6 percent per year, semiannually. That semiannual interest is subject to
federal income tax in the year received. However, it is exempt from state and
local income tax.

Government Bonds and Bills, Continued
Treasury Bills Treasury bills (T-Bills) are sold for a minimum of $10,000 (with additional
multiples of $5,000) and mature in three months, six months, or one year.
Weekly U.S. Treasury auctions establish interest rates on three- and six-
month bills. T-Bills are sold at a discount and can be redeemed for face value
(principal and interest) at maturity.
Treasury Bonds Treasury bonds are notes that are issued to mature in more than 10 years.
They are purchased at face value and pay a fixed rate of interest
semiannually. Treasury bills, notes, and bonds may be purchased from a
broker or banker for a fee or from the Federal Reserve or Bureau of Public
Debt at no charge.
Municipal States, cities and certain local government agencies, such as school districts,
Bonds issue municipal bonds. Municipal bonds are exempt from federal income
taxes. Usually, the interest is also exempt from state and local income tax if
the bond holder lives in the state or county where the bond is issued.
Corporate A corporate bond is a certificate promising to repay, no later than a specified

Bonds date, a sum of money, which the bond holder loans to the company. In
exchange, you receive periodic interest for the use of your money. At
maturity, the face amount is returned to you.

Certificate of Deposit
Definition A certificate of deposit (CD) is an interest earning savings certificate offered

by financial institution that accepts deposits of money for a fixed length of
time, with no fees charged.
CDs at federally insured banks, savings institutions, and credit unions offer
the extra measure of protection afforded by the respective federal insuring
agencies.
Tailoring CDs Currently, financial institutions can tailor CDs to fit almost any need. They
can
• Be very short term or very long term

• Have fixed or fluctuating interest rates
• Compound with whatever frequency the institution wants to establish
Shopping for Look at financial institutions in your area for the CDs with terms that best fit
CDs your needs. In addition to shopping for rate, term, and frequency of
compounding, you should also research the penalties set by each institution in
the event of an early withdrawal and the interest rate you would have to pay
to borrow from the institution using your CD as collateral.
Interest Paying Most institutions offer a variety of interests paying checking accounts. These
Checking should be compared and evaluated as carefully as the longer term CDs, since
Account interest rates and the minimum balance required will vary.
As a general rule, don't keep any more in your interest-bearing checking

account than you need for monthly expenses.

Choosing a Financial Advisor
Doing Your How do you find the right financial advisor for you? Many people choose to
Homework use a reputable brokerage firm. Another way is to ask people whose opinions
you respect such as friends or people you work with. Ask them to
recommend someone knowledgeable in the field of savings and investments.
Before you visit experts, gather as much information as you can about savings
and investments. Read an introductory book on investments to become
familiar with basic terminology and determine your investment objectives.
Sources of Some resources that can help you obtain great information on investing are
Information
• The Wall Street Journal
• Business Week
• Forbes
• Kiplinger's Personal Finance
• Money Magazine
• On the web / www.motleyfool.com
Shopping After reviewing the sources, you'll be more prepared to plan your savings and
Around investments strategy. Shop around. When choosing a financial advisor, it is a
good idea to interview at least three people to be sure you find the right
advisor for you. Take the time to talk and meet with the advisor before taking
action.
Questions To Before you commit any funds to an investment, ask yourself

Ask
• How much does it cost to invest using an advisor?
• How much does it cost to take my money out?
• How will my money be committed?
• Are there any penalties for early withdrawal of funds?
• How long does the money have to be invested to maximize return?
• Are there tax benefits?
• What happens to the investment when the market changes?

Choosing a Financial Advisor, Continued
Maintain Financial experts can give you financial information, but you will have to
Control decide which investment is best for your lifestyle and family situation.
Weigh their suggestions carefully before making any financial decisions.
Remember, be informed, realize you have a lot of options, and make the
decision that is right for you.

Lesson 2 Exercise
Study Time
Items 1 Matching: In the space provided place the letter of the terminology in column
Through 5 2 that is defined in column 1. The answers in column 2 may be used only
once.
Column 1 Column 2
Definition Investment Terminology
___ 1. The amount your invested a. Liquidity

money earns. b. Marketability
___ 2. The ease with which your c. Risk
investment can be converted d. Safety of principal
to cash without loss. e. Yield
___ 3. The degree to which the
principal dollars you invest
remain intact.
___ 4. The possibility of loss from
an investment.
___ 5. The degree to which there is
an active market to buy or
sell investments.

Item 6 State four personal factors to consider when choosing to invest.
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
Item 7 Which of the following is a type of risk that you can expect from investing?
a. Purchasing power risk

b. A fund not investing your money on time
c. Not having enough to invest risk
d. Safety of principal risk
Item 8 Dollar cost averaging is a strategy that can be used to
a. compute annual, quarterly, monthly, weekly, and daily earnings.

b. identify the risks associated with investing.
c. analyze how quickly your money will grow.
d. purchase stocks, mutual funds, or other investments over a long period of
time.
Item 9 Compound interest means
a. the interest you earn is added to your account.

b. the ease with which your investment can be converted to cash without
loss.
c. the yield rate or amount of financial return that you earn from
investments.
d. dividing your investments between those that are relatively safe and those
involving more risk.

Items 10 Matching: In the space provided place the letter of the investment market in
Through 15 column 2 that is described in column 1. The answers in column 2 may be
used only once.
Column 1 Column 2
Description Investment Markets
___ 10. Investments such as stocks a. NASDQ

and individual funds are b. Dow Jones Industrial Average
bought, sold, and traded in c. S&P 500
environments known as d. Major markets
financial markets. e. AMEX
___ 11. The largest stock market in f. NYSE
the U.S.
___ 12. The nation’s second largest
floor-based exchange that
has significant presence in
common stocks, index
shares, and equity derivative
securities.
___ 13. The world’s first electronic-
based market that has
become the model for
developing markets
worldwide.
___ 14. The world’s most widely
followed stock-market
indicator.
___ 15. Was introduced to find a
better way of measuring the
performance of the U.S.
stock market.

Item 16 Which of the following lists two ways to choose a financial advisor?
a. Choose a reputable brokerage firm or ask a friend.

b. Ask a friend or look at the newspaper.
c. Guess or read investments for dummies.
d. Choose one from the yellow pages or look at ads on the bus.
Item 17 List three resources that can give you information on investing.
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________


1 e 4-27
2 a 4-27
3 d 4-27
4 c 4-27
5 b 4-28
6 • Age 4-29
• Number and age of dependents
• Job security and income
• Your spending habits
• Additional sources of income
• Personal temperament
• Stage of life cycle
7 a 4-31
8 d 4-32
9 a 4-34
10 d 4-39
11 f 4-39
12 e 4-39
13 a 4-39
14 b 4-40
15 c 4-40
16 a 4-50
17 • The Wall Street Journal 4-50
• Business Week
• Forbes
• Kiplinger’s Personal Finance
• Money Magazine
• On the web,
http://www.motleyfool.com

LESSON 3
RETIREMENT FINANCING
Introduction
Study Time
Lesson Scope Planning ahead and investing can put you in a position to live comfortably
during your retirement. As you plan for your retirement, you will want to
keep in mind that the average life expectancy is 72 years for men and 79 years
for women; 7 to 14 years beyond the usual retirement age of 65. Many
people will live 20 to 25 years past retirement. You will want to arrange your
financial resources to have adequate income throughout your life.

Objectives
• Identify sources of retirement income.
• Identify types of tax-deferred income.
• State the purpose of social security benefits.
• Identify types of pension plans.
• Identify the defining criteria that determine basic military retirement

benefits.
• Identify the four basic non-disability retirements.
• State the purpose of the survivors benefit plan.

Lesson Content This lesson contains the following topics.
Topic See Page

Introduction 4-57
Retirement Financing 4-59
Tax-Deferred Income 4-60
Social Security Benefits 4-64
Pension Plans 4-66
Military Retirement Benefits 4-67
Disabled Veterans Benefits 4-70
Survivors Benefit Plan (SBP) 4-71

Retirement Financing
Retirement Your major financial goal in retirement is to have a steady stream of income
Lifestyle after you retire. It is estimated that retirees need 70 to 80 percent of their pre-
retirement income to live comfortably. This will vary according to your
retirement lifestyle. If you anticipate that your expenses may exceed your
retirement income, you will want to set aside additional money.
Accumulating You can financially plan for retirement in many ways. Some alternatives for
Retirement accumulating retirement income are
Income
• Tax-deferred individual retirement plans
• Social security retirement benefits
• Employer pension plan
• Military retirement

Tax-Deferred Income
Definition Investment earnings that are not taxed now but deferred until a later period
are tax-deferred earnings. When you earn tax-deferred income, you do not
pay taxes on the income in the year in which you earn it. However, you have
to pay taxes on it in the future when you withdraw the money from the
investment. In most instances the taxes you do not pay on tax-deferred
income refers to federal taxes, however sometimes states taxes are also
deferred.
Types Some examples of tax-deferred income are
• Individual retirement accounts (IRAs)

• 401(k) plans
• Deferred compensation
• Thrift savings plan
• Simplified employee pension (SEP-IRA)
• Keogh plans
Individual An IRA is a means to save for retirement. You can deduct up to $3,000
Retirement ($3,250 if one spouse works and the other does not) from your reported
Accounts income per year for tax purposes by contributing to an IRA.
(IRAs)
For a standard IRA, income from interest that accumulates in your IRA is not
taxed until withdrawn. You can transfer funds from one IRA to another and
you can use any kind of investment in an IRA. You must, however, start
withdrawing before age 70 ½to avoid tax penalties. You will have to pay
substantial tax penalties if you withdraw funds before you reach age 59 ½
unless you become permanently disabled.

Tax-Deferred Income, Continued
Roth IRAs Roth IRA contributions are not tax deductible, but all withdrawals are tax-free
if made at least five years after the account is opened and you meet at least
one of the following requirements:
• You are age 59 ½or older when you make your first withdrawal.
• You take up to $10,000 to buy your first home.
• You become disabled.
• Distribution is made to a beneficiary or to your estate after your death.
Difference An individual can contribute up to $3,000 per year to a Roth IRA, but the
Between IRAs combined tax deductible total that may be contributed to a Roth IRA and a
traditional IRA is limited to $3,000 per year per person. For a Roth IRA,
contributions can continue to be made after 70 ½year of age, and you do not
have to begin withdrawals at that age (unlike a traditional IRA).
Eligibility for a Roth IRA is phased out for people with adjusted gross income
between $95,000 and $110,000 for individual filing singly and between
$150,000 and $160,000 for joint filers. A traditional IRA can be rolled over
into a Roth IRA without a 10 percent penalty, but any taxable amounts of the
rollover must be included in your annual tax reported income earnings.
Note: The contribution amounts and eligibility limits will rise in steps until
2010. Be sure to check the amounts applicable to each tax year.
Eligibility for You can claim the full IRA deduction if you are
Full Deductions
• Not collecting retirement benefits
• Unmarried, active in a retirement program, and have an adjusted gross

income of $25,000 or below
• A married couple, when either one is active in a retirement program, and

have an adjusted gross income of $40,000 or below

Eligibility for You can claim a partial deduction if you are

Partial
Deduction • Unmarried, active in a retirement program, and have an adjusted gross
income of $25,000 or less
• A married couple, active in a retirement program, and have an adjusted

gross income between $40,000 and $50,000
• A married person, filing separately, active in a retirement program, and

have an adjusted gross income between $40,000 and $50,000
No Deductions You get no deduction if you are
• Unmarried, active in a retirement program, and have an adjusted gross

income over $35,000
• A married couple, active in a retirement program, and have an adjusted

gross income over $50,000
• A married person, filing separately, active in a retirement program, and

have an adjusted gross income over $10,000 per spouse
401(k) Plan Employees of for-profit companies and partnerships are eligible to contribute
pre-taxed income to a guaranteed fixed account or variable account (account
with varying investment objectives: money market, stocks, bonds, etc.). All
contributions and interest or investments gains are tax deferred. The
maximum contribution per year to a 401k allowed is 20 percent of an
individual’s income.
Deferred Deferred compensation is a plan offered by some companies and government

Compensation entitites that allows you to defer income and earnings until some future date.
You invest pre-tax income. Taxes are due on the amount actually withdrawn
or made available in any tax year.
The usual minimum contribution is about $30.00 per month. The IRS sets a
maximum annual limit of $7,500 or 25 percent of your salary, whichever is
less.

Thrift/Personal A thrift plan is a defined contribution plan that allows you to contribute to the
Savings Plan plan. Your contributions are matched, either completely or in part, by your
employer contributions. While your contributions are not tax deductible, the
contribution earnings accumulate on a tax-deferred basis until withdrawn.
Generally, you can contribute a fixed percentage of your income. Employers
may require that you work a certain number of years, generally about five, to
be eligible for maximum matching contribution.
Simplified A SEP-IRA allows both you and your employer to contribute to an IRA.
Employee Your contribution is vested and you pay no tax on your employer’s
Pension (SEP- contributions. Your contribution and all earnings on funds in the plan are tax-
IRA) deferred until they are withdrawn. Contribution cannot exceed 15 percent of
the employee’s compensation or $30,000, whichever is less.
Keogh Plans Keogh plans all allow the self-employed to establish a retirement plan for
themselves and their employees that allows them the same tax advantages
available to corporate employees covered by qualified pension plans. A
Keogh plan is generally funded by employer contributions. However,
employees contributing in the plan may be permitted to make contributions.

Social Security Benefits
Purpose Social security benefits make an important contribution to financial well-

being during retirement, but they were never intended to serve as the sole
source of one’s retirement income. Social security was designed to be used to
supplement pensions, insurance, savings, and other investments.
Eligibility To be eligible to receive social security, you must have worked in a covered
occupation and paid social security taxes at least 40 social security credits (10
years of work) over the course of your lifetime.
You can earn a maximum of four social security credits in one year. In 1996,
you earned one credit for each $640 in earnings you have. The amount of
money needed to earn one credit goes up every year. Almost all occupations
are covered. If you have payroll deductions labeled FICA (Federal Insurance
Contribution Act) or OASDI (Old Age, Survivors, and Disability Insurance),
you are covered.
Eligible Family If you receive retirement benefits, some members of your family also can
Members receive social security benefits, providing they meet these criteria:
• Your spouse
• At age 62 or older (unless he or she collects a higher social security

benefit on his or her own record)
• Under age 62 if he or she is taking care of your child who is under age
16 or disabled
• Your former spouse at age 62 or older and unmarried if the marriage

lasted at least 10 years
• Children
• Up to age 18
• Aged 18 or 19 if they are full-time students through grade 12
• Over age 18 if they are disabled

Social Security Benefits, Continued
Full Retirement Full retirement age is 65, at which time you begin receiving a full social
Age security monthly payment. However, you can begin receiving social security
benefit as early as age 62. If you elect to start receiving your benefits early
because of medical reasons, the amount you receive will be less than your full
retirement benefit.
Early If you take early retirement, your benefits will be reduced based on the
Retirement number of months you will receive checks before you reach full retirement
age. If your full retirement age is 65, the reduction for starting your social
security at age 62 is 20 percent. It is reduced about 13 1/3 percent at age 63,
and 6 2/3 percent at age 64.
Delayed If you decide to continue working full time beyond your full retirement age,
Retirement you can increase your social security benefit in two ways:
Higher lifetime earnings result in higher benefits. If you delay your

retirement, you add another year of high earning to your social security
record.
In addition to your potential higher earnings, your benefits increase by a

certain percentage (varies depending on your birth year). These increases are
added until you start taking your benefits or you reach age 70.

Pension Plans
Definition Pension plans are retirement plans offered by an employer to employees to

which both make regular contributions over a period of time. Contributions
are invested, and earning are reinvested. Benefits are paid out as a series of
regular payments after retirement. Apart from the two pension plans that
were previously discussed (thrift savings plan and simplified employee
pension), a few more examples are
• Corporate pensions
• Federal retirement
• Teacher retirement
• State or local government retirement
Profit Sharing Profit sharing is a defined-contribution plan that allows employees to share in
company profits. The company makes annual contributions, when it has
profits, to a profit sharing account for each employee, either in cash or in a
deferred plan. This may be invested in stocks, bonds, or cash equivalents.
The funds in a profit-sharing account generally accumulate tax-deferred until
the employee retires or leaves the company.
Employee Stock This plan is a defined-contribution plan for sharing profit in the company for
Ownership which you work. The company puts up cash for common stock (shares) of
Plan the company, which is deposited into a trust for the benefit of all participating
employees. The stock does not immediately become the employee’s property
but is vested gradually over a period of years.

Military Retirement Benefits
Program The military retirement program has undergone significant changes over the
Changes last 15 years as a result of new laws affecting the national budget. Despite the
promise of long-term financial security, military retirement is constantly
subject to change.
However, enough benefits remain and can still offer the military retiree a
comfortable retirement, one that few private-sector employers can equal.
Military retirees can still count on cost-of-living increases, commissaries,
exchanges, and recreation facilities on military installations as well as
CHAMPUS/TRICARE military managed health care programs.
Retirement Military members on active duty are eligible to retire when they reach 20
Eligibility years of active service. When on active duty, you must retire after 30 years in
uniform unless you are a senior general officer, admiral, or an E-9.

Military Retirement Benefits, Continued
Retirement Retirement benefits are based on

Plans
• When you entered the military
• The length of time you served in the military
• Your rank
• Your basic pay at the time of your retirement
The table below describes the three basic retirement plans for non-disability
retirements.
Plan Explanation
1 If you joined the military before September 8, 1980 and retire at
the 20-year mark, you will receive half of your basic pay of your
last active duty paycheck. Your retirement check will increase 2.5
percent for each year you stay beyond the 20 years until you reach
a maximum of 75 percent of your basic pay for 30 years of service.
Your monthly retirement pay will be based on your rank, years of
service, and your basic pay on your last active duty paycheck.
2 If you entered military service between September 8, 1980 and July
31, 1986, your retirement service pay will be based on the 36
months when it was the greatest. That yearly average will be
multiplied by 2.5 percent for each year you are in uniform to
determine your retirement pay. Your retirement eligibility will
begin at 20 years and increases to a maximum of 75 percent of the
“high three.”
For example, if you retire as a gunnery sergeant after 20 years of

service:
Step Action
1 Add your last 36 months of earnings (basic pay only).
2 Divide the sum from step 1 by 3 to achieve a yearly average of
those 36 months.
3 Multiply the average from step 2 by 2.5 percent for each year you
were in the service (2.5 percent times 20 years of service equals 50
percent).

