Phase IV Study Guide

TBS-LDR-2205c Given an evaluation and the aid of reference, evaluate awards recommendations to ensure the appropriate award is given in recognition of a unit/individual's actions in accordance with the Navy and Marine Corps Awards manual.

Specific Military Decorations Eligibility Requirements pg 2-21: Forwarded award recommendation: (1) recommend approval; (2) recommend approve a lower award; (3) recommend a higher award; (4) disapprove the award/recommend inclusion in a later award; or (5) return the recommendation for further clarification. Approving authority: (1) approve the award; (2) approve a lower award; (3) approve a higher award (if so empowered) or recommend a higher award to the appropriate authority; (4) disapprove the award; or (5) return the recommendation for further clarification.

TBS-OFF-2104g Given an evaluation, identify the phases of an amphibious operation without omission.

Amphibious operations follow a well-defined pattern, sequence of events, or activities. The general sequence is a succession of phases, which may overlap in time, but usually occur in this sequence: PERMA, which stands for planning, embarkation, rehearsal, movement, and action. 1) Planning: The planning phase normally denotes the period extending from the issuance of an order that directs the operation to take place and ends with the embarkation of landing force. However, planning is continuous throughout the operation. Although planning does not cease with the termination of this phase, it is useful to distinguish between the planning phase and subsequent phases because of the change that may occur in the relationship between amphibious force commanders at the time the planning phase terminates and the operational phase begins. The planning phase is the only phase in which the Commander, Amphibious Task Force (CATF) and Commander, Landing Force (CLF) are co-equal. The planning phase begins with the Initiating directive — an order from an establishing authority to the CATF to conduct an amphibious operation. The initiating directive provides for the establishment of the Amphibious Task Force (ATF), states the mission, provides forces required, designates the CATF, CLF, and other COs, and defines the amphibious operation area (AOA) in terms of land, air, and sea. 2) Embarkation: The embarkation phase is the period during which the landing forces, with their equipment and supplies, embark in assigned shipping. The organization for embarkation needs to provide flexibility to support changes to the original plan. The landing plan scheme of maneuver ashore are based on conditions and enemy capabilities existing in the operational area before embarkation of the landing force. A change in conditions of friendly or enemy forces during the movement phase may cause changes in either plan with no opportunity for reconfiguration of the landing force. The extent to which changes in the landing plan can be accomplished may depend on the ability to reconfigure embarked equipment. Embarkation plans are the plans prepared by the landing force and appropriate subordinate commanders containing instructions and information concerning the organization for embarkation, assignment to shipping, supplies and equipment to be embarked, location and assignment of embarkation of the landing force. The landing plan and scheme of maneuver will drive the embarkation plan and will result in combat loading. Combat loading is the arrangement of personnel and the stowage of equipment and supplies in a manner designed to conform to the anticipated tactical operation of the organization embarked. Each individual item is stowed so that it can be unloaded at the required time. 3) Rehearsal: The rehearsal phase is the period during which the prospective operation is rehearsed for the purpose of: • Testing the adequacy of plans, timing of detailed operations, and combat readiness of participating forces. • Ensuring that all echelons are familiar with plans. • Providing an opportunity to reconfigure embarked forces and equipment. • Tests communications. Rehearsal may consist of an actual landing or may be conducted as a command post exercise. 4) Movement: The movement phase is the period during which various elements of the amphibious force move from points of embarkation or from a forward-deployed position to the operational area. This move may be via rehearsal, staging, or rendezvous areas. The movement phase is completed when the various elements of the amphibious force arrive at their assigned positions in the operational area. 5) Action: The decisive action phase is the period from the arrival of the amphibious force in the operational area, through the accomplishment of the mission and the termination of the amphibious operation.

TBS-LDR-2103 While serving as a supervisor of Marines, conduct performance evaluations utilizing fitness reports (FITREPs) or proficiency and conduct marks, to account for individual performance of duties and potential for promotion.

Bring your PES and IRAM...This portion will be open book IRAM: Standards of Conduct pg 4-41 Standards of Proficiency pg 4-43

TBS-UCMJ-1007 Without the aid of references, define the forms of punishment for violations of the UCMJ without omitting key components.

