LEADERSHIP (E7 Bib Chapter 3 of NAVEDTRA 14144 Mil Reqs for CPO)Glenn Mallo
This chapter addresses leadership and management topics for chief petty officers. It covers effective management, leadership, personal characteristics, and Total Quality Management. It discusses supervisory responsibilities of chief petty officers and different types of plans used at various management levels, including strategic plans, standing plans, and single-use plans. It also identifies policies, procedures, rules, regulations, budgets, and management by objectives as important management tools.
CGCFN-6102 - Manual de Comunicações de CampanhaFalcão Brasil
Este documento estabelece os procedimentos básicos e regras operativas para as comunicações de campanha nos Grupamentos Operativos de Fuzileiros Navais. Abrange conceitos de mensagens, classificação, escrituração, Centro de Mensagens e comunicações radiotelefônicas.
Faso Le financement de la couverture sanitaire universelle et de la planifica...HFG Project
Reconnaissant qu’une population en bonne santé est favorable au développement économique, à la résilience et à la prospérité, de nombreux gouvernements se sont lancés sur la voie de la couverture sanitaire universelle (CSU). La communauté internationale, les gouvernements nationaux et de nombreuses organisations privées et personnes physiques convergent sur le principe selon lequel l’accès universel à la planification familiale est un objectif qui mérite un accroissement des investissements financiers. L’amélioration de l’accès à la planification familiale est également importante pour le développement économique d’un pays, et elle aide les pays à améliorer également l’état de santé de la population, en particulier pour les femmes, les nouveau-nés et les enfants.
MANUAL DE CAMPANHA EXPLORAÇÃO EM RADIOTELEFONIA C 24-9Falcão Brasil
Este documento apresenta os procedimentos padrão para exploração radiotelefônica em campanha militar. Ele define regras para pronúncia de letras e algarismos, sinais especiais de serviço, códigos "Q" e "Z" e expressões convencionais de serviço, visando facilitar comunicações seguras e reduzir tempo de transmissão. O documento também discute emprego das radiocomunicações e elementos básicos da exploração, como alfabeto fonético, algarismos fonéticos e clareza/intensidade
CADERNO DE INSTRUÇÃO SIMULAÇÃO DE COMBATE CI 105-5/1Falcão Brasil
Este documento fornece orientações sobre a elaboração e realização de exercícios de simulação de combate no Exército Brasileiro. Detalha os procedimentos para estabelecer objetivos, desenvolver o tema tático, preparar o exercício e conduzir as atividades de simulação.
LEADERSHIP (E7 Bib Chapter 3 of NAVEDTRA 14144 Mil Reqs for CPO)Glenn Mallo
This chapter addresses leadership and management topics for chief petty officers. It covers effective management, leadership, personal characteristics, and Total Quality Management. It discusses supervisory responsibilities of chief petty officers and different types of plans used at various management levels, including strategic plans, standing plans, and single-use plans. It also identifies policies, procedures, rules, regulations, budgets, and management by objectives as important management tools.
CGCFN-6102 - Manual de Comunicações de CampanhaFalcão Brasil
Este documento estabelece os procedimentos básicos e regras operativas para as comunicações de campanha nos Grupamentos Operativos de Fuzileiros Navais. Abrange conceitos de mensagens, classificação, escrituração, Centro de Mensagens e comunicações radiotelefônicas.
Faso Le financement de la couverture sanitaire universelle et de la planifica...HFG Project
Reconnaissant qu’une population en bonne santé est favorable au développement économique, à la résilience et à la prospérité, de nombreux gouvernements se sont lancés sur la voie de la couverture sanitaire universelle (CSU). La communauté internationale, les gouvernements nationaux et de nombreuses organisations privées et personnes physiques convergent sur le principe selon lequel l’accès universel à la planification familiale est un objectif qui mérite un accroissement des investissements financiers. L’amélioration de l’accès à la planification familiale est également importante pour le développement économique d’un pays, et elle aide les pays à améliorer également l’état de santé de la population, en particulier pour les femmes, les nouveau-nés et les enfants.
MANUAL DE CAMPANHA EXPLORAÇÃO EM RADIOTELEFONIA C 24-9Falcão Brasil
Este documento apresenta os procedimentos padrão para exploração radiotelefônica em campanha militar. Ele define regras para pronúncia de letras e algarismos, sinais especiais de serviço, códigos "Q" e "Z" e expressões convencionais de serviço, visando facilitar comunicações seguras e reduzir tempo de transmissão. O documento também discute emprego das radiocomunicações e elementos básicos da exploração, como alfabeto fonético, algarismos fonéticos e clareza/intensidade
CADERNO DE INSTRUÇÃO SIMULAÇÃO DE COMBATE CI 105-5/1Falcão Brasil
Este documento fornece orientações sobre a elaboração e realização de exercícios de simulação de combate no Exército Brasileiro. Detalha os procedimentos para estabelecer objetivos, desenvolver o tema tático, preparar o exercício e conduzir as atividades de simulação.
2012 Navy Region NW FCPO Symposium (HERITAGE)A.J. Stone
The document discusses the history and development of the United States Navy Sailor's Creed from 1992-1995. It provides details on how the creed was commissioned by the CNO in 1993 to align values and develop a statement to support Navy core values. The final version was edited by Admiral Kelso and approved by CNO Boorda in 1995. It also outlines expectations for First Class Petty Officers in areas like leadership, expertise, professionalism, communication, loyalty, and heritage.
This document provides guidance to Navy leadership on supporting sailors through effective sponsorship, indoctrination, career development, mentorship, family support programs, and recognition. It emphasizes the importance of welcoming new sailors through proactive sponsorship, conducting thorough indoctrination programs, holding regular career development boards, utilizing command ombudsmen and mentors, and publicly recognizing sailors' accomplishments. Implementing these practices sets the foundation for sailors' success and positively impacts retention.
This document provides a history of the Limited Duty Officer (LDO) and Chief Warrant Officer (CWO) programs in the U.S. Navy from their origins to modern times. It describes how the programs have evolved over centuries from their roots in warrant officers who served specialized technical roles, through various expansions and contractions of the programs in response to changing needs and technologies. Major developments included the establishment of the LDO category in 1948 to retain critical enlisted skills and the revitalization of the CWO program in the 1960s. The roles of LDOs and CWOs continue to be refined to meet the Navy's needs for officer technical specialists.
The mission is to provide leadership to the enlisted force and advice to Navy leadership to create combat-ready Naval Forces. The vision is for a senior enlisted force committed to developing sailors and enforcing standards while remaining responsive and well-connected to both leadership and sailors, conducting itself professionally and ethically. The guiding principles for chiefs include being visible deck-plate leaders who set the tone, using experience and expertise to produce a well-trained team, upholding professionalism and standards to measure success through sailors, demonstrating integrity and character, encouraging open communication, and using heritage to connect sailors to their past.
This document provides guidance on commissioning programs available to enlisted Navy personnel, including the U.S. Naval Academy, Officer Candidate School, Medical Enlisted Commissioning Program, Medical Service Corps In-service Procurement Program, Limited Duty Officer and Chief Warrant Officer programs, and Seaman to Admiral-21 Program. It outlines eligibility requirements and application procedures for each program. The document cancels OPNAVINST 1420.1A and directs commanding officers to follow the application procedures in the enclosure, which provides a manual on applying for enlisted commissioning programs.
This document provides an overview of U.S. naval tradition and responsibilities:
1. It outlines the challenges to U.S. sea power and describes the origins of the U.S. Navy in the American Revolution.
2. It discusses the importance of naval presence, sea control, and power projection in carrying out the Navy's mission to meet national interests and political goals.
3. It provides context on the two major world naval powers, the U.S. and USSR, and describes the theaters of operations and capabilities of U.S. naval forces worldwide.
After completing training, new Chief Petty Officers will be able to:
1. Develop Sailors and junior officers, lead work centers to accomplish missions, and communicate Navy values.
2. Support the chain of command and fellow Chiefs by providing feedback, planning ceremonies, and operating the Chief's Mess.
3. Develop division training plans, counsel Sailors, and familiarize personnel with support programs to ensure their success in the Navy.
CHIEF PETTY OFFICERS
ARE RESPONSIBLE FOR, HAVE THE AUTHORITY TO ACCOMPLISH, AND ARE HELD
ACCOUNTABLE FOR: 1) LEADING SAILORS AND APPLYING THEIR SKILLS TO
TASKS THAT ENABLE MISSION ACCOMPLISHMENT FOR THE U.S. NAVY; 2)
DEVELOPING ENLISTED AND JUNIOR OFFICER SAILORS; 3) COMMUNICATING
THE CORE VALUES, STANDARDS AND INFORMATION OF OUR NAVY THAT EMPOWER
SAILORS TO BE SUCCESSFUL IN ALL THEY ATTEMPT; AND 4) SUPPORTING
WITH LOYALTY, THE ENDEAVORS OF THE CHAIN OF COMMAND THEY SERVE AND
THEIR FELLOW CHIEF PETTY OFFICERS WITH WHOM THEY SERVE
Navy Chiefs Lead, Develop, Communicate, SupportGlenn Mallo
This document outlines the terminal learning objectives for Chief Petty Officers after completing indoctrination training. It details four core competencies: 1) leading sailors and enabling mission accomplishment, 2) developing enlisted and junior officers, 3) communicating Navy core values and information, and 4) supporting the chain of command and fellow Chiefs. For each competency, specific objectives are listed that the new Chief Petty Officer will be able to demonstrate after training, such as constructing training regimens, employing leadership tools, and explaining the role of work centers in accomplishing the Navy's mission.
Guide for Senior & Master Chief (NAVEDTRA 10049)Glenn Mallo
This document provides an overview of management fundamentals for senior and master chief petty officers. It discusses management principles such as planning, organizing, controlling, personnel management, administration, leadership, communication, and programs/policies. The document aims to help senior leaders use sound management practices to accomplish organizational goals and guide their teams effectively. It provides a foundation for applying modern management theories within a naval context.
This newsletter highlights four sailors who exemplify the Navy Ethos through their leadership, commitment to mission, and service. MN2 Thomas G. Harrell is recognized for qualifying his team a year early and volunteering off-duty. AWF1 William M. Bauerle counseled a sailor professionally and created study guides. CT1C Kyle J. Parkinson provides analysis and guides junior sailors. CSC James C. Liles risked his life to save a man from drowning. These sailors serve as role models and live up to the Navy's core values.
This newsletter provides information on Sailors who exemplify the Navy Ethos through their actions and leadership. It discusses four Sailors who demonstrate qualities like being well-prepared, committed to mission accomplishment, and defending the nation with strength and dignity. It encourages all Sailors to live up to the Navy Ethos and Core Values through their own actions.
1) The Chief of Naval Operations expanded the occasions for wearing the Navy Working Uniform to include commuting and normal off-base tasks like shopping or dining.
2) The Navy consolidated its brig facilities during BRAC realignment into a new facility in Chesapeake, VA that meets fire, disability, and environmental standards.
3) Sailors preparing for the holidays should plan to reduce stress by taking leave, listening to others, keeping budgets, and exercising patience with children.
This document analyzes the history of U.S. Marine Corps advising missions from 1915 to the present day. It finds that advising has long been part of Marine operations but in an ad hoc manner, resulting in recurring issues like inadequate advisor screening, training, and cultural preparation. The report studies Marine advising efforts in Central America, Vietnam, Iraq and Afghanistan to identify lessons. It considers whether the Marine Corps should make advising a core capability or continue an ad hoc approach. The report concludes by recommending the Marine Corps consider making advising an official mission, create an advisor specialty, and retain current advisor training institutions.