Military Retirement Benefits, Continued
Retirement
Plans,
continued
Plan Explanation
3 If you entered active duty after July 31, 1986, you are eligible to
retire at 20 years of service and will receive 40 percent of your
“high three” basic pay. For each year of service past 20 years, you
will receive an additional 3.5 percent of the “high three.” If you
retire with 30 years, you will receive a maximum of 75 percent of
your average basic pay. Unlike retirees covered by the other two
plans, if you retire under this plan, you will receive cost-of-living
increases at one percent below the inflation rate. Additionally, you
will see your retirement pay adjusted when you reach age 62.
First, your retirement pay will be recalculated as 2.5 percent of

your years of service multiplied by your “high three.” The result
ranges from approximately a 25 percent increase if you are a 20-
year retiree to a smaller percentage if you retire with 29 years of
service and no increase if you retire in this group with 30 years of
service.
Second, your retirement pay will be adjusted to restore your

retirement pay to what it would have been if you received the full
cost of living adjustments from the beginning of your retirement.
This adjustment will occur only once; thereafter your cost-of-living
adjustments will continue to be one percent below inflation.

Disabled Veterans’ Benefits
Types of Disabled retirees are veterans who receive compensation from either the
Disability Department of Defense (DOD) or the Department of Veterans Affairs (VA).
Compensation Both the DOD and VA provide two types of disability retirement
compensation. If you are retired because of a permanent or temporary
disability, you will be referred to as “retired with a disability.”
DOD If you become disabled and have spent eight years in the military or your
Permanent injury occurred in the line of duty, you may be entitled to disability retirement
Disability pay from the DOD. Your disability pay will be based on one of two
Compensation formulas, whichever is larger:
• Multiply the amount of the retired based pay (either the final base pay or
high three) by 2.5 percent for each year of service.
• Multiply the base pay by the percentage of your disability.
DOD If your military doctor cannot determine if your injuries are permanent and
Temporary you can carry out your duties, you may be entitled to a temporary disability
Disability compensation. The minimum payment is 50 percent of the last amount of
Compensation basic pay; the maximum, 75 percent. If you qualify for a temporary disability
compensation, you must undergo a medical examination every 18 months to
determine the status of your disability. The doctors must decide within five
years whether the disability is permanent.
Service-Related The VA provides disability payments to former military members with

VA Disability injuries or diseases incurred or aggravated during active duty. VA disability
Compensation pay is subtracted from military retirement pay and reduced by the amount of
DOD severance pay.
Nonservice- The VA also provides a pension for wartime veterans with limited income
Related VA and permanent disabilities not traceable to military service. The pension
Disability varies based on the individual’s income, size of family, and capacity to care
Compensation for him or herself. The VA publishes a comprehensive guide about those
benefits: Federal Benefits for Veterans and Dependents (VA Pamphlets 80-
96-1).

Survivor Benefit Plan (SBP)
Definition The SBP is a means to provide income for your family after your death. The
SBP was enacted by Public Las 92-425 on 21 September 1972. This program
enables you to elect a reduced amount of retired pay to provide an annuity
difference of up to 55 percent of your retired pay to your survivor(s) after
your death. The reduction in retired pay is the “premium” that buys the
annuity.
Enrollment At retirement, if you are married, you will automatically be enrolled in the
SBP program at the maximum spouse coverage. This will be done unless you
elect to decline participation or decide to participate with a reduced base
amount. If you elect anything other than full coverage, your spouse’s written
concurrence is required.
Factors Decisions about enrolling in or declining participation in the SBP program

involves many personal factors such as your age, the age of your spouse, the
ages and numbers of children, and other financial assets you may have
available for your survivors. No decision should be made unless you and
your spouse fully understand all of the consequences and various options.
Be wary of advice given by financial advisors, specialists, counselors, or

salesmen who have a vested interest in making money from the sale of
alternate programs.
Start of Technically, enrollment in the SBP begins before retirement. Service

Coverage members on active duty are automatically covered, without cost when they
reach the 20-year mark. That means if you die on active duty with more than
20 years of service, your spouse and/or dependent children will receive full
SBP benefits.
The survivors of retirement-eligible members who dies on active duty (not

due to their own misconduct) are also entitled to Dependency and Indemnity
Compensation (DIC). The amount of SBP paid to survivors will be offset by
any DIC paid to survivors. If the DIC to which the survivor is entitled
exceeds the SBP amount, no SBP will be paid.

Survivor Benefit Plan (SBP), Continued
Options At the time of retirement, you will have the option of continuing participation
in the SBP, reducing it to a lower amount of coverage, or not participating.
When you elect to participate, you must select a dollar amount of your
retirement pay to be withheld every month. This is called the “base amount”
as the foundation of the SBP benefit. The base amount must be between $300
and the full amount of monthly retired pay.
Cost The cost of the SBP is generally 6.5 percent of the base amount of coverage
you select.
Note: For base amounts under $902, the cost of the SBP is 2.5 percent of the
first $421 and 10 percent of the remaining base amount.
Two-Tier The SBP is commonly known as a two-tier system. Surviving spouses

Systems receive 55 percent of the base amount until they reach age 62. At age 62,
benefits drop to 35 percent of the base amount because survivors then begin
to collect social security. The SBP payment, combined with the first social
security payment, generally exceeds 55 percent of designated retired pay.
Yearly Your SBP premiums and survivors’ annuities will increase yearly, following
Increases the guidelines used for computing retired pay cost of living allowances
(COLAs).
Coverage If your surviving spouse remarries before age 55, the SBP annuities will be
Changes suspended. If the remarriage ends for any reason, the SBP can be reinstated.
Once you elect SBP for your spouse, the decision is irrevocable. If, however,
the marriage ends, your SBP deduction will be stopped when you notify your
finance center. No further deductions will be made unless you remarry. If
you do marry, you will have one year to ask for reinstatement of the benefit
for your new spouse.
However, if the VA certified you as 100 percent, permanently and totally

disabled from service-connected causes on your retirement date, you will be
allowed to withdraw from the SBP after five years, if the disability persists.

Lesson 3 Exercise
Study Time
Directions Complete the following items. Check your answers against those listed at the
end of this lesson.
Item 1 List three alternatives for accumulating retirement income.
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
Item 2 Tax-deferred income means
a. investing earnings that are not taxed now are deferred until a later period.
b. earnings are taxed now and also at a later period.
c. contributions are not tax deductible until you withdraw your earnings.
d. you can claim partial deductions on your earnings now and the remainder
on a later date.
Item 3 List four types of tax-deferred income.
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________

Item 4 To be eligible to receive social security, you must have worked and paid
social security taxes at least ______ social security credits (______ years of
work) over the course of your lifetime.
a. 65; 65
b. 40; 10
c. 55; 20
d. 30; 15
Item 5 Social security is meant to be used to supplement
a. other investments, insurance, savings, and your lifestyle.

b. profit sharing, insurance, savings, and your pension.
c. your insurance, savings, your lifestyle, and pension.
d. other investments, insurance, savings, and pensions.
Item 6 List five pension plans discussed in this lesson.
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
Item 7 On what criteria are military retirement benefits based?
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________

Item 8 Disabled retirees are veterans who receive compensation from
a. either the Department of Defense or the Department of Veterans Affairs.

b. only the Department of Defense.
c. only the Department of Veterans Affairs.
d. either the Department of Veterans Affairs, social security, or the
Department of Defense.
Item 9 If you become disabled and have spent eight years in the military or your
injury occurred in the line of duty, you may be entitled to
a. disability retirement pay from the Department of Veterans Affairs.

b. temporary disability compensation.
c. disability retirement pay from the Department of Defense.
d. nonservice related disability compensation.
Item 10 What is the purpose of the survivor benefit plan?
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________

Solutions The table below lists the answers to the exercise items. If you have any

1 • Tax-deferred individual retirement 4-59
plans
• Social security retirement benefits
• Employer pension plans
2 a 4-60
3 • Individual retirement accounts 4-60
(IRAs)
• 401(k) plans
• Deferred compensation
• Thrift savings plan
• Simplified employee pension (SEP-
IRA)
• Keogh plans
4 b 4-64
5 d 4-64

Solutions

6 • Thrift savings plan 4-66
• Simplified employee plan
• Corporate
• Military
• Federal
• Teacher retirement
• State or local government
7 • When you entered the military 4-68
• The length of time you served in the
military
• Your rank
• Your basic pay at the time of your
retirement
8 a 4-70
9 c 4-70
10 To provide income for your family after 4-71
your death


STUDY UNIT 5
CEREMONIAL DRILL
Overview

Study Time
Unit Scope As a senior SNCO, you are expected to know how and when to conduct troop
movements/ceremonies with a company-sized or larger unit. This study unit
covers the basics of ceremonial reviews and parades, identifying the
differences between them, and ceremonial drill Letters of Instruction (LOI).
For further guidance on this topic, refer to the NAVMC 2691.

Objectives
• Identify the characteristics of a review.
• Identify the characteristics of a parade.
• Develop a ceremonial drill LOI after receiving the commander’s

guidance.
Unit Content This study unit contains the following topics:
Topic See Page

Lesson 1 Reviews 5-3
Lesson 2 Parades 5-23
Lesson 3 Letters of Instruction (LOI) 5-39


LESSON 1
REVIEWS
Introduction
Study Time
Lesson Scope This lesson covers the basic information on ceremonial drill reviews.

Objectives
• Identify the four elements of a review.
• Identify the occasions when reviews are considered practical.
• Identify the procedures for forming a review.
• Identify the sequence of events for a ceremonial review.
• Identify the procedure for the presentation of awards.
• Identify the procedure for positioning retirees and personnel to be

decorated.
• Identify the procedure to present the unit to the reviewing officer for
inspection.

Topic See Page

Reviews 5-5
Forming The Units For Review 5-7
Sequence of Events For The Review 5-9
Honors and Presentations 5-10
The Inspection 5-13
March in Review 5-16
Reviewing Party 5-17

Reviews
Standard To review is, by definition, “to subject to a formal inspection.” Over the
Occasions for years, the intent to inspect during the review has diminished or has been
Reviews overshadowed by the purpose for the ceremony (for example, change of
command, post and relief, awards and decorations). But, in essence, we do
subject the troops reviewed to the inspection.
Other Reviews, when practicable, are also held on the

Occasions
When Reviews • presentation of United States decorations.
Are Held
• decoration of organizational colors.
• presentation of a foreign decoration.
• retirement of an individual or a group of any rank.
Elements The four elements of a review are
• Formation of troops
• Presentation of honors
• Inspection
• March in review
Key There are two key participants involved in ceremonial reviews. These
Participants individuals are the commander of troops (COT), and the adjutant (ADJ).
There are many other participants, but these two individuals make things
happen in the reviews.

Reviews, Continued
Commander of The senior officer participating in a ceremony is the commander of troops

Troops (COT).
The COT is responsible for the
• Formation of troops
• Presentation of honors
• March in review
The local commander will designate a COT from his staff of officers when
• He reviews his own troops

• The review is given for a VIP or a senior commander
The local commander will then accompany the distinguished guest.
Adjutant The adjutant (ADJ), although one of the staff officers, is also a key player.
The ADJ serves as the “right-hand-man” for the majority of tasks leading up
to and including the ceremony.
In addition to the major role in the ceremony, the ADJ is responsible for tasks
that begin with the marking of the parade grounds up to the overall conduct of
the actual ceremony. It is important to remember that the adjutant receives all
of his orders directly from the commander of troops.
Next Now that you know the jobs of the two key players, let’s learn about forming
the units.

Forming The Units For Review
Preparations The adjutant will designate and mark certain positions in the parade deck area
where the ceremony will be conducted. Positions to be marked include, but
are not limited to
• Line of troops - the line on which troops will form

• Line of march - the line which troops will march in review
• Post of the reviewing officer - opposite the center of the line of troops on
each flank
• Any additional flag markers to designate
• The subordinate unit commander’s posts

• Unit guide posts
• Turning points for the approaching line of troops.
The illustration below shows an example of a parade/review diagram.
Note: Each diagram can be as detailed or as simple as desired.

Forming The Units For Review, Continued
Troop The formation of troops is the base of a review. Normally, troops will form
Formations “in line” for reviews. Variables that may affect the type of formation to be
used are
• Size of the review

• Available personnel
• Type of review
• Location
• Weather
Size of the Unit Reviews are generally battalion-sized or larger. However, when different
types of units are participating, company-sized units may be formed.
Types of The two types of formations used are “line” and “mass.” However, troops
Formations normally form in line for a review. When space is limited, reviews conducted
by regiments and larger organizations may be in line with battalions and
independent companies in mass formation. The illustration below gives
examples of these two types of formations. Battalion “In Line” with
Companies “In Mass” (see below left), Battalion “In Line” with Companies
“In Line” (see below right)

Sequence of Events For The Review
Sequence The table below lists the steps to form for battalion or regimental reviews.
Step Action
1 Posting of the commander of troops (COT) and staff.
2 Adjutant’s Call
• Units march and form in line

• Units dress to the right
• Guides post
• Bayonets fixed (if so armed)
3 Colors trooped.
4 Formation presented to the COT.
5 Posting of the adjutant/publication of the orders.
6 Staff draws swords.
7 Staff is boxed.
8 Posting of the reviewing officer. (RO)
Large Reviews When forming reviews larger than a battalion or regiment, the same basic
commands, procedures, and sequence of events will apply.
Normally, in large reviews, battalions and independent companies
• Are in mass formation

• Take their positions on the line of troops prior to the “third” Adjutants’
call
• Are assigned routes of march and departure and arrival times
• Execute movements
• On the command of execution from their respective commanders only

• In succession by units from right to left

Honors and Presentations
To Whom During the ceremony, presentations and honors are rendered to the reviewing
officer (RO) and/or the guest of honor (GOH) depending on their title, billet,
and rank. The status of the RO or GOH may make it necessary to present the
command and render appropriate honors. To determine exactly what honors
your RO or GOH rates, refer to U.S. Navy Regulations.
Procedure The table below describes the sequence of events for a review with
presentations and honors.
When Then
The reviewing official The commander of troops (COT) brings the command
(RO) posts to attention
(Subordinate commands will be utilized when the unit
is larger than a battalion.)
The RO is posted The COT directs his command to present arms
All units have rendered The COT faces the RO and salutes. (His staff salutes
appropriate salutes with him.)
Honors to the RO are • The COT salutes
rendered • Honors music sounds
Honors are complete The COT
• Terminates his salute (his staff with him)

• Brings his troops to order arms
The commanding officer A gun salute may be fired.
deems a gun salute
practicable and saluting
guns are available, or
when artillery is present in
the formation
Last note of honors is The first gun is fired
sounded
The last gun is fired The firing detachment rejoins its unit
Honors and gun salutes • Each organizational color salutes with its
are being rendered command
• Military personnel in uniform
• Salute at the first note of the music and

• Hold salute until the music and gun salute are
completed.

Honors and Presentations, Continued
Presentation of After resuming his or her post, the COT faces the command and orders the
Decorations troops to attention. At this time if there are any presentations of decorations,
they will be done before the march in review.
Positioning Persons to be decorated and retirees will form
• In a single rank in the center of the command

• 15 paces in front of the line of company commanders
• According to the precedence of the decoration to be conferred with the
highest ranking decoration on the right
Those persons who receive similar decorations take position by seniority

within each decoration group, and retirees not receiving decorations form to
the left of persons being decorated.
Moving the After the reviewing officer has inspected the troops and resumed his post, the
Persons to be COT does an about face and commands “PERSONS TO BE DECORATED,
Decorated RETIREES, AND ALL COLORS, CENTER, MARCH.” On “MARCH,”
persons to be decorated, retirees, and all colors move by the most direct route
to their proper posts.
Decorating When colors are to be decorated

Colors
• They will form in a single rank 5 paces in front of the center of the line of
persons to be decorated
• The color to receive the highest decoration is on the right
The remainder of the colors will form to the left according to the rank of the
decorations to be conferred. All other colors with color guards form in a
single rank five paces behind the center of the line of persons to be decorated.
Each color will be in the same relative position as its parent organization is
within the formation for review.

Honors and Presentations, Continued
Illustration The illustration below shows the positions of the persons to be decorated,
retirees and all colors, as they relate to a review.
Next After the awards presentation is complete, the reviewing official will then
perform an inspection. The next map will discuss this in detail.

The Inspection
Purpose The inspection portion of the review is designed to allow the RO the
opportunity to inspect the troops. Although not intended to be a lengthy or
detailed inspection, it will allow the RO to identify major defects or trends
throughout the line of troops. The RO completes the inspection either afoot
or in a vehicle.
Inspection When the RO executes the inspection on foot, the following steps occur.
When RO is
Afoot
Step Action
1 The RO and the local commander (host) post in front of the COT.
The RO may direct his staff, or any part of it, to accompany him.
Note: If the staff members accompany the reviewing party, they

follow their respective commanders in a single file.
2 The COT and the RO exchange salutes.
3 The COT reports, “Sir, the command is formed for inspection.”
4 The COT and the local commander (host) march to the right of the
RO (away from the troops).
5 The reviewing party passes immediately in front of the line of
company commanders, except when companies are in a line
formation, in which case they pass immediately in front of the
platoon commanders.
6 The reviewing party passes around the rear of the troops.
7 After the reviewing party has completed the inspection, the RO
and COT exchange salutes, then return to their positions.

The Inspection, Continued
Inspection When the RO executes the inspection in a vehicle, the following steps occur.
When the RO is
In a Vehicle
Step Action
1 The reviewing party embarks at the post of the RO.
• The RO enters first and occupies the left rear position.

• The local commander (host) occupies the right rear position.
• If the staffs are to accompany the reviewing party, the right front
position in each vehicle is left vacant.
2 The command vehicle (approaching from the COT’s left) moves to
the post of the COT and stops.
• The COT salutes, reports, and enters the vehicle, occupying the
right front position.
• His staff occupies the vacant positions in the staff vehicles if the
staffs accompany the reviewing party.
3 After the reviewing party has completed the inspection in vehicles
• The first stop is made at the post of the COT

• The COT exchanges salutes with the RO (staff members do not)
• The COT takes his post and the RO returns to his
• The COT faces the command and orders the troops to attention
Presentation of decorations may be conducted at this time.

The Inspection, Continued
Unit’s The RO makes whatever general inspection of the command he may desire.
Procedures However, a detailed inspection is not part of the ceremony or review.
During
Inspection While the RO is passing around the troops,
• The formation is at either “AT EASE” or “PARADE, REST”

• The organizational band plays
• Each massed unit, including the color guard, will, upon the orders from
the unit commander, execute
• ATTENTION (as the RO approaches)

• “EYES, RIGHT” while halted (as the RO passes)
• “AT EASE” or “PARADE REST” (after the RO has passed)
• Each massed unit, including the color guard, will remain at “AT
EASE” or “PARADE REST” until the RO approaches the rear of a
unit, at which time the unit is brought to “ATTENTION” until the
reviewing party has passed; or the commander faces toward his unit
until the party has passed.