Two broad categories: Non-Punitive measures Punitive measures NPMs: Non-Punitive measures are corrective measures/leadership tools that are designed to overcome noted deficiencies in a unit or an individual and are not imposed as a punishment. Non-Punitive measures include: -Informal and formal counseling. -Extra Military Instruction (EMI). EMI is not meant to be punishment. EMI measures must: Logically relate to the deficiency. Serve a valid training purpose. EMI may be performed after normal working hours, but only: After approval of the commanding officer. Under supervision. EMI is never to be performed: For more than two hours a day. On a Marine's Sabbath - this will vary by individual. Chapter I of the JAGMAN details the specific requirements for EMI. For example: Extra drill for drill failures is permissible. Cleaning the head is not allowed for drill failure; this constitutes unlawful punishment. -Non-Punitive Letter of Caution (NPLOC). A NPLOC is a written censure that is considered a personal matter between the individual receiving it and the superior issuing it. Censure is criticism of one's conduct or performance of duty. Once issued, a NPLOC ceases to exist from an official standpoint. Although the underlying facts giving rise to the NPLOC may be mentioned on a fitness report, the letter itself cannot. -Administrative Withholding of Privileges. A privilege is a benefit, advantage or favor provided for the convenience or enjoyment of an individual. A commander, (including a platoon commander), may withhold privileges, so long as an individual is not deprived of normal liberty. The following are examples of privileges: special liberty, enlisted/officer clubs, commissary, PX, bowling alley, on-base driving. For example, if a Marine becomes drunk and causes a disturbance at the base theater, the commander may put the base theater off-limits to the Marine for a limited period of time. Because the measures described above are non-punitive, any small unit leader (down to fire team leader) may use them. Platoon commanders must closely monitor the use of such measures by enlisted subordinates to ensure that illegal punishment is not inadvertently imposed. Punitive Measures: -Non-Judicial Punishment (NJP). The lowest level of punitive measure, NJP is imposed by commanding officers and officers-in-charge on members of their commands for minor offenses. The purpose of NJP is to quickly correct minor offenses without resort to trial by court-martial. -Summary Court-Martial Generally: Summary Court-Martial (SCM) is the lowest, least severe form of court-martial under the UCMJ. Although called a court-martial, like NJP this is not a judicial proceeding. It is not a "criminal prosecution" like a SPCM or GCM. Only enlisted personnel can be tried by SCM. -Special (SPCM) and General (GCM) Court Martial SPCMs and GCMs are formal, adversarial trial proceedings. They consist of: A military judge. Trial counsel (prosecutor). Defense counsel. The accused. There may or may not be a panel of members (jury). The accused has a choice of composition: Military judge alone. Panel of officers. Court with enlisted membership. An enlisted accused may request that at least one-third (1/3) of the composition of the court include enlisted members. Enlisted members: Must be senior to the accused, either by rank or date of rank. May not be from the same unit as the accused. -Special Court-Martial (SPCM). Battalion or squadron commanders or higher convene SPCMs. An SPCM requires a minimum of three members (if not military judge alone). Maximum sentence at an SPCM includes: Confinement for 12 months. Forfeiture of two-thirds (2/3) base pay per month for 12 months. Reduction to the lowest enlisted grade (E-1). Bad conduct discharge (BCD). -General Court-Martial (GCM). A commanding general, after formal pretrial investigation under Article 32, UCMJ, convenes a GCM. Before charges may be referred to a GCM, a pretrial investigation is required. It is a thorough, impartial investigation to inquire into the truth of the matters set forth in the charges, the form of the charges and to recommend an appropriate disposition. The pretrial investigation serves a function similar to the grand jury in civilian proceedings.

TBS-UCMJ-2309 Given a scenario with the aid of the JAGMAN, determine how to conduct a Command Investigation in accordance with JAGINST 5800.7_ Manual of Judge Advocate General (JAGMAN).