The document provides guidance for Navy recruiters on conducting effective Delayed Entry Program (DEP) meetings, including introducing topics like Navy terminology, core values, and responsibilities. Recruiters are instructed to welcome future sailors, review meeting agendas, conduct formations, discuss Navy topics, answer questions, and recognize sailors shipping out to help prepare them for recruitment training. The toolkit also outlines responsibilities for future sailors like contacting recruiters regularly and maintaining good conduct while in the DEP.
This document outlines a strategy for developing Navy leaders. It establishes a framework for leader development that integrates professional experience, training, education, and personal development through career milestones. The goal is to produce fully prepared leaders by defining leadership outcomes and aligning existing programs. It calls for increased commitment to prioritizing leader development to match the complex demands on Sailors. All Navy communities and organizations must work together to execute this strategy.
Commodore Jose Renan C Suarez will discuss the joint air-naval partnership between the Philippine Navy and Air Force to secure the country's maritime interests. The Philippine national security policy emphasizes protecting maritime interests due to the Philippines' geographic position. While the Navy leads maritime security efforts, air power has become a valuable partner. The discussion will identify Philippine maritime interests and challenges, areas of cooperation between the Navy and Air Force, and programs to strengthen their partnership to enhance maritime security.
Commodore Jose Renan C Suarez will discuss the joint air-naval partnership between the Philippine Navy and Air Force to secure the country's maritime interests. The Philippine national security policy emphasizes protecting maritime interests due to the Philippines' geographic position. While the Navy leads maritime security efforts, air power has become a valuable partner. The discussion will identify Philippine maritime interests and challenges, areas of cooperation between the Navy and Air Force, and programs to strengthen their partnership to enhance security. Commodore Suarez, the Deputy Commander of the Philippine Fleet, has extensive naval experience and education in operations, planning, doctrines and training.
This document provides guidance on operation assessment techniques and procedures. It discusses:
1) Standardizing assessment terminology to ensure shared understanding.
2) Describing assessment as commander-centric, informing the commander's decision cycle through organized staff assessment efforts.
3) Presenting an assessment framework for organizing, analyzing, and communicating assessment data to decision makers. The framework includes examples from recent operations.
4) Guidance for planning assessments and integrating them into the operations process to identify emerging opportunities and risks and enable adaptation to accomplish objectives.
2012 Navy Region NW FCPO Symposium (HERITAGE)A.J. Stone
The document discusses the history and development of the United States Navy Sailor's Creed from 1992-1995. It provides details on how the creed was commissioned by the CNO in 1993 to align values and develop a statement to support Navy core values. The final version was edited by Admiral Kelso and approved by CNO Boorda in 1995. It also outlines expectations for First Class Petty Officers in areas like leadership, expertise, professionalism, communication, loyalty, and heritage.
This document provides guidance to Navy leadership on supporting sailors through effective sponsorship, indoctrination, career development, mentorship, family support programs, and recognition. It emphasizes the importance of welcoming new sailors through proactive sponsorship, conducting thorough indoctrination programs, holding regular career development boards, utilizing command ombudsmen and mentors, and publicly recognizing sailors' accomplishments. Implementing these practices sets the foundation for sailors' success and positively impacts retention.
This document provides a history of the Limited Duty Officer (LDO) and Chief Warrant Officer (CWO) programs in the U.S. Navy from their origins to modern times. It describes how the programs have evolved over centuries from their roots in warrant officers who served specialized technical roles, through various expansions and contractions of the programs in response to changing needs and technologies. Major developments included the establishment of the LDO category in 1948 to retain critical enlisted skills and the revitalization of the CWO program in the 1960s. The roles of LDOs and CWOs continue to be refined to meet the Navy's needs for officer technical specialists.
The mission is to provide leadership to the enlisted force and advice to Navy leadership to create combat-ready Naval Forces. The vision is for a senior enlisted force committed to developing sailors and enforcing standards while remaining responsive and well-connected to both leadership and sailors, conducting itself professionally and ethically. The guiding principles for chiefs include being visible deck-plate leaders who set the tone, using experience and expertise to produce a well-trained team, upholding professionalism and standards to measure success through sailors, demonstrating integrity and character, encouraging open communication, and using heritage to connect sailors to their past.
This document provides guidance on commissioning programs available to enlisted Navy personnel, including the U.S. Naval Academy, Officer Candidate School, Medical Enlisted Commissioning Program, Medical Service Corps In-service Procurement Program, Limited Duty Officer and Chief Warrant Officer programs, and Seaman to Admiral-21 Program. It outlines eligibility requirements and application procedures for each program. The document cancels OPNAVINST 1420.1A and directs commanding officers to follow the application procedures in the enclosure, which provides a manual on applying for enlisted commissioning programs.
This document provides an overview of U.S. naval tradition and responsibilities:
1. It outlines the challenges to U.S. sea power and describes the origins of the U.S. Navy in the American Revolution.
2. It discusses the importance of naval presence, sea control, and power projection in carrying out the Navy's mission to meet national interests and political goals.
3. It provides context on the two major world naval powers, the U.S. and USSR, and describes the theaters of operations and capabilities of U.S. naval forces worldwide.
After completing training, new Chief Petty Officers will be able to:
1. Develop Sailors and junior officers, lead work centers to accomplish missions, and communicate Navy values.
2. Support the chain of command and fellow Chiefs by providing feedback, planning ceremonies, and operating the Chief's Mess.
3. Develop division training plans, counsel Sailors, and familiarize personnel with support programs to ensure their success in the Navy.
CHIEF PETTY OFFICERS
ARE RESPONSIBLE FOR, HAVE THE AUTHORITY TO ACCOMPLISH, AND ARE HELD
ACCOUNTABLE FOR: 1) LEADING SAILORS AND APPLYING THEIR SKILLS TO
TASKS THAT ENABLE MISSION ACCOMPLISHMENT FOR THE U.S. NAVY; 2)
DEVELOPING ENLISTED AND JUNIOR OFFICER SAILORS; 3) COMMUNICATING
THE CORE VALUES, STANDARDS AND INFORMATION OF OUR NAVY THAT EMPOWER
SAILORS TO BE SUCCESSFUL IN ALL THEY ATTEMPT; AND 4) SUPPORTING
WITH LOYALTY, THE ENDEAVORS OF THE CHAIN OF COMMAND THEY SERVE AND
THEIR FELLOW CHIEF PETTY OFFICERS WITH WHOM THEY SERVE
Navy Chiefs Lead, Develop, Communicate, SupportGlenn Mallo
This document outlines the terminal learning objectives for Chief Petty Officers after completing indoctrination training. It details four core competencies: 1) leading sailors and enabling mission accomplishment, 2) developing enlisted and junior officers, 3) communicating Navy core values and information, and 4) supporting the chain of command and fellow Chiefs. For each competency, specific objectives are listed that the new Chief Petty Officer will be able to demonstrate after training, such as constructing training regimens, employing leadership tools, and explaining the role of work centers in accomplishing the Navy's mission.
Guide for Senior & Master Chief (NAVEDTRA 10049)Glenn Mallo
This document provides an overview of management fundamentals for senior and master chief petty officers. It discusses management principles such as planning, organizing, controlling, personnel management, administration, leadership, communication, and programs/policies. The document aims to help senior leaders use sound management practices to accomplish organizational goals and guide their teams effectively. It provides a foundation for applying modern management theories within a naval context.
This newsletter highlights four sailors who exemplify the Navy Ethos through their leadership, commitment to mission, and service. MN2 Thomas G. Harrell is recognized for qualifying his team a year early and volunteering off-duty. AWF1 William M. Bauerle counseled a sailor professionally and created study guides. CT1C Kyle J. Parkinson provides analysis and guides junior sailors. CSC James C. Liles risked his life to save a man from drowning. These sailors serve as role models and live up to the Navy's core values.
This newsletter provides information on Sailors who exemplify the Navy Ethos through their actions and leadership. It discusses four Sailors who demonstrate qualities like being well-prepared, committed to mission accomplishment, and defending the nation with strength and dignity. It encourages all Sailors to live up to the Navy Ethos and Core Values through their own actions.
1) The Chief of Naval Operations expanded the occasions for wearing the Navy Working Uniform to include commuting and normal off-base tasks like shopping or dining.
2) The Navy consolidated its brig facilities during BRAC realignment into a new facility in Chesapeake, VA that meets fire, disability, and environmental standards.
3) Sailors preparing for the holidays should plan to reduce stress by taking leave, listening to others, keeping budgets, and exercising patience with children.
This document analyzes the history of U.S. Marine Corps advising missions from 1915 to the present day. It finds that advising has long been part of Marine operations but in an ad hoc manner, resulting in recurring issues like inadequate advisor screening, training, and cultural preparation. The report studies Marine advising efforts in Central America, Vietnam, Iraq and Afghanistan to identify lessons. It considers whether the Marine Corps should make advising a core capability or continue an ad hoc approach. The report concludes by recommending the Marine Corps consider making advising an official mission, create an advisor specialty, and retain current advisor training institutions.
The document provides guidance for Navy recruiters on conducting effective Delayed Entry Program (DEP) meetings, including introducing topics like Navy terminology, core values, and responsibilities. Recruiters are instructed to welcome future sailors, review meeting agendas, conduct formations, discuss Navy topics, answer questions, and recognize sailors shipping out to help prepare them for recruitment training. The toolkit also outlines responsibilities for future sailors like contacting recruiters regularly and maintaining good conduct while in the DEP.
This document outlines a strategy for developing Navy leaders. It establishes a framework for leader development that integrates professional experience, training, education, and personal development through career milestones. The goal is to produce fully prepared leaders by defining leadership outcomes and aligning existing programs. It calls for increased commitment to prioritizing leader development to match the complex demands on Sailors. All Navy communities and organizations must work together to execute this strategy.
Commodore Jose Renan C Suarez will discuss the joint air-naval partnership between the Philippine Navy and Air Force to secure the country's maritime interests. The Philippine national security policy emphasizes protecting maritime interests due to the Philippines' geographic position. While the Navy leads maritime security efforts, air power has become a valuable partner. The discussion will identify Philippine maritime interests and challenges, areas of cooperation between the Navy and Air Force, and programs to strengthen their partnership to enhance maritime security.
Commodore Jose Renan C Suarez will discuss the joint air-naval partnership between the Philippine Navy and Air Force to secure the country's maritime interests. The Philippine national security policy emphasizes protecting maritime interests due to the Philippines' geographic position. While the Navy leads maritime security efforts, air power has become a valuable partner. The discussion will identify Philippine maritime interests and challenges, areas of cooperation between the Navy and Air Force, and programs to strengthen their partnership to enhance security. Commodore Suarez, the Deputy Commander of the Philippine Fleet, has extensive naval experience and education in operations, planning, doctrines and training.
This document provides guidance on operation assessment techniques and procedures. It discusses:
1) Standardizing assessment terminology to ensure shared understanding.
2) Describing assessment as commander-centric, informing the commander's decision cycle through organized staff assessment efforts.
3) Presenting an assessment framework for organizing, analyzing, and communicating assessment data to decision makers. The framework includes examples from recent operations.
4) Guidance for planning assessments and integrating them into the operations process to identify emerging opportunities and risks and enable adaptation to accomplish objectives.
The document summarizes several policy changes and topics discussed in recent NAVADMIN messages, including:
1) Changes to policy regarding possession and storage of personal firearms on Navy installations, allowing storage with CO approval under certain circumstances.
2) The establishment of the Coalition of Sailors Against Destructive Decisions program to promote peer-to-peer discussions among junior Sailors.
3) Updates to MILPERSMAN policies regarding enlisted performance, conduct, detachment for cause, and separations.