March in Review
Procedure This portion of the review, better known as “Pass in Review,” allows the
reviewing officials the opportunity to review the troops on the march. When
executing the march in review, the troops leave the original line of troops and
march along the line of march passing the reviewing officials. The COT
commands, “PASS IN REVIEW.” On this command, the band changes
direction to that of the line of march and halts.
Unit The table below describes the pass in review based on the size and original
Formations formation of troops.
If Then
A battalion or Troops march in review in the same manner as prescribed for
regiment is formed a parade.
with companies in
line or mass
A regiment or larger The march in review is conducted as follows after the band
unit is conducting has halted:
the review with
battalions or • The band steps off on the command of execution,
regiments and “MARCH,” with the right battalion or independent
independent company.
companies or • Succeeding battalions and independent companies
battalions in mass execute a right turn in succession from right to left by
formation their commanders.
• The band and each massed battalion, or independent
company, change direction to follow the line of march on
the commands of their respective commanders.
• Each turning point should have been previously marked
(see preparing the review site in this lesson).
• The COT and staff march so as to take position at the
head of the band after the second change of direction.
• The senior company commander in each massed
battalion, and commanders of massed companies,
command “EYES, RIGHT.” All units will execute
“EYES RIGHT” when 6 paces from the nearest member
of the reviewing party. They hold their salutes and eyes
right positions until 6 paces beyond the reviewing party.

Reviewing Party
Components The reviewing party consists of
• The local commander and his/her staff

• The reviewing officer and his/her staff
• Distinguished civilians
Note: Local commanders should consider it appropriate, when only one

distinguished individual is retiring, to allow that individual to
participate as the reviewing officer.
Position The diagram below depicts the position of the reviewing party.

Lesson 1 Exercise
Study Time
Directions Complete the following items by performing the action required. Check your
Item 1 Select the four elements of a review.
a. Formation of troops, presentation and honors, inspection, march in review

b. Formation of troops, inspection, troop the colors and march in review
c. Adjutants call, inspection, troop the colors, march in review
d. Adjutants call, troop the line, troop the colors, march in review
Item 2 One type of occasion when reviews are held when practicable would be
a. promotions.
b. wet downs.
c. retirements.
d. re-enlistment.
Item 3 Who is typically in command of troops in review?
a. Adjutant
b. Guest of honor
c. Senior officer participating in the ceremony
d. Reviewing officer
Item 4 Who designates and marks the review site?
a. Sergeant major
b. Guest of honor
c. Commanding officer
d. Adjutant

Item 5 Normally, troops will form in ____________ for reviews.
a. mass
b. line
c. column
d. massed column
Item 6 What is the final step when forming for a review?
a. Adjutant’s call
b. Trooping the colors
c. Posting of the reviewing officer
d. Marching in review
Item 7 Who receives the presentation and honors?
a. Commander of troops
b. Guidon
c. National Ensign
d. RO and or the guest of honor (GOH)
Item 8 When colors are to be decorated, how many paces behind the colors are the
persons to be decorated placed?
a. 3
b. 4
c. 5
d. 6
Item 9 When inspecting the line of troops, the COT and the local commander will
march
a. one on either side of the RO.

b. between the RO and the line of troops.
c. to the right of the RO away from the line of troops.
d. in a single file behind the RO.

Item 10 What is the command given to march the unit in review?
a. “MARCH IN REVIEW”
b. “FORM FOR REVIEW”
c. “EYES RIGHT”
d. “PASS IN REVIEW”


1 a 4-5
2 c 4-5
3 c 4-6
4 d 4-7
5 b 4-8
6 c 4-9
7 d 4-10
8 c 4-12
9 c 4-13
10 d 4-16


LESSON 2
PARADES
Introduction
Study Time
Lesson Scope Although reviews and parades are very similar, the slight differences between
them need to be identified. This lesson will identify the characteristics unique
to ceremonial parades.

Objectives
• Identify the three basic parts of a ceremonial parade.
• Identify the main differences between a ceremonial review and a

ceremonial parade.
• Identify the procedures for forming a battalion or regiment for a

ceremonial parade.
• Identify the procedures used when a “change of command” ceremony is

included in the ceremonial parade.
• Identify procedures for street parades.

Topic See Page

Introduction 5-23
Battalion and Regimental Ceremonial Parades 5-25
Formation of Troops For Battalion/Regimental Size Units 5-26
Change of Command/Post and Relief 5-29
Street Parades 5-31

Battalion and Regimental Ceremonial Parades
Purpose The purpose of a ceremonial parade is to provide a ceremony from which the
appearance and movements of troops in formation are the primary
consideration.
Three Parts There are three basic parts of ceremonial parades: formation of troops,
presentation and honors to the reviewing officer, and the march in review.
The biggest difference between a parade and a review is that in a parade the
inspection is omitted from the sequence of events.
Other In a parade, during the formation of troops, the band “SOUNDS OFF” and
Differences troops the line, reports are received, orders are published by the adjutant, and
the officers and guidons are marched center.
Common Traits As with review, troops may have “FIXED BAYONETS”, and the colors may
be trooped. Decorations may also be awarded at the same point in the
ceremony as in the review. If the parade is held during the evening,
“RETREAT” may be included in the ceremony.
Next Now that you have learned what a ceremonial parade is held for, let’s discuss
how the parade is formed.

Formation of Troops For Battalion/Regimental Size Units
Marking The parade field is marked in the same manner as prescribed in Lesson 1.
Sequence The table below lists the steps in the procedure to form for battalion or
regimental parades.
Step Action
1 Posting of the COT and staff.
2 Adjutant’s Call
• Units march and form in line
• Units dress to the right
• Guides post
• Bayonets fixed (if so armed)
3 After the above steps are completed, the ADJ will then command:
• “PARADE, REST; SOUND OFF”. (The band will then “troop

the line” as it plays and return to their original position.)
• “ATTENTION”, “PRESENT, ARMS”
Note: Steps three and four can be inverted. In other words, one
can be done before the other.
4 Colors trooped.
5 Formation presented to the COT and the staff execute “DRAW
SWORD” as commanded.
6 COT then commands the manual of arms sequence with the
troops.
7 The COT then commands the ADJ to “RECEIVE THE REPORT.”
8 ADJ then ordered to “PUBLISH THE ORDERS SIR.”
9 ADJ orders “OFFICERS, CENTER, MARCH.
10 COT commands “POST, MARCH” to return the officers to their
prospective positions.
11 Staff is boxed.
12 Posting of the reviewing officer.
13 Presentation and honors takes place at this point in the parade as
prescribed during lesson 1.
14 March in Review takes place after command “PASS IN
REVIEW” has been given by the COT.

Formation of Troops, Continued
Sequence, The table below lists the steps to form for battalion or regimental parades.
continued
Step Action
15 When the pass in review is completed, the troops will return to
their positions until dismissed unless they have been directed to
perform the “MARCH OFF” after passing the reviewing official.
Note: If the parade is held during the evening, the parade sequence known as
“RETREAT” will be played by the band and executed by the flag
detail between steps three and five above. This depends on what
portion of the parade the colors are marched on.
Regimental The regimental parade is held in the same manner as the battalion parade with
Parade some minor differences in execution. The table below describes these
differences.
Stage Description
Adjutant’s Call Units march in on the second time it is played. It is
sometimes referred to as Regimental Adjutant’s Call.
Manual of Arms The manual of arms sequence, and any other
movement of the weapon by the troops, will be
ordered by the respective battalion, or company
commanders. It is normally done by the COT.
Pass in Review Pass in review is commanded by the COT just as
companies “IN during a battalion parade. However, when he gives
LINE” the command for “PASS IN REVIEW,” the
commander of the right battalion or independent
company will give the command “RIGHT FACE”;
“RIGHT SHOULDER, ARMS” as the troops form
columns of threes. The rest of the units will do the
same thing ordered by their commander but, in
succession from right to left. After the battalion and
companies are formed in the direction of march, the
right battalion commander will give the command,
“FORWARD, MARCH” and step off while the rest of
the units will step off after the command has been
given by their commander. Just as before, this is also
done in succession from right to left.

Formation of Troops, Continued
Regimental The regimental parade is held in the same manner as the battalion parade with
Parade, some minor differences in execution. The table below describes these
continued differences.
Stage Description
Pass in Review Everything above is the same except that the
companies “IN commands from the right battalion commander are:
MASS” “RIGHT SHOULDER, ARMS; COLUMN OF
COMPANIES, RIGHT COMPANY, RIGHT TURN
MARCH.” The succeeding battalions will then go in
order just as before.
Next You have now learned how to form the battalion- and regimental-sized units
for a parade. Let’s look at some various types of parades and their
characteristics.

Change of Command/Post and Relief
Sequence The change of command (CoC) ceremony proceeds in the same manner as the
battalion ceremonial parade up to the point where the troop commander
directs the adjutant to “PUBLISH THE ORDERS, SIR.” It is at this point in
the ceremony that the incoming and outgoing commanders exchange the
colors.
Specific The table below describes the sequence of changes that occur in the
Changes procedure.
Step Action
Attention to Orders The adjutant faces the troops and
• Commands “ATTENTION TO ORDERS.”
• Publishes pertinent excerpts from the outgoing
commander’s orders
• Publishes pertinent excerpts from the incoming
commander’s orders.
Officers, Center, March • The adjutant commands “OFFICERS, CENTER,
MARCH.”
• The ceremony continues as described for the
ceremonial parade until the officers have returned
to their posts from officer’s center.
Deliver the colors to the • The outgoing and incoming commanding officers
commanding officer. then take post in the reviewing area.
• If the outgoing commanding officer is entitled to
honors, they will be rendered at this point.
• When both have taken their proper posts (the
present commanding officer on the right), the COT
directs the adjutant, “DELIVER THE COLORS
TO THE COMMANDING OFFICER.”
• The adjutant returns his sword, if so armed, takes
the most direct route to a position two paces in
front of the color guard, salutes and takes the
organizational color from the junior color bearer,
carrying the color as nearly in the position of
“carry color” as he can without a sling.
• The adjutant marches by the most direct route to a
position two paces in front of the outgoing
commanding officer.

Change of Command/Post and Relief, Continued
Specific
Changes,
continued
Step Action
Present, Arms • The COT then commands, “PRESENT, ARMS.”
• The adjutant transfers the color to the outgoing
commanding officer.
• The outgoing commanding officer passes the color
to the incoming commanding officer. (The adjutant
salutes as the color is passing from one to the other.
The passing of the color signifies the transfer of
command).
• The new commanding officer then passes the color
back to the adjutant.
Order, Arms • The COT commands, “ORDER, ARMS.”
• The old and new commanding officers face each
other and exchange salutes and positions (right
shoulder to right shoulder).
• The adjutant then returns the color to the color
guard by the most direct route, salutes the colors,
resumes his post in the staff, and draws sword.
• If the new commanding officer is entitled to honors,
they will be rendered at this time.
Post and Relief A post and relief ceremony is similar to a change of command; it is, in
essence, a change of command for the senior enlisted advisor of the command
(first sergeant or sergeant major).
Differences There are basically two main differences in this type of ceremony. Usually
the march in review portion of the review will be omitted, and instead of the
colors being exchanged, there will normally be an NCO sword, known as the
“Sword of Office.”

Street Parades
Use The following are times when a street parade may be better suited for the
review:
• When the unit on parade is of a size too large to form in one area
• When large vehicles are involved
Grand Marshal A person designated as the grand marshal commands street parades. The
grand marshal will
• Make personnel appointments

• Issue the order concerning the
• Formation
• Movement
• Dismissal of the parade
Appointments The grand marshal will appoint a staff which will enable him to delegate
responsibilities across the slate to ensure all areas of the parade are covered.
These appointments include
• Chief of staff
• Aides/staff officers
• Brigade commanders
• Marshals of divisions

Street Parades, Continued
The Order The order will include the
• Names of the staff officers and when and where they are to report
• Assignment of organizations and their order in brigades and divisions
• Names and assignment of brigade commanders and marshals of divisions
• Streets upon which the brigades and divisions are to form
• Direction their lines or columns face, where the right or head of columns
rest, and the width of the fronts of the subdivisions in column
• Times for each division to form and be ready to march
• Time and place at which the head of the parade will move, the line of
march, and the direction of guide
• Honors to be rendered during the march
• Instructions for the dismissal of the parade
• Instructions regarding uniform and equipment
Review The grand marshal may review the parade at a point beyond the reviewing
stand and before its dismissal.
Order of The order of precedence of units in street parades involving two or more
Precedence services of the United States or of a foreign nation are the same as prescribed
in the NAVMC 2691 Paragraph 12-1.
Veterans and patriotic organizations march in the order prescribed by the

grand marshal. The grand marshal marches at the head of the parade with the
staff and chief of staff on the right and 1 ½paces to the rear in one or more
ranks
Forming Odd-numbered divisions are usually formed in streets to the right of the line
of march, the first division nearest the starting point.
Even-numbered divisions are similarly formed on streets to the left side of the
line of march.

Street Parades, Continued
Formations Formations that may be used for street parades are
• Columns of threes (or fours) abreast

• Mass formation
• Transportation marches in
• Single column
• Multiple columns of twos, threes, or fours depending upon the width
of the street
Long Parades In all parades, the prescribed weapons carriage is on the right shoulder
however, when the troops will be marching long distances they can be at sling
arms.

Lesson 2 Exercise
Study Time
Item 1 What are the three parts of a parade?
a. Formation of color guard, honors and presentation, movement of troops

b. Formation of troops, presentation and honors to the reviewing officer, and
the march in review
c. Formation of troops, presentation and honors to the COT, and the march
in review
d. Publishing the orders, march in review, and pass in review
Item 2 What event is omitted from a parade that is done in a review?
a. Pass in review
b. Presentation and honors
c. Sound off
d. Inspection
Item 3 After the units have marched in, dressed to the right, and the guides have
posted, what is the next sequence?
a. Manual of arms
b. Present arms to the COT
c. Fix bayonets (if so armed)
d. Officers center

Item 4 During a parade, the COT orders the ADJ to “RECEIVE THE REPORT.”
What is the next order the COT gives to the ADJ?
a. “SOUND OFF”
b. “PUBLISH THE ORDERS, SIR”
c. “TAKE YOUR POST”
d. “TAKE CHARGE, CARRY OUT THE PLAN OF THE DAY”
Item 5 The change of command ceremony is similar to a ceremonial parade up to the

point when the COT commands
a. “FIX BAYONETS.”
b. “SOUND ATTENTION.”
c. “POST THE COLORS.”
d. “PUBLISH THE ORDERS, SIR.”
Item 6 A post and relief ceremony is for
a. senior officers.
b. senior enlisted.
c. retirees.
d. reservists.
Item 7 A street parade might be better suited for a review when
a. the unit on parade is too large to form in one area, and when large
vehicles are used.
b. a regimental formation is used with large pieces of equipment.
c. vehicles are going to be used to transport the troops during a parade.
d. the commanding officer deems it appropriate.

Item 8 For street parades, who will assign the marshals of divisions?
a. Commander of troops
b. Grand marshal
c. Chief of staff
d. Commanding officer


1 b 5-25
2 d 5-25
3 c 5-26
4 b 5-26
5 d 5-29
6 b 5-30
7 a 5-31
8 b 5-31


LESSON 3
LETTER OF INSTRUCTION (LOI)
Introduction
Study Time
Lesson Scope This lesson provides general information for writing a letter of instruction
(LOI).

Objectives
• Identify key points to receive commander’s guidance.
• Identify steps to prepare the LOI.
• Identify steps to execute the LOI.
Topic See Page

Introduction 5-39
Preparing the LOI 5-41
Executing the LOI 5-43
Sample LOI 5-44

Source As a senior SNCO in your unit, you may be tasked with developing a LOI for
a ceremony. Before you can create the LOI, you must first receive the
commander’s guidance.
Commander’s guidance will be given for any ceremony and can be passed in
several ways including
• Formal correspondence
• E-mail
• Meetings
• Conversations
Action However it comes, you will have to interpret the guidance, create a plan, and
produce a clear LOI that disseminates the plan.
Key Points There is no secret to receiving the commander’s guidance; however some key
points to remember are to
• Brainstorm with the commander

• If the situation allows
• The commander deems it necessary
• Usually during a scheduled staff meeting
• Gather as much information as possible pertaining to the ceremony
• Read and organize the information obtained
• Ask questions especially if you are unclear
• Be sure you understand
• The task
• Purpose
• The commander’s intent
• Provide feedback and or recommendations
• Be as detailed as possible
• Refer to references

Preparing the LOI
Contents After determining what information you need to successfully conduct the
ceremony, write it all down in a letter of instruction (LOI). An example of an
LOI for a ceremony is included at the end of this lesson.
The LOI is written like most navel correspondence. Some of the various
areas that must be covered are
• The purpose of the LOI

• Information about the ceremony
• Delegation of assignments
• Coordinating instructions
Purpose State the purpose of the LOI, for example, “To publish information,
responsibilities, and details regarding the change of command ceremony.”

Preparing the LOI, Continued
Information In this portion of the LOI

about the
Ceremony • State the
• Time/Date of the event
• Location of the event
• Formation type that will be used
• List all participating units
• Battalion staff
• MCB Band
• Organic companies
• MCB Color Guard
• Instruct guests on
• Uniform to be worn by non-participating military guests
• Appropriate attire for civilians.
• Provide information about the reception
• Who
• What
• When
• Where
• Include an inclement weather plan.
• Who will decide
• When the decision will be made
• State how the sequence of events will be conducted and include the
location of a more detailed listing of the actual sequence.
• State the uniform and equipment that will be standard for all participants
and use an enclosure for a more detailed listing.
Assignments In this area of the LOI you will delegate the responsibilities and give taskings
to personnel sections and subordinate units throughout the unit. Again, be as
detailed as possible.
Coordinating This area is the generalized area of instruction. It includes

and Special
Instructions • Muster times
• Special uniform instructions
• Points of contact

Executing the LOI
Ceremonial The proper execution of the LOI will be measured by the success of the
Success ceremony. The more detail you put into the LOI, the more well planned and
understood the ceremony will be.
Responsibilities After the commander has approved and signed the LOI, it becomes an order.
Everyone mentioned on the LOI is responsible for the execution of its
contents.
Distribution Although an LOI is addressed to “Distribution List,” be sure that copies reach
all key personnel involved with the ceremony.
Next On the following pages you will find an example of an LOI.