What are the four parts of a command investigation report? 1. Preliminary Statement (Set forth the nature of the investigation) 2. Findings of Facts (A fact is something that is or happens) 3. Opinions (Reasonable evaluations, interferences, or conclusions based on the facts found. Opinions are value judgements) 4. Recommendations (Proposals made on the basis of the opinions) The Command Investigation (CI) functions: search out, develop, assemble, analyze, and record all available information relative to the incident under investigation. When required: -aircraft mishaps; -explosions; -ship stranding or flooding; fires; -loss of government funds or property; -firearm accidents; -security violations; -injury to servicemembers, where such injury is incurred while "not in the line of duty"; and -deaths of servicemembers where there is a "nexus," or connection, to naval service. A CI would NOT be used for the following: -"Major" incidents, (see JAGMAN Appendix A-2-a for definition); -incidents that have resulted or are likely to result in claims or litigation against or for the Navy or the United States. Rules on Convening. A CI will be convened, in writing, by the CA. When the CA feels that the investigation of an incident is impractical or inappropriate for the command to investigate, another command may be requested to conduct the investigation. Time Periods. The CA will prescribe when the report is due, normally 30 days from the date of the convening order. Conducting the Investigation: The general goal is to find out who, what, when, where, how and why an incident occurred.

TBS-LDR-1003b Given an evaluation, define the platoon commander's role in the promotion process without omission.

You should remember to communicate the following to the board in your Section I comments: a) Mandatory - Address performance, proficiency, leadership, promotability, potential and other traits that describe the MRO in the "whole Marine" concept. The "word picture" of the report. b) Directed-Addressed throughout the PES and reference specific sections from Sections A-H of the FitRep c) Additional - not directly related to performance as a Marine, but demonstrate important aspects of the MRO's character

TBS-LDR-2103a With the aid of reference, identify elements of the fitness report, in accordance with the Performance Evaluation System (PES) manual without error.

A: Administrative Information B: Billet Description C: Billet Accomplishments D-:H Performance Anchored Rating Scales (PARS) D: Mission Accomplishments E: Individual Character F: Leadership G: Intellect and Wisdom H: Fulfillment of Eval Responsibilities I: Directed & Add'l Comments -Mandatory -Directed -Additional K: Reviewing Officer Comments -Mandatory -Directed -Additional L: Addendum Page(s)

TBS-UCMJ-2204 Given a scenario without the aid of references, identify how to apprehend a suspect without omission in accordance with the Uniformed Code of Military Justice.

Apprehension: Taking an individual into custody. The military equivalent of civilian "arrest". How to apprehend: -Identify yourself -Clearly notify the person who is being apprehended that he or she is in custody — tell the person why he or she is being apprehended. -Reasonable force may be used to affect an apprehension. (if possible equal or senior in rank to the individual). -Always search the individual apprehended immediately after taking him or her into custody.

TBS-LDR-2103e Given an evaluation, identify the roles and responsibilities of individuals in the Fitness Reports process without omission.

Chapter 2 of the PES delineates the specific responsibilities of the reporting chain. pg. 2-1 -Marine Reported On (MRO): The MRO is not part of the reporting chain. -Reporting Senior (RS): Generally the first officer (commissioned or warrant) or civilian GS-9 or above in the MRO's chain of command. In rare cases, the RS can be an equal ranking officer. -Role. The RS must establish and clearly convey duties and responsibilities to the MRO (see chapter 4, paragraph 4) and observe, evaluate, and accurately report on the Marine's performance, professional qualities, and potential -Reviewing Officer (RO): Generally the first (commissioned) officer or GS-10 in the RS's chain of command -Role. ROs must provide the experienced leadership, supervision, and detached point of view necessary to ensure consistent, accurate, and unbiased evaluations. Third Officer Sighter: Required for all adverse reports. Normally the RS of the RO, although certain exception may apply (see Chapter 5 of the PES). The duties and responsibilities of a third officer sighter involve adverse fitness reports. See chapter 5, paragraph 5

TBS-OPS-1004e Given motorized or mechanized assets, a unit, and an order as part of a scenario, describe how to task organize for mounted operations to support the scheme of maneuver and accomplish the mission.

