1. Test #2 Review
NVSC 101
4 November 2014

2. Authority
U.S. Navy Regulations outlines the authority of a Naval Officer. Upon commissioning, an officer is granted the authority and responsibility to perform his or her duties.
Definition - the power to determine, adjudicate, or otherwise settle issues or disputes; jurisdiction; the right to control, command, or determine.

3. Officer of the Deck Officer of the Deck (OOD) (Underway)
Safe navigation of the ship
Avoid danger and keep station by issuing the necessary helm and rudder orders
Make all required reports to the CO
Supervise all personnel on watch
Know the status of the engineering plant
Carry out the routine of the ship
Supervise and conduct OJT for the JOOD and JOOW

4. Junior Officer of the Deck
OOD usually delegates the Conn to the JOOD
The ‘Conn’
Directs the movement of the ship with rudder and engine orders

5. Combat Information Center Watch Officer (CICWO)
Supervises CIC
Makes recommendations to the OOD concerning safe navigation and station keeping

6. Tactical Action Officer (TAO)
Assigned during wartime steaming or higher threat (deployment)
The TAO is responsible for tactical employment of the ship's weapons systems and defense of the ship

7. Engineering Officer of the Watch (EOOW)
Ensures the safe operation of the ship's engineering plant

8. Command Duty Officer (CDO)
Direct representative of the CO
Larger ships may have a CDO underway, smaller ships only when in port
All persons, regardless of rank, are subordinate to the CDO

9. OOD Inport Supervises the quarterdeck, ensures security of the ship
Carries out the ship's routine

10. Ship's Organization
Administrative Chain of Command - Department Heads report to CO through XO.
Operational Chain of Command - Department Heads report directly to CO

11. Battle Organization Conditions of Readiness
I: General Quarters - maximum state of readiness; entire crew at battle stations
II: Special watch for specific mission (ASW – Anti-Submarine Warfare)

12. Battle Organization Conditions of Readiness
III: Wartime Steaming, 1/3 of crew on watch
IV: Normal Peacetime Steaming
V: Peacetime Watch Inport - enough personnel onboard to cover emergencies and get underway

13. Admin Organization Commanding Officer (CO)
Absolute responsibility: safety, well-being, and efficiency of his/her command
Safe navigation
Preparation of ship for battle
Direct ship to engage enemy to the best of its ability
Morale, welfare, and living conditions of crew

14. Admin Organization Commanding Officer
May delegate authority, but not responsibility
Training and education delegated to XO
Must be a line officer aboard ship

15. Admin Organization Executive Officer (XO)
Second in command, must be ready to assume command in the event CO is disabled
Coordinates all departments
Morale, welfare, discipline, cleanliness
Damage control, supervise operational plans and skeds….more…

16. Admin Organization Department Heads Examples
Responsible for all aspects of their department
Examples

17. Admin Organization Division Officer
Acts as an assistant to the DH by running a Division of Sailors generally of the same rate
Examples

18. Admin Organization Division Supervisors LCPO - ideally E-7/E-8
Leading Petty Officer – E-6
Work Center Supervisor- E-5, runs 3M (maintenance and material management) program

19. Special Watch Routines
General Quarters
Sea and Anchor Detail
Anchoring detail
Anchor watch

20. Bills and Logs Watch, Quarter and Station Bill
Designates personnel by name, rank, and billet for each casualty situation
Fire, Flooding, Man Overboard, etc.

21. Ground Tackle and Mooring Equipment
Cleat - Consists of a double-ended pair of horns, used for securing a line or wire.
Bitts - Pairs of heavy vertical cylinders, used for making fast lines led through chocks.
Bollard - Strong cylindrical upright on a pier, about which a mooring line is placed.

23. Ground Tackle and Mooring Equipment
Camel - A large float or raft used as a fender.
Rat guards - Shields secured around mooring lines to prevent rats from coming board ships.

24. Dip the Eye
When two bights are placed on the same bollard, the second one is led up through the first before being put over the bollard. This allows either to be cast off without moving the other.

25. Mooring Lines Mooring lines are the lines used to secure the
ship to a wharf, pier or another ship.
Definition of lines:
Breast lines - Run at right angles from the ship,
control distance of ship from pier
Aft spring lines - Tend aft from ship, control
forward movement.
Forward spring lines - Tend forward from the
ship, control aft movement

26. Mooring Lines Numbering of lines: #1 - Bow line2 3 4 5 6 1
Numbering of lines:
#1 - Bow line
#2 - Aft bow spring line
#3 - Forward bow spring line
#4 - Aft quarter spring line
#5 - Forward quarter spring line
#6 - Stern line

27. Officer’s Role in Ship Safety
A ship is an industrial environment with accidents around every corner
What role do officers play in preventing accidents?
Why must the safety officer focus on the “BIG PICTURE?”