SAMPLE LOI
UNITED STATES MARINE CORPS

HEADQUARTERS AND SERVICE BATTALION
MARINE CORPS BASE
QUANTICO, VIRGINIA 22134-5043
5060
RGL
Jun 01
From: Commanding Officer

To: Distribution List
Subj: LETTER OF INSTRUCTION (LOI) FOR HEADQUARTERS AND SERVICE

BATTALION CHANGE OF COMMAND 13 JULY 2001
Ref: (b) NAVMC 2691
Encl.: (1) Dates and Times for Rehearsals and Ceremony

(2) Task Organization
(3) Sequence of Events for Ceremony
(4) Uniform and Equipment
(5) Inclement Weather Sequence of Events
1. Purpose. To publish information, responsibilities, and details relative to the change of

command ceremony.
2. General. On 13 July 2001, Colonel R. A. Fracasso will relinquish command of

Headquarters and Service Battalion, Marine Corps Base, Quantico. Colonel J.A. Jobe will
assume command of the Battalion.
3. Information. Enclosure (1) is a listing of scheduled events leading up to and including the
ceremony. Enclosure (1) will be updated periodically as additional information becomes
available. Enclosure (2) is the task organization for the ceremony. Enclosure (3) outlines the
sequence of events for each of the various rehearsals conducted in connection with the
aforementioned ceremony. Enclosure (4) outlines specific uniform and equipment requirements.
Enclosure (5) outlines the specifics on the inclement weather plan. The details relative to the
ceremony are as follows:
a. Time/Date. 1300, Friday, 13 July 2001.
b. Location. Lejeune Field
c. Formation. Battalion in line with companies in line.
d. Primary Participating Units

SAMPLE LOI
(1) Battalion Staff

(2) MCB Band
(3) Organic Companies
(4) MCB Color Guard
e. Guests. The uniform for military attendees is the designated uniform of the day. Non-
service members should wear appropriate civilian attire.
f. Reception. A reception for invited guests will immediately follow the ceremony at
Lejeune Field. In the event of inclement weather, the reception will be held in the
Battalion Classroom on the second deck of Building #2006.
g. Inclement Weather. The decision to execute the inclement weather plan will be made
by the Commanding Officer at 1000 on the day of the ceremony. Enclosure (5) describes
the indoor ceremony and specifies the actions to be taken should the order be given to
implement the plan.
h. Sequence of Events. The ceremony will be conducted per the reference and this LOI.
The specific sequences of events for fair and inclement weather are contained in
enclosures (3) and (5).
i. Uniform and Equipment. All information pertaining to this ceremony is contained in

enclosure (4).
4. Action
1. S-1 Officer
a. Coordinate the narration with the Battalion Executive Officer.
b. Coordinate with the Base Public Affairs Officer for a narrator for rehearsals and the
ceremony.
c. Provide the program for the ceremony.
d. Coordinate media coverage from the Quantico Sentry.
e. Coordinate with CO, Headquarters Company to identify personnel to fill positions on the
Battalion Staff (3 Officers and SNCOs).
f. Coordinate with company commanders to provide both officer and enlisted ushers and
escorts.
g. Provide escorts for Mrs. Fracasso and Mrs. Jobe.
h. Arrange seating for invited guests.

SAMPLE LOI
i. Provide S-1 Chief for the Battalion Staff.
2. S-2 Officer
a. Provide daily weather forecasts to the Operations Officer beginning 3 July.
b. Provide the S-2 Officer and S-2 Chief for the Battalion Staff.
3. S-3 Officer
a. Coordinate the overall conduct of the ceremony and all rehearsals.
b. Arrange for a sound system to support narration at all designated rehearsals and the
ceremony.
c. Provide the Adjutant for the Battalion Staff.
d. Provide the S-3 Officer and S-3 Chief for the Battalion Staff.
e. Mark the parade deck
f. Reserve Little Hall for the inclement weather plan and prepare the stage for the
ceremony.
4. S-4 Officer
a. Coordinate support for the reception.
b. Provide the S-4 Officer and the S-4 Chief for the Battalion Staff.
c. Ensure that Lejeune Field is properly mowed and policed no earlier than 11 July and
NLT 12 July.
d. Provide seating as required for invited guests.
e. Provide two fly tents for refreshments.
f. Coordinate refreshments and snacks for the invited guests.
g. Provide one water bull for all rehearsals and the actual ceremony.
h. Ensure the Armory is opened no later than 0600 to issue weapons on designated practice
dates.
i. Provide one ambulance with two corpsmen for all rehearsals and the actual ceremony.

SAMPLE LOI
j. Coordinate for five (5) corpsmen to march as participants in the ceremony.
k. Provide one three-tier reviewing stand.
l. Provide transportation for rehearsals and the ceremony (in case of inclement weather).
m. Develop and implement a plan for VIP parking and traffic control. Provide the
Operations Officer a brief of that plan NLT 5 July.
5. Supply Officer
a. Issue swords with accouterments to designated personnel.
6. Coordinating Instructions
a. The uniform for parade participants will be service “A” with ribbons and badges.
Females will wear slacks.
b. Sunglasses or specially tinted glassed will not be worn. Only military issued eyeglasses
will be worn.
c. Platoon sergeants will muster their platoons in front of Building 2006 and march them to
Lejeune Field.
d. The point of contact for all questions concerning the ceremony is Capt Ferdinand ext.
7571.
By direction
Distribution: A

SAMPLE LOI
Dates and Times for Rehearsals and Parade
Date/Time Event Location Uniform Personnel
6 July/0900 Chalk Talk Bn Conf Room Utilities (Note 1) Key

6 July/0900 Parade Practice Lejeune Field Utilities (Note 2) Key
12 July/0900 Parade Practice Lejeune Field Utilities (Note 2) All
12 July/TBD Inclement Weather Little Hall Utilities (Note 2) (Note 3)
Rehearsal
13 July/1300 Ceremony Lejeune Field SVC “A” All
Note 1: Key Personnel

Commander of Troops
Parade Staff
Company Commanders
Company Guidon Bearers
Platoon Commanders
Platoon Guides
Squad Leaders
Color Guard
Note 2: Uniform
Officer/SNCOs Swords w/belt
Enlisted Garrison cover, M-16
Navy Pistol Holster, Cartridge

belt, First Aid Pouch
Note 3: Personnel
Adjutant
SgtMaj
Color Guard
Encl (1)

SAMPLE LOI
Task Organization
Headquarters and Service Battalion (-) (Rein)
(1) Narrator (PAO)

(6) Ushers (S-1), (3) officers ushers (3) enlisted ushers
(6) Escorts (S-1), (3) officer escorts (3) enlisted escorts
Battalion Staff
Commander of Troops Maj-LtCol

S-1 ADJ Lt-Capt
S-1 Chief SNCO
S-2 Officer Lt-Capt
S-2 Chief SNCO
S-3 Officer Capt-Maj
S-3 Chief SNCO
S-4 Officer Lt-Capt
S-4 Chief SNCO
Quantico Marine Band
Headquarters Company/A Co # Personnel Required
CoCmdr (1) Capt-Maj

Guidon Bearer (1) NCO
Platoon Cmdr (1) WO-Capt
Platoon Guide (1) Sgt
Platoon Sergeant (1) SSgt
Squad Leaders (3) NCO
Navy Corpsman (1) Seaman-PO1
Marching Platoon (24) Pvt-NCO
Operations Company/B Co # Personnel Required
CoCmdr (1) Capt-Maj

Platoon Cmdr (TACO) (1) WO-Capt
Platoon Guide (SVCCO) (1) Sgt
Platoon Sergeant (TECO) (1) SSgt
Squad Leaders (TA, SVC, TECO) (3) NCO
Marching Platoon (TA, SVC, TECO) (24) Pvt-NCO
Color Guard (4) Pvt-NCO
Encl (2)

SAMPLE LOI
Tenant Activities Company/C Co # Personnel Required
CoCmdr (1) Capt-Maj

Training and Education Company/D Co # Personnel Required
CoCmdr (1) Capt-Maj

Service Company/E Co # Personnel Required
CoCmdr (1) Capt-Maj

NOTE: Marching Platoon consists of:
Platoon Commander
Platoon Sergeant
Platoon Guide
Squad Leaders
Three squads of marching Marines
Navy Corpsman
Total: 31, (1) officer (29) enlisted Marines (1) Enlisted Navy
Encl (2)

SAMPLE LOI
Sequence of Events for the Ceremony
1. Form Time: -1240
a. The Battalion is formed with the companies in column, platoons in column, at parade rest.
b. The Quantico Marine Band is in position on the parade deck and will begin playing for ten
minutes.
c. Prior to Adjutant’s call: at 1257, the commander of troops (COT) takes position, with the
staff six paces in front of the reviewing area and faces the line of troops. Once in position,
the staff comes to parade rest.
d. Families and guests are seated in the reviewing area stand as appropriate.
2. Parade begins at 1300 with the following sequence:
a. The narrator welcomes personnel to the ceremony and reads the introductory statement.
After the narrator’s remarks, the Chaplain gives invocation. Following the invocation, the
narrator says “LADIES AND GENTLEMEN, PLEASE TAKE YOUR SEATS.” The
Battalion Adjutant (ADJ) takes his position and commands, “SOUND, ATTENTION.”
b. Quantico Marine Band (QMB) sounds attention.
c. Company commanders (CCs), in sequence command, “COMPANY, ATTENTION” ---

“RIGHT SHOULDER, ARMS.”
d. The ADJ commands, “SOUND ADJUTANT’S CALL.”
e. QMB plays Adjutant’s Call followed by a quick march. On the first note of the quick
march, the battalion staff and companies step off.
f. CCs command, “FORWARD, MARCH” and march their companies to predestinated areas
on the ceremony field.
g. Companies are marched in column to their designated spot where upon the CCs command,
“BY THE LEFT FLANK, MARCH” --- “GUIDES ON LINE.” Once the flanking
movement has been executed, all platoon commanders (PCs) will move by the most direct
route to a position six paces in front of and centered on their platoon.
h. CCs will halt on their designated mark, face about, and command “MARK TIME,
MARCH” --- “COMPANY, HALT.”
i. CCs next command will be, “ORDER, ARMS.” The PCs will remain at carry sword.
Encl (3)

SAMPLE LOI
j. CCs will command “DRESS RIGHT, DRESS.” PCs will face about and in sequence
beginning with the first PC of Company “A” will command, “DRESS RIGHT, DRESS.”
k. After verifying alignment, the PCs move back to position 3 paces in front of the guide and
facing down the line of troops.
l. Once the last PC is in position, all PCs will command, “READY, FRONT” --- “COVER”
and return to their post centered on the platoon. This is also done in company sequence.
m. On the first PC’s command, “READY, FRONT” The ADJ will march to his/her designated
spot, face the line of troops and command “GUIDES, POST.”
n. The ADJ, after the narrator’s announcement, will command “MARCH ON THE
COLORS.” After the colors march on, the ADJ will command “PRESENT, ARMS.”
o. The COT will command, “STAFF, HAND SALUTE.” The ADJ executes present sword on
the COT’s command of execution, “SALUTE.”
p. QMB plays the National Anthem.
q. After the last note of the music, the COT commands, “READY, TWO” at which time the
ADJ executes carry sword and commands, “ORDER, ARMS,” --- “POST THE COLORS.”
r. After the colors have posted and the narrator has asked the spectators to be seated, the ADJ
will command “PARADE, REST” --- “SOUND OFF.”
s. QMB executes SOUND OFF.
t. Immediately after QMB halts and plays the last note of SOUND OFF, the ADJ commands,
“BATTALION, ATTENTION,” --- “PRESENT, ARMS.”
u. With the troops still at present arms, the ADJ faces the COT, salutes and reports, “SIR,
THE PARADE IS FORMED.”
v. The COT returns the salute and directs the ADJ to “TAKE YOUR POST, SIR.”
w. When the ADJ is in position, the COT commands, “STAFF, DRAW, SWORD.”
x. After drawing swords with the troops still at present arms, the COT commands, “ORDER,
ARMS” --- “PORT, ARMS” --- “RIGHT SHOULDER, ARMS” --- “PORT, ARMS” ---
“LEFT SHOULDER, ARMS” --- “PORT, ARMS” --- “ORDER, ARMS.” The staff
remains at the carry during rifle manual.
Encl (3)

SAMPLE LOI
y. Personnel armed with a sword come to the carry on the first command of execution to port
and remain at the carry throughout the manual sequence. Swords will return to the order on
the COT’s command of execution to order. Color guard and guidon bearers remain at the
order throughout.
z. The COT commands, “RECEIVE THE REPORT SIR.”
aa. The ADJ replies, “AYE, AYE, SIR,” salutes and faces about. The ADJ then commands,
“REPORT.”
bb. On the command “REPORT,” the CCs in succession from right to left, salute and report the
status of their companies, “_____ COMPANY, ALL PRESENT OR ACCOUNTED FOR.”
cc. The ADJ returns the salute after each report then faces the COT, salutes and reports. “SIR,
ALL PRESENT OR ACCOUNTED FOR.”
dd. The COT salutes and directs the ADJ to, “PUBLISH THE ORDER, SIR.”
ee. The ADJ faces about and commands, “ATTENTION TO ORDERS,” the narrator will then
read pertinent excerpts from the outgoing and incoming commander’s orders.
ff. After publishing the order, still facing the battalion, the ADJ immediately commands
“OFFICERS, CENTER, MARCH.” The ADJ pauses between each of these commands to
allow time for actions by personnel with in the battalion.
gg. On the preparatory command “OFFICERS,” all officers execute “CARRY SWORD”, and
all company guidon bearers execute “CARRY GUIDON.”
hh. On the preparatory command “CENTER,” the CCs and PCs execute a left or right face
depending on the position of their company. On the command of execution “MARCH,” the
band plays, CCs, PCs, and guidon bearers close to the center at close interval, halt and face
the COT at the same time.
ii. CCs oblique to the front to close on line four paces in front of the line of guidon bearers.
jj. After all officers and guidon bearers have closed and faced forward, the senior officer
commands, “FORWARD, MARCH.” He guides towards the COT and halts the groups six
paces from the COT.
kk. The senior officer commands, “OFFICERS, HALT” and the group executes present sword
and present guidons using a four-count movement.
ll. The COT commands, “CARRY, SWORD.” On the preparatory command the guidon
bearers execute the first step in CARRY GUIDON and officers execute ODER SWORD.
On the command of execution guidon bearers and officers complete the movement.
Encl (3)

SAMPLE LOI
mm. The COT then commands, “POST --- MARCH.”
nn. On the preparatory command all officers and guidon bearers face about. On the command
of execution they all step off. The band starts playing.
oo. The senior officer commands, “OFFICERS, HALT” six paces from the line of troops.
pp. The senior officer commands, “POST, MARCH.”
qq. On the preparatory command, officers and guidon bearers face their companies.
rr. On the command of execution, the officers and guidon bearers step off in succession at four
pace intervals and resume their posts. PCs will have to angle in the march to resume their
position in company formation.
ss. Upon reaching the predestinated template in front of their units, CCs command, “LEFT or
RIGHT, FACE” and PCs and CCs face and come to ORDER SWORD.
tt. The band stops playing once the last officer has assumed his/her post.
uu. Once the staff has been boxed and both the incoming and outgoing commanders are in their
positions, the COT will face about and command, “PRESENT, ARMS.” The COT will
face about again and command, “STAFF, PRESENT, ARMS.”
vv. After Col Fracasso returns the salute, the COT will command “STAFF, ORDER, ARMS”
face about and command “ORDER, ARMS.” The next command will be, “DELIVER THE
COLORS TO THE COMMANDING OFFICER.” The narrator will ask spectators to rise.
ww. The SgtMaj will march by the most direct route and deliver the organizational color to the
CO. Once the SgtMaj has retrieved the color, the COT will command “PRESENT,
ARMS,” face about and command “STAFF, PRESENT, ARMS.”
xx. The colors are exchanged between incoming and outgoing commanders. Once completed,
the new commander will hand the colors back to the SgtMaj. The old and the new
commanders salute, exchange positions and the SgtMaj returns the colors to the color
guard.
yy. Once the colors have been exchanged by the commanders and the SgtMaj is enroute back to
the color guard, the COT commands, “STAFF, ORDER, ARMS” faces about and
commands, “ORDER, ARMS.” The narrator will ask spectators to be seated.
zz. Once the SgtMaj has returned to the reviewing area, the COT will command “PARADE,
REST.”
aaa. Col Fracasso makes his remarks, then Col Jobe makes his remarks.

SAMPLE LOI
Encl (3)
bbb. After remarks are complete, The COT will call the staff to attention first, then the battalion.
COT commands the staff to “CARRY SWORD.” He then commands “POST, MARCH.”
On the preparatory command, the staff executes a right face. On the command of
execution, the staff marches ten paces. The COT orders the staff to face about and salutes
the colors which are returning to the line of troops. Once the colors have passed, the COT
orders the staff back into position. The staff faces to the right, the COT to the left, facing
the line of troops. Once the colors are in position, the COT executes an ABOUT FACE.
ccc. Colonel Jobe directs the COT to “MARCH THE COMMAND IN REVIEW.”
Encl (3)

SAMPLE LOI
UNIFORM and EQUIPMENT
1. The parade uniform will be Service “A” with ribbons, badges and garrison cover.
i. Women Marines will wear slacks with oxfords.
ii. Navy personnel will wear the equivalent uniform.
2. Equipment for sergeants and below in ranks will include:
i. M16A2 service rifle with black parade sling (placed on the left side of the
pistol grip).
ii. Equipment for Navy personnel will be pistol, holster, cartridge belt and first
aid pouch.
3. The Commander of Troops, Battalion Staff members, Company Commanders,

Platoon Commanders, and Platoon Sergeants will wear the black leather belt and will
be armed with the sword.
4. The Color Guard will wear green web gear. Color bearers will not wear ribbons or
badges. Flank guards will be armed with the M16A2 service rifle.
5. Sunglasses or specially tinted eyeglasses will not be worn. Only military issued
eyeglass frames will be worn.
Encl (4)
SAMPLE LOI
Inclement Weather Sequence of Events
1. General. In the event of inclement weather, the Commanding Officer will activate this plan.
a. Time/Date. 1300 Friday, 13 July 2001.
b. Location. Little Hall, main auditorium.
c. Formation. Two platoons on line with color guard and COT.
d. Primary Participating Units.
(1) Battalion staff (COT and SgtMaj only).
(2) Platoons will be composed of one 10-Marine squad from Service Company and one
from Training and Education Center Company.
(3) Battalion color guard.
(4) Narrator.
(5) Quantico Marine Band.
2. Sequence of Events
EVENT TIME REMARKS
1230 Participating Marines are mustered and positioned backstage.

