Pvt Matz 15thMEU-SOI":
#1 No Disrespecting anyone in this unit or civilians
#2 Got a problem with somebody, go in a different channel and talk it out, you are brothers ,there is nothing you can't work out.
#3 You must maintain professionalism at all time while in the 3rd Battalion 5th Marines
( This meaning in all channels of the 3rd Battalion 5th Marines and if you go to another server or team speak ,you are to carry your self in a professional manner )
#4 You must know how to flip the switch ,know your role to be apart of the 3rd Battalion 5th Marines.
#5 No Disrespecting higher command at anytime or you will be ban.
#6 All is welcome no matter what race or religion.
#7 No dual claning !!!!!
#8 Command staff has the ability to choose what is right and wrong at all times. ( Do not whine after the decision is made. )

Military Operations on Urban Terrain [MOUT] are not new to the US Army. Throughout its history the Army has fought an enemy on urban terrain. What is new is that urban areas and urban populations have grown significantly during the late twentieth century and have begun to exert a much greater influence on military operations. The worldwide shift from a rural to an urban society and the requirement to transition from combat to stability and support operations and vice-versa have affected the US Army's doctrine.

It is estimated that by the year 2010, seventy-five percent of the world's population will live in urban areas. The increased population and accelerated growth of cities have made the problems of combat in built-up areas an urgent requirement for the US Army. Urban areas are expected to be the future battlefield and combat in urban areas cannot be avoided.

6. Actions at danger areas (other than unit SOPs).

7. Actions on enemy contact (other than unit SOPs).

8. Reorganization and consolidation instructions (other than unit SOPs).

9. Fire distribution measures: point fires vs. area fires for all weapons systems (M16, M249, M60, etc.)

10. Fire control measures: cover what you want them to shoot at in order (i.e. crew served weapons then radio operators, then leaders), sectors of fire to

All of these factors must be analyzed in light of

the mission of the unit
the type operation
the level of command
the composition of forces involved
the weapons and equipment expected to be encountered

1. Observation and Fields of Fire

The evaluation of observation and fields of fire allows you to-

Identify potential engagement areas
Identify defensible terrain and weapons system positions.
Identify where maneuvering forces are most vulnerable to observation

Order of movement, formations, and movement techniques. Use a sketch/terrain model

2. Actions at halts (short/long). - SOP

3. Routes (primary/alternate). - Give the hard azimuth and distance

4. Departure and reentry of friendly lines.

5. Rally points and actions at rally points (specify either IRP(initial rally point), ORP, PB (patrol base), or RRP(re-entry rally point) and include grid coordinates and/or terrain references).

OCOKA
Observation and Fields of Fire, Cover and Concealment,
Obstacles (man made and natural), Key or Decisive Terrain, Avenues of Approach

Observation and Fields of Fire, Cover and Concealment,
Obstacles (man made and natural), Key or Decisive Terrain, Avenues of Approach
Observation and Fields of Fire
Cover and Concealment
Obstacles (man made and natural)
Key or Decisive Terrain
Avenues of Approach

Troop leading procedures

Step 1. Receive the Mission
Step 2. Issue a warning order
Step 3. Make a tentative plan
Step 4. Start necessary movement
Step 5. Reconnoiter
Step 6. Complete the plan
Step 7. Issue the complete order
Step 8. Supervise



1. Receive the Mission

The leader may receive the mission in a warning order, an operation order (OPORD), or a fragmentary order (FRAGO). He immediately begins to analyze it using the factors of METT-T:

What is the MISSION?
What is known about the ENEMY?
How will TERRAIN and weather affect the operation?
What TROOPS are available?
How much TIME is available?

(1) The leader should use no more than one third of the available time for his own planning and for issuing his operation order. The remaining two thirds is for subordinates to plan and prepare for the operation. Leaders should also consider other factors s