28. Your Goal as a Division Officer
#1 Ensure my personnel keep their fingers and toes.
#2 Keep all my fingers and toes.
#3 Make sure the ship’s evolution is successfully and safely completed.

29. General Shipboard safety
Shipboard life is inherently different and dangerous.
Don’t have loose clothing or hair.
Keep your boots tied.
Wear leather, steel-toed boots.
Don’t wear CNTs or corfams shipboard
Hearing protection

30. Shipboard Protective Attire
Steel toed boots
Hard hats
Hand and eye protection
Hearing protection
Secure loose clothing
Life jackets

31. Movement during Battle Stations (GQ)

32. Repair Lockers Quantity: 3 on CRUDES (Rep2/3/5)
Function:Take charge of activities in their area of responsibility after damage is sustained, keeping DC Central informed.

33. Watertight Integrity
Navy ships are extensively compartmented. This compartmentalization acts as a barrier to fires and flooding and prevents further damage. Navy ships are built to withstand the solid flooding of a certain number of compartments without sinking. This passive defense is surrendered if watertight integrity is not maintained through training and repair. Watertight doors and hatches must be maintained and closed properly.

34. Fire What makes up a Fire?
FUEL
OXYGEN
IGNITION
SOURCE

35. What is it? Fuel: The part of the triangle that burns. Paper,wood
Oil/gas
Paint
Wires
Textiles/cloth
Metal

36. What is it?
Oxygen: The part of the triangle that allows for combustion to take place or to burn.

37. What is it?
Ignition source: The temperature that is needed for a substance to exceed it’s flash point, or temp where it burns.

38. Types of Fires
Class A
Class B
Class C
Class D

39. Types of Firefighting Agents
CO2
PKP
AFFF
Halon
Water

40. SCBA Self Contained Breathing Apparatus Aka Scott air-pack
All fire party members
30-45 minutes of HP air
Positive Pressure
Worn on back

41. EEBD (Emerg. Escape Breathing Device)
Up to 15 minutes
Escape (egress) only
DO NOT use to fight fires

42. DC Review 1. Discuss the fire triangle.
2. Discuss the four types of fires and the primary agents for combating them.
3. Discuss fire fighting agents and how they extinguish fires.
4. What is the purpose of the SCBA? How much oxygen should it provide?
5. What is the purpose of the EEBD? How much oxygen does it provide?
6. Discuss some of the material conditions of readiness

43. Discuss ship identification
The initial letter of the ship’s identification indicates the ship’s mission:
C - - Carrier
V - - Fixed Wing
C - - Cruiser
D - - Destroyer
F - - Frigate
G - - Guided Missile
S - - Submarine/Submersible
P - - Patrol combatant
L - - Amphibious assault
A - - Auxiliary
M - - Mine warfare

44. Ship identification continued
Example: USS Chancellorsville (CG62)
USS - United States’ ship
Chancellorsville - Ship’s name
CG - Indicates guided missile cruiser
62 - Hull number
Ship size/Displacement
Armament
Ship speed
Ship categories
Combatants
Warship
Aircraft Carriers (CVN)
Surface combatants
Cruisers (CG)
Destroyers (DD, or DDG)
Frigates (FF, or FFG)
Patrol Craft (PC)

45. Ship categories continued
Combatants continued
Submarines
Nuclear (SSN)
Nuclear-ballistic missile (SSBN)
Nuclear cruise missile (SSGN)
Other combatant ships
Patrol combatants (PC)
Amphibious warfare ship
Amphibious assault (general purpose) (LHA)
Amphibious assault (multipurpose) (LHD)
Amphibious transport dock ships (LPD)
Dock landing ships (LSD)
Amphibious command ships (LCC)
Mine warfare
Mine countermeasures ship (MCM)

46. Aircraft Designations
Letter
“F” = Fighter
“B” = Bomber
“A” = Attack
“P” = Patrol
“S” = ASW
“K” = Tanker
“H” = Helo
“E” = Electronic
Number
Signifies the sequential development of the aircraft.
For example –
F-14’s were developed before F-22’s
Gaps in numbering can signify models that never “got off the drawing board.”

47. Squadron Designations
Squadrons
First Letter
“V” = Fixed Wing
“H” = Rotary Wing
Second / Third Letter
“F” – Fighter
“A” = Attack
“P” = Patrol
“S” = ASW
“C” = Cargo / Logistics
“Q” = Electronic Warfare
“AW” = Early Warning
“L” = Light
“H” = Heavy
Examples
VP-40
HSL-37
VAQ-132
VFA-137
VAW-112
VMAQ-2
HMH-366

48. HISTORY
Tun Tavern
Philadelphia, PA

49. USMC HISTORY and TRADITIONS
The Marine Corps Emblem
Brigadier General Jacob Zeilin establishes the Marine Corps Emblem
EAGLE = Our Nation
GLOBE = Worldwide Service
ANCHOR = Naval Traditions
THE 13TH COMMANDANT GEN ZEILIN CRAETED THE EGA BASED OFF A DESIGN FROM THE BRITISH ROYAL MARINES.