Concert 1245 Band plays prearranged selections, the platoons take their
positions on stage, centered so the color guard will have room and
assume parade rest.
Ceremony Begins 1300 Narrator, “LADIES AND GENTLEMEN, PLEASE RISE AND
REMAIN STANDING FOR THE INVOCATION AND FOR
OUR NATIONAL ANTHEM.”
Invocation Chaplain delivers the invocation
Sound Attention • COT commands, “SOUND ATTENTION”
• The band sounds attention.
March on the Color guard takes position centered between platoons.
Colors
National Anthem Band plays National Anthem.
Encl (5)
SAMPLE LOI
Sequence of Events (continued)
Transfer Colors • Colonel Fracasso and Colonel Jobe position center stage.
• COT commands, “PUBLISH THE ORDERS.”
• Narrator reads pertinent excerpts from outgoing commander’s
orders, followed by pertinent excerpts from the incoming
commander’s orders.
• COT commands, “SGTMAJ, DELIVER THE COLOR TO TH E
COMMANDING OFFICER.”
• Battalion color is exchanged and returned to the color guard.
• COT commands color guard to, “PARADE REST.”
REMARKS • Colonel Fracasso delivers prepared remarks.
• Colonel Jobe delivers prepared remarks.
Retire the Colors Colors are retired upon completion of the remarks.
Conclusion • Once the color guard moves off stage, the band plays Anchors
Aweigh and the Marines’ Hymn.
• Narrator, “LADIES AND GENTLEMEN, THIS CONCLUDES
THE CEREMONY, THANK YOU FOR YOUR
ATTENDANCE.”

Lesson 3 Exercise
Study Time
Item 1 Before creating the LOI, you must first
a. create the letterhead.

b. receive the commander’s guidance.
c. meet with all staff members.
d. delegate assignments.
Item 2 In what part of the LOI should you list time/date of the event, location of the
event, and formation type?
a. Introduction
b. Heading
c. Information
d. Action
Item 3 What is a topic included in the information section of the LOI instruct guests?
b. What type of gift to bring

c. Where they will be seated
d. Appropriate attire for civilians
e. How long the ceremony will last

Item 4 Who should receive the LOI?
a. Company commanders
b. Staff NCO’s and officers
c. Distribution list and key personnel involved
d. Officers only


1 b 5-40
2 c 5-42
3 c 5-42
4 c 5-43


STUDY UNIT 6
DEVELOPING A LAND NAVIGATION COURSE
Overview
Estimated 1 hour
Study Time
Unit Scope Land navigation is a task that must be mastered by all Marines. Ensuring that
your unit is well trained is an integral part of being an SNCO. Setting up a
land navigation course on which your unit can train will enable them to
become more proficient at this task. The purpose of this unit is to review
some of the fundamentals of land navigation and provide some basic
guidelines on how to develop a land navigation course.
Learning After completing this study unit you should be able to

Objectives
• Use a compass and map to navigate in any condition.
• Develop a land navigation course.
Unit Content This study unit contains the following lessons:
Topic See Page

Lesson 1 Navigation Fundamentals 6-3
Lesson 2 Developing a Land Navigation Course 6-42


LESSON 1
NAVIGATION FUNDAMENTALS
Introduction
Study Time
Lesson Scope To develop a land navigation course, you must have a solid grasp of the
fundamentals of land navigation. The purpose of this lesson is to refresh your
knowledge of land navigation fundamentals.

Objectives
• Identify items found in the marginal information.
• Determine how close a 4-, 6-, or 8-digit grid coordinate will get you to an
objective.
• Identify the method used to convert distance to pace count.
• Using a declination diagram, convert a grid azimuth to magnetic azimuth.
• Using a declination diagram, convert a magnetic azimuth to grid azimuth.
• Identify terrain features and their representation on a map.
• Identify two techniques used to orient a map.
• Identify a situation in which you would use one-point resection to

determine your location.
• Identify the method for following a compass azimuth during the day.
• Identify the method for setting your compass for navigating at night.

Topic See Page

Introduction 6-3
Topographical Map 6-5
Grid System 6-6
Distance 6-11
Direction 6-15
Terminology 6-20
Terrain Features 6-21
Determining Your Location 6-27
`Navigating With A Compass 6-30
Navigating At Night 6-34

Topographical Map
Definition A topographical map is defined as a type of map that portrays terrain features
as well as the horizontal positions of the features represented. The vertical
positions, or relief, are normally represented by contour lines.
Contents Marginal information (shown below) consists of
1. Sheet name 7. Index to boundaries

2. Sheet number 8. Adjoining sheets diagram
3. Series name 9. Elevation guide
4. Scale 10. Declination diagram
5. Series number 11. Bar scales
6. Edition number 12. Contour interval
13. Legend

Grid System
Grid Lines A military map uses sets of parallel vertical and horizontal lines called grid
lines to allow for the terrain on the map to be identified using a numbering
system. These grid lines forms squares called grid squares.
Grid Squares A grid square identifies an area 1,000 meters long by 1,000 meters wide. .
The four-digit grid coordinate identifies the grid square. To determine a four-
digit grid coordinate, you combine the number of the vertical grid line that
forms the left side of the grid square with the number of the horizontal grid
line that forms the bottom of the grid square. When you do this on your map,
follow the cardinal rule: read right, then up.
Example Using the map below, determine the four-digit grid coordinate for the grid
square in which Hill 450 is located. Remember the cardinal rule; : read right,
then up. The vertical grid line (called the easting) always comes before the
horizontal grid line (the northing).
First, reading right, you identify the 11-grid line as forming the left side of the
grid square. Then, reading up, you identify the 43-grid line as forming the
bottom of the grid square. Combining these numbers, you determine the four-
digit grid coordinate in the example is 1143.
The point where the grid lines intersect in the lower left corner of the grid
square identifies the grid square as 1143. You have identified a four-digit
grid coordinate, which will place you within 1,000 meters of an objective.

Grid System, Continued
Six-Digit Grid A six-digit grid coordinate identifies a 100-meter square. Imagine dividing a
Coordinate grid square into 100 smaller squares. Each grid square is 1,000 meters long
by 1,000 meters wide.
Note: You do not actually draw the lines within the grid square since the
lines would obstruct other information. You determine a six-digit
grid coordinate by approximation or by using the coordinate scale on
your protractor.
Reading the Grid square 3050 (figure-3) is divided into 100 smaller squares, each 100-
Six-Digit Grid meters long by 100-meters wide. Note that the lines within the grid square
Coordinate also read right, then up.

Example To approximate the location of point C in grid square 3050 reading the six-
digit coordinate, complete the procedure in the table below.
Step Action
1 Read right to vertical line 30.
2 Determine that point C is 3/10 of the distance toward vertical line
31. (The division of grid square 3050 clearly shows this.)
3 Write the vertical coordinate of point C as 303--30 for the grid
square and 3 because it is another 3/10 of the distance towards the
next vertical line.
4 Read up to horizontal line 50.
5 Determine that point C is 7/10 of the distance toward horizontal
line 51. (The division of grid square 3050 clearly shows this.)
6 Write the horizontal coordinate as 50750 for the grid square and 7
because it is another 7/10 of the distance towards the next
horizontal line.
7 Write the six-digit grid coordinate for point C by combining the
two readings 303507. The vertical reading is always placed before
the horizontal reading.
On the To obtain a more accurate six-digit coordinate by approximation, use a

Protractor coordinate scale (shown below left) on your protractor (shown below right).

Example To locate point C in grid square 3050 (as shown in reading the six-digit
coordinate) using the coordinate scale on your protractor, complete the
procedure in the table below.
There are three coordinate scales located on your protractor: 1:1,000,000,

1:50,000 and 1:25,000. Use the one that corresponds with the scale of the
map you are using. In most cases, this will be 1:50,000.
Step Action
1 Place the zero-zero point of your coordinate scale at the lower left
corner of the grid square.
2 Keeping the horizontal line of the coordinate scale directly on top
of the east-west grid line (in this case, line 50), slide it to the right
until the vertical line of the coordinate scale touches point C (as
shown below).
3 Examine the two sides of the coordinate scale to be sure the

horizontal line of the scale is aligned with the east-west grid line
and the vertical line of the scale is parallel to the north-south grid
line.

Eight-Digit In some mapping situations, it is desirable to further divide a 100-meter grid

Grid square into 10-meter grid squares. This is done in the same manner as
Coordinate dividing a 1,000 meter grid squares, either through estimation or using of a
coordinate scale. The result is an 8-digit grid coordinate, which identifies a
point on the map to within 10 meters. The 100-meter squares are further
divided into 10-meter squares, which are identified by an eight-digit grid
coordinate. It is necessary to use an eight-digit grid coordinate when
developing a land navigation course.

Distance
Introduction To navigate with map and compass, before stepping off you need to
determine
• The distance to the objective (pace count)

• The direction to the object (azimuth)
• Your location
• The location of the objective and the best routes to follow
A further understanding of land navigation terminology and techniques will

help you to navigate properly.
Determining The two ways to determine distance between two points on a map are
Distance
• Straight-line distance
• Irregular map distance

Distance, Continued
Straight-Line The table below lists the steps to determine straight-line distance on a map.
Distance
Step Action
1 Lay a straight-edged piece of paper on the map so the edge of the
paper touches both points.
2 Make a tick mark on the edge of the paper at both points (as shown
below).
3 Move the paper down to the graphic bar scale and align the right
tick mark (b) with a printed number on the primary scale so the left
tick mark (a) is on the extension scale (as shown below).
4 Add the distance on the primary scale (3,000 meters) and the
distance on the extension scale (950 meters). Estimate distances
between the increments on the extension scale.

Distance, Continued
Irregular Map The table below lists the steps to measure distance along a winding road,
Distance stream, or other irregular terrain feature.
Step Action
1 Place a straight edged piece of paper strip on the map at the start
point of the irregular terrain feature.
2 Make a tick mark on the paper strip at the start point (as shown
below).
3 At the point where the straight edge of the paper strip leaves the
center of the irregular terrain feature, make a tick mark on both the
paper and the map.
4 Using the second tick mark as a pivot point or anchor, pivot the
paper until you align it with the next portion of the terrain feature
or route you are measuring (as shown below).
5 Repeat steps 3 and 4 until you have ticked off the entire distance to
be measured.
6 Place the paper strip on the graphic bar scale and determine the
distance measured.

Distance, Continued
Scales A scale is the tool used to determine distance on a map. If used correctly, any
of the following three scales will accurately measure distance on your map:
• Bar scale
• Lensatic compass scale
• Coordinate scale on the protractor
Use whichever one is available and is most practical for the problem at hand.
Pace Counts The pace count for the average Marine is 60-70 paces (per 100 meters) on
rough terrain. To obtain a pace count, walk through Aa distance of exactly
100 meters is marked on the ground. As you walk this distance, keep a count
of the steps you take. Count every other step (every left foot) to determine
your individual pace count. Pacing helps, you to determine how much ground
distances you have covered. Dense vegetation and changes in elevation (hills,
steep inclines, declines) will affect the pace count.
Converting Once you know your pace count, you need to know how to apply it to land
Distance Into navigation. Once you determine the distance that you need to cover, you
Pace Count must convert this distance into a number of steps you must take to cover that
distance. The formula to do this is simple:
D/100 x PC = P
D is the distance you must travel. PC is your pace count. P is the number of
paces you must take to travel that distance.
For example, if you need to travel 500 meters and your pace count is 62 paces
(per 100 meters), how many paces will you take?
500/100 x 62 = 310
The answer is 310 paces.

Direction
Azimuths An azimuth is a straight line from one point on a map to another. An azimuth
is used to determine which direction you will travel. In other words, azimuth
is the direction you are moving to get from one point to another. In land
navigation, an azimuth is the angle formed from the direction of the azimuth
and a base line.
Types of North The base line can be true north, magnetic north, or grid north. The diagram
below is an illustration of the three norths.
True North True north is a line from any point on the earths surface to the North Pole.
True north can be found at night by locating the North Star, which always
points towards true north. True north is used almost exclusively when
navigating without the compass.
Magnetic North The earth has a magnetic field that is close to (but not exactly on) the North
Pole. The north-seeking arrow of your lensatic compass indicates the
direction to this magnetic north pole. Anytime you use the compass to plan
or follow an azimuth in the field, you must work with azimuths measured
from magnetic north.

Direction, Continued
Grid North This base line is established by using the vertical grid lines on the map. Any
time you use the protractor in conjunction with a vertical grid line to
determine or plot an azimuth, you are using an azimuth measured from grid
north. To navigate, you must convert the grid azimuth to a magnetic azimuth
using the grid-magnetic (G-M) angle.
Determining a The table below lists the steps to determine the azimuth from one point to
Grid Azimuth another on a map.
Step Action
1 Draw a line connecting the two points A and B (as shown below).
2 Keeping the index at this point, align the 0-180 degree line of your
protractor with the vertical grid line.
3 At the point where the drawn line crosses the outer edge of the
protractor, read the value of the angle from the scale on the
protractor. This is the grid azimuth from point A to B.

Plotting a Grid The table below lists the steps to plot a grid azimuth.
Azimuth
Step Action
1 Place your protractor on your map with the index mark at the point
at which you want the azimuth to start. Ensure the 0-180 degree
base line is parallel with a vertical grid line.
2 Locate the desired azimuth on the scale on the outer edge of your
protractor. Make a mark on your map adjacent to this point.
3 Remove your protractor and draw a line between your start point
and the mark on the map. You have now plotted the grid azimuth
(shown below).

Determining A back azimuth is the opposite direction of an azimuth. The table below
Back Azimuths gives instructions on how to determine a back azimuth:
If the zimuth is… Then…

Less than 180 degrees Add 180 degrees
More than 180 degrees Subtract 180 degrees
180 degrees State it as 0 or 360 degrees
G-M Angle The G-M angle displays the angular difference between grid and magnetic
north. There is no standard or constant G-M angle. G-M angles differ
throughout the world depending on your location. When converting
azimuths, always express the G-M angle to the nearest whole degree.
The G-M angle for a particular map can be found in the marginal information.
This information is displayed in the declination diagram (shown below) that
shows the user how the three types of north appear on a particular map,
depending on the G-M angle in that area.

Conversion Refer to the conversion notes that appear with the declination diagrams
Notes explaining the use of the G-M angle in converting azimuths.
If your declination diagram does not have conversion notes, look to see if
magnetic north is to the left or right of grid north. Then use the acronym
LARS (Left - Add, Right Subtract) to convert an azimuth.
Converting The following is an example of part of a declination diagram:

Grid Azimuth
to Magnetic TO CONVERT A
Azimuths GRID AZIMUTH TO A
MAGNETIC AZIMUTH
ADD G-M ANGLE
Example: On a map with a G-M angle of 15 degrees, to convert a 39-

degree grid azimuth to a magnetic azimuth you simply follow
the instructions. Adding the G-M angle (15 degrees) to the grid
azimuth (39 degrees), you get the correct magnetic azimuth of
54 degrees.
Converting Again, examine the following declination diagram. The conversion note
Magnetic states:
Azimuths to
Grid Azimuths TO CONVERT A
MAGNETIC AZIMUTH
TO A GRID AZIMUTH
SUBTRACT G-M ANGLE
Example: To convert a 238-degree magnetic azimuth to a grid azimuth you

simply follow the instructions. Subtracting the G-M angle (15
degrees) to the magnetic azimuth (238 degrees), gives you the
correct grid azimuth of 223 degrees.

Terminology
Attack Point An attack point is a readily identifiable, well-defined position on the ground
that is also marked on the map. Usually a permanent manmade feature (road,
intersection, building, or tower), it is used as a starting point to obtain the
most accurate azimuth and pace counts.
Collecting Collecting features are features that you plan to cross en route to your
Features objective. These features will serve as checkpoints and will allow you to be
confident of your location every step of the way.
Limiting A limiting (catching) feature is a predetermined, preferably linear feature

(Catching) (such as a stream, finger, or road), beyond your objective. If you reach this
Feature feature when navigating, you will know that you have traveled past your
objective without finding it. Your pace count is a built-in catching feature.
Steering Marks An important part of navigating is selecting and guiding on steering marks. A
steering mark is a well-defined object on your line of march on which you can
guide. The object can be manmade or natural. Examples of steering marks
are a hill, tree, building, or possibly another person.

Terrain Features
Contour Lines Contour lines are used to determine depict elevation on a map. They are the
most common method of showing relief and elevation on a standard
topographic map and also help you identify specific types of terrain features,
select routes, etc. Contour lines on your map illustrate ground forms and
terrain features. These imaginary lines are a specific distance above or below
sea level (as shown below).
Contour The contour interval is the change in elevation between adjacent contour
Intervals lines. The contour interval note, which is part of the marginal information on
your map, states the contour interval.
The following is an example of a contour interval note:
Elevation in meters: Contour interval 10 meters

Terrain Features, Continued
Types of The three types of contour lines are

Contour Lines
• Index contour lines. Starting at zero elevation, every fifth contour line is
drawn with a heavier line. The index contour lines elevation is given
someplace along each index contour where the line is broken.
• Intermediate contour lines. The contour lines falling between index

contours are called intermediate contour lines. Intermediate contour lines
are drawn with a finer line than the index contours and their elevations
are not given.
• Supplementary contour lines. Supplementary contour lines are dashed.

They show sudden changes of elevation of at least 1/2 the contour
interval.
Using Terrain To plan and execute land navigation, you must recognize these ground forms
Features and terrain features. When you understand how to recognize these features on
a map and on the ground, you can use certain terrain features to your
advantage, and avoid the ones that might hinder your movement and
deployment.
Hills Being able to recognize hills on a map will greatly aid you in land navigation.
You can plan your routes to avoid unnecessary travel over them. You can use
a prominent hilltop that can be seen in the distance to guide on. Identifying
hilltops on the ground and on your map can assist you in locating your
position accurately.

Ridgeline A ridgeline can often serve as an ideal reference line while conducting land
navigation. You can move along or to the right or left of the ridgeline if it
runs in the same direction that you want to travel.
Saddles A distinct saddle often provides a suitable steering mark. A saddle is usually
the easiest place to cross a ridge.

Fingers A distinct finger can provide a suitable and easy route to follow to an
objective. A finger is usually the easiest route up to a ridgeline.
Draws A draw can be an easy or hard route to follow depending on the amount of
erosion and vegetation caused by the water flow. . The sides of a draw are
often steep and hard to navigate. . The bottom of a draw is usually steeper
than the fingers on each side of the draw. . In mountainous terrain, it is
usually easier to navigate on the fingers, using the draw as a reference line. .
An exception to this is if the fingers contain a lot of vegetation. . In this case,
it is often easier to move on the streambed at the bottom of the draw. . Keep
in mind, however, that the streambed will often fork in many directions and
will dwindle and disappear somewhere short of the crest of the ridgeline.

Valleys Valleys can provide easy routes to move through. Keep in mind that often the
stream or river will wind back and forth. If you travel close to the stream,
you might end up having to cross it many times. In addition, the ground next
to the stream or river is often densely vegetated, making movement difficult.
If the stream is shallow or dry, the easiest route might be in the streambed.
Cuts and Fills Prominent cuts and fills are suitable steering marks. Many cuts and fills
along the route of a road or railroad indicate that an effort has been made to
eliminate radical changes in slope. If it is tactically feasible, routes found on
or near cuts and fills are usually the easiest to travel along.