Convoys are task organized into a Lead Security Unit, Main Body, and Rear Security Unit. The Lead Sec Unit provides security to the front and flanks of roughly the first half of the convoy and is usually tasked to "guard the front." Similarly, the Rear Sec Unit provides security to the rear and flanks of roughly the second half of the convoy and is, therefore, tasked to "guard the rear." The Main Body consists of the vehicles that are actually transporting the personnel/cargo that make up the mission and is most often tasked to "protect" that cargo. The Main Body vehicles should be located within the middle of the convoy and will supplement flank security if they are also equipped with CSWs. This task organization is flexible as the different units may even overlap within the convoy if the Main Body cannot provide its own flank security. For example, your Lead Sec Unit could be vehicles 1, 2, 3, and 5; while the Main Body vehicles are 4, 6, and 8; and the Rear Sec Unit vehicles are 7, 9, and 10. Furthermore, this concept can be applied to convoys of three vehicles or thirty vehicles the same way. To the greatest extent possible, vehicles should be designated and employed in buddy pairs for mutual support. The Sec Units should also be prepared to rotate based on your SOM or immediate action (IA) drills. For convoy operations, the distribution of forces as it applies to your task-organized subordinate units does not change. Therefore, there is no need to brief anonymously since the Lead Sec Unit is always SE1, the Main Body is the ME, and the Rear Sec Unit is SE2.

TBS-LDR-2103c Given a scenario, with the aid of reference, identify follow-on actions upon submission of a fitness report in accordance with the Performance Evaluation System (PES) manual in sequence without error.

Follow-On Actions: Once the fitness report has been submitted by the RS to the RO (in a timely manner, allowing the RO sufficient time to make their marking and comments prior to the submission deadline to MMRP), they should have a discussion with the MRO on their markings and comments. Keep in mind, the PES and counseling are separate but complementary. The FitRep should produce no surprises for the MRO. Transparency with the MRO in regards to RV of a report or RS profile should be encouraged so they are not surprised by the report when they see it on their Master Brief Sheet. The RS should also check the status of the MRO's fitness report on the Manpower website and ensure no date gaps larger than 31 days exist (https://www.mmsb.usmc.mil/Date_Gap/).

TBS-MOUT-1001a Given an evaluation, identify the levels of urban environments without omission.

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

TBS-MOUT-2001b Given a scenario, identify task organization considerations in an urban environment without omission.

Offensive Task Organization: 1. Assault Element(Unit). The purpose of the assault element is to kill, capture, or force the withdrawal of the enemy from an urban objective. The assault element of a company/ platoon/ squad may consist of one or more platoons/ squads or fire teams usually reinforced with engineers and other attachments organic to a infantry battalion. Building and room clearing are conducted at the platoon, squad and fire team level. The assault element must be prepared to breach and to gain entry into buildings. Further subdivided into Assault, support, and security elements. 2. Support Element(Unit). The purpose of the support element is to provide any support that may be required by the assault element. The support element at the company/platoon/ squad level normally consists of the company's organic assets (platoons, mortars, and antitank weapons), attachments, and units that are under the control of the company commander. This assistance includes, but is not limited to: -Destroying or suppressing enemy positions with direct-fire weapons -Setting up support by fire locations; shifting fires, cease. 3. Security Element(Unit). The purpose of the security element is to isolate without intent from the other buildings, and enabling the assault element to make entry into the objective. The security element of a company, platoon or squad may consist of one or more platoons/squads usually not reinforced. Its not uncommon for the security element to split their forces in order to isolate larger sectors of the Area of Operations (AO).

The Phase IV Written Exam will be conducted with the completion of all classroom instruction in Phases I, II, III & IV. The exam is divided into two parts, a closed book part, and an open book part.

Part 1 is closed book. You will have 45 minutes to complete Part 1. Part 1 of the exam contains multiple-choice, matching and true/false type test items. Each question in Part 1 is worth 2 Points. Students are expected to bring a Number 2 pencil to complete Part 1. Part 2 will be open book. You will have 1 hour and 45 minutes to complete Part 2. Once you have completed Part 1, you may move on to Part 2, however, you will NOT be allowed to access reference materials until directed by the proctor. Students will need to bring a laptop or tablet device with the most current copies of the PES Manual, IRAM and Awards Manual. These documents will be required to complete Part 2. International Officers will NOT take Part 2 of the exam.

TBS-LDR-1009b Given an evaluation, identify the types of Marine Corps awards without omission.