50. This is what we stand for.
Core Values
Honor
Courage
Commitment
Our most important attributes.
This is what we stand for.

51. Mission Make Marines Win Battles Create Quality Citizens
Our Mission is the foundation of our reputation;
we are judged on our success in each task.
Make Marines: “The transformation of becoming a United States Marine is a national treasure that the Marine Corps guards carefully--our standards remain high.” (Strategic Communication Plan, July 2007, pp 5).
Win Battles: “We are the Nation's "shock troops, "always ready and always capable of forcible entry… The resourcefulness and versatility of our Marines have enabled our success in combat operations, stability and security operations, and counterinsurgency operations.” (Strategic Communication Plan, July 2007, pp 3).
Create Quality Citizens: “The Nation must see that we create quality citizens who are better for their service as a Marine, or she will not entrust us with her sons and daughters.” (Strategic Communication Plan, July 2007, pp 1).
This is what we do.

52. USMC Organization and Missions
Foreign Service Act of 1946 establishes:
- Marine Security Guards
- White House Duties
- “President’s Own”
- HMX-1

53. Warfighting Philosophy
Maneuver Warfare
“… a warfighting philosophy that seeks to shatter the enemy’s cohesion through a variety of rapid, focused, and unexpected actions which create a turbulent and rapidly deteriorating situation with which the enemy cannot cope.” (MCDP-1)
Aims to shatter enemy system rather than completely destroy his forces
Maneuver in space (positional) and time (temporal)
“Rather than wearing down an enemy’s defenses, maneuver warfare attempts to bypass these defenses in order to penetrate the enemy system and tear it apart. The aim is to render the enemy incapable of resisting effectively by shattering his moral, mental, and physical cohesion—his ability to fight as an effective, coordinated whole—rather than to destroy him physically through the incremental attrition of each of his components, which is generally more costly and time-consuming.” (MCDP-1, pp 73).

54. Warfighting Philosophy
Key Ingredients of Maneuver Warfare
Speed
Establish pace the enemy can’t maintain
Focus
Against enemy’s critical vulnerabilities
Ruthless Opportunism
Seek out weakness
Surprise
Strike at unexpected time and place
“Inherent in maneuver warfare is the need for speed to seize the initiative, dictate the terms of action, and keep the enemy off balance, thereby increasing his friction. We seek to establish a pace that the enemy cannot maintain so that with each action his reactions are increasingly late—until eventually he is overcome by events.
Also inherent is the need to focus our efforts in order to maximize effect. In combat this includes violence and shock effect, again not so much as a source of physical attrition, but as a source of disruption. We concentrate strength against critical enemy vulnerabilities, striking quickly and boldly where, when, and in ways in which it will cause the greatest damage to our enemy’s ability to fight. Once gained or found, any advantage must be pressed relentlessly and unhesitatingly. We must be ruthlessly opportunistic, actively seeking out signs of weakness against which we will direct all available combat power. When the decisive opportunity arrives, we must exploit it fully and aggressively, committing every ounce of combat power we can muster and pushing ourselves to the limits of exhaustion.
An important weapon in our arsenal is surprise, the combat value of which we have already recognized. By studying
our enemy, we will attempt to appreciate his perceptions. Through deception we will try to shape the enemy’s expectations. Then we will exploit those expectations by striking at an unexpected time and place. In order to appear unpredictable, we must avoid set rules and patterns, which inhibit imagination and initiative. In order to appear ambiguous and threatening, we should operate on axes that offer numerous courses of action, keeping the enemy unclear as to which we will choose.
Besides traits such as endurance and courage that all warfare demands, maneuver warfare puts a premium on certain
particular human skills and traits. It requires the temperament to cope with uncertainty. It requires flexibility of mind to deal with fluid and disorderly situations. It requires a certain independence of mind, a willingness to act with initiative and boldness, an exploitive mindset that takes full advantage of every opportunity, and the moral courage to accept responsibility for this type of behavior. It is important that this last set of traits be guided by self-discipline and loyalty to the objectives of seniors. Finally, maneuver warfare requires the ability to think above our own level and to act at our level in a way that is in consonance with the requirements of the larger situation.” (MCDP-1, pp 74-76).

55. Warfighting Philosophy
Philosophy of Command
C2 (Command & Control) must be decentralized
C2 is not just equipment and procedures
Human element of command is critical
Boldness, initiative, personality, strength of will, imagination
Command from the front
Where you can best influence the action
Show willingness to share danger and privation
“It is essential that our philosophy of command support the way we fight. First and foremost, in order to generate the tempo of operations we desire and to best cope with the uncertainty, disorder, and fluidity of combat, command and control must be decentralized. That is, subordinate commanders must make decisions on their own initiative, based on their understanding of their senior’s intent, rather than passing information up the chain of command and waiting for the decision to be passed down. Further, a competent subordinate commander who is at the point of decision will naturally better appreciate the true situation than a senior commander some distance removed. Individual initiative and responsibility are of paramount importance. The principal means by which we implement decentralized command and control is through the use of mission tactics, which we will discuss in detail later.
Second, since we have concluded that war is a human enterprise and no amount of technology can reduce the human dimension, our philosophy of command must be based on human characteristics rather than on equipment or procedures. Communications equipment and command and staff procedures can enhance our ability to command, but they must not be used to lessen the human element of command. Our philosophy must not only accommodate but must exploit human traits such as boldness, initiative, personality, strength of will, and imagination.” (MCDP-1, pp 77-78).

56. Warfighting Philosophy
Combined Arms
The full integration of arms in such a way that to counteract one, the enemy must become more vulnerable to another
Takes advantage of complimentary characteristics of different types of units
Pose the enemy not just with a problem, but with a dilemma — a no-win situation
“In order to maximize combat power, we must use all the available resources to best advantage. To do so, we must follow a doctrine of combined arms. Combined arms is the full integration of arms in such a way that to counteract one, the enemy must become more vulnerable to another. We pose the enemy not just with a problem, but with a dilemma—a no-win situation.
We accomplish combined arms through the tactics and techniques we use at the lower levels and through task organization at higher levels. In so doing, we take advantage of the complementary characteristics of different types of units and enhance our mobility and firepower. We use each arm for missions that no other arm can perform as well; for example, we assign aviation a task that cannot be performed equally well by artillery. An example of the concept of combined arms at the very lowest level is the complementary use of the automatic weapon and grenade launcher within a fire team. We pin an enemy down with the high-volume, direct fire of the automatic weapon, making him a vulnerable target for the grenade launcher. If he moves to escape the impact of the grenades, we engage him with the automatic weapon.
We can expand the example to the MAGTF level: We use assault support aircraft to quickly concentrate superior ground forces for a breakthrough. We use artillery and close air support to support the infantry penetration, and we use deep air support to interdict enemy reinforcements that move to contain the penetration. Targets which cannot be effectively suppressed by artillery are engaged by close air support. In order to defend against the infantry attack, the enemy must make himself vulnerable to the supporting arms. If he seeks cover from the supporting arms, our infantry can maneuver against him. In order to block our penetration, the enemy must reinforce quickly with his reserve. However, in order to avoid our deep air support, he must stay off the roads, which means he can only move slowly. If he moves slowly, he cannot reinforce in time to prevent our breakthrough. We have put him in a dilemma.” (MCDP-1, pp 94).

57. MAGTF Basic Organization
Command Element
(CE)
Ground Combat Element
(GCE)
Air Combat Element
(ACE)
Logistics Combat Element
(LCE)
Basic structure never varies, but number, type, and size of units in each of the four elements will be mission-dependent.

58. Command Element (CE)
Headquarters integrates the ACE, GCE, and LCE together to accomplish a mission
Command and Control (C2) functions

59. Ground Combat Element (GCE)
Ground combat power
May include:
Infantry
Artillery
Tanks
Amphibious Assault Vehicles (AAV)
Light Armored Recon (LAR)
Combat Engineers
Reconnaissance

60. Air Combat Element (ACE)
Air and lift capabilities
May include:
Fixed & rotary wing
Attack
Assault
Marine air control
Air Traffic Control (ATC)
Air defense
Aviation logistics and support

61. Logistics Combat Element (LCE)
Logistical sustainment
Functions include:
Transportation
Supply (food, fuel, ammo)
Maintenance
General engineering
Health services (medical/dental)
General Services

62. Four Types of MAGTFs Marine Expeditionary Force (MEF) – large
Marine Expeditionary Brigade (MEB) – medium
Marine Expeditionary Unit (MEU) – small
Special Purpose MAGTF (SPMAGTF) – varies CE
GCE
ACE
LCE

63. Designators
A designator is a four-digit, numeric code that describes the type of job an officer is designated to do.
The last number indicates the status of an officer with a "5" meaning reserve, "0" regular, and "7" training active reserves (TAR)

64. Communities
Unrestricted Line Officers: Perform combat missions for the Navy.
Restricted Line Officers: Not eligible for command at sea.
Staff Officers: Provide services and support for the line communities.
TAR Officers: These officers are reserve officers on active duty who specialize in the training of reserves.

65. GOOD LUCK !