Depressions Because of the steep sides of a depression, they should be bypassed if

possible.
Cliffs Prominent cliffs make suitable catching and limiting features and steering
marks. For obvious reasons, you should usually bypass cliffs.

Determining Your Location
Orient a Map Your first step when navigating in the field is to orient your map. A map is
oriented when its north and south correspond to the north and south on the
ground. There are two ways of orienting your map with compass and terrain
association. You should incorporate both techniques whenever possible.
Using a When orienting a map with a compass, remember that compasses measure
Compass magnetic azimuths. Since the north-seeking arrow of the compass points to
magnetic north, pay special attention to the declination diagram. Use the
following technique to orient your map:
• With the map flat on the ground, place the straight edge (the left side of
the compass) along the magnetic north arrow on the declination diagram
so that the cover of the compass is pointing toward the top of the map.
This will put the fixed black index line of the compass parallel to the
magnetic north arrow of the declination diagram.
• Keeping the compass aligned as directed above, rotate the map and
compass simultaneously until the north-seeking arrow is below the fixed
black index line on the compass. Your map is now oriented.
• Here is an example of a map oriented using the compass where the G-M
angle is to the right of grid north.

Determining Your Location, Continued
Using Terrain You can orient your map using terrain association when a compass is not
Association available. Using this technique requires careful examination of the map and
the features on the ground:
• Identify prominent terrain features on the map that you can find on the
ground.
• For instance if there is a tower to your right front, then orient the map so
that the tower is to your right front. If there is a road off to your left, then
ensure the road on the map is parallel to the road on the ground. Once all
of the features are lined up, your map is oriented.
Determining One-point resection is an accurate technique of determining your location

Your Location when you are on or near a linear feature that you can identify both on the
by One-Point ground and on a map. You must also be able to identify another prominent
Resection feature, both on ground and on the map.
Note: When selecting a terrain feature, chose one that is perpendicular to the
axis of the linear feature more or less at a right angle. The figure
below illustrates the result of a good selection and a poor selection.
The table on the next page lists the steps to determine your location by one-
point resection.

Determining Your Location, Continued
Determining
Your Location
by One-Point
Resection ,
continued
Step Action
1 Identify the linear terrain feature that you are located on or near in
respect to the ground on your map.
2 Identify a prominent feature on the ground and locate that feature
on the map.
3 Using the compass-to-cheek technique, sight in on the feature and
read the magnetic azimuth.
4 Convert the magnetic azimuth to a grid azimuth.
5 Convert this azimuth to a back azimuth.
6 With your protractor, plot this grid back azimuth from the feature
on the map and extend it until it crosses the linear feature that you
are on. The point at which it crosses your location.
7 Conduct a map inspection to verify your resection.
Determining The procedures for two-point resections are the same as for one-point
Your Location resections except you must select two features instead of one. The table
by Two-Point below lists the steps for two-point resections.
Resection
Step Action
1 Select two prominent features on the ground whose positions can
be located on the map. These features should be at least 30
degrees but not greater than 150 degrees apart.
2 Using the compass-to-cheek technique, determine the magnetic
azimuth to each object.
3 Convert these magnetic azimuths to grid back azimuths.
4 With your protractor, draw the respective back azimuths from
these two points on your map.
5 Extend the azimuth lines from these two points until they intersect.
You are located at the point where these two lines cross.
6 Conduct a map inspection to verify your position.

Navigating With A Compass
Nomenclature The table below lists some parts and functions of the lensatic compass.
of Compass
Part Function
Protects the lens and contains the sighting wire
Provides a platform for the floating dial
• Contains the mil scale, degree scale, and north
pointing arrow
• Determines magnetic direction
Presets an azimuth
Slides over your thumb
Provides stability
Techniques for You can hold the compass using the

Holding the
Compass • Centerhold technique
• Compass-to-cheek technique

Navigating With A Compass, Continued
Effects of Metal Metal objects and electrical sources can affect the performance of a compass
and Electricity (nonmagnetic metals and alloys do not affect compass readings). The table
below lists some of the items that affect compass readings and the safe
distances from which you may use a compass effectively.
Affecting Item Safe Distance (in Meters)

High-tension power lines 55
Field gun, truck, or tank 10
Telegraph or telephone wires and barbed wire 10
Machinegun 2
Rifle 1/2
Steel rim glasses 1/3
Following a The procedure for following a compass azimuth during the day utilizes the
Compass compass-to-cheek technique and the selection and use of appropriate steering
Azimuth marks. The table below lists the steps to follow for this technique.
During the Day
Step Action
1 Shoot your desired azimuth using the compass-to-cheek technique.
2 Using the sighting slot and the sighting wire, choose the best
steering mark that is directly in line with your azimuth.
3 Recheck your azimuth. The few seconds required for this are well
spent.
4 Close your compass to protect it during movement and step off
towards your steering mark.
5 Periodically spot-check your azimuth by using the centerhold
technique. You can do this without stopping.
6 When you arrive at your steering mark, stop and select a new
steering mark. Continue repeating the steps until you reach your
destination.

Navigational The three basic techniques utilized for land navigation are
Techniques
• Dead reckoning
• Terrain association
• A combination of the two
Dead Dead reckoning is a process of simply and blindly following an established

Reckoning azimuth for a specific distance without regard to terrain. To navigate by dead
reckoning, you must
• Determine your location by any means

• Then determine the distance and magnetic azimuth to your objective
• During movement
• Frequently reference your compass to ensure you are moving in the
correct direction
• Carefully select your steering marks
• Maintain an accurate pace count
• When you have paced off the appropriate number of steps on the
appropriate azimuth, you then have reached your objective.

Terrain Navigation by terrain association depends largely on your ability to visualize

Association what a terrain feature on the ground looks like from its graphic representation
on the map. To accurately navigate using terrain association, you must
• Orient your map every time you attempt to associate the map with the
ground.
• Determine your starting position. Always start from a location you can
identify on the map and associate with on the ground.
• Study your map and identify major terrain features you can expect to see
or encounter as the march progresses.
• Maintain an accurate pace count. As you move along, remember that the
actual distance you cover should match the ground distance determined
from the map.
• Verify your position at every checkpoint. When you arrive at a

checkpoint or the objective, conduct a detailed comparison between the
ground position and the map position to ensure you are at the correct
point.
Combinations Good land navigation is the result of combining dead reckoning with terrain
association to ensure you reach your intended objective. For beginner and
intermediate level navigators, this combination is the best method of
navigation. It can be utilized under almost any conditions of terrain and
weather.

Navigating At Night
Navigating At The procedure for following an azimuth at night is the same as for following
Night an azimuth during daylight. However, because of the reduced visibility, night
navigation will require more reliance on the lensatic compass, pacing, dead
reckoning, and selecting steering marks.
Setting the At night, you can preset your compass using the click method. The table
Compass for below lists the steps to preset your compass using the click method.
Night Use
Step Action
1 Rotate the bezel ring until the luminous line is over the fixed black
line.
2 Divide the azimuth you plan to travel by 3 to get the
number of clicks you must rotate the bezel ring.
3 Rotate the bezel ring the desired number of clicks in the
appropriate direction.
• Counterclockwise if the desired azimuth is less than 180

degrees
• Clockwise if the desired azimuth is more than 180 degrees
The compass is now preset.

4 Hold the compass in the centerhold position and rotate your body
until the north-seeking arrow is under the short luminous line.
5 Step off by following the line indicated by the two luminous
sighting dots on the compass cover.
Note: Do not follow the north-seeking arrow.
Pace Counts at Try to get at pace count at night. Having an accurate pace count becomes
Night even more important when navigating at night because many of your visual
aids will be obscured from your sight.
Dead Dead reckoning is much more important at night. You should frequently
Reckoning at refer to your compass to ensure you are moving in the correct direction.
Night

Navigating At Night, Continued
Selecting The general characteristics of a good steering mark for daylight navigation
Steering Marks apply to steering marks selected for night navigation. However, as darkness
For Night Use approaches, keep the following factors in mind when selecting steering
marks:
• Colors disappear at night and objects appear as black or gray silhouettes. If

you select a steering mark during daylight because of its distinctive color,
it will be of little value as darkness sets in.
• During darkness, steering marks must be closer than during daylight.
• During darkness, steering marks must have a distinctive silhouette. The

silhouette of trees, bushes, and similar objects will change because you see
them from slightly different angles as you move up or down hills and if
you bypass an obstacle. This also applies during daylight, but to a lesser
degree.

Lesson 1 Exercise
Study Time
Item 1 Which of the following is marginal information on a map?
a. Sheet name, bar scales, location chart

b. Series number, scale, edition number
c. Legend, identification card, contour interval
d. Declination diagram, ruler, elevation guide
Item 2 Through Matching: For items 2 through 4, place the letter of the distance to objective
Item 4 in column 2 that best describes the map grid coordinate in column 1. The
answers in column 2 may be used only once.
Column 1 Column 2
Grid Coordinate Distance to Objective
___ 2. Four-digit grid a. Within 10 meters

___ 3. Six-digit grid b. Within 100 meters
___ 4. Eight-digit grid c. Within 1000 meters
Item 5 How many paces should you take if you must travel 1200 meters and your
pace count is 70 paces per 100 meters?
a. 780
b. 800
c. 840
d. 880
MCI Course 8201 6-36 Study Unit 6, Lesson 1 Exercise

Graphic for Refer to the declination diagram pictured below to answer items 6 and 7.
Items 6 and 7
Item 6 Using the declination diagram pictured above, convert a grid azimuth of 6° to
a magnetic azimuth.
a. 6°
b. 14°
c. 352°
d. 358°
Item 7 Using the declination diagram provided above, convert a magnetic azimuth of
355° to a grid azimuth.
a. 5°
b. 9°
c. 358°
d. 370°

Item 8 Through Matching: For items 8 through 11, place the letter of the terrain feature in
Item 11 column 2 to its description in column 1. The answers in column 2 may be
used only once.
Column 1 Column 2
Definition or Operational Value Terrain Feature
___ 8. Ideal reference lines while a. Cuts and fills

conducting land navigation b. Saddle
___ 9. Indicates that an effort has c. Ridgeline
been made to eliminate d. Finger
changes in slope. Easiest to e. Draw
travel along.
___ 10. Easiest route up to a
ridgeline.
___ 11. Can be easy or hard to
follow depending on the
amount of erosion and
vegetation caused by the
water flow.

Item 12 What are the two techniques used to orient a map?
a. Intersection, resection
b. Terrain features, intersection
c. Compass, terrain association
d. Resection, compass
Item 13 One-point resection is an accurate technique of determining your location

when you are on
a. or near a linear feature that you can identify both on the ground and on
the map.
b. or near two linear features, you can identify both on the ground and on the
map.
c. a linear feature that is easy to identify with a compass.
d. a hilltop that can be identified on a map
Item 14 Listed below, in scrambled order, are the steps for following a compass
azimuth during the day. Read the steps and arrange them in the proper
sequence. Then, answer the question below.
(1) Close your compass and step off towards your steering mark.
(2) Periodically spot-check your azimuth.
(3) Shoot the azimuth using the compass-to-cheek method.
(4) Recheck your azimuth.
(5) When you arrive at your steering mark, repeat the process until you
arrive at your objective.
(6) Choose a steering mark using the sighting slot and the sighting wire.
In which sequence should the steps be taken?
a. 3, 4, 1, 6, 2, 5
b. 6, 3, 4, 5, 1, 2
c. 3, 6, 4, 1, 2, 5
d. 2, 1, 3, 6, 4, 5

Item 15 Listed below, in scrambled order, are the steps for setting a lensatic compass
for night use. Read the steps and arrange them in the proper sequence. Then,
answer the question below.
(1) Step off in the desired direction by using either the two luminous dots
as guides or by using steering marks.
(2) Rotate the bezel ring until the short luminous line is over the black
index line.
(3) Hold your compass in the center hold position. Rotate your body
until the north-seeking arrow is under the short luminous line.
(4) Divide the azimuth by 3.
(5) Rotate the bezel ring the desired number of clicks in the appropriate
direction.
a. 2, 5, 4, 3, 1
b. 2, 4, 5, 3, 1
c. 4, 2, 3, 5, 1
d. 4, 5, 2, 3, 1


1 b 6-5
2 c 6-6
3 b 6-6
4 a 6-10
5 c 1-14
6 c 1-19
7 b 6-19
8 c 6-23
9 a 6-25
10 d 6-24
11 e 6-24
12 c 6-27
13 a 6-28
14 c 6-31
15 b 5-34


LESSON 2
DEVELOPING A LAND NAVIGATION COURSE
Introduction
Study Time
Lesson Scope The purpose of this lesson is to give you a working knowledge of how to set
up a land navigation course.

Objectives
• Identify the guidelines for establishing a land navigation course.
• Identify recommended minimum standards when establishing a land

navigation course.
• Identify items needed to establish a land navigation course.
• Identify procedures used to set up a land navigation course.
• Identify safety procedures used when navigating on a course.
Lesson Content The table below lists the topics covered in this lesson.
Topic See Page

Introduction 6-43
Course Development 6-45
Using the Course 6-49

Unit The unit commander determines his units level of proficiency and problems
Commander in land navigation by
• Evaluating levels of experience and proficiency of personnel

• Soliciting input from subordinates (platoon commanders, platoon
sergeants, NCOs)
• Personally observing land navigation performance and the amount of
prior training the unit has had in this task
Once the unit commander has determined what and how much training his
unit needs, the CO gives guidance of some sort on how to set the course up.
Guidelines The unit commander establishes some guidelines for establishing the course,
such as
• The length of the legs

• The number of the legs
• The number of Marines to participate in training
• Whether the Marines will run the course individually or as teams
• The time and date of the training (to include day/night)
• The training support required
• The personal gear that each Marine will take
Standards The unit commander determines the standards for the course. Recommended
minimum standards are
• Distance between points: no less than 300 meters; no more than 1,200
meters.
• Total distance of lanes: no less than 2,700 meters and no more than
11,000 meters.
• Time allowed should be no less than three hours and no more than four
eight hours.

Course Development
Items Needed The following items are needed when establishing a land navigation course:
• Military map (1:50,000 scale)

• Protractor (use scale that corresponds with map used)
• Compass
• Checkpoint markers (e.g. ammo cans)
• Stakes
• Grid coordinates
• Global positioning system (GPS) or precision lightweight GPS receiver
(PLGR) (if available)
• Pace count station
Note: Additional information about the PLGR can be found in FM 21-26 and
a job aid AN/PSN-11 that can be found on http://www.mci.usmc.mil
Existing Determine if any existing land navigation courses exist that satisfy the COs
Courses intent. Check any existing courses for appropriate answers to the following
issues:
• Is the course available when you need it?

• Will the course meet your needs in such areas as the length of the legs, the
numbers of Marines you have to train, and the difficulty of the terrain?
• What materials are available to run the course such as checkpoint boxes
(and their grid coordinates), pre-established courses/lanes, answer keys
and answer sheets, and boundaries?
Establish Your If existing courses do not meet your needs or are not available for use, you
Own Course will have to set up your own course. To set up a land navigation course
follow the steps listed below.
• Conduct a map survey to select a suitable training area

• Establish tentative checkpoints on the map
• Establish tentative courses on the map
• Lay the course out on the ground
• Validate the course

Course Development, Continued
Map Survey When conducting a map survey
• Select an available area that is unfamiliar to the majority of your Marines.

• Select an area that has linear features that surround the training area to act
as boundaries.
• Select an area that is large enough for your needs and meets other
requirements established in the guidance your commander has given you.
• Use terrain that is similar to terrain that will be used in tactical exercises.
• The training area should be
• At least 25 square kilometers for a dismounted course.
• At least 50 square kilometers for a mounted course so that vehicles
are not too close to each other.
Checkpoints Establish tentative checkpoints on the map. Each checkpoint should be

identified with an eight-digit grid and should be
• On a variety of terrain features

• Spaced
• Far enough apart from each other so that they will not get confused
with other checkpoints
• Close enough together that they fall within CO’s guidance
• Numerous enough so multiple individuals/teams are not searching for the
same one checkpoint at the same time

Number of Some land navigation courses are set up with lanes throughout the course
Lanes where Marines must navigate from one point to the next in sequential order.
The number of lanes in your course will depend on the number of Marines
that will be participating in the training and on the size of the course.
If you are using a large training area with several checkpoints throughout,
Marines can be allowed to navigate from one point to another in any order.
They can then plan their route and use good attack points without putting
themselves in the position where they can not find several boxes if they have
trouble locating one of the first few they must find.
However, if the training area is small or you have a large number of Marines
training, then you may want to establish lanes in the course where Marines
must find the checkpoints in a sequential order. If more than one
Marine/team is using the same lane, you can stagger their starting times or
locations.
Exit Azimuth Establish an emergency exit azimuth in a cardinal direction (preferably

east/west) as a means to help a lost Marine/team off the course. The
emergency exit azimuth is an azimuth that the Marine/team can follow from
anywhere on the course to get to an easily recognizable linear feature such as
a hardball road. This azimuth should be used if the Marine/team gets
completely lost or someone gets hurt, etc.

Lay the Course Once the guidelines have been established, complete the following steps to set
Out on the up the respective courses:
Ground
• Navigate to each checkpoint on the course.
• Confirm the eight-digit grid coordinates of each checkpoint, preferably
using a GPS to avoid any inaccuracies on your part. If a GPS is not
available, use other methods to confirm each checkpoint, such as terrain
inspection and intersection.
• Mark the location of each checkpoint with a durable marker, such as a
painted ammo can mounted on a stake. Each checkpoint should be
reasonably visible, and you should accurately record its location and
identity information.
Validate Run the course to see if it can be navigated in the allotted time and that the
Course grid coordinates for the checkpoints are accurate. Have a second person
(preferably from outside the unit) validate the course for accuracy. If
problems are identified, conduct several checks and correct them accordingly.
Establishing Establish an area for Marines to get their pace count. The terrain to establish
Pace Counts the pace count should not be on the actual course but should be similar to the
terrain or near the course.