MCRP 5-12D Organization of United States Marine Corps 26 Aug15Tom "Blad" Lindblad
This document provides an overview of the organization of the United States Marine Corps, including its command structure and major components. It outlines the mission and roles of Headquarters Marine Corps, the Marine Corps Operating Forces including the Marine Air-Ground Task Force (MAGTF) framework of Marine Expeditionary Force, Brigade, and Unit levels. It also describes the Supporting Establishment, Marine Corps Reserve, and geographic and functional Marine Corps Components responsible for different regions and missions.
The Navy's primary mission is warfighting. The document outlines several ways the Navy is enhancing its warfighting capabilities, including by modernizing mine countermeasures ships, developing new unmanned systems, increasing Virginia-class submarine weapons capacity, and expanding cyber warfare education. It emphasizes that all Navy efforts should strengthen its ability to operate relevant warfighting capabilities on, above, and below the sea.
This document summarizes the military career and qualifications of an individual from 1995 to 2016. It details their occupations as a Surface Warfare Officer, Staff Plans Officer, Weapons Officer, and Division Officer in the Navy from 2008 to 2016. It also lists their primary occupation as an Aviation Electronics Technician from 1996 to 2006 and secondary occupation as an Airman Recruit and Airman from 1995 to 1996. Additional Navy qualifications and classifications are provided.
2012 Navy Region NW FCPO Symposium (BOTTOM LINE UP FRONT - MCPON)A.J. Stone
The 21st Century Sailor and Marine initiative focuses on several areas including readiness, safety, physical fitness, inclusion and continuum of service. One important aspect of readiness is eliminating sexual assault from the Navy and Marine Corps. While April was Sexual Assault Awareness Month, the Navy's focus on preventing sexual assault does not stop. The initiative also embraces using technology, such as stress management apps, to support readiness. Physical fitness is another large component, and two Sailors have made headlines for their commitment to physical fitness standards through competing in triathlons.
2012 Navy Region NW FCPO Symposium (EFMP)A.J. Stone
The EFMP provides support for military families with special needs by (1) screening families to identify special needs prior to overseas assignments, (2) enrolling eligible family members based on the type and severity of their needs, and (3) coordinating resources and assigning families to categories to ensure their needs can be met during assignments. EFMP liaisons assist families with enrollment paperwork and identifying support, while ensuring service members are assigned to locations where their family's needs can be addressed.
This document provides information on joining the Navy Reserve, including benefits such as health insurance, education assistance, retirement, and reemployment rights. It outlines the goals and services of the Career Transition Office, which assists with seamless transitions between active and reserve duty. Contact information is provided for the Career Transition Office to facilitate the affiliation process.
2012 Navy Region NW FCPO Symposium (LDO/CWO)A.J. Stone
This document provides an overview of the Limited Duty Officer and Chief Warrant Officer programs. It discusses the eligibility requirements, timeline, rewards, and contact information for those interested in applying. Some key points include that the programs provide experienced technical specialists and managers with authority to direct difficult operations; eligibility includes a minimum number of years of service and meeting physical standards; and rewards include increased leadership opportunities, authority, career certainty, promotion potential, and retirement pay.
2012 Navy Region NW FCPO Symposium (BUPERS 3)A.J. Stone
This document provides guidance on Enlisted Retention Boards (ERB), Perform to Serve (PTS), Career Management System - Interactive Detailing (CMSID), and High Year Tenure (HYT). ERB standards were implemented to manage force shaping due to high retention and unexpected manning changes. PTS is also used for force shaping and requires sailors to convert ratings if overmanned. CMSID allows sailors to negotiate new assignments during a window prior to their PRD. HYT limits establish maximum years of service by paygrade.
2012 Navy Region NW FCPO Symposium (POP LEADERSHIP)A.J. Stone
This document discusses the importance of positive leadership in the Navy. It defines positive leadership principles such as passion with compassion, pride projection, empowerment, and projecting a positive attitude. Leaders are encouraged to mentor sailors, provide opportunities for them to succeed, and serve as role models through strong character and positive influence. The goal is to develop a culture where sailors grow both personally and professionally due to the positive examples set by Navy leaders.
2012 Navy Region NW FCPO Symposium (CSAAD)A.J. Stone
The CSADD program is a peer mentoring program for sailors ages 18-25 that aims to reinforce a culture of shipmates helping shipmates and prevent destructive behaviors. CSADD chapters discuss topics like responsible drinking, suicide prevention, and off-duty safety in a peer-to-peer format. Chapters are run by the sailors and focus on leadership development and creative outreach programs within their commands.
2012 Navy Region NW FCPO Symposium (SUICIDE PREVENTION)A.J. Stone
This document provides information on suicide prevention within the Navy. It defines key suicide-related terms, identifies risk factors and warning signs, and outlines how to be a first responder. As a first responder, one should follow the ACT process - Ask if the person is suicidal, Care by listening without judgment, and Treat by getting immediate professional help. The Navy's goal is to help sailors recognize and understand suicide risk in order to effectively intervene. Resources for suicide prevention assistance are also listed.
2012 Navy Region NW FCPO Symposium (DAPA)A.J. Stone
This document discusses Navy policy on alcohol and drug use. It outlines the Navy's stance on alcohol consumption and consequences for alcohol-related incidents. It defines self and command referrals for substance abuse issues. The document also discusses emerging synthetic drugs like Spice, bath salts, and plant food that are increasingly abused and how they are marketed and sold. It provides details on effects and brand names of these synthetic substances.
This document provides guidelines for the Navy concerning pregnancy and parenthood. It outlines responsibilities and policies regarding assignment, healthcare, limitations, evacuation and separation for pregnant naval personnel. The document also addresses adoption leave, postpartum exercise, depression, in vitro fertilization and workplace support for breastfeeding servicewomen. Appendices include sample forms for pregnancy notification, counseling and documenting occupational exposures.
This document establishes a mentorship program for the Naval Maritime Forecast Center in Norfolk. It assigns experienced sailors to mentor junior personnel and creates a structured relationship where mentors provide guidance on career development, skills, and personal issues. The roles and responsibilities of mentors, protégés, supervisors, and program coordinators are defined. Mentors are expected to meet regularly with protégés, assist with goal-setting, and attend career reviews. The goal is to help sailors succeed through leadership development and a supportive relationship outside the chain of command.
2012 Navy Region NW FCPO Symposium (FLYER)A.J. Stone
The document announces a 2012 Navy Region Northwest FCPO Leadership Symposium from June 18-20 at Naval Base Kitsap Bangor Plaza in Silverdale, Washington. The three-day symposium will focus on leadership and professional development on day one, personal development on day two, and programs and resources on day three. It costs $10 to attend and registration can be done on-site.
2012 Navy Region NW FCPO Symposium (ETHICS)A.J. Stone
This document discusses ethics topics including gifts from outside sources, gifts between employees, and use of government resources. It provides governing authorities and 14 principles of ethics. Key takeaways are to consult ethics officials when unsure, avoid appearances of conflicts of interest, and follow ethics guidance. Gifts from prohibited sources over $20 require refusal or payment. Limited personal use of government equipment is allowed if it does not interfere with duties. Overall the document provides guidance on proper ethical conduct for government employees.
2012 Navy Region NW FCPO Symposium (CSAAD)A.J. Stone
The document provides guidance for starting a Command Substance Abuse and Prevention Department chapter including creating the chapter, fundraising, and establishing a bank account. It also includes potential monthly topics for chapter meetings that address issues like family planning, financial wellness, safety, and readiness. Contact information is provided for subject matter experts who can assist with any questions.
2012 Navy Region NW FCPO Symposium (CPO SELECTION BOARDS)A.J. Stone
The document provides guidance on the Chief Petty Officer selection board process, including how to prepare evaluation reports and board packages to maximize one's chances of selection. Key points include writing strong evaluations that emphasize leadership and recommend the Sailor, ensuring qualifications and awards are documented, and submitting any missing records to the board for review. The board evaluates candidates based on sustained superior performance, leadership experience, technical expertise, diversity of assignments, qualifications, and potential to serve at the next higher paygrade.
2012 Navy Region NW FCPO Symposium (CPC HANDBOOK)A.J. Stone
The document is a handbook for Command PASS Coordinators (CPC) that outlines their role and responsibilities. It provides guidance on processing personnel and pay actions, references the relevant directives, and includes examples and checklists. The CPC acts as a liaison between their command and the Personnel Support Detachment (PSD) to ensure accurate and timely processing of pay, personnel, and transportation entitlements for service members. Key duties of the CPC include assisting with documents like housing allowance paperwork, meal reimbursements, and separation actions. The handbook is a resource to help CPCs understand Navy policies and procedures.
2012 Navy Region NW FCPO Symposium (BUPERS 3)A.J. Stone
This document provides information on upcoming Navy leadership briefings and force management initiatives. Key topics covered include the Perform to Serve program, which manages reenlistments to control end strength; the upcoming Enlisted Retention Board, which will address overmanned ratings by retaining some sailors, converting others, or approving transition to the reserves; and general enlisted force management tools used to shape the force. The brief also reviews the strategic context around decreasing end strength and unprecedented retention levels.
2012 Navy Region NW FCPO Symposium (BRILLIANT ON THE BASICS 3)A.J. Stone
The document provides guidance on conducting effective Career Development Boards (CDBs) as part of the Brilliant on the Basics program. It emphasizes that CDBs should be done within 30 days of a Sailor reporting, and again at 6 and 12 months, and should include the command senior enlisted leader, career counselors, department leaders, and the Sailor. An effective CDB takes 20-30 minutes and covers watch qualifications, education, advancement, finances, family readiness, health of the rating, and the Sailor's personal and professional goals. Commanding officers are instructed to ensure CDBs and quarterly career development team meetings are conducted to develop Sailors.
2012 Navy Region NW FCPO Symposium (CPO 365)A.J. Stone
This document provides guidance for the Chief Petty Officer 365 Development Guide (CPODG). It outlines the three phases and sections of the CPODG. Phase 1 focuses on building foundational leadership skills. Phase 2 strengthens leadership skills through tasks and qualifications. Phase 3 provides enhanced development for Chief Petty Officer selectees through case studies. The CPODG is designed to prepare and train First Class Petty Officers for their future roles as Chief Petty Officers and sustain continued leadership focus and development.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
04062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
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Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
1. NONRESIDENT
TRAINING
COURSE
Military Requirements
For Chief Petty Officer
NAVEDTRA 14144
Notice: NETPDTC is no longer responsible for the content accuracy of the
NRTCs.
For content issues, contact the servicing Center of Excellence: Center for Naval
Leadership (CNL); (757) 462-1537 or DSN: 253-1537.
DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
2. PREFACE
About this course:
This is a self-study course. By studying this course, you can improve your professional/military knowledge,
as well as prepare for the Navywide advancement-in-rate examination. It contains subject matter about day-
to-day occupational knowledge and skill requirements and includes text, tables, and illustrations to help you
understand the information. An additional important feature of this course is its reference to useful
information found in other publications. The well-prepared Sailor will take the time to look up the
additional information.
History of the course:
Sep 1991: Original edition released. Authored by DSC Randy L. Harris.
Nov 2003: Administrative update released. Technical content was not reviewed or revised.
NAVSUP Logistics Tracking Number
0504-LP-026-7980
3. TABLE OF CONTENTS
CHAPTER PAGE
1. Naval Tradition ...................................................................................................... 1-1
2. Military Conduct and Justice ................................................................................. 2-1
3. Leadership .............................................................................................................. 3-1
4. Management Information....................................................................................... 4-1
5. Career Information and Training............................................................................ 5-1
6. Programs and Policies ............................................................................................ 6-1
7. Military Requirements ........................................................................................... 7-1
8. Safety and Damage Control ................................................................................... 8-1
9. Security .................................................................................................................. 9-1
INDEX.........................................................................................................................................INDEX-1
ASSIGNMENT QUESTIONS follow Index.
4. INTRODUCTION TO MILITARY
REQUIREMENTS AND THE
NAVAL STANDARDS
The United States Navy has always placed required of all enlisted personnel in the Navy.
great emphasis on the pride and professionalism Your knowledge of NAVSTDS will be tested on
of its personnel. In keeping with this strong the military/leadership examination. Unlike the
tradition, the Navy has taken a different approach Navy occupational standards, which state the
in teaching military subjects by developing tasks enlisted personnel are required to perform,
individual military requirements training manuals. naval standards, for the most part, state the
These manuals are divided into the basic military knowledge required.
requirements (BMR) for apprenticeships and NAVSTDS encompass military requirements,
advanced requirements for third class, second essential virtues of professionalism and pride of
class, first class, chief petty officers, and senior service in support of the oath of enlistment, and
and master chief petty officers. These manuals maintenance of good order and discipline. They
cover the MINIMUM naval standards required also include knowledges pertaining to the well-
for advancement in rate. being of Navy personnel that directly contribute
The purpose of the separate manuals for each to the mission of the Navy.
rate is to define more clearly the duties and NAVSTDS apply to all personnel at the
responsibilities of the petty officer at each specified paygrade except where specific limita-
rate. That simply means if you are studying for tions are indicated. Primarily two factors make
advancement to chief petty officer, you will study these qualifications necessary—the basic require-
material that applies to the chief petty officer. ments of duty at sea and the requirements of
This is not to say that a chief petty officer duty in an armed force. For example, all Navy
performs only at the chief petty officer level. personnel must know certain elements of seaman-
Many times the needs of the service require a chief ship and must be prepared to assume battle
petty officer to fill the billet of a more senior petty station duties. Both men and women must learn
officer or a commissioned officer. That has the general orders for a sentry, be able to stand
always been the case and will continue to be true. a security watch, and possess certain skills and
Because the manuals have been separated knowledges needed for their own protection and
according to rate, you can now study the required survival. Certain other qualifications, mainly
material at the appropriate e time in your career. in clerical and administrative duties, have been
added to the military and seagoing requirements
because knowledge of them is important for all
enlisted personnel regardless of occupational
NAVAL STANDARDS specialty.
This training manual covers the naval stan-
Naval standards (NAVSTDs) are those qualifi- dards (military requirements) for chief petty
cations which specify the minimum knowledge officer.
5. CHAPTER 1
NAVAL TRADITION
LEARNING OBJECTIVES
Learning objectives are stated at the beginning of each chapter. These learning
objectives serve as a preview of the information you are expected to learn
in the chapter. By successfully completing the nonresident training course
(NRTC), you indicate you have met the objectives and have learned the
information. The learning objectives for chapter 1 are listed below.
Upon completion of this chapter, you should be able to do the following:
1. Identify the challenges to United States sea 5. Recognize the purpose and importance of arms
power. control in maintaining a balance of power
between the United States and the Union of
2. Describe the mission of the U.S. Navy in Soviet Socialist Republics (U.S.S.R.).
peacetime and wartime.
3. Describe the importance of naval presence, sea 6. Compare the naval forces of the United States
control, and power projection in carrying out and the U.S.S.R.
the Navy’s mission.
4. Recognize the various theaters of operations 7. Describe the cause and effect of chemical war-
for U.S. naval forces. fare in the Middle East.
Today the two major military superpowers in legislation created, in effect, the Continental
the world are the United States of America and navy. Congress authorized two battalions of
the Union of Soviet Socialist Republics (U.S.S.R.). Marines on 10 November 1775. From these
Both countries have large navies. They use their humble beginnings we have become a force of
navies to meet the national interest and political over 500,000 personnel and 500 ships capable of
goals of their countries. This chapter will provide global power projection on a moment’s notice.
an overview of the U.S. and Soviet navies and the
Third World countries having an impact on world NAVAL PRESENCE
stability.
Almost every U.S. sailor has experienced some
type of major deployment. In the past several
CHALLENGES TO U.S. SEA POWER years, most deployments have been to areas of
the world in which hostilities were in progress.
The naval affairs of the United States began Naval presence, by simple definition, is having a
with the War for Independence, the American naval force in a specific location. We have been
Revolution. On 13 October 1775 Congress passed called on countless times in the past years to
legislation to purchase and arm two ships. This “show the flag.” Deployments place naval forces
1-1
6. in positions to achieve three purposes. First, forces essential to our use of the seas to support our
can engage the enemy promptly at the start of national policies. The concepts of sea control and
hostilities. Second, they can provide protection power projection are closely interrelated. A naval
and support to friendly, allied, and U.S. forces force must have some degree of sea control in the
in time of war. Third, they can stop the advance sea areas from which it is to project power,
of the enemy as soon as possible. However, the depending on the type of force to be used.
positioning of these naval forces for warfare in However, a naval force must have the capability
sensitive areas of the world also provides a side to project power before it can realize any degree
benefit known as presence. Because of the inter- of sea control.
national character of the high seas, deployed U.S.
forces have a unique ability to make U.S. military
presence known in a time of crisis. The United Sea Control
States can modify that presence to exert the degree
and type of influence best suited to resolve the Sea control is the basic function of the U.S.
situation. Navy. It involves control of designated air,
surface, and subsurface areas. Sea control is
A show of force by U.S. naval warships can of crucial importance to the U.S. strategy of
restore stability to a friendly nation that is unable using both oceans as barriers for defense and
to control a hostile situation. The U.S. fleet can as avenues to extend our influence overseas. It
remain out of sight, over the horizon, ready to does not imply simultaneous control over all
respond in a matter of minutes to any crisis. Naval 70 percent of the earth covered by international
presence can be visible or invisible, large or small, waters; it is a selective function, exercised
forceful or peaceful, depending on what best suits only when and where necessary. Because of new
U.S. interests. technology developed in the United States and
in other countries, total control of the seas
Naval forces can remain in a crisis area for for our use and the denial of the seas for the
indefinite periods to communicate their capability enemy’s use are impossible. With continuing
for action. Ground and air forces can duplicate technological developments, such as the strategic
that capability only by landing or entering the defense initiative, total sea control is expected
sovereign air space of another nation. to become even more difficult.
We cannot consider the effectiveness of our Sea control assures the buildup and resupply
naval presence separately from our warfare of allied forces and the free flow of needed
capability. To encourage friends, deter enemies, supplies. Sea control also enhances security for
or influence neutrals, forces deployed to crisis the nation’s sea-based strategic deterrent.
areas must possess a fighting capability.
We must have sea control to conduct sustained
Our naval presence must also reflect the degree U.S. Army and U.S. Air Force operations abroad.
of U.S. interests in the area relative to the number Modern land warfare requires large quantities
of naval forces in the area. To be effective in the of supplies; most of them must be supplied
presence role, U.S. naval forces must reflect a by sea.
ready combat capability to carry out their
mission against ANY implied threat. We maintain sea control by destroying or
neutralizing hostile forces in maritime areas the
United States must use. Hostile forces include
THE NAVY’S WARTIME MISSION aircraft, surface ships, and submarines that
threaten U.S. or friendly forces operating in those
Should the United States fail in its peacetime areas.
efforts, the Navy must shift from a peacetime to
a wartime posture. In its wartime posture, the The Navy achieves or supports sea control
Navy has two areas of responsibility. It must be through the following operations:
able to function in a hostile environment, and it
must be able to exercise sea control and power 1. Locating and destroying hostile naval
projection. Sea control and power projection are combat units
1-2
7. 2. Using geographic choke points to prevent Another major advantage of a naval force is
enemy access to open oceans or specific that it can begin combat operations immediately
areas upon reaching a crisis location. Land or air
forces often require the construction of staging
3. Clearing sea areas by using escorts to areas before they can begin combat operations.
surround ships in transit, such as military That is especially true when the conflict takes
or commercial convoys and amphibious or place in a remote location and when facilities
support forces needed for combat are unavailable. The United
States is diminishing its military base structure
4. Using mines in areas such as harbor overseas. Therefore, the ability of naval forces
entrances and choke points to arrive in an area fully prepared to conduct
sustained combat operations has taken on added
Carrier forces and Marine amphibious forces importance.
can project military power to ensure control of
the high seas and the continued safe use of land
areas essential to sea control. That entails THEATERS OF OPERATIONS
destruction of enemy naval forces at their home
bases or en route to those ocean areas the United The Soviet Union confines its power projection
States desires to protect. Power projection also (fig. 1-1 ) to areas close to the Soviet Union with
includes destroying the supply lines of the enemy one exception. Soviet fleet ballistic missile sub-
and preventing enemy forces from advancing marines (nuclear propulsion) (SSBNs) patrol the
within range to use their weapons against U.S. sea area off the east coast of the United States.
forces. The traditional U.S. Navy theaters of opera-
tions include Europe, the Middle East, Africa, the
Far East, and the Americas. The continuing
Power Projection economic and political changes in those areas now
and in the future will have an impact on the
Power projection is the ability to project Navy’s mission and goals.
military power from the sea worldwide in a timely
and precise manner to accomplish a given
objective. Naval power projection, as an Europe
independent mission, is a means of supporting
land or air campaigns. An essential element of With the fall of the Berlin Wall and the
power projection is the Navy’s amphibious ships reunification of Germany, Europe has changed.
that carry U.S. ground forces to enemy shores. Many of the old boundary lines that separated east
and west have been removed, which has made
Power projection covers a broad spectrum of travel between countries easier. Since the outcome
offensive naval operations. These operations of the changes in Europe is difficult to predict,
include nuclear response by fleet ballistic missile let’s look at some trends that have taken place
submarines and use of carrier-based aircraft and over the last few years.
amphibious assault forces. They also include naval As the Warsaw Pact navies have been growing
bombardment of enemy targets ashore in support smaller, North Atlantic Treaty Organization
of air or land campaigns. (NATO) naval forces have been maintaining their
size. NATO naval forces have also significantly
Naval forces have unrestricted global mobility upgraded their antisubmarine warfare, antisurface
based on the traditional and time-honored warfare, and air defense capability. The German
concept of the free use of international seas. In navy replaced its F-104s with the Tornado and
many cases, naval forces can perform assigned upgraded NATO’s defense capability of the Baltic
missions while remaining beyond the range of the approaches. U.S. Navy and Marine upgrades
local enemy threat. The mobility of naval forces include the F/A-18, F-14D, and AV-8B. The
seriously complicates the enemy’s detection and United States upgrade provides Supreme Allied
targeting capability. Mobility also permits the Commander, Atlantic (SACLANT), with more
concentration of naval forces and the element of offensive and defensive capability in the
surprise. Norwegian and Mediterranean Seas.
1-3
10. anticipation of future arms control talks.
Although the Soviets may increase future with-
drawals of troops from the European theater, they
still have an impressive reserve and mobilization
capacity. The Soviets are reducing their total force
numbers and using the best of their excess equip-
ment to modernize their remaining forces.
The Soviets have taken on a long-range
strategic nuclear modernization program to
comply with strategic arms reduction treaty
constraints expected in the future. The Soviets are
replacing their large, out-of-date missiles with
newer, more efficient and accurate missile
systems. The Soviets will continue to upgrade their
land- and sea-based ballistic missiles and bombers.
As a whole, the Soviet Union is the maritime
power (refer to figure 1-3 for assignment of Soviet
forces) of the Warsaw Pact countries. The U.S.
Navy’s role in combating that threat is to limit
the Soviet Northern and Black Sea Fleets in their
ability to deploy. Surface ships and submarines
stationed at Severodvinsk must transit the Barents
Straits and one of three other choke points to
enter the Atlantic Ocean. The Greenland-Iceland
gap is the northern choke point, the Iceland-
England gap is the middle choke point, and the
Danish Strait is the southern choke point. These
three choke points are the United States’ and
NATO’s last line of containment for the Northern
Fleet.
The Black Sea Fleet in Sevastopol will be much
easier to contain in the event of hostilities. To
enter the Atlantic Ocean, the Black Sea Fleet must
transit the Turkish Straits. Turkey, a NATO
member and ally of the United States, could
contain the Black Sea Fleet by sinking a ship in
the Turkish Straits.
Soviet ships on station in the Mediterranean
Figure 1-2.-NATO regions and Soviet theaters of opera- must transit either the Strait of Gibraltar or the
tions. Suez Canal to enter open water. U.S. allies
bordering both choke points makes containment
of Soviet ships in the Mediterranean Sea far less
NATO is divided into three areas of difficult than restricting the Northern Fleet.
responsibilities: Allied Forces Northern Europe When evaluating the Soviet naval force and
(AFNORTH), Allied Forces Central Europe the challenge it presents, we would be wise to ask,
(AFCENT), and Allied Forces Southern Europe What is the primary mission of the Soviet navy?
(AFSOUTH) (fig. 1-2). The opposing Soviet Until 1953 we viewed support of land-based forces
forces are also divided into three areas of vice worldwide power projection as the primary
responsibility called theaters of operations (TVD). mission of the Soviet Navy. Since 1953 the Soviets
They are the Northwestern TVD, Western TVD, have been developing their navy into a force
and Southern TVD. capable of worldwide power projection. The
Soviets want the world to view their primary
The Warsaw Pact mission as worldwide power projection, when it
is really the support of land-based forces. The
Soviet President Mikhail Gorbachev has been, Soviets have two basic problems in projecting that
and plans to continue, making force cuts in image. First, they have a shortage of maritime air
1-6
12. Ocean or between the oil-rich gulf states and the
rest of the world.
About 10 percent of the world’s sea trade
passes through the Suez Canal at the choke point
of Babel Mandeb. Most of the Persian Gulf oil
passes through the choke point at the Strait of
Hormuz. Persian Gulf states are expanding
overland oil pipe routes to lessen the importance
of commerce through the Straits of Hormuz. The
overland oil pipes will connect to terminals out-
side the Persian Gulf.
POSSIBLE ADVERSARIES. —The United
States’ major goals in this region are to provide
stability and unrestricted seaborne commerce and
to ensure Western access to regional oil supplies.
The United States also has strong ties to Israel
and is committed to ensuring it remains strong
Figure 1-4.-Middle East and Southwest Asia area of and independent.
operation. Recent examples of the willingness of the
United States to commit assets to the region
include ship escorts from 1987 to 1988 during the
support when operating outside the range of land- Iran-Iraq war. In August 1990 the United States
base aircraft. Second, logistics support is generally committed a substantial naval force to the area
supplied by their merchant fleet vice their navy. in support of Operation Desert Shield and Desert
Storm. The goal of these operations was to deter
Middle East and Southwest Asia Iraq from attacking Saudi Arabia and to convince
Iraq to withdraw from Kuwait. Total force
The Middle East and Southwest Asia (fig. 1-4) commitment to Operation Desert Shield and
area of operation includes northeast Africa, the Desert Storm included 6 carrier battle groups and
Arabian Peninsula, and the area of Asia bordering 450,000 combat personnel.
the Persian Gulf.
The large geographic area of the region CONTROL OF SHIPPING. —U.S. naval
provides for extremes of topography and climate. presence in the Middle East and Southwest Asia
It has mountains higher than 24,000 feet and includes the Sixth Fleet in the Mediterranean Sea,
deserts below sea level. Temperatures range from naval units of the Sixth and Seventh Fleets in the
130°F or more to below freezing. Indian Ocean and Persian Gulf, and U.S. Central
This region has many different cultural, Command (USCENTCOM) forces. During peace-
ethnic, and religious groups. At present six major time our forces in the Mediterranean consist of
languages and hundreds of dialects are spoken in 1 or 2 aircraft carriers, with roughly 100 embarked
that region. The region and people have a history aircraft, or a battleship; supporting cruisers,
of conflict dating back to the Sumarians and the destroyers, and frigates; amphibious ships;
ancient city of Ur in southern Babylonia (southern supply, fuel, and service ships; and nuclear sub-
Iraq). marines. The Sixth Fleet also includes a
2,000-member Marine Expeditionary Unit (special
CHOKE POINTS. —The Middle East and operations capable). USCENTCOM naval forces
Southwest Asia are the principal sources of oil for in the region, under Commander Middle East
the industrial countries. Located in the Persian Forces, routinely include a command ship and
Gulf region is 55 percent of the world’s known four combatants. Additional forces available
oil reserves. Oil from this area becomes more for USCENTCOM include 5 Army divisions and
important as the use of oil grows and the world’s 2 brigades; 1 Marine Expeditionary Force
reserves decrease. Hostile countries could use the (1 division and air wing); 21 Air Force tactical
Strait of Gibraltar or the Suez Canal as choke fighter squadrons; B-52 bombers; 3 carrier
points. That would disrupt international shipping battle groups; 1 battleship surface action group;
between the Mediterranean Sea and the Indian and 5 maritime patrol aircraft squadrons.
1-8
13. The routine standing force ensures inter- The main mission of the Navy in the North
national waterways remain open to shipping in African region is to keep the sea-lanes open. The
the region and provides forward deployed U.S. secondary mission is to support interest and
forces during hostilities. The optional forces political goals in the region. The major challenger
available to USCENTCOM are used in crisis to U.S. sea power in the African theater of
situations. They were deployed in support of operations is the Soviet Union. Minor challengers
Operation Desert Shield when Iraq invaded include Libya (31-42 ships) and Guinea (2-3 ships).
Kuwait in August 1990.
SOUTHERN AFRICA. —The Soviets wish to
Africa increase their influence in southern Africa.
Countries currently friendly to the Soviets include
Looking at the strategic importance of Africa, Tanzania, Mozambique, Zambia, Zimbabwe,
we need to divide Africa into northern Africa and Botswana, Angola, and Namibia.
southern Africa. From a naval viewpoint,
northern Africa is important because it borders STRATEGIC RESOURCES. —Africa is
the Mediterranean Sea and the Red Sea. From an among the world’s richest continents in known
economic or strategic resources viewpoint, mineral wealth. It has a large share of the world’s
southern Africa is important because of the vast mineral resources in coal, petroleum, natural gas,
wealth in minerals it exports to developed uranium, radium, low-cost thorium, and other
countries. valuable ores.
The abundant natural resources available in
NORTHERN AFRICA. —Countries receiving Africa make it strategically important to Western
Soviet military aid in northern Africa include nations. The Navy may now appear to have no
Guinea, Mali, Algeria, Libya, Egypt, and role in this area except in the Mediterranean Sea
Ethiopia. Of those countries, only Libya has been and Red Sea. However, we may be called upon
openly hostile to the United States. to support U.S. interest in the many regional
For many years Libya openly sponsored conflicts happening in Africa. An example of one
terrorist groups and carried out acts of aggression of the regional conflicts is the civil war in Liberia,
in the Gulf of Sidra. However, Libya has on Africa’s western coast. President Bush ordered
decreased its level of aggression since the U.S. a Marine amphibious group to that area in May
Navy lead Operation El Dorado on 15 April 1986. 1990 to evacuate personnel. Through September
Operation El Dorado was a joint Air Force 1990, the Marines evacuated more than 2,100
and Navy mission composed of strike aircraft people, including over 200 U.S. citizens.
based aboard the USS America (CV66) and USS
Coral Sea (CV43) and F-111 Air Force bombers The Far East
based in England. Using a high-speed, low-
altitude approach, 12 Navy A-6Es struck the Subic Bay Naval Base and Clark Air Base are
Benin airfield and Benghazi military barracks. At strategically important to U.S. interests in the
the same time, 12 F-111s struck the Aziziyah Far East. We could lose both bases because their
barracks, the Sidi Bilal terrorist training camp, leases must be periodically renegotiated with the
and the Tripoli military airport. Navy and Marine Philippine government. These bases are on the
F/A-18s destroyed surface-to-air missile sites, sea-lanes and air routes to the Indian Ocean and
while Navy E-2Ds, Navy and Marine EA-6Bs, and the Persian Gulf. Both bases played a vital role
Air Force F-11 1s provided electronic counter- in Operation Desert Shield. The bases also play
measures and command and control support. a vital role in extending the range of U.S. forces.
Navy F-14s and F/A-18s were on station to Much of the world’s oil that travels by ship
provide fighter support. through the various straits in the Indonesian area
The successful attack caught the Libyans by are within range of U.S. bases in the Philippines.
surprise. Except for sporadic surface-to-air The U.S. strategic objective in the East Asia
missiles, the Libyans did not engage the U.S. and Pacific area is to deter war. Strategic strike
strike force. The United States’ display of force capability, Pacific Command (PACOM) forces,
and stated willingness to strike again has played bilateral defense treaties, forward deployment and
a major role in deterring Libyan President basing, and weapons technology all contribute to
Muammar Muhammad al-Qaddafi from sponsoring deterrence in the region. If deterrence fails, the
further terrorist attacks against Americans. United States and the Soviet Union could become
1-9
14. Figure 1-5.-Soviet operations in the Sea of Okhotsk and the Northwest Pacific.
engaged in conflict, If that happens our mission have engaged in an alarming trend of acquiring
will be to contain the Soviet Pacific Fleet in the nuclear-capable ballistic missile systems. Saudi
Sea of Okhotsk and the Sea of Japan (fig. 1-5). Arabia, Iraq, Iran, Pakistan, Libya, and other
Middle Eastern countries are working hard to
THE NUCLEAR THREAT acquire nuclear capability. In contrast to the Third
World countries, the United States, the NATO
During the past the major nuclear powers have countries, and the Soviet Union are working to
done a good job in managing the nucIear threat. reduce the number of nuclear weapons in their
However, newly emerging Third World countries arsenals.
1-10
15. Arms Control Present Posture
The American quest for stability and the The Soviet navy could pose the greatest
willingness of the Soviets to bargain have led to potential threat to the U.S. Navy. Realistically,
arms control negotiations. That is not a new however, small Third World navies now pose
effort. A history of arms control agreements more of an actual threat to U.S. naval forces.
exists between the two superpowers stretching Since the U.S. Navy is primarily prepared to
back to 1959. engage the Soviet navy, we will compare U.S. and
The first round of Strategic Arms Limitation Soviet maritime missions.
Talks (SALT), concluded in 1972, produced the The Soviet navy’s primary mission is to be
Antiballistic Missile (ABM) Treaty that severely prepared to conduct strategic nuclear strikes from
restricts the deployment of ABM systems by either SSBNs operating in protected waters close to the
country. The SALT I also produced the Interim Soviet Union. The key to carrying out that
Agreement on Strategic Offensive Arms that mission is strategic defense of seaward approaches
placed limits on the number of strategic nuclear to the Soviet Union. The Soviet navy, air
weapons. That agreement was to remain in effect force, and army will try to control the Soviet
for 5 years, but both countries pledged to abide Union’s peripheral seas and key land masses.
by its provisions until further negotiations were The Soviets’ aim in controlling these areas
concluded. is to deny Western access to areas needed to
In 1974 both countries agreed to maintain an threaten Soviet SSBNs. The Soviets usually
equal number of strategic delivery vehicles. create sea denial zones up to 2,000 kilometers
Additionally, they agreed to sublimit the number from the Soviet mainland. The primary targets
of delivery vehicles they could equip with in the sea denial zones are sea-launched cruise-
multiple independently targetable reentry vehicle missile-equipped submarines, surface ships, and
(MIRV) warheads. Those agreements formed the aircraft carriers.
basis for the SALT II agreement in 1979. SALT II
continued the agreement of equal limits but Disruption of U.S. supply lines to Europe and
lowered the level of limitation on strategic Asia is another Soviet objective. The Soviets will
weapons delivery systems. That new agreement attempt to interdict sea lines of communications
forced the Soviet Union to dismantle several (SLOC) and establish sea denial zones. During
hundred missile launchers. In addition, the conflict the Soviets are expected to attack critical
SALT II agreement placed sublimits on MIR V SLOCs that link the United States and its allies.
ballistic missiles in general and on MIR V The Soviet submarine force plays a primary role
intercontinental ballistic missiles (ICBMs) in in the disruption of SLOCs.
particular. A provision, which accompanies The U.S. national security strategy is based
the basic treaty, imposes restraints on the on deterrence, forward defense, and collective
development of new and more sophisticated security. Forward-deployed U.S. and allied
weapons. combat ready naval forces can provide a visible
The United States sees arms control as an deterrent to any country bordered by an ocean
important complement to the strategy of or a sea. These forces operate globally in support
deterrence. We are seeking to reach an agreement of bilateral and multilateral commitments and
with the Soviet Union on a Strategic Arms project military power in support of national
Reduction Treaty (START). Our objective is to policy and interest. U.S. naval forces have four
enhance strategic stability through equal and primary peacetime objectives:
verifiable limitations on both sides. Despite some
key differences on issues, we are confident an 1. Defending the continental United States
agreement can be reached. (CONUS) from attack
In negotiations the United States will continue 2. Assuring freedom of the seas and pro-
to try to limit American-Soviet competition in tecting important SLOCs from adversaries
strategic nuclear forces. The United States will 3. Providing regional stability by supporting
continue to pursue the basic objectives of strategic friends and deterring aggression
deterrence, adequate stability, and equivalence. 4. Functioning as a visible power projection
That process began with the SALT I agreement force capable of responding to crises and
and has progressed through the SALT II and low-intensity conflicts on short notice
START. anywhere in the world
1-11
16. Should deterrence fail, the U.S. Navy’s SURFACE SHIPS. —The Soviet Union and
mission is the forward defense of the United States the U.S. naval surface forces have different
and its allies. The key objective is protection of missions (fig. 1-7). The Soviets are primarily a
SLOCs from the United States to Europe and coastal navy emerging into a blue water fleet.
Asia. To accomplish that objective, the U.S. Navy The Soviets can provide only limited long-range
will engage Soviet naval forces in the Soviet “sea power projection of surface forces or naval air
control” and “sea denial” zones. The overall superiority. These limitations result from their
objective of the engagement will be to remove the primary mission of providing protection to the
enemy’s offensive and defensive capabilities and mainland and defending the ballistic missile
ensure freedom of the seas for the United States submarine force close to the mainland.
and its allies while deterring Soviet use of nuclear The principle weakness of the Soviet navy is
weapons at sea. its relative lack of priority in providing underway
replenishment. The Soviets rely on their extensive
merchant fleet to provide supplies to ships
SUBMARINES. —The last U.S. diesel sub-
engaged in sustained long-range operations.
marine, the USS Blueback (SS 581), was
Another weakness of the Soviet surface navy
decommissioned on 1 October 1990. The remaining
is the lack of long-range air power like that
U.S. attack submarine force is composed of
provided by a U.S. carrier battle group. That
Sturgeon-, Skipjack-, Skate-, Permit-, and
situation will change somewhat as aircraft carriers
Los Angeles-class nuclear-powered submarines now under construction are brought into service
(SSNs). The United States SSBNs form the sea
during the 1990s.
leg of the U.S. Trident nuclear deterrent. The
SSBN force includes the Lafayette-, James
AIRCRAFT. —Soviet shipborne capable air-
Madison-, Benjamin Franklin-, and Ohio-class
craft are primarily limited to helicopters and
submarines (fig. 1-6). vertical/short takeoff and landing (V/STOL)
The United States has a smaller, but more aircraft. The Soviets are increasing their air
effective, submarine force than the Soviets capability with the introduction of the new Tbilisi-
because of a superior knowledge of submarine class aircraft carrier that will include the new
technology. That technology has resulted in Yak-41 V/STOL fighter and the Su-27 Flanker.
superior submarine quieting systems, combat Despite the introduction of that class of aircraft
systems, and antisubmarine warfare (ASW) open carrier, Soviet naval aviation (refer to table 1-1)
ocean acoustic surveillance and detection systems. will remain primarily a land-based force.
These systems enable the United States and its U.S. naval aviation (refer to table 1-2) is a
allies to maintain a superior technological and versatile multimission force capable of providing
numerical advantage over the Soviet submarine fleet defense, ASW, and long-range strike and
force. attack capability. The United States should
The principle Soviet platform for both continue to retain a significant advantage in
offensive and defensive naval warfare is the seaborne air power for the foreseeable future.
submarine. The Soviets use the SSBN as their
principle strategic platform. They use attack (SS CHEMICAL AND
and SSN) and cruise missile (SSGN) submarines BIOLOGICAL WEAPONS
to counter submarine and surface ship threats.
The SS, SSN, and SSGN submarines are the The increase of chemical and biological
primary threat to U.S. and allied sea lines of weapons has become a global problem. To date,
communications (SLOCs). The Soviet navy has more countries than ever have chemical and
the world’s largest general-purpose submarine biological weapons. It is alarming that many of
force, totaling about 300 active units. We expect these countries are in areas of strategic importance
the Soviets to decrease their submarine force in to the United States. In the Middle East the
number during the 1990s and beyond. That problem is particularly acute.
decrease will occur as they replace older sub- Third World countries view the use of
marines with newer diesel and nuclear-powered chemical and biological weapons differently than
submarines. The decrease in the total number of the United States. The United States’ stance on
submarines will not lessen the threat of their chemical and biological weapons is “that it is
submarine force because of improvements in abhorrent, reprehensible, and unacceptable that
design, stealth, and combat capability. chemical weapons ever be used against the men
1-12
19. Table 1-1.-Soviet Naval Seaborne and Land-Based Aircraft Table 1-2.-U.S. Navy and Marine Corps Seaborne and
Land-Based Aircraft -
and women of the armed forces of the United
States or its allies and that the United States will
do all it can to prevent such use.” A statement
made by the foreign minister of Syria is an
example of the attitude of Third World countries.
He said, “It is unacceptable, given continued
Israeli occupation and the disequilibrium existing
in our region, to adopt selective concepts and
methods aimed at disarmament concerning only
1-15
20. one kind of mass destruction weapon without of the leaders of Iran, Iraq, and Libya in their
taking into account the need of disarmament use of chemical weapons.
concerning other forms.” Clearly, these countries
consider chemical and biological weapons as an Iran
economical alternative to nuclear weapons. They
are unwilling to talk of disarmament without Iran has been hostile toward the United States
linking chemical and biological weapons to since radical, religious forces overthrew the
nuclear weapons. government in 1979. Iran is an Islamic Republic
The rise of chemical and biological weapons with ties to the Soviet Union, from whom it buys
in the Middle East has been linked to Israel and many of its military weapons.
France. Israel and France were joint partners in During the 8-year Iraq-Iran war, the United
a nuclear warhead development program from States supported Iraqi President Saddam Hussein
1957 to 1959. France successfully tested a nuclear in an attempt to topple the Iranian government.
device in 1960. Israel used its connection with In a strange turn of events, the United States
France to obtain a research reactor from France. asked Iran for support of Operation Desert
Israel will neither confirm nor deny that it has Shield.
nuclear weapons, but for many years Israel was Also during 1987 to 1988, U.S. warships
thought to possess between 20 to 25 devices of ensured freedom of passage to tankers carrying
20-kiloton size. New evidence suggests that Israel oil through the Persian Gulf. U.S. forces engaged
has between 100 and 200 nuclear warheads and elements of the Iranian navy and attacked Iranian
can produce thermonuclear devices. Israel also has oil platforms in the Persian Gulf.
weapons delivery systems in the form of aircraft, The Iranians have an arsenal of Soviet SS-1
the Lance missile (mobile, 100-kilometer range), (Scud-B) missiles and would like to develop
and the Jerico 2 missile (mobile, 1500-kilometer their surface-to-surface missile capability. Iran
range). wants to purchase the Chinese M-9 missile
In an attempt to decrease the number of (600-kilometer range). The Iranians claim they can
nuclear weapons in the Middle East, countries in produce their own version of the SS-1. They have
that region have conducted preemptive strikes on produced a version of the Chinese Type 53
nuclear reactors. In September 1980 the Iranians artillery rocket, called the Oghab, that has a
led a strike against an Iraqi reactor at Osarik. The 40-kilometer range. Iran is also perfecting an
attack damaged the reactor but did not destroy unguided rocket called the Iran 130, which has
it. The Israelis destroyed the Osarik reactor with a range of 130 kilometers. These missiles and
an air strike in June 1981. rockets can be fitted with chemical warheads
The chemical agent most likely to be used by as well as conventional warheads. The United
countries desiring to produce chemical weapons States believes Iran has a stockpile of mustard
is the nerve agent Tabun. (Refer to tables 1-3 and gas and phosgene and may be trying to obtain
1-4 for a description of chemical agents and nerve gas.
defenses.)
Any country that has the capability of Iraq
producing organophosphorus pesticides can easily
produce Tabun. Other types of nerve agents are Iraq is a Soviet client state in the Middle East.
more difficult to produce, but could be done with From 1980 to 1990 Iraq built up its military until
help from industrialized countries. Countries in it became the sixth largest military power in the
the Middle East with known or suspected chemical world. In August 1990 Iraq invaded Kuwait. The
weapons capability include Israel, Egypt, Libya, stated Iraqi reason for the invasion was a policy
Syria, Iran, and Iraq. difference with Kuwait concerning the price and
production quota of Kuwaiti oil. The United
States intervened on behalf of Saudi Arabia to
EMERGENCE OF THIRD stop the Iraqi advance short of the Saudi oil
WORLD COUNTRIES fields.
Iraq is working to purchase the technology to
Of the emerging Third World countries, Iran, build nuclear weapons. The customs agents of the
Iraq, Libya, and Syria deserve a special look United States and England have worked together
because of their past hostility toward the United to slow the Iraqi effort. They recently intercepted
States. More alarming than the past hostility a shipment of electronic components, suitable for
towards the United States is the cavalier attitude use in nuclear weapons, bound for Iraq.
1-16
22. Table 1-4.—Defense against Chemical Agents
TYPE OF U.S. AGENT PHYSICAL NORMAL MEANS MEANS OF PROTECTION PERSONNEL SELF AID/
AGENT EQUIVALENT CHARACTERISTICS OF DISSEMINATION DETECTION REQUIRED DECONTAMINATION SYMPTOMS BUDDY-AID
GA/Tabun Colorless. Aerosal or vapor. M256A1 and Protective mask None needed. Difficult breathing Nerve agent anti-
GB/Sarin M4256 Kits and clothing. convulsions, drool- dote injection, i.e.,
GD/Soman CWDD. ing, vomiting, 2-PAM C1 &
NERVE CAM. dimmed vision. atropine. Artifi-
cial respiration
may be necessary.
VX Liquid droplets. All of the Flush eyes. with water
Thickened above plus Decontaminate skin
G-Agents M8 and M9 with M258A1 Kit.
Paper.
HD/Mustard Pale yellow. Liquid droplets. M256A1 and Protective Flush eyes with HD & HN-No None.
1-18
HN/Nitrogen Dark yellow. M256 Kits. mask and water. Decon- early symptoms.
L/Lewisite Dark, oily. M8 and M9 clothing. taminate skin L & HL-searing
BLISTER HL/Mustard- Dark, oily. Paper. with M256A1 Kit. of eyes & stinging
Lewisite of skin.
CX/Phosgene Colorless. CX-irritation of
Oxime eyes & nose.
AC/Hydrogen Colorless. Vapor (Gas). M256A1 and Protective None. Incapacitates; None.
BLOOD Cyanide M256 Kits. mask. kills if high Artificial respiration
CK/Cyanogen concentration may be necessary.
Chloride is inhaled.
CG/Phosgene Colorless. Vapor (Gas). M256A1 and Protective None. Damages and None.
CHOKING M256 Kits. mask. floods lungs. For severe symptoms,
avoid movement and
keep warm.
23. The Iraqis have chemical weapons and have East, and the Americas. These areas are changing,
used them both inside their country and against and the outcome of the changes could have an
Iran. Iran claimed to be victim to 253 chemical impact on the Navy’s mission and goals.
attacks during its war with Iraq. The United The United States, NATO, and the Soviet
Nations investigated the Iranian claims and found Union have been negotiating treaties to reduce the
evidence to confirm Iraq’s widespread use of amount of nuclear weapons they own. In contrast,
mustard gas and nerve agent GA (Tabun). many newly emerging Third World countries are
The Iraqis possess a stockpile of SS-1 (Scud-B) trying to obtain the technology to produce
and Frog 7 missiles. They may also have the SS-12 chemical, biological, and nuclear weapons.
missile, capable of carrying both nuclear and
chemical warheads. The addition of the SS-12
missile has allowed Iraq to carry out long-range REFERENCES
missile attacks against its enemies, including
Israel. Iraq has developed two surface-to-surface Cheney, Dick, “The Heart of the Soviet Threat,”
missiles: the al-Husayn (650-kilometer range) and Defense, Volume 90, January/February 1990,
the al-Abos (900-kilometer range). pp. 2-7.
Libya Harristy, Admiral Huntington, “Pacific Watch-
word is Change,” Defense, Volume 90,
Libya openly sponsored terrorist attacks May/June 1990, pp. 16-23.
against U.S. military personnel in Europe. After Miller, A. J., “Towards Armageddon: The
the United States attacked Libya in response to Proliferation of Unconventional Weapons and
a terrorist attack, terrorist attacks worldwide have Ballistic Missiles in the Middle East, ” The
decreased. Libya has not recently challenged the Journal of Strategic Studies, December 1989,
United States; however, it remains a threat pp. 387-401.
because of its large chemical weapon capability.
Libya may have used chemical weapons Powell, General Colin L., “Changes and Chal-
against Chad in 1986. Libya has also drawn inter- lenges: An Overview,” Defense, Volume 90,
national attention over its efforts to secure nerve May/June 1990, pp. 8-15.
gas technology. German companies supplying
—, “Is the Future What It Used to Be?”, Defense,
Libya with technology unknowingly helped Libya
Volume 90, January/February 1990, pp. 3-7.
develop its present chemical warfare capability.
—, “U.S. Military Doctrine: The Way We
Syria Were—and Are,” Defense, Volume 90,
March/April 1990, pp. 16-20.
Syria may be the United States’ most formida-
ble opponent in the Middle East because of its —, “The Middle East and Southwest Asia,”
offensive chemical weapons capabilities. Syria is Defense, Volume 90, January/February 1990,
thought to own a wide range of chemical weapons pp. 17-22.
including the nerve agent GB (Sarin). Schwarzkopf, General H. Norman, ‘‘Turmoil-
The Syrian arsenal includes the Soviet SS-1, Middle East Business as Usual,” Defense,
SS-12 (with warheads for chemical agents Volume 90, May/June 1990, pp. 24-30.
including nerve agent VX), and possibly the
Chinese M-9 missiles. Soviet Military Power: Prospects for Changes
1989, Superintendent of Documents, U.S.
Government Printing Office, Washington,
SUMMARY D.C., 1989.
Welch, Thomas J., “The Growing Global Menace
Over the last 200 years, the Navy has of Chemical and Biological Warfare,”
progressed from a small force of two ships to one Defense, Volume 90, July/August 1989, pp.
of the largest navies in the world. The mission of 19-27.
the Navy includes naval presence, sea control, and
power projection. Wolfowitz, Paul D., “Strategic Thinking in
The Navy’s traditional theaters of operations Today’s Dynamic Times,” Defense, Volume
include Europe, the Middle East, Africa, the Far 90, January/February 1990, pp. 9-11.
1-19
24.
25. CHAPTER 2
MILITARY CONDUCT AND JUSTICE
LEARNING OBJECTIVES
Upon completion of this chapter, you should be able to do the following:
1. Describe how to conduct a preliminary investi- 3. Describe the content of the Standard Organiza-
gation of offenses. tion and Regulations of the U. S. Navy.
2. Recognize the purpose and content of U.S. 4. Explain the Status of Forces Agreement
Navy Regulations. concerning members of the armed forces in
foreign countries.
The topics in this chapter deal primarily with against someone goes through a series of steps
regulations that senior enlisted personnel should from the time it leaves the initiator to the time
be aware of to perform their job with consistency. of the preliminary inquiry.
We will first examine the procedures for con- The legal officer receives the complaint and
ducting a preliminary investigation of offenses. drafts charges and specifications against the
Then we will introduce you to the purpose and accused on a locally prepared report chit form.
content of both U.S. Navy Regulations and Following the guidelines of part IV of the Manual
Standard Organization and Regulations of the for Courts-Martial, 1984 (MCM), the legal officer
U.S. Navy. We will close the chapter with a writes the charges and specifications using court-
discussion of the Status of Forces Agreement martial language. The charges and specifications
(SOFA). are then typed on the NAVPERS 1626/7, Report
and Disposition of Offense(s) form (figs. 2-1
and 2-2). The accused’s service record supplies
THE PRELIMINARY the information required on the front of the
INVESTIGATION report chit. The legal officer or the person who
submitted the complaint then signs the report.
At some point in your career, the legal officer The legal officer conducts a personal interview
may assign you to serve as a preliminary inquiry with the accused to inform, the person of his
officer (PIO). As the PIO you will conduct an or her rights under article 31(b) of the Uniform
investigation of offenses before a captain’s mast Code of Military Justice (UCMJ). When the
takes place. You will only investigate relatively accused acknowledges he or she understands
minor offenses that are not under investigation his or her rights, he or she then signs the
by the Naval Investigative Service (NIS) or a fact- ACKNOWLEDGED block and the disciplinary
finding body. or legal officer signs the WITNESSED block.
REPORT AND DISPOSITION OF THE ACCUSED SHOULD NOT BE INTER-
OFFENSE(S) (REPORT CHIT) ROGATED AT THIS TIME. The legal officer
should determine and recommend to the com-
Naval personnel may be reported for offenses manding officer or executive officer what
involving military conduct or justice. A complaint restraint, if any, should be imposed at this time.
2-1
26. Figure 2-1 .-Report and Disposition of Offense(s) Form (NAVPERS 1626/7) (Front).
2-2
28. PRELIMINARY INQUIRY 4. Originals or copies of documentary
evidence
The legal officer forwards the report chit to 5. If the accused waives all his or her rights,
you. Once you receive it, you can begin conducting a signed sworn statement by the accused;
the preliminary inquiry of the reported offense. or a summary of the interrogation of
You shouId usually conduct the inquiry informally. the accused, signed and sworn to by the
Your final report on the preliminary inquiry accused; or both
should consist of the following items: 6. Any additional comments you feel are
necessary
1. Report and Disposition of Offense(s)
(NAVPERS 1626/7) Objective
2. Investigator’s Report (fig. 2-3)
3. Statements or summaries of interviews with Your primary objective in conducting the
all witnesses; sworn statements, if possible preliminary inquiry is to collect all available
(fig. 2-4) evidence pertaining to the alleged offense(s). Your
Figure 2-3.-lnvestigator’s Report.
2-4
29. first step is to become familiar with those of the case. The information will also help the
paragraphs of the Manual for Courts-Martial, commanding officer decide what nonjudicial
1984 (MCM) describing the alleged offense(s). punishment (NJP), if any, is appropriate. Items
Part IV of the MCM describes those actions the of interest to the commanding officer include:
military considers offenses. Within each
paragraph is a section entitled “Elements” that The accused’s currently assigned duties
lists the requirements for proof of the offense. Evaluation of his or her performance
Be careful to focus your attention on the correct
element of proof. Copy down the elements of The accused’s attitudes and ability to get
proof to help you in your search for relevant along with others
evidence. Your job is to search for anything that Personal difficulties or hardships the
might prove or disprove an element of proof. You accused is willing to discuss
must remain impartial.
Your second objective is to collect information Statements given by supervisors, peers, and
about the accused. That information will aid the the accused provide the best source of informa-
commanding officer in making proper disposition tion about the accused.
Figure 2-4.-Witness’ Statement.
2-5
30. Interrogate Witnesses Request that witnesses who have relevant
information make a sworn statement. If you
You can obtain a significant amount of infor- interview a witness by telephone, write a summary
mation from the witnesses. Start by interrogating of the interview and certify it to be true.
the person who initiated the report and the Elicit all relevant information during your
people listed as witnesses. You may discover interview of a witness. One method is to start with
other persons having relevant information when a general survey question. Ask the witness to relate
questioning these people. everything he or she knows about the case. Then
follow-up with more specific questions. After
Don’t begin the inquiry by interrogating the speaking with the witness, help the witness write
accused. The accused has the greatest motive for a statement that is thorough, relevant, orderly,
lying or distorting the truth—if the accused is and clear. The substance of the statement must
guilty. Leave the interrogation of the accused consist of the witness’s thoughts, knowledge, or
until last. Even when the accused has admitted beliefs about the accused. Limit your assistance
guilt, you should first collect all other evidence to helping the witness express himself or herself
collaborating the confession of the accused. accurately and effectively in writing.
Figure 2-5.-Suspect’s Rights Acknowledgment/Statement (Front).
2-6
31. Collecting Documentary Evidence familiar with the Military Rules of Evidence
concerning searches and seizures. The Manual for
Collect documentary evidence such as Shore Courts-Martial, 1984 contains the Military Rules
Patrol reports, log entries, watch bills, service of Evidence. Take photographs of an object if it
record entries, local instructions, or organizational is too large to bring to NJP proceedings. Leave
manuals. Attach the original or a certified copy real evidence in the custody of a law enforcement
of relevant documents to the investigator’s report. agency unless otherwise directed; however,
Check to see if you, as investigator, have the personally examine the evidence.
authority to certify relevant documents. If you do,
Advise the Accused
write on the documents the words certified to be
a true copy, and sign your name. Before questioning the accused, have the
accused sign the acknowledgement line on the
Collecting Real Evidence
front of the report chit and initial any attached
Real evidence is a physical object, such as a pages.
knife used in an assault or a stolen camera in a Use the Suspect’s Rights Acknowledgment/
theft case. Before seeking real evidence, become Statement form (figs. 2-5 and 2-6) as a checklist
Figure 2-6.-Suspect’s Rights Acknowledgment/Statement (Back).
2-7
32. to ensure you correctly advise the accused of his the accused draft the statement, but you must be
or her rights before asking any questions. When careful not to put words in the accused’s mouth
you first meet the accused, fill in this page as your or trick the accused into saying something he or
first order of business. You may serve as your own she does not intend to say. If you type the state-
witness that you advised the accused of his or her ment, permit the accused to read it over carefully
rights by signing this form; no one else is required. and make any necessary changes. The accused
should initial any changes, and you should witness
Interrogate the Accused them in writing.
Oral statements are admissible into evidence
You may question the accused ONLY IF HE against the accused. If the accused does not wish
OR SHE HAS KNOWINGLY AND INTELLI- to put his or her statements in writing, attach a
GENTLY WAIVED HIS OR HER STATUTORY certified summary of the interrogation to your
RIGHTS. If the accused makes the waiver, record report. If the accused makes a written statement
it on the accused’s statement. If the accused asked but omits some of the statements made orally, add
you if he or she should waive his or her rights, a certified summary of items omitted from the
decline to answer or give advice. You are only accused’s statement.
authorized to advise the accused of his or her
rights. Never advise the accused on legal matters.
Let the accused obtain a lawyer if he or she so U.S. NAVY REGULATIONS
desires.
After the accused waives his or her rights, The 12 chapters of Navy Regulations (Navy
begin the questioning in a low-keyed manner. Regs) describe the authority and responsibilities
Permit the accused to give his or her own version of the offices within the Department of the Navy.
of the incident. When the accused has finished They also describe the regulations concerning the
presenting the facts, begin to probe with pointed procedures, authority, and command of those
questions. Confront the accused with incon- offices. Navy Regs also covers honors and
sistencies in the story or contradictions with ceremonies, the rights and responsibilities of
other evidence. Remember, a confession that is persons in the Department of the Navy, and the
not voluntary cannot be used as evidence. purpose and force of these regulations.
Any confession that is obtained by coercion, Each ship and station has complete copies of
unlawful influence, or unlawful inducement is not Navy Regs available to all personnel. Also
voluntary. available is an excellent nonresident training
The following are some examples of coercion, course entitled Navy Regulations, NAVEDTRA
unlawful influence, or an unlawful inducement: 13082, which you are encouraged to complete.
Your educational services officer (ESO) can help
• questioning ofaccompanied by deprivation
Infliction bodily harm, including you order this course.
The following sections list articles (with a
of the necessities of life, such as food, condensation of their text, if appropriate) from
sleep, or adequate clothing United States Navy Regulations, 1990 that senior
enlisted personnel in the Navy should know. This
• Threat of bodily harm listing serves only as a starting place for you to
learn about Navy regulations. You are responsible
• deprivation or threats of or necessities or
Imposition
of privileges
confinement, for learning and obeying all regulations. These
regulations are not punitive articles, but laws
under which the Navy operates. Many exist
• Promises of committed or clemency as to
any offense
immunity
by the accused
for your own protection. Failure to obey any
regulation subjects the offender to charges under
article 92, UCMJ (Failure to obey order or
• Promises of reward ortobenefit,the threats
of disadvantage likely induce
or
accused
regulation).
When the article itself is self-explanatory, the
to make the confession or statement article is presented in block quotation exactly as
stated in Navy Regs; no further explanation is
If the accused desires to make a written state- given. Articles that are lengthy and, in some cases,
ment, make sure the accused has acknowledged difficult to interpret are paraphrased to give you
and waived all of his or her rights. You may help a brief overview of the contents of the article.
2-8
33. STATUTORY AUTHORITY FOR Secretary of the Navy. Section 2B outlines the
UNITED STATES NAVY responsibilities of staff assistants within the
REGULATIONS Department of the Navy.
Chapter 1 contains the 0100 article series. This THE CHIEF OF NAVAL OPERATIONS
chapter discusses the origin of Navy Regs, the
statutory authority, issuance of other directives, Chapter 4 contains the 0400 article series. This
and maintenance of Navy regulations. chapter describes the responsibilities of the Chief
of Naval Operations.
0103. Purpose and Effect of United States Navy THE COMMANDANT OF THE
Regulations MARINE CORPS
United States Navy Regulations is the Chapter 5 covers the 0500 article series. This
principle regulatory document of the chapter outlines the responsibilities of the
Department of the Navy, endowed with Commandant of the Marine Corps.
the sanction of law, as to duty, authority,
distinctions and relationships of various THE UNITED STATES COAST
commands, officials and individuals. GUARD (WHEN OPERATING AS A
Other directives issued within the Depart- SERVICE IN THE NAVY)
ment of the Navy shall not conflict with,
alter or amend any provision of Navy Chapter 6 covers the 0600 article series.
Regulations. The United States Coast Guard is normally a
component of the Department of Transportation;
however, upon declaration of war or when
0107. Maintenance of Navy Regulations directed by the President, the Coast Guard
operates as a component within the Department
The Chief of Naval Operations is responsible
of the Navy. This chapter assigns the duties of
for maintaining Navy Regulations. Whenever the Commandant of the Coast Guard and outlines
any person in the Navy believes a change to Navy the duties and responsibilities of the office of the
Regulations is needed, that person should forward
Commandant.
a draft of the change through the chain of
command along with a statement of the reasons COMMANDERS IN CHIEF
for the change. The Secretary of the Navy must AND OTHER COMMANDERS
approve all additions, changes or deletions to
Navy Regulations. Chapter 7 covers the 0700 article series. This
chapter is divided into three sections. Section 1
describes the titles and duties of commanders.
THE DEPARTMENT OF THE NAVY Section 2 explains the organization of a staff and
the authority and responsibility of the staff
Chapter 2 covers the 0200 article series. This officers. Section 3 outlines the administration and
chapter discusses the origin and authority of the discipline of the staff of a commander or a
Department of the Navy and briefly covers its separate and detached command.
mission and composition.
THE COMMANDING OFFICER
THE SECRETARY OF THE NAVY Chapter 8 contains the 0800 article series. This
chapter is divided into three sections. Section 1
Chapter 3 covers the 0300 article series. This describes the general authority and responsibilities
chapter is divided into two sections and two of the commanding officer. Section 2 outlines the
subsections. Section 1 outlines the responsibilities additional responsibilities of commanding officers
of the Secretary of the Navy. Section 2 describes afloat. Section 3, divided into two subsections,
the composition, responsibility, and authority of covers special circumstances. Subsection A
the Office of the Secretary of the Navy. Section concerns ships in naval stations and shipyards,
2A outlines the responsibilities of civilian and subsection B contains regulations governing
executive assistants within the Office of the prospective commanding officers.
2-9
34. 0801. Applicability f. Naval Military Personnel Manual
(for Navy personnel) or Marine Corps Per-
The provisions of this chapter apply to sonnel Manual (for Marine Corps person-
officers in charge (including petty officers when nel).
so detailed) and those persons standing the
command duty.
THE SENIOR OFFICER PRESENT
0818. Publishing and Posting Orders and Regu- Chapter 9 covers the 0900 article series.
lations The chapter deals with the duties of both
the senior officer present afloat and ashore.
1. In accordance with Article 137 of It defines eligibility for command at sea,
the Uniform Code of Military Justice, the authority and responsibility, and authority
articles specifically enumerated therein within separate commands within the command.
shall be carefully explained to each enlisted It discusses relations with diplomatic and
person: consular representatives and international treaties
a. At the time of entrance on and laws. It outlines the actions of U.S. naval
active duty or within six days thereafter, forces within a vicinity of other armed forces.
b. Again, after completion of six The remainder of the chapter deals with the
months active duty; and relationships of the senior officer present with
c. Again, upon the occasion of foreigners; readiness and safety of forces;
each reenlistment. and general policies such as shore patrol,
2. A text of the articles specifically leave and liberty, assistance to ships, aircraft
enumerated in Article 137 of the Uniform and persons in distress, and admiralty claims.
Code of Military Justice shall be posted in
a conspicuous place or places, readily ac-
cessible to all personnel of the command. PRECEDENCE, AUTHORITY
3. Instructions concerning the AND COMMAND
Uniform Code of Military Justice and
appropriate articles of Navy Regulations Chapter 10 contains the 1000 article series.
shall be included in the training and educa- This chapter is divided into four sections. Section
tional program of the command. 1 describes the precedence of officers and defines
4. Such general orders, orders from officers as line officers, staff officers, and
higher authority, and other matters which warrant officers. Section 2 explains the authority
the commanding officer considers of in- of officers in the Navy. Section 3 describes the
terest to the personnel or profitable for detailing of officers and enlisted persons. Section
them to know shall be published to the 4 contains the regulations pertaining to succession
command as soon as practicable. Such of command.
matters shall also be posted, in whole or
in part, in a conspicuous place or places
readily accessible to personnel of the 1020. Exercise of Authority
command.
5. Upon the request of any person on All persons in the naval service on active
active duty in the armed services, the duty, those on the retired list with pay,
following publications shall be made and transferred members of the Fleet Reserve
available for that person’s personal and the Fleet Marine Corps Reserve are at
examination: all times subject to naval authority. While
a. A complete text of the Uniform on active duty they may exercise authority
Code of Military Justice, over all persons who are subordinate to
b. Manual for Courts-Martial, them. However, they may not exercise that
c. Navy Regulations, authority if on leave of absence, except as
d. Manual of the Judge Advocate noted in this article; on the sick list; taken
General, into custody; under arrest; suspended from
e. Marine Corps Manual (for duty; in confinement; or otherwise incapable
Marine Corps personnel), of discharging their duties.
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35. 1021. Authority Over Subordinates 1038. Authority of a Sentry
This article gives officers the authority A sentry, within the limits stated in his
necessary to perform their duties. or her orders, has authority over all per-
sons on his or her post.
1022. Delegation of Authority
1039. Authority of Juniors To Issue Orders
The delegation of authority and issu- to Seniors
ance of orders and instructions by a per-
son in the naval service shall not relieve No member of the armed forces is
such person from any responsibility imposed authorized by virtue of his or her rank
upon him or her. He or she shall ensure alone to give any order or grant any
that the delegated authority is properly privilege, permission, or liberty to any of-
exercised and that his or her orders and ficer senior to him or her. A member is not
instructions are properly executed. required to receive such order, privilege,
permission, or liberty from a junior, unless
1023. Abuse of Authority such junior is at the time:
a. in command of the ship or other
Persons in authority are forbidden to command to which the senior is attached
injure their subordinates by tyrannical or b. in command or direction of the
capricious conduct, or by abusive military expedition or duty on which such
language. senior is serving
c. an executive officer executing an
1024. Contradictory and Conflicting Orders order of the commanding officer
An enlisted person who receives an order GENERAL REGULATIONS
that annuls, suspends, or modifies one received
from another superior will immediately relate Chapter 11 contains the 1100 article series.
that fact to the superior from whom the last This chapter is divided into five sections. Section
order was received. If, after receiving that 1 covers the topic of administration of discipline.
information, the superior from whom the last Section 2 outlines the standards of conduct.
order was received should insist upon the Section 3 contains regulations governing official
execution of that order, the person must obey records. Section 4 explains the general duties of
it. The person receiving and executing such individuals within the Navy. Section 5 defines the
order will report the circumstances as soon rights and restrictions of persons in the naval
as practicable to the superior from whom the service.
original order was received.
1111. Pecuniary Dealings With Enlisted Persons
1033. Authority in a Boat
No officer should have any dealings involving
This article provides the senior line officer money with enlisted persons except as may be
eligible for command at sea the authority over all required in the performance of the officer’s
persons embarked in a boat. It also delegates the duties or as involved in the sale of personal
officer responsibility for the safety and manage- property. An officer may be designated by
ment of the boat. superior authority to accept deposits from
enlisted personnel for the purpose of safe-
1037. Authority of Warrant Officers, Noncom- guarding these funds under emergency or
missioned Officers, and Petty Officers operational situations.
Chief warrant officers, warrant of- 1112. Lending Money and Engaging in a Trade
ficers, noncommissioned officers and petty or Business
officers shall have, under their superiors,
all necessary authority for the proper per- Naval personnel are not permitted to lend
formance of their duties, and they shall be money to another member of the armed services
obeyed accordingly. at an interest rate, for the period of the loan,
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