Personal/Military Decorations. According to SECNAVINST 1650.1H, "a Military decoration (personal award) is an award bestowed on an individual for a specific act or acts of gallantry or meritorious service." Military decorations have a long history dating back to the rewards that kings and tribal chiefs could bestow upon brave warriors for actions committed on the battlefield. In the Marine Corps today, there exist an array of awards that serve to recognize individual Marines for exhibiting bravery on the field of battle or exemplary service in a peacetime environment. Unit Awards. According to SECNAVINST 1650.1H, "unit awards recognize entire organizations for outstanding heroism or achievement performed during periods of war, international tension, national emergencies, or extraordinary situations that involve national interests." The most common unit awards are (in descending order) the Presidential Unit Citation (PUC), the Joint Meritorious Unit Award (JMUA), the Navy Unit Citation (NUC), and the Meritorious Unit Commendation (MUC). All personnel who were a part of the unit and served honorably during the period recognized will receive the unit award. (As you may have observed from your Marine Corps Uniforms class, there is no authorized medal for unit awards.) The approval process for unit awards is clearly documented in Chapter 3 of SECNAVINST 1650.1H. Campaign/Service Awards. SECNAVINST 1650.1H describes campaign or service award as "an award issued to an individual to denote participation in a campaign, war, national emergency or expedition, or to denote service requirements fulfilled in a credible manner." Upon approval of a particular campaign/service award, CMC will release a message identifying the awards criteria and/or units authorized to receive the award. Typically, the unit's administration section will submit a roster to the unit diary of all personnel who served honorably with the command during the period awarded and are therefore eligible for the award. Once approved, personnel will be notified through their chain of command that they rate the award.

TBS-LDR-2103f Given an evaluation, identify the concept of relative value in the Fitness Reports process without error.

Relative value is used to "grade the grader" and account for differences in grading philosophies on the PARS between officers. The RV of a report allows individuals making personnel management decisions to weight the merit of that report in relation to the RS's profile. RV reflects how a FitRep average of an individual report compares to the RS's average of all FitReps written by the RS on Marines of the same grade, as well as the highest report written by the RS for a Marine of that grade. RV is a context tool that controls for the variable toughness of reporting seniors. Boards brief and utilize RV, not the Fitness Report Average. It is important to keep in mind grades are earned by the MRO based on their performance, not given to attain a perceived fitness report average or RV to set a Marine up for success or failure on a board. There are three key numbers for relative value. The highest score of all Marines of a given rank you have written as an RS for is assigned the RV of 100 (you can have multiple 100s if there are multiple reports with that score). The average of all reports you have written as an RS for that same rank is given the RV of 90 (again, there can be multiple 90s). The difference between the 100 RV and the 90 RV is then subtracted from the 90 and that number is assigned the RV of 80. Any reports which fall underneath this number are automatically raised to an RV of 80. A report will only generate a relative value when an RS has written three or more reports on Marines of a given grade.

TBS-TRNG-2004b Given an exam, identify the training development phases in accordance with NAVMAC 1553.1_ (SAT Manual).

The SATE process, in regards to UTM, consists of five phases: analysis, design, development, implementation, and evaluation. Analysis Phase: The analysis phase determines the unit's performance objectives. The unit's performance objectives are written as tasks that the unit must be prepared to accomplish. The commander begins this phase with a detailed mission analysis. The inputs to this analysis include the commander's higher headquarters' METL, supported and supporting unit METLs, campaign plans, table of organization (T/O) mission statements, contingency plans, anticipated missions, and doctrine. Design Phase: The purpose of the design phase is to design or layout a training plan for a unit. The design of each unit's training plan is based primarily on the unit's level of proficiency in its METL tasks. Unit training plans may consist of long-range, midrange, and short-range plans. Development Phase: During the development phase, commanders ensure that all logistical and background preparations are completed prior to the actual start of the training evolution. The generation, submission, and follow through on requests for transportation, budgeting, ammunition, and other items that support the scheduled training are a critical part of this phase. All personnel and resources are allocated so that preparatory work can be conducted that will allow for the smooth execution of the training plans. Preparatory work may require the generation of letters of instruction (LOI) from the commander that direct specific implementation of training plans. Such LOIs serves to provide guidance and direction for preparation for training. It is also during this phase that trainers are trained to meet the needs of the particular training evolution. Trainers should review their instructional procedures and the materials they will present during assigned periods of instruction. Officers and SNCOs, who will lead units through training exercises, should review/define training objectives and goals in accordance with the guidance provided from the commander. Implementation Phase: Training plans are executed during the implementation phase. Trainers should understand the desired performance, the standards, and the conditions under which training should occur. The implementation phase has three basic steps. -Staging of resources and personnel -Conducting the Scheduled Exercise -????? not in PUB Evaluation Phase: Evaluation is a continuous process that occurs at all echelons and during every phase of SATE. SATE is the dynamic process that allows continuous improvement to the training program by the application of evaluation techniques at any point along the process, not solely upon completion of a phase. Commanders constantly evaluate planning and resource actions to ensure they are mission-oriented and that they build toward combat readiness.

TBS-UCMJ-1001b Given an evaluation, define the right to refuse NJP without error.

The accused has an absolute right to refuse NJP: - Unless attached to or embarked on a vessel. - During the NJP proceeding, up until the moment punishment is imposed. If an accused refuses NJP, the commanding officer has several options: 1. Refer the case to trial by court-martial (or, if he/she is not a court-martial convening authority, forward the case to a senior commanding officer recommending such referral). 2. Take no further action. 3. Use administrative / non-punitive measures to resolve the case.

TBS-OFF-2104h Given an evaluation, define landing plan considerations without omission.

The landing plan scheme of maneuver ashore are based on conditions and enemy capabilities existing in the operational area before embarkation of the landing force

TBS-UCMJ-2205 Given a scenario of a situation covered by Uniform Code of Military Justice (UCMJ) and competent authority, determine how to conduct a lawful search and seizure without error and in accordance with commander's guidance.

Two types of searches: 1. Those requiring probable cause. 2. Those not requiring probable cause. -Requiring Probable Cause: you need to have probable cause and proper authorization or permission. Get your authorization (preferably in writing) -Who may authorize searches? The convening authority or OIC who has control over the place where the property or person -The most common searches that DON'T REQUIRE probable cause are: -Searches of government property. -Consent searches. -Searches incident to lawful apprehension. -Emergency searches. -Searches of open fields or woodlands. Who may conduct a search or seize evidence found? - Commissioned officers - Warrant officers - Noncommissioned officers - When in the execution of guard or police duties

TBS-LDR-1007c Given a mission and civilian areas, structures, capabilities, organizations, personnel, and events, integrate civil considerations into tactical planning to develop an estimate of the situation.

We will continue to use OCOKA-W to guide our planning in regards to the physical terrain, but we will additionally consider the cultural elements using the acronym ASCOPE (Area, Structures, Capabilities, Organizations, People, Events). ASCOPE: Areas. These are areas that have significance to the local population. As planners we must examine tribal boundaries, religious and political influences, and the physical location of local centers of business, religion, and politics in order to guide us in the application of our influence and force. Structures. Planners for urban operations must understand the impact of particular physical structures in an assigned area. While hospitals and mosques might quickly come to mind as politically and culturally sensitive structures, such locations as schools, monuments, and cemeteries might also have a great impact on the success or failure of a mission. When Marines use some structures for a tactical advantage, the population may have a negative response to the occupation of the structure. This must be taken into account during operations. Other structures are high value targets to insurgents, police stations and rival mosques for example, and their security must be factored into planning operations. Capabilities. These are the functions and services that local authorities provide. Examples include courts, hospitals, police, firefighters, and things as basic as drinking water and sanitization. We may use the local police to assist us, or coordinate for firefighting and medical assistance. To gain the support of the population we can assist the locals in improving their capabilities. Organizations. People with a shared interest or goal make up organizations. These can be religious groups, criminal organizations, foreign nongovernmental organizations, or a host of other entities. We will support some and eliminate others, but we must first identify how each organization can help or hurt our mission. People. Key individuals in any area must be considered as important as key terrain. These people's support or opposition can affect our mission. Marine leaders will interact with tribal, religious, or political leaders who can influence the population. Events. Each culture maintains key dates that are important to them for different reasons. We have seen how particular dates or calendar events can be connected to a rise in insurgent activity in Iraq. This is not an isolated phenomenon and can be expected in any urban operations environment. The battle of Hue City was a result of the Tet Offensive in 1968 when the North Vietnamese used a holiday as an impetus for their massive assault on South Vietnam. Elections may entice the enemy to attack us or the general population. Weddings and funerals will draw crowds, and may include celebratory gunfire. We must understand what events will take place in our area of operations, and plan for the population's reaction to these events.