Using the Course
Monitoring The method for monitoring course participants depends on the training level
Course of your Marines and the support that is available. Some alternatives are to
Participants
• Give each Marine/team a radio
• Simply run vehicles around the course boundaries to pick up lost Marines.
Safety You should establish safety procedures by

Procedures
• Giving a whistle to each Marine/team.
• Ensuring each Marine has a first aid kit
• Ensuring each Marine knows
• The emergency exit azimuth.
• The time limit of the course (drop dead time).
• The procedures that will be used to end the exercise, such as a green
star cluster
• How lost Marines will be found, such as emergency vehicles blowing
their horns as they travel around boundaries of the course.
Testing Criteria Prepare an evaluation sheet to record a Marines progress on the navigation
course. Keep these sheets on file. The evaluation sheet should contain the
• Time limits
• Number of checkpoints that must be found, etc.
• Answer keys for testing personnel

Lesson 2 Exercise
Study Time
Item 1 Which of the following guidelines does the unit commander create when
establishing a land navigation course?
a. Length of legs, pace count, time of training

b. Length of legs, number of the legs, time and date of training
c. Length of legs, number of legs, pace count
d. Number of legs, time and date of training, pace count
Item 2 Which of the following items are needed when establishing a land navigation
course?
a. Military map, compass, checkpoint markers

b. Military map, pen and pencil, GPS/PLGR
c. Pen and pencil, stakes, grid coordinates
d. Pace count station, grid coordinates, Marines
Item 3 When conducting a map survey to select a training area, select an area
a. that is familiar to the majority of Marines.

b. that is large enough for your needs.
c. where the terrain is not similar to terrain used in tactical exercises.
d. that has obstacles.

Item 4 When establishing checkpoints for a land navigation course, they should be
a. far apart to challenge the Marine.

b. numerous to create confusion.
c. on a variety of terrain features.
d. marked so they are easily identified.
Item 5 Read the following list of steps, in scrambled order, for laying the course out
on the ground. Then, answer the question below.
(1) Confirm the eight-digit grid coordinates of each checkpoint

(2) Navigate to each checkpoint on the course
(3) Mark the location of each checkpoint with a durable marker
a. 1, 2, 3
b. 2, 3, 1
c. 2, 1, 3
d. 3, 1, 2
Item 6 Who is preferred to validate the navigation course after the course developers
have validated it?
a. The Commanding Officer

b. A Marine from outside of the unit
c. The training NCO
d. A Gunnery Sergeant
Item 7 Which of the following is considered a safety precaution when navigating a

course?
a. Ensure each Marine has a first aid kit.

b. Ensure each Marine has a green star cluster.
c. Ensure each Marine has enough time to negotiate course.
d. Ensure each Marine is familiar with the terrain.


1 b 6-44
2 a 6-45
3 b 6-46
4 c 6-46
5 c 6-48
6 b 6-48
7 a 6-49

MILITARY STUDIES
REVIEW LESSON EXAMINATION
Review Lesson
Introduction The purpose of the review lesson examination is to prepare you for your final
examination. We recommend that you try to complete your review lesson
examination without referring to the text, but for those items (questions) you
are unsure of, restudy the text. When you finish your review lesson and are
satisfied with your responses check them against the answers provided at the
end of this review lesson examination.
Directions Select the ONE answer that BEST completes the statement or that answers
the item. For multiple choice items, circle your response. For matching
items, place the letter of your response in the space provided.
Item 1 Politics is the process by which power is _____________ in any society.
a. manifested
b. distributed
c. communicated
d. produced
Item 2 An instrument of policy best describes which of the following?
a. Politics
b. Strategy
c. War
d. Force
Item 3 The reason the complex adaptive system is used as a model is that it provides
a. insight into human political constructs.

b. social, economic, and political systems associated with war-making.
c. networks and structures that create their own rules.
d. massive superiority in manpower, technology, and military skills.
MCI Course 8201 R-1 Review Lesson Examination

Review Lesson, Continued
Item 4 When one or more participants in the system rebel is a reason that
a. the physical environment constantly changes.

b. patterns in national character change very slowly through history.
c. every enemy has political fault lines that can be exploited.
d. the balance of power system breaks down.
Item 5 Which of the following is considered one of the trinities in the environment of
war and strategy?
a. Violence
b. Government
c. Subordination
d. Rational thought
Item 6 The art and science of developing and using the political, economic, and
psychological powers of a nation, together with its armed forces, during peace
and war, to secure national objectives is the definition of
a. military strategy.
b. political ends.
c. political means.
d. national strategy.
Item 7 Two fundamental national strategic goals in any conflict are
a. survival and victory.

b. peace and stability.
c. existence and perseverance.
d. erosion and annihilation.

Item 8 The means used to influence the perception and attitudes of allies,
adversaries, and interested observers, is the ________ instrument.
a. Diplomatic
b. Economic
c. Military
d. Informational
Item 9 The strategy of flexible response requires
a. time, determination, and creativity to achieve reasonable goals.

b. relying on nuclear superiority to deter aggression.
c. forces capable of deterring and fighting at all levels of conflict.
d. an emphasis of a series of bilateral and multilateral alliances.
Item 10 The strategy that seeks to pursue a limited political objective when one
combatant is either unable or unwilling to destroy the opponent’s war-making
capability is an example of
a. annihilation.
b. erosion.
c. flexible response.
d. unlimited objective.
Item 11 At what levels may the attacker and defender roles frequently change hands?
a. Logistical and operational

b. Political and strategic
c. Tactical and operational
d. Political and psychological

Item 12 A symmetrical strategy is one that
a. pursues different kinds of goals or dissimilar means.

b. undermines the legitimacy and credibility of a government.
c. seeks to create new advantages based on similarities.
d. attempts to match or overmatch the enemy strength for strength.
Item 13 Denial and reprisal are often more effective
a. when applied in tandem.

b. convincing an enemy that his actions will fail.
c. convincing an enemy that his actions are not worth the price.
d. when applied independently of each other.
Item 14 The strategy that builds a certain reputation that may strongly influence the
behavior of friends, foes, and neutrals is
a. tailored.
b. standardized.
c. intent.
d. reprisal.
Item 15 Dictated by circumstances or determined by ideologies, unconscious

assumptions, and prejudices is a description of which strategy?
a. Intentional
b. Unintentional
c. Coalition warfare
d. Default
Item 16 The evaluation of opposing strategies
a. throws new light on a sometimes inscrutable opponents.

b. provides a prescription for defeating our opponents.
c. is not an analytical perspective of concepts.
d. prepares us to deal with the constants and norms of conflict.

Item 17 Which is a factor a strategist looks for when assessing a strategic problem?
a. Observation-orientation-decide-act loop
b. The problem solving process
c. Fundamental relationships between the ends and means of the problem
d. The interplay between the states
Item 18 “What is the political objective the war seeks to achieve?” is a question that
should be answered by
a. politicians.
b. civilian leadership.
c. military leaders.
d. commander of forces.
Item 19 Matching: In the space provided, place the letter of the definition from
Through 25 column 2 that matches the rightness of going to war in column 1. The answer
in column 2 may be used only once.
Column 1 Column 2
Rightness in going to war Definition

(Jus ad bellum)
___ 19. Just Cause a. There is no logical alternative.

___ 20. Right authority b. Establishment of stability and
___ 21. Right intention peace.
___ 22. Proportionality of ends c. Hope for success must exist.
___ 23. Last resort d. Representative of a sovereign
___ 24. Reasonable hope of success political entity.
___ 25. The aim of peace e. The protection and perseverance
of value.
f. No selfish aim masked as a just
cause.
g. Harm in war cannot outweigh
overall good.

Item 26 The pitfall of characterizing wars as _______________ may lead to an

incorrect strategy.
a. strategic panaceas
b. fait accompli
c. limited and unlimited
d. paralysis and recklessness
Item 27 Which member of the National Command Authority (NCA) has the authority,
under the War Powers Act Resolution, to commit Armed Forces personnel to
areas of conflict or hostility?
a. President
b. Vice-President
c. Secretary of Defense
d. Chairman of the Joint Chiefs of Staff
Item 28 Select the member who is the chief military advisor to the National Security
Council (NSC).
a. Secretary of Defense
b. Secretary of State
c. Chairman of the Joint Chiefs of Staff
d. Under-Secretary of Defense
Item 29 The member that provides advice through the Secretary of Defense is the
a. Unified Commanders in Chief (CinC).

b. National Security Council.
c. Secretary of the Treasury.
d. National Security Agency.

Item 30 The direct responsibilities of the national command authority exclude
a. training and equipping the military departments.

b. executing action of forces not assigned to combatant commands through
the service secretaries.
c. conducting worldwide strategic operations using unified commanders.
d. authorizing budgetary allowances for operations.
Item 31 The functions of the National Security Council include
a. advising the Vice-President on national security policies.

b. preparing directives from the Secretary of Defense on U.S. national
security strategy.
c. advising the President on foreign policies.
d. supporting the Chairman of the Joint Chiefs of Staff.
Item 32 The Department of Defense functions under the control of the
a. Legislative branch of government.

b. Executive branch of government.
c. Judicial branch of government.
d. Military branch of government.
Item 33 The personnel who are responsible for economic integration with military
powers abroad are the
a. National Command Authority.

b. National Security Council.
c. Department of Defense.
d. Department of Treasury.

Item 34 U.S. Government agencies coordinating with the Armed Forces will ensure
that ____________________is employed to support the NSC’s abilities in
using economic instruments.
a. the information instrument

b. military action
c. diplomatic action
d. the Department of Defense
Item 35 Which instrument includes the key element of being a backer of a strong
national defense?
a. Information instrument
b. Military instrument
c. Economic instrument
d. Diplomatic instrument
Item 36 Without ________________, diplomacy has historically proven to be

inadequate against a determined and powerful adversary.
a. integration of military, diplomacy, and economics forces

b. information and military security
c. strong willed diplomats
d. credible use of force
Item 37 Who is primarily responsible for the integration of the economic and military
instruments of power abroad?
a. National Security Council

b. National Command Authority
c. Secretary of State
d. Chairman of the Joint Chiefs of Staff

Item 38 What types of threats are long-range delivery systems that threaten the United
States and its allies?
a. Threats to international norms of behavior

b. Regional and space threats
c. Transnational threats
d. Economic threats
Item 39 Senior military leaders provide advice and recommendations on the feasible
military options, resources required, and
a. the significance of diplomatic intervention.

b. strategies of opposing military forces.
c. anticipated consequences of military action.
d. outcomes on the morale of the friendly units.
Item 40 The military is tasked with the development of strategies to achieve the
objectives as well as to
a. define criteria for cessation of operations.

b. establish the level of political involvement.
c. determine the limit of control of military leaders.
d. request coalition forces to support military operations.
Item 41 To win our nation’s war is the first fundamental purpose of the
a. joint forces.
b. U. S. Armed Forces.
c. Congress.
d. national military strategies.

Item 42 An objective of the military is to
a. promote peace and stability.

b. gain unity of effort.
c. protect vital interests.
d. prepare for an uncertain future.
Item 43 Integrity, physical courage, moral courage, teamwork, and ______________

are joint warfare values
a. cooperation
b. initiative
c. knowledge
d. competence
Item 44 Taking an operation to the fullest breadth and depth feasible, given political,
physical, and logistic constraints, is which fundamental of joint warfare?
a. Unity of effort
b. Extension
c. Clarity
d. Agility
Item 45 A consideration for use of military force is to
a. protect important national interests.

b. promote peace and stability.
c. defeat the adversaries.
d. enable freedom of action.

Item 46 A fundamental principle that guides national military strategy is to
a. promote stability.
b. defeat the adversaries.
c. demonstrate unity of effort.
d. prepare for an uncertain future.
Item 47 An element of the joint operational art is
a. combat control.
b. balance.
c. support.
d. rapport.
Item 48 Which one of the following is a command relationship?
a. Direct
b. Indirect
c. Support
d. Respect
Item 49 Respect, rapport, knowledge of partners and patience are all fundamentals of
a. command relationships.
b. arranging operations.
c. multinational operations.
d. supporting relationships.
Item 50 Parallel, lead nation, and ________________ are three types of command
structures.
a. multinational
b. combination
c. support
d. mutual

Item 51 Inspections are expected to
a. inform a commander of leadership negligence.

b. prepare a unit for deployment.
c. reinforce the importance of all aspects of unit readiness.
d. identify financial requirements.
Item 52 A unit’s _______ is the compilation of tasks critical to combat mission

accomplishment.
a. Mission Performance Standard (MPS)

b. Task Analysis Worksheet (TAW)
c. Inspection Checklist
d. Mission Essential Task List (METL)
Item 53 Principles that establish performance criteria for Marine Corps units to satisfy
combat requirements are
a. Mission Performance Standards (MPSs).

b. Marine Corps Standards.
c. Goal oriented Standards.
d. Training Standards.
Item 54 What is a fundamental goal of Marine Corps Combat Readiness and

Evaluation System (MCCRES)?
a. Prepare a unit for combat

b. Provide an insight of efficiency to all commanders
c. Conduct a trend analysis of formal training
d. Develop a training program

Item 55 Matching: In the space provided, place the letter of the action from column 2
Through 58 that best represents the inspection program in column 1. The answer in
column 2 may not be used more than once.
Column 1 Column 2
Inspection Program Function
___ 55. CGI a. Inspects units not in the chain of

___ 56. IGUIP command of an MSC.
___ 57. IGMC b. Assesses overall effectiveness of
___ 58. CIP the CGIP.
c. Advises the CMC on all
inspection matters.
d. Inspects units and personnel
biennially to promote economy,
efficiency, effectiveness, and
readiness.
Item 59 Which functional areas are evaluated during an IGMC inspection?
a. Personnel and training

b. Personnel administration and hazardous material
c. Medical and dental, and semper fit
d. Logistics, and deployment procedures
Item 60 Which is evaluated during a (Non-IGMC) MCAAT inspection?
a. Training
b. Marine Corps Total Force System (MCTFS)
c. Supply and maintenance
d. Accounting procedures

Item 61 The document that states which person(s) provide care for the Marine’s
family member in the Marines absence is the
a. power of attorney (POA).

b. service record book (SRB).
c. family care plan.
d. notarized legal document.
Item 62 Which of the following is a responsibility of the SNCO to the Marine when
developing a family care plan?
a. Preparing the plan for the Marine

b. Allowing a Marine adequate time to prepare a plan
c. Identifying discrepancies within a plan
d. Informing a Marine that failure to provide an adequate plan will result in
disciplinary action
Item 63 Which of the following components should be included in a family care plan?
a. Legal, dental, and financial provisions

b. Family advocacy assistance, legal, and financial arrangements
c. Financial limitations, shopping restrictions, and logistics provisions
d. Credit card procedures, logistics provisions, and personal services branch
(PSB) facilities
Item 64 Serving as the focal point for family concerns in the military community is
the objective of the
a. legal office.
b. commanding officer.
c. child care center.
d. personal services branch.
Continued on next

Item 65 Which of the following are functions of the Personal Services Branch?
a. Information and referral, employment resource, personal counseling

b. Medical counseling, Career resource management, Personal financial
management
c. Financial counseling, Tutoring, Personal best program
d. Family advocacy, Relocation assistance, Will preparation
Item 66 Identifying training objectives clearly, arranging for support, supervising, and
evaluating individual and unit proficiency are roles of the
a. unit commander.
b. maintenance management officer.
c. Staff non commissioned officer.
d. Marine in charge of training.
Item 67 An administrative requirement for analyzing readiness is the T/O because it
a. lists all Marines by Name, SSN, and MOS.

b. identifies the weaknesses of each unit.
c. stands alone as a document that identifies the mission.
d. is a document which prescribes the mission, structure, and description of a
unit.
Item 68 The primary billet responsible for monitoring maintenance management is the
a. Commodity manager.
b. Inspecting officer.
c. Maintenance Management Officer.
d. Training Officer.

Item 69 What are the two categories of equipment readiness?
a. Reportable PEIs, Mission Essential Equipment

b. Mission, Non/Mission Capable
c. Components, End Items
d. Ready Equipment, Non Ready Equipment
Item 70 1. The METL is derived from the organization’s T/O mission statement,

METL. Each organization’s METL must support and complement higher
headquarter’s METL.
3. Unit Training Management guides commanders in the development of

the METL.
4. The METL states whether a unit is ready for war or not.
Which fundamentals from the list above apply to METL development?
a. 1, 2, and 4
b. 2, 3, and 4
c. 1, 3, and 4
d. 1, 2, and 3
Item 71 Individual training standards establish specific performance objectives based

on a Marine’s
a. training assessment.
b. billet requirements.
c. military occupational specialty (MOS).
d. line number.

Item 72 When evaluating training performances, which process uses MCCRES

evaluations?
a. Evaluation by higher headquarters

b. Sampling
c. On-the-job observation
d. Post training checks
Item 73 After gathering the relevant data, what is the sequence of steps to calculate
your net worth?
a. List the current value of all of your fixed assets. List all of your liquid
assets. List the current value of all of your jewelry, furniture, and
household items. Add the above values and then divide all of your debts.
b. List the current value of all of your fixed assets. List all of your debts.
Subtract your debts from the value of your fixed assets.
c. List the current value of all of your fixed assets. List all of your liquid
assets. List the current value of all your jewelry, furniture, and household
items. Add the above values and subtract all of your debts.
d. List the current value of all your fixed assets. List all of your liquid
assets. Add the above values and subtract all of your debts.

Items 74 Matching: For items 74 through 76, match the letter of the financial goal in
through 76 column 2 to the appropriate definition in column 1. Place your response in
the space provided. The answers in column 2 may be used only once.
Column 1 Column 2
Definition Financial Goal
___74. financial goals that are the building blocks a. Short-Term

for attaining long-term and mid-term b. Long-Term
financial security c. Mid-Term
___75. eventual goals you strive to achieve
___76. These goals include purchasing major

necessary items, luxury items, and
nonessential items
Item 77 The key to proper budgeting is keeping a complete and accurate record that
considers all known foreseeable expenses and
a. allows for unforeseeable expenses.

b. financial goals.
c. tracks expenditures.
d. percentages gained.
Item 78 Which of the following is not one of the factors to consider when investing?
a. Information about investments

b. How you will be taxed.
c. How you will receive your yield.
d. Military retirement benefits.

Items 79 Matching: For items 79 through 82, match the definition of the type of risk in
Through 82 column 1 to the name of the type of risk in column 2. Place your responses in
the space provided. The answers in column 2 may be used only once.
Column 1 Column 2
Definition Type of Risk
___ 79. Risk that affects several types of a. financial risk

investments at the same time b. Market risk
___ 80. Risks that are caused by changes in the c. Purchasing power
general level of interest rates. risk
___ 81 Risk associated with changes in price d. Interest rate risk
levels within the economy.
___ 82. Risk related to the way debt and equity
are used to finance a business.
Items 83 Matching: For items 83 through 86, match the definition of the investment
Through 86 term in column 1 with the investment term in column 2. Place your response
in the space provided. The answers in column 2 may be used only once.
Column 1 Column 2
Definition Investment Term
___ 83. Dividing your investments between those a. Diversification

that are relatively safe and those b. Tax consequences
involving more risk c. Cost of investing
___ 84. The amount of money you have to invest d. Size of investment
at any one time will determine the unit
investment options available to you
___ 85. Before buying, get disclosures in writing
about management fees and commissions
___ 86. Income tax can have a major impact on
your investment earnings. Consider how
taxes will affect your earnings before you
invest.

Item 87 Dollar cost averaging is a strategy that can be used to
a. identify the risks associated with investing.

b. compute annual, quarterly, monthly, weekly and daily earnings.
c. purchase stocks, mutual funds, or other investments over a long period of
time
d. analyze how quickly your money will grow.
Item 88 Compound interest
a. involves dividing your investments between those that are relatively safe
and those that have more risk.
b. is the ease with which your investment can be converted to cash without
loss.
c. is the yield rate or amount of financial return that you earn from
investments.
d. is the interest you earn is added to your account and that new money is
reinvested.

Items 89 Matching: For items 89 through 94, match the letter of the investment market
Through 94 description in column 1 with the name of the market in column 2. Place, your
response in the space provided. The answers in column 2 may be used only
once.
Column 1 Column 2
Investment Market Description Name of the Market
___ 89. Was introduced to find a better way of a. NYSE

measuring the performance of the U.S. b. AMEX
stock market c. NASDQ
___ 90. The first electronic based market. It d. Dow Jones
has become the model for developing e. Major markets
markets worldwide. f. S&P 500
___ 91. The largest stock market in the U. S.
___ 92. Investments such as stocks and
individual funds are bought, sold, and
traded in environments known as
financial markets.
___ 93. The world’s most widely followed
stock market indicator.
___ 94. The nation’s second largest floor based
exchange. It has significant presence
in common stocks, index shares, and
derivatives.
Item 95 Identify one of the ways you can choose a financial advisor.
a. Ask your spouse.

b. Ask friends or people you work with.
c. Choose one from the newspapers.
d. Go with your intuition.

Item 96 The following are wise alternatives for accumulating retirement income
except for
a. military retirement benefits.

b. Social Security retirement benefits.
c. taking your chances at a casino.
d. tax-deferred individual retirement accounts.
Item 97 The following are types of tax-deferred income except for
a. deferred compensation.
b. Keogh plans.
c. simplified employee pension (SEP-IRA).
d. savings accounts.
Item 98 Social Security was meant to be used to supplement pensions,
a. savings, and insurance.

b. savings and other investments.
c. insurance and other investments.
d. insurance, savings, and other investments.

Items 99 Matching: For items 99 through 102, match the definition of the pension plan
Through 102 in column 1 to the type of the pension plan in column 1. Place your response
in the space provided. The answers in column 2 may be used only once.
Column 1 Column 2
Definition Type of Pension Plan
___ 99. Your contributions are matched, a. Simplified employee

either completely or in part, by your pension (SEP-IRA)
employer’s contribution. b. Thrift savings plan
___ 100 Your contribution is vested and you c. Profit sharing
pay no tax on your employer’s d. Stock ownership plan
contribution.
___ 101. The company puts up cash for
common stock in the company. The
cash is deposited into a trust
account for the benefit of all
participants.
___ 102. The company makes annual
contributions (when it has profits)
to a profit sharing account for each
employee.
Item 103 Which of the following is not one of the defining criteria that determines
basic retirement benefits?
a. Being a disabled veteran

b. Your rank
c. Your basic pay at the time of your retirement
d. The length of time you serve in the military

Item 104 Which of the following is not one of the basic, non-disability retirement
plans?
a. If you entered the military before September 8, 1980 and retire at the 20-
year mark, you will receive half of your basic pay of your last active duty
paycheck.
b. If you entered the military and become injured in the line of duty, you
may be entitled to disability retirement pay from DOD.
c. If you entered the military after July 31, 1986, you are eligible to retire at
20 years of service and will receive 40 percent of your “high three” basic
pay.
d. If you entered the military between September 8, 1980 and July 31, 1986,
your retirement pay will be based on the 36 months when it was the
greatest.
Item 105 The purpose of the survivor benefit plan is to provide
a. money for burial upon member’s death.

b. educational support to dependants.
c. income to your family after your death.
d. medical coverage for your family.
Item 106 The four elements of a review are
a. adjutant’s call, inspection, troop the colors, march in review

b. formation of troops, inspection, troop the colors and march in review
c. formation of troops, presentation and honors, inspection, march in review
d. Adjutant’s call, troop the line, troop the colors, march in review
Item 107 One occasion on which reviews are held is
a. decoration of organizational colors.

b. wet downs.
c. formation of troops.
d. to sound liberty call.

Item 108 The senior officer participating in the ceremony is typically
a. the Adjutant.
b. in command of troops in review.
c. the guest of honor.
d. the reviewing officer.
Item 109 The Adjutant designates and ___________ the review site.
a. inspects
b. marks
c. walks
d. marches on
Item 110 Normally, troops will form in ____________ for reviews.
a. mass
b. massed column
c. column
d. line
Item 111 The final step for forming for the review is
a. Adjutant’s call.
b. trooping the colors.
c. posting of the reviewing officer.
d. marching in review.
Item 112 The RO and or the guest of honor (GOH) receives the
a. presentation and honors.

b. commander of troops.
c. National Ensign.
d. guidon.

Item 113 When colors are to be decorated, how many paces behind the colors are the
persons to be decorated placed?
a. 3
b. 4
c. 5
d. 6
Item 114 The COT and the Local Commander will march to the right of the RO away
from the line of troops when
a. on either side of the RO.

b. inspecting the line of troops.
c. reviewing the troops.
d. in a single file behind the RO.
Item 115 What is the command given to march the unit in review?
a. “MARCH IN REVIEW”
b. “FORM FOR REVIEW”
c. “EYES RIGHT”
d. “PASS IN REVIEW”
Item 116 What are the three parts of a parade?
a. Formation of troops, presentation and honors to the reviewing officer, and

the march in review
b. Formation of color guard, honors and presentation, movement of troops
c. Formation of troops, presentation and honors to the COT, and the march
in review
d. Publishing the orders, march in review, and pass in review

Item 117 What is the biggest difference between a parade and a review?
a. Pass in review
b. Presentation of honors
c. Inspection is omitted from the parade
d. Colors presentation
Item 118 After the units have marched in and dressed to the right and the guides have
posted, what is the next sequence?
a. Present arms to the COT

b. Manual of arms
c. Officers center
d. Fix bayonets (if so armed)
Item 119 During a parade, the COT orders the ADJ to “RECEIVE THE REPORT.”
What is the next order the COT gives to the ADJ?
a. “PUBLISH THE ORDERS, SIR”

b. “SOUND OFF”
c. “TAKE YOUR POST”
d. “TAKE CHARGE, CARRY OUT THE PLAN OF THE DAY”
Item 120 The change of command ceremony is similar to a ceremonial parade up to the
point when the COT commands
a. “FIX BAYONETS.”
b. “SOUND ATTENTION.”
c. “PUBLISH THE ORDERS, SIR.”
d. “POST THE COLORS.”

Item 121 A post and relief ceremony is for
a. senior officers.
b. senior enlisted.
c. retirees.
d. reservists.
Item 122 When might a street parade be better suited for a review?
a. When the unit on parade is too large to form in one area, and when large
vehicles are used
b. When a regimental formation is used with large pieces of equipment
c. When vehicles are going to be used to transport the troops during a parade
d. When the commanding officer deems it appropriate
Item 123 For street parades, who assigns the marshals of divisions?
a. Commander of Troops
b. Grand Marshal
c. Chief of Staff
d. Commanding Officer
Item 124 Before creating the LOI, you must first
a. create the letterhead.

b. delegate assignments.
c. meet with all staff members.
d. receive the commander’s guidance.
Item 125 In what part of the LOI should you list time/date of the event, location of the
event, and formation type?
a. Introduction
b. Heading
c. Information
d. Action

Item 126 What is a topic included in the information section of the LOI that instructs
guests?
a. What type of gift to bring

b. Appropriate attire for civilians
c. Where they will be seated
d. How long the ceremony will last
Item 127 Who should receive the LOI?
a. Distribution list and key personnel involved

b. Staff NCOs and officers
c. Company commanders
d. Officers only
Item 128 Which of the following is marginal information on a map?
a. Sheet name, bar scales, and location chart

b. Series name, scale, and edition number
c. Declination diagram, ruler, and elevation guide
d. Legend, identification card, and contour interval
Items 129 Matching: For items 129 through 131, place the letter of the distance to
Through 131 objective in column 1 that best describes the map grid coordinate in column 2.
The answers in column 2 may be used only once.
Column 1 Column 2
Grid Coordinate Distance to Objective
___129. Four-digit grid a. Within 10 meters

___130. Six-digit grid b. Within 100 meters
___131. Eight-digit grid c. Within 1000 meters

Item 132 How many paces should you take if you must travel 1200 meters and your
pace count is 70 paces (per 100 meters)?
a. 840
b. 780
c. 800
d. 880
Item 133 Using the declination diagram picture below, convert a grid azimuth of 6° to a
magnetic azimuth.
a. 14
b. 352°
c. 358°
d. 6°

Item 134 Using the declination diagram provided above, convert a magnetic azimuth of
355° to a grid azimuth.
a. 9°
b. 358°
c. 5°
d. 370°
Items 135 Matching: For items 135 through 138, place the letter of the terrain feature in
Through 138 column 2 to its description in column 1. The answers in column 2 may be
used only once.
Column 1 Column 2
Description Terrain Feature
___135. Ideal reference lines while conducting land a. Cuts and fills
navigation b. Draw
___136. Indicates that an effort has been made to c. Finger
eliminate changes in slope (easiest to ravel d. Ridgeline
along)
___137. Easiest route up to a ridgeline
___138. Can be easy or hard to follow depending on
amount of erosion and vegetation
Item 139 What are the two techniques used to orient a map?
a. Resection, compass
b. Compass, terrain association
c. Intersection, resection
d. Terrain features, intersection

Item 140 One-point resection is an accurate technique of determining your location

when you are on
a. a hilltop that can be identified on a map.

b. a linear feature that is easy to identify with a compass.
c. or near two linear features, you can identify, both on the ground and on
the map.
d. or near a linear feature that you can identify, both on the ground, and on
the map.
Item 141 Listed below, in scrambled order, are the steps for following a compass
azimuth during the day. In which sequence should the steps be taken?
(1) Close your compass and step off.

(2) Periodically spot-check your azimuth.
(3) Shoot the azimuth using the compass-to-cheek method.
(4) Recheck your azimuth.
(5) When you arrive at your steering mark, repeat the process until you
arrive at your objective.
(6) Choose a steering mark using the sighting slot and the sighting wire.
a. 3, 4, 1, 6, 2, 5
b. 2, 1, 3, 6, 4, 5
c. 3, 6, 4, 1, 2, 5
d. 6, 3, 4, 5, 1, 2

Item 142 Listed below, in scrambled order, are the steps for setting a lensatic compass
for night use. In which sequence should the steps be taken?
(1) Step off in the desired direction by using either the two luminous dots as
guides or by using steering marks.
(2) Rotate the bezel ring until the short luminous line is over the black index
line.
(3) Hold your compass in the centerhold position. Rotate your body until the
north-seeking arrow is under the short luminous line.
(4) Divide the azimuth by 3.
(5) Rotate the bezel ring the desired number of clicks in the appropriate
direction.
a. 2, 4, 5, 3, 1
b. 2, 5, 4, 3, 1
b. 4, 5, 2, 3, 1
c. 4, 2, 3, 5, 1
Item 143 Which of the following guidelines does the unit commander dictate when
establishing a land navigation course?
a. Length of legs, number of the legs, time and date of training

b. Length of legs, pace count, time of training
c. Number of legs, time and date of training, pace count
d. Length of legs, number of legs, pace count
Item 144 Which of the following items are needed when establishing a land navigation
course?
a. Pace count station, grid coordinates, Marines

b. Pen and pencil, stakes, grid coordinates
c. Military map, pen and pencil, GPS/PLGR
d. Military map, compass, checkpoint markers

Item 145 When conducting a map survey to select a training area, which of the
following considerations applies?
a. Select an area that is large enough for your needs.

b. Select an area that is familiar to the majority of Marines.
c. Select an area that has obstacles.
d. Select an area where the terrain is not similar to terrain used in tactical
exercises.
Item 146 When establishing checkpoints for a land navigation course, they should be
a. marked so they are easily identified.

b. on a variety of terrain features.
c. far apart to challenge the Marine.
d. numerous to create confusion.
Item 147 Read the following list of steps, in scrambled order, for laying the course out
on the ground. Then answer the question below.
(1) Confirm the eight-digit grid coordinates of each checkpoint.

(2) Navigate to each checkpoint on the course.
(3) Mark the location of each checkpoint with a durable marker.
a. 3, 1, 2
b. 2, 1, 3
c. 1, 2, 3
d. 2, 3, 1
Item 148 Who is preferred to validate the navigation course after the course developers
have established it?
a. A Marine from outside of the unit

b. The commanding officer
c. A gunnery sergeant
d. The training NCO

Item 149 Which of the following is considered a safety precaution when navigating a
course? Ensuring each Marine
a. is familiar with the terrain.

b. has enough time to negotiate course.
c. has a green star cluster.
d. has a first aid kit.

Solutions The table below lists the answers to the review lesson examination items. If
you have questions about these items, refer to the reference page.

1 b 1-11
2 c 1-12
3 b 1-18
4 d 1-29
5 b 1-32
6 d 1-37
7 a 1-42
8 d 1-48
9 c 1-53
10 b 1-55
11 a 1-65
12 d 1-66
13 a 1-69
14 b 1-71
15 d 1-72
16 a 1-74
17 d 1-81
18 b 1-91
19 e 1-94
20 d 1-94
21 f 1-94
22 g 1-94
23 a 1-94
24 c 1-94
25 b 1-94
26 c 1-100

Solutions,
continued

27 a 2-5
28 c 2-6
29 a 2-9
30 a 2-4
31 c 2-6
32 b 2-8
33 b 2-17
34 b 2-17
35 c 2-17
36 d 2-16
37 a 2-17
38 b 2-25
39 c 2-26
40 a 2-28
41 b 2-34
42 a 2-34
43 d 2-35
44 b 2-38
45 a 2-39
46 d 2-40
47 b 2-46
48 c 2-49
49 c 2-50
50 b 2-51
51 c 3-4
52 d 3-4
53 a 3-5
54 c 3-6
55 d 3-7
56 a 3-8
57 c 3-8

Solutions,
continued

58 b 3-8
59 a 3-8
60 b 3-9
61 c 3-16
62 d 3-17
63 b 3-18
64 d 3-19
65 a 3-20
66 a 3-26
67 d 3-28
68 c 3-30
69 a 3-31
70 d 3-33
71 c 3-34
72 a 3-36
73 c 4-5
74 a 4-6
75 b 4-6
76 c 4-7
77 c 4-13
78 d 4-30
79 b 4-31
80 d 4-31
81 c 4-31
82 a 4-31
83 a 4-27
84 d 4-28
85 c 4-28
86 b 4-28
87 c 4-32
88 d 4-34
89 f 4-40
90 c 4-39
91 a 4-39

Solutions,
continued

92 e 4-39
93 d 4-40
94 b 4-39
95 b 4-50
96 c 4-59
97 d 4-60
98 d 4-64
99 b 4-63
100 a 4-63
101 d 4-66
102 c 4-66
103 a 4-68
104 b 4-68
105 c 4-71
106 c 5-5
107 a 5-5
108 b 5-6
109 b 5-7
110 d 5-8
111 c 5-9
112 a 5-10
113 c 5-12
114 b 5-13
115 d 5-16
116 a 5-25
117 c 5-25
118 d 5-26
119 a 5-26
120 c 5-29
121 b 5-30
122 a 5-31
123 b 5-31
124 d 5-38
125 c 5-40

Solutions,
continued

126 b 5-40
127 a 5-41
128 b 6-4
129 c 6-6
130 b 6-6
131 a 6-6
132 a 6-9
133 b 6-15
134 a 6-15
135 d 6-18
136 a 6-19
137 c 6-19
138 b 6-20
139 b 6-23
140 d 6-24
141 c 6-25
142 a 6-28
143 a 6-43
144 d 6-44
145 a 6-45
146 b 6-46
147 b 6-47
148 a 6-47
149 d 6-48

Military Studies

Enviado por

Dados do documento

Descrição original:

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Military Studies

Enviado por

Direitos autorais:

Formatos disponíveis

MCI 8201

MARINE CORPS INSTITUTE

STAFF NONCOMMISSIONED OFFICERS

Technical and tactical proficiency is the hallmark of the Marine Gunnery

Table of The following is the table of contents for this course.

Study Unit Title Page

Continued on next page

MCI Course 8201 i Course Introduction

Step When you Then you will For more

MCI Course 8201 ii Course Introduction

Learning After reading MCDP 1-1, you should be able to

• Identify the relationship between ends and means.

• Define the different types of opposing strategies.

• Describe how strategy is made.

• Identify the components of the trinity.

In This Study This study unit contains the following lessons:

Topic See Page

MCI Course 8201 1-1 Study Unit 1

MCI Course 8201 1-2 Study Unit 1

Learning After reading chapter 1 of MCDP 1-1, you should be able to

• Describe the challenges in developing a lasting effective strategy.

• Identify some strategic constants and norms.

In This Lesson This lesson contains the following topics:

Topic See Page

MCI Course 8201 1-3 Study Unit 1, Lesson 1

Item 1 Politics is the process by which power is _____________ in any society.

Item 3 To understand the nature of a problem, strategists must

a. have insight into human political constructs.

Continued on next page

MCI Course 8201 1-4 Study Unit 1, Lesson 1

Item 4 When one or more participants in the system rebel is a reason

a. the physical environment constantly changes.

Continued on next page

MCI Course 8201 1-5 Study Unit 1, Lesson 1

Item Number Answer Reference

MCI Course 8201 1-6 Study Unit 1, Lesson 1

Learning After reading chapter 2 of MCDP 1-1, you should be able to

• Define the two ends in national strategy.

• Describe the types of national strategy.

• Explain how we adapt ends to means, and vice versa.

• Define ends in military strategy.

In This Lesson This lesson contains the following topics:

Topic See Page

MCI Course 8201 1-7 Study Unit 1, Lesson 2

Item 2 Two fundamental national strategic goals in any conflict are

a. survival and victory.

Continued on next page

MCI Course 8201 1-8 Study Unit 1, Lesson 2

Item 4 The strategy of “flexible response” requires

a. time, determination, and creativity to achieve reasonable goals.

Continued on next page

MCI Course 8201 1-9 Study Unit 1, Lesson 2

Item Number Answer Reference

MCI Course 8201 1-10 Study Unit 1, Lesson 2

Learning After reading chapter 3 of MCDP 1-1, you should be able to

• Describe the differences between symmetrical and asymmetrical

• Explain the strategies of reprisal or denial.

• Explain the differences between standardized and tailored strategies.

• Describe the differences between intent or default strategies.

• Explain the purpose of evaluating opposing strategies.

Continued on next page

MCI Course 8201 1-11 Study Unit 1, Lesson 3

In This Lesson This lesson contains the